Kering Sa · EURONEXT:KER
Kering Sa — ESG Presentation (September 2026)
73 slides from Kering Sa's sustainability presentation, September 2026
Slide 1: ESG Presentation September 2026
ESG PRESENTATION SEPTEMBER 2026 KERING | ESG Presentation | September 2026 1
Slide 2: CEO quote on sustainability
“ Sustainability must remain a non-negotiable dimension of every decision we make - across all functions, all Houses and all ” geographies, without exception. Luca de Meo, CEO KERING | ESG Presentation | September 2026
Slide 3: Summary
SUMMARY 1. GROUP PRESENTATION 2. SUSTAINABILITY 3. PEOPLE 4. GOVERNANCE KERING | ESG Presentation | September 2026
Slide 4: 2025 Key Figures
2025 | KEY FIGURES REVENUE RECURRING OPERATING INCOME REVENUE RECURRING OPERATING INCOME FCF FROM OPERATIONS €14.7bn €1.6bn €2.6bn €17.2bn €4.4bn 11.1% margin 14.9% margin SUSTAINABILITY PEOPLE GOVERNANCE* PEOPLE GOVERNANCE -34% -23% 44,000 as47,000 64% independent directors reduction reduction in i
Slide 5: Now we are moving to mode
Now we are moving to mode KERING | ESG Presentation | September 2026 5
Slide 6: Kering, a pure luxury player
KERING, A PURE LUXURY PLAYER KERING FASHION & LEATHER GOODS GROUP KERING NEXT PLATFORM Beauty Longevity House of & Wellness Wonders KERING EYEWEAR KERING JEWELRY 15 brands portfolio KERING | ESG Presentation | September 2026 6
Slide 7: One group platform, advances already underway
ONE GROUP PLATFORM, ADVANCES ALREADY UNDERWAY SOME ILLUSTRATIONS INDUSTRY CLIENT TECH SUSTAINABILITY SUPPORT FUNCTIONS LAUNCH OF GROUP PLATFORM ASSET MUTUALIZATION & 1ST MUTUALIZATION OPPORTUNITIES MATERIAL SCOPE EXTENSION TO SUPPLIER BASE REVIEW NON-LEATHER MATERIALS FOR PRODUCTION INNOVATION LAB G
Slide 8: ReconKering: building a clear sequence
RECONKERING: BUILDING A CLEAR SEQUENCE ReconKering follows a coherent and forward-driven sequence, rebuilding strength across the organization, accelerating what matters most and advancing with a challenger mindset to reclaim leadership BY YEAR END BY YEAR END BY YEAR END 2026 2028 2030 RESET REBUIL
Slide 9: Financial objectives
FINANCIAL OBJECTIVES AMBITION TIMELINE SUSTAINABLE GROWTH Gradual market outperformance MI D - T E RM RECURRING OPERATING More than double FY 2025 recurring operating MI D - T E RM MARGIN margin percentage ROCE >20% MI D - T E RM CAPITAL ALLOCATION Capex at 5-6% of revenue O NGO I NG SHAREHOLDER ~50
Slide 10: Summary
SUMMARY 1. GROUP PRESENTATION 2. SUSTAINABILITY 3. PEOPLE 4. GOVERNANCE KERING | ESG Presentation | September 2026
Slide 11: Kering double materiality assessment
KERING DOUBLE MATERIALITY ASSESSMENT Targeting our main priorities Materiality is at the core of Kering's sustainability approach. Since 2013, this approach – which is now aligned with double materiality principles – has allowed Kering to identify the key topics relating to its strategic vision and
Slide 12: Closing our 2016-2025 sustainability chapter
CLOSING OUR 2016-2025 SUSTAINABILITY CHAPTER What we achieved – what we learned • Deeply transformed our supply chain, with higher transparency and stronger environmental and social safeguards A DECADE THAT BUILD THE • Embedded sustainability across the Group: Kering Standards for raw material FOUND
Slide 13: Delivering on our commitments
…AND DELIVERING ON OUR COMMITMENTS A decade of impact and a platform for acceleration • Climate: 34% reduction in 2025 v s 2022 in absolute v alue of our GHG emissions acros s all s copes • Climate: 1 00% renewable electricity in all count ries where pos s ible s ince 2022 CARE (aligned with RE 100
Slide 14: Unlocking a new sustainability chapter
UNLOCKING A NEW SUSTAINABILITY CHAPTER towards 2030 and beyond DRIVING FAIR PRODUCTION THROUGH RESOURCE EFFICIENCY INVESTING IN PEOPLE, CRAFTSMANSHIP AND THE VALUE CHAIN DIVERSIFYING MATERIALS AND INVENTING THE NEXT GENERATION OF LUXURY KERING | ESG Presentation | September 2026
Slide 15: Driving fair production through resource efficiency
Driving fair production through resource efficiency KEY PERFORMANCE INDICATORS PRODUCE WHAT WE SELL PRECISION-DRIVEN PRODUCTION AND DISCIPLINED COLLECTION ARCHITECTURE ECO-DESIGN EMBEDDED FROM THE START TARGETS NET ZERO BY 2050 HALVING CO2 EMISSIONS BY 2033 KERING | ESG Presentation | Septembe
Slide 16: Investing in people, craftsmanship and the value chain
Investing in people, RETAIL EXCELLENCE KERING ACCADEMIA PER LE craftsmanship and PEOPLE MODEL ECCELLENZE the value chain ACROSS ALL HOUSES Opening September 2026 ~1,000 pеople trained per year SECURE CRAFTSMANSHIP FOR THE NEXT GENERATION ELEVATE SKILLS, LEADERSHIP AND RETAIL CAPABILITIES PERFORM
Slide 17: Diversifying materials and inventing next generation of luxury
Diversifying materials and inventing the next 20% 40% generation of luxury Regenerative materials in Alternative materials by 2035 ready-to-wear by 2035 FULL TRACEABILITY AND RESPONSIBLE SOURCING DIVERSIFIED MATERIAL PORTFOLIO AND NEXT-GEN MATERIALS VALUE-ENHANCING SERVICES (REPAIR, RESALE, DI
Slide 18: External recognition of our ESG performance
EXTERNAL RECOGNITION OF OUR ESG PERFORMANCE Kering is the only luxury company systematically included in all main ESG ratings and rankings 2025 2025 2025 B, Prime status, 9.7 Negligible risk 1st Luxury company 2025 2026 2025 Triple A Included in 3rd year in a row Constituent DJSI World & Europe Clim
Slide 19: Our sustainability governance & organization
OUR SUSTAINABILITY GOVERNANCE & ORGANIZATION Sustainability Leader at Comex level KERING | ESG Presentation | September 2026 19
Slide 20: Operational standards to implement global strategy
A SET OF OPERATIONAL STANDARDS TO IMPLEMENT OUR GLOBAL STRATEGY THROUGHOUT OUR HOUSES NEW VERSION Published in H1-2026 NEW VERSION Published in H1-2026 Access the latest version of these documents on kering.com KERING | ESG Presentation | September 2026 20
Slide 21: Measuring our environmental impact via the EP&L tool
Measuring our environmental impact via the EP&L tool The Environmental profit & loss (EP&L) is a measurement tool that allows the Group to quantify and measure annually its environmental footprint across its whole value chain. For all indicators, most of the impact is attributable to the production
Slide 22: Driving initiatives with peers
Driving initiatives with peers Created in 2019 under the leadership of François-Henri Pinault, to unite the fashion and textile industry around a common vision: contributing to a nature-positive and net-zero future A CEO-led initiative launched in 2022 by Kering in partnership with Cartier 150+ bran
Slide 23: Our participation in coalitions & strategic working groups
Our participation in coalitions & strategic working groups Sector coalitions Strategic working groups Circularity & Sourcing & Multi-industries Env. excellence innovation nature Water CUIR DE VEAU RESPONSABLE KERING | ESG Presentation | September 2026 23 As of April, 2026.
Slide 24: Focus on our main priorities: table of contents
Focus on our main priorities Table of contents CLIMATE Page 25 OUR CURRENT FOOTPRINT EMISSION REDUCTION TARGETS BASED ON SCIENCE OUR TRANSITION PLAN BIODIVERSITY & NATURE OUR JOURNEY & COMMITMENTS ON NATURE Page 28 SBTN TARGETS FOR FRESHWATER & LAND THE REGENERATIVE FUND FOR NATURE THE CLIMATE FUND
Slide 25: Climate: our current GHG footprint
Climate: our current GHG footprint 2025 TOTAL IN % GROUP GREENHOUSE GAS EMISSIONS BREAKDOWN in tCO2e* 0.6% 1,7% 31,534 10,268 TOTAL EMISSIONS 1,860,845** tons of CO2e SCOPE 3 98% 97,8% 1,819,043 of our impact Scope 1 Scope 2 Scope 3 G H G G re e nhou se G as KERING | ESG Presentation | September 202
Slide 26: Climate: net-zero emission reduction targets
Climate: our net-zero emission reduction targets based on science STRENGTHENING OUR COMMITMENT OUR ACHIEVEMENTS AS OF 2025 Kering received the SBTi approval for its Net Zero targets in 2024 REACH NET ZERO ACCROSS THE VALUE CHAIN BY 2050 KERING | ESG Presentation | September 2026 *F L A G : F ore st
Slide 27: Our climate transition plan
Our climate transition plan In order to achieve net zero in 2050 and alongside its fair production approach for optimizing production volumes and inventory levels, Kering has adopted operational sub-targets: KERING’S CLIMATE STRATEGY Annual target 2025 and beyond 2035 Achieved and maintained since 2
Slide 28: Biodiversity & Nature: Kering's journey
Biodiversity & Nature A brief overview of Kering’s journey SBTN Water & Land targets (2024) First companies named by SBTN as publicly adopting science-based targets for nature Water reduction in Arno basin Zero deforestation commitment The Fashion Pact Reduce land footprint (2019) Landscape engageme
Slide 29: Preparing the ground for nature net-positive impact
Kering preparing the ground for a “nature net-positive impact” Kering “Nature Net-positive” REGENERATIVE AGRICULTURE Approach Protecting 1 million hectares of Critical Ecosystems beyond our Tracking improvements across 6 pillars supply chains Kering has a net- Regenerating 1 million hectares positiv
Slide 30: First to validate SBTN targets for freshwater & land
Kering first to validate SBTN targets for freshwater & land Kering is the first company with validated SBTN targets on both Freshwater and Land* FRESHWATER As part of its Water Strategy and in line with SBTN, Kering commits to reduce its freshwater withdrawals by -21% in direct operations & upstream
Slide 31: 1 million hectares regenerated with the Regenerative Fund for Nature
1 million hectares regenerated with the Regenerative Fund for Nature 2020 2021 2022 2023 2024 2025 Fund inception Selection of 7 Launch of on- Inditex joins the 5 more projects Recruitment of by Kering in projects for 1st the-ground Fund and selected thanks additional With partnership cohort, activi
Slide 32: Regenerative Fund for Nature in 2025
Regenerative Fund for Nature in 2025: 13 projects in 8 countries INDITEX ONLY INDITEX ONLY KERING | ESG Presentation | September 2026 32
Slide 33: Natural climate solutions with the Climate Fund for Nature
Natural climate solutions with the Climate Fund for Nature • Launched in 2022 by Kering, supported by Groupe L’Occitane and managed by Mirova, a Natixis subsidiary specializing in environmental and social impact investing. Description • 6 other investors alongside Kering and Groupe L’Occitane • €200
Slide 34: Scaling up our water strategy over 10 years
Scaling up our water strategy over 10 years We intend to have net water positive impact by 2050 along our value chain hotspots and beyond. • We consider water stewardship to be a matter of business resilience OUR ACHIEVEMENTS AS OF 2025 • Kering has adopted its first water strategy and is partnering
Slide 35: Water resilience labs
Water resilience labs Our target: Achieve measured net positive water impacts in the Group’s 10 priority water basins by 2035 OUR ACHIEVEMENTS AS OF 2025 Water Resilience Labs: Establishing dedicated labs in each of Launch of the first Water Resilience Lab in the Arno Basin in our ten priority water
Slide 36: Tackling water pollution and responsible chemicals management
Tackling water pollution and responsible chemicals management OUR COMMITMENTS OUR ACHIEVEMENTS AS OF 2025 Kering achieved Brands to zero program Eliminating all hazardous chemicals - ZDHC highest level 3 from all products and production for the 2nd year in 2025 processes IN OUR SUPPLY CHAIN Reach
Slide 37: Circularity ambition: coming full circle
Circularity ambition "coming full circle" Circularity refers to the economic model involving sustainable production of goods by minimizing resource consumption and waste generation. 3 PILLARS 1 Luxury that lasts 2 Regenerative sourcing & clean production 3 More efficient production processes OUR MAI
Slide 38: Next-gen materials: sustainable innovation in action
Next-gen materials: sustainable innovation in action OUR MAIN LEVERS • Scaling up innovative processes and developing raw material pilot projects in our Houses • Harnessing technology to drive material traceability e.g., V.I.R.T.U.S. RESPONSIBLE INNOVATION PROJECT FLOW AT THE MIL blockchain project
Slide 39: Circularity and value-enhancing services
Circularity and value-enhancing services Repair, Reuse and Recycle REPAIR • Bottega Veneta introduced its Certificate of Craft in 2022: a lifetime warranty program for its most iconic bags (Jodie, Cassette and Pouch) offering unlimited refresh and repair, for free. • Kering has created multi-country
Slide 40: The Material Innovation Lab
The Material Innovation Lab • Created in 2013 • Based in Milan • Aims to promote traceability and the procurement of more responsible and innovative materials, while minimizing their environmental impact. 8,000 The MIL is involved in: sustainable • Identifying technological opportunities materials •
Slide 41: Next-gen materials
Next-gen materials PEELSPHERE GUCCI DEMETRA COFALIT A non-animal material made An alternative material Boucheron unveiled the Jack from sustainable, renewable that is both waterproof Ultime collection made from and biosourced raw materials and durable, made from of which 77% are derived Cofalit®. fr
Slide 42: Sustainable sourcing: our core framework
Sustainable sourcing: our core framework A set of environmental and social clauses OUR COMMITMENTS PART OF EACH CONTRACT • 100% of key raw materials to be traceable back to their country of origin 2 concrete targets • 100% of the key raw materials used by the Group, and the production processes usin
Slide 43: Raw materials sourcing: ensuring responsible procurement
Raw materials sourcing: ensuring responsible procurement The Kering Standards act as a guide for suppliers to ensure compliance with our environmental and social requirements. They have been developed in collaboration with third party experts and NGOs and are based on the latest scientific research.
Slide 44: Animal welfare across all sourcing regions and species
Animal welfare: ensuring responsible practices across all sourcing regions and species The Kering Standards on Animal Welfare set set out Kering’s requirements concerning the treatment of animals to ensure optimum treatment of all species in the Group’s supply chains OUR MAIN LEVERS OUR ACHIEVEMENTS
Slide 45: Sustainable sourcing: protecting human rights
Sustainable sourcing: protecting human rights OUR COMMITMENTS OUR MAIN LEVERS • Working reasonable hours and decent working conditions SOCIAL AUDITS • Preventing discriminatory practices, ending violence and Centralized harassment Aligned with the best standards as SA8000 and the SMETA audit • Respe
Slide 46: Sustainable sourcing: social audits
Sustainable sourcing: social audits OUR SUPPLY CHAIN STRUCTURE OUR AUDIT METHODOLOGY G e o gr a p hica l lo ca t io n o f Ke r ing’ s s up p lie r s in 2 02 5 • Single, comprehensive audit methodology that covers working conditions, human rights, health and safety • Aligned with the best standards i
Slide 47: ReconKering: securing a strategic supplier ecosystem
ReconKering: Securing a strategic supplier ecosystem From a fragmented supply chain, to one industrial backbone 4,200 direct suppliers 25% of them account for 98% of our purchases With preferred suppliers Shared values and standards LEVERS Joint investments in skills, tools and sustainability OUR De
Slide 48: Summary
SUMMARY 1. GROUP PRESENTATION 2. SUSTAINABILITY 3. PEOPLE 4. GOVERNANCE KERING | ESG Presentation | September 2026
Slide 49: Kering People
KERING PEOPLE 43,731 PEOPLE 37% 23% Men Support & logistics WORK ALL PLACE 63% 25% 52% Women Production Sales 12% 57% 31% 42% 15% 21% Men Over 50 years Under 30 Americas EMEA APAC old years old MANAGERS AGE 64% Between 30 58% and 50 years old Women KERING | ESG Presentation | September 2026 2025 Uni
Slide 50: Our people vision
OUR PEOPLE VISION TALENT AT THE CORE OF BUILD AN INTEGRATED GROUP THE UNDISPUTED CHALLENGER IN LUXURY with responsible, ambitious individuals who want joining strong Houses together with a shared culture and sense to make a difference in an open and diverse environment of purpose, which everyone und
Slide 51: Creating diverse leadership
CREATING DIVERSE LEADERSHIP: OUR COMMITMENT STARTS AT LEADERSHIP LEVEL OUR COMMITMENT OUR ACHIEVEMENTS Increase diversity in key management positions, in terms of gender and geography, to better reflect our business footprint. Women at Kering account for: Achieve a balanced gender mix, especially wi
Slide 52: Advancing workplace equity
ADVANCING WORKPLACE EQUITY ENGAGING OUR WORKFORCE – SOME INITIATIVES A GLOBAL BABY LEAVE POLICY From January 1st, 2020, every new parent, whatever their personal circumstances, is entitled to minimum 14 weeks of paid leave to take care of their newborn(s) or newly adopted child(ren). Fully paid mate
Slide 53: Developing talent: learning & development
DEVELOPING TALENT LEARNING & DEVELOPMENT TALENT DEVELOPMENT & MOBILITY SKILL-BASED LEARNING • Formalization of a Talent management and skills development policy in 2024, including development Kering Learning: multi-language and internal mobility: the policy actively promotes platform with tailored o
Slide 54: Developing talent: preserving know-how
DEVELOPING TALENT PRESERVING KNOW HOW Training & Knowledge Transfer CRAFTSMANSHIP Upskilling programs for employees on new ways of working. PRESERVATION Key/long-term partnerships with Institutes, Schools and Universities (incl. Scholarships) to raise POLICY awareness, share expertise and train
Slide 55: Developing talent: integrated learning ecosystem
✦ DEVELOPING TALENT PRESERVING KNOW-HOW THROUGH AN INTEGRATED LEARNING ECOSYSTEM FROM MAISON INITIATIVES TO A GROUP-WIDE PLATFORM KERING ACCADEMIA 01 CORE MÉTIERS 02 FUTURE-READY SKILLS PER LE ECCELLENZE Ready-to-wear Technology & AI A distributed and integrated Menswear tailoring Leather goods New
Slide 56: Engaging in a meaningful dialogue
ENGAGING IN A MEANINGFUL DIALOGUE KERING LISTENING EMPLOYEE SURVEY 2025 KERING GLOBAL EMPLOYEE SURVEY Global survey for all our employees, in 16 languages - 19 Group-level questions on engagement, well-being, talent and Inclusion & Diversity & 3 optional questions at House level Each House has a
Slide 57: Summary
SUMMARY 1. GROUP PRESENTATION 2. SUSTAINABILITY 3. PEOPLE 4. GOVERNANCE KERING | ESG Presentation | September 2026
Slide 58: Kering Board of Directors
Kering Board of Directors 13 Independent Director members Director representing employees F-H. PINAULT LUCA DE MEO Chairman CEO 64% 45% 5 Independent(2) Women(2) Nationalities VÉRONIQUE WEILL DOMINIQUE SERGE GIOVANNA 1 2 Lead Independent Director D’HINNIN WEINBERG MELANDRI Lead Directors Independent
Slide 59: Two Board appointments
Two Board appointments Marie-Hélène Chenut Laurent Kleitman • 63 - French national • 59 - French national • 35-year career at Chanel • Group Chief Executive, Mandarin Oriental • 9 years as Director of Haute Couture and Haute • 30 years’ experience across Couture & Ready-to-wear luxury, beauty, and a
Slide 60: Two Board renewals
Two Board renewals Serge Weinberg Véronique Weill • 75 - French national • 66 - French national • Chair of the Appointment • Lead Independent & Governance Committee Director • Member of the Audit and • Chair of the Remuneration Remuneration Committee Committees • Member of the Audit, • Chairman of W
Slide 61: A committed Board of Directors
A committed Board of Directors as of December 31, 2025 13 Board meetings 19 Committee meetings 93% attendance rate 95% attendance rate KERING | ESG Presentation | September 2026 62
Slide 62: 2025 Remuneration – François-Henri Pinault, Chairman and CEO
2025 Remuneration – François-Henri Pinault, Chairman and CEO From January 1 to September 14, 2025 REMUNERATION AMOUNT COMMENTS COMPONENT Annual fixed remuneration €844,932 Based on an annual amount of €1,200,000 Pro rata temporis Annual variable €448,151 • Based on an annual amount of €636,480 remun
Slide 63: 2025 Remuneration – Luca de Meo, CEO
2025 Remuneration – Luca de Meo, CEO From September 15 to December 31, 2025 REMUNERATION AMOUNT COMMENTS COMPONENT Annual fixed remuneration €650,959 Based on an annual amount of €2,200,000 Pro rata temporis Annual variable €1,210,000 • Specific target amount for 2025 remuneration • 100% achievement
Slide 64: 2025 Remuneration – François-Henri Pinault, Chairman of the Board
2025 Remuneration – François-Henri Pinault, Chairman of the Board From September 15 to December 31, 2025 REMUNERATION AMOUNT COMMENTS COMPONENT Annual fixed remuneration €207,123 Based on an annual amount of €700,000 Pro rata temporis Long-term variable 755 shares vested • Vesting of the 2022 Perfor
Slide 65: 2026 Remuneration policy for the CEO
2026 Remuneration policy for the CEO Boards’ approach to CEO remuneration Performance-oriented system Incentivizes sustainable value creation and delivery of the Group’s strategic objectives Ensures strong alignment with shareholders' interests Unchanged structure vs. previous year 12.5 % Annual fix
Slide 66: 2026 Annual variable remuneration
2026 Annual variable remuneration Performance assessed over 1 year Financial criteria 60% 40% Strategic criteria 30% EBIT 10% New Group organization Achievement of the annual budget target, Deployment of the new Industry and Client hubs, as well as comparing the budget EBIT (remeasured at the Jewelr
Slide 67: 2026 Long-term variable remuneration
2026 Long-term variable remuneration Performance assessed over 3 years Financial criteria 50% 30% Strategic criteria 25% EBIT 20% Business diversification EBIT growth over the three-year vesting period Growth in revenue from non-cyclical activities other than (2026–2028), with vesting linked to annu
Slide 68: 2026 Remuneration policies for Chairman and Board
2026 Remuneration policies for the Chairman of the Board and the Board of Directors Unchanged vs. previous year Chairman of the Board of Directors Board of Directors €1,400,000 global envelope to be distributed among Board members 60% annual portion, based on attendance at Board and Committee meet
Slide 69: Appendices
APPENDICES KERING | ESG Presentation | September 2026
Slide 70: Board of Directors skill matrix
BOARD OF DIRECTORS SKILL MATRIX KERING | ESG Presentation | September 2026 71
Slide 71: 2026 Annual variable remuneration: assessment method
2026 Annual variable remuneration Performance assessment method FINANCIAL CRITERIA Weighting Target Max. Level of achievement Level of achievement vs. budget ≤ 85% 100% 125% EBIT 30% €1,452,000 €2,332,000 Payout (as a % of the target) 0% 100% 160.6% Corresponding amount €0 €1,452,000 €2,332,000 Leve
Slide 72: 2026 Long-term variable remuneration: assessment method
2026 Long-term variable remuneration Performance assessment method Relative Indicators Performance assessment method weighting FINANCIAL CRITERIA (50%) For one-third of the shares in each of the three respective years of the vesting period, vesting is contingent upon meeting the budget approved each
Slide 73: Kering Houses
GUCCI | SAINT LAURENT | BOTTEGA VENETA | BALENCIAGA | McQUEEN | BRIONI BOUCHERON | POMELLATO | DODO | QEELIN | GINORI 1735 KERING EYEWEAR