Hugo Boss Ag · XETR:BOSS
Hugo Boss — Investor Presentation (November 2021)
84 slides from Hugo Boss's investor presentation, Nov 5, 2021
Slide 1: Investor Meeting Presentation
INVESTOR MEETING PRESENTATION
Slide 2: Claim 5 Strategy
CLAIM 5 STRATEGY PAGE 2
Slide 3: The Vision
BECOME THE PREMIUM TECH- DRIVEN FASHION PLATFORM WORLDWIDE. THE VISION PAGE 3
Slide 4: The Mission
WE LOVE FASHION, WE CHANGE FASHION THE MISSION PAGE 4
Slide 5: The Ambition
€4 BILLION IN 2025 €5 BILLION IN 2026+ BECOME ONE OF THE TOP-100 GLOBAL BRANDS THE AMBITION PAGE 5
Slide 6: Claim 5 Strategy
CLAIM 5 STRATEGY WHY CONSUMER FIRST 1 2 3 4 5 WHAT BOOST PRODUCT LEAD IN REBALANCE ORGANIZE BRANDS IS KING DIGITAL OMNICHANNEL FOR GROWTH SUSTAINABLE THROUGHOUT HOW RIGOROUS EXECUTION EMPOWER PEOPLE AND TEAMS PAGE 6
Slide 7: Claim: Our Position in the Consumers' Minds
CLAIM OUR POSITION IN THE CONSUMERS’ MINDS PAGE 7
Slide 8: Consumer Always Very First
PAGE 8 CONSUMER ALWAYS VERY FIRST WE AIM FOR FANS, NOT JUST CONSUMERS PAGE 8
Slide 9: Consumer/Fans
DRIVE PURCHASES ACCESS BUILD BUILD LOYALTY AWARENESS AUTHENTICITY DESIRABILITY CONSUMER/ FANS BUILD ENGAGE RELATIONSHIPS CONSUMERS VALUE EXCLUSIVITY INCENTIVE TO INTERACT REWARDS PAGE 9
Slide 10: Claim: Boost Brands
"BOOST YY BRANDS YY f // HUGO BOSS
Slide 11: Brand Portfolio Strategy
BRAND PORTFOLIO STRATEGY ONE HUGO BOSS PLATFORM WITH TWO BRANDS AND THE POSSIBILITY TO ADD MORE BUSINESSES TO IT Balanced and strong brand portfolio BOSS and HUGO as 2 lifestyle stories Premium lifestyle positioning PAGE 11
Slide 12: The New Brand World: BOSS Menswear
THE NEW BRAND WORLD BOSS MENSWEAR PAGE 12
Slide 13: The New Brand World: BOSS Womenswear
THE NEW BRAND WORLD BOSS WOMENSWEAR PAGE 13
Slide 14: The New Brand World: HUGO
THE NEW BRAND WORLD HUGO PAGE 14
Slide 15: Overall Strategy BOSS Menswear
PAGE 15 OVERALL STRATEGY BOSS MENSWEAR 2.6B 2025 ~€ Foster brand positioning in premium/affordable luxury segment Dress consumers for every occasion 24/7 to enhance perception as a lifestyle brand AMBITION Emotionalize the brand to attract additional & younger consumers Push digital channels to driv
Slide 16: Overall Strategy BOSS Womenswear
PAGE 16 OVERALL STRATEGY BOSS WOMENSWEAR 0.4B 2025 ~€ Drive brand strength among female consumers Increase visibility across all consumer touchpoints AMBITION Establish BOSS womenswear as a 24/7 brand, capturing all wearing occasions Focus on digital and grow physical presence in key cities 2020 € 0
Slide 17: Overall Strategy HUGO
OVERALL STRATEGY HUGO 0.8B 2025 ~€ Become the first brand touchpoint for younger consumers Build HUGO brand power by focusing on brand values & a clear differentiation AMBITION Grasp growth opportunity by balancing contemporary and commercial items Focus on digital and drive geographical expansion i
Slide 18: Marketing Strategy
MARKETING STRATEGY Step up in marketing investments and increase marketing efficiency Recognize BOSS and HUGO as ‘digital citizens’ Ensure every consumer touchpoint is working in alignment Content that extends beyond advertising to become part of culture Communication leading with purpose and values
Slide 19: Claim: Product Is King
" PRODUCT Wf IS KING YY f J ff HUGO BOSS
Slide 20: BOSS 24/7 Brand
24/7 BRAND DRESS ALL AGES FROM HEAD TO TOE FOR EVERY OCCASION PAGE 20
Slide 21: High Product Value and Competitive Pricing
HIGH PRODUCT VALUE AND COMPETITIVE PRICING ENSURE CLEAR COMPREHENSIVE SUSTAINABILITY OFFER PREMIUM POINT OF FUNCTIONALITY AS FUTURE ATTRACTIVE QUALITY IN ALL DIFFERENCE AS AN VALUE ACROSS PRICE-VALUE OUR PRODUCTS IN ALL OUR INNOVATION PRODUCT PROPOSITION PRODUCTS DRIVER PORTFOLIO 01 02 03 04 05 PAGE
Slide 22: The Product Matrix
THE PRODUCT MATRIX FOCUS LABEL THE FOUNDATION STAY RELEVANT INSPIRE GRASP OPPORTUNITY QUICK SEASONAL/ SPORTS/ FW/ LABEL CORE BASIC CAPSULE COLLABS JEANS RESPONSE FASHION UW+SWIM ACC ~ 40% ~ 20% ~ 20% ~ 20% BESTSELLERS CREATE A BUZZ INSPIRATIONAL GROWTH POTENTIAL PAGE 22
Slide 23: The Product Strategy (BOSS)
THE PRODUCT STRATEGY Quality, casual chic, and restrained elegance paired with understatement refined with a pinch of luxury. FROM TAILORED PRODUCTS TO CASUALIZATION TO MODERN WEAR 24/7 FROM AND COMFORT INNOVATIVE MORNING TO ARE KEY LIFESTYLE EVENING PAGE 23
Slide 24: The Product Strategy (HUGO)
THE PRODUCT STRATEGY A broad range of commercial and contemporary pieces reflecting the authentic and unconventional HUGO style. FIRST BRAND SHARPEN THE INCREASE SPEED TOUCHPOINT PRODUCT RANGE AND SEIZE FOR YOUNGER BASED ON OWN OPPORTUNITIES CONSUMERS BRAND IDENTITY PAGE 24
Slide 25: Claim: Lead in Digital
- LEAD IN YY, DIGITAL YY f // HUGO BOSS
Slide 26: Digital Strategy Along the Value Chain
DIGITAL STRATEGY ALONG THE VALUE CHAIN MULTIPLE MEASURES WITH FOCUS ON SPEED, PERSONALIZATION AND COSTS DEMAND DESIGN DEVELOPMENT PRODUCTION MARKETING SALES & LOGISTICS Trend Digitally 3D material Production Personalized Digital show- Data-driven detection developed library & optimization recommenda
Slide 27: The Digital Campus
THE DIGITAL CAMPUS FRONT END BACK END Consumer-facing Analytical, technical, and Product-orientated executional capacity and Strategy and decision capability making on every aspect METZINGEN METZINGEN PORTO HUGO DIGITAL PORTO BOSS CAMPUS PAGE 27
Slide 28: Claim: Rebalance Omnichannel
CLAIM REBALANCE OMNICHANNEL PAGE 28
Slide 29: HUGO BOSS Omnichannel Journey
HUGO BOSS OMNICHANNEL JOURNEY CLICK AND COLLECT CONNECTED RETAIL ORDER FROM STORE PARTNER PROGRAMS RETURN & REPLACE FRANCHISE INTEGRATION FIND IN STORE VIRTUAL SELLING SHIP FROM STORE DIGITAL JOURNEY IN STORES NEW WAYS OF CONSUMER INTERACTION WHAT’S IN PLACE! WHAT’S NEXT! WHAT’S NEXT! PAGE 29
Slide 30: Exploit Digital
EXPLOIT DIGITAL 2025 ACTIONS ENABLERS >€ 1.0B Refresh of hugoboss.com Use analytics insights AMBITION Complete roll-out of for optimization of hugoboss.com product and sales Follow mobile-first approach Enable data-driven decision-making Boost digital partner business Leverage Realize best-in-class
Slide 31: Boost Digital Partner Business
BOOST DIGITAL PARTNER BUSINESS > € 1.0B Partner business to represent more than 50% of digital sales Drive traffic and relevance for BOSS > 50% and HUGO on partner websites Flexible and scalable business model on partner-by-partner basis € 0.4B WHS.com CON.com HB.com 2020 2025 PAGE 31
Slide 32: Unleash Full Retail Potential
UNLEASH FULL 2025 RETAIL POTENTIAL ACTIONS ENABLERS ~€ 2.0B Refresh retail network Dedicated AMBITION Foster experience per sqm store excellence management Optimize retail footprint Defined digital journey Keep outlet sales share in our stores at ~ 20% Investment in new Increase productivity store c
Slide 33: Reclaim Wholesale
RECLAIM 2025 WHOLESALE ACTIONS ENABLERS ~€ 1.0B Product and price value is key Improved brand AMBITION Regain market share in positioning and important categories focused offer Strengthen relationship Elevate relationships with key partners based on customer and product insights Implement digital sa
Slide 34: Claim: Organize for Growth
CLAIM ORGANIZE FOR GROWTH PAGE 34
Slide 35: Expand Footprint in Asia/Pacific
LOW TEENS EXPAND GROWTH > 20% FOOTPRINT IN ASIA/ PACIFIC CAGR 2019-2025 SALES SHARE 2025 Further strengthen brand positioning Step up game in physical retail Boost digital business Strongly expand travel business PAGE 35
Slide 36: Accelerate Growth in the Americas
MID- SINGLE-DIGIT ACCELERATE GROWTH ~ 20% GROWTH IN THE AMERICAS CAGR 2019-2025 SALES SHARE 2025 Accelerate 24/7 brand image Leverage casualization trend Optimize store network Exploit wholesale opportunities PAGE 36
Slide 37: Foster Leading Position in Europe
LOW TO MID- SINGLE-DIGIT FOSTER GROWTH ~ 55% LEADING POSITION IN EUROPE* CAGR 2019-2025 SALES SHARE 2025 Reclaim wholesale Lead in key product categories Refresh store fleet Exploit online opportunity *incl. Middle East and Africa. PAGE 37
Slide 38: Key Transformation Areas to Build the Platform for Speed & Growth
KEY TRANSFORMATION AREAS TO BUILD THE PLATFORM FOR SPEED & GROWTH MODULAR & SHORTER FLEXIBLE SUPPLY DIGITAL CREATION PRODUCTION CHAIN’S CREATION TRACKS & LOGISTICS DIGITAL TWIN NETWORK > 90% OF ~ 30% KEEP 2025 > 90% ON-TIME PRODUCTS REDUCTION UNIT COGS AVAILABILITY CREATED OF E2E AT 2019 LEVEL DIGIT
Slide 39: Transformation Areas Leading to Faster and More Efficient Operations
TRANSFORMATION AREAS LEADING TO FASTER AND MORE EFFICIENT OPERATIONS ACTIVITIES Increased E2E Faster Reduced Increased Contained transparency response excess resilience cost of to in-season inventory goods sold trends PAGE 39
Slide 40: Claim: Sustainable Throughout
CLAIM SUSTAINABLE THROUGHOUT PAGE 40
Slide 41: Balancing Impact with Consumer Engagement
BALANCING IMPACT WITH CONSUMER ENGAGEMENT DELIVER MEASURABLE ENTHUSE IMPACT CONSUMERS TO CONTRIBUTE TO OUR VISION PAGE 41
Slide 42: Product
PRODUCT ~ 40% SHARE OF RESPONSIBLE STYLES* IN SPRING/SUMMER 2022 * RESPONSIBLE styles contain at least 60% more sustainable raw materials in line with our RESPONSIBLE Product Policy while meeting further strict environmental and social requirements for processing, transport PAGE 42 and packaging.
Slide 43: Our Vision Towards a Truly Circular Business Model
OUR VISION TOWARDS A TRULY CIRCULAR BUSINESS MODEL 01 02 03 TODAY SHORT-TERM LONG-TERM REPURPOSE REPAIR RECYCLE RECYCLE RESALE (CLOSED LOOP) (OPEN LOOP) COLLECT & BIODEGRADATION DISCHARGE 8 OUT OF 10 PRODUCTS WILL BE CIRCULAR BY 2030 PAGE 43
Slide 44: Planet: Climate-Neutrality
PLANET 2030 2045 CLIMATE- CLIMATE- NEUTRALITY NEUTRALITY WITHIN OUR THROUGHOUT OWN AREA OF WHOLE VALUE RESPONSIBILITY CHAIN PAGE 44
Slide 45: Measures to Reach Net Zero
MEASURES TO REACH NET ZERO ENERGY EFFICIENCY Optimize transport & logistics ENERGY CONSUMPTION Use of efficient technologies RENEWABLE ENERGY Own photovoltaic systems Certified green electricity COMPENSATION Compensation through CO2 reduction projects PAGE 45
Slide 46: Execution of Claim 5 to Impact Financial Ambition
EXECUTION ACCELERATION IN TOP-LINE PRODUCT INVESTMENTS OF CLAIM 5 GROWTH TO FUEL PRICE-VALUE TO IMPACT PROPOSITION FINANCIAL INVESTMENTS IN REFRESH OF STORE BRAND AND PORTFOLIO AMBITION DIGITAL CAPABILITIES VALUE CREATION SHIFTS TO ABSOLUTE PROFITABILITY IMPROVEMENTS AND FREE CASH FLOW GENERATION
Slide 47: Top-Line Ambition
TOP-LINE AMBITION 2025 GROUP SALES € 4B BY 2025 GROUP SALES GROWTH 6% 16% CAGR CAGR 2019 - 2025 2020 - 2025 PAGE 47
Slide 48: Growth Ambition by Brand
GROWTH GROUP SALES BY BRAND € 4.0B AMBITION 6% CAGR 16% CAGR BY BRAND € 2.9B ~ 2.6 € 1.9B ~ 0.4 ~ 0.8 BOSS Menswear BOSS Womenswear HUGO Licenses 2019 2020 2025 PAGE 48
Slide 49: Growth Ambition by Channel
GROWTH GROUP SALES BY CHANNEL € 4.0B AMBITION 6% CAGR 16% CAGR BY CHANNEL € 2.9B ~ 2.0 € 1.9B ~ 1.0 > 1.0 Retail B&M Wholesale B&M Digital Licenses 2019 2020 2025 PAGE 49
Slide 50: Growth Ambition by Region
GROWTH GROUP SALES BY REGION € 4.0B AMBITION 6% CAGR 16% CAGR BY REGION € 2.9B ~ 55% € 1.9B > 20% ~ 20% Europe Asia/Pacific Americas Licenses 2019 2020 2025 PAGE 50
Slide 51: Bottom-Line Ambition
BOTTOM-LINE AMBITION EBIT MARGIN ~ 12% 2025 BY 2025 EBIT GROWTH 6% CAGR 2019 - 2025 PAGE 51
Slide 52: Bottom-Line Development
BOTTOM-LINE DEVELOPMENT 12% ~ 12% EFFICIENCY GAINS TO COMPENSATE FOR INVEST- MENTS 01 02 03 04 05 OPERATING MARGIN (IN % OF GROUP SALES) Operating Gross Brand Digital Store Operating Operating margin margin invest- invest- network overhead margin 2019 ments ments optimization leverage 2025 PAGE 52
Slide 53: Gross Margin Development
GROSS MARGIN DEVELOPMENT 65% 60-62% PRODUCT INVESTMENTS TO FURTHER OPTIMIZE THE PRICE-VALUE PROPOSITION GROSS MARGIN (IN % OF GROUP SALES) Gross margin Product Channel Country Sourcing Gross margin 2019 investments mix mix costs 2025 PAGE 53
Slide 54: Step-Up in Brand Investments
STEP-UP IN BRAND INVESTMENTS >€ 100 M ONLINE INCREMENTAL TRAFFIC MARKETING SPENDING 2025 VS. 2019 2019 2025 BRANDING >€ 100M 2019 ~ 6% OF GROUP SALES > 100 BPS VS 2019 ~ 7-8% OF AREAS OF INCREMENTAL MARKETING SPENDING 2025 GROUP SALES PAGE 54
Slide 55: Step-Up in Digital Investments
STEP-UP IN DIGITAL INVESTMENTS >€ 150 M Online business Digital campus INCREMENTAL DIGITAL INVESTMENTS IT capabilities 2019 2025 2025 VS. 2019 2019 ~ 4% OF GROUP SALES ~ 400 BPS VS 2019 2025 ~ 8% OF GROUP SALES PAGE 55
Slide 56: Store Network Optimization
STORE + ~ 50 NETWORK - ~ 100 OPTIMIZATION Store closings/ relocations ~ 450 ~ 400 DEVELOPMENT OF FREESTANDING Rightsizing of stores STORES STORES RETAIL STORES UNTIL 2025 2020 2025 Renegotiation of contracts 2019 ~ 26% OF GROUP SALES ~ (700) BPS VS 2019 2025 ~ 19% OF GROUP SALES PAGE 56
Slide 57: Operating Overhead Leverage
OPERATING INVESTMENTS COST SAVINGS OVERHEAD LEVERAGE Push digitalization Roll out shared services Lean organizational setup 2019 ~ 16% OF GROUP SALES ~ (200) BPS VS 2019 2025 ~ 14% OF GROUP SALES PAGE 57
Slide 58: Capital Expenditure
CAPITAL EXPENDITURE 08 07 6-7% 4 OUT OF 5 STORES 06 05 4-5% TO BE 04 REFRESHED 03 BETWEEN 2019 2020 2021 2022 2023 2024 2025 2022-24 CAPITAL EXPENDITURE (IN % OF GROUP SALES) PAGE 58
Slide 59: Optimization of TNWC
OPTIMIZATION OF TNWC 28 24 20 IMPROVING 16-19% AVERAGE 16 INVENTORY 12 TURN 2019 2020 2021 2022 2023 2024 2025 TO 2.0X 2019: 1.6x TNWC (IN % OF GROUP SALES) PAGE 59
Slide 60: Cash-Generative Business Model
CASH-GENERATIVE BUSINESS MODEL ~€ 2B CLAIM 5 LEADING TO STRONG FREE 2021 2025 CASH FLOW GENERATION FREE CASH FLOW DEVELOPMENT (INCL. IFRS 16) PAGE 60
Slide 61: Clear Prioritization of Cash Usage
CLEAR PRIORITIZATION OF CASH USAGE CAPITAL ALLOCATION FRAMEWORK 01 Reinvest for INVESTMENTS organic growth BALANCED APPROACH 02 Progressive dividend PAYOUT RATIO 30-50% TO GROWTH INVESTMENTS 03 Strategic M&A AND SHARE- investments HOLDER RETURNS 04 Return excess liquidity to shareholders SPECIAL DIV
Slide 62: Q3 2021 Results
Wn 3 2021 wf RESULTS HUGO BOSS
Slide 63: HUGO BOSS Records Strong Q3 2021 Results
HUGO BOSS RECORDS STRONG Q3 2021 RESULTS Momentum accelerates across all brands, channels, and key regions Sales and earnings exceed pre-pandemic levels PAGE 63
Slide 64: Business Recovery Strongly Accelerates in Q3
BUSINESS RECOVERY STRONGLY ACCELERATES IN Q3 GROUP EUR 755 SALES MILLION +40% * +7% * VS. Q3 2020 VS. Q3 2019 PAGE 64 *CURRENCY-ADJUSTED
Slide 65: Brand Sales Growth in Q3
PAGE 65 +38% +51% * * +6% +14% * * VS. Q3 2020 VS. Q3 2020 PAGE 65 VS. Q3 2019 VS. Q3 2019 *CURRENCY-ADJUSTED
Slide 66: Strong Local Demand Drives Business in Europe
STRONG LOCAL DEMAND DRIVES BUSINESS IN EUROPE EUROPE SALES INCL. MIDDLE EAST AND AFRICA Rebound in local demand spurs overall momentum in the region +38% +9% * Revenues in key markets such as the * UK, France, and Germany exceed 2019 levels VS. Q3 2020 VS. Q3 2019 PAGE 66 *CURRENCY-ADJUSTED
Slide 67: Momentum in the Americas Further Accelerates
MOMENTUM IN THE AMERICAS FURTHER ACCELERATES AMERICAS SALES Strong growth across all of the region’s key markets, driven by robust local demand +94% * +14% * U.S. retail business grows double-digits as compared to pre-pandemic levels VS. Q3 2020 VS. Q3 2019 PAGE 67 *CURRENCY-ADJUSTED
Slide 68: Consumer Sentiment Impacted by Pandemic-Related Restrictions
CONSUMER SENTIMENT IMPACTED BY PANDEMIC-RELATED RESTRICTIONS ASIA/PACIFIC SALES Temporary store closures weigh on various markets in Southeast Asia (1)% * (14)% * Consumer sentiment in mainland China reaccelerates towards the end of Q3 VS. Q3 2020 VS. Q3 2019 PAGE 68 *CURRENCY-ADJUSTED
Slide 69: Strong Dynamic Across All Channels
STRONG DYNAMIC ACROSS ALL CHANNELS OWN RETAIL ONLINE WHOLESALE + 40% + 37% + 40% VS. Q3 2020 VS. Q3 2020 VS. Q3 2020 + 13% + 127% (1)% VS. Q3 2019 VS. Q3 2019 VS. Q3 2019 Brick and mortar retail Strong double-digit Revenues with online business returns to growth across all partners grow strong growt
Slide 70: Significant Bottom-Line Improvements in Q3
SIGNIFICANT BOTTOM-LINE IMPROVEMENTS IN Q3 VS. Q3 2020 VS. Q3 2019 GROUP SALES EUR 755 MILLION +42% +5% GROSS PROFIT EUR 466 MILLION +41% +2% GROSS MARGIN 61.7% (20) bp (160) bps OPERATING EXPENSES EUR 381 MILLION +21% +2% IN % OF SALES 50.4% (880) bp (140) bp SELLING & DISTRIBUTION EXPENSES EUR 299
Slide 71: Strong Improvement in Free Cash Flow Development
STRONG IMPROVEMENT IN FREE CASH FLOW DEVELOPMENT Inventories decrease 6%* as a result of the strong sales growth in the third quarter TNWC CAPITAL FREE Increase in capital expenditure EXPENDITURE CASH FLOW mainly reflects the further store SEPTEMBER 30, 2021 JULY–SEPTEMBER 2021 JULY–SEPTEMBER 2021 n
Slide 72: Execution of Claim 5 Strategy in Full Swing
EXECUTION OF CLAIM 5 STRATEGY IN FULL SWING PAGE 72
Slide 73: Boost Brands: BOSS x Russell Athletic Launch
SPECTACULAR PHYGITAL LAUNCH OF BOSS X RUSSELL ATHLETIC 2.0 25 MILLION SOCIAL ENGAGEMENTS 4 BILLION IMPRESSIONS IN 4 DAYS BOOST BRANDS PAGE 73
Slide 74: Boost Brands: Branding Refresh
BRANDING REFRESH VISIBLE AS OF JANUARY 2022 BOOST BRANDS PAGE 74
Slide 75: Boost Brands: Hahnenkamm Races Partnership
BOSS BECOMES THE OFFICIAL PARTNER OF THE HAHNENKAMM RACES BOOST BRANDS PAGE 75
Slide 76: Boost Brands: Matteo Berrettini Partnership
LONG-TERM PARTNERSHIP AND CAPSULE COLLECTION WITH MATTEO BERRETTINI BOOST BRANDS PAGE 76
Slide 77: Lifestyle Brand: Product Is King
24/7 LIFESTYLE BRAND TURNING CONSUMERS INTO FANS CREATING BUZZ AMONG YOUNGER CONSUMERS FURTHER STRENGTHENING CASUALWEAR PRODUCT IS KING PAGE 77
Slide 78: Relaunch of hugoboss.com in Early 2022
PAGE 78 RELAUNCH OF HUGOBOSS.COM IN EARLY 2022 LEAD IN DIGITAL PAGE 78
Slide 79: BOSS Store London Oxford Street
BOSS STORE LONDON OXFORD STREET OPENING EARLY 2022 REBALANCE OMNICHANNEL PAGE 79
Slide 80: Expansion of Own Production in Izmir
EXPANSION OF OWN PRODUCTION IN IZMIR ADDING FURTHER CAPACITY TO MEET GROWING CASUALWEAR DEMAND STRENGTHENING NEAR-SHORING FOR THE EUROPEAN SALES MARKET ORGANIZE FOR GROWTH PAGE 80
Slide 81: Organizational Structure Further Strengthened
ORGANIZATIONAL STRUCTURE FURTHER STRENGTHEND KRISTINA SZÁSZ CHRISTOPHER KÖRBER MIAH SULLIVAN LUIGI BOIOCCHI JUDITH SUN JESPER REISMANN BUSINESS UNITS MARKETING SALES ORGANIZE FOR GROWTH PAGE 81
Slide 82: HUGO BOSS Increases Outlook for FY 2021
HUGO BOSS INCREASES OUTLOOK FOR FY 2021 GROUP SALES * INCREASE BY ~40% EBIT BETWEEN EUR 175 MILLION AND EUR 200 MILLION TNWC IMPROVE TO A LEVEL (IN % OF SALES) OF 19% - 20% CAPEX BETWEEN EUR 100 MILLION AND EUR 130 MILLION PAGE 82 *CURRENCY-ADJUSTED
Slide 83: Financial Calendar & Investor Relations Contact
PAGE 83 FINANCIAL CALENDAR & INVESTOR RELATIONS CONTACT MARCH 10 CHRISTIAN STÖHR 2022 FULL YEAR RESULTS VICE PRESIDENT INVESTOR RELATIONS E-MAIL Christian_stoehr@hugoboss.com 2021 PHONE +49 7123 94 80903 PAGE 83
Slide 84: Forward-looking statements contain risks
Forward-looking statements contain risks This document contains forward-looking statements that reflect management's current views with respect to future events. The words “anticipate”, “assume”, “believe”, “estimate”, “expect”, “intend”, “may”, “plan”, “project”, “should”, and similar expressions i