Exhibit

Securities Held

Common Shares⁽³⁾

Total Market Value
of Common Shares⁽⁵⁾

Mar. 7, 2018

EX-99.1 2 proxycirculardatedmarch720.htm EXHIBIT 99.1 Exhibit

NOTICE OF ANNUAL MEETING OF

SHAREHOLDERS

To the shareholders of Gildan Activewear Inc. (the “Company”):

NOTICE IS HEREBY GIVEN that the annual meeting of shareholders (the “Meeting”) of the Company will be held at Le Windsor, 100-1170 Peel Street, Montréal, Québec, Canada, on Thursday, May 3, 2018 at 10:00 a.m., local time, for the purposes of:


(i)	receiving the consolidated financial statements of the Company for the fiscal year ended December 31, 2017, together with the auditors’ report thereon;


(ii)	electing twelve directors for the ensuing year;


(iii)	considering and, if deemed advisable, approving an advisory resolution (the full text of which is reproduced as Schedule “C” to the accompanying management information circular) on the Company’s approach to executive compensation;


(iv)	appointing auditors for the ensuing year; and


(v)	transacting such other business as may properly come before the Meeting.

Dated at Montréal, Québec, Canada, March 7, 2018.

By order of the Board of Directors,

Lindsay Matthews

Vice-President, General Counsel

and Corporate Secretary

Shareholders may exercise their rights by attending the Meeting or by completing a form of proxy. If you are unable to attend the Meeting in person, please complete, date and sign the enclosed form of proxy and return it in the envelope provided for that purpose. Proxies must be received by the transfer agent and registrar of the Company (Computershare Investor Services Inc., 100 University Avenue, 8^th Floor, North Tower, Toronto, Ontario, Canada M5J 2Y1) no later than 5:00 p.m. on the second business day preceding the day of the Meeting or any adjournment thereof. Your shares will be voted in accordance with your instructions as indicated on the proxy.

Les actionnaires qui préféreraient recevoir la circulaire de sollicitation de procurations de la direction en français n’ont qu’à en aviser le secrétaire corporatif de Les Vêtements de Sport Gildan Inc.

MANAGEMENT INFORMATION CIRCULAR

Except as otherwise indicated, the information contained herein is given as of March 7, 2018. All dollar amounts set forth herein are expressed in U.S. dollars, the Company’s functional and reporting currency, and the symbol “$” refers to the U.S. dollar, unless otherwise indicated.

WHAT’S INSIDE



INVITATION TO SHAREHOLDERS	1
SUMMARY	2
VOTING AND PROXIES	5
BUSINESS OF THE MEETING	7
Election of Directors	7
Appointment of Auditors	7
Advisory Vote on Executive Compensation	8
ELECTION OF DIRECTORS - NOMINEES	9
COMPENSATION OF DIRECTORS	17
COMPENSATION DISCUSSION AND ANALYSIS	20
Message from the Compensation and Human Resources Committee	20
Determining Compensation	23
Our Executive Compensation Practices	25
Our Named Executive Officers	31
Our Executive Compensation Program	33
Named Executive Officers’ Compensation	43
STATEMENT OF CORPORATE GOVERNANCE PRACTICES	50
NORMAL COURSE ISSUER BID	63
OTHER INFORMATION	64
Indebtedness of Directors and Senior Executives	64
Additional Information	64
Shareholder Proposals for 2018 Annual Meeting	64
Approval of Management Information Circular	64
SCHEDULE “A” MANDATE OF THE BOARD OF DIRECTORS	65
SCHEDULE “B” LONG TERM INCENTIVE PLAN	68
SCHEDULE “C” ADVISORY VOTE ON EXECUTIVE COMPENSATION	72



	INVITATION TO SHAREHOLDERS

INVITATION TO SHAREHOLDERS

Dear shareholders:

On behalf of the Board of Directors and management of the Company, we are pleased to invite you to attend the annual meeting of shareholders that will be held this year at Le Windsor, 100-1170 Peel Street, Montréal, Québec, Canada, on Thursday, May 3, 2018 at 10:00 a.m., local time.

The annual meeting is your opportunity to vote on a number of important matters as well as hear first-hand about our financial performance and strategic plans for the future. The enclosed management information circular describes the business to be conducted at the meeting and provides information on the Company’s executive compensation and corporate governance practices. If you attend in person, you will have the opportunity to interact with and to ask questions to members of the Board of Directors and management. If you cannot attend this meeting in person, you can view a live webcast on the Company’s website at www.gildan.com.

Your participation in voting at the meeting is important to us. You can vote by attending in person, or alternatively by telephone, via the internet or by completing and returning the enclosed form of proxy or voting instruction form. Please refer to the “Voting and Proxies” section of this management information circular.

We look forward to welcoming you at the meeting and thank you for your continued support.

Sincerely,




William D. Anderson Chairman of the Board of Directors	Glenn J. Chamandy President and Chief Executive Officer

MANAGEMENT INFORMATION CIRCULAR 1



	SUMMARY

SUMMARY

The following summary highlights some of the important information you will find in this management information circular (this “Circular”) of GIldan Activewear Inc. (the “Company” or “Gildan”).

Shareholder Voting Matters



VOTING MATTER	BOARD VOTE RECOMMENDATION	INFORMATION
Election of twelve directors	FOR each nominee	pages 9 to 17
Appointment of KPMG LLP as auditors	FOR	page 7
Advisory vote on executive compensation	FOR	page 8

Our Director Nominees



NAME & REGION	AGE	DIRECTOR SINCE	POSITION	BOARD & COMMITTEE ATTENDANCE IN 2017	OTHER PUBLIC BOARDS	AREAS OF EXPERTISE
NAME & REGION	AGE	DIRECTOR SINCE	POSITION	BOARD & COMMITTEE ATTENDANCE IN 2017	OTHER PUBLIC BOARDS	AREAS OF EXPERTISE
William D. Anderson Ontario, Canada Independent	68	2006	Corporate Director	100%	1	- Financial Accounting/Auditing - Risk Management - Human Resources - International
Donald C. Berg Kentucky, United States Independent	62	2015	President, DCB Advisory Services	100%	1	- Financial Accounting/Auditing - Corporate Development - Retail Sales/Distribution - Government Relations/Public Policy
Maryse Bertrand Québec, Canada Independent	59	Nominee	Corporate Director		2	- Government Relations/Public Policy - Corporate Development - Capital Markets - Risk Management
Marcello (Marc) Caira Ontario, Canada Independent	64	Nominee	Corporate Director		2	- International - Executive Leadership - Retail Sales/Distribution - Marketing/Advertising
Glenn J., Chamandy Québec, Canada	56	1984	President, Gildan Activewear Inc.	100%	0	- Executive Leadership - Strategy - Manufacturing/Supply Chain - Marketing/Advertising
Shirley E. Cunningham Minnesota, United States Independent	57	2017	Executive VP & COO, Ag Bus. & Enterprise Strategy, CHS Inc.	100%	1	- International - Corporate Development - Strategy - Innovation/Technology
Russell Goodman Québec, Canada Independent	64	2010	Corporate Director	82%⁽¹⁾	2	- Financial Accounting/ Auditing - Corporate Development - International - Capital Markets
George Heller Ontario, Canada Independent	70	2009	Corporate Director	100%	0	- Retail Sales/Distribution - Marketing/Advertising - Manufacturing/Supply Chain - Human Resources
Charles M. Herington Florida, United States Independent	58	Nominee	Vice-Chairman and President of Zumba Fitness LLC		1	- International - Corporate Development - Executive Leadership - Human Resources

MANAGEMENT INFORMATION CIRCULAR 2



	SUMMARY



NAME & REGION	AGE	DIRECTOR SINCE	POSITION	BOARD & COMMITTEE ATTENDANCE IN 2017	OTHER PUBLIC BOARDS	AREAS OF EXPERTISE
NAME & REGION	AGE	DIRECTOR SINCE	POSITION	BOARD & COMMITTEE ATTENDANCE IN 2017	OTHER PUBLIC BOARDS	AREAS OF EXPERTISE
Craig A. Leavitt New York, United States Independent	57	Nominee	Corporate Director		1	- International - Executive Leadership - Retail Sales/Distribution - Marketing/Advertising
Anne Martin-Vachon Ontario, Canada Independent	56	2015	President, The Shopping Channel	88%	0	- Retail Sales/Distribution - Marketing/Advertising - Strategy - Executive Leadership
Gonzalo F. Valdes-Fauli Florida, United States Independent	71	2004	Chairman of the Board, BroadSpan Capital, LLC	100%	0	- Financial Accounting/Auditing - International - Capital Markets - Risk Management

(1) Mr. Goodman missed the quarterly Board and committee meetings held in February 2017 due to a death in the family.

MANAGEMENT INFORMATION CIRCULAR 3



	SUMMARY

We consider strong and transparent corporate governance practices to be an important factor in Gildan’s overall success and we are committed to adopting and adhering to the highest standards in corporate governance. Some of our best practices are:



l	11 of 12 director nominees are independent
l	Independent Chair of the Board
l	Guidelines for interlocking board memberships
l	Annual election of directors (no staggered terms)
l	Directors elected individually (no slate voting)
l	Majority voting for directors
l	Share ownership guidelines for Board members and executives
l	Board tenure and term limits
l	Code of Ethics program
l	Formal annual Board performance assessment
l	Annual advisory vote on executive compensation
l	Director orientation and continuing education
l	Board Diversity Policy
l	Shareholder Engagement Policy

Highlights of our Executive Compensation Program

Our executive compensation program is designed to link executive pay with Gildan performance and align the interests of our management team with those of Gildan’s shareholders. Some of our compensation highlights are:



l	Annual incentive awards are subject to achievement of pre-established performance goals tied to financial objectives
l	Significant proportion of senior executives’ annual target compensation is “at-risk”
l	Amount that a senior executive can receive under the short-term incentive plan is capped at two times target
l	No minimum guaranteed payout under the short-term incentive plan
l	Long-term incentive plan equity awards are designed to encourage a long-term view of performance
l	No hedging or monetizing of equity awards by executives
l	Use of an independent compensation consultant
l	No excessive perquisites
l	Use of stress-testing and back-testing to assess alignment between pay and performance
l	Use of representative and relevant peer group
l	Annual advisory vote on executive compensation
l	Clawback policy for senior executive incentive-based compensation
l	Minimum share ownership guidelines for executives

MANAGEMENT INFORMATION CIRCULAR 4



	VOTING AND PROXIES

VOTING AND PROXIES

Solicitation of Proxies

This Circular is sent in connection with the solicitation by the management of the Company of proxies to be used at the annual meeting of shareholders of the Company to be held on Thursday, May 3, 2018 (the “Meeting”), at the time, place and for the purposes set forth in the Notice of Annual Meeting of Shareholders (the “Notice of Meeting”), and at any adjournment thereof. The solicitation is being made primarily by mail, but proxies may also be solicited by telephone, facsimile or other personal contact by officers or other employees of the Company. The cost of the solicitation will be borne by the Company other than the cost of solicitation of the Objecting Non-Registered Holders (see the section entitled “Non-Registered Shareholders” below).

Appointment of Proxy

The persons named as proxyholders in the enclosed form of proxy are directors and officers of the Company. Each shareholder has the right to appoint a person other than the persons designated in the enclosed form of proxy to represent such shareholder at the Meeting. In order to appoint such other person, the shareholder should insert such person’s name in the blank space provided on the form of proxy and delete the names printed thereon or complete another proper form of proxy and, in either case, deliver the completed form of proxy to the transfer agent and registrar of the Company (Computershare Investor Services Inc., 100 University Avenue, 8^th Floor, North Tower, Toronto, Ontario, Canada M5J 2Y1), no later than 5:00 p.m. on the second business day preceding the day of the Meeting or any adjournment thereof at which the proxy is to be used.

Revocation of Proxy

A shareholder who executes and returns the accompanying form of proxy may revoke the same (a) by instrument in writing executed by the shareholder, or by his or her attorney authorized in writing, and deposited either: (i) at the principal executive offices of the Company, to the attention of the Corporate Secretary of the Company, Tour KPMG, 600 de Maisonneuve Boulevard West, 33^rd Floor, Montréal, Québec, Canada H3A 3J2, at any time up to and including the last business day preceding the day of the Meeting or any adjournment thereof at which the proxy is to be used, or (ii) with the chairman of the Meeting on the day of the Meeting or any adjournment thereof, or (b) in any other manner permitted by law. If the shareholder is a corporation, any such instrument of revocation must be executed by a duly authorized officer or attorney thereof.

Exercise of Discretion by Proxies

The persons named in the enclosed form of proxy will, on a show of hands or any ballot that may be called for, vote (or withhold from voting) the shares in respect of which they are appointed as proxies in accordance with the instructions of the shareholders appointing them. If a shareholder specifies a choice with respect to any matter to be acted upon, the shares will be voted accordingly. If no instructions are given, the shares will be voted FOR the election of the nominees of the board of directors of the Company (the “Board of Directors” or the “Board”) as directors, FOR the advisory resolution (as set out in Schedule “C”) on the Company’s approach to executive compensation, and FOR the appointment of KPMG LLP as auditors. The enclosed form of proxy confers discretionary authority upon the persons named therein with respect to amendments or variations to matters identified in the Notice of Meeting, and with respect to other business which may properly come before the Meeting or any adjournment thereof. As of the date hereof, management of the Company knows of no such amendment, variation or other business to come before the Meeting. If any such amendment or other business properly comes before the Meeting, or any adjournment thereof, the persons named in the enclosed form of proxy will vote on such matters in accordance with their best judgement.

Voting Shares and Principal Holders Thereof

As of March 7, 2018, there were 219,035,937 common shares of the Company (the “Common Shares”) issued and outstanding. Each Common Share entitles its holder to one vote with respect to the matters voted at the Meeting.

Holders of Common Shares whose names are registered on the lists of shareholders of the Company as at the close of business, Montréal time, on March 7, 2018, being the date fixed by the Company for determination of the registered holders of Common Shares who are entitled to receive notice of the Meeting, will be entitled to exercise the voting rights attached to the Common Shares in respect of which they are so registered at the Meeting, or any adjournment thereof, if present or represented by proxy thereat. As of March 7, 2018, there was an aggregate of 219,035,937 votes attached to the Common Shares entitled to be voted at the Meeting or any adjournment thereof.

To the knowledge of the directors and officers of the Company, according to the latest publicly available information, no person owns beneficially, directly or indirectly, or exercises control or direction over, voting securities carrying 10% or more of the voting rights attached to any class of voting securities of the Company, as at March 7, 2018.

MANAGEMENT INFORMATION CIRCULAR 5



	VOTING AND PROXIES

Non-Registered Shareholders

Only registered shareholders or the persons they appoint as their proxies are permitted to vote at the Meeting. However, in many cases, Common Shares beneficially owned by a person (a “Non-Registered Holder”) are registered either: (i) in the name of an intermediary that the Non-Registered Holder deals with in respect of his or her Common Shares (an “Intermediary”), such as securities dealers or brokers, banks, trust companies and trustees or administrators of self-administered RRSPs, TFSAs, RRIFs, RESPs and similar plans, or (ii) in the name of a clearing agency of which the Intermediary is a participant. In accordance with National Instrument 54‑101 of the Canadian Securities Administrators entitled “Communication with Beneficial Owners of Securities of a Reporting Issuer”, the Company has distributed copies of the Notice of Meeting and this Circular (collectively, the “Meeting Materials”) to the clearing agencies and Intermediaries for distribution to Non-Registered Holders. Intermediaries are required to forward the Meeting Materials to Non-Registered Holders, and often use a service company (such as Broadridge in Canada) for this purpose.

Non-Registered Holders will either:

(a)

Typically be provided with a computerized form (often called a “voting instruction form”) which is not signed by the Intermediary and which, when properly completed and signed by the Non-Registered Holder and returned to the Intermediary or its service company, will constitute voting instructions which the Intermediary must follow. In certain cases, the Non-Registered Holder may provide such voting instructions to the Intermediary or its service company through the Internet or through a toll-free telephone number; or

(b)

Less commonly, be given a proxy form which has already been signed by the Intermediary (typically by a facsimile, stamped signature), which is restricted to the number of Common Shares beneficially owned by the Non-Registered Holder but which is otherwise not completed. In this case, the Non-Registered Holder who wishes to submit a proxy should properly complete the proxy form and submit it to Computershare Investor Services Inc. (Attention: Proxy Department), 100 University Avenue, 8^th Floor, North Tower, Toronto, Ontario M5J 2Y1.

In either case, the purpose of these procedures is to permit Non-Registered Holders to direct the voting of the Common Shares that they beneficially own.

Should a Non-Registered Holder who receives a voting instruction form wish to vote at the Meeting in person (or have another person attend and vote on behalf of the Non-Registered Holder), the Non-Registered Holder should print his or her own name, or that of such other person, on the voting instruction form and return it to the Intermediary or its service company. Should a Non-Registered Holder who receives a

proxy form wish to vote at the Meeting in person (or have another person attend and vote on behalf of the Non-Registered Holder), the Non-Registered Holder should strike out the names of the persons set out in the proxy form and insert the name of the Non-Registered Holder or such other person in the blank space provided and submit it to Computershare Investor Services Inc. at the address set out above.

In all cases, Non-Registered Holders should carefully follow the instructions of their Intermediary, including those regarding when, where and by what means the voting instruction form or proxy form must be delivered.

A Non-Registered Holder may revoke voting instructions that have been given to an Intermediary at any time by written notice to the Intermediary.

Management of the Company does not intend to pay for an Intermediary to deliver the Meeting Materials to Non-Registered Holders who have objected to their Intermediary disclosing ownership information about them to the Company (“Objecting Non-Registered Holders”). Objecting Non-Registered Holders will not receive the Meeting Materials unless the Objecting Non-Registered Holder’s Intermediary assumes the costs of delivery.

MANAGEMENT INFORMATION CIRCULAR 6



	BUSINESS OF THE MEETING

BUSINESS OF THE MEETING

Election of Directors

The articles of the Company provide that the Board of Directors shall consist of not less than five and not more than twelve directors. Except where authority to vote on the election of directors is withheld, the persons named in the enclosed form of proxy or voting instruction form intend to vote FOR the election of the nominees whose names are hereinafter set forth. Eight of the nominees are currently members of the Board of Directors and have been members since the dates indicated below. Four of the nominees, Maryse Bertrand, Marc Caira, Charles M. Herington and Craig A. Leavitt, are not currently Board members and are being nominated for election for the first time. If prior to the Meeting, any of the nominees shall be unable or, for any reason, become unwilling to serve as a director, it is intended that the discretionary power granted by the form of proxy or voting instruction form shall be used to vote for any other person or persons as directors. Each director is elected for a one-year term ending at the next annual meeting of shareholders or when his or her successor is elected, unless he or she resigns or his or her office otherwise becomes vacant. The Board of Directors and management of the Company have no reason to believe that any of the said nominees will be unable or will refuse to serve, for any reason, if elected to office.

Nomination Process

The process to nominate the Company’s directors, including the Board skills matrix and Board succession planning and renewal, is described in the section entitled “Director Selection” in the Statement of Corporate Governance Practices of this Circular.

Diversity

The Board is committed to diversity and inclusion at Gildan and has adopted a formal written Board Diversity Policy to support this commitment at the Board level. In that regard, the Board will consider diversity, including gender, when reviewing qualified candidates for recommendation for appointment to the Board to ensure that the Board is comprised of a diverse membership. Currently, three of the twelve nominees proposed for election to the Board of Directors (representing 25%) are women.

Nominees

The tables found in the section of this Circular entitled “Election of Directors - Nominees” provide the profile of the nominees proposed for election to the Board of Directors. Included in these tables is information relating to each nominee’s experience, qualifications, areas of expertise, attendance at Board and committee meetings, ownership of Gildan securities, as well as other public company board memberships. One of Gildan's current directors, Shelia

O'Brien, will be retiring from the Board and will therefore not be standing for re-election. However, the Board is nominating four new independent candidates for election, Maryse Bertrand, Marc Caira, Charles M. Herington and Craig A. Leavitt, with the result that the Board will increase the number of directors to be elected at the Meeting to twelve. As you will note from the enclosed form of proxy or voting instruction form, shareholders may vote for each director individually.

Majority Voting Policy

The Board of Directors has adopted a majority voting policy providing that in an uncontested election of directors, any nominee who receives a greater number of votes “withheld” than votes “for” his or her nomination will tender his or her resignation to the Board of Directors promptly following the shareholders’ meeting. The Corporate Governance and Social Responsibility Committee will consider the offer of resignation and will make a recommendation to the Board of Directors on whether to accept it. Absent exceptional circumstances, the Board will accept the resignation and it will be effective on the date of such acceptance. The Board of Directors will make its final decision and announce it in a press release within ninety days following the shareholders’ meeting giving the reasons for not accepting the resignation if such is the case. A director who tenders his or her resignation pursuant to this policy will not participate in any meeting of the Board of Directors or the Corporate Governance and Social Responsibility Committee at which the resignation is considered.

Appointment of Auditors

KPMG LLP (“KPMG”), chartered accountants, has served as auditors of the Company since fiscal 1996. In fiscal 2017, in addition to retaining KPMG to report upon the annual consolidated financial statements of the Company, the Company retained KPMG to provide various audit, audit-related, and non-audit services. The aggregate fees billed for professional services by KPMG for each of the last two fiscal periods were as follows:

Audit Fees - The aggregate audit fees billed by KPMG were C$2,238,000 for fiscal 2017 and C$2,427,000 for fiscal 2016. These services consisted of professional services rendered for the annual audit of the Company’s consolidated financial statements and the quarterly reviews of the Company’s interim financial statements, consultation concerning financial reporting and accounting standards, and services provided in connection with statutory and regulatory filings or engagements. The fees for the annual audit of the Company’s consolidated financial statements include fees relating to

MANAGEMENT INFORMATION CIRCULAR 7



	BUSINESS OF THE MEETING

KPMG’s audit of the effectiveness of the Company’s internal control over financial reporting.

Audit-Related Fees - The aggregate audit-related fees billed by KPMG were C$140,000 for fiscal 2017 and C$404,000 for fiscal 2016. These services consisted of due diligence services relating to business acquisitions and also translation services in both years. Such due diligence services related primarily to financial accounting and internal control issues.

Tax Fees - The aggregate tax fees billed by KPMG were C$929,000 for fiscal 2017 and C$1,274,000 for fiscal 2016. These services consisted of tax compliance, including assistance with the preparation and review of tax returns, the preparation of annual transfer pricing studies, and tax advisory services relating to domestic and international taxation.

All Other Fees - The aggregate fees billed by KPMG for all other professional services rendered were C$nil for fiscal 2017 and C$40,000 for fiscal 2016.

All fees paid and payable by the Company to KPMG in fiscal 2017 were pre-approved by the Company’s Audit and Finance Committee pursuant to the procedures and policies set forth in the Audit and Finance Committee mandate. Except where authorization to vote with respect to the appointment of auditors is withheld, the persons designated in the enclosed form of proxy or voting instruction form intend to vote FOR the reappointment of KPMG, as auditors of the Company, to hold office until the close of the next annual meeting of shareholders at such remuneration as may be recommended by the Audit and Finance Committee and fixed by the Board.

Advisory Vote on Executive Compensation

The Board of Directors, through its Compensation and Human Resources Committee, has spent considerable time and effort overseeing the implementation of Gildan’s executive compensation program and the Board is satisfied that this program is aligned with the Company’s performance and reflects competitive market practices. The Board is also committed to maintaining an ongoing engagement process with the Company’s shareholders by adopting effective measures to receive shareholder feedback.

In this light, the Board of Directors wishes to offer Gildan’s shareholders the opportunity to cast at the Meeting an advisory vote on the Company’s approach to executive compensation as disclosed in the section entitled “Compensation Discussion and Analysis” of this Circular. This section discusses the Company’s executive compensation philosophy, objectives, policies and practices and provides important information on the key components of Gildan’s executive compensation program. It explains how Gildan’s executive compensation program is based on a pay-for-

performance approach that is aligned with the long-term interests of the Company’s shareholders.

The Board recommends that shareholders indicate their support for the Company’s approach to executive compensation disclosed in this Circular by voting FOR the advisory resolution (the full text of which is reproduced at Schedule “C” to this Circular). Unless contrary instructions are indicated on the proxy form or the voting instruction form, the persons designated in the enclosed form of proxy or voting instruction form intend to vote FOR this advisory resolution.

As this is an advisory vote, the Board will not be bound by the results of the vote. However, the Board will take the results of the vote into account, together with feedback received from shareholders, when considering its approach to executive compensation in the future. Results of the vote will be disclosed in the report of voting results and related news release and in next year’s management information circular.

MANAGEMENT INFORMATION CIRCULAR 8



	ELECTION OF DIRECTORS - NOMINEES

ELECTION OF DIRECTORS - NOMINEES

The following tables include profiles of each director nominee with a description of his or her experience, qualifications, areas of expertise, participation on the Board and its committees, if applicable, ownership of Gildan securities, as well as other public company board memberships. A more detailed description of each nominee’s competencies is described in the section entitled “Skills and Experience of Directors” in the Statement of Corporate Governance Practices.



	William D. Anderson
	Age 68 Toronto, Ontario, Canada Director since May 2006 Independent⁽¹⁾
	William D. Anderson has had a career as a business leader in Canada spanning over thirty years. Mr. Anderson joined the Bell Canada organization in 1992, where from 1998 to 2001, he served as Chief Financial Officer of BCE Inc., Canada’s largest telecommunications company. From 2001 to 2005, Mr. Anderson served as President of BCE Ventures, the strategic investment unit of BCE Inc. and, from 2001 to 2007, he was the Chairman and Chief Executive Officer of Bell Canada International Inc., a subsidiary of BCE Inc. formed to invest in telecommunications operations outside Canada. Prior to joining the Bell Canada organization, Mr. Anderson was in public practice for nearly twenty years with the accounting firm KPMG LLP, where he was a partner for eleven years. Mr. Anderson currently serves as Chair of the Board of Directors of Sun Life Financial Inc., an international financial services organization. He has previously served on the boards of directors of MDS Nordion inc., TransAlta Corp., Four Seasons Hotels Ltd., Sears Canada, Inc., BCE Emergis, Inc., and CGI Group, Inc. Mr. Anderson was educated at the University of Western Ontario and is a Fellow of the Institute of Chartered Accountants of Ontario and a Fellow of the Institute of Corporate Directors.
Areas of Expertise: • Financial Accounting/Auditing • Risk Management • Human Resources • International	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Chair of the Board of Directors⁽⁷⁾	100%	Sun Life Financial - International financial services organization

	Voting Results	In Favour
	2017	99.90%
	2016	99.97%



Securities Held
As at	Common Shares⁽³⁾	DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirement
Mar. 7, 2018	30,000	50,299	80,299	$2,324,648	$450,000	Yes
Mar. 8, 2017	30,000	45,553	75,553	$1,921,307
Change	Nil	4,746	4,746	$403,341



	Donald C. Berg
	Age 62 Prospect, Kentucky, United States Director since February 2015 Independent⁽¹⁾
	Donald C. Berg is President of DCB Advisory Services, providing consulting services to food and beverage companies ranging from multi-national conglomerates to start-up companies. Mr. Berg retired in April 2014 as Executive Vice President, Chief Financial Officer at Brown-Forman Corporation, a U.S.-based producer and marketer of fine quality beverage alcohol brands and one of the largest companies in the global wine and spirits industry. Mr. Berg’s career at Brown-Forman Corporation spanned over 25 years, where he held various executive positions including as President of its Advancing Markets Group, President of Brown-Forman Spirits Americas, the company’s largest operating group, head of its corporate development and strategy functions, and director of its mergers and acquisitions group. Prior to joining Brown-Forman, Mr. Berg has held a wide variety of finance, sales and marketing roles with respected national and international firms after beginning his career as a certified public accountant with Ernst & Whinney. Mr. Berg is also a member of the Board of Directors of Meredith Corporation, a publicly-held media and marketing company, where he is also Chair of the Audit and Finance Committee. He holds a Master of Business Administration from the Wharton School of Business and earned his Bachelor of Arts degree in accounting and business administration from Augustana College in Illinois.
Areas of Expertise: • Financial Accounting/Auditing • Corporate Development • Retail Sales/Distribution • Government Relations/Public Policy
	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	100%	Meredith Corporation - Media and marketing company
	Audit and Finance Committee	100%
	Chair of the Compensation and Human Resources Committee	100%
	Chair of the Compensation and Human Resources Committee	100%

	Voting Results	In Favour
	2017	99.23%
	2016	99.93%



Securities Held
As at	Common Shares⁽³⁾	DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirement
Mar. 7, 2018	3,000	17,457	20,457	$592,227	$450,000	Yes
Mar. 8, 2017	3,000	11,136	14,136	$359,472
Change	Nil	6,321	6,321	$232,755

MANAGEMENT INFORMATION CIRCULAR 9



	ELECTION OF DIRECTORS - NOMINEES



	Maryse Bertrand⁽¹⁷⁾
	Age 59 Montréal, Québec, Canada Independent⁽¹⁾
	Following a 35 year career in law and business, Maryse Bertrand is an advisor in governance and risks and a corporate director. Ms. Bertrand is currently a member of the Board of Directors of National Bank of Canada, Canada’s sixth largest retail and commercial bank, and the Board of Directors of Metro Inc., a leader in the grocery and pharmaceutical distribution sectors in Canada. She chairs the Bank’s Conduct Review and Governance Committee and is a member of its Human Resources Committee. She is also a member of the Governance and Nominating and Audit Committees of Metro. From 2016 to 2017, she was Strategic Advisor and Counsel to Borden Ladner Gervais LLP, in matters of risk and governance. From 2009 to 2015, she was Vice-President, Real Estate Services, Legal Services and General Counsel at CBC/Radio-Canada, Canada’s public broadcaster, where she also chaired the National Crisis Management Committee and the Board of Directors of ArTV, a specialty channel. Prior to 2009, she was a partner of Davies Ward Phillips and Vineberg LLP, where she specialized in M&A and corporate finance, and served on the firm’s National Management Committee. Ms. Bertrand is also a member of the Board of Governors of McGill University where she is Vice-Chair of the Committee to Advise on Matters of Social Responsibility and a member of the Human Resources Committee. She was named as Advocatus emeritus (Ad. E.) in 2007 by the Quebec Bar in recognition of her exceptional contribution to the legal profession. Mrs. Bertrand has a law degree from McGill University and a Master in Risk Management from New York University, Stern School of Business.
Areas of Expertise: • Government Relations/Public Policy • Corporate Development • Capital Markets • Risk Management		Public Board Memberships
		Metro Inc. - Grocery and pharmaceutical distribution
		National Bank of Canada - Retail and commercial bank



	Marc Caira⁽¹⁷⁾
	Age 64 Toronto, Ontario, Canada Independent⁽¹⁾
	Marc Caira is the Vice-Chairman of the Board of Directors of Restaurant Brands International Inc., a multinational quick service restaurant company. He also serves on the Board of Directors of Hydro One Limited, an electricity transmission and distribution services provider, where he sits on the Nominating, Corporate Governance, Public Policy & Regulatory Committee and the Human Resources Committee, and the Board of Directors of the Minto Group, a private real estate developer. Mr. Caira is also on the Board of Governors of Seneca College, a leading post-secondary educational institution. Previously, Mr. Caira was President and Chief Executive Officer of Tim Hortons Inc., a multinational fast food restaurant, from 2013 to 2014, and he was also a member of the Executive Board of Nestlé S.A. in Switzerland, a transnational food and beverage company, and Chief Executive Officer of Nestlé Professional. Mr. Caira holds an Advanced Diploma in Marketing Management from Seneca College, Toronto and is a graduate of the Director Program at The International Institute for Management Development, Lausanne, Switzerland.
Areas of Expertise: • International • Executive Leadership • Retail Sales/Distribution • Marketing/Advertising		Public Board Memberships
		Restaurant Brands International Inc. - Multinational quick service restaurant company
		Hydro One Limited - Electricity transmission and distribution services

MANAGEMENT INFORMATION CIRCULAR 10



	ELECTION OF DIRECTORS - NOMINEES



	Glenn J. Chamandy
	Age 56 Montréal, Québec, Canada Director since May 1984 Not Independent (Management)
	Glenn J. Chamandy is one of the founders of the Company and has devoted his entire career to building Gildan into an industry leader. Mr. Chamandy has been involved in various textile and apparel businesses for almost forty years. Prior to his appointment as President and Chief Executive Officer in 2004, the position which he currently holds, Mr. Chamandy served as a Co-Chief Executive Officer and Chief Operating Officer of Gildan.
	Board/Committee Membership and Attendance in 2017⁽⁸⁾		Public Board Memberships
	Board of Directors	100%	None
Areas of Expertise: • Executive Leadership • Strategy • Manufacturing/Supply Chain • Marketing/Advertising
	Voting Results	In Favour
	2017	99.94%
	2016	99.95%



Securities Held
As at	Common Shares⁽³⁾			Options Exercisable⁽⁹⁾	PSUs⁽¹⁰⁾	Total Market Value of Common Shares Options Exercisable and PSUs⁽¹¹⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirement
Mar. 7, 2018	3,110,159		⁽¹³⁾	257,218	365,606	$102,064,226	$7,200,000	Yes
Mar. 8, 2017	3,538,557			206,333	169,974	$96,469,101
Change	(428,398	)		50,885	195,632	$5,595,125



	Shirley E. Cunningham
	Age 57 St Paul, Minnesota, United States Director since February 2017 Independent⁽¹⁾
	Shirley E. Cunningham is Executive Vice-President and Chief Operating Officer, Ag Business and Enterprise Strategy, for CHS Inc, a global energy, grains and foods company. Prior to joining CHS Inc. in 2013, she was the Chief Information Officer for Monsanto Company and has more than 25 years of global experience in information technology and business management. Ms. Cunningham currently serves on the Board of Directors of Kemira Oyj, a Finnish-based global chemicals company providing innovative and sustainable solutions for improving water, energy and raw material efficiencies, and Ventura Foods, LLC, which produces vegetable oil-based products, such as packaged frying oils, margarine, mayonnaise, salad dressings and other food products. She received a Master’s degree in Business Administration from Washington University in St. Louis in 2008.
Areas of Expertise: • International • Corporate Development • Strategy • Innovation/Technology	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	100%	Kemira Oyj - Global chemical company
	Audit and Finance Committee	100%
	Compensation and Human Resources Committee	100%

	Voting Results
	2017	99.96%



Securities Held
As at	Common Shares⁽³⁾	DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirement
Mar. 7, 2018	Nil	3,176	3,176	$91,937	$450,000	No⁽¹²⁾
Mar. 8, 2017	Nil	Nil	Nil	Nil
Change	Nil	3,176	3,176	$91,937

MANAGEMENT INFORMATION CIRCULAR 11



	ELECTION OF DIRECTORS - NOMINEES



	Russell Goodman
	Age 64 Mont Tremblant, Québec, Canada Director since December 2010 Independent⁽¹⁾
	Russell Goodman is a corporate director of public, private and not-for-profit companies. He currently serves on the Board of Directors of Metro Inc., a leader in grocery and pharmaceutical distribution in Canada, where he is Chair of the Audit Committee and a member of the Corporate Governance and Nominating Committee, and the Board of Directors of Northland Power Inc., a leading global independent power producer, where he is Chair of the Audit Committee and member of the Human Resources and Compensation Committee. Mr. Goodman spent his business career at PricewaterhouseCoopers LLP until his retirement in 2011. From 1998 to 2011, he was the Managing Partner of various business units across Canada and the Americas and also held global leadership roles in the services and transportation industry sectors. Mr. Goodman is a Fellow of the Chartered Professional Accountants and a holder of the ICD.D designation from the Institute of Corporate Directors. He completed a Bachelor of Commerce degree from McGill University and is a recipient of the Governor General of Canada Sovereign’s Medal for Volunteers.
Areas of Expertise: • Financial Accounting/Auditing • Corporate Development • International • Capital Markets	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	93%⁽¹⁵⁾	Metro Inc. - Grocery and pharmaceutical distribution
	Chair of the Audit and Finance Committee	75%⁽¹⁵⁾	Northland Power Inc. - Power producer
	Compensation and Human Resources Committee	75%⁽¹⁵⁾

	Voting Results	In Favour
	2017	98.25%
	2016	98.81%



Securities Held
As at	Common Shares⁽³⁾	DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirements⁽⁶⁾	Meets Requirement
Mar. 7, 2018	12,000	29,573	41,573	$1,203,538	$450,000	Yes
Mar. 8, 2017	12,000	25,975	37,975	$965,704
Change	Nil	3,598	3,598	$237,834



	George Heller
	Age 70 Toronto, Ontario, Canada Director since December 2009 Independent⁽¹⁾
	George Heller has had a career as a business leader in the retail sector that spans over forty years. From 1999 to 2006, Mr. Heller served as President and Chief Executive Officer of the Hudson’s Bay Company, Canada’s largest diversified general merchandise retailer, operating more than 600 retail outlets in Canada under four banners: the Bay, Zellers, Home Outfitters and Fields. Prior to that, Mr. Heller was President and Chief Executive Officer of Zellers, the mass merchandise retailer of the Hudson’s Bay Company and a leading Canadian mass merchandise department store. Mr. Heller has also held a number of other key positions in the retail industry, including as President and Chief Executive Officer of Kmart Canada, discount department stores, President, North America & Europe of Bata Industries Ltd., an international footwear manufacturer, and Executive Vice-President of Woodwards Department Stores, a department store chain. Mr. Heller also served as President and Chief Executive Officer of the Victoria Commonwealth Games and was the President and a member of the Board of Directors of the Commonwealth Games of Canada Foundation, a fundraising organization for amateur athletes. Mr. Heller also serves on the Board of the Asia Pacific Foundation of Canada, a not-for-profit think-tank on Canada’s relations with Asia, where he is Chair of the Investment Committee. Mr. Heller has acted since 2008 as Honorary Consul General of Thailand and as Honorary Trade Advisor to the Government of Thailand since 2000. Mr. Heller has received Honorary Doctorates from Ryerson University and the University of Victoria.
Areas of Expertise: • Retail Sales/Distribution • Marketing/Advertising • Manufacturing /Supply Chain • Human Resources
	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	100%	None
	Corporate Governance and Social Responsibility Committee	100%
	Compensation and Human Resources Committee	100%

	Voting Results	In Favour
	2017	99.60%
	2016	99.54%



Securities Held
As at	Common Shares⁽³⁾			DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirements
Mar. 7, 2018	5,000		⁽¹⁴⁾	62,778	67,778	$1,962,172	$450,000	Yes
Mar. 8, 2017	6,000			56,206	62,206	$1,581,896
Change	(1,000	)		6,572	5,572	$380,276

MANAGEMENT INFORMATION CIRCULAR 12



	ELECTION OF DIRECTORS - NOMINEES



	Charles M. Herington⁽¹⁷⁾
	Age 58 Miami, Florida, United States Independent⁽¹⁾
	Charles M. Herington serves, since August 2013, as Chief Operating Officer, Vice-Chairman and President of Global Operations at Zumba Fitness LLC, worldwide a provider of dance fitness classes. He sits on the Board of Directors of Molson Coors Brewing Company, a multinational brewing company, where he sits on the Compensation and Human Resources Committee and the Audit Committee, and was previously on the Board of Directors of its predecessor company, Adolph Coors Company, since 2003. Mr. Herington also sits on the Board of Directors of Klox Technologies, a specialty biopharmaceutical company, where he is Chair of the Compensation Committee and sits on the Audit Committee, the Board of Directors of Hy Cite Enterprises, LLC, a designer and manufacturer of household products, where he sits on the Corporate Governance Committee, the Board of Directors of Pronto Insurance, and the Board of Directors of the University of Miami School of Architecture. Mr. Herington also served on the Board of Directors of NII Holding (Nextel International⁽¹⁶⁾), one of the world’s leading providers of fully integrated mobile communication services, between 2003 and 2015, where he served as Chair of the Compensation Committee and sat on the Corporate Governance Committee, and on the Board of Directors of Advo, Inc., a direct mail marketing services company, from 2005 to 2007, where he sat on the Audit Committee. From March 2006 to September 2012, Mr. Herington served as Executive Vice-President of Developing and Emerging Markets Group (Latin America, Asia Pacific and Central & Eastern Europe) at Avon Products Inc., a manufacturer and marketer of beauty related products. From 1999 to 2006, he was President and Chief Executive Officer of America Online (AOL) Latin America, Inc. From 1997 to 1999, he served as President of the Latin America division of Revlon. Prior to that he held a variety of executive positions in several different geographies leading to Division President with Pepsico Restaurants Latin America, Inc. Mr. Herington began his career in brand management at Procter & Gamble Co, a multinational consumer goods corporation, between 1981 to 1990. Mr. Herington received his B.S. from Instituto Tecnológico y de Estudios Superiores de Monterrey.
Areas of Expertise: • International • Corporate Development • Executive Leadership • Human Resources



		Public Board Memberships
		Molson Coors Brewing Company - Global brewing company



	Craig A. Leavitt⁽¹⁷⁾
	Age 57 New York, New York, United States Independent⁽¹⁾
	Craig Leavitt is a corporate director of public, private and not-for-profit companies. He currently serves on the Board of Directors of Build-A-Bear Workshop, Inc., a global, interactive retail destination for creating customizable stuffed animals, where he is Non-Executive Chair, and a member of the Audit Committee and Compensation Committee, and the Board of Directors of Crate & Barrel, an industry-leading home furnishings specialty retailer. Mr. Leavitt served as Chief Executive Officer of Kate Spade & Company, from 2014 to 2017, overseeing all aspects of the kate spade new york and Jack Spade businesses and was a member of Kate Spade's Board of Directors. He first joined Kate Spade in 2008 as Co-President and Chief Operating Officer and was named Chief Executive Officer in 2010. Mr. Leavitt led the successful $2.4 billion divestiture of Kate Spade & Company to Coach, Inc. in 2017 and integrated his team into the new company. Previously, Mr. Leavitt was President of Global Retail at Link Theory Holdings, a company that manufactures and sells contemporary clothing and accessories for men and women. At Link Theory Holdings, Mr. Leavitt was responsible for merchandising, operations, planning, allocation and real estate for the Theory and Helmut Lang retail businesses. He also spent several years at Diesel, an Italian retail clothing company, where he was most recently Executive Vice-President of Sales and Retail, and he spent 16 years at Polo Ralph Lauren, known for its clothing, marketing and distribution of products in apparel, home accessories and fragrances, where he held positions of increasing responsibility, including Executive Vice-President of Retail Concepts. Mr. Leavitt holds a Bachelor of Arts Degree from Franklin & Marshall College.
Areas of Expertise: • Executive Leadership • International • Retail Sales/Distribution • Marketing/Advertising
		Public Board Memberships
		Build-A-Bear Workshop, Inc. - Retailer of plush animals

MANAGEMENT INFORMATION CIRCULAR 13



	ELECTION OF DIRECTORS - NOMINEES



	Anne Martin-Vachon
	Age 56 Mississauga, Ontario, Canada Director since February 2015 Independent⁽¹⁾
	Anne Martin-Vachon is President of The Shopping Channel, a division of Rogers Media. Prior to this, Ms. Martin-Vachon was Chief Merchandising, Planning and Programming Officer at HSN, Inc., a leading interactive multi-channel entertainment and lifestyle retailer. Before joining HSN, Ms. Martin-Vachon held various executive positions in the consumer packaged goods and retail industry, including as Chief Marketing Officer at Nordstrom, Inc., a leading fashion specialty retailer operating 293 stores in 38 U.S. states, Chief Executive Officer at Lise Watier Cosmétiques, Inc., a Canadian-based beauty and skincare company, and Chief Marketing Officer at Bath & Body Works, LLC, which operates retail stores for personal care products. Ms. Martin-Vachon began her career at The Procter & Gamble Company, where she spent more than twenty years in a variety of leadership positions across the company’s portfolio of beauty, personal care and household brands. She currently serves on the Board of Directors of Retail Council of Canada, a not-for-profit, industry-funded association representing more than 45,000 store fronts of all retail formats across Canada, including department, specialty, discount, and independent stores, and online merchants. Ms. Martin-Vachon holds a Master of Business Administration from McGill University and earned her Bachelor of Arts degree in business administration at the University of Québec in Trois-Rivières.
Areas of Expertise: • Retail Sales/Distribution • Marketing/Advertising • Strategy • Executive Leadership
	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	88%	None
	Corporate Governance and Social Responsibility Committee	100%
	Compensation and Human Resources Committee	100%

	Voting Results	In Favour
	2017	99.28%
	2016	99.09%



Securities Held
As at	Common Shares⁽³⁾	DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirements
Mar. 7, 2018	2,000	14,747	16,747	$484,815	$450,000	Yes
Mar. 8, 2017	2,000	9,620	11,620	$295,487
Change	Nil	5,127	5,127	$189,328



	Gonzalo F. Valdes-Fauli
	Age 71 Key Biscayne, Florida, United States Director since October 2004 Independent⁽¹⁾
	Gonzalo F. Valdes-Fauli is Chairman of the Board of BroadSpan Capital LLC, an investment banking firm specializing in financial advisory services. Mr. Valdes‑Fauli retired from Barclays Bank PLC, a major UK-based global bank, in 2001, where he held the position of Vice-Chairman, Barclays Capital, and Group Chief Executive Officer, Latin America. Mr. Valdes-Fauli also serves on the Board of Directors of The Blue Foundation, a health insurance provider wholly owned by The Blue Cross and Blue Shield of Florida, and was Chairman of the Board of Republic Bank of Dominican Republic, a financial services provider, until November 2007. He is Trustee Emeritus of the University of Miami and Spring Hill College in Mobile, Alabama. Mr. Valdes-Fauli holds a Master’s Degree in international finance from Thunderbird Graduate School for International Management.
	Board/Committee Membership and Attendance in 2017⁽²⁾		Public Board Memberships
	Board of Directors	100%	None
Areas of Expertise: • Financial Accounting/Auditing • International • Capital Markets • Risk Management	Chair of the Corporate Governance and Social Responsibility Committee	100%
	Audit and Finance Committee	100%

	Voting Results	In Favour
	2017	96.56%
	2016	99.91%



Securities Held
As at	Common Shares⁽³⁾		DSUs⁽⁴⁾	Total Common Shares and DSUs	Total Market Value of Common Shares and DSUs⁽⁵⁾	Minimum Shareholding Requirement⁽⁶⁾	Meets Requirements
Mar. 7, 2018	49,840		39,520	89,360	$2,586,973	$450,000	Yes
Mar. 8, 2017	52,840		36,556	89,396	$2,273,343
Change	(3,000	)	2,964	(36)	$313,630


(1)	“Independent” refers to the standards of independence established under Section 303A.02 of the New York Stock Exchange Listed Company Manual, Section 301 of the Sarbanes-Oxley Act of 2002 and Section 1.2 of the Canadian Securities Administrators’ National Instrument 58-101 (Disclosure of Corporate Governance Practices).


(2)	In addition to attending all meetings of the Board and its committees on which they sit, directors are encouraged to attend and, in practice, do attend other committee meetings on a non-voting basis. Directors are not paid additional fees for such attendance.


(3)	“Common Shares” refers to the number of Common Shares beneficially owned by the director, as at March 7, 2018 and March 8, 2017, respectively.


(4)	“DSUs” (as defined in the section entitled “Director Share Ownership Policy”) refers to the number of deferred share units held by the director as at March 7, 2018 and March 8, 2017, respectively.


(5)	“Total Market Value of Common Shares and DSUs” is determined by multiplying the closing price of the Common Shares on the New York Stock Exchange (“NYSE”) on each of March 7, 2018 ($28.95) and March 8, 2017 ($25.43), respectively, by the number of Common Shares and deferred share units held as at March 7, 2018 and March 8, 2017, respectively.

MANAGEMENT INFORMATION CIRCULAR 14



	ELECTION OF DIRECTORS - NOMINEES


(6)	See the section entitled “Director Share Ownership Policy”. For Glenn J. Chamandy’s minimum share ownership requirement as President and Chief Executive Officer, see the section entitled “Executive Share Ownership Policy”.


(7)	As Chairman of the Board, William D. Anderson is not a member of any Board committee, although he attends all committee meetings on a non-voting basis.


(8)	Glenn J. Chamandy is not a member of the Board committees. He attends all committee meetings as a non-voting participant at the invitation of the committee chairs.


(9)	“Options Exercisable” refers to the number of Options (as defined under the section entitled “Long-Term Incentives”) awarded to Glenn J. Chamandy and which are exercisable as at March 7, 2018 and March 8, 2017, respectively.


(10)	“PSUs” refers to the number of PSUs (as such term is defined under the section entitled “Long-Term Incentives”) held by Glenn J. Chamandy as at March 7, 2018 and March 8, 2017, respectively.

(11)

The value of Common Shares is determined by multiplying the number of Common Shares held on March 7, 2018 and March 8, 2017, respectively, by the closing price of the Common Shares on the NYSE on March 7, 2018 ($28.95) and March 8, 2017 ($25.43), respectively, and the aggregate value of PSUs is determined by multiplying the number of PSUs held on March 7, 2018 and March 8, 2017, respectively, by the closing price of the Common Shares on the NYSE on March 7, 2018 ($28.95) and March 8, 2017 ($25.43), respectively. For the purposes of calculating the value of the PSUs, the PSUs are assumed to vest at target, which represents 100% of the number of PSUs held at the relevant date. The aggregate value of the PSU awards held as at March 7, 2018 and March 8, 2017 would amount to $21,168,587 and $8,644,878, respectively, assuming PSUs achieve maximum vesting of 200% of the number of PSUs held at the relevant date. The value of the exercisable Options is calculated based on the difference between the closing price of the Common Shares on the Toronto Stock Exchange (“TSX”) on March 7, 2018 (C$37.31) and on March 8, 2017 (C$34.31), respectively, and the exercise price of the Options, multiplied by the number of exercisable Options held as at March 7, 2018 and March 8, 2017, respectively. The aggregate value of Options is then converted to U.S. dollars using the Bank of Canada closing rate on March 7, 2018 (1.2947) and March 8, 2017 (1.3475), respectively.


(12)	Shirley E. Cunningham, who was appointed to the Board on May 4, 2017, has a period of five years to meet the minimum shareholding requirement. See the section entitled “Director Share Ownership Policy”.


(13)	140,159, Common Shares are owned directly by Glenn J. Chamandy and 2,970,000 are owned by an entity controlled by Mr. Chamandy.


(14)	2,500 Common Shares are owned directly by Mr. Heller and 2,500 are owned indirectly by his spouse.


(15)	Mr. Goodman missed the quarterly Board and committee meetings held in February 2017 due to a death in the family.


(16)	Charles M. Herington served as a director of NII Holdings Inc., which filed for relief under Chapter 11 of the U.S. Bankruptcy Code on September 15, 2014. In June 2015, the conditions of the bankruptcy court’s order and plan of reorganization for NII were satisfied and NII emerged from bankruptcy, at which time Mr. Herington stepped down as a director thereof.


(17)	Maryse Bertrand, Marc Caira, Charles M. Herington and Craig A. Leavitt are not currently directors of the Company.

MANAGEMENT INFORMATION CIRCULAR 15



	ELECTION OF DIRECTORS - NOMINEES

No Common Directorships

As at March 7, 2018, no members of the Board of Directors served together on any outside boards. To maintain director independence and to avoid potential conflicts of interest, the Board reviews the number of board interlocks among its directors. Unless otherwise determined by the Board, no more than two directors may serve together on the board of another public company, and directors may not serve together on the boards of more than two other public companies. Two of the director nominees, Maryse Bertrand and Russell Goodman, both sit on the Board of Directors of Metro Inc.

Voting Results of 2017 Annual Meeting

The voting results for the election of directors at the 2017 annual meeting of shareholders of the Company were as follows:



Name	For		Withheld
Name	Number	%	Number	%
William Anderson	148,976,585	99.90	150,454	0.10
Donald C. Berg	147,973,234	99.23	1,153,805	0.77
Glenn J. Chamandy	149,041,672	99.94	85,067	0.06
Shirley E. Cunningham	149,066,161	99.96	60,878	0.04
Russell Goodman	146,515,345	98.25	2,611,694	1.75
George Heller	148,527,956	99.60	599,083	0.40
Anne Martin-Vachon	148,048,801	99.28	1,078,238	0.72
Sheila O’Brien	147,012,274	98.58	2,114,765	1.42
Gonzalo F. Valdez-Fauli	143,992,306	96.56	5,134,733	3.44

Director Tenure

The following chart indicates the number of years the current directors have dedicated to the Company’s Board as of December 31, 2017:

MANAGEMENT INFORMATION CIRCULAR 16



	COMPENSATION OF DIRECTORS

COMPENSATION OF DIRECTORS

The Company’s director compensation program is designed (i) to attract and retain the most qualified individuals to serve on the Board of Directors and its committees, (ii) to align the interests of the directors with the long-term interests of the Company’s shareholders, and (iii) to provide appropriate compensation for the risks and responsibilities related to being an effective director.

The Corporate Governance and Social Responsibility Committee is mandated by the Board to review regularly the amount and form of compensation of directors who are not employees or officers of the Company (“Outside Directors”). Accordingly, every second year, the Corporate Governance and Social Responsibility Committee engages an independent advisor to provide advice on Outside Director compensation for this purpose. In fiscal 2017 the Corporate Governance and Social Responsibility Committee retained Mercer (Canada) Limited (“Mercer”) to review the compensation of Outside Directors.

In its review, Mercer benchmarks the Company’s Outside Director compensation structure against market compensation data gathered from the same Proxy Reference Group (as defined in the section entitled “Benchmarking Practices”) used to benchmark executive compensation. Based on the results of Mercer’s benchmarking studies, the Corporate Governance and Social Responsibility Committee then recommends to the Board any adjustments to the Outside Directors’ compensation that may be necessary or appropriate to achieve the objectives of the Company’s director compensation program. In this regard, based on the results of Mercer’s benchmarking study, the Corporate Governance and Social Responsibility Committee recommended, and the Board of Directors approved, an adjustment to Outside Directors’ compensation to market competitive levels, effective January 1, 2018, the first day of fiscal 2018.

Annual Retainers and Attendance Fees

Annual retainers and attendance fees are paid to the Outside Directors on the following basis:



Type of Compensation	Annual Compensation Effective January 4, 2016 ($)		Annual Compensation Effective January 1, 2018 ($)
Board Chair Retainer	275,000	⁽¹⁾	325,000	⁽¹⁾
Board Retainer	150,000	⁽²⁾	180,000	⁽²⁾
Committee Chair Retainer
- Audit and Finance	20,000	⁽³⁾	20,000	⁽³⁾



Type of Compensation	Annual Compensation Effective January 4, 2016 ($)		Annual Compensation Effective January 1, 2018 ($)
- Compensation and Human Resources	15,000		20,000	⁽³⁾
- Corporate Governance	10,000		10,000
Committee Member Retainer
- Audit and Finance	Nil		Nil
- Compensation and Human Resources	Nil		Nil
- Corporate Governance	Nil		Nil
Meeting Attendance Fees
- Board meeting	1,500	⁽⁴⁾	1,500	⁽⁴⁾
- Committee meeting	1,500	⁽⁴⁾	1,500	⁽⁴⁾
- Annual shareholders’ meeting	1,500	⁽⁴⁾	1,500	⁽⁴⁾


(1)	Includes the Board and committee retainers and meeting attendance fees. Irrespective of whether the Board Chair has met the minimum share ownership requirements, a portion of the Board Chair retainer ($125,000 until December 31, 2017 and $150,000 as of January 1, 2018) is paid in deferred share units. See the section entitled "Director Share Ownership Policy".


(2)	A portion of the Board retainer ($75,000 until December 31, 2017 and $90,000 as of January 1, 2018) is paid in deferred share units, irrespective of whether the director’s minimum share ownership requirements have been met. See the section entitled “Director Share Ownership Policy”.


(3)	$5,000 of the Audit and Finance Committee Chair retainer and, as of January 1, 2018, $5,000 of the Compensation and Human Resources Committee Chair retainer, is paid in deferred share units, irrespective of whether the Committee Chair has met the minimum share ownership requirements.


(4)	All Outside Directors are paid meeting attendance fees except for the Board Chair, whose meeting attendance fees are included in the Board Chair retainer.

For a summary of the total compensation earned by each Outside Director during fiscal 2017 please refer to the section entitled “Total Compensation of Outside Directors”. The President and Chief Executive Officer is the only executive director of the Company and is not compensated in his capacity as a director. Outside Directors are reimbursed for travel and other out-of-pocket expenses incurred in attending Board or committee meetings and the annual shareholders’ meeting.

Since December 2001, as a matter of Company policy, the Board discontinued all grants of stock options to Outside Directors. In May 2006, the Board of Directors formally amended the Company’s Long Term Incentive Plan to exclude Outside Directors as eligible participants.

MANAGEMENT INFORMATION CIRCULAR 17



	COMPENSATION OF DIRECTORS

Director Share Ownership Policy

The Board of Directors believes that the economic interests of directors should be aligned with those of the Company’s shareholders. To achieve this, the Board has adopted a formal share ownership policy (the “Director Share Ownership Policy”) pursuant to which each Outside Director is expected to establish, over a period of five years, ownership of an amount of Common Shares and/or deferred share units (“DSUs”) which is equivalent in value to three times the annual Board retainer (based on the market value of the Common Shares on the NYSE), and subsequently maintain such minimum ownership position for the duration of his or her tenure as a director.

Furthermore, the Company’s Insider Trading Policy prohibits all insiders of the Company, including directors, from purchasing financial instruments, such as prepaid variable forward contracts, equity swaps, collars or units of exchange funds that are designed to monetize, hedge or offset a decrease in the market value of equity securities granted to such insiders as compensation or held directly or indirectly by the insider.

Deferred Share Unit Plan

The Company has adopted a deferred share unit plan (the “DSUP”) for the Outside Directors to align their economic interests with those of the Company’s shareholders and to assist them in meeting the requirements of the Director Share Ownership Policy. The DSUP became effective as of the first quarter of fiscal 2005.

Effective January 4, 2016 to December 31, 2017, each Outside Director received DSUs valued on an annual basis at $75,000 out of a total annual Board retainer fee of $150,000. The Chairman of the Board received DSUs valued on an annual basis at $125,000 out of a total annual Board Chair retainer fee of $275,000. In addition, the Audit and Finance Committee Chair received DSUs valued on an annual basis at $5,000 out of a total annual retainer fee of $20,000. In August 2017, on the recommendation of the Corporate Governance and Social Responsibility Committee, the Board amended the annual retainers and attendance fees for Outside Directors, effective January 1, 2018, the first day of fiscal 2018, with the result that each Outside Director receives DSUs valued on an annual basis at $90,000 out of a total annual Board retainer fee of $180,000, the Chairman of the Board receives DSUs valued on an annual basis at $150,000 out of a total annual Board Chair retainer fee of $325,000, and the Chairs of the Audit and Finance Committee and the Compensation and Human Resources Committee receive DSUs valued on an annual basis at $5,000 out of a total Committee Chair retainer fee of $20,000. See the section entitled “Annual Retainer and Attendance Fees”.

Under the DSUP, the portion of the retainers paid in DSUs is payable quarterly, even if the Outside Director has achieved

the minimum shareholding requirement under the Director Share Ownership Policy. In addition, Outside Directors may elect to receive in the form of DSUs any or all of the remaining balance of the fees payable in respect of serving as a director.

Under the DSUP, Outside Directors are granted, as of the last day of each fiscal quarter of the Company, a number of DSUs determined on the basis of the amount of deferred remuneration payable to such director in respect of such quarter divided by the value of a DSU. The value of a DSU is based on the average of the closing prices of the Common Shares on the NYSE for the five trading days immediately preceding the date of the calculation (the “DSU Value”), which for this purpose is the last day of each fiscal quarter of the Company. DSUs granted under the DSUP will be redeemable, and the value thereof payable, only after the director ceases to act as a director of the Company. Furthermore, the DSUP provides that Outside Directors will be credited with additional DSUs whenever cash dividends are paid on the Common Shares. The number of additional DSUs credited to an Outside Director in connection with the payment of dividends is determined on the basis of the amount of cash dividends that would have been paid to the Outside Director had his or her DSUs been Common Shares at the payment date divided by the DSU Value determined as at such date.

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	COMPENSATION OF DIRECTORS

Outstanding Share-Based Awards

The following table shows all share-based awards outstanding for each Outside Director as at the end of fiscal 2017:



Name	Share-Based Awards
Name	Number of Shares or Units of Shares That Have Not Vested⁽¹⁾ (#)	Market or Payout Value of Share-Based Awards That Have Not Vested⁽²⁾ ($)
William D. Anderson	50,299	1,624,649
Donald C. Berg	17,457	563,858
Shirley E. Cunningham	3,176	102,576
Russell Goodman	29,573	955,208
George Heller	62,778	2,027,728
Anne Martin-Vachon	14,747	476,316
Sheila O’Brien	74,668	2,411,769
Gonzalo F. Valdes-Fauli	39,520	1,276,497


(1)	The “Number of Shares or Units of Shares That Have Not Vested” represent all awards of DSUs outstanding at fiscal year-end, including the additional DSUs credited to the Outside Directors on the payment dates of the Company’s fiscal 2017 cash dividends on the Common Shares as provided in the DSUP (see the section entitled “Deferred Share Unit Plan”).


(2)	“Market or Payout Value of Share-Based Awards That Have Not Vested” is determined by multiplying the number of DSUs held at fiscal year-end by the closing price of the Common Shares on the NYSE on the last trading day prior to fiscal year-end (December 29, 2017) of $32.30.

Total Compensation of Outside Directors

The table below reflects in detail the total compensation earned by each Outside Director during the fiscal year ended December 31, 2017:



Name	Fees Earned ⁽¹⁾		Share-Based Awards⁽²⁾	Total
	Retainer	Attendance	Share-Based Awards⁽²⁾	Total
	($)	($)	($)	($)
William D. Anderson	150,000	—	125,000	275,000
Donald C. Berg	—	—	185,473	185,473
Shirley E. Cunningham	—	18,000	99,725	117,725
Patrik Frisk ⁽³⁾	2,266	6,000	20,398	28,664
Russell Goodman	72,000	21,000	98,000	191,000
George Heller	—	—	175,500	175,500
Anne Martin-Vachon	—	24,000	150,000	174,000
Sheila O’Brien	57,527	25,500	97,500	180,527
Gonzalo F. Valdes-Fauli	85,000	25,500	75,000	185,500


(1)	These amounts represent the portion of the retainer and attendance fees paid in cash to the Outside Directors.

(2)

These amounts represent the cash value of the portion of the retainer and attendance fees paid in DSUs to the Outside Directors. A portion of the retainer fees is paid in DSUs to all Outside Directors (see the section entitled “Annual Retainers and Attendance Fees”). Certain Outside Directors have elected under the DSUP to receive some or all of the remaining balance of their retainer and attendance fees in DSUs.


(3)	Mr. Frisk, who was appointed to the Board on May 4, 2017, stepped down as director in June 2017 upon his appointment as President and Chief Operating Officer of Under Armour, Inc.

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	COMPENSATION DISCUSSION AND ANALYSIS

COMPENSATION DISCUSSION AND ANALYSIS

A Message from the Compensation and Human Resources Committee

Dear shareholders,

On behalf of the Compensation and Human Resources Committee and the Board of Directors, we are pleased to share with you highlights of another successful year at Gildan.

2017 Company Performance Highlights

Gildan delivered on its financial objectives for fiscal 2017 and continued to execute on its strategic objectives as follows:


•	Achieved consolidated net sales of $2.75 billion, diluted earnings per share of $1.61, and adjusted diluted earnings per share of $1.72, up 14% over the prior year.


•	Achieved double digit sales growth in the printwear fashion basics category and in international printwear markets.


•	Gildan® branded underwear continued to grow its market share, up 160 basis points over the prior year.


•	Completed three strategic acquisitions with attractive return profiles.


•	Generated a record level of free cash flow totaling $519 million, up more than $120 million over the prior year.


•	Returned $413 million to shareholders through dividends and share repurchases.


•	Increased our quarterly dividend by 20% for the sixth consecutive year.

2017 Executive Compensation Highlights

In consideration of the year’s financial and operational achievements, all our senior executives received annual incentive payouts at 127% of target, based on the Company’s fiscal 2017 performance, with adjusted earnings per share at the high-end of the target range and return on net assets exceeding the target range. We believe that these performance measures, which are based on internal budgets, continue to be appropriate as they ensure that goals are rigorous but achievable without encouraging short-term risk-taking at the expense of long-term results.

Also, the senior executives’ September 2014 long-term incentive awards, comprised of three-year non-treasury performance-based restricted share units (“PSUs”), vested at 200%. This result reflected the achievement of average return on assets for the three-year vesting period at the 90th percentile of companies in the S&P/TSX Capped Consumer Discretionary Index, excluding income trusts, and aligns with our policy of providing top quartile compensation when Company performance is also top quartile.

Executive Compensation Decisions

As we noted in last year’s Management Information Circular, beginning in 2016 the Compensation and Human Resources Committee initiated a broad review of the Company’s executive compensation program to ensure that the program continues to achieve our objectives of attracting, motivating and retaining high performing senior executives, encouraging and rewarding superior performance, and aligning our executives’ interests with those of Gildan’s shareholders. This led to the following important pay decisions in 2017:

Established a new peer group. We adopted a new compensation peer group after we found that a number of the companies in the peer group were no longer within the relevant range of revenue, market capitalization or net income for appropriate benchmarking. In establishing the new peer group, the Committee considered industry sector, specifically apparel and consumer products companies, with revenue, market capitalization, enterprise value and net income generally within a range of 50% to 200% of Gildan. The new peer group is composed of 16 companies, including organizations with vertically integrated business models similar to Gildan. U.S. domiciled companies dominate the peer group because of the global scope of Gildan’s operations and the importance of the U.S. market to Gildan’s business. The vast majority of Gildan’s customers, as well as its direct competitors, are located in the United States. In fact, Gildan’s functional currency is U.S. dollars and approximately 85% of Gildan’s revenues were generated in the United States in fiscal 2017. In our view, the new peer group is most appropriate for setting the Company’s senior executive pay because of the scope of Gildan’s target markets and operations both in the U.S. and globally, the talent market for Gildan’s senior executives, which is primarily outside of Canada, and a lack of comparably-sized reference apparel companies in Canada.

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	COMPENSATION DISCUSSION AND ANALYSIS

Benchmarked executive pay. We benchmarked our senior executives’ overall compensation relative to the new peer group and found that the total direct compensation of the senior executives, including the President and Chief Executive Officer, was positioned below the median of the market. Based on the results of the review, we implemented the following changes to our executive compensation program to more closely align our senior executives’ compensation with the median of the peer group:


•	Set the base salaries, short term incentives and long term incentives of all of the senior executives, including the President and Chief Executive Officer, in U.S. dollars in order to provide a currency neutral comparison with the compensation of the peer group, which consists mainly of U.S. companies.


•	Adjusted the base salary of the President and Chief Executive Officer from $1,000,000 to $1,200,000 in July 2017.


•	Set the target payouts under the Company’s short term incentive plan for the senior executives at 75% of their base salaries while maintaining the target payout for the President and Chief Executive Officer at 150% of his base salary.


•	Set the annual Long Term Incentive Plan (the “Long Term Incentive Plan” or “LTIP”) target award for the President and Chief Executive Officer at 400% of his base salary, and set the annual LTIP target awards for the other senior executives at 200% of their base salaries.

Reviewed the LTIP award mix and performance metrics. We also conducted a comprehensive review of the annual LTIP program for senior executives, which led to important changes in the program effective for fiscal 2018. To better align our LTIP with the Company’s pay-for-performance philosophy and long-term shareholder value creation, in 2018 we are moving from granting senior executives a combination of stock options and PSUs to 100% PSUs, with vesting conditions based on absolute performance against three-year targets for revenue growth (CAGR), earning per share growth (CAGR) and return on net assets (average growth). To reflect this new approach, the 2018 annual LTIP grants were awarded in February following the fiscal 2017 fourth quarter Board meeting to align with management’s long-range plan and budgeting processes.

Introduced qualitative measures into the short term incentive plan. Developing leaders for the future through succession planning is critical to Gildan’s success. To incentivize senior executives to systematically identify and grow our leadership talent, for 2018, 20% of our senior executives’ short-term incentive awards will now be tied to the achievement of pre-defined annual strategic measures, which will include succession planning objectives. The Board believes that tying executive pay to these metrics will reinforce the importance of effective leadership transitions and help Gildan achieve its strategic goals.

Adopted a clawback policy. Finally, to mitigate risk from incentive compensation plans, in 2017 we adopted a formal clawback policy that will allow the Company to recoup from senior executives incentive-based compensation paid based on financial results that are subsequently restated due to fraud or misconduct.

Looking Ahead

To better leverage our go-to-market strategy across our brands and to drive greater operational efficiency, the Company combined its Printwear and Branded Apparel operating segments effective January 1, 2018. This consolidation centralizes marketing, merchandising, sales, distribution and administrative functions to better position the Company to capitalize on growth opportunities within the evolving industry landscape. The combined organization is led by Michael R. Hoffman, President, Sales, Marketing and Distribution, who was previously President, Printwear. Eric R. Lehman, previously President, Branded Apparel, announced he will leave Gildan to pursue other opportunities in June 2018, following the integration of the two segments. The combination of the two operating businesses is intended to drive a leaner and more streamlined organization, which is expected to provide operational efficiencies by leveraging a common infrastructure to maximize the growth of our brands.

In 2018, we plan to continue to build on our strong foundation of sound and effective pay and governance practices. In addition to considering the compensation implications of the organizational changes noted above, we will continue to regularly test the linkage between executive pay and Company performance and monitor the evolution of market best practices. This includes benchmarking our executive pay against comparable peers to ensure we provide competitive compensation, and maintaining an anti-hedging policy, clawback policy and stock ownership guidelines.

We are confident that our executive compensation program and our pay-related decisions strike the right balance between earning the loyalty of talented senior executives and incentivizing strong performance, while ensuring strong ties to the Company’s performance. We strive to provide our shareholders clear and relevant information about our approach to executive compensation, and we ask you to read the following pages to gain a deeper understanding of our compensation practices.

For each of the past three years, over 90% of shareholders have demonstrated their support of our executive pay program by voting in favour of our annual say on pay proposal. This year we are holding our seventh say-on-pay vote and we want you to

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	COMPENSATION DISCUSSION AND ANALYSIS

know that your input is important to us so we encourage you to cast your vote. The Compensation and Human Resources Committee and the Board of Directors value your input on pay and governance matters and Board and Committee members will be present at the Meeting to answer your questions. We believe that the Company’s future is in good hands, and that our senior executives and our employees have the best interest of all our stakeholders at heart.

Sincerely,




Donald C. Berg	William D. Anderson
Chair of the Compensation and Human Resources Committee	Chair of the Board of Directors

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	COMPENSATION DISCUSSION AND ANALYSIS

Determining Compensation

Compensation and Human Resources Committee

The primary role of the Compensation and Human Resources Committee is to carry out the Board’s overall responsibility for executive compensation at Gildan. Under its mandate, the Committee is responsible for monitoring senior executives’ performance assessment, succession planning and overall compensation. The Committee recommends the appointment of senior executives, including the terms and conditions of their appointment and termination, and reviews the evaluation of their performance, including recommending their compensation. The Committee also oversees the existence of appropriate human resources systems, policies and compensation structures so that the Company can attract, motivate and retain senior executives who exhibit high standards of integrity, competence and performance. The Compensation and Human Resources Committee oversees risk identification and management in relation to compensation policies and practices and, on an annual basis, identifies and assesses the risks associated with each component of the

senior executives’ overall compensation. Finally, the Committee is responsible for developing a compensation philosophy and objectives that reward the creation of shareholder value while reflecting an appropriate balance between the short-term and longer-term performance of the Company. The mandate of the Committee is available on Gildan’s website at www.gildan.com.

At the end of the most recently completed fiscal year, the Compensation and Human Resources Committee was composed of six directors, all of whom are independent directors, namely Donald C. Berg (Chair), Shirley E. Cunningham, Russell Goodman, George Heller, Anne Martin-Vachon and Sheila O’Brien. None of the members of the Committee is an acting chief executive officer of another company. The Board of Directors believes that the Committee collectively has the knowledge, experience and background required to fulfill its mandate.



	Donald C. Berg, Chair of the Committee since May 2017, is a former senior executive with over 30 years of executive leadership experience. Through his career Mr. Berg has held positions with overall responsibility for human resources and compensation matters.



	Shirley E. Cunningham is a senior executive with more than 25 years of experience in a variety of leadership positions in the global food and agriculture industry.



	Russell Goodman is a member of various boards of directors, including the Boards of Directors of Metro Inc., and Northland Power Inc., where he serves as Chair of the Audit Committee and as a member of the Corporate Governance and Nominating Committee. As Chair of the Audit and Finance Committee of Gildan’s Board, Mr. Goodman is required to sit on the Compensation and Human Resources Committee.



	George Heller has had, during his career as a senior corporate executive, direct reports which have included vice-presidents of human resources departments. Mr. Heller has also served as a director and human resources committee member of other large publicly-traded companies.



	Anne Martin-Vachon is a senior executive with more than 25 years of experience in a variety of leadership positions in the consumer packaged goods and retail industry. In her role as President of The Shopping Channel she has overall responsibility for human resources and compensation matters.



	Sheila O’Brien is a former senior executive at Nova Chemicals Company, where her responsibilities included oversight of the human resources function. Ms. O’Brien has over 30 years of executive leadership experience in the areas of human resources, compensation, succession planning, management and labour relations and has also served on compensation and human resources committees of corporate boards.

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	COMPENSATION DISCUSSION AND ANALYSIS

Compensation Consultant

As provided in its mandate, the Compensation and Human Resources Committee has the authority to retain compensation consultants and approve their fees.

Since 2005, the Committee has retained Mercer, a wholly-owned subsidiary of Marsh & McLennan Companies, Inc., to assist the Committee in matters related to corporate governance and executive compensation. Mercer assists the Committee in determining and benchmarking compensation for the Company’s senior executives and Outside Directors, ensuring that the various elements of the compensation package orient their efforts and behaviours toward the goals that have been set, and ensuring that their total compensation is market competitive.

Executive Compensation-Related Work

During fiscal 2017, the Committee retained Mercer to conduct research on clawback policies, a benchmarking and analysis of the senior executives’ and Outside Directors’ total compensation, an analysis of the Company’s Long Term Incentive Plan design, and an overview of current and emerging governance and executive compensation trends. Mercer also provided ad hoc analytical and advisory support on other matters relating to executive compensation, including reviewing the Compensation Discussion and Analysis section of the Circular and the Black-Scholes valuations.

All Other Work

The Compensation and Human Resources Committee pre-approves any services that Mercer or its affiliates provide to the Company at the request of management.

During fiscal 2017, Mercer researched and benchmarked Gildan's total direct compensation for certain vice-president level positions across the organization. The Company also purchases, from time to time, certain Mercer standard survey results for its employment markets.

The aggregate fees paid to Mercer for executive compensation-related services and all other services provided during fiscal 2017 and 2016 were as follows:



Type of Fee	Fiscal 2017 Fees (C$)	Fiscal 2016 Fees (C$)	Percentage of Fiscal 2017 Fees	Percentage of Fiscal 2016 Fees
Type of Fee	Fiscal 2017 Fees (C$)	Fiscal 2016 Fees (C$)	Percentage of Fiscal 2017 Fees	Percentage of Fiscal 2016 Fees
Executive Compensation-Related Fees	259,355	133,431	99.6%	71.8%
All Other Fees	1,000	52,500	0.4%	28.2%
Total	260,355	185,931	100.0%	100.0%

Due to the policies and procedures that Mercer and the Compensation and Human Resources Committee have established, the Committee is confident that the advice it receives from the individual executive compensation consultant at Mercer is objective and not influenced by Mercer’s or its affiliates’ relationships with the Company. These policies and procedures include the following:


•	The individual consultant receives no incentive or other compensation based on the fees charged to the Company for other services provided by Mercer or any of its affiliates;


•	The individual consultant is not responsible for selling other Mercer or affiliate services to the Company;


•	Mercer’s professional standards prohibit the individual consultant from considering any other relationships Mercer or any of its affiliates may have with the Company in rendering his or her advice and recommendations;


•	The Committee has the sole authority to retain and terminate the individual consultant;


•	The individual consultant has direct access to the Committee without management intervention;


•	The Committee evaluates the quality and objectivity of the services provided by the individual consultant each year and determines whether to continue to retain the individual consultant; and


•	The Committee has adopted protocols governing if and when the individual consultant’s advice and recommendations can be shared with management.

While the Compensation and Human Resources Committee may rely on external information and advice, all of the decisions with respect to executive compensation are made by the Committee alone and may reflect factors and considerations other than, or that may differ from, the information and recommendations provided by Mercer.

Shareholder Advisory Vote on Executive Compensation

According to proxies received and ballots cast at the Company’s last annual meeting of shareholders held on Thursday, May 4, 2017, the Company’s approach to executive compensation, as disclosed in the Company’s previous management information circular dated March 8, 2017, was supported by 90.5% of its shareholders present or represented by proxy at the meeting.

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	COMPENSATION DISCUSSION AND ANALYSIS

Our Executive Compensation Practices

Compensation Philosophy and Objectives

Gildan’s executive compensation program is intended to attract, motivate and retain high performing senior executives, encourage and reward superior performance, and align our executives’ interests with those of the Company’s shareholders by:


•	Providing the opportunity for total compensation that is competitive with the compensation received by senior executives employed by a group of comparable North American companies;


•	Ensuring that a significant proportion of executive compensation is linked to performance through the Company’s variable compensation plans; and


•	Providing senior executives with long-term equity-based incentive plans, such as stock options and PSUs, which also help to ensure that senior executives meet or exceed minimum share ownership requirements.

Executive Compensation Practices

In order to implement our compensation philosophy and achieve our objectives, we have adopted a number of best practices, including:



Key Features of our Compensation Program
Ÿ	Annual incentive awards are subject to achievement of pre-established performance goals tied to financial objectives
Ÿ	Significant proportion of senior executives’ annual target compensation is “at-risk”
Ÿ	Amount that a senior executive can receive under the short-term incentive plan is capped at two times target
Ÿ	No minimum guaranteed payout under the short-term incentive plan
Ÿ	Long-term incentive plan equity awards are designed to encourage a long-term view of performance
Ÿ	No hedging or monetizing of equity awards by executives
Ÿ	Use of an independent compensation consultant
Ÿ	No excessive perquisites
Ÿ	Use of stress-testing and back-testing to assess alignment between pay and performance
Ÿ	Use of representative and relevant peer group
Ÿ	Annual advisory vote on executive compensation
Ÿ	Clawback policy for senior executive incentive-based compensation
Ÿ	Minimum share ownership guidelines for executives

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	COMPENSATION DISCUSSION AND ANALYSIS

The following charts illustrate that a significant portion of our senior executives’ target compensation is at-risk. In fiscal 2017, 83% of the target compensation of the President and Chief Executive Officer and 71% of the target compensation of the other senior executives was at-risk.


•	100% of the senior executives’ short-term incentive payout is conditional upon the attainment of pre-determined financial metrics (adjusted earnings per share and return on net assets);


•	50% of the senior executives’ long-term incentives are based on PSUs that are conditional upon relative return on assets performance, requiring performance at the 75th percentile to achieve a 100% payout; and


•	The other 50% of their long-term incentives are stock options, which require shareholder value creation to generate compensation value.

As our executive compensation program is designed to align pay to performance, we compared our President and Chief Executive Officer’s target pay to his realizable pay over periods of three fiscal years each. The analysis below shows how intended pay has been impacted by Company performance:

The analysis above demonstrates a strong alignment between executive pay and Company performance. During the first three periods, our President and Chief Executive Officer’s three-year average realizable pay has exceeded his target pay, which is fully consistent with our approach of tying a significant portion of total direct compensation to the attainment of performance objectives and value creation, and in consideration of both the constant increase and magnitude of the total shareholder return

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	COMPENSATION DISCUSSION AND ANALYSIS

over these periods. For the fourth and fifth measurement periods, the average realizable pay was closer to target pay, being slightly lower than target pay for the 2014-2016 period and slightly higher for the 2015-2017 period, which is in line with the average total shareholder return for those periods. The lower realizable pay for the 2014-2016 period is mainly explained by a lower share price at the end of the measurement period in 2016, which impacts the realizable value of unexercised stock options and a lower short-term incentive average payout in comparison to the 2015-2017 period.

For the purpose of the analysis, we defined “target pay” as the sum of base salary, target short-term incentives and target long-term incentives, and we defined “realizable pay” as the sum of the following compensation elements:



Compensation Element	Treatment of Compensation Element
Base salary	Salary received
Annual incentive	Annual bonus paid during the period
PSUs	Value of awards granted during the period that vested and were paid out during the period Value of unvested awards granted during the period, calculated on the last day of the period assuming 100% vesting
Stock options	Value of gains realized upon exercise of options granted during the period In-the-money value of unvested or unexercised options granted during the period, calculated on the last day of the period
New hire or one-time awards and all other compensation	Excluded from the calculation

Benchmarking Practices

To meet the Company’s objectives of providing market competitive compensation opportunities, Gildan’s senior executive compensation plans are benchmarked against market compensation data gathered from organizations of comparable size, complexity and geographical scope, as well as other companies with which the Company competes for executive talent.

The Company’s executive compensation policy is to use the market median with the potential of top quartile total compensation when individual and Company performance are also at top quartile. The Compensation and Human Resources Committee uses discretion and judgement when determining actual compensation levels. Individual compensation may be positioned above or below median, based on individual experience and performance or other criteria deemed important by the Committee. Relative to the peer group used for fiscal 2017, the Company’s senior executives’ total direct compensation opportunity is positioned near the market median for the President and Chief Executive Officer and below the market median for the other senior executive positions.

As part of the benchmarking process, the Compensation and Human Resources Committee reviews compensation data gathered from proxy circulars of other publicly-traded companies (the “Proxy Reference Group”). In addition, the Committee considers information gathered from annual compensation planning surveys from a range of outside consulting firms in connection with determining annual salary increases for senior executives. The composition of the Proxy Reference Group is reviewed regularly by the Compensation and Human Resources Committee for its ongoing business relevance to the Company and changes are made as deemed appropriate. From time to time, the Committee engages Mercer to review the composition of the Proxy Reference Group and provide recommendations to the Committee. The following table provides an overview of the characteristics of the Proxy Reference Group:

(All values in $ millions)



	Gildan Activewear Inc.		Proxy Reference Group⁽¹⁾
Location	Canada		North America
Industry Sector	Textiles and Apparel		Apparel, Accessories & Luxury Goods
Revenues Preceding 12 months	$2,751	⁽²⁾	$4,929
Market Capitalization As at December 31, 2017	$7,098	⁽³⁾	$8,025
Enterprise Value As at December 31, 2017	$7,724	⁽³⁾	$9,692
Net income Preceding 12 months	$362	⁽²⁾	$289


(1)	The financial data for the Proxy Reference Group are from the S&P Capital IQ database and represent the median of the group on December 31, 2017, for the most recently reported 12-month revenue and net income.

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	COMPENSATION DISCUSSION AND ANALYSIS


(2)	The revenues and net income for the Company are based on its results for fiscal 2017.


(3)	The market capitalization and enterprise value of the Company are from the S&P Capital IQ database.

Both the industry sector and location are considered relevant in selecting comparators, as Gildan competes directly with these organizations for customers, revenue, executive talent and capital.

Taking into consideration these factors, the following selection criteria were used to determine the Proxy Reference Group:


•	Companies that are headquartered in North America and that are listed on a Canadian or U.S. exchange;


•	Revenue, market capitalization, enterprise value and net income, generally in a range of 50% to 200% of Gildan; and


•	Global Industry Classification Standard (GICS) sub-industry classification of Apparel, Accessories & Luxury Goods and companies from other classifications, such as consumer products companies with similar customers and business model to Gildan.

As a result, the Proxy Reference Group which served as a basis for the establishment of compensation for fiscal 2017 is composed of the 16 companies set forth below. The Compensation and Human Resources Committee believes that this new peer group, which includes organizations with vertically integrated business models similar to Gildan, is most appropriate for setting the Company’s senior executive pay because of the scope of Gildan’s target markets and operations both in the U.S. and globally, the talent market for Gildan’s senior executives, which is primarily outside of Canada, and a lack of comparably-sized reference apparel companies in Canada. U.S. domiciled companies dominate the peer group because of the global scope of Gildan’s operations and the importance of the U.S. market to Gildan’s business. The vast majority of Gildan’s customers, as well as its direct competitors, are located in the United States. In fact, Gildan’s functional currency is U.S. dollars and approximately 85% of Gildan’s revenues were generated in the United States in fiscal 2017.



Proxy Reference Group
Carter’s Inc.	Mattel, Inc.
Church & Dwight Co., Inc.	Michael Kors Holding Limited
Cintas Corp	Phillips Van Heusen Corp.
Columbia Sportswear Co.	Ralph Lauren Corp.
Edgewell Personal Care Company	Skechers USA, Inc.
Hanesbrands Inc.	Spectrum Brands Holdings, Inc.
Hasbro Inc.	Tapestry, Inc.
lululemon athletica inc.	Under Armour, Inc.

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	COMPENSATION DISCUSSION AND ANALYSIS

Performance Graph

Cumulative Value of a C$100 Investment

The following graph compares the cumulative total shareholder return on an investment of C$100 in Common Shares made on September 30, 2012 with the cumulative total return of the S&P/TSX Composite Index, assuming the reinvestment of all dividends.

A significant portion of the Company’s revenues are generated in U.S. dollars and its financial statements are expressed in U.S. dollars. As such, a change in value of the Canadian dollar relative to the U.S. dollar can have an effect on the value of the Company’s Canadian dollar denominated Common Shares.



	September 30, 2012	September 29, 2013	October 5, 2014	January 3, 2016	January 1, 2017	December 31, 2017
Company (C$) - Total Return	$100	$157	$199	$260	$227	$275
S&P/TSX Composite Index Total Return (C$)	$100	$108	$128	$116	$141	$154

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	COMPENSATION DISCUSSION AND ANALYSIS

Cumulative Value of a $100 Investment

The following graph compares the cumulative total shareholder return on an investment of $100 in Common Shares made on September 30, 2012 with the cumulative total return of the S&P 500 Composite Index, assuming the reinvestment of all dividends.



	September 30, 2012	September 29, 2013	October 5, 2014	January 3, 2016	January 1, 2017	December 31, 2017
Company (US$) - Total Return	$100	$150	$174	$185	$167	$216
S&P 500 Composite Index Total Return (US$)	$100	$120	$143	$152	$170	$207

Gildan’s total shareholder return over the five-year period shows an overall upward trend from fiscal 2013 to 2017, with a slight decrease in 2016. Over the same five-year period, total compensation earned by the senior executives has also grown overall, with a slight decrease in fiscal 2014, when bonuses paid to the senior executives under the annual short-term incentive plan were at 14% of target. In Fiscal 2015, there was an increase in total compensation as a result of the fifteen-month reporting period which included two annual long-term incentive awards and a one-time equity grant to our new Executive Vice-President, Chief Financial and Administrative Officer.

It should be noted that total compensation may fluctuate year over year, not always following the trend in total shareholder returns, due to the following factors:


•	Senior executives’ base salary adjustments are generally made to remain competitive with the Proxy Reference Group and to reflect any changes in the scope of the executives’ responsibilities;


•	Short-term incentive payouts are not directly linked to total shareholder return but rather they are based on underlying financial measures (i.e. adjusted earnings per share and return on net assets); and


•	While long-term incentive grants are typically made at market-competitive target levels, occasional one-time equity grants may cause significant year-over-year fluctuations in total compensation. The value ultimately realized from long-term incentive awards depends on relative return on assets performance (in the case of PSUs) and share price performance.

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	COMPENSATION DISCUSSION AND ANALYSIS

President and CEO Compensation Lookback

The table below compares the total direct compensation awarded to our President and Chief Executive Officer, as reported in the Summary Compensation Table for each of the last five fiscal years, to the actual value of that compensation as at the last day of fiscal 2017. The table also compares the actual value for each C$100 of compensation awarded to the value created for Gildan’s shareholders over the same period. Values are reflected in Canadian dollars since the President and Chief Executive Officer’s compensation was set in Canadian dollars until the end of fiscal 2016.



Fiscal Year of Awarded Compensation	Total Direct Compensation Awarded ⁽¹⁾ (C$)	Actual Value as at December 31, 2017 ⁽²⁾ (C$)	Period	Value of C$100
Fiscal Year of Awarded Compensation	Total Direct Compensation Awarded ⁽¹⁾ (C$)	Actual Value as at December 31, 2017 ⁽²⁾ (C$)	Period	To Shareholders (C$)	To CEO (C$)
2013	4,868,774	14,495,822	Oct 1, 2012 to Dec 31, 2017	275.47	297.73
2014	4,233,456	9,091,734	Sep 30, 2013 to Dec 31, 2017	175.68	214.76
2015	9,042,245	10,701,099	Oct 6, 2014 to Dec 31, 2017	138.66	118.35
2016	6,907,646	8,096,877	Jan 4, 2016 to Dec 31, 2017	106.17	117.22
2017	10,030,329	9,003,658	Jan 1, 2017 to Dec 31, 2017	121.20	89.76


(1)	Includes base salary received and annual bonus paid for that fiscal year and value of equity awards granted during that fiscal year.

(2)

Includes base salary received and annual bonus paid for that fiscal year, vested value of PSU awards granted during that fiscal year, the value of unvested PSU awards granted during that fiscal year as at December 31, 2017, assuming 100% vesting, and for the stock options granted in that particular year, the value of gains realized upon exercise of options and the in-the-money value of unexercised options as at December 31, 2017.

The President and Chief Executive Officer’s compensation is closely aligned to the value created for Gildan’s shareholders. This is consistent with having a significant proportion of Mr. Chamandy’s pay consisting of variable compensation and is aligned with our philosophy of linking pay with Company performance.

Our Named Executive Officers

Below is a description of each of the individuals who form our current senior executive team, which include our President and Chief Executive Officer, our Executive Vice-President, Chief Financial and Administrative Officer, and our three other most highly compensated executive officers as of December 31, 2017 (“Named Executive Officers” or “NEOs”). Detailed information about the compensation awarded to our Named Executive Officers in 2017, 2016 and 2015 can be found in the section entitled “Summary Compensation Table”.



	Glenn J. Chamandy
	President and Chief Executive Officer
	Glenn J. Chamandy is one of the founding members of Gildan and has devoted his entire career to building Gildan into an industry leader. He became President and Chief Executive Officer in August 2004. Mr. Chamandy is responsible for providing leadership and vision to Gildan, as well as setting the strategic direction in line with shareholders’ interests. Since the Company became public in June 1998, its equity market capitalization has increased from approximately $70 million to $7.1 billion as at December 31, 2017.
	Fiscal 2017 Highlights
	• Achieved consolidated net sales of $2,750.8 million, up 6.4% over the prior year • Achieved net earnings of $362.3 million, up 4.5% over the prior year • Generated a record level of free cash flow totaling $519.2 million, up 30.3% over the prior year • Drove the Company's overall growth and capital allocation priorities



Fiscal 2017 Direct Compensation
Base Salary		Short-Term Incentive		Long-Term Incentives	Total Direct Compensation
($)		($)		($)	($)
1,100,000		2,095,500		4,799,979	7,995,479
Equity Ownership as at December 31, 2017⁽¹⁾
Common Shares		RSUs		Minimum Shareholding Requirement	Meets Requirement
(#)⁽²⁾	($)	(#)	($)
3,110,159	101,448,949	204,316	6,664,496	6 x Base Salary	Yes

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	COMPENSATION DISCUSSION AND ANALYSIS



	Rhodri J. Harries
	Executive Vice-President, Chief Financial and Administrative Officer
	Rhodri J. Harries joined Gildan in August 2015 as its Executive Vice-President, Chief Financial and Administrative Officer. Prior to joining Gildan, Mr. Harries served as the Chief Financial Officer of Rio Tinto Alcan since 2014, where previously he held the position of Chief Commercial Officer from 2009 to 2013. Mr. Harries joined Alcan in Montréal in 2004 as the Vice President and Corporate Treasurer and remained with the company following its acquisition by Rio Tinto in 2007. Prior to joining Alcan, Mr. Harries spent 15 years in North America, Asia and Europe with General Motors, where he held successive positions of increasing responsibility in corporate finance, treasury and business development. He is accountable for the Company’s financial management as well as overseeing corporate development and corporate affairs, information technology, legal affairs, corporate communications and the corporate human resources groups.
	Fiscal 2017 Highlights
	• Focused on profitability and return on net assets • Increased the dividend by 20% for a sixth consecutive year • Returned approximately $413 million to shareholders through the payment of dividends and share repurchases • Managed Gildan's capital structure in line with leverage framework



Fiscal 2017 Direct Compensation
Base Salary		Short-Term Incentive		Long-Term Incentives	Total Direct Compensation
($)		($)		($)	($)
575,000		547,688		1,149,973	2,272,661
Equity Ownership as at December 31, 2017⁽¹⁾
Common Shares		RSUs		Minimum Shareholding Requirement	Meets Requirement
(#)	($)	(#)	($)
954	31,118	119,107	3,885,100	3 x Base Salary	Yes



	Benito A. Masi
	President, Manufacturing
	Benito A. Masi has been involved in apparel manufacturing in North America for over 30 years. He joined Gildan in 1986 and since then has held successive positions of increasing responsibility in textile, apparel and hosiery manufacturing. In January 2005, Mr. Masi was promoted to the position of Executive Vice-President, Manufacturing (recently changed to President, Manufacturing), and has overall responsibility for the strategic and operational performance of the Company’s worldwide manufacturing facilities and supply chain.
	Fiscal 2017 Highlights
	• Continued the development of Rio Nance 6, Gildan's new textile facility in Honduras • Fully integrated American Apparel within Gildan's manufacturing system • Completed the integration of all garment dyeing production into Honduras • Continued the implementation of important cost saving projects across all manufacturing operations



Fiscal 2017 Direct Compensation
Base Salary		Short-Term Incentive		Long-Term Incentives	Total Direct Compensation
($)		($)		($)	($)
550,000		523,875		1,099,987	2,173,862
Equity Ownership as at December 31, 2017⁽¹⁾
Common Shares		RSUs		Minimum Shareholding Requirement	Meets Requirement
(#)	($)	(#)	($)
143,032	4,665,500	45,306	1,477,817	3 x Base Salary	Yes

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	COMPENSATION DISCUSSION AND ANALYSIS



	Michael R. Hoffman
	President, Sales, Marketing and Distribution
	Michael R. Hoffman joined Gildan in October 1997 and has over 30 years of experience in apparel sales and marketing. Mr. Hoffman served as Vice-President, Sales and Marketing for the international division until his appointment as President of Printwear in February 2001. In this capacity he provided strategic direction and leadership for the Company’s sales and marketing groups in the Printwear division. As announced in February 2018, following the combination of the Printwear and Branded Apparel operating segments into a single consolidated operating structure, Mr. Hoffman has been appointed President, Sales, Marketing and Distribution and now leads the combined organization.
	Fiscal 2017 Highlights
	• Printwear segmented sales of $1,822.0 million, up by 10.4% over the prior year • Printwear operating income of $438.3 million, up by 12.9% over the prior year • Achieved double digit unit sales volume growth in fashion and performance basics, as well as in international printwear markets • Integrated American Apparel sales and distribution operations into Printwear



Fiscal 2017 Direct Compensation
Base Salary		Short-Term Incentive		Long-Term Incentives	Total Direct Compensation
($)		($)		($)	($)
550,000		523,875		1,099,987	2,173,862
Equity Ownership as at December 31, 2017⁽¹⁾
Common Shares		RSUs		Minimum Shareholding Requirement	Meets Requirement
(#)	($)	(#)	($)
24,720	806,331	45,306	1,477,817	3 x Base Salary	Yes



	Eric R. Lehman
	Executive Vice-President, Integration
	Eric R. Lehman joined Gildan in December 2006 as Executive Vice-President, Supply Chain. In November 2008, Mr. Lehman’s responsibilities were expanded to include information technology and operational excellence and his title changed to Executive Vice-President, Supply Chain, Information Technology and Operational Excellence until his appointment as President of Branded Apparel in January 2011. He has over 20 years of experience in the supply chain function with major national apparel brands. As announced in February 2018, Mr. Lehman will be leaving the organization effective June 30, 2018. Until that time, Mr. Lehman's role is to support the completion of the integration of the Printwear and Branded Apparel operating segments into a single consolidated operating structure.
	Fiscal 2017 Highlights
	• Branded Apparel segmented sales of $928.8 million • Branded Apparel operating income of $86.6 million



Fiscal 2017 Direct Compensation
Base Salary		Short-Term Incentive		Long-Term Incentives	Total Direct Compensation
($)		($)		($)	($)
550,000		523,875		1,099,987	2,173,862
Equity Ownership as at December 31, 2017⁽¹⁾
Common Shares		RSUs		Minimum Shareholding Requirement	Meets Requirement
(#)	($)	(#)	($)
45,965	1,499,313	45,306	1,477,817	3 x Base Salary	Yes


(1)	For the detailed calculation of the dollar value of Common Shares and RSUs, please refer to the section entitled “Share Ownership Levels” in this Circular.


(2)	Includes 2,970,000 Common Shares which are owned by an entity controlled by Mr. Chamandy.

Our Executive Compensation Program

Executive Compensation Components

Gildan’s executive compensation program is comprised of fixed and variable components. The variable components include equity and non-equity incentive plans. Each compensation component has a different function, but all elements are designed to work in concert to maximize Company and individual performance by providing financial incentives to senior executives based on the level of achievement of specific operational and financial objectives.

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	COMPENSATION DISCUSSION AND ANALYSIS

The following table summarizes the compensation components of Gildan’s executive compensation program, including the objectives of each component and the criteria impacting each component’s value:



Component	Key Feature	Form	Criteria	Risk-Mitigating Elements	Objectives
Base Salary	• Fixed pay rate • Individual salary recommendations based on competitive assessment and economic outlook, leadership and retention • Performance period: 1 year	• Cash	• Proxy Reference Group data • Individual contribution and performance	• Use of external advisor and peer group analysis	• Attract and retain top talent • Recognize level of responsibilities, individual experience and contribution to the Company's performance
Short-Term Incentive (SCORES)	• Annual award based on achievement of pre-determined corporate performance objectives • Performance period: 1 year	• Cash	• Return on net assets performance • Adjusted earnings per share performance	• Capped to two-times target • Use of external advisor and peer group analysis • Subject to the clawback policy	• Motivate executives to attain and exceed the Company's annual goals and financial targets
Long-Term Incentives	• Stock options: • 7-year term • Vest over 5 years: 25% at 2nd, 3rd, 4th and 5th anniversary of grant date	• Stock options	• Time-based • Share price	• Provides value only if shareholder value creation occurs • Subject to the clawback policy	• Align executives with shareholder value creation • Support retention with vesting conditions
Long-Term Incentives	• PSUs: • 3-year vesting period • Cliff vests	• PSUs	• 100% based on return on assets relative to that of a reference group • Share price	• Requires 75th percentile to achieve 100% vesting • Subject to the clawback policy	• Motivate executives to create value for the Company at a level that exceeds value creation of a pre-determined reference group
Retirement Benefits	• Defined contribution plans (RRSP/DPSP in Canada, 401(k) in the US)	• Cash payments following retirement	• Market data used to determine executive contributions to retirement programs	• All plans are defined contribution based	• Facilitate accumulation of retirement assets • Support retention by ensuring competitiveness
Retirement Benefits	• SERP (Supplemental Executive Retirement Plan)	• Cash payments following retirement		• All plans are defined contribution based
Executive Benefits and Perquisites	• Healthcare, disability and life insurance benefits, annual perquisite allowance	• Group or individual coverage • Annual allowance	• Market data used to determine executive coverage and aggregate value of perquisites	• Perquisite value limited by annual allowance	• Ensure proper protection • Support retention by ensuring competitiveness

Base Salary

Salaries of the senior executives are established based on a comparison with competitive benchmarks. The starting point to determine senior executive base salaries is the median of salaries in the Proxy Reference Group.

The Compensation and Human Resources Committee regularly reviews the individual salaries of the senior executives and makes adjustments when required to ensure that compensation remains market competitive and reflects individual performance, competencies, responsibilities and experience. The Committee also takes into account the senior executive’s value to the Company and retention risk. From time to time, the Committee engages Mercer to conduct a compensation review of the base salaries of senior executives.

For fiscal 2017, the Committee engaged Mercer to compare the base salaries of the NEOs to those of the Proxy Reference Group. Based on the results of this comparison, the base salaries of all NEOs are now set in U.S. dollars in order to provide a currency neutral comparison with the base salaries of the comparator group, which consists mainly of U.S. companies. In addition, the review positioned our President and Chief Executive Officer’s total direct compensation below the

median of the market comparators. Consequently, the base salary for Glenn J. Chamandy, which was initially set at $1,000,000, was subsequently adjusted to $1,200,000 as of July 1, 2017 to position his overall compensation near the median of the Proxy Reference Group. This increase more closely aligns his compensation with that of the CEOs of the Proxy Reference Group and reflects his strategic importance as a founder of the Company and its President and Chief Executive Officer since 2004.

As a result, the base salaries for each of the NEOs in fiscal 2017 were as follows:



Name	Base Salary
Glenn J. Chamandy	$1,200,000	⁽¹⁾
Rhodri J. Harries	$575,000
Benito A. Masi	$550,000
Michael R. Hoffman	$550,000
Eric R. Lehman	$550,000


(1)	Mr. Chamandy's base salary was $1,000,000 from January 2, 2017 to June 30, 2017.

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	COMPENSATION DISCUSSION AND ANALYSIS

For 2018, as part of the Company-wide annual salary review process and in consideration of the market positioning and the organizational changes in the Printwear and Branded Apparel divisions, the base salaries of each of the NEOs, effective March 1, 2018, will be as follows:



Name	Base Salary
Glenn J. Chamandy	$1,200,000
Rhodri J. Harries	$625,000
Benito A. Masi	$575,000
Michael R. Hoffman	$600,000
Eric R. Lehman	$550,000

Short-Term Incentive (SCORES)

The Company’s short-term incentive plan, Supplemental Cash Opportunities for Results Exceeding Standards (“SCORES”), aims to enhance the link between pay and performance by:


•	Aligning the financial interests and motivations of Gildan’s senior executives and employees with the annual financial performance and returns of the Company;


•	Motivating senior executives and employees to work towards common annual performance objectives;


•	Providing total cash compensation that is greater than the median of the Proxy Reference Group in cases where superior financial performance and returns in excess of target objectives are attained; and


•	Providing total cash compensation that is below the market median in cases where corporate performance objectives are not attained.

SCORES target payout levels for each NEO depend on the senior executive’s position.

For fiscal 2017, the Committee engaged Mercer to review the positioning of the target payouts compared to the Proxy Reference Group. Based on the results of this review, the target payouts for Messrs. Harries, Masi, Hoffman and Lehman were adjusted to 75% of their base salary. There was no change to Mr. Chamandy’s target payout.



Name	Target Payout as a Percentage of Salary	Payout Range as a Percentage of Salary (Up to Two Times Target)
Glenn J. Chamandy	150%	0-300%
Rhodri J. Harries	75%	0-150%
Benito A. Masi	75%	0-150%
Michael R. Hoffman	75%	0-150%
Eric R. Lehman	75%	0-150%

Performance Measures and Targets

Performance measures, targets and payout levels for SCORES are reviewed and approved annually by the Board of Directors on the recommendation of the Compensation and Human Resources Committee. As stated in the section of this Circular entitled “Risk Assessment of Executive Compensation Program”, as a risk mitigation measure, the Board of Directors retains the discretion to reduce or increase the SCORES payouts, taking into consideration qualitative factors beyond the quantitative financial metrics. For fiscal 2017, the Board of Directors approved the following as the financial measures to be achieved for SCORES:


•	Return on net assets (“RONA”) measured against the Company’s budgeted RONA; and


•	Adjusted diluted earnings per share (“adjusted EPS”) measured against the Company’s budgeted adjusted EPS.

The Compensation and Human Resources Committee recommended RONA and adjusted EPS as the financial measures to be achieved in fiscal 2017 to ensure that senior executives’ incentive-based compensation reflects:


•	Success in achieving the Company’s targets for profitability; and


•	Effectiveness in managing the return on assets, including the level of investment required to generate earnings.

For both financial measures, there is a maximum value over which performance will not add any more to the SCORES payout and a threshold value under which there will be no bonus payout for the NEOs. The target values are to be attained within a positive or negative variance of 2.5% versus the target for adjusted EPS and 3.5% versus the target for RONA. The maximum and threshold values are at a positive or negative variance of 5% versus the target for adjusted EPS and 7% versus the target for RONA. Between the target value (+/-2.5% and +/-3.5%) and the maximum (+5% and +7%) and threshold value (-5% and -7%), the progression remains linear. The following table illustrates the SCORES financial measures for fiscal 2017:

In February 2018, upon the recommendation of the Compensation and Human Resources Committee, the Board adjusted the target, maximum and threshold ranges for the RONA measure in order to align it with the ranges for adjusted

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	COMPENSATION DISCUSSION AND ANALYSIS

EPS. Accordingly, for fiscal 2018, the target values for both RONA and adjusted EPS will be attained within a positive or negative variance of 2.5% versus the target, and the maximum and threshold values for RONA and adjusted EPS will be at a positive or negative variance of 5% versus the target.

Finally, beginning in 2018, the Compensation and Human Resources Committee recommended to the Board to tie 20% of each of the NEO’s short-term incentive awards to the achievement of pre-defined annual strategic measures, including succession planning objectives.

Long-Term Incentives

The purpose of the equity incentive component of Gildan’s executive compensation program, namely the Long Term Incentive Plan, is to encourage senior executives and key employees of Gildan and its subsidiaries to work toward and participate in the growth and development of the Company and to assist the Company in attracting, retaining and motivating its officers and key employees. The LTIP is designed to:


•	Recognize and reward the impact of longer-term strategic actions undertaken by senior executives and key employees;


•	Align the interests of the Company’s senior executives and key employees with its shareholders;


•	Focus senior executives and key employees on developing and successfully implementing the continuing growth strategy of the Company;


•	Foster the retention of senior executives and key management personnel; and


•	Attract talented individuals to the Company.

Types of Equity Incentives Awarded

The LTIP allows the Board of Directors to grant to senior executives the following types of long-term incentives:


•	Stock options (“Options”);


•	Dilutive restricted share units (share units that are settled in Common Shares issued from treasury) (“Treasury RSUs”); and


•	Non-dilutive restricted share units (share units that are settled in cash or Common Shares purchased on the open market, which may vest based on time or performance) (“Non-Treasury RSUs”). The Non-Treasury RSUs awarded to senior executives which vest solely upon meeting performance conditions are referred to in this Circular as PSUs.

Treasury RSUs, Non-Treasury RSUs and PSUs are referred to in

this Circular collectively as “RSUs” and individually as an “RSU”.

For a more detailed description of the features of the LTIP, see Schedule “B” of this Circular.

The LTIP awards help to achieve Gildan’s compensation objectives as follows:


•	The LTIP aims at bringing the total compensation received by Gildan’s senior executives to the 75th percentile of the Proxy Reference Group if the Company achieves its maximum ROA goals.


•	Through the use of performance vesting for a significant portion of long-term compensation, top quartile compensation occurs only when both financial and strategic targets are achieved and the Company’s long-term return on investment and share price reflect these achievements.


•	Through the use of time vesting for a portion of long-term compensation, the LTIP awards help to achieve the Company’s objective of retaining senior executives.

Until fiscal 2018, senior executives’ annual LTIP grants were comprised of both Options and PSUs. Effective 2018, the Compensation and Human Resources Committee recommended to the Board to change the LTIP award mix for senior executives from a combination of Options and PSUs to 100% PSUs.

Determination of Grants

All grants of RSUs and Options are approved by the Board of Directors, based on the recommendation of the Compensation and Human Resources Committee after considering the recommendation of the President and Chief Executive Officer, with the exception that any grant awarded to the President and Chief Executive Officer is determined and approved independently and without any input from him.

Treasury RSUs are generally used for one-time awards to attract talented candidates or for retention purposes. Options and PSUs are granted to senior executives on an annual basis as part of the long-term portion of their annual compensation. Annual award targets are based on the expected impact of the role of the senior executive on the Company’s performance and strategic development as well as market benchmarking. Previous grants are not taken into account when considering new annual grants, as annual grants are determined by specific guidelines, such as a determined grant value.

For fiscal 2017, the Committee engaged Mercer to review the positioning of the NEOs’ total direct compensation compared to the Proxy Reference Group. Based on the results of this review, the target award for Mr. Chamandy was increased to 400% of his base salary and the target awards for Messrs. Harries, Masi, Hoffman and Lehman were increased to 200% of their respective base salaries.

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	COMPENSATION DISCUSSION AND ANALYSIS

With their compensation being set in U.S. dollars, the awards for NEOs are also denominated using the U.S. dollar closing price of the Common Shares on the NYSE.

Target annual equity awards to senior executives, as a percentage of base salary, are as follows:



Name	Fiscal 2017 Target Awards (% of Base Salary)	Mix of Options and PSUs (% of Base Salary)⁽¹⁾
Name	Fiscal 2017 Target Awards (% of Base Salary)	Options	PSUs
Glenn J. Chamandy	400%	200%	200%
Rhodri J. Harries	200%	100%	100%
Benito A. Masi	200%	100%	100%
Michael R. Hoffman	200%	100%	100%
Eric R. Lehman	200%	100%	100%


(1)	PSUs have the potential to vest at a maximum of 200% of the actual number of PSUs held at the vesting date.

Since the change in our fiscal year end in fiscal 2015, the timing of the annual equity grants has coincided with the release of the financial results for the third fiscal quarter. Effective 2018, annual LTIP grants are now awarded in February of each year following the fiscal fourth quarter Board meeting in order to align with management’s long-range plan and budgeting processes. Accordingly, the NEOs, with the exception of Eric R. Lehman who will be leaving the organization in 2018, each received an award in February 2018.

For purposes of determining the annual grants, the Company uses the closing price of the Common Shares on the trading day following the day of the release of the Company’s financial results. The timing of the annual grants ensures the grants occur on a date outside of the quarterly trading blackout periods under the Company’s Insider Trading Policy.

Performance Measures and Weightings

To encourage a long-term view of performance and to align the interests of senior executives with the interests of shareholders, Options and PSUs have vesting conditions that are based on the following criteria:



Award Type	Time	Gildan’s Financial Performance
Options	100%	—
PSUs⁽¹⁾	—	100%


(1)	PSUs have the potential to vest at a maximum of 200% of the actual number of PSUs held at the vesting date, if Gildan’s financial performance exceeds the target performance by a certain percentage.

Vesting for Options: Options granted to senior executives have a term of seven years and are not exercisable prior to the second anniversary of the grant date, with 25% being exercisable on and after each of the second, third, fourth and fifth anniversary of the grant date with the exception of a special one-time grant of Options to the Executive Vice President, Chief Financial and Administrative Officer in August

2015, which cliff-vests at the end of the five year period.

Vesting for PSUs: PSUs awarded to senior executives cliff-vest at the end of a three-year period, but vest fully based on the Company’s average return on assets performance for the period as compared to the S&P/TSX Capped Consumer Discretionary Index, excluding income trusts. The absence of time-based vesting for PSUs reinforces the objective of aligning the interests of the Company’s senior executives with those of its shareholders by ensuring that vesting of PSUs is entirely based on meeting return on assets performance thresholds.

In addition, PSUs can vest at up to two times the actual number of PSUs held at the vesting date, based on the achievement of exceptional return on assets performance for the period, as compared to the S&P/TSX Capped Consumer Discretionary Index, excluding income trusts. This feature aligns the Company’s pay practices with its compensation policy, which is to provide the potential for top quartile total compensation when Company performance is also top quartile.

PSUs awarded to senior executives are subject to the following relative performance-vesting schedule, with linear interpolation between the 40th percentile and the median and between the median and the 75th percentile:



Financial Performance Relative to the S&P/TSX Capped Consumer Discretionary Index	Percentage of Award That Vests
Equal to or above the 90th percentile	200%
Equal to the 89th percentile	180%
Equal to the 88th percentile	160%
Equal to the 87th percentile	140%
Equal to the 86th percentile	120%
Equal to or above the 75th percentile and below the 86th percentile	100%
At the median	50%
Below the 40th percentile	0%

During fiscal 2017, PSUs granted to the NEOs vested as follows:



Grant Date	Vesting Date	Financial Performance Relative to the S&P/TSX Capped Consumer Discretionary Index	Percentage of Award that Vested
October 6, 2014	October 5, 2017	90th percentile	200%

Beginning in 2018, the PSUs awarded will have vesting conditions based on absolute performance against three-year targets for revenue growth (CAGR), EPS growth (CAGR) and RONA (average growth).

Dividends on Outstanding Restricted Share Units

In conjunction with the declaration of its quarterly cash dividend on the Common Shares, the Board also credits the

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	COMPENSATION DISCUSSION AND ANALYSIS

holders of Treasury RSUs, Non-Treasury RSUs and PSUs with additional RSUs based on the amount of the dividend such holders would have received had their RSUs been Common Shares on the payment date of the dividend. Accordingly, effective on the payment date of each of the Company’s quarterly cash dividends during fiscal 2017, namely April 3, June 12, November 9, and December 11, 2017 (dividend of $0.0935 per share), the Board granted additional RSUs to each RSU holder with the same performance objectives and other terms and conditions as the underlying RSUs. For the purpose of this Circular, these additional RSU grants are referred to as “RSU Dividends”.

The number of RSU Dividends granted to each holder is calculated based on the value of the cash dividend the RSU holder would have received had their RSUs been Common Shares on the payment date of the dividend, divided by the higher of the closing price of the Common Shares on either the TSX or the NYSE expressed in a single currency, converted into the currency of the underlying grant, based on the exchange rate of the Bank of Canada on the business day preceding the payment date of the dividend.

Retirement Policy for the LTIP

During 2017, the Compensation and Human Resources Committee reviewed and recommended to the Board the adoption of a Retirement Policy for LTIP participants, including senior executives, which sets forth new retirement vesting conditions applicable to outstanding Options and RSUs. The

Retirement Policy, which reflects the results of a benchmarking exercise, provides for extended Option and RSU vesting conditions when “Retirement” or “Early Retirement” criteria are met. LTIP Participants are eligible for retirement when they reach the age of 55 years, have at least five years of service, and their age plus their number of years of service equals at least 70. LTIP Participants are eligible for early retirement when they reach the age of 55 years and have at least five years of service. In both cases, LTIP participants must sign a non-compete and non-solicitation agreement with the Company in order to be eligible for the extended vesting conditions.

As further described in the section entitled “2017 Long Term Incentive Plan Amendments” in Schedule “B” of this Circular, when a participant qualifies for retirement, Options granted at least six months before the date of retirement will continue to vest and will remain exercisable until the original expiry date, and Options granted in the last six months will expire immediately. Similarly, RSUs granted at least six months before the date of retirement will continue to vest over their original vesting period, and RSUs granted in the last six months will be prorated and the performance portion of the award will be determined at the end of the original vesting period. When a participant qualifies for early retirement, Options that have vested by the date of early retirement may be exercised until the original expiry date, Options that have not vested will expire immediately, and RSUs will be prorated and the performance portion of the award will be determined at the end of the original vesting period.

Securities Authorized for Issuance Under Equity Compensation Plans

For fiscal 2017, the following table provides with respect to the LTIP:


•	The number of securities to be issued upon the exercise of outstanding options, warrants and rights;


•	The weighted-average exercise price of such outstanding options, warrants and rights; and


•	The number of securities remaining available for future issuance under the applicable plan, other than securities to be issued upon the exercise of such outstanding options, warrants and rights.



Plan Category	Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights	Weighted-Average Exercise Price of Outstanding Options, Warrants and Rights	Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (Excluding Securities Reflected in the Second Column)
	(#)	($)	(#)
Equity compensation plan approved by security holders
- LTIP (Options granted in Canadian dollars)	2,262,703	C$32.94	1,278,661	⁽¹⁾
- LTIP (Options granted in U.S. dollars)	759,176	$29.01
- LTIP (Treasury RSUs)	102,169	N/A


(1)	The Common Shares reserved for issuance under the LTIP are reserved for both the exercise of Options and the vesting of Treasury RSUs.

The Company does not have any equity compensation plans, under which equity securities are authorized for issuance, not previously approved by shareholders.

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	COMPENSATION DISCUSSION AND ANALYSIS

The table below provides the number of Options and Treasury RSUs granted each year (burn rates) under the LTIP for the fiscal year ended December 31, 2017 and for the two preceding fiscal years expressed as a percentage of the weighted average number of outstanding Common Shares for the applicable fiscal year.



Annual Burn Rates for the Most Recent Three Fiscal Years
Fiscal year	Options Burn Rate ^{(1) (2)}	Treasury RSUs Burn Rate ^{(1) (3)}
2017	0.34%	nil
2016	0.30%	0.00	%	⁽⁴⁾
2015	0.48%	0.03	%


(1)	The burn rate is calculated by dividing the number of Options or Treasury RSUs, as applicable, granted during the applicable fiscal year by the weighted average number of Common Shares outstanding for the applicable fiscal year. It excludes forfeited Treasury RSUs and Options that are available for future grants.


(2)	Options are not exercisable prior to the second anniversary of the grant date, with 25% being exercisable on and after each of the second, third, fourth and fifth anniversary of the grant date with the exception of a special one-time grant of Options to the Executive Vice President, Chief Financial and Administrative Officer in August 2015, which cliff-vests at the end of the five year period.

(3)

Treasury RSUs cliff-vest at the end of a five-year vesting period with 50% vesting on the basis of time and the remaining 50% vesting based on Gildan's average return on assets performance for the vesting period as compared to the S&P/TSX Capped Consumer Discretionary Index, excluding income trusts. For the purpose of the calculation, Treasury RSUs are assumed to vest at 100% (maximum vesting percentage).


(4)	Awards result in a burn rate of 0.003% when measured to the third decimal.

Other Compensation

Benefits and Perquisites

The Company’s senior executive benefits program includes life, medical, dental and disability insurance and a healthcare spending account. This program also includes out-of-country emergency services in medical or personal security situations and a critical illness coverage for Mr. Chamandy. Each Named Executive Officer is credited on January 1 of each year with a perquisite account. The account is debited based on the actual costs of perquisites as submitted to the Company by the Named Executive Officer. Any unused balance at the end of the year is paid in cash. The perquisite account may be used for perquisites such as club memberships, personal insurance, health services or financial counseling, at the option of the NEO. These benefits and perquisites are designed to be competitive overall with equivalent positions in comparable North American organizations. From time to time, the Compensation and Human Resources Committee engages Mercer to conduct a compensation review of the perquisites paid to senior executives to ensure they are comparable to market surveys.

Retirement Benefits

Under the Company’s retirement savings program, the NEOs (other than Michael R. Hoffman, Eric R. Lehman and Benito A. Masi who are not Canadian residents) and all other Canadian salaried employees receive, under the Deferred Profit Sharing Plan (“DPSP”), an amount equal to their contribution to their Registered Retirement Savings Plan (“RRSP”), up to a maximum of 5% of their annual base salary. In addition, should the Company’s contribution result in a total contribution made by the employee, or on behalf of the employee, in excess of the limit prescribed under Canadian law, the additional amount is

credited under the Supplemental Executive Retirement Plan (“SERP”), which is an unfunded plan. For Benito A. Masi, the 5% Gildan contribution is fully credited under his SERP account.

Michael R. Hoffman and Eric R. Lehman receive from Gildan an amount equal to 50% of their own contributions under the Company’s 401(k) program, up to a maximum of 3% of their annual base salary or up to the maximum amount determined by the U.S. government. Michael R. Hoffman and Eric R. Lehman are credited by the Company under the U.S. SERP, with an amount equal to 2% of their annual base salaries and short-term incentive payouts. In addition, should the Company’s contributions result in a total contribution made by the employee or on behalf of the employee, in excess of the limit prescribed under U.S. law, the additional amount is credited under the U.S. SERP.

MANAGEMENT INFORMATION CIRCULAR 39



	COMPENSATION DISCUSSION AND ANALYSIS

Defined Contribution Plans

The following table presents the value accumulated under the above-mentioned retirement savings programs for each of the NEOs as of the beginning and end of fiscal 2017:



Name	Accumulated Value at Start of Year⁽¹⁾	Compensatory⁽²⁾	Accumulated Value at Year-End⁽¹⁾⁽³⁾
	($)	($)	($)
Glenn J. Chamandy	1,121,763	57,524	1,256,202
Rhodri J. Harries	48,152	30,058	97,540
Benito A. Masi	504,509	28,453	565,845
Michael R. Hoffman	642,789	44,662	802,516
Eric R. Lehman	412,256	44,662	525,836

(1)

“Accumulated Value at Start of Year” and “Accumulated Value at Year-End” correspond to the sum of the balances in the following accounts of each Named Executive Officer: RRSP, DPSP and SERP (other than for Michael R. Hoffman, whose accumulated value corresponds to the sum of the balances in his accounts from the Company’s 401(k) and SERP programs, and for Eric R. Lehman, whose accumulated values correspond to the sum of the balances in their respective accounts from the Company’s RRSP, DPSP, 401(k) and SERP programs).


(2)	“Compensatory” refers to the Company’s contributions under all the above-mentioned accounts.


(3)	“Accumulated Value at Year-End” has been calculated as of December 29, 2017, when contributions are allocated and returns calculated.

Executive Share Ownership Policy

The Board of Directors believes that the economic interests of senior executives should be aligned with those of the Company’s shareholders. In that regard, the Board has adopted a formal share ownership policy (the “Executive Share Ownership Policy”) under which each senior executive is expected to own and maintain ownership of either Common Shares (owned directly, indirectly, or pursuant to contributions under the Employee Share Purchase Plan) or unvested RSUs, (Treasury or Non-Treasury, granted pursuant to the LTIP), with a total market value of not less than a specified multiple of the senior executive’s base salary. Senior executives have five years from the date they become subject to the Executive Share Ownership Policy to meet the requirement, after which they must maintain compliance with the requirement for the duration of their employment with the Company.

The following table sets forth the ownership requirements by executive level under the Executive Share Ownership Policy:



Executive Level	Multiple of Base Salary
President and Chief Executive Officer	6 x Base Salary
Executive Vice-Presidents and Divisional Presidents	3 x Base Salary
Senior Vice-Presidents or equivalent	1.5 x Base Salary

Executives subject to the Executive Share Ownership Policy are expected to not sell Common Shares acquired under Gildan’s Long Term Incentive Plan until the share ownership requirement is achieved, except as required to cover the tax liability associated with the vesting of RSUs.

Non-Hedging Policy

Pursuant to the Company’s Insider Trading Policy, senior executives, directors and all other insiders are prohibited from purchasing financial instruments, such as prepaid variable forward contracts, equity swaps, collars or units of exchange funds that are designed to monetize, hedge or offset a decrease in the market value of equity securities granted to such senior executive, director or other insider as compensation or held directly or indirectly by the senior executive, director or other insider.

MANAGEMENT INFORMATION CIRCULAR 40



	COMPENSATION DISCUSSION AND ANALYSIS

Share Ownership Levels

The table below summarizes the NEOs’ share ownership levels as at December 31, 2017. All of the NEOs are currently in compliance with the ownership requirement of the Executive Share Ownership Policy:



Name	Annual Base Salary⁽¹⁾	Actual Ownership⁽²⁾				Total Ownership as a Multiple Base Salary	Ownership Requirements	Meets Requirement
		($/#)
		Common Shares Beneficially Owned		Unvested Restricted Share Units⁽³⁾	Total Ownership
	($)	Common Shares Beneficially Owned		Unvested Restricted Share Units⁽³⁾	Total Ownership
Glenn J. Chamandy	1,200,000	101,448,949/ 3,110,159	⁽⁴⁾	6,664,496/ 204,316	108,113,445/ 3,314,475	90.09 x	6 x Base Salary	yes
Rhodri J. Harries	575,000	31,118/ 954		3,885,100/ 119,107	3,916,219/ 120,061	6.81 x	3 x Base Salary	yes
Benito A. Masi	550,000	4,665,500/ 143,032		1,477,817/ 45,306	6,143,317/ 188,338	11.17 x	3 x Base Salary	yes
Michael R. Hoffman	550,000	806,331/ 24,720		1,477,817/ 45,306	2,284,148/ 70,026	4.15 x	3 x Base Salary	yes
Eric R. Lehman	550,000	1,499,313/ 45,965		1,477,817/ 45,306	2,977,130/ 91,271	5.41 x	3 x Base Salary	yes


(1)	The base salary used to calculate the ownership requirement is as at December 31, 2017.


(2)	The dollar value of actual ownership is calculated using the Bank of Canada closing rate of 1.2545 as of December 29, 2017 and the value of C$40.92, which is the higher of the weighted average closing prices of the Common Shares on the TSX for the five trading days preceding the date of the calculation or the three year average market price of the Common Shares on the TSX.


(3)	These amounts include unvested PSUs and, in the case of Rhodri J. Harries, 63,505 Treasury RSUs.


(4)	Includes 2,970,000 Common Shares which are owned by an entity controlled by Mr. Chamandy.

Risk Assessment of Executive Compensation Program

In fiscal 2017, the Compensation and Human Resources Committee reviewed Gildan’s compensation program, policies and practices in each of the key areas discussed below and did not identify any material risks that are likely to have a material adverse effect on the Company.

Incentive plan funding, leverage and caps - Payouts for senior executives under SCORES are based on Gildan’s RONA and adjusted EPS performance. These measures were selected to ensure that incentive-based compensation reflects success in achieving internal corporate profitability targets and managing the return on assets. The amount that a senior executive can receive under the SCORES plan is capped at two times the target and there are no guaranteed minimum payouts. In addition, LTIP vesting conditions are designed to encourage a long-term view of performance and to align the interests of senior executives with shareholder interests.

Performance periods - With very limited exceptions, RSUs cliff-vest at the end of a three-year or five-year period, in each case with at least half, and in some cases all, of the award based on Gildan’s return on assets performance relative to the S&P/TSX Capped Consumer Discretionary Index. Options vest over a five-year period starting on the second anniversary of the grant date and are valuable only if Gildan’s stock price increases over time. The vesting of equity over various time horizons mitigates

against taking short-term risks and aligns senior executives with longer-term shareholder interests.

Performance measures - SCORES annual incentive payouts for senior executives are based on the achievement of two corporate performance measures, RONA and adjusted EPS. Such measures are based on internal budgets, which are set to ensure that goals are sufficiently challenging but attainable without the need to take inappropriate risks. In addition, a portion of the payouts for participating employees is based on the same corporate performance measures used for the senior executives in order to create alignment and encourage decision-making that is in the best interests of the Company as a whole. The balance of other participating employees’ short-term incentive payouts is based on a mix of individual objectives and divisional objectives set at the beginning of the year.

Plan governance and risk mitigation - The Board of Directors retains the authority to reduce or increase the SCORES annual incentive payouts taking into consideration qualitative factors beyond the quantitative financial metrics. The Executive Share Ownership Policy requires a significant level of share ownership, which aims to ensure that senior executives and other members of senior management are aligned with long-term shareholder interests. The Company’s Insider Trading

MANAGEMENT INFORMATION CIRCULAR 41



	COMPENSATION DISCUSSION AND ANALYSIS

Policy prohibits senior executives and all other insiders from using financial vehicles, such as hedging instruments, to mitigate the downside risk associated with share-based equity grants. Finally, the Chair of each of the Audit and Finance Committee and the Compensation and Human Resources Committee is a member of the other’s committee to ensure the alignment of policies for the assessment of risks.

Pay mix - Gildan’s compensation program puts significant weighting on long-term incentives to mitigate the risk of encouraging the achievement of short-term goals at the expense of long-term sustainability and shareholder value. The variable elements of the compensation program (short-term and long-term incentives) represent a percentage of overall compensation that is sufficient to motivate senior executives to produce superior short-term and long-term corporate results, while the fixed compensation element (base salary) is also high enough to discourage senior executives from taking unnecessary or excessive risks.

Pay for performance - Gildan’s compensation program is based on pay for performance. To ensure that the total direct compensation of senior executives is aligned with the Company’s compensation objectives, Gildan has, from time to time, stress-tested the incentive awards that would be earned by senior executives under various performance scenarios and outcomes. Stress-testing helps determine whether the incentive awards would pay out as anticipated and remain consistent with Gildan’s pay-for-performance philosophy. Gildan also conducts back-testing analyses in order to assess alignment between executive pay and Company performance.

Clawback - In May 2017, Gildan adopted a clawback policy to ensure the Company is able to take direct action against any senior executive who receives incentive-based compensation that was paid based on financial results that are subsequently restated due to fraud or misconduct. Accordingly, in the event that the Company is required to prepare an accounting restatement due to material non-compliance with financial reporting requirements where the non-compliance results from misconduct, the Board may, in its discretion, require each senior executive to repay and/or forfeit all or any portion of the recoverable amounts, as defined in the policy, awarded or paid to the senior executive in the 24-month period immediately preceding the date on which the Company is notified that it is required to prepare such accounting restatement. The Board has discretion to cancel awards, withhold payments or take such other actions as it deems appropriate to recoup all recoverable amounts from the senior executives.

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	COMPENSATION DISCUSSION AND ANALYSIS

Named Executive Officers’ Compensation

Summary Compensation Table

The Summary Compensation Table set forth below shows compensation information for the Named Executive Officers for services rendered in all capacities during the fiscal years 2017 (ended December 31, 2017), 2016 (ended January 1, 2017) and 2015 (ended January 3, 2016) All amounts are presented in U.S dollars and any applicable amounts in other currencies have been converted to U.S. dollars.

For compensation related to previous years, please refer to the Company’s management information circulars filed with Canadian securities commissions and available at www.sedar.com or filed with the U.S. Securities and Exchange Commission and available at www.sec.gov.



								Non-Equity Incentive Plan Compensation
Name and Principal Position	Year⁽¹⁾	Salary⁽²⁾		Share-Based Awards⁽³⁾		Option-Based Awards⁽⁴⁾		Annual Incentive Plans		Long-Term Incentive Plans	Pension Value⁽⁵⁾		All Other Compensation⁽⁶⁾		Total Compensation
		($)		($)		($)		($)		($)	($)		($)		($)
Glenn J. Chamandy President and CEO	2017	1,100,000		2,399,984		2,399,995		2,095,500		N/A	57,524		114,296	⁽⁹⁾	8,167,299
	2016	786,584		1,589,062		1,589,071		1,179,876		N/A	39,329		99,176		5,283,098
	2015	923,188		2,571,046	⁽⁷⁾	2,571,372	⁽⁷⁾	467,808	⁽⁸⁾	N/A	46,854		119,280		6,699,548
Rhodri J. Harries Executive Vice-President, CFO and CAO	2017	575,000		574,976		574,997		547,688		N/A	30,058		766,380	⁽¹⁶⁾	3,069,099
	2016	534,571		467,971		467,979		347,472		N/A	26,729		858,575		2,703,297
	2015	194,531	⁽¹⁰⁾	2,329,118	⁽¹¹⁾	2,329,133	⁽¹²⁾	53,108	⁽⁸⁾	N/A	8,501		—		4,914,391
Benito A. Masi President, Manufacturing	2017	550,000		549,992		549,995		523,875		N/A	28,453	⁽¹³⁾	170,144	⁽¹⁴⁾	2,372,459
	2016	528,073		344,285		344,297		343,247		N/A	26,050	⁽¹³⁾	168,005		1,753,957
	2015	638,846		586,602	⁽⁷⁾	586,694	⁽⁷⁾	140,280	⁽⁸⁾	N/A	28,866	⁽¹³⁾	222,952		2,204,240
Michael R. Hoffman President, Sales, Marketing and Distribution	2017	550,000		549,992		549,995		523,875		N/A	44,662		376,451	⁽¹⁵⁾	2,594,975
	2016	528,073		344,285		344,297		343,247		N/A	33,408		353,213		1,946,523
	2015	638,846		586,602	⁽⁷⁾	586,694	⁽⁷⁾	140,280	⁽⁸⁾	N/A	34,257		393,960		2,380,639
Eric R. Lehman Executive Vice-President, Integration	2017	550,000		549,992		549,995		523,875		N/A	44,662		—		2,218,524
	2016	528,073		344,285		344,297		343,247		N/A	33,415		—		1,593,317
	2015	638,846		586,602	⁽⁷⁾	586,694	⁽⁷⁾	140,280	⁽⁸⁾	N/A	36,096		40,305		2,028,823

(1)

Fiscal 2017 and 2016 were 52 weeks and fiscal 2015 was 65 weeks due to the Company’s change in fiscal year-end. For fiscal 2016 and 2015, all compensation components reported in the table above for Glenn J. Chamandy and Rhodri J. Harries, and all share-based awards and option-based awards for Benito A. Masi, Michael R. Hoffman and Eric R. Lehman, were paid or awarded in Canadian dollars and were converted to U.S. dollars using the Bank of Canada closing rates on the last trading day of the applicable fiscal year, which were 1.3427 on December 30, 2016 and 1.3840 on December 31, 2015.


(2)	The amounts represent the earned salary received by each NEO in the applicable fiscal year. The annualized base salary may differ in consideration of the number of weeks in the fiscal year and/or in consideration of the timing of salary increases during the year. The annualized base salary for the most recently completed fiscal year is presented in the section entitled “Base Salary”.

(3)

For the grants of November 6, 2017, the number of PSUs granted is determined by dividing the target award by the value of the closing price of the Common Shares on the NYSE on the last trading day before the grants, which was $28.95. The value of the award is obtained by multiplying the number of PSUs awarded by the closing price of the Common Shares. For the grants of November 7, 2016, November 16, 2015 and October 6, 2014, the value of the share-based awards is determined by multiplying the number of PSUs awarded by the closing price of the Common Shares on the TSX on the last trading day before the grant, which in the case of the grants of November 7, 2016 was C$33.01, for the grants of November 16, 2015, was C$38.01, and for the grants of October 6, 2014 was C$30.46. For the determination of the number of PSUs awarded in fiscal years 2016 and 2015, please refer to the footnotes of the Summary Compensation Tables of the Company’s 2016 and 2015 management information circulars.

(4)

For the grants of November 6, 2017, the number of Options granted is obtained by dividing the target award by the higher of the closing price of the Common Shares on either the TSX or the NYSE on the last trading day preceding the grant date, converted to U.S. dollars using the Bank of Canada closing rate on the last trading day before the grant, which was of $29.01, multiplied by the Black-Scholes factor of 21.0%. The Option-based award value is calculated by multiplying the number of Options granted by $29.01 and by the Black-Scholes factor. For the Options granted on November 7, 2016, November 16, 2015 and October 6, 2014, the Option-based award value is calculated by multiplying the number of Options granted by the higher of the closing price of the Common Shares on either the TSX or the NYSE on the last trading date preceding the grant date, converted to Canadian dollars using the Bank of Canada closing rate on the last trading day before the grant, which in the case of the grants of November 7, 2016 was C$33.01 multiplied by the Black-Scholes factor of 17.6%, for the grants of November 16, 2015 was C$38.01 multiplied by the Black-Scholes factor of 18.3%, and for the grants of October 6, 2014 was C$30.46 multiplied by the Black-Scholes factor of 28.8%. For the determination of the number of Options awarded in fiscal years 2016 and 2015, please refer to the footnotes of the Summary Compensation Tables of the Company’s 2016 and 2015 management information circulars. The assumptions used to calculate the grant date fair value of Option-based awards differ from those used to calculate their accounting fair value, but are consistent with the assumptions used for compensation benchmarking purposes, in order to ensure that Gildan’s LTIP awards are market-competitive. The Black-Scholes factors are calculated based on the following assumptions:



Grant Date	Black-Scholes Factor	Term	Expected Life	Risk-Free Rate	Volatility (3 year, daily, capped at 50%)	Dividend Yield
November 6, 2017	21.0%	7 years	5 years	1.99%	23.8%	1.30%
November 7, 2016	17.6%	7 years	5 years	0.66%	22.6%	1.27%
November 16, 2015	18.3%	7 years	5 years	0.94%	21.6%	0.91%
October 6, 2014	28.8%	7 years	5 years	1.60%	32.7%	0.80%


(5)	“Pension Value” only includes employer contributions.

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	COMPENSATION DISCUSSION AND ANALYSIS

(6)

“All Other Compensation” represents perquisites and other personal benefits which in the aggregate amount to $50,000 or more, or are equivalent to 10% or more of a Named Executive Officer’s total salary for the applicable fiscal year. The type and amount of each perquisite, the value of which exceeds 25% of the total value of perquisites, is separately disclosed for each Named Executive Officer when applicable.


(7)	As a result of the change in fiscal year-end and the 15-month transition year, these amounts include two annual LTIP grants that were granted on October 6, 2014 and November 16, 2015 respectively.


(8)	The annual incentive for fiscal 2015 applied only to the 12-month period from January 5, 2015 to January 3, 2016. None of the NEOs were entitled to an annual incentive for the period from October 6, 2014 to January 4, 2015.


(9)	This amount includes C$83,029 for a critical illness policy for fiscal 2017.


(10)	Rhodri J. Harries was hired on August 17, 2015. This amount represents the prorated portion of his base salary from his hiring date up to the end of fiscal 2015.

(11)

This amount includes a one-time grant of 61,919 Treasury RSUs. The grant date value of this award is C$2,617,316, based on the August 14, 2015 closing price of the Common Shares of C$42.27. This award cliff-vests at the end of a five-year vesting period, with 50% vesting on the basis of time and the remaining 50% vesting based on Gildan's average ROA performance for the vesting period as compared to the S&P/TSX Capped Consumer Discretionary Index, excluding income trusts. The performance-vesting portion is subject to the following relative performance-vesting schedule, with linear interpolation between the 40th percentile and the median and between the median and the 75th percentile:



Financial Performance Relative to the S&P/TSX Capped Consumer Discretionary Index	Percentage of Performance Component of Award That Vests
At or above the 75th percentile	100%
At the median	50%
Below the 40th percentile	0%

(12)

This amount includes a one-time grant of 282,737 Options. This grant cliff-vests on August 17, 2020, has a maximum term of 10 years and an exercise price of C$42.27, based on the closing price of the Common Share on August 14, 2015. Its value was established using a Black-Scholes factor of 21.9% calculated based on the following assumptions : (i) term of 10 years, (ii) expected life of 7.5 years, (iii) risk-free rate of 1.073%, (iv) volatility (3-year, daily) of 20.8% (capped at 50%) and (v) dividend yield of 0.80%. The grant date value of this award is C$2,617,333.


(13)	Amounts for Benito A. Masi's SERP account are recorded in Canadian dollars on a monthly basis using the monthly average rate of the Bank of Canada.


(14)	This amount includes $82,500 for an expatriate international allowance.


(15)	This amount includes $110,627 for a compensation of supplemental taxes incurred in consideration of Mr. Hoffman's expatriation to Barbados.


(16)	Includes an installment payment in the amount of C$910,000, which was paid in consideration of having foregone the long-term incentives that were granted for Mr. Harries by his previous employer.

To demonstrate the link between NEO compensation and Company performance, the following table shows the total cost of compensation to the NEOs as a percentage of the Company’s net income after tax and as a percentage of the equity market capitalization for fiscal 2017 and 2016:



Fiscal Year	Total Cost of Compensation to Named Executive Officers⁽¹⁾	Total Cost of Compensation to Named Executive Officers/ Total Net Earnings	Total Cost of Compensation to Named Executive Officers/ Total Equity Market Capitalization
	($)	(%)	(%)
2017	18,983,065	5.2	0.3
2016	16,555,017	4.8	0.2

(1)

The “Total Cost of Compensation to Named Executive Officers” represents the total compensation cost for the Named Executive Officers recognized in the Company’s net earnings for fiscal 2017 and fiscal 2016 in accordance with International Financial Reporting Standards. The amounts recognized in net earnings for Named Executive Officer compensation other than share-based awards consist of the sum of the amounts under the columns “Salary”, “Non-Equity Incentive Plan Compensation”, “Pension Value” and “All Other Compensation”. The amounts recognized in net earnings for Named Executive Officer share-based compensation are based on the recognition of the total compensation cost of share-based awards over their vesting periods, in accordance with the Company’s accounting policy for share-based payments as disclosed in note 3 to the Company’s consolidated financial statements for the fiscal year ended December 31, 2017.

Short-Term Incentive Plan Awards

Non-Equity Incentive (SCORES) Award for Fiscal 2017

In fiscal 2017, actual payouts as a percentage of base salary, and actual awards under SCORES were as follows:



Name	Target Payout as a Percentage of Salary	Payout Range as a Percentage of Salary (Up to Two Times Target)	Actual Payout as a Percentage of Salary	Actual Award ⁽¹⁾
Glenn J. Chamandy	150%	0-300%	190.5%	$2,095,500
Rhodri J. Harries	75%	0-150%	95.3%	$547,688
Benito A. Masi	75%	0-150%	95.3%	$523,875
Michael R. Hoffman	75%	0-150%	95.3%	$523,875
Eric R. Lehman	75%	0-150%	95.3%	$523,875


(1)	RONA for purposes of SCORES is calculated by dividing EBIA (earnings before financial expenses, amortization of intangible assets and the impact of restructuring and acquisition related costs) for the year by the average net operating assets for such year. Net operating assets is calculated using net working capital, which is current assets excluding cash and

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	COMPENSATION DISCUSSION AND ANALYSIS

cash equivalents minus current liabilities, plus non-current assets, excluding deferred income taxes and adding back the accumulated amortization of intangible assets. Adjusted EPS for purposes of SCORES is calculated as net earnings before restructuring and acquisition-related costs, including related income tax expenses and recoveries, divided by the diluted weighted average number of Common Shares outstanding. For fiscal 2017, adjusted EPS also reflected downward adjustments to remove the favourable income tax adjustment related to enactments from the U.S. Tax Reform announced in December 2017, as well to exclude the benefit of 2017 share repurchases. Adjusted EPS and RONA for fiscal 2017 also excluded the impact of business acquisitions occurring after the finalization of the 2017 budget.

The Company’s fiscal 2017 RONA, at 14.86%, fell above the target value of 14.10%, but below the maximum value, and its adjusted EPS for purposes of SCORES, excluding the benefit of 2017 share repurchases, at $1.70, fell within its target range, as described in the section “Performance Measures and Targets”. These adjusted EPS and RONA values for fiscal 2017 also exclude the impact of 2017 business acquisitions that were completed after the finalization of the Company’s 2017 budget. Based on the aforementioned fiscal 2017 values for RONA and adjusted EPS, the short-term incentive payout to Named Executive Officers for fiscal 2017 was 127% of each NEO’s target payout, which resulted in the actual payouts as indicated in the table above.

Long Term Incentive Plan Awards

Share-Based and Option-Based Awards in 2017

The following table presents the total value of annual awards granted and still outstanding to NEOs under the LTIP in fiscal 2017:



Name	Grant Date	Base Salary at Grant Date	Target Awards (% of Base Salary)	Mix of Options and PSUs (% of Base Salary)				Value of Options and PSUs Granted⁽¹⁾		Total Value
Name	Grant Date	Base Salary at Grant Date	Target Awards (% of Base Salary)	Options		PSUs		Options	PSUs⁽²⁾	Total Value
Glenn J. Chamandy	Nov 6, 2017	$1,200,000	400%	200	%	200	%	$2,399,995	$2,399,984	$4,799,979
Rhodri J. Harries	Nov 6, 2017	$575,000	200%	100	%	100	%	$574,997	$574,976	$1,149,973
Benito A. Masi	Nov 6, 2017	$550,000	200%	100	%	100	%	$549,995	$549,992	$1,099,987
Michael R. Hoffman	Nov 6, 2017	$550,000	200%	100	%	100	%	$549,995	$549,992	$1,099,987
Eric R. Lehman	Nov 6, 2017	$550,000	200%	100	%	100	%	$549,995	$549,992	$1,099,987


(1)	For the calculation methodology, please refer to footnotes 3 and 4 in the Summary Compensation Table.


(2)	PSUs have the potential to vest at a maximum of 200% of the actual number of PSUs held at the vesting date.

During fiscal 2017, an aggregate of 759,176 Options and 471,160 Non-Treasury RSUs were granted to senior executives and key employees under the LTIP, representing, in the aggregate, 0.56% of the issued and outstanding Common Shares as at December 31, 2017.

Value Vested or Earned During the Year

The following table shows the value of incentive plan awards that vested or were earned for each Named Executive Officer during the fiscal year ended December 31, 2017:



Name	Option-Based Awards - Value Vested During the Year⁽¹⁾	Share-Based Awards - Value Vested During the Year⁽²⁾	Non-Equity Incentive Plan Compensation - Value Earned During the Year (SCORES)
	($)	($)	($)
Glenn J. Chamandy	2,070,575	3,200,537	2,095,500
Rhodri J. Harries	12,852	—	547,688
Benito A. Masi	382,017	780,697	523,875
Michael R. Hoffman	379,181	780,697	523,875
Eric R. Lehman	379,181	780,697	523,875

(1)

“Option-Based Awards Value Vested During the Year” represents the aggregate dollar value that would have been realized if the Options had been exercised on the vesting date (or the most recent preceding trading day where such vesting date is a non-trading day), based on the difference between the exercise price and the closing price of the Common Shares on the NYSE for the 2017 awards and on the TSX for the previous awards, as applicable. For the September 30, 2017 vesting, the closing price of the Common Shares on the TSX was $38.99. For the October 6, 2017 vesting, the closing price of the Common Shares on the TSX was C$39.56. For the November 16, 2017 vesting, the closing price of the Common Shares on the TSX was C$38.75. The aggregate value was converted to U.S. dollars using the Bank of Canada rate on December 29, 2017, the last trading day of fiscal 2017, of 1.2545.

(2)

“Share-Based Awards Value Vested During the Year” represents the PSUs granted on October 6, 2014 as part of the fiscal 2015 annual LTIP awards which vested at 200%. For the PSUs, the value is calculated by multiplying the number of PSUs held by the Named Executive Officer at the vesting date, by the closing price of the Common Shares on the TSX on the vesting date, which was C$39.52 on October 5, 2017. The aggregate value was converted to U.S. dollars using the Bank of Canada rate on December 29, 2017, the last trading day of fiscal 2017, of 1.2545.

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	COMPENSATION DISCUSSION AND ANALYSIS

Options Exercised During the Year

During fiscal 2017, NEOs exercised the following Options:



Name	Number of Options Exercised	Option Exercise Price	Gain Realized⁽¹⁾
	(#)	(C$)	($)
Glenn J. Chamandy	53,540	13.60	1,051,551
	62,348	15.59	1,124,922
	60,000	15.59	1,108,109
Benito A. Masi	12,964	14.32	256,556
Michael R. Hoffman	11,726	14.32	231,876
Michael R. Hoffman	36	14.32	679
Eric R. Lehman	8,210	13.60	164,985
	8,876	15.59	164,748
	10,906	24.22	127,313
	10,430	30.46	69,192


(1)	The gain realized is calculated based on the difference between the market value of the Common Shares on the TSX upon exercise and the exercise price of the Options, multiplied by the number of exercised Options, converted to U.S. dollars based on the Bank of Canada exchange rate on December 29, 2017, the last trading day of fiscal 2017.

Outstanding Option-Based Awards and Share-Based Awards

The following table shows all Option-based and Common Share-based awards outstanding to NEOs as at December 31, 2017, the last day of fiscal 2017:



Name	Option-Based Awards						Share-Based Awards
Name	Issuance Date	Number of Securities Underlying Unexercised Options⁽¹⁾		Option Exercise Price	Option Expiration Date	Value of Unexercised In-the-Money Options⁽²⁾	Issuance Date	Number of Shares or Units of Shares That Have Not Vested^{(1) (3)}			Market or Payout Value of Share-Based Awards That Have Not Vested⁽⁴⁾	Market or Payout Value of Vested Share-Based Awards not Paid Out or Distributed
Glenn J. Chamandy	Nov 6, 2017	393,952		US$29.01	Nov 5, 2024	$1,296,102	Nov 6, 2017	83,142			$2,685,487	—
	Nov 7, 2016	367,252		C$33.01	Nov 6, 2023	$2,224,883	Nov 7, 2016	65,634			$2,124,669	—
	Nov 16, 2015	295,920		C$38.01	Nov 15, 2022	$613,306	Nov 16, 2015	55,540			$1,797,911	—
	Oct 6, 2014	171,036		C$30.46	Oct 5, 2021	$1,383,831
	Sep 30, 2013	146,580		C$24.22	Sep 29, 2020	$1,915,647
Rhodri J. Harries	Nov 6, 2017	94,384		US$29.01	Nov 5, 2024	$310,523	Nov 6, 2017	19,918			$643,351	—
	Nov 7, 2016	108,155		C$33.01	Nov 6, 2023	$655,224	Nov 7, 2016	19,328			$625,676	—
	Nov 16, 2015	87,148		C$38.01	Nov 15, 2022	$180,618	Nov 16, 2015	16,356			$529,468	—
	Aug 17, 2015	282,737	⁽⁵⁾	C$42.27	Aug 16, 2025	—	Aug 17, 2015	63,505	⁽⁶	⁾	$2,055,750	—
Benito A. Masi	Nov 6, 2017	90,280		US$29.01	Nov 5, 2024	$297,021	Nov 6, 2017	19,053			$615,412	—
	Nov 7, 2016	79,571		C$33.01	Nov 6, 2023	$482,056	Nov 7, 2016	14,220			$460,322	—
	Nov 16, 2015	64,116		C$38.01	Nov 15, 2022	$132,883	Nov 16, 2015	12,033			$389,526	—
	Oct 6, 2014	41,722		C$30.46	Oct 5, 2021	$337,567
	Sep 30, 2013	43,628		C$24.22	Sep 29, 2020	$570,172
	Oct 1, 2012	36,110		C$15.59	Sep 30, 2019	$720,329
	Oct 3, 2011	31,604		C$13.60	Oct 2, 2018	$680,450
Michael R. Hoffman	Nov 6, 2017	90,280		US$29.01	Nov 5, 2024	$297,021	Nov 6, 2017	19,053			$615,412	—
	Nov 7, 2016	79,571		C$33.01	Nov 6, 2023	$482,056	Nov 7, 2016	14,220			$460,322	—
	Nov 16, 2015	64,116		C$38.01	Nov 15, 2022	$132,883	Nov 16, 2015	12,033			$389,526	—
	Oct 6, 2014	41,722		C$30.46	Oct 5, 2021	$337,567
	Sep 30, 2013	43,628		C$24.22	Sep 29, 2020	$570,172
	Oct 1, 2012	35,504		C$15.59	Sep 30, 2019	$708,240
	Oct 3, 2011	31,878		C$13.60	Oct 2, 2018	$686,349
Eric R. Lehman	Nov 6, 2017	90,280		US$29.01	Nov 5, 2024	$297,021	Nov 6, 2017	19,053			$615,412	—
	Nov 7, 2016	79,571		C$33.01	Nov 6, 2023	$482,056	Nov 7, 2016	14,220			$460,322	—
	Nov 16, 2015	64,116		C$38.01	Nov 15, 2022	$132,883	Nov 16, 2015	12,033			$389,526	—
	Oct 6, 2014	31,292		C$30.46	Oct 5, 2021	$253,180
	Sep 30, 2013	21,816		C$24.22	Sep 29, 2020	$285,112
	Oct 1, 2012	8,876		C$15.59	Sep 30, 2019	$177,060


(1)	The “Number of Securities Underlying Unexercised Options” and the “Number of Shares or Units of Shares That Have Not Vested” (Treasury RSUs, PSUs and RSU Dividends) represent all awards outstanding at fiscal year-end, including awards granted before the most recently completed fiscal year. The number of PSUs shown is at target (100% vesting).

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	COMPENSATION DISCUSSION AND ANALYSIS

(2)

“Value of Unexercised In-the-Money Options” at fiscal year-end is calculated based on the difference between the closing price of the Common Shares on the NYSE or the TSX, as applicable, on the last trading day prior to the fiscal year-end (December 29, 2017) of US$32.30 and C$40.61 respectively, and the exercise price of the Options, multiplied by the number of unexercised Options, expressed in U.S. dollars.

(3)

“Number of Shares or Units of Shares that Have Not Vested” includes all grants of RSU Dividends. During fiscal 2017, Glenn J. Chamandy was awarded 241, 818 and 692 RSU Dividends in respect of his awards granted on November 6, 2017, November 7, 2016 and November 16, 2015 respectively. During fiscal 2017, Rhodri J. Harries was awarded 57, 240, 204 and 791 RSU Dividends in respect of his awards granted on November 6, 2017, November 7, 2016, November 16, 2015 and August 17, 2015, respectively. During fiscal 2017, Benito A. Masi was awarded 55, 177 and 150 RSU Dividends in respect of his awards granted on November 6, 2017, November 7, 2016 and November 16, 2015 respectively. During fiscal 2017, Michael R. Hoffman was awarded 55, 177 and 150 RSU Dividends in respect of his awards granted on November 6, 2017, November 7, 2016 and November 16, 2015, respectively. During fiscal 2017, Eric R. Lehman was awarded 55, 177 and 150 RSU Dividends in respect of his awards granted on November 6, 2017, November 7, 2016 and November 16, 2015, respectively.

(4)

“Market or Payout Value of Share-Based Awards That Have Not Vested”, expressed in U.S. dollars, is determined at target (100%) by multiplying the number of RSUs (Treasury RSUs, PSUs and RSU Dividends) held at fiscal year-end, by the closing price of the Common Shares on the NYSE or the TSX, as applicable, on the last trading day prior to the fiscal year-end (December 29, 2017) of US$32.30 and C$40.61 respectively. At maximum vesting (200%), the PSUs granted on November 6, 2017 to Messrs. Chamandy, Harries, Masi, Hoffman and Lehman would have payout values of $5,370,974, $1,286,702, $1,230,824, $1,230,824 and $1,230,824 respectively. At maximum vesting (200%), the PSUs granted on November 7, 2016 to Messrs. Chamandy, Harries, Masi, Hoffman and Lehman would have payout values of $4,249,338, $1,251,352, $920,644, $920,644 and $920,644, respectively. At maximum vesting (200%), the PSUs granted on November 16, 2015 to Messrs. Chamandy, Harries, Masi, Hoffman and Lehman would have payout values of $3,595,822, $1,058,936, $779,052, $779,052 and $779,052, respectively.


(5)	This is the one-time award of Options described in the the Summary Compensation Table.


(6)	This is the one-time award of Treasury RSUs described in the Summary Compensation Table. The original award of Treasury RSUs was 61,919. Between the grant date and December 31, 2017, 1,586 RSU Dividends have been granted in respect of this award.

Termination of Employment and Change of Control

The Company has entered into employment agreements (the “Employment Agreements”) and change of control agreements (the “Change of Control Agreements”) with the Named Executive Officers to provide senior executives with certainty as to their employment conditions and benefits, including in the event of termination without cause and a change of control.

Employment Agreements

The Employment Agreements provide that the Company will pay the executive a base salary, the level of which will be reviewed annually in accordance with the Company’s policies.

The Employment Agreements have an indefinite term. Nonetheless, the Company may terminate the employment of the executive upon death, disability, breach of the Employment Agreement or for cause without making any severance payments. In addition, the executive may terminate his employment at any time upon at least six months’ written notice in the case of Mr. Chamandy and upon at least two months’ written notice in the case of Messrs. Harries, Masi, Hoffman and Lehman.

Each Employment Agreement provides that if the Company terminates the employment of the executive for any reason other than those stated above or takes any action which could be construed as constructive dismissal, then the executive is entitled to the following amounts, subject to applicable withholdings:


•	An amount equal to 36 months’ base salary in the case of Mr. Chamandy and 24 months’ base salary in the case of Messrs. Harries, Masi, Hoffman and Lehman (in each case the “Termination Period”), paid out, at the executive’s option, either as a one-time payment or as monthly installments covering the applicable Termination Period.


•	An amount equal to the target bonus established under the annual incentive plan in effect at the time of termination for the duration of the applicable Termination Period.


•	Any unpaid earned and/or accrued bonus and, in the case of Mr. Harries any unpaid portion of the sign-on incentive.


•	Continuation of group insurance benefits and executive medical benefits (except short-term and long-term disability) for the applicable Termination Period, ceasing upon new employment, if earlier.


•	The right to exercise all vested Options within 180 days following termination of employment in the case of Mr. Chamandy and within 90 days following termination of employment in the case of Messrs. Harries, Masi, Hoffman and Lehman. Mr. Chamandy also has the right to exercise all Options that subsequently vest within such 180-day period.

•

The right to redeem all PSUs on a pro-rated basis, subject to the attainment of the applicable performance objectives determined at the date of termination for awards granted prior to fiscal 2018 and deemed to be at target for awards granted as of and from fiscal 2018 and, in the case of Mr. Harries, the right to redeem the time-based portion of his one-time Treasury RSU award. All other RSU awards vest in accordance with the terms of the LTIP and their corresponding award agreements. Mr. Chamandy also has the right to receive all RSUs which vest within 180 days following the termination date.


•	The payment of any earned but unused vacation days and any amounts due under the executive’s business expense and personal spending accounts, as authorized.

Furthermore, the Employment Agreements provide that each Named Executive Officer may not, directly or indirectly, (i) solicit any of the Company’s customers for the purpose or

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	COMPENSATION DISCUSSION AND ANALYSIS

intent of selling them any products which are similar or otherwise competing with the Company’s products or (ii) induce, entice or otherwise attempt to directly or indirectly hire or engage any of the Company’s employees, for a period of time following such executive’s termination of employment with the Company, which is 36 months in the case of Mr. Chamandy and 18 months in the case of Messrs. Harries, Masi, Hoffman and Lehman.

Change of Control Agreements

Pursuant to the Change of Control Agreements with each of the Named Executive Officers, in the event of a potential change of control (as defined in the Change of Control Agreements), the executive agrees to remain employed by the Company until the earliest of:


•	365 days from the date of the potential change of control;


•	His termination of employment by death or disability or, in the case of Messrs. Harries, Masi, Hoffman and Lehman, by death, disability or for cause; or


•	His termination of employment by the Company without cause or by the executive with good reason.

The Change of Control Agreements also provide that if a change of control occurs and the Company terminates the employment of the executive without cause, or a change of control occurs and the executive terminates his employment for good reason, during a period of 24 months commencing on the date the change of control occurs, then the executive will be entitled to the following amounts, subject to applicable withholdings:


•	An amount equal to the executive’s full base salary through the date of termination.


•	An amount equal to 36 months’ base salary in the case of Mr. Chamandy and 24 months’ base salary in the case of Messrs. Harries, Masi, Lehman and Hoffman (in each case the “Severance Period”).


•	A one‑time payment in lieu of the participation in the annual incentive plan, calculated at target on the applicable Severance Period.


•	Any unpaid earned and/or accrued bonus and, in the case of Mr. Harries, any unpaid portion of the sign-on incentive.


•	All outstanding Options will be deemed to have vested at the date of termination of the executive’s employment and will be exercisable for 180 days in the case of Mr. Chamandy and for 90 days in the case of Messrs. Harries, Masi, Hoffman and Lehman.


•	All outstanding PSUs will be deemed to have vested at the date of termination of the executive’s employment, subject to the attainment of the applicable performance objectives determined at the date of termination for awards granted prior to fiscal 2018 and deemed to be at

target for awards granted as of and from fiscal 2018. All other RSU awards will be deemed to have vested at the termination date.


•	Continuation of the same level of insurance benefits for the applicable Severance Period, ceasing upon new employment, if earlier.


•	Any earned but unused vacation days.

Notwithstanding the foregoing, in the case of Mr. Chamandy, if he resigns at the earliest one year following the change of control but at the latest two years following the change of control, then he will be entitled to all of the benefits listed above.

Death and Disability

During 2017, the Compensation and Human Resources Committee benchmarked the Company’s treatment of outstanding equity awards upon death and disability as part of the review of the LTIP (see the section entitled “2017 Long Term Incentive Plan Amendments” in Schedule “B” of this Circular).

As of 2017, in the case of death or permanent disability, all outstanding Options and RSUs will vest in full and may be exercised by the NEO or his estate, as the case may be, for a period of twelve months.

In addition, the payout for the performance portion of outstanding RSUs will be deemed to be at target at the time of death or termination due to disability, with the exception of RSUs awarded prior to 2018 for Messrs. Chamandy, Harries, Masi, Hoffman and Lehman, which will continue to be subject to the attainment of the applicable performance objectives.

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	COMPENSATION DISCUSSION AND ANALYSIS

The following table shows the estimated incremental payments triggered pursuant to the termination of employment of a Named Executive Officer in accordance with the termination provisions described above:



Name	Termination Without Cause ⁽¹⁾			Change of Control ^{(1) (2)}			Death ^{(1) (2)}			Disability ^{(1) (2)}
Glenn J. Chamandy	$11,440,322			$21,162,599			$11,919,494			$11,919,494
Rhodri J. Harries	$4,437,459	⁽³	⁾	$7,725,690	⁽⁴	⁾	$4,955,454	⁽⁴	⁾	$4,955,454	⁽⁴	⁾
Benito A. Masi	$2,456,707			$4,637,355			$2,655,348			$2,655,348
Michael R. Hoffman	$2,469,312			$4,649,960			$2,655,348			$2,655,348
Eric R. Lehman	$2,433,233			$4,616,198			$2,655,348			$2,655,348

(1)

The termination values are calculated based on the following assumptions: the triggering event took place on December 29, 2017, the last business day of fiscal 2017; share/option-based award values are calculated based on the closing price on the TSX on December 29, 2017, the last trading day of fiscal 2017 of C$40.61 and on the closing price on the NYSE on December 29, 2017 of $32.30; for fiscal 2017, values of earned/unused vacation, earned bonus, vested Options, vested and undelivered PSUs and owed expenses are not included as they are not considered to be “incremental” payments further to termination; PSU values are calculated based on the assumption that the redemption occurs on December 29, 2017; they are calculated as if vesting occurred at 100%. However, depending on attainment level of performance objectives, such PSUs have the possibility to vest in a range of 0-200%. All Canadian dollar amounts were converted to U.S. dollars using the Bank of Canada rate on December 29, 2017, the last trading day of fiscal 2017, of 1.2545.


(2)	Unvested Options are calculated based on the assumption that exercise occurs on December 29, 2017, regardless of the number of days allowed to exercise them.


(3)	$1,027,875 of the termination value represents the time-based portion of the special one-time grant of Treasury RSUs, which are scheduled to vest in August 2020. See the Summary Compensation Table.


(4)	$2,055,750 of the termination value includes the value of the special one-time grant of Options and Treasury RSUs, which are scheduled to vest in August 2020. See the Summary Compensation Table.

Summary

The Compensation and Human Resources Committee is satisfied that the Company’s current senior executive compensation policies, programs and levels of compensation as disclosed in the section entitled “Compensation Discussion and Analysis” of this Circular are aligned with the Company’s performance and reflect competitive market practices. Members of the Compensation and Human Resources Committee will be available to answer questions relating to the Company’s executive compensation matters at the Meeting.

Submitted by the Compensation and Human Resources Committee on March 7, 2018.

Donald C. Berg, Chair

Shirley E. Cunningham

Russell Goodman

George Heller

Anne Martin-Vachon

Sheila O’Brien

MANAGEMENT INFORMATION CIRCULAR 49



	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

STATEMENT OF CORPORATE GOVERNANCE PRACTICES

We consider strong and transparent corporate governance practices to be an important factor in the overall success of the Company and we are committed to adopting and adhering to the highest standards in corporate governance. Our Corporate Governance Guidelines, which are available on our website at www.gildan.com, reflect this commitment and we revise these guidelines on an ongoing basis in order to respond to regulatory changes and the evolution of best practices.

As a Canadian reporting issuer with securities listed on the TSX and the NYSE, Gildan continuously reviews and updates its corporate governance practices in order to best comply with all applicable rules adopted by the Canadian Securities Administrators (the “CSA”) and the U.S. Securities and Exchange Commission. As a Canadian issuer, Gildan is exempt from complying with many of the NYSE Corporate Governance Standards (the “NYSE Standards”), provided that we comply with Canadian governance requirements. Except as summarized in our Annual Report on Form 40-F, which was filed with the U.S. Securities and Exchange Commission on February 23, 2018 and is available on www.sec.gov, our governance practices nevertheless comply with the NYSE Standards in all significant respects.

Gildan also complies with Multilateral Instrument 52‑110 (Audit Committees) (the “CSA Audit Committee Rules”). The

CSA Audit Committee Rules include requirements regarding audit committee composition and responsibilities, as well as reporting obligations with respect to audit related matters. Reference is made to the Section entitled “Audit Committee Disclosure” of the Annual Information Form of the Company dated February 23, 2018 available on www.sedar.com or www.sec.gov and which may be obtained free of charge, on request, from the Corporate Secretary of the Company.

Gildan also complies with Multilateral Instrument 58‑101 (Disclosure of Corporate Governance Practices) (the “CSA Disclosure Instrument”) and National Policy 58‑201 (Corporate Governance Guidelines) (the “CSA Governance Policy”). The CSA Governance Policy provides guidance on governance practices for Canadian issuers. The CSA Disclosure Instrument requires issuers to make the prescribed disclosure regarding their governance practices. We believe that Gildan’s corporate governance practices meet and exceed the requirements of the CSA Disclosure Instrument and the CSA Governance Policy, as reflected in the disclosure made hereunder.

Our Board of Directors has approved the disclosure of Gildan’s corporate governance practices described below, on the recommendation of the Corporate Governance and Social Responsibility Committee.

Independence of Directors

Majority of Directors are Independent

To better align the interests of the Board with those of Gildan’s shareholders, eight of the nine current members of the Board are “independent” within the meaning of the CSA Disclosure Instrument and they qualify as “independent directors” as that expression is defined in the NYSE Standards. Our independent Board members are William D. Anderson, Donald C. Berg, Shirley E. Cunningham, Russell Goodman, George Heller, Anne Martin-Vachon, Sheila O’Brien and Gonzalo F. Valdes-Fauli. In addition, our four new candidates submitted for election to the Board, Maryse Bertrand, Marc Ciara, Charles M. Herington and Craig A. Leavitt, are also independent. The only non-independent member of our Board is Glenn J. Chamandy, Gildan’s President and Chief Executive Officer. The independence of directors is determined by the Board based on the results of independence questionnaires completed by each director annually, as well as other factual circumstances reviewed on an ongoing basis.

Independent Chair of the Board

The Company’s Board is led by a non-executive, independent Chairman, which we believe contributes to the Board’s ability to function independently of management and provide effective oversight. William D. Anderson has been a director of

the Company since May 2006 and became the Chairman of the Board in February 2012. As Chairman of the Board, Mr. Anderson is responsible for overseeing the Board in carrying out its mandate, which includes overseeing that the Board’s duties and responsibilities are carried out independently of management.

Interlocking Directorships

To maintain director independence and to avoid potential conflicts of interest, the Board has adopted a policy to limit interlocking directorships. Accordingly, unless otherwise determined by the Board, no more than two directors may serve together on the board of another public company, and directors may not serve together on the boards of more than two other public companies. Russell Goodman and Maryse Bertrand both serve on the Board of Directors of Metro Inc. The public company directorships of all director nominees are described under the section entitled “Election of Directors - Nominees” of this Circular.

Conflicts of Interest

In accordance with applicable law and Gildan company policy, each director is required to disclose to the Board any potential conflict of interest he or she may have in a matter before the

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	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

Board or a committee thereof at the beginning of the Board or committee meeting. A director who is in a potential conflict of interest must not attend any part of the meeting during which

the matter is discussed or participate in a vote on such matter.

Formal Board Mandate

The Board has adopted a formal mandate, which states that the Board is responsible for the supervision of the management of the Company’s business and affairs, with a view to its long-term interests. Although management conducts the day-to-day operations of the Company, the Board

has a duty of stewardship and regularly assesses and monitors management’s performance. The Board mandate is attached to this Circular as Schedule “A” and is also available on the Company’s website at www.gildan.com.



Board of Directors Fiscal 2017 Highlights
During fiscal 2017, the Board of Directors, in accordance with its mandate and working plan, accomplished among other things the following:
Strategic Planning	• Held a special meeting to review and discuss the Company’s long-term strategic plan • Oversaw the strategic realignment of the Company's operating business segments • Received quarterly updates from the President and Chief Executive Officer on the implementation of the Company’s long-term strategic plan • Held a special meeting to review and approve the Company’s fiscal 2018 capital and operating budgets • Received a report on the Company’s enterprise risk management program • Reviewed matters related to M&A activity
Management Oversight	• Received quarterly reports from management on the key aspects of the Company’s business and operations, including Printwear and Branded Apparel sales and operating profits, yarn-spinning and apparel manufacturing, cotton and yarn purchasing, and integration of acquisitions • Reviewed the information technology strategy • Received quarterly updates on all capital investments • Received monthly updates on the Company’s financial results • Visited the operations in Honduras and Barbados
Board Committees	• Received quarterly reports from the Audit and Finance Committee on matters discussed at its meetings and recommendations for Board approval • Received quarterly reports from the Compensation and Human Resources Committee on matters discussed at its meetings and recommendations for Board approval • Received quarterly reports from the Corporate Governance and Social Responsibility Committee on matters discussed at its meetings and recommendations for Board approval • Reviewed each of the Audit and Finance Committee’s, Compensation and Human Resources Committee’s and Corporate Governance and Social Responsibility Committee’s mandate and working plan
Board Matters	• Reviewed the Board’s mandate and working plan • Set Board objectives for fiscal 2017 and reviewed its performance against those objectives • Set new Board objectives for fiscal 2018

Formal Position Descriptions

The Board has adopted formal position descriptions for the Chairman of the Board and the Board committee chairs, as well as for the President and Chief Executive Officer.

Chairman of the Board

The position description of the Chairman of the Board requires that the Board is to be chaired by an independent director. His key role is to manage the Board and ensure that the Board carries out its mandate effectively and clearly understands and respects the boundaries between Board and management responsibilities. The Board expects its Chairman to provide leadership to enhance Board effectiveness, ensuring that the Board works as a cohesive group, which includes communicating with the Board on important issues in between meetings. The Chairman of the Board regularly reviews with the Corporate Governance and Social Responsibility Committee the size and composition of the Board and its committees to promote continuity as well as efficient decision-making. The Chairman of the Board also acts as a liaison

between the Board and management, which involves working with the President and Chief Executive Officer and the Corporate Governance and Social Responsibility Committee to oversee the development of corporate governance principles applicable to the Company. In collaboration with the President and Chief Executive Officer, the Chairman sets the agenda for each Board meeting. Effective July 30, 2015, and subject to the Board term limits and retirement policy, the Chairman of the Board serves for a term of five years, renewable for up to an additional five years at the discretion of the Board.

Committee Chairs

The position descriptions of each committee chair provide that each chair’s key role is to manage his or her respective committee and ensure that the committee carries out its mandate effectively. Like the Chairman of the Board, each committee chair is expected to provide leadership to enhance the committee’s effectiveness and must oversee the Committee’s discharge of its duties and responsibilities.

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Committee chairs must report regularly to the Board on the business of their committee and make recommendations as necessary or appropriate. Effective July 30, 2015, and subject to the Board term limits and retirement policy, each committee chair serves for a term of five years, renewable for up to an additional two years at the discretion of the Board.

Mandate of the President and Chief Executive Officer

As is provided in the formal position description of the President and Chief Executive Officer, the Board expects the President and Chief Executive Officer and his management team to be responsible for the management of the Company’s strategic and operational agenda and for the execution of the decisions of the Board. The Board expects to be advised on a regular basis as to the results being achieved, and to be presented alternative plans and strategies for approval, in keeping with evolving business conditions. In addition to those matters which by law must be approved by the Board, the prior approval of the Board, or of a committee of the Board to which

approval authority has been delegated by the Board, is required for all matters of policy and all actions proposed to be taken by the Company which are not in the ordinary course of its operations, such as all material transactions.

The Compensation and Human Resources Committee, together with the Chairman of the Board and the President and Chief Executive Officer, develop each year goals and objectives that the President and Chief Executive Officer is responsible for meeting. The Compensation and Human Resources Committee and the Chairman of the Board evaluate the President and Chief Executive Officer’s performance in light of such goals and objectives and establish his compensation based on this evaluation. The corporate objectives that the President and Chief Executive Officer is responsible for meeting, with the rest of management placed under his supervision, are determined by the strategic plans and the budgets as they are approved each year by the Board.

Election of Directors

The Board has adopted a majority voting policy which provides that any nominee for election as a director who receives a greater number of votes “withheld” than votes “for” will tender his or her resignation to the Board promptly following the shareholders’ meeting at which the director is elected. The Corporate Governance and Social Responsibility Committee will consider the offer of resignation and will make a recommendation to the Board on whether to accept it. The Board will make its final decision and announce it in a press release within 90 days following the shareholders’ meeting,

giving the reasons for not accepting the resignation if such is the case. The director who tendered his or her resignation will not participate in any meeting of the Board or the Corporate Governance and Social Responsibility Committee at which the resignation is considered. This policy applies only in the context of an uncontested election of directors, which is where the number of director nominees is the same as the number of directors to be elected and no proxy materials have been circulated in support of one or more nominees who are not part of the candidates supported by the Board of Directors.

Committees of the Board

To assist in exercising its responsibilities, the Board has established three standing committees: the Audit and Finance Committee, the Corporate Governance and Social Responsibility Committee and the Compensation and Human Resources Committee. Each committee has a mandate that sets out its responsibilities, qualifications for membership, structure and operations. Each committee reviews and assesses the adequacy of its mandate on an annual basis and recommends changes for approval by the Board. The mandates are available on the Company’s website at www.gildan.com.

Audit and Finance Committee

The Audit and Finance Committee is responsible for overseeing the Company’s financial reporting and for monitoring risk management, internal controls and internal and external auditors.

In its oversight of financial reporting, the Committee is responsible for reviewing, with management and the external auditors, the annual and quarterly financial statements of the Company and accompanying information, including its MD&A disclosure and earnings press releases, prior to their release, filing and distribution. The Committee is also required to review with management that adequate procedures are in place for the review of the Company’s disclosure of financial information extracted or derived from the Company’s financial statements and periodically assess the adequacy of those procedures. The Committee is also responsible for reviewing the financial information contained in the annual information form and other documents required to be disclosed publicly or filed with securities regulatory authorities in Canada or the United States, as well as the use of any pro-forma or non-GAAP information. In addition, the Committee must review the results of the external audit, any significant problems encountered in performing the audit, and management’s

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response and/or action plan related to any management letter issued by the external auditors and any significant recommendations contained therein.

In its monitoring of financial risk management and internal controls, the Audit and Finance Committee is responsible for receiving periodically management’s report assessing the adequacy and effectiveness of the Company’s disclosure controls and procedures and systems of internal control over financial reporting.

In its monitoring of internal auditors, the Committee is responsible for ensuring that the head of internal audit has a functional reporting relationship with the Committee, for overseeing that internal audit has access to all levels of management and for regularly monitoring the internal audit function’s performance, its responsibilities, staffing and budget.

In its monitoring of external auditors, the Committee is responsible for recommending the retention and, if appropriate, the removal of external auditors, their compensation, as well as evaluating and monitoring their qualifications, performance and independence. The Committee is also in charge of overseeing all relationships between the external auditors and the Company, including determining which non-audit services the external auditors are prohibited from providing, approving, or pre-approving policies defining audit and permitted non-audit services provided by the external auditors, overseeing the disclosure of all audit and permitted non-audit services provided by the external auditors, and reviewing the total amount of fees paid by the Company to the external auditors for all audit and non-

audit services. The Audit and Finance Committee must oversee the direct reporting and accountability of the external auditors to the Committee and to the Board. The Committee is also required to directly oversee the external auditors and discuss with them the quality, and not just the acceptability, of the Company’s accounting principles.

Pursuant to the Committee’s mandate, the internal auditors and the external auditors will have at all times a direct line of communication with the Audit and Finance Committee. In addition, each meets separately with the Committee, without management, at least once a quarter, during which the Company’s financial statements and control environment must be discussed. The Committee also meets separately with management at least once a quarter, and more frequently as required.

Because of the Audit and Finance Committee’s demanding role and responsibilities, the Committee’s mandate provides that the Chairman of the Board, together with the Corporate Governance and Social Responsibility Committee Chair, review any invitation to Audit and Finance Committee members to join the audit committee of another publicly-listed entity and make a recommendation to the Board. Where a member of the Audit and Finance Committee simultaneously serves on the audit committee of more than three public companies, including the Company, then, as required by the NYSE Standards, the Board determines whether such simultaneous service impairs the ability of such member to effectively serve on the Audit and Finance Committee and either requires a correction to the situation or makes the required disclosure.



Audit and Finance Committee Fiscal 2017 Highlights
During fiscal 2017, the Audit and Finance Committee, in accordance with its mandate and working plan, accomplished among other things the following:
Financial Reporting	• Monitored the integrity and quality of the Company’s accounting and financial reporting process, disclosure controls and procedures, and systems of internal control, through independent discussions with management, the external auditors and the internal auditor • Reviewed the Company’s annual and quarterly consolidated financial statements, including the Company’s MD&A disclosure and earnings press releases, prior to their release, as well as the financial information contained in other documents filed with securities regulatory authorities • Received regular updates on new developments relating to International Financial Reporting Standards and other regulatory developments impacting financial reporting and the external audit • Reviewed the external auditors’ quarterly review engagement report • Reviewed the results of the fiscal 2017 external audit • Received quarterly education sessions on key accounting policies and practices
Risk Management and Internal Controls	• Received management’s report assessing the adequacy and effectiveness of the Company’s disclosure controls and procedures, and systems of internal control over financial reporting and reviewed the report of the auditors thereon • Reviewed the Company’s capital structure and utilization of cash and recommended to the Board the approval of a 20% increase in the quarterly dividend, the extension of the $1 billion credit facility, the extension of the term loan, and the renewal of the normal course issuer bid • Reviewed management’s action plans in response to prior internal audit recommendations and monitored the internal audit function’s performance, responsibilities, staffing and budget • Oversaw the execution of the fiscal 2017 internal audit plan and the development of the internal audit plan for fiscal 2018 • Reviewed the Company’s insurance coverage • Reviewed controls related to e-commerce activities • Reviewed the Company’s policies regarding hedging activity and derivatives contracts to address risks associated with foreign exchange fluctuations, commodity prices and interest rates • Received quarterly reports on employee complaints made through the Company’s whistleblowing hotline
External Auditors	• Evaluated and monitored the qualifications, performance and independence of the Company’s external auditors, including representations by the external auditors describing their internal quality-control procedures • Reviewed and approved the fees paid by the Company to the external auditors for all audit and non-audit services in accordance with its policies defining audit and permitted non-audit services provided by the external auditors • Discussed with the external auditors the quality, appropriateness and disclosure of the Company’s accounting policies • Reviewed the 2017 audit plan prepared by the external auditors, including changes and updates from the 2016 plan

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Audit and Finance Committee Fiscal 2017 Highlights
Committee Matters	• Set Committee objectives for fiscal 2017 and reviewed its performance against those objectives • Set new Committee objectives for fiscal 2018 • Reviewed amendments to the Committee’s mandate and working plan

As required in its mandate, the Audit and Finance Committee is composed only of independent directors. The four current members of the Committee are Russell Goodman, who assumed the position of Committee Chair in February 2012, Donald C. Berg, Shirley E. Cunningham and Gonzalo F. Valdes‑Fauli. The Board has determined that all members of the Audit and Finance Committee are “independent” and “financially literate” within the meaning of those terms pursuant to the CSA Audit Committee Rules and the NYSE Standards. In addition, the Audit and Finance Committee mandate requires the Chair of the Compensation and Human Resources Committee, Donald C. Berg, to be a member.

Corporate Governance and Social Responsibility Committee

The Corporate Governance and Social Responsibility Committee is responsible for monitoring the composition and performance of the Board and its committees. The Committee identifies candidates qualified to become Board members and regularly assesses the competencies, skills, personal qualities, availability, geographical representation, business background

and diversified experience of the Board members and the Company’s circumstances and needs. The Committee also reviews annually the performance and effectiveness of the Board, its committees, committee chairs and Board members. In addition, the Committee reviews and recommends improvements to the Company’s governance principles and monitors the disclosure of such principles.

Furthermore, the Committee is responsible for overseeing policies and practices with respect to corporate social responsibility matters, including environmental, labour, health and safety and sustainability issues, as well as community and other stakeholder relations. The Committee also oversees the Company’s public reporting on its policies and practices with respect to corporate social responsibility matters.

As required in its mandate, the Corporate Governance and Social Responsibility Committee is composed of only independent directors. The four current members of the Committee are Gonzalo F. Valdes-Fauli, who assumed the position of Committee Chair in February 2013, George Heller, Anne Martin-Vachon and Sheila O'Brien.



Corporate Governance and Social Responsibility Committee Fiscal 2017 Highlights
During fiscal 2017, the Corporate Governance and Social Responsibility Committee, in accordance with its mandate and working plan, accomplished among other things the following:
Composition and Performance of the Board and its Committees	• Discussed the size and composition of the Board, including the required mix of skills and diversity, and led the search process to recruit new directors • Reviewed the directors’ skills matrix to ensure it continues to reflect the required mix of skill and expertise for the Board • Recommended the submission of four new candidates for appointment to the Board • Reviewed and updated the form and content of the Board evaluation questionnaire in order to improve its effectiveness • Conducted its annual review of the performance and effectiveness of the Board, the Board Committees, committee chairs and Board members, including the Chairman of the Board
Corporate Governance Matters	• Monitored regulatory developments in corporate governance as well as best practices • Reviewed and approved the Statement of Corporate Governance Practices included in this Circular • Received reports on compliance matters during fiscal 2017, including compliance with applicable laws, the Code of Ethics and other key Company policies • Received the results of director compensation review by Mercer and recommended changes to outside director compensation effective in fiscal 2018
Social Responsibility Matters	• Received regular reports on the Company’s corporate social responsibility program and initiatives
Committee Matters	• Set Committee objectives for fiscal 2017 and reviewed its performance against those objectives • Set new Committee objectives for fiscal 2018 • Reviewed the Committee’s mandate and working plan as well as the mandates of each of the Board and committee chairs

Compensation and Human Resources Committee

The Compensation and Human Resources Committee is responsible for monitoring senior executives’ performance assessment, succession planning and overall compensation and reviewing the Company’s human resources practices generally. The Committee recommends the appointment of senior executives, including the terms and conditions of their appointment and termination, reviews the evaluation of their performance and recommends their compensation. Furthermore, the Committee oversees the existence of appropriate human resources systems, such as hiring policies, training and development policies and compensation

structures so that the Company can attract, motivate and retain senior executives and personnel who exhibit high standards of integrity, as well as competence. In this regard, the Committee recommends to the Board executive compensation methods that tie an appropriate portion of senior executives’ compensation to both the short-term and longer-term performance of the Company and that take into account the advantages and risks associated with each compensation method. The Committee is also responsible for overseeing risk identification and management in relation to compensation policies and, on an annual basis, identifies and

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assesses the risks associated with each component of the senior executives’ global compensation. Furthermore, the Committee evaluates and monitors the independence and objectivity of the compensation consultant it retains to provide advice on executive compensation matters. Finally, the Committee is responsible for developing a compensation philosophy and policy that rewards the creation of shareholder value while reflecting an appropriate balance between the short-term and longer-term performance of the Company.

As required in its mandate, the Compensation and Human Resources Committee is composed only of independent directors. The four current members of the Committee are Donald C. Berg, who assumed the position of Committee Chair

in August 2017, Shirley E. Cunningham, Russell Goodman, George Heller, Anne Martin-Vachon and Sheila O'Brien. None of the members of the Committee is an acting chief executive officer of another company. In addition, the Compensation and Human Resources Committee mandate requires the Chair of the Audit and Finance Committee, Russell Goodman, to be a member. The Board believes that the Committee collectively has the knowledge, experience and background required to fulfill its mandate (see the section entitled “Determining Compensation” under the heading “Compensation and Human Resources Committee” for more information on each Committee member’s skills and experience that is relevant to serving on the Committee).



Compensation and Human Resources Committee Fiscal 2017 Highlights
During fiscal 2017, the Compensation and Human Resources Committee, in accordance with its mandate and working plan, accomplished among other things the following:
Compensation Program	• Received the results of an executive compensation benchmarking study by Mercer and recommended changes to the CEO's short and long term compensation • Received the results of a benchmarking study by Mercer and recommended changes to the annual LTIP program • Received a report from management on executive compensation risk and mitigation factors, including the results of stress testing and back testing of the executive compensation program • Reviewed and approved amendments to the LTIP and adopted an LTIP Retirement Policy • Received a report on trends in compensation practices and regulatory developments • Reviewed and approved the Compensation Discussion and Analysis included in this Circular • Reviewed and approved the corporate financial factor for the fiscal 2017 short-term incentive compensation for senior management and set the target for fiscal 2018 • Evaluated and monitored the independence, objectivity and performance of the compensation consultant
Human Resources Matters	• Received regular reports on employee turnover • Received regular reports on health and safety matters • Received updates on the implementation of the human resources long range plan
Organizational and Succession Planning	• Received an update on the implementation of the Diversity and Inclusion Policy • Received reports on human resources related whistleblowing calls • Reviewed the status of organizational capacity planning and development to support the Company’s strategic business plan • Reviewed the succession plans for the CEO and other senior executives, including to identify, develop and retain the talent of outstanding personnel
CEO Performance Assessment and Compensation	• In collaboration with the Board, the Committee reviewed the performance goals and objectives of the CEO for fiscal 2017, evaluated the CEO’s performance in light of those goals and objectives and recommended for approval to the independent members of the Board the CEO’s compensation
Committee Matters	• Set Committee objectives for fiscal 2017 and reviewed its performance against those objectives • Set new Committee objectives for fiscal 2018 • Reviewed the Committee’s mandate and working plan

Board and Committee Meetings

Working Plans

The Board and its committees have each developed a working plan that lists and allocates to particular meetings the duties deriving from the Board and committee mandates, allowing the Board and its committees to plan and monitor the fulfillment of their respective mandates throughout the year. If during the course of the year events or circumstances require Board or committee action or consideration, additional meetings are called.

Meeting Attendance

The Company expects its directors to commit sufficient time and effort to its business and encourages all directors to attend as many meetings of the Board and its committees as possible. In fact, in addition to attending all meetings of the Board and

the committees on which they sit, directors are encouraged to attend and in practice do attend other committee meetings on a non-voting basis. As set forth in the Corporate Governance Guidelines, directors are expected to attend all meetings of the Company’s shareholders, meetings of the Board, and meetings of the committees on which they sit. Directors are required to attend a minimum of 75% of Board and committee meetings held in a fiscal year, except where the Corporate Governance and Social Responsibility Committee determines that there were extenuating circumstances that prevented the director from meeting this attendance requirement. Board and Board committee meeting dates are set at least two years in advance and are reviewed periodically to optimize director attendance.

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The following table provides the record of attendance by each director at meetings of the Board and its committees during fiscal 2017:



Record of Attendance by Directors for the Fiscal Year Ended December 31, 2017
			Board Committees
Directors	Board of Directors		Audit and Finance		Corporate Governance and Social Responsibility		Compensation and Human Resources		Overall Committee Meeting Attendance		Overall Attendance
	7 Meetings		4 meetings		4 meetings		4 meetings		Overall Committee Meeting Attendance		Overall Attendance
	No.	%	No.	%	No.	%	No.	%	No.	%	No.	%
William D. Anderson⁽¹⁾	7/7	100	—	—	—	—	—	—	—	—	8/8	100
Glenn J. Chamandy⁽²⁾	7/7	100	—	—	—	—	—	—	—	—	8/8	100
Donald C. Berg	7/7	100	4/4	100	2/2	100	2/2	100	8/8	100	16/16	100
Shirley E. Cunningham⁽³⁾	5/5	100	2/2	100	1/1	100	3/3	100	6/6	100	11/11	100
Patrik Frisk⁽⁴⁾	2/2	100	—	—	1/1	100	1/2	50	2/3	66	4/5	80
Russell Goodman⁽⁵⁾	6/7	88	3/4	75	—	—	3/4	75	6/8	75	13/16	81
George Heller	7/7	100	—	—	4/4	100	4/4	100	8/8	100	16/16	100
Anne Martin-Vachon	6/7	88	—	—	4/4	100	4/4	100	8/8	100	15/16	94
Sheila O’Brien	7/7	100	2/2	100	2/2	100	4/4	100	8/8	100	16/16	100
Gonzalo F. Valdes-Fauli	7/7	100	4/4	100	4/4	100	—	—	8/8	100	16/16	100


(1)	As Chairman of the Board, William D. Anderson is not a member of any Board committee, although he attends all committee meetings on a non-voting basis.


(2)	As President and Chief Executive Officer of the Company, Glenn J. Chamandy is not a member of any Board committee, although he attends committee meetings as a non-voting participant at the invitation of the committee chairs.


(3)	Shirley E. Cunningham was elected to the Board of Directors on May 4, 2017.


(4)	Mr. Frisk, who was appointed to the Board on May 4, 2017, stepped down as director in June 2017 upon his appointment as President and Chief Operating Officer of Under Armour, Inc.


(5)	Mr. Goodman missed the quarterly Board and committee meetings held in February 2017 due to a death in the family.

In-Camera Sessions

To maintain independence from management, the independent Board members meet at each quarterly and special Board meeting, without the presence of management and under the chairmanship of the independent Chairman of the Board. Seven in-camera sessions were held since the beginning of the Company’s most recently completed fiscal year. Similarly, each committee holds separate sessions

without management present under the chairmanship of its committee chair at each quarterly and special committee meeting. The Audit and Finance Committee, the Compensation and Human Resources Committee and the Corporate Governance and Social Responsibility Committee each held four in-camera sessions during fiscal 2017.

Code of Ethics

The Board has adopted the Gildan Code of Ethics, which reinforces Gildan’s commitment to high ethical standards in all of its business practices and operations worldwide. The Code of Ethics is applicable to all Gildan directors, officers and employees and has been developed to set forth the Company’s standards of integrity and expectation for ethical behaviour as well as to guide employees in making decisions that are consistent with Gildan’s core values and principles. The Code of Ethics is accessible on the Company’s website at www.gildan.com. A paper copy is also available upon request from the Corporate Secretary of the Company.

The Code of Ethics addresses several matters, including conflicts of interest, integrity of corporate records, confidentiality and protection of private and corporate information, protection and use of corporate assets and opportunities, employee relations, protection of human rights,

health and safety, anti-corruption laws, insider trading, anti-trust matters, limitation on environmental impact, compliance with laws and reporting of unethical or illegal behaviour. No waiver has ever been granted to a director or executive officer in connection with the Code of Ethics. The Corporate Governance and Social Responsibility Committee is responsible for monitoring compliance with the Code of Ethics.

The Code of Ethics is distributed to and signed by each of the Company’s employees when they are hired. In addition, the Company conducts an annual certification process to monitor compliance with the Code of Ethics and the Corporate Secretary reports the results of such process to the Board on an annual basis.

In addition to monitoring compliance with the Code of Ethics, the Board has adopted various corporate policies, including

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the Procedures for Reporting by Employees of Complaints and Concerns Regarding Questionable Acts and the Policy for the Receipt, Retention and Treatment of Complaints Received by Gildan Activewear Inc. from Non-Employees Regarding Accounting, Internal Accounting Controls or Auditing Matters, that provide both employees and non-employees with a mechanism for reporting unethical or questionable acts by the Company or employees thereof. See the Company’s website at www.gildan.com.

In addition, interested parties may communicate confidentially with the Chairman of the Board or with non-management directors as a group regarding any concerns by mail at the address of the Company’s head office at Tour KPMG, 600 de Maisonneuve West, Montréal, Québec, Canada, H3A 3J2, or by e-mail, care of the Corporate Secretary, at corporate.governance@gildan.com.

Board Performance Assessment

On an annual basis, the Corporate Governance and Social Responsibility Committee of the Board assesses the performance and effectiveness of the Board as a whole, the Board committees, committee chairs and individual directors. Questionnaires are distributed to each director for the purpose of (i) evaluating the Board’s responsibilities and functions, its operations, how it compares with boards of other companies on which the directors serve and the performance of the Board’s committees, and (ii) inviting directors to make suggestions for improving the performance of the Chairman of the Board, committee chairs and individual directors. The Corporate Governance and Social Responsibility Committee revised the format and content of the questionnaire for fiscal 2017 in order to enhance its effectiveness. Additional open-ended questions were added to the questionnaire in order to generate more feedback on key areas of focus for the Board.

The results of the questionnaires are compiled by the Corporate Secretary on a confidential basis to encourage full and frank commentary. In addition, each year the Chairman of the Board formally meets with each director individually to engage in a full and frank two-way discussion of any and all issues which either may wish to raise.

The results of the questionnaires as well as any issues raised during individual interviews are presented and are discussed at the next regular meeting of the Corporate Governance and Social Responsibility Committee. Based on the outcome of the discussion, the Corporate Governance and Social Responsibility Committee Chair then presents to the Board the Committee’s findings and its recommendations to enhance the performance and effectiveness of the Board and its committees.

Director Selection

Skills and Experience of Directors

The Corporate Governance and Social Responsibility Committee is responsible for developing, reviewing and monitoring criteria, as well as establishing procedures for selecting directors. The Committee uses the following skills matrix to assist with reviewing the skills and experience of director candidates as well as the Board as a whole.

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Skill, Experience and Expertise	Description
Risk Management	Experience in enterprise risk management best practices and the oversight of enterprise risk management programs and processes
Corporate Development	Experience in acquisitions, integrations and other corporate development activities
Financial Accounting / Auditing	Experience in financial accounting and reporting, particularly with respect to internal controls, Canadian and US GAAP and/or IFRS
Capital Markets	Experience in corporate finance, financing, capital markets, commodities trading/hedging experience
Strategy	Experience in driving strategic direction and leading the growth of an organization
Human Resources	Experience with and understanding of issues and best practices relating to compensation programs, benefits programs, including short and long term incentives, succession planning, talent management and management of compensation-related risks
Health & Safety / CSR	Experience in workplace health, safety, environment and social responsibility, including best corporate practices
International	Experience in a multi-national organization providing understanding of the challenges faced in different cultural, political or regulatory environments
Executive Leadership	Senior operating experience in a successful management team, including as a President, Chief Executive Officer, Chief Operating Officer or Chief Financial Officer of a public company or major organization
Government Relations / Public Policy	Experience in a regulated environment which requires an understanding of government relations, public administration, regulation and policy, as well as compliance practices and their oversight
Retail Sales / Distribution	Experience in overseeing proprietary sales forces and direct and third-party distribution channels
Marketing / Advertising	Experience in marketing and advertising, preferably with a mass merchandising background
Innovation / Technology	Experience with technology tools and platforms to drive innovation and enhance business continuity, operations, information management, cyber security, data security, cloud computing and social media
Manufacturing / Supply Chain	Knowledge of the textiles, apparel and basic soft goods industry, including experience in manufacturing, merchandising, branding or control issues, and/or experience in supply chain management
Public Board Experience	Experience in serving as an independent director with public companies

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The skills matrix outlines the desired complement of qualifications, attributes, skills and experience that are important to and necessary for the proper functioning of the Board. The matrix includes industry specific experience and business expertise, such as retail, finance, marketing, manufacturing, supply chain, international business, capital markets, human resources, public board experience, and others. These areas of expertise are intended to dovetail with general qualifications and attributes the Committee seeks in all Board members and candidates, such as high personal and professional ethics and integrity, practical wisdom, senior executive leadership, strategic insight, sound business judgement, a willingness to devote the required amount of time to carry out the duties and responsibilities of Board service, and a willingness to represent the best interests of the Company. The skills matrix is reviewed annually by the Corporate Governance and Social Responsibility Committee to reflect its assessment of the Board’s current needs and the Company’s strategic priorities.

Diversity

The Company is committed to diversity and inclusion at all levels in the workplace and on the Board. This includes a commitment to ensuring there are no systemic barriers or biases in the Company’s policies, procedures and practices. The Company believes that supporting a diverse workplace is a business imperative that helps the Company and its Board attract and retain the brightest and most talented individuals.

As set forth in the Board Diversity Policy, the Board considers diversity at the Board level to be an essential element of Board effectiveness. A diverse Board is one that possesses a balance of skills, experience and expertise and a diversity of perspectives that are relevant to the Company’s business and its strategic objectives. While all director appointments are based on merit, the Board expects that when selecting and presenting candidates to the Board for appointment, the Corporate Governance and Social Responsibility Committee will consider not only the skills, experience and expertise of a candidate, but also other factors, including gender, ethnicity, age and geography to ensure that the Board is comprised of a diverse membership. Moreover, the Board recognizes that gender diversity is a significant aspect of diversity and acknowledges the important role that women with the relevant skills and experience can play in contributing to a diversity of perspective on the Board.

Three out of nine, or 33%, of the current Board members are women. In order to ensure that the broadest possible range of qualified candidates is considered, female candidates are included in all director searches. The Board has not at this time established any specific targets with respect to female representation. Given the Board’s commitment to diversity, as well as the process in place to select candidates best suited to meet the needs of the Board, the Board does not believe that

specific targets are necessary to achieve its diversity objectives at this time.

The Board Diversity Policy requires the Corporate Governance and Social Responsibility Committee to review and monitor the implementation of the Policy on an annual basis to ensure its effectiveness and report the results of its review to the Board. As the Board Diversity Policy has only been in effect since February 2015, there has not been sufficient opportunity to measure its effectiveness. A copy of the Board Diversity Policy is available on the Company’s website at www.gildan.com.

With respect to executive officer positions, the Company has not set specific targets regarding the representation of women at this level due to the small size of this group. Currently there are five executive officers, all of whom are male. The Company recognizes that in order to achieve a better, more representative balance of women in executive officer positions, it must ensure that the talent pipeline is properly developed. This initiative is one of the many strategic initiatives contained in the Company's Diversity and Inclusion Policy which embodies Gildan's commitment to foster, cultivate and preserve a culture of diversity and inclusion across the organization.

Nomination of Directors

Once the Corporate Governance and Social Responsibility Committee identifies candidates qualified to become Board members, the Committee recommends to the Board such candidates for election at the next annual meeting of shareholders. Before making a recommendation on a new director candidate, however, the Chairman of the Board and different committee members meet with the candidate to discuss the candidate’s interest and ability to devote the time and commitment required to serve on the Board. In certain circumstances, the Committee may also retain an independent recruiting firm to identify director candidates and fix such firm’s fees and other retention terms.

Board Succession Planning and Renewal

The Board recognizes the importance of undergoing a regular process of renewal to help it maximize its effectiveness over the long-term. Accordingly, the Board has adopted a policy whereby a director will not, unless otherwise determined by the Board, in its discretion, be nominated for re-election at the annual meeting of shareholders after reaching the earlier of the age of 72 or 15 years of service on the Board. The decision to extend a director’s tenure will be reviewed by the Board on an annual basis.

As discussed in the section of this Circular entitled “Election of Directors”, one of the Company’s current directors, Sheila O'Brien, will retire from the Board effective May 3, 2018, the date of the Meeting. In addition, several other directors will be retiring from the Board in the next few years as a result of the Board’s retirement policy. In order to ensure an effective

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	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

transition from the retiring directors, including maintaining critical Board skills and competencies, four highly qualified candidates, Maryse Bertrand, Marc Caira, Charles M. Herington and Craig A. Leavitt, have been identified and were recommended by the Corporate Governance and Social Responsibility Committee to be submitted as nominees for election of the Board at the upcoming Meeting.

Change in Principal Occupation

When a director’s principal occupation or business association changes substantially from the position he or she held when originally invited to join the Board, Gildan’s Corporate Governance Guidelines require such director to offer to resign from the Board in order to allow the Corporate Governance and Social Responsibility Committee to review the impact of the change in the composition of the Board and make a recommendation to the Board on action to be taken, if any.

Other Directorships

Directors are encouraged to limit the number of other boards on which they serve. The Corporate Governance and Social Responsibility Committee will consider the following guidelines, among others, in determining whether an existing director or director candidate is able to devote the requisite time and attention to the Company’s affairs:


•	Directors should not hold more than four public company directorships, including Gildan;


•	Directors who are CEOs or other senior executives of public companies should not hold more than two public company directorships, including Gildan;


•	Gildan’s President and Chief Executive Officer may not hold more than two public company directorships, including Gildan; and


•	Directors may not sit on more than three public company audit committees, including Gildan, without the consent of the Corporate Governance and Social Responsibility Committee and the Board.

Directors are required to advise the Chairs of the Board and the Corporate Governance and Social Responsibility Committee before accepting an invitation to serve on another board (public, private or not-for-profit) in order to assess whether the director will be able to continue to devote sufficient time to the Company’s affairs. The Corporate Governance and Social Responsibility Committee has the discretion to determine, in certain circumstances, whether a director is able to hold public company directorships that exceed the foregoing guidelines and will report its decision in that regard to the Board.

Furthermore, because of the Audit and Finance Committee’s demanding role and responsibilities, the Chairs of the Board and the Corporate Governance and Social Responsibility Committee must review any invitation to Audit and Finance Committee members to join the audit committee of another publicly-listed entity. Where a member of the Audit and Finance Committee simultaneously serves on the audit committee of more than three public companies, including the Company, the Board determines whether such simultaneous service impairs the ability of such member to effectively serve on Gildan’s Audit and Finance Committee. The Board then either requires a correction to the situation or makes the required disclosure that such simultaneous service does not impair the director’s ability to serve as a member of the Committee.

Director Orientation and Continuing Education

The oversight function of directors is enhanced when they are well informed about the Company’s business, its industry and its strategic initiatives. The Corporate Governance and Social Responsibility Committee is responsible for developing, monitoring and reviewing Gildan’s director orientation and continuing education programs and ensuring that Board members have access to education and information about the Company on an ongoing basis and as required.

Orientation

For each new director to be effective in their roles they must be knowledgeable about the Company and its business. In order to best bring their skills and experience to the operation of the Board, new directors are provided with an extensive information package on the Company’s business, its strategic

and operational business plans, its operating performance, its governance system, its compliance program and its financial position. To complement this information package, new directors also attend one-on-one orientation meetings with the President and Chief Executive Officer as well as the other members of Gildan’s senior executive team to discuss these matters.

The Corporate Governance and Social Responsibility Committee is also responsible for ensuring that new Board members fully understand the role of the Board and its Committees and the contribution that individual directors are expected to make, including, in particular, the personal commitment that the Company expects of its directors.

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	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

Continuing Education

In order to assist directors in the continuous advancement of their knowledge of Gildan’s business, senior management makes regular presentations to the Board on the main areas of the Company’s business, financial matters, operations and overall industry. These presentations include highlighting market conditions and trends that may impact the Company’s business and influence its strategy, as well as the key risks and opportunities the Company faces. Directors also attend an annual strategic planning meeting, where they have the opportunity to review and discuss with senior management the Company’s long-term strategic plan. Directors are invited to provide input into the topics they wish to be covered in the education program, and management schedules presentations to cover such areas, which include presentations by external consultants when appropriate. At the committee level, the Chair of each committee ensures that continuing education topics are added to committee agendas from time to time throughout the year. For example, outside advisors provide the Corporate Governance and Social Responsibility Committee and the Compensation and Human Resources Committee with regular updates on developments in corporate governance and executive compensation practices, respectively. Similarly, management presents an overview of key accounting policies and practices to the Audit and Finance Committee at each of its quarterly meetings.

Further, directors are provided with opportunities to visit the Company’s various facilities and operations. All of the Board members have visited Gildan’s principal manufacturing hub in Honduras, and the majority of the directors have visited Gildan’s wholesale distribution center in Eden, North Carolina, its yarn-spinning facilities in Salisbury and Mocksville, North Carolina, and its retail distribution center in Charleston, South Carolina. During these trips, Board members are given the opportunity to interact with local management to gain a better

understanding of Gildan’s operations first-hand. Local management makes presentations to the Board members on a range of topics that are relevant to the local operations and Board members are taken on extensive tours of the facilities. During 2017, all Board members attended two separate day-long education sessions at the Company's international sales office in Barbados and its manufacturing hub in Honduras to review and discuss with the local management teams key areas of their business, strategy and operations.

The Corporate Governance and Social Responsibility Committee also reviews information on available external educational opportunities and ensures that directors are aware of such opportunities. In order to encourage directors to attend external education sessions, the Company reimburses each director up to a pre-determined amount each year to cover expenses associated with attendance at such sessions.

Finally, Board members have full access to the Company’s senior management and employees. The Board encourages management to address the Board in those instances where a manager’s expertise and assistance can enhance the Board’s understanding of a particular issue under its consideration. Interactions with management are also facilitated by periodically inviting members of the management team to attend Board dinner sessions, which are scheduled during the evenings of the Board’s regularly-scheduled meetings.

Retention of Independent Advisor

In performing their responsibilities, the Board or any committee of the Board has discretion, subject to advising the Chairman of the Board, to engage an outside advisor for advice and assistance at the Company’s expense. Any individual director may also, subject to the approval of the Chairman of the Board, retain an outside advisor at the Company’s expense.

Director Compensation

The compensation of directors is determined by the Board based on the reviews and recommendations of its Corporate Governance and Social Responsibility Committee. In accordance with its mandate, the Corporate Governance and Social Responsibility Committee reviews regularly and makes recommendations to the Board on the adequacy and form of the compensation for non-executive directors, taking into account the responsibilities and risks involved and the

importance of not compromising directors’ independence. The Committee also reviews regularly and makes recommendations to the Board on the amount and form of compensation for the Chairman of the Board and the committee chairs. The Corporate Governance and Social Responsibility Committee may retain any independent firm to advise on directors’ compensation, and fix such firm’s fees and other retention terms.

Audit Committee Disclosure

The CSA Audit Committee Rules require issuers to include the mandate of their audit committees and disclose information with respect to the composition, education and experience of

the members of their audit committee, as well as fees paid to external auditors in the annual information form. For more information regarding Gildan’s Audit and Finance Committee,

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	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

please refer to the Section entitled “Audit Committee Disclosure” of the Annual Information Form of the Company dated February 23, 2018 available on www.sedar.com or

www.sec.gov and which may be obtained free of charge, on request, from the Corporate Secretary of the Company.

Risk Management

Effective risk oversight is an important priority for the Board. The Board has implemented a risk governance framework to:


•	understand critical risks in the Company’s business and strategy;


•	allocate responsibilities for risk oversight among the full Board and its Committees;


•	oversee the systems in place to identify and manage business risks and opportunities; and


•	foster an appropriate culture of risk awareness.

The Board implements its risk oversight function both as a whole and through its committees. The Board oversees both the processes in place to identify business risks and opportunities and the implementation of processes to manage such risks and opportunities. The Audit and Finance Committee oversees the management of financial risk stemming from fluctuations in foreign currency, interest rates and equity and commodity prices, as well as risks related to the Company’s financial statements, the financial reporting process and accounting matters.

The Compensation and Human Resources Committee oversees risk identification and management in relation to compensation policies and the risks associated with each component of the senior executives’ global compensation. The Committee also oversees the management of risks related to employee health and safety at the Company’s operations worldwide.

Finally, the Corporate Governance and Social Responsibility Committee monitors compliance with the Company’s policies and practices relating to business ethics, bribery and corruption, corporate social responsibility, environmental compliance, security and product safety.

While the Board oversees risk management, it is Gildan’s management that is charged with managing risk. Management

has implemented a formal enterprise risk management program that is designed to identify and manage the Company’s key risks on an ongoing basis. The Board receives quarterly updates from management on the key risk indicators for each of the Company’s principal business units and, once a year, management presents a report to the Board on the enterprise risk management program in connection with its review of the Company’s long-term strategic plan.

Management has also created a Compliance Steering Committee, chaired by the President and Chief Executive Officer, which is responsible for monitoring the Company’s compliance with applicable laws and regulations as well as with its policies, procedures and programs across the organization. The Compliance Steering Committee provides the Corporate Governance and Social Responsibility Committee with quarterly reports on the Company’s ethics and compliance activities and programs, including any compliance risks or issues that are identified by the Compliance Steering Committee or brought to its attention through the Company’s whistleblowing procedures.

Finally, the Financial Risk Management Committee, which is co-chaired by the President and Chief Executive Officer and the Executive Vice-President, Chief Financial and Administrative Officer, is responsible for overseeing the implementation of policies, procedures and strategies to manage the Company’s financial risks. The Financial Risk Management Committee provides a quarterly report to the Audit and Finance Committee on the Company’s financial risk exposure to foreign currency, interest rate and commodity price fluctuations, its liquidity and cash positions and its hedging strategy.

For a detailed description of the material risks applicable to Gildan, see the section entitled “Risks and Uncertainties” in the Company’s Management’s Discussion and Analysis dated February 23, 2018.

CEO and Executive Succession Planning

The Board of Directors, directly and through the Compensation and Human Resources Committee, is responsible for overseeing the existence of appropriate mechanisms regarding succession planning for the Chief Executive Officer and the other key management positions. The Board formally addresses succession planning at least once a year during a

private session with the President and Chief Executive Officer. At the meeting, the President and Chief Executive Officer presents to the Board his succession plan, as well as the succession plans of each of the executive officers. The Board assesses whether there is a readiness to fill potential vacancies with qualified people by discussing the qualifications required

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	STATEMENT OF CORPORATE GOVERNANCE PRACTICES

for the key positions, the competencies and development considerations for each potential successor candidate, and the

performance of individual executives in their current roles.

Strategic Planning

The Board oversees the planning, progress against, and achievement of the Company’s strategic objectives. Each year the Board holds a special meeting to review and discuss with management the Company’s annual and long-term strategic plans. These discussions include reviewing and analysing the main risks facing the business, overall industry trends and developments, and important strategic opportunities. Time is

also set aside at each regular quarterly Board meeting to discuss strategy with management and to monitor progress against the strategic plan. The Board measures success and fulfillment of Gildan’s strategic plan by assessing the Company’s performance results against the annual objectives set each year by the President and Chief Executive Officer and approved by the Board.

Shareholder Engagement

The Board recognizes the importance of engaging in constructive and meaningful communications with the Company’s shareholders and values their input and insights. To facilitate this engagement, in 2016 the Board adopted a Shareholder Engagement Policy which outlines the Board’s approach to communication and engagement with the Company’s shareholders.

As outlined in the Policy, the Board encourages shareholders to attend the Company’s annual shareholder meetings as they provide valuable opportunities to discuss the Company, its corporate governance and other important matters. Between annual meetings, the Board supports a transparent process for shareholders to contact the Board directly. Shareholders may initiate communications with and provide feedback directly to the Board, care of the Corporate Secretary, either (i) by mail in an envelope marked “confidential” addressed to the Gildan Board of Directors, Gildan Activewear Inc., 600 de Maisonneuve Boulevard West, 33^rd Floor, Montreal, Quebec,

H3A 3J2, Canada, or (ii) by e-mail at corporate.governance@gildan.com.

The Policy also states that shareholders may ask to meet with the Chairman of the Board, the chair of any Board committee or an individual director to discuss governance-related topics for which the Board is directly responsible. The Chairman of the Board will consider such meeting request in consultation with the Chairman of the Corporate Governance and Social Responsibility Committee and the Corporate Secretary. The Board reserves the right to decline requests for meetings for any reason it deems appropriate, including where the proposed topics for the meeting are not related to corporate governance matters and are better handled by management.

A copy of the Shareholder Engagement Policy is available on the Company’s website at www.gildan.com.

NORMAL COURSE ISSUER BID

On February 22, 2018, the Company announced a normal course issuer bid to purchase for cancellation a maximum of 10,960,391 Common Shares, representing approximately 5% of the Company’s issued and outstanding Common Shares. As of February 16, 2018, the Company had 219,207,838 Common Shares issued and outstanding. The Company is authorized to make purchases under the bid during the period from February 27, 2018 to February 26, 2019 in accordance with the requirements of the TSX. Purchases will be made by means of open market transactions on both the TSX and the NYSE or alternative trading systems, if eligible, or by such other means as the TSX, the NYSE or a securities regulatory authority may permit, including by private agreements under an issuer bid exemption order issued by securities regulatory authorities in Canada. The price to be paid by the Company for any Common

Shares will be the market price at the time of the acquisition, plus brokerage fees. Purchases made under an issuer bid exemption order will be at a discount to the prevailing market price in accordance with the order. Common Shares purchased under the bid will be canceled.

Shareholders may obtain a copy of the Company’s Notice of Intention filed with the TSX without charge by contacting the Company in writing or otherwise, to the attention of the Corporate Secretary.

The Company repurchased 11,687,999 of its outstanding Common Shares under its previous normal course issuer bid as at February 26, 2018.

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	OTHER INFORMATION AND APPROVAL OF MANAGEMENT INFORMATION CIRCULAR

OTHER INFORMATION

Indebtedness of Directors and Senior Executives

As at March 7, 2018, no amount was owed to the Company by any of the current or former directors and senior executives of the Company, exclusive of travel advances as permitted by applicable securities laws. No security was provided to the

Company, any of its subsidiaries or another entity, as a counterpart for any indebtedness and no indebtedness was forgiven during fiscal 2017.

Additional Information

The Company is a reporting issuer under the securities legislation of all provinces of Canada and is therefore required to file financial statements and management information circulars with the various securities regulatory authorities in such provinces. The Company also files an annual information form with such securities regulatory authorities. Copies of the Company’s latest annual information form, latest audited financial statements, interim financial statements and management’s discussion and analysis (“MD&A”) filed since the date of the latest audited financial statements, and latest

management information circular may be obtained on request from the Corporate Secretary of the Company at Tour KPMG, 600 de Maisonneuve Boulevard West, 33rd Floor, Montréal, Québec H3A 3J2 or at www.sedar.com, www.sec.gov or on Gildan’s website at www.gildan.com. Financial information is provided in the Company’s comparative financial statements and MD&A for its most recently completed fiscal year. The Company may require the payment of a reasonable charge when the request is made by a person other than a holder of securities of the Company.

Shareholder Proposals for 2018 Annual Meeting

Proposals for any matters that persons entitled to vote at the next annual shareholders’ meeting propose to raise at the said meeting must be received by the Company at the latest on December 10, 2018.

APPROVAL OF MANAGEMENT INFORMATION CIRCULAR

The contents and the sending of this Circular have been approved by the Board of Directors.

Dated at Montréal, Québec, Canada, March 7, 2018.

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	SCHEDULE "A"

SCHEDULE “A”

MANDATE OF THE BOARD OF DIRECTORS

The Board of Directors (the “Board”) is responsible for the supervision of the management of the Corporation’s business and affairs, with a view to its long-term interests.

Many of the Board’s responsibilities have been delegated to its three standing committees: the Audit and Finance Committee, the Compensation and Human Resources Committee and the Corporate Governance and Social Responsibility Committee. These delegated responsibilities are set forth in each committee’s mandate. However, such mandates and delegation of responsibilities do not relieve the Board of its overall responsibilities.

Although management conducts the day-to-day operations of the Corporation, the Board has a duty of stewardship and regularly assesses and monitors management’s performance.

In spite of the fact that directors may be elected by the shareholders to bring a special expertise or point of view to Board deliberations, they are not chosen to represent a particular constituency. All decisions of each Board member must be made in the best interest of the Corporation.

Directors are expected to attend all Board meetings and review all meeting materials in advance. They are expected to take an active part in the Board discussions and decisions.

The Board approves all matters expressly required herein, under the Canada Business Corporations Act and other applicable legislation, rules and regulations and the Corporation’s Articles and By-laws.

1. Membership and Quorum

The Board is composed of a minimum of 5 and a maximum of 12 members. The Board is constituted with a majority of individuals who qualify as independent directors, as determined by the Board.

The quorum at any meeting of the Board is a majority of directors in office.

2. Frequency of Meetings


•	at least four times a year and as necessary.

3. Mandate

The responsibilities of the Board include the following:


(a)	With respect to strategic planning


•	advising management on strategic issues;


•	approving the Corporation’s long-term strategic plan, taking into account, amongst other matters, business opportunities and risks, and monitoring the effectiveness of the strategic planning process;


•	approving the Corporation’s annual business plan and its annual operating and capital budgets;


•	monitoring the Corporation’s performance against the long-term strategic and annual plans as well as against the annual operating and capital budgets.


(b)	With respect to human resources and performance assessment


•	appointing the Chief Executive Officer (“CEO”) and approving the appointment of other executive officers of the Corporation;


•	approving the CEO’s corporate objectives and reviewing progress against those objectives;

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	SCHEDULE "A"


•	monitoring and assessing the performance of the CEO and of the other executive officers of the Corporation and approving their compensation, taking into consideration Board expectations and fixed objectives;


•	overseeing measures to tie an appropriate portion of the CEO’s and the other executive officers’ compensation to both the short and longer-term performance of the Corporation, taking into account advantages and risks associated with different compensation methods;


•	overseeing the processes for the recruitment, training, development and retention of senior management who exhibit high standards of integrity as well as competence;


•	monitoring the management succession planning process.


(c)	With respect to financial matters and internal control


•	monitoring the integrity and quality of the Corporation’s financial statements and other documents providing financial information and the appropriateness of their disclosure;


•	overseeing the external auditors’ independence and qualifications;

•

reviewing and approving the general content of, and the Audit and Finance Committee’s report on the financial aspects of, the Corporation’s Annual Information Form, Annual Report, Management Information Circular, Management’s Discussion and Analysis, prospectuses, offering memoranda, Forms 6‑K (including Supplemental Disclosure) and 40‑F, and any other document required to be disclosed or filed by the Corporation before their public disclosure or filing with regulatory authorities in Canada or the United States of America;


•	overseeing the performance of the Corporation’s internal audit functions;


•	approving the issue of securities and, subject to the schedule of authority of the Corporation, any transaction out of the ordinary course of business, including proposals on mergers, acquisitions or other major investments or divestitures;


•	determining dividend policies and procedures and, if appropriate, declaring dividends;


•	overseeing the systems in place to identify business risks and opportunities and overseeing the implementation of processes to manage these risks and opportunities;


•	monitoring the effectiveness of the Corporation’s internal control and management information systems;


•	monitoring the Corporation’s compliance with applicable legal and regulatory requirements;


•	reviewing the Corporation’s disclosure policy on a regular basis and monitoring the Corporation’s communications with analysts, investors, the media and the public.


(d)	With respect to corporate governance matters


•	setting an ethical tone for the Corporation;


•	taking reasonable measures to satisfy itself as to the integrity of management and that management creates a culture of integrity throughout the Corporation;


•	reviewing, on a regular basis, appropriate corporate governance structures and procedures, including the identification of decisions requiring approval of the Board;


•	reviewing the Shareholder Engagement Policy and the public disclosure thereof;

•

adopting and reviewing, on a regular basis, the Corporation’s Code of Ethics (the “Code”), and such other policies as may be approved by the Board from time to time (the “Policies”), monitoring compliance with the Code and the Policies, approving any waiver from compliance with the Code or the Policies for directors and officers and the appropriate disclosure of any such waiver, and approving amendments to the Code and Policies;


•	overseeing the annual performance assessment of the Board, Board committees, Board and committee chairs and individual directors;

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	SCHEDULE "A"


•	adopting and reviewing orientation and continuing education programs for directors;


•	monitoring the Board, Board Chair and committee chair succession planning process;


•	monitoring the size and composition of the Board and its committees based on competencies, skills and personal qualities sought in Board members;


•	approving the list of Board nominees for election by shareholders.


(e)	With respect to environmental and social responsibility practices


•	monitoring and reviewing, as appropriate, the Corporation’s environmental and social responsibility practices.

4. Method of Operation


•	meetings of the Board are held at least quarterly, and as required; in addition, a special meeting of the Board is held every year to review the Corporation’s long-term strategic plan;


•	the Chairman of the Board sets the agenda for each meeting of the Board in consultation with the CEO, the Chief Financial Officer, the Corporate Secretary and the independent directors. The agenda and the appropriate materials are provided to directors of the Corporation on a timely basis prior to any meeting of the Board;


•	independent directors meet without management and other non-independent directors present, under the oversight of the Chairman of the Board, at each regularly-scheduled and special meeting of the Board;


•	in addition to attending all meetings of the Board and the committees on which they sit, directors are encouraged to attend other committee meetings;


•	the Board evaluates the adequacy of its mandate on an annual basis;


•	the Corporate Governance and Social Responsibility Committee annually supervises the performance assessment of individual directors, the Board as a whole, the Board committees, and the Board and committee chairs.

* * * * * * *

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	SCHEDULE "B"

SCHEDULE “B”

LONG TERM INCENTIVE PLAN

The LTIP was first implemented in 1998 for the grant of Options and was subsequently amended to, among others, allow the Board of Directors to grant Treasury RSUs and Non-Treasury RSUs to senior executives and key employees of the Company and its subsidiaries in order to encourage them to work toward, and participate in, the growth and development of the Company and to assist the Company in attracting, retaining and motivating its senior executives and key employees. The LTIP is administered by the Board of Directors, which has delegated responsibilities to the Compensation and Human Resources Committee.

A total of 12,000,632 Common Shares have been reserved for issuance pursuant to the exercise of Options and the vesting of Treasury RSUs granted pursuant to the LTIP (the “Total Reserve”). Should further Common Shares become available under the LTIP as a result of the expiry or termination of Options or Treasury RSUs, such shares will then be available for issuance upon the exercise of Options or the vesting of Treasury RSUs, the whole without increasing the Total Reserve. As at March 7, 2018, the Total Reserve represents 5.48% of the issued and outstanding Common Shares of the Company. Of the Total Reserve, 1,278,661 Common Shares remain available for grants of Options and Treasury RSUs as at March 7, 2018 representing 0.58% of the issued and outstanding Common Shares of the Company.

Options

Options entitle the holder thereof to subscribe for Common Shares on the terms set forth in the LTIP. The exercise price payable for each Common Share covered by an Option is determined by the Board of Directors at the date of the grant, but may not be less than the higher of the closing prices of the Common Shares on the TSX and the NYSE on the trading day immediately preceding the effective date of the grant. Options must be exercised during a period established by the Board of Directors, which may not be longer than ten years from the date of the grant, unless the expiry date falls within a blackout period (a period self-imposed by the Company during which directors, officers and certain employees cannot trade the securities of the Company) or within ten days after the end of such blackout period, in which case the period for exercising Options is extended for a maximum of ten business days. As at March 7, 2018, an aggregate of 3,021,879 Options are outstanding, representing 1.38% of the issued and outstanding Common Shares of the Company.

Treasury RSUs

Treasury RSUs represent the right of an individual to whom a grant of such units is made to receive Common Shares on the vesting date. At the end of the vesting period, which is a maximum of ten years, the Common Shares to which a holder of Treasury RSUs is entitled will be issued from treasury, subject to the Total Reserve. The Board of Directors has discretion to establish the date on which Treasury RSUs are granted, the date on which the award is fully vested and other particulars applicable to such an award, subject to limiting to 5% of the Total Reserve grants of Treasury RSUs without any minimum vesting periods, if any. As at March 7, 2018, an aggregate of 102,169 Treasury RSUs are outstanding, representing 0.05% of the issued and outstanding Common Shares of the Company.

Non-Treasury RSUs

Non-Treasury RSUs have the same features as Treasury RSUs, except that (i) their vesting period is a maximum of three years and (ii) at the end of the vesting period, the Company will direct a third party broker to deliver to the Non-Treasury RSU holder the number of Common Shares represented by such vested award purchased on the secondary market and/or pay to the Non-Treasury RSU holder an amount in cash in lieu of Common Shares calculated using the average of the closing prices of the Common Shares on the TSX for the five trading days immediately preceding the vesting date. No Common Shares are issued from treasury under such awards and they are therefore non-dilutive. As at March 7, 2018, an aggregate of 1,706,058 Non-Treasury RSUs are outstanding.

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	SCHEDULE "B"

Other LTIP Features

The LTIP provides that (i) the number of Common Shares issuable pursuant to the exercise of Options or upon the vesting of Treasury RSUs, as well as under the Company’s other share compensation plans and arrangements, may not, at any time, exceed 10% of the Common Shares issued and outstanding, in the case of Common Shares issuable to insiders of the Company or 20% of the Total Reserve in the case of Common Shares issued to any one person, and (ii) the number of Common Shares issued pursuant to the exercise of Options or upon the vesting of Treasury RSUs, as well as under the Company’s other share compensation plans and arrangements, may not, in any one year period, exceed 10% of the Common Shares issued and outstanding, in the case of Common Shares issued to insiders of the Company or 20% of the Total Reserve in the case of Common Shares issued to any one person.

The terms of the LTIP also provide that, unless otherwise determined by the Board of Directors, Options, Treasury and Non-Treasury RSUs granted pursuant to the LTIP will vest or expire early as follows:



		Treasury and Non-Treasury RSUs
Reason for Termination	Options	Performance Award⁽²⁾	Time-Based Award
Dismissal for Cause	All outstanding Options expire immediately.	All outstanding awards expire immediately.	All outstanding awards expire immediately.
Resignation	Options exercisable at the date of resignation may be exercised within a period of 60 days thereafter.	All outstanding awards expire immediately.	All outstanding awards expire immediately.
Dismissal Without Cause	Options exercisable at the date of dismissal may be exercised within a period of 60 days thereafter.	The holder will be entitled to receive a number of Common Shares⁽¹⁾ calculated by multiplying the number of RSUs pro rated according to the number of days elapsed between the date of grant and the date of dismissal on the duration of the original vesting period, by the performance vesting percentage determined as at the date of termination.	The holder will be entitled to receive a number of Common Shares⁽¹⁾ pro rated according to the number of days elapsed between the date of grant and the date of dismissal on the duration of the original vesting period.
Death	All outstanding Options become exercisable at the date of death and may be exercised within a period of 12 months thereafter.	All outstanding awards vest immediately in full and the holder will be entitled to receive a number of Common Shares⁽¹⁾ calculated by applying the performance vesting percentage, determined as at the date of death.	All outstanding awards vest immediately in full.
Permanent Disability	All outstanding Options become exercisable at the date of termination and may be exercised within a period of 12 months thereafter.	All outstanding awards vest immediately in full and the holder will be entitled to receive a number of Common Shares⁽¹⁾ calculated by applying the performance vesting percentage, determined as at the date of termination.	All outstanding awards vest immediately in full.
Retirement, as defined in the LTIP Retirement Policy ⁽³⁾	(i) Options granted not less than six (6) months prior to the date of retirement shall continue to vest according to their applicable option agreement and may be exercisable until their expiry date; and (ii) Options granted less than six (6) months prior to the date of retirement shall expire immediately.	Awards granted not less than six (6) months prior to the date of retirement shall continue to vest according to their applicable award agreement. The holder of an award granted less than six (6) months prior to the date of retirement will be entitled to receive a number of Common Shares⁽¹⁾ calculated by multiplying the number of RSUs pro rated according to the number of days elapsed between the date of grant and the date of retirement on the duration of the original vesting period, by the performance vesting percentage, determined at the end of the original vesting period.	Awards granted not less than six (6) months prior to the date of retirement shall continue to vest according to their applicable award agreement. The holder of an award granted less than six (6) months prior to the date of retirement will be entitled to receive a number of Common Shares⁽¹⁾ pro rated according to the number of days elapsed between the date of grant and the date of retirement on the duration of the original vesting period.
Early retirement as defined in the LTIP Retirement Policy ⁽³⁾	Options exercisable at the date of early retirement may be exercised until the expiry date of such Options	The holder will be entitled to receive a number of Common Shares⁽¹⁾ calculated by multiplying the number of RSUs pro rated according to the number of days elapsed between the date of grant and the date of early retirement on the duration of the original vesting period, by the performance vesting percentage, determined at the end of the original vesting period.	The holder will be entitled to receive a number of Common Shares⁽¹⁾ pro rated according to the number of days elapsed between the date of grant and the date of early retirement on the duration of the original vesting period.


(1)	Or, in the case of Non-Treasury RSUs, at the Company’s option, the cash equivalent.


(2)	Performance Awards will expire on the vesting date if the performance objectives set forth in the applicable award agreement have not been attained.

(3)

LTIP Participants are eligible for retirement when they reach a minimum age of 55 years, cumulate at least five years of service, and their age plus their number of years of service equals at least 70. LTIP Participants are eligible for early retirement when they reach age of 55 years and five years of service. In both cases, LTIP participants must sign a non-compete and non-solicitation agreement with the Company in order to be eligible for the extended vesting conditions.

In addition, upon the occurrence of a transaction that would result in a change of control, as defined in the LTIP, no outstanding Options, Treasury RSUs and Non-Treasury RSUs will become exercisable or will vest, respectively, as of the date of the change of control, unless otherwise determined by the Board of Directors prior to the occurrence thereof. The LTIP further provides that

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Options, Treasury RSUs and Non-Treasury RSUs are not assignable, other than to a legal representative in the case of a participant’s death or permanent disability.

The Board of Directors may also, at any time, amend, suspend or terminate the LTIP, or any Option, Treasury RSU or Non-Treasury RSU granted thereunder, provided that no such amendment, suspension or termination may be made without regulatory approval, if required, and/or without the consent of the holders of such awards where such amendment, suspension or termination would alter or impair their rights.

The LTIP further provides that the Board of Directors may amend the LTIP, Options and RSU awards, in certain circumstances, provided that no amendment may (i) be made without obtaining any required regulatory or shareholder approvals or (ii) adversely affect the rights of any holder of Options or RSUs at the time of such amendment without the consent of such holder of Options or RSUs. The LTIP allows the Board of Directors to make the following amendments without shareholder approval:


(i)	an amendment to accelerate the time of exercise of outstanding Options or the time of vesting of a RSU award;


(ii)	an amendment to postpone the expiry date of an Option or the vesting date of a RSU award, provided that no Option or RSU award may be extended beyond its original expiry date;


(iii)	any changes or corrections to the LTIP which, in the opinion of the Board of Directors, are required for the purpose of curing or correcting any ambiguity or defect or inconsistent provision or clerical omission or mistake or manifest error, or to respond to changes in legislation, regulations, stock exchange rules or accounting or auditing requirements; and


(iv)	suspending or terminating the LTIP.

Shareholder approval is required for certain other amendments, such as:


(i)	an amendment to increase the maximum number of Common Shares for which Options or Treasury RSUs may be granted under the LTIP;


(ii)	an amendment to reduce the exercise price with respect to an Option or cancel and reissue Options to the same participant;


(iii)	an amendment to extend the term of Options or RSU awards granted under the LTIP beyond their original expiry date;


(iv)	a change to the class of persons eligible for grants of Options or RSUs under the LTIP; and


(v)	an amendment to the LTIP to allow Options or RSUs to become transferable or assignable other than what is already allowed under the LTIP.

Finally, in furtherance of Canadian tax legislation that requires employers to make withholdings in respect of certain cash and non-cash benefits, such as employee stock options and restricted share units, the LTIP provides the Company with the authority to take all steps deemed necessary to ensure that it complies with its withholding obligations at the time an LTIP participant exercises Options or receives cash and/or Common Shares further to the vesting of RSUs.

Amendments to LTIP

On November 1, 2017, the Board of Directors, on the recommendation of the Compensation and Human Resources Committee, approved amendments to the LTIP effective as of that date. The LTIP, as amended, reflects new vesting provisions for Options and RSUs in the event of retirement, early retirement, termination without cause, death and permanent disability, all of which are reflected in the table above. Given their nature, these amendments were not subject to shareholder approval in accordance with the terms of the LTIP and the rules of the TSX relating to security based compensation arrangements. The principal amendments to the LTIP are as follows:

(i)

LTIP participants who meet the “retirement” and “early retirement” criteria defined in the Company’s Retirement Policy for LTIP participants will be eligible for the new option and RSU vesting conditions, as the case may be, set forth in the LTIP. The amendments do not extend in any way the original term of the Options granted under the LTIP. See the section in this Circular entitled “Retirement Policy for the LTIP”;


(ii)	if an LTIP participant does not meet the criteria for retirement or early retirement, a voluntary departure from his or her employment will be treated as a resignation under the LTIP;

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(iii)	in the case of retirement, Options granted at least six months prior to the date of retirement will continue to vest and will remain exercisable until the original expiry date, and Options granted in the last six months will expire immediately;


(iv)	in the case of early retirement, Options that have vested by the date of early retirement may be exercised until the original expiry date, and Options that have not vested will expire immediately;


(v)	in the case of death or permanent disability, all outstanding Options will vest in full and may be exercised by the optionee or his estate, as the case may be, for a period of twelve months;


(vi)	in case of retirement, RSUs granted at least six months prior to the date of retirement will continue to vest over their original vesting period and RSUs granted in the last six months will be prorated and the performance portion of the award will be determined at the end of the original vesting period;


(vii)	in the case of early retirement, RSUs will be prorated and the performance portion of the award will be determined at the end of the original vesting period;


(viii)	in the case of dismissal without cause, RSUs will be prorated and the performance portion of the award will be determined at the date of dismissal;


(ix)	in the case of death and permanent disability, RSUs will vest in full and the performance portion of the award will be determined at the date of death or termination due to permanent disability;


(x)	the definition of “Gildan RSU Market Value”, which is used to calculate the cash pay-out of vested Non-Treasury RSUs, has been amended to permit the value to be expressed in U.S. or Canadian dollars at the Company’s option; and


(xi)	added a currency conversion rate to use when necessary.

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	SCHEDULE "C"

SCHEDULE “C”

ADVISORY VOTE ON EXECUTIVE COMPENSATION

RESOLVED:

THAT, on an advisory basis and not to diminish the role and responsibilities of the Board of Directors, the shareholders accept the approach to executive compensation disclosed in the Company’s Management Information Circular dated March 7, 2018 delivered in advance of the annual meeting of shareholders of the Company on Thursday, May 3, 2018.

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