Slide 1: Kering ESG Roadshow December 2021
KERING ESG ROADSHOW DECEMBER 2021
Slide 2: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE KERING ESG ROADSHOW - DECEMBER 2021 2
Slide 3: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE KERING ESG ROADSHOW - DECEMBER 2021 3
Slide 4: Luxury industry changed radically over the past decade and will continue
LUXURY INDUSTRY CHANGED RADICALLY OVER THE PAST DECADE AND WILL CONTINUE… PERSONAL LUXURY GOODS MARKET In €bn Share by generation Source: Bain/Altagamma, November 2021 Source: Bain/Altagamma, November 2021 360-380 281 283 Gen X and 245 244 254 262 Baby boomers 207 212 219 220 159 147 167 186 >50% Ge
Slide 5: With some trends accelerating
… WITH SOME TRENDS ACCELERATING YOUNG AND GLOBAL NUMEROUS OMNICHANNEL A DEMAND-DRIVEN CONSUMERS TOUCHPOINTS AS A MUST SUPPLY CHAIN INCREASED DEMAND NEW TECHNOLOGIES FOR TRANSPARENCY KERING IS WELL POSITIONED TO LEVERAGE THE NEW LUXURY ENVIRONMENT WE CARE, OUR BRANDS DEPLOY WE INCREASE WE INVEST WE C
Slide 6: Our ambition
“ O u r a m b i t i o n : t o b e t h e w o r l d ’s m o s t i n f l u e n t i a l L u xu r y g r o u p i n t e r m s o f c r e a t i v i t y, sustainability and long-term financial performance KERING ESG ROADSHOW - DECEMBER 2021 ” 6
Slide 7: A unique growth & performance model
A UNIQUE GROWTH & PERFORMANCE MODEL RESPONSIBLE, INNOVATIVE, QUALITY ORGANIC GROWTH OF EXECUTION & VALUE CREATION CREATIVITY SUSTAINABILITY LONG-TERM FINANCIAL PERFORMANCE GROWTH PLATFORM COMPETITIVE ADVANTAGE KERING ESG ROADSHOW - DECEMBER 2021 7
Slide 8: Kering manages the development of a series of renowned houses
KERING MANAGES THE DEVELOPMENT OF A SERIES OF RENOWNED HOUSES IN FASHION, LEATHER GOODS, JEWELRY AND WATCHES RECURRING FREE CASH REVENUE OPERATING FLOW FROM INCOME OPERATIONS €13.1 €3.1 €2.1 billion billion billion -16.4% comp growth -34.4% yoy EMPOWERING OUR HOUSES WOMEN EMPLOYEES SUSTAINABILITY MA
Slide 9: Unchanged financial priorities
UNCHANGED FINANCIAL PRIORITIES SUSTAIN … AT SOLID STRONG BALANCED ORGANIC PROFITABILITY CASH FLOW CAPITAL GROWTH… LEVEL GENERATION ALLOCATION • Creative brands • Invest for growth: • Optimize Working Capital • Consistent dividend resonating with products, stores, policy customers client experience a
Slide 10: Stable dividend
STABLE DIVIDEND DIVIDEND PER SHARE in € (for the FY in reference) 10.50 8.00 8.00 6.00 4.00 4.60 2015 2016 2017 2018 2019 2020 DIVIDEND PAYOUT in % in % of recurring net income, Group share in % of available cash flow from operations 102.2% 96.4% 57.1% 49.6% 47.0% 47.8% 50.7% 45.3% 45.2% 40.1% 37.3%
Slide 11: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE KERING ESG ROADSHOW - DECEMBER 2021 11
Slide 12: Governance
GOVERNANCE Kering’s strategy Kering’s & performance Key shareholder governance driving management milestones compensation KERING ESG ROADSHOW - DECEMBER 2021 12
Slide 13: Strong institutional investor base aligned with the group's worldwide presence
A GROUP DEFINED BY ENTREPRENEURIAL SPIRIT Employee Institutional Individual shareholders Artémis investors shareholders Treasury shares 41.4% of capital 58.2% of voting rights 4.2% 54.2% 0.2% STABLE FAMILY SHAREHOLDING WITH LONG-TERM STRATEGY STRONG INSTITUTIONAL INVESTOR BASE ALIGNED WITH THE GROUP
Slide 14: Membership of the Board of Directors
MEMBERSHIP OF THE BOARD OF DIRECTORS François-Henri Pinault Jean-François Palus Sophie L’Hélias Tidjane Thiam Yseulys Costes Financière Pinault Emma Watson Chairman and CEO Group Managing Lead Independent Independent Director Independent Director Represented by Independent Director Director Chairman
Slide 15: Board focusing on independence and variety of expertise
BOARD FOCUSING ON INDEPENDENCE AND VARIETY OF EXPERTISE 2007 2014 2021 (1) TOTAL NUMBER OF DIRECTORS 9 11 13 INDEPENDENCE (2) 56% 40% 55% PROPORTION OF WOMEN (2) 11% 30% 55% AVERAGE AGE 60 56 53 NATIONALITIES REPRESENTED 3 3 5 (1) As of April 28, 2021 (2) Within the meaning of the Corporate Governan
Slide 16: Depth and breadth of director skills
DEPTH AND BREADTH OF DIRECTOR SKILLS KERING’S DIRECTORS COLLECTIVELY REPRESENT A DEEP, DIVERSE MIX OF SKILLS AND EXPERIENCES THAT SUPPORT LONG-TERM VALUE CREATION Corporate governance Risk management Corporate Social and Environmental Responsibility Marketing Industry Technology/Digital Economics Fi
Slide 17: Board governance best practices
BOARD GOVERNANCE BEST PRACTICES Compliance with Lead independent Combination of Complementary nature recommendations of director (Sophie management roles of the duties of the the Afep-Medef Code L’Hélias) at the Board (Chairman of the Board Chairman and CEO and of Directors since and CEO) adapted to
Slide 18: Role of the Lead Independent Director
ROLE OF THE LEAD INDEPENDENT DIRECTOR SOPHIE L’HELIAS Member of the Board of Directors since 2016 Designated Lead Independent Director by the Board in February 2019 Member of the 4 Committees: Audit, Remuneration, Appointments & Governance, Sustainability Age: 57 French national Expertise*: The Lead
Slide 19: Board governance
BOARD GOVERNANCE AUDIT REMUNERATION COMMITTEE COMMITTEE • Tidjane Thiam (Chairman) • Yseulys Costes (Chairwoman) • Jean-Pierre Denis (Vice-Chairman) • Jean-Pierre Denis • Yseulys Costes • Financière Pinault, represented • Financière Pinault, represented by Héloïse Temple-Boyer by Héloïse Temple-Boye
Slide 20: Board governance – risk oversight
BOARD GOVERNANCE – RISK OVERSIGHT Review of internal and external audit activities Review of Review Compliance of internal control & GDPR AUDIT COMMITTEE Risk management & validation Approval of the risk mapping, of the annual including non-financial internal audit plan risks KERING ESG ROADSHOW - D
Slide 21: Risk mapping
RISK MAPPING KERING ESG ROADSHOW - DECEMBER 2021 Source: 2020 Universal Registration Document – page 461 21
Slide 22: Governance
GOVERNANCE Kering’s strategy Kering’s & performance Key shareholder governance driving management milestones compensation KERING ESG ROADSHOW - DECEMBER 2021 22
Slide 23: Remuneration structure for 2021 for executive corporate officers
REMUNERATION STRUCTURE FOR 2021 FOR EXECUTIVE CORPORATE OFFICERS LONG TERM & ALIGNED WITH SHAREHOLDERS’ INTERESTS CHAIRMAN & CEO GROUP MANAGING DIRECTOR 50% 23% 44% 28% Multi-annual variable Fixed remuneration Multi-annual variable Fixed remuneration remuneration (LTI) remuneration (LTI) = 100% of t
Slide 24: Remuneration structure for 2021 mirroring Kering's objectives
REMUNERATION STRUCTURE FOR 2021 FOR EXECUTIVE CORPORATE OFFICERS MIRRORING KERING’S OBJECTIVES CHAIRMAN & CEO GROUP MANAGING DIRECTOR Voted at the 2020 AGM Voted at the 2021 AGM Voted at the 2020 AGM Voted at the 2021 AGM FIXED €960,000 (1) €1,200,000 €1,200,000 €1,200,000 REMUNERATION No performanc
Slide 25: 2021 annual variable remuneration
2021 ANNUAL VARIABLE REMUNERATION PERFORMANCE CONDITIONS AND OVERALL ACHIEVEMENT PROCESS As a % of fixed remuneration Financial targets Group Managing Non-financial targets Chairman and CEO Total annual Director variable BONUS IF TARGETS MET(1) 120% 100% remuneration MAXIMUM BONUS(2) 162% 135% Susta
Slide 26: 2021 annual variable remuneration: financial targets' achievement process
2021 ANNUAL VARIABLE REMUNERATION FINANCIAL TARGETS’ ACHIEVEMENT PROCESS Rate of achievement Percentage of bonus 150% of financial targets awarded (vs.target) (vs.target) 2% additional payment PERCENTAGE OF BONUS AWARDED for each additional % above the target rate 100% ≤ 75% 0% 4% decrease for each
Slide 27: 2021 annual variable remuneration: ESG targets
2021 ANNUAL VARIABLE REMUNERATION ESG TARGETS SET FOR 2021 (QUALITATIVE) Chairman & CEO / Group Managing Director Objective: Sustainability and, more particularly, a reduction in Kering’s environmental impact, with the aim of being on track to meet the 2025 target of reducing the EP&L by 40% • Conti
Slide 28: 2021 multi-annual variable remuneration (LTI)
2021 MULTI-ANNUAL VARIABLE REMUNERATION (LTI) HOW PERFORMANCE SHARES WORK VESTING PERIOD (3 years) Y Y+1 Y+2 Grant of performance shares Final vesting Performance shares awarded are available subject to conditions Amount of performance shares to The Chairman & CEO and the Group Managing be granted (
Slide 29: 2021 multi-annual variable remuneration: performance conditions
2021 MULTI-ANNUAL VARIABLE REMUNERATION (LTI) PERFORMANCE CONDITIONS: STRICTER REQUIREMENTS FOR FINANCIAL CRITERIA AND FOCUS ON COMMITMENT TO ESG ISSUES Relative Criterion NEW Performance assessment method weighting Increase between the average amount over the 3-year vesting period and the amount sh
Slide 30: Compensation for members of the Board of Directors for 2021
COMPENSATION FOR MEMBERS OF THE BOARD OF DIRECTORS FOR 2021 Unchanged since 2017: €877,000 → Approved increase(1): €1,400,000 TOTAL REMUNERATION Rationale: ALLOCATED TO • Additional remuneration allocated to the Lead Independent Director DIRECTORS • Special portion allocated to the Sustainability Co
Slide 31: Governance
GOVERNANCE Kering’s strategy Kering’s & performance Key shareholder governance driving management milestones compensation KERING ESG ROADSHOW - DECEMBER 2021 31
Slide 32: Membership of the Board of Directors
MEMBERSHIP OF THE BOARD OF DIRECTORS François-Henri Pinault Jean-François Palus Sophie L’Hélias Tidjane Thiam Yseulys Costes Financière Pinault Emma Watson Chairman and CEO Group Managing Lead Independent Independent Director Independent Director Represented by Independent Director Director Chairman
Slide 33: Draft resolutions to be submitted to shareholders' approval in 2022
DRAFT RESOLUTIONS TO BE SUBMITTED TO SHAREHOLDERS’ APPROVAL IN 2022 Subject to the recommendation and approval of the Board of Directors and Committees ORDINARY RESOLUTIONS 1. Approval of Kering SA financial statements for the fiscal year ended December 31, 2021 2. Approval of the consolidated finan
Slide 34: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE KERING ESG ROADSHOW - DECEMBER 2021 34
Slide 35: Crafting tomorrow's luxury: our roadmap for 2025
CRAFTING TOMORROW’S LUXURY: OUR ROADMAP FOR 2025 2025 ROADMAP WE CARE about our impact on the planet, on climate change, on natural resources by: • Reducing our environmental footprint through -40% EP&L • Preserving our raw materials through 100% traceability and compliance with our Kering Standards
Slide 36: Progressing on our sustainability commitments in 2021
PROGRESSING ON OUR SUSTAINABILITY COMMITMENTS IN 2021 • 33% reduction in our environmental footprint (EP&L intensity 2015-20) • Extension of our environmental footprint to the consumer use and end-of-life phases of our products • Alignment of our Climate strategy with the 1.5°C scenario CARE • 91% t
Slide 37: Materiality: targeting our main priorities
MATERIALITY: TARGETING OUR MAIN PRIORITIES OUR CONTRIBUTION TO THE UN SDG • Results of the 2020/2021 materiality assessment confirmed that Kering’s strategic pillars are consistent with external stakeholders’ expectations • 2025 Sustainability Strategy dashboard identifies the contribution of our ac
Slide 38: Our sustainability governance
OUR SUSTAINABILITY GOVERNANCE Remuneration of the Chairman and CEO, and of the Group Managing Director ESG criteria for 30% of the annual bonus and 20% of the LTIP More than 60 people dedicated to sustainability KERING ESG ROADSHOW - DECEMBER 2021 Source: 2020 Universal Registration Document – page
Slide 39: External recognition of our ESG performance
EXTERNAL RECOGNITION OF OUR ESG PERFORMANCE Kering is the only Luxury company consistently included in all main ESG ratings and rankings 2021 2021 2021 85/100 / 2nd CDP Climate A DJSI World & Europe for the AAA CDP Water A 9th consecutive year CDP Forests B (Cattle/Timber) 2021 2021 2021 68/10
Slide 40: The EP&L, cornerstone of our environmental approach since 2012
THE EP&L, CORNERSTONE OF OUR ENVIRONMENTAL APPROACH SINCE 2012 PROGRESS TOWARDS 2025 GOALS We are on track on our 2025 reduction pathway 90% of our impacts fall outside of our own operations to attain our 40% EP&L target in our own operations and across the supply chain, achieving a 33% 65% in raw m
Slide 41: Scope covered by our EP&L approach
SCOPE COVERED BY OUR EP&L APPROACH End of life Use phase THE ENTIRE PRODUCT LIFE CYCLE Legal environmental reporting (NFIS) New 2020 KERING ESG ROADSHOW - DECEMBER 2021 41
Slide 42: What is an EP&L?
WHAT IS AN EP&L? Environmental Footprint X Impact Valuation = EP&L KERING ESG ROADSHOW - DECEMBER 2021 Source: 2020 Universal Registration Document – page 169 42
Slide 43: Digital EP&L: open sourcing our results since 2019
DIGITAL EP&L: OPEN SOURCING OUR RESULTS SINCE 2019 https://kering-group.opendatasoft.com/pages/epl-map-2020/ KERING ESG ROADSHOW - DECEMBER 2021 43
Slide 44: Monitoring our environmental impact around the world
MONITORING OUR ENVIRONMENTAL IMPACT AROUND THE WORLD Source: https://keringcorporate.dam.kering.com/m/2a4d55867c173f86/original/Rapport -Kering-Environmental-Profit-and-Loss-report-2020-EN-only.pdf KERING ESG ROADSHOW - DECEMBER 2021 44
Slide 45: Mitigating climate change
MITIGATING CLIMATE CHANGE AN IMPACTFUL CLIMATE STRATEGY Science-based targets in line with the Paris Agreement towards achieving a 1.5°C pathway and net zero by 2030 Ongoing support of Natural Climate Solutions within our supply chain • -90% reduction in absolute GHG emissions from Kering operations
Slide 46: Building responsible supply chains
BUILDING RESPONSIBLE SUPPLY CHAINS OUR SUPPLY CHAIN STRUCTURE More than 93% in Europe, predominantly in Italy Western Europe (90.5%): strong government presence, comprehensive and mature labor law, highly developed social dialogue 3,912 2,399 suppliers audits in 2020 Gucci & Bottega Veneta Our stand
Slide 47: Beyond audits: sustainable raw materials and processes
BEYOND AUDITS: SUSTAINABLE RAW MATERIALS AND PROCESSES DEPLOYING OUR KERING STANDARDS KERING’S RESPONSIBLE GOLD PLATFORM • South Gobi Cashmere RJC Chain of Custody- Project • Regenerated Cashmere certified, Fairtrade and Fairmined-certified artisanal gold • ZQ & Responsible Wool Standard • Animal we
Slide 48: Upholding and promoting human rights
UPHOLDING AND PROMOTING HUMAN RIGHTS HUMAN RIGHTS IN THE WORKPLACE Ensuring that measures are put into place for the rights and well- being of our employees, in all locations and throughout all operations: • Respect for human rights and laws • A working environment free from all forms of harassment
Slide 49: Protecting biodiversity
PROTECTING BIODIVERSITY OUR COMMITMENT Becoming a nature positive company by 2025 by regenerating and protecting an area about six times our total land footprint across our full supply chain • Regenerating 1 million hectares of farms and rangelands in our supply chain landscapes by 2025, though the
Slide 50: The Regenerative Fund for Nature
THE REGENERATIVE FUND FOR NATURE • Launched in January 2021 in partnership with Conservation International • Objective : transition 1 million hectares of existing farms/rangelands into regenerative agricultural practices • 4 materials : leather, wool, cotton & cashmere. • Timeline: 2021 – 2025 • 5 k
Slide 51: The projects selected for 2021 for the Regenerative Fund for Nature
THE PROJECTS SELECTED FOR 2021 FOR THE REGENERATIVE FUND FOR NATURE 7 projects in 6 countries, supporting over 840,000 hectares transitioning to regenerative approaches and benefiting 60,000 people Epiterre Material: Wool + Leather (Sheep) Foundation Organic Hectares: 200 Cotton Accelerator Duration
Slide 52: Embedding innovation in our actions
EMBEDDING INNOVATION IN OUR ACTIONS IN OUR VALUE CHAIN Scaling up innovative processes and developing raw material pilot projects in our Houses Supporting our Houses’ sustainable sourcing through the Materials Innovation Lab (access to more than 3,800 certified ecological fabrics and fibers) and the
Slide 53: Our circularity ambition: Coming Full Circle
OUR CIRCULARITY AMBITION: "COMING FULL CIRCLE" LUXURY THAT LASTS Increasing the longevity of our products: durability by design, culture of repair and reuse Supporting new business models designed to keep our products in circulation for the longest possible time (e.g., second-hand) ADOPTING A HOLIST
Slide 54: Engaging with industry peers
ENGAGING WITH INDUSTRY PEERS… • 75+ leading global companies representing • A CEO-led initiative, in partnership with Cartier and >250 brands and >1/3 of the fashion industry the Responsible Jewellery Council • Commitment to delivering positive outcomes for • Initiative open to all watch and jewelle
Slide 55: And going beyond our industry
… AND GOING BEYOND OUR INDUSTRY WITH NEXT GENERATION Sharing our approach through key partnerships with leading top tier schools since 2015: Institut Français de la Mode, Parsons, Tsinghua, London College of Fashion, HEC Kering Chair on Fashion sustainability at IFM THROUGH AMPLIFICATION PLATFORMS N
Slide 56: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE KERING ESG ROADSHOW - DECEMBER 2021 56
Slide 57: Kering people
KERING PEOPLE 38,553 PEOPLE 37% 21% Men Offices WORK ALL PLACE 63% 22% 57% Women Production Retail 12% 54% 34% 45% 4% 1% Men Generation Z Baby Americas EMEA APAC (>1995) Boomers (1945-1960) MANAGERS AGE 65% 30% Generation Y Generation X 55% 7,076 5,751 (1981-1995) (1961-1980) Women hires departures
Slide 58: Our people vision
OUR PEOPLE VISION BE THE PREFERRED EMPLOYER BUILD A “LOVED” AND RESPECTED IN LUXURY MULTI-BRAND COMPANY for 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 un
Slide 59: Our responsibility to our 38,000 people
OUR RESPONSIBILITY TO OUR 38,000 PEOPLE 1 2 3 4 Creating Advancing equality Developing Talent: Engaging diverse leadership in the workplace: investing in professional in a global dialogue with in all Houses: aiming to achieve development and our 38,000 employees: in terms of geographic gender parity
Slide 60: 1. Creating diverse leadership in all houses
1. CREATING DIVERSE LEADERSHIP IN ALL HOUSES OUR COMMITMENT FOR 2025 Increase diversity in key management positions, in WHERE WE ARE terms of gender and geography, to better reflect our Women at Kering account for: business footprint DEVELOPMENT ACTIONS IN PLACE Recruitment: • gender parity embedded
Slide 61: 2. Advancing workplace equity
2. ADVANCING WORKPLACE EQUITY OUR COMMITMENT FOR 2025 FRANCE Equal • Gender parity at all levels Pay Index 2020 • Parity promotion rate for men and women • Pay equity 95/100 DEVELOPMENT ACTIONS IN PLACE Recruitment: • recruiters and hiring managers trained on inclusive recruitment (incl. how to bala
Slide 62: 2. Advancing workplace equity
2. ADVANCING WORKPLACE EQUITY ENGAGING ALL LEVELS & LEADERSHIP COMMITMENT • Engagement of our Chairman and CEO, Inclusion & Diversity sponsor − At the origin of the creation of the Kering Foundation in 2008 that is committed to combating violence against women • 13 I&D active committees, one per Hou
Slide 63: 2. Advancing workplace equity
2. ADVANCING WORKPLACE EQUITY KERING ESG ROADSHOW - DECEMBER 2021 63
Slide 64: 2. Advancing workplace equity
2. ADVANCING WORKPLACE EQUITY Kering scored 100% in Gucci is ranked as the Kering is second-best Kering achieved a 100% Corporate Equality Index best employer for women performing company in score in equal pay & in America by HRC in the luxury sector in Equileap European gender pay parity in the Ita
Slide 65: 3. Developing talent
3. DEVELOPING TALENT TALENT DEVELOPMENT • New Retail Management CONTINUOUS LEARNING Trainee Program in China • Kering Learning: platform with • First edition of Gucci Grade 280 courses, multi-language for EMEA • Managers upskilling on • Continuous performance performance, continuous feedback, feedba
Slide 66: 3. Developing talent
3. DEVELOPING TALENT DEVELOPING TALENT WITH INTERNAL MOBILITY KERING ESG ROADSHOW - DECEMBER 2021 66
Slide 67: 2021 Kering people survey
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES 2021 KERING PEOPLE SURVEY • 37 questions, with a Inclusion & Diversity focus (10 I&D-related questions) and introduction of our Inclusion Index • Global survey for all our employees • Strong response: 87% response rate • Continued high l
Slide 68: 4. Engaging in a meaningful dialogue with our 38,000 employees
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES Parental policy Ethics Well-being and mental A RANGE OF health at work TOUCH POINTS TO ENSURE ENGAGEMENT Sense of belonging and purpose Health & Safety New ways of working, supported by best-in-class technology KERING ESG ROADSHOW - DECE
Slide 69: Parental policy: 14 weeks for all parents
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES PARENTAL POLICY : 14 WEEKS FOR ALL PARENTS We are not just supporting men and same-sex partners by making it easier for them to take time away from work at this important moment in family life. We believe this is a transformative change
Slide 70: Developing a strong sense of belonging and purpose
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES DEVELOPING A STRONG SENSE OF BELONGING AND PURPOSE 21 paid working hours per employee per year to support local good causes Scope: France, UK and Italy in 2021 KERING ESG ROADSHOW - DECEMBER 2021 70
Slide 71: Live streams for impact, belonging and retention
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES FOR IMPACT, SENSE OF BELONGING AND LONG-TERM RETENTION Live streams Jul 19th Jul 28th 1.6k views 3.4k views Dec 15th Ap14th Nov 26th 7.4k views 2.7k views 3.3k views Apr 8th Feb 17th 1k views 3.1k views KERING ESG ROADSHOW - DECEMBER 202
Slide 72: Retaining employee engagement
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES FOR IMPACT, SENSE OF BELONGING AND LONG-TERM RETENTION Retaining Employee Engagement Successful employee posts to celebrate International Women’s Day 2021 KERING ESG ROADSHOW - DECEMBER 2021 72
Slide 73: Transparency and responsibility
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 38,000 EMPLOYEES TRANSPARENCY AND RESPONSIBILITY A CULTURE OF INTEGRITY: OUR COMPLIANCE AND ETHICS ANNUAL CAMPAIGN KERING ESG ROADSHOW - DECEMBER 2021 73
Slide 74: A group transformation powered by technology & people
A GROUP TRANSFORMATION POWERED BY TECHNOLOGY & PEOPLE ADVANCE TALENT BOOST EMPLOYEE BUILD AN AGILE & ACCELERATE MANAGEMENT ENGAGEMENT BUSINESS-DRIVEN GROUP EXCELLENCE IN HR MINDSET & BEHAVIORS • Clear and constant HR vision ROLES • Change via digital tools to review, PROCESSES align and implement ne
Slide 75: Appendices
APPENDICES
Slide 76: Previous LTI mechanism: KMUs timeline (Chairman and CEO)
PREVIOUS LTI MECHANISM KMUS TIMELINE CHAIRMAN AND CEO KMU Value KMU Value KMU Value KMU Value KMU Value KMU Value KMU Value KMU Value 06/30/2014: 12/31/2014: 12/31/2015: 12/31/2016: 12/31/2017: 12/31/2018: 12/31/2019: 12/31/2020: € 144 € 167 € 166 € 249 € 581 € 753 € 1,168 € 1,219 2014 2015 2016 201
Slide 77: Previous LTI mechanism: KMUs timeline (Group Managing Director)
PREVIOUS LTI MECHANISM KMUS TIMELINE GROUP MANAGING DIRECTOR KMU Value KMU Value KMU Value KMU Value KMU Value KMU Value KMU Value 12/31/2014: 12/31/2015: 12/31/2016: 12/31/2017: 12/31/2018: 12/31/2019: 12/31/2020: € 167 € 166 € 249 € 581 € 753 € 1,168 € 1,219 2014 2015 2016 2017 2018 2019 2020 2021
Slide 78: Share buyback
SHARE BUYBACK JULY 2021 AGM AUTHORIZATION Maximum purchase price €1,000 Maximum % of share capital 10% Period 18 months Share capital as of December 1, 125,017,916 2021 Maximum Share Buyback: 12,501,791 number of shares Maximum Share Buyback: €12,501,791,000 amount ▪ Cancellation by the Company of i
Slide 79: Authorizations to issue securities giving access to the share capital
AUTHORIZATIONS TO ISSUE SECURITIES GIVING ACCESS TO THE SHARE CAPITAL 2021 AGM AUTHORIZATIONS Period of Maximum authorized Resolutio Description of authorization validity (expiry nominal amount (in € Current use n no. date) millions) Share capital increases with pre-emptive subscription rights Share