Hugo Boss Ag · XETR:BOSS
Hugo Boss — Q3 2023 Earnings Presentation
104 slides from Hugo Boss's earnings presentation, Nov 2, 2023
Slide 1: Investor Meeting Q3 2023 Presentation
INVESTOR MEETING Q3 2023 PRESENTATION, |, || (>
Slide 2: Agenda
"CLAIM 5" STRATEGY Q3 2023 RESULTS OUTLOOK FY 2023 GENERAL INFORMATION HUGO BOSS
Slide 3: Become premium tech-driven fashion platform worldwide
=BECOME PREMIUM TECH- DRIVEN FASHION PLATFORM WORLDWIDE WE WE FASHION | FASHION, | HUGO BOSS
Slide 4: Billion sales in 2025, EBIT margin, top 100 global brands
BILLION SALES IN 2025 -_ EBIT MARGIN IN 2025 BECOME ONE OF TOP 100 GLOBAL BRANDS
Slide 5: CLAIM 5 Strategy
HUGO BOSS CLAIM 5 STRATEGY WHY CONSUMER FIRST WHAT BOOST PRODUCT LEAD IN DRIVE ORGANIZE BRANDS IS KEY DIGITAL OMNICHANNEL FOR GROWTH SUSTAINABLE THROUGHOUT HOW RIGOROUS EXECUTION EMPOWER PEOPLE AND TEAMS
Slide 6: Looking back: we have achieved
LOOKING BACK WE HAVE ACHIEVED
Slide 7: Financial progress report
FINANCIAL PROGRESS REPORT WE HAVE KEPT OUR PROMISE... HUGO BOSS Strong acceleration in top-line growth (8% CAGR 2019-2022) Vv €4 B sales target to be reached in 2023 (two years ahead of plan) Vv Gross margin at upper end of mid-term outlook despite external headwinds Vv Nearly €200 M incremental inv
Slide 8: HUGO BOSS is back on growth trajectory
HUGO BOSS PAGE 8 HUGO BOSS IS BACK ON GROWTH TRAJECTORY STRONG ACCELERATION SINCE INTRODUCTION OF "CLAIM Ste — GROUP SALES 4 {)) EBIT MARGIN 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2023 «2024 = 2025
Slide 9: Significant outperformance vs. key competitors
HUGO BOSS PAGE 9 HUGO BOSS WITH SIGNIFICANT OUTPERFORMANCE VS. KEY COMPETITORS GROUP SALES DEVELOPMENT (CURRENCY-ADJUSTED CHANGE IN % VS. 2021) +27% ------ Peer group (weighted average) — — ----- Overall industry growth 2022E* — — +8% HUGO BOSS * SOURCE: GLOBAL DATA 03/2023
Slide 10: Market share gains in 2022
HUGO BOSS IN 2022 MARKET SHARE ‘\e [e) N (e) N is) N 2 eXcluding Russias» Ukraine: Global Data 03/2023
Slide 11: Significant increase in brand value
PAGE HUGO BOSS SIGNIFICANT INCREASE IN BRAND VALUE BEST GLOBAL BRANDS 2022 __ [intettrana) BOSS > HUGO BOSS > HUGO BOSS > +37% +22% rr i a BECOME ONE OF THE
Slide 12: BOSS claims first place
HUGO BOSS BOSS CLAIMS y 1ST PLACE 2] ¥ FOR THE FIRST TIME
Slide 13: New financial ambition
HUGO BOSS NEW FINANCIAL AMBITION CLAIM 5 UPDATE
Slide 14: Execution of CLAIM to impact financial ambition
_ HUGO BOSS EXECUTION OF CLAIM 5 TO IMPACT FINANCIAL AMBITION O moox | | OUTLOOK INVESTOR Continue Business operations DAY 2023 © superior top-line platform to support growth __ gross margin __ Further invest Accelerate in marketing, store portfolio digital, and logistics — refresh
Slide 15: New 2025 financial ambition
NEW 2025 FINANCIAL AMBITION GROUP SALES 2025 INITIAL €4 B in 2025 HUGO BOSS 2025 NEW €5 B in 2025 SALES GROWTH 6% CAGR 2019-2025 10% CAGR 2019-2025 EBIT ~ €480 M 2 €600M EBIT MARGIN ~12% OF GROUP SALES > 12% OF GROUP SALES FCF GENERATION ~ €2 B 2021-2025 ~ €2.5 B 2021-2025
Slide 16: Top-line: new 2025 sales target
TOP-LINE NEW 2025 SALES TARGET = Building on regained brand momentum and leveraging global growth opportunities Balanced growth between space expansion, volume and price 10% CAGR 6% > €4.0B CAGR €3.7B €2.9B 2019 2022 2025 INITIAL AMBITION HUGO BOSS 2025 NEW AMBITION
Slide 17: Balanced growth across brands, channels and regions
HUGO BOSS BALANCED GROWTH PROFILE TO CONTINUE ACROSS BRANDS, CHANNELS, AN D REGIONS BOSS MENSWEAR BOSS HUGO BRANDS WOMENS- WEAR CHANNELS >€2.5B | BRICK-AND-MORTAR RETAIL BRICK-AND-MORTAR WHOLESALE DIGITAL LICENSES. REGIONS >55% | MEA AMERICAS ASIA/PACIFIC ICENSES
Slide 18: Bottom-line development
BOTTOM-LINE DEVELOPMENT COMMITTED TO ACHIEVE 212% EBIT MARGIN BY 2025 Gross margin improvements to support EBIT margin development 12% Investments in operating overhead and fulfilment to weigh on operating expenses HUGO BOSS EBIT MARGIN 2025 212% ~12% EBIT fulfilment Gross margin
Slide 19: Gross margin
GROSS MARGIN IMPROVEMENT IN GROSS MARGIN MAINLY REFLECTS SURGE IN BRAND MOMENTUM B&M retail expansion drives favorable channel mix Regained brand strength leads to higher full-price sales Business operations platform leads to sourcing efficiencies 65% HUGO BOSS GROSS MARGIN 60-62% 2025 62-64% mix
Slide 20: Store network optimization
STORE NETWORK OPTIMIZATION OPTIMIZATION AND SELECTIVE EXPANSION OF STORE NETWORK TO CAPITALIZE ON BRAND MOMENTUM Further optimizing store network remains key priority Store productivity to increase by at least 3% p.a. until 2025 Selective expansion of B&M retail store network DEVELOPMENT OF FREESTAN
Slide 21: Operating overhead costs and fulfilment
OPERATING OVERHEAD COSTS AND FULFILMENT FUTURE GROWTH AMBITION TO BE BACKED BY STRONG AND EFFICIENT ORGANIZATION Higher fulfilment costs to support top-line growth by 2025 and beyond Setting up best-in-class organization for future growth and profitability Overall cost inflation weighs on overhead c
Slide 22: Capital expenditure
HUGO BOSS CAPITAL EXPENDITURE RATIO OF GROWTH VS. MAINTENANCE CAPEX OF AROUND 40/60 CAPITAL EXPENDITURE (IN % OF GROUP SALES) CAPEX 2023-2025 >80% of capital expenditure 08 related to store network, logistics expansion, and 7 digital excellence \ Digital 03 2019 2020 2021 2022 2023 2024 2025 Logisti
Slide 23: Trade net working capital
HUGO BOSS TRADE NET WORKING CAPITAL TRADE NET WORKING CAPITAL TO REMAIN AT A STRONG LEVEL BETWEEN 16% AND 18% TNWC (IN % OF GROUP SALES) = Inventory optimization 28 initiatives and supplier financing program to support TNWC 24 L\ Inventories in % of sales J \ 20 to improve to a level of <20% by 2025
Slide 24: Capital allocation framework
GENERATE SHAREHOLDER RETURN CAPITAL ALLOCATION FRAMEWORK 01 REINVEST FOR ORGANIC GROWTH Investments + 02 * PROGRESSIVE ABSOLUTE DIVIDEND PAYMENTS Payout ratio 30-50% 03 STRATEGIC INVESTMENTS + HUGO BOSS 04 * RETURN EXCESS LIQUIDITY TO SHAREHOLDERS Special dividend Share buyback
Slide 25: Boost brands
Ot Ot Ot Ot 01 BOOST BRANDS CLAIM 1
Slide 26: Revitalized brand portfolio
PAGE 26 HUGO BOSS WE REVITALIZED OUR BRAND PORTFOLIO STRATEGY AND BRAND ARCHITECTURE WITH POSSIBILITY TO ADD MORE BUSINESSES WITH HUGO BOSS PREMIUM LIFESTYLE POSITIONING
Slide 27: BOSS: be your own BOSS
BE YOUR OWN BOSS BOSS addresses customers in the premium segment who lead a self- determined life, show a clear attitude, and pursue ambitions with determination BOSS offers the perfect outfit for every occasion — from business to leisure — with casualness and comfort being key attributes
Slide 28: HUGO: your way
YOUR WAY HUGO targets customers who consider their way of dressing as an expression of their individual personality and who see themselves as trendsetters HUGO offers a broad range of trendy and modern products reflecting the brand's authentic and unconventional style
Slide 29: Attracting younger consumers while staying relevant
HUGO BOSS WHILE STAYING RELEVANT FOR EXISTING CUSTOMER BASE +4M +35% FOLLOWERS ON INSTAGRAM & TIKTOK BETWEEN SHARE OF E-COM 18-34 & DOS SALES BY MEMBERS UNDER 30 2022 VS. 2021 SI INTRODUCTION
Slide 30: Fueling relevance of BOSS and HUGO
HUGO BOSS TO FUEL RELEVANCE OF BOSS AND HUGO REINFORCE LEVERAGE INTRODUCE CREATE UNIQUE TWO-BRAND FULL POTENTIAL | NEW WAYS BRAND STRATEGY IN OF BOSS TO REACH MOMENTS CONSUMERS' AND HUGO YOUNGER TO INCREASE MIND BRAND LINES CONSUMERS BRAND RELEVANCE Boss
Slide 31: Clearly distinguished brands and marketing strategies
HUGO BOSS CLEARLY tele DISTINGUISHED BRANDS MARKETING STRATEGIES DIFPERENT GROUPS BOSS HUGO DIFFERENT MARKETING APPROACHES
Slide 32: Maximize consumer impact
OVERALL = Marketing investments to remain at 7-8% of Group sales = Activate consumers across all touchpoints = Continue a digital-first marketing strategy = Become culturally relevant through sports, music, arts, and collabs = Sustainably connect with consumers through emotional storytelling MAXIMIZ
Slide 33: Product is key
OZ OZ OZ OZ 02 PRODUCT IS KEY CLAIM 2 HUGO BOSS >.
Slide 34: Brand lines overview
BOSS MENSWEAR Boss BOSS WOMENSWEAR Boss HUGO BOSS HUGO MENSWEAR & WOMENSWEAR HUGO BOSS STRONG COMMITMENT TO WITH MULTIPLE BRAND LINES LUXURIOUS-WEAR TAILORING & BOSS SMART CASUALWEAR CASUALWEAR ATHLEISUREWEAR STREET TAILORING & CASUALWEAR DENIMWEAR & HUGO BEYOND
Slide 35: BOSS Menswear 24/7 lifestyle promise
HUGO BOSS BOSS MENSWEAR 24/7 LIFESTYLE PROMISE y PEL FROM HIGH-END TO MODERN BOLD SMART AND DENIM TOAN ACTIVE TAILORING PERFORMANCE CASUAL COMPETENCE... LIFESTYLE HERITAGE... SUITS... STYLES... BOSS BLACK BOSS GREEN
Slide 36: BOSS Menswear 2025 ambition
HUGO BOSS BOSS MENSWEAR | ~ €3.5B = Amplify the brand DNA - own the heritage in suiting in a modern way : 2025 AMBITION = Offer products to wear 24/7 from morning to evening = Keep the momentum and sharpen the collection to consumer and regional needs = Claim price-value leadership across categories
Slide 37: BOSS Womenswear 24/7 lifestyle promise
HUGO BOSS BOSS WOMENSWEAR 24/7 LIFESTYLE PROMISE Eres i i «a ie! : > 5 ml FROM HIGH-END TO MODERN BOLD SMART AND.DENIM INTO AN ACTIVE TAILORING TAILORING... CASUAL COMPETENCE... LIFESTYLE HERITAGE... STYLES... BOSS BLACK
Slide 38: BOSS Womenswear 2025 ambition
HUGO BOSS BOSS WOMENSWEAR ~ €0.5B 2025 AMBITION = Offer products to wear 24/7 from morning to evening = Foster cohesive aesthetic between BOSS Menswear and Womenswear communication = Amplify brand DNA - translate heritage in suiting into new business wear and create true hero products = Further esta
Slide 39: HUGO celebrates in every situation
HUGO CELEBRATES IN EVERY SITUATION Balanced offer of commercial and contemporary pieces Investment in new categories such as womenswear bodywear & hosiery CELEBRATE HANG OUT HUGO BOSS
Slide 40: HUGO product strategy
PRODUCT STRATEGY = Foster cohesive aesthetic between Menswear and Womenswear = Balance out commercial and more contemporary designs = Mix tailoring and streetwear for HUGO RED and push clothing, jersey, and outerwear = Leverage HUGO BLUE to grasp growth opportunity in denim = Fully leverage the pote
Slide 41: HUGO Red and HUGO Blue brand lines
HUGO BOSS TWO BRAND LINES WITH DEDICATED STYLES AND COMMON BRAND VALUES peep > - a iY , a N TA - ed 7 aj! HUGO RED WITH A HUGO BLUE pe <i STRONG FOCUS ON EMPHASIZES * , STREET TAILORING COMMERCIAL “tte FOR FASHION- STYLES WITH DENIM j FORWARD AT THE CORE ey, ¥ CONSUMERS
Slide 42: Targeted assortment plan for BOSS and HUGO
PAGE 42 HUGO BOSS TARGETED ASSORTMENT PLAN FOR BOSS AND HUGO ALIGNING PRODUCT STRATEGY WITH COMMERCIAL OBJECTIVES CORE MERCHANDISE CAPSULE SEASONAL FASHION (SEASONAL) BASIC v DRIVING SALES CREATING NEWNESS & PROFITABILITY CREATE BUZZ & DRIVING SALES
Slide 43: Licenses extend 24/7 lifestyle promise
HUGO BOSS EXTENDS 24/7 LIFESTYLE PROMISE FRAGRANCES EYEWEAR WATCHES & KIDSWEAR JEWELRY WRITING & DOG EQUESTRI GIFTS ACCESSORIES IE CH (APR 202: EW LAUNCH (JUN 202: NEW LAUNCH (
Slide 44: Lead in digital
OS Og Ox Og 03 LEAD IN DIGITAL CLAIM 3 HUGO BOSS
Slide 45: Speed, personalization and cost efficiency
HUGO BOSS EMPHASIZE SPEED, PERSONALIZATION, AND COST EFFICIENCY Trend Product Modular product Digital Metaverse Digital Showroom Advanced analytics detection creation development Twin experience RFID in Retail in merchandising \ 7 & Pe ORGANIZATION elce ES ORGANIZATION a *a25
Slide 46: Shifting towards trend analytics with data and generative AI
HUGO BOSS SHIFTING TOWARDS TREND ANALYTICS BY THE HELP OF DATA INSIGHTS AND GENERATIVE Al GENERATIVE Al CREATES NEW SPACES FOR CREATIVITY. IDENTIFY IMPROVE WIN KEY EMERGING TIME-TO-MARKET WITH RELEVANT TRENDS CONSUMER GROUPS
Slide 47: Foster digital product creation
sce ay HUGO BOSS FOSTER DIGITAL PRODUCT CREATION TO ACCELERATE DESIGN AND DEVELOPMENT PROCESS DIGITAL PRODUCT CREATION TO INCREASE EFFICIENCY, ~ REDUCE COSTS, AND FURTHER OPTIMIZE QUALITY. ~55% >30% >90% { DIGITAL STYLE VS. WINTER 22 DIGITAL STYLES CREATI TARGETED WINTER 2023 BY 2025 BN DESIGNE DEVE
Slide 48: Digital twin as backbone of future growth
HUGO BOSS TO BUILD THE BACKBONE OF FUTURE GROWTH DIGITAL TWIN ENABLES SMART DECISION-MAKING BY CONNECTING PLANNING AND EXECUTION, FROM DEMAND TO SUPPLY. SUSTAIN GROWTH PRODUCTION & LOGISTICS
Slide 49: Digital showroom increases placed orders
HUGO BOSS WITH STRONG INCREASE IN PLACED ORDERS MATCH THE INCREASING DEMAND FOR A FASTER AND MORE IMPACTFUL ORDER EXPERIENCE 17 DIGITAL SHOWROOM LOCATIONS GLOBALLY SALES & MARKETING
Slide 50: Digital innovation in retail
PAGE 50 DIGITAL INNOVATION IN RETAIL AS AN INTEGRAL PART OF OUR GROWTH JOURNEY VIRTUAL STYLING enabling virtual try-ons based on personalized mannequins IN-STORE DIGITALIZATION adding new digital touchpoints into stores to create an attractive point of access to products and services RFID TECHNOLOGY
Slide 51: Leveraging data to improve merchandising
PAGE 51 LEVERAGING DATA TO IMPROVE OUR MERCHANDISING PROCESSES ADVANCED MARKDOWN MANAGEMENT Drive efficient end-of-season pricing by automatically finding optimal markdown. SALES & MARKETING DATA-DRIVEN INTER-STORE TRANSFER Optimization and automation of transfers between retail stores to match inve
Slide 52: Drive omnichannel
04 HUGO BOSS > f 4 a f Y O4 OA DRIVE _@ OMNICHANNEL O4
Slide 53: Moving to where consumers expect us
AGE 53 WE MOVE TO WHERE CONSUMERS EXPECT US TO BE RETAIL DIGITAL BE YOUR O' OMNICHANNEL ‘ Oss yong 19; “H mi GO AY.\' HUGO BOSS WHOLESALE - “em a a METAVERSE
Slide 54: Leveraging high-quality channel mix
HUGO BOSS LEVERAGING OUR HIGH-QUALITY CHANNEL MIX 2025 AMBITION KEEP ADAPT RETAIL DIGITAL AT TO >50% >20% OF GROUP SALES OF GROUP SALES
Slide 55: Experiential in retail
HUGO BOSS EXPERIENTIAL IN RETAIL ACTIONS > ENABLERS > = Become THE “place to be” = Experiential store design, for our customers pop-ups, and digitalization = Enhance customer i tifts PROS > e experience with a desirable = Valuable hospitality concept look and feel 4 = Excellence in store = Increase
Slide 56: Investing in store portfolio
HUGO BOSS INVESTING UP TO €600 M IN STORE PORTFOLIO. im Le = 470 | ~500 2022 2025 AMBITION Oe on of 5022
Slide 57: Store productivity increase
HUGO BOSS BY AT LEAST 3% PER YEAR STORE PRODUCTIVITY (€/SQM) 23% veke ST = Accelerate rollout of latest store concepts = Continue store optimization folgete|celanl = Constantly improve product offering at the POS >13,000 2025 AMBITION
Slide 58: Win with the winners in wholesale
WIN WITH THE WINNERS IN WHOLESALE ACTIONS = Leverage brand lines = Grow with existing strong partners = Drive digital selling and automated replenishment = Continue shop-in-shop refreshments and pop-ups = Exploit potential of franchise business ENABLERS Strong positioning of brands and focused produ
Slide 59: Global franchise business potential
sce 9 HUGO BOSS EXPLOIT THE FULL POTENTIAL OF OUR GLOBAL FRANCHISE BUSINESS FOCUS ON EXPANDING NUMBER OF IN EMERGING MARKETS FRANCHISE STORES ~50 AMERICAS ——— ~180 EMEA ~10 ASIA/PACIFIC — —___ 2022 ~500 TARGET 2025+
Slide 60: Inspirational in digital
HUGO BOSS INSPIRATIONAL IN DIGITAL ACTIONS > ENABLERS > = Expand and grow = Localized content and hugoboss.com marketing = |mprove user experience and = Latest app skills and Al- > e push mobile and social driven features commence = Data-driven decision-making = Grow with strong digital and improvem
Slide 61: Leveraging potential of hugoboss.com
HUGO BOSS LEVERAGING POTENTIAL OF HUGOBOSS.COM BY DELIVERING NEXT-LEVEL DIGITAL EXPERIENCE DESIRABLE CONTENT DESIGNED PERSONALIZED STORYTELLING AND AND ADAPTED TO CUSTOMER JOURNEY BRAND CONTENT LOCAL NEEDS LEVERAGING Al THe NEw a FORMAL a HUGO BOSS" EXPERIENGE | SY 7, a . ze See INCREASED PAGE VALUE
Slide 62: In the Americas
IN THE AMERICAS ~20% > HIGH SINGLE-DIGIT GROWTH HUGO BOSS
Slide 63: In EMEA
IN EMEA >55% MID TO HIGH SINGLE-DIGIT GROWTH HUGO BOSS
Slide 64: In Asia/Pacific
HUGO BOSS IN ASIA/PACIFIC t LOW DOUBLE- DIGIT GROWTH ~20%
Slide 65: Organize for growth
SISISTS Ci Cl Gail Gi 05 ORGANIZE FOR GROWTH CLAIM 5 HUGO BOSS
Slide 66: Stepping up investments in logistics network
HUGO BOSS STEPPING UP INVESTMENTS IN OUR LOGISTICS NETWORK TO SUPPORT GROWTH AMBITION LOGISTICS CAPACITY > OWN USA OPERATIONS ~65M |~90M moon ew” UNITS CAPACITY UNITS CAPACITY PROVIDER IN 2023 MID-TERM CHINA
Slide 67: Our own production capacities
HUGO BOSS OUR OWN PRODUCTION CAPACITIES IZMIR FACTS & FIGURES ! ! ! ~5,000 | ~5M 4 EMPLOYEES UNITS —— PRODUCTION ——_4 PLANTS I O/_* 2x / 3 1 A (eo) TOTAL OF TOTAL CAPACITY IN PRODUCTION IZMIR ALMOST CAPACITY OWN PRODUCTION DOUBLED DEDICATED TO THEREOF ~12%* IN IZMIR, TURKEY — IN 2022 CASUALWEAR
Slide 68: Nearshoring to align sourcing with sales markets
ssches HUGO BOSS ADVANCING WITH NEARSHORING TO BETTER ALIGN REGIONAL SOURCING ACTIVITIES WITH SALES MARKETS GROW IN THE SELECTIVELY REDISTRIBUTE AMERICAS EXPAND EMEA WITHIN APAC SOURCING = VOLUMES =o ry BY REGION + t ¥ v a _ ~10% ~50%" | ~A0% ~- MID-TERM MID-TERM MID-TERM AMBITION AMBITION AMBITION
Slide 69: Building the backbone for future growth
BUILDING THE BACKBONE FOR FUTURE GROWTH BY INTRODUCING THE DIGITAL TWIN SUSTAIN SUPPORT GROWTH PROFITABILITY 01 02 ENABLING SMART DECISION-MAKING THROUGH A TECH-DRIVEN BUSINESS OPERATIONS PLATFORM HUGO BOSS
Slide 70: Sustainable throughout
‘SUSTAINABLE ~~ ROUGHOUT.
Slide 71: Strong achievements in sustainability
STRONG ACHIEVEMENTS IN THE AREAS OF SUSTAINABILITY 6X LISTED IN STRATEGIC PARTNERSHIP DOW JONES HEIQ AEONIQ, SUSTAINABILITY A CELLULOSIC INDEX FILAMENT YARN HUGO BOSS
Slide 72: We love fashion, we change fashion
HUGO BOSS WE LOVE FASHION, WE CHANGE FASHION. At HUGO BOSS, we are committed to protecting our planet and ensuring a liveable future for the generations to come. Overconsumption, water scarcity and CO, emissions are currently driving our industry. We want to make a difference: for us, sustainability
Slide 73: Why we believe in a changed fashion industry
ah we HUGO BOSS : : THIS IS WHY WE BELIEVE SSW ~| INA FASHION INDUSTRY ... WHERE RESOURCES ARE NOT WASTED We aim to provide circular products that are made with renewable/recycled materials, are recyclable, and are designed for longevity to keep resources in a cycle for as long as possible. ..- WHER
Slide 74: Strategy anchored in core principles
HUGO BOSS OUR STRATEGY IS ANCHORED IN THESE CORE PRINCIPLES OUR 5 STRATEGIC SUSTAINABILITY PILLARS A STRONG ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG) BASIS
Slide 75: Dedicated goal behind each strategic pillar
HUGO BOSS THERE IS A DEDICATED GOAL BEHIND EACH STRATEGIC PILLAR _ X =e A aN E- Ls a ce) e) fe) fe) ce) 80% 90% 100% 0% -50% CIRCULAR products products natural materials polyester & nylon co, by 2030 will be developed according to by 2030 emissions digitally regenerative by 2030 by 2025 principles o
Slide 76: Strategic pillars backed by strong ESG basis
PAGE 76 HUMAN RIGHTS & SOCIAL COMPLIANCE OUR 5 STRATEGIC PILLARS ARE BACKED BY AS EMPLOYEE DEVELOPMENT ANIMAL WELFARE + HUGO BOSS adheres to recognized animal welfare standards + We do not use: fur and angora wool + We only use: leather as a by-product of the food industry, down without live pluckin
Slide 77: Third quarter results, November 2, 2023
HUGO BOSS THIRD RESULTS NOVEMBER 2, 2023
Slide 78: Rigorous execution of CLAIM 5 strategy
THIRD QUARTER 2023 RESULTS. H UcTe} BOSS RIGOROUS EXECUTION OF “CLAIM 5" STRATEGY WITH STRONG PROGRESS ALONG ALL STRATEGIC CLAIMS 1 2 3 4 5 BOOST PRODUCT LEAD IN DRIVE ORGANIZE BRANDS IS KEY DIGITAL OMNICHANNEL FOR GROWTH HIGHLY SUCCESSFUL STRENGTHEN 24/7 ACCELERATE USE ROBUST GROWTH INCREASE LOGIST
Slide 79: Growth trajectory continues in Q3
THIRD QUARTER 2023 RESULTS. GROWTH TRAJECTORY CONTINUES IN Q3 WITH STRONG TOP- AND BOTTOM-LINE IMPROVEMENTS €1,027M +10: +122, +20 op IN GROUP CURRENCY +152 CURRENCY-ADJUSTED
Slide 80: Ongoing brand activation drives awareness
THIRD QUARTER 2023 RESULTS. HUGO BOSS ONGOING BRAND ACTIVATION DRIVES AWARENESS AND INTERACTION FOR BOSS AND HUGO LAUNCH OF FW 2023 CAMPAIGNS SPURS BRAND MOMENTUM CO x ENGAGEMENTS VS. FW22 BOSS FW23 CAMPAIGN % FW23 CAMPAIGN
Slide 81: BOSS fashion show in Milan fuels brand momentum in Q3
Slide 82: Double-digit growth trajectory continues across all brands
Slide 83: All channels record robust sales improvements in third quarter
Slide 84: Modernization and optimization of store network in full swing
Slide 85: Broad-based growth with double-digit improvements across all regions
Slide 86: Robust bottom-line improvements in Q3 despite ongoing investments
Slide 87: Inventory management remains key priority
Slide 88: Free cash flow development impacted by TNWC and higher capex
Slide 89: HUGO BOSS confirms outlook for FY 2023
Slide 90: Financial calendar & investor relations contact
Slide 91: General information based on FY 2022
Slide 92: HUGO BOSS at a glance
Slide 93: Sales by brand 2022
Slide 94: HUGO BOSS global market presence
Slide 95: Distribution channels
Slide 96: Sales by distribution channel
Slide 97: Retail store network
Slide 98: Sourcing footprint
Slide 99: Strong organizational set-up
Slide 100: Compensation system
Slide 101: Shareholder structure
Slide 102: Multi-year overview sales
Slide 103: Forward-looking statements contain risks
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