Hugo Boss Ag · XETR:BOSS
Hugo Boss — Investor Presentation (August 2026)
108 slides from Hugo Boss's investor presentation, August 2026
Slide 1: Investor Meeting Presentation
INVESTOR MEETING PRESENTATION © 2022 HUGO BOSS
Slide 2: Claim 5 Touchdown, Q2 2026 Results, FY 2026 Outlook, General Information
01 CLAIM 5 TOUCHDOWN 02 Q2 2026 RESULTS 03 FY 2026 OUTLOOK 04 GENERAL INFORMATION © 2022 HUGO BOSS
Slide 3: From Great to Excellent
FROM GREAT TO EXCELLENT CLAIM 5 TOUCHDOWN
Slide 4: Since the launch of Claim 5, we achieved record results
PAGE 4 SINCE THE LAUNCH OF CLAIM 5, WE ACHIEVED RECORD RESULTS AND REBUILT OUR BRANDS © HUGO BOSS
Slide 5: We surpassed our original €4B sales target in 2023
PAGE 5 WE SURPASSED OUR ORIGINAL €4B SALES TARGET IN 2023 - TWO YEARS AHEAD OF PLAN 4.2 4.3 3.7 SALES SALES CAGR (IN EUR BILLION) 2020 – 2024: 2.9 2.8 2.8 2.7 2.7 2.8 +22% CLAIM 5 1.9 EBIT MARGIN MARKET 15.9% SHARE* CAGR 12.5% 12.4% 11.9% 2020 – 2024: 9.8% 9.2% 9.8% 8.4% 8.2% +11% 2015 2016 2017 201
Slide 6: We put consumers at the top and turned them into true fans
PAGE 6 WE PUT CONSUMERS AT THE TOP AND TURNED THEM INTO TRUE FANS +13M NEW FOLLOWERS +8M NEW MEMBERS SINCE 2021 SINCE 2021 © HUGO BOSS
Slide 7: BOSS and HUGO successfully repositioned
PAGE 7 BOSS AND HUGO SUCCESSFULLY REPOSITIONED #BEYOUROWNBOSS #HUGOYOURWAY NEW VISUAL MODERN UPDATED REFRESHED IDENTITIES CAMPAIGNS LOGOS STORES © HUGO BOSS
Slide 8: We introduced new brand lines
PAGE 8 WE INTRODUCED NEW BRAND LINES BOSS MEN RANGING HUGO FROM LUXURIOUS BOSS WOMEN TO BOLD STYLES © HUGO BOSS
Slide 9: We invested into quality and craftsmanship
PAGE 9 WE SIGNIFICANTLY INVESTED INTO QUALITY AND CRAFTSMANSHIP, AND IMPROVED PRICE-VALUE PROPOSITION © HUGO BOSS
Slide 10: Claim 5 made us omnipresent and agile
PAGE 10 CLAIM 5 MADE US OMNIPRESENT AND AGILE DIRECT-TO-CONSUMER PARTNERS RETAIL RETAIL HB.COM DIGITAL DEPARTMENT FRANCHISE STORES OUTLETS AND APP PLAYERS STORES STORES © HUGO BOSS
Slide 11: Key financial achievements of our Claim 5 strategy
PAGE 11 KEY FINANCIAL ACHIEVEMENTS OF OUR CLAIM 5 STRATEGY STRONG ACCELERATION UNDERLYING GROSS MARGIN SUCCESSFUL OPEX IN TOP-LINE GROWTH IMPROVEMENT DESPITE ALIGNMENT WITH SLOWING (22% CAGR 2020 – 2024) MARKET CHALLENGES MARKET TRENDS (2020: 61.0%; 2024: 61.8%) SUBSTANTIAL CAPEX PROGRESSIVE DIVIDEN
Slide 12: The world is becoming less global, fragmented, volatile
PAGE 12 SINCE THE LAUNCH OF CLAIM 5, THE WORLD IS BECOMING LESS GLOBAL, INCREASINGLY FRAGMENTED, AND VOLATILE © HUGO BOSS
Slide 13: This is Claim 5 Touchdown
PAGE 13 THIS IS CLAIM FOCUS ON EXCELLENCE © HUGO BOSS
Slide 14: Touchdown stands for excellence
PAGE 14 TOUCHDOWN IT’S ABOUT STANDS FOR FOCUSING ON EXCELLENCE WHERE WE THROUGH HAVE NOT YET REFOCUS ACHIEVED OUR AND INITIAL REALIGNMENT OBJECTIVES BEFORE SCALING AND ACCELERATING AGAIN © HUGO BOSS
Slide 15: Our vision and our mission
PAGE 15 OUR VISION OUR MISSION BECOME THE PREMIUM WE LOVE FASHION TECH-DRIVEN, WE CHANGE FASHION CUSTOMER-CENTRIC GLOBAL FASHION PLATFORM © HUGO BOSS
Slide 16: Three fields of excellence
PAGE 16 WE WILL FOCUS ON THREE FIELDS OF EXCELLENCE BRAND DISTRIBUTION OPERATIONAL EXCELLENCE EXCELLENCE EXCELLENCE © HUGO BOSS
Slide 17: Brand Excellence
PAGE 17 BRAND EXCELLENCE © HUGO BOSS
Slide 18: Focus on brand elevation and leverage 24/7 lifestyle
PAGE 18 FOCUS ON BRAND ELEVATION AND LEVERAGE 24/7 LIFESTYLE POSITIONING © HUGO BOSS
Slide 19: From recognized brands to desired brands
PAGE 19 FROM RECOGNIZED BRANDS TO DESIRED BRANDS AMPLIFY BRAND DRIVE FULL-FUNNEL ACTIVATE EQUITY THROUGH ENGAGEMENT TO PRODUCT-LED STRATEGIC CONVERT STORYTELLING FOR PARTNERSHIPS AWARENESS INTO IMPACTFUL PURCHASE INTENT CAMPAIGNS DRIVE BRAND EQUITY MARKETING INVESTMENTS AS A % OF SALES ~7 % © HUGO B
Slide 20: Invest in high-impact collaborations and partnerships
PAGE 20 WE WILL INVEST IN HIGH-IMPACT COLLABORATIONS AND PARTNERSHIPS TO REINFORCE BRAND RELEVANCE BRAND FASHION HIGH-IMPACT PRODUCT KEY SPORTS HOLIDAY CAMPAIGN SHOW PARTNERSHIPS MOMENTUM PARTNERSHIPS CAMPAIGNS TELLING RELATABLE STORIES OF AUTHENTIC CHARACTERS © HUGO BOSS
Slide 21: Drive full-funnel engagement
PAGE 21 WE WILL DRIVE FULL-FUNNEL ENGAGEMENT TO CONVERT AWARENESS INTO PURCHASE INTENT AND LOYALTY AWARENESS INTEREST CONSIDERATION CONVERSION LOYALTY INVITE CONSUMERS TO BECOME PART OF THE BRAND STORY © HUGO BOSS
Slide 22: Activate product-led storytelling
PAGE 22 WE WILL ACTIVATE PRODUCT-LED STORYTELLING TO INSPIRE, CONNECT AND CONVERT BRAND CAMPAIGN INSPIRE CONNECTING EVERY COMMERCIAL COLLABORATIONS BRAND MOMENTS LAYER BACK CONNECT SPORTS MOMENTS TO THE CULTURE BRAND PRODUCT CAMPAIGNS CONVERT PARTNERSHIPS CATEGORY PUSHES © HUGO BOSS
Slide 23: Our future built on purpose, relevance, aspiration
PAGE 23 OUR FUTURE WILL BE BUILT ON PURPOSE, RELEVANCE, AND ASPIRATION. © HUGO BOSS
Slide 24: Bold moves to become real women's & men's powerhouses
PAGE 24 BOLD MOVES WOMEN TO BECOME REAL WOMEN’S & MEN’S POWERHOUSES DEDICATED LEADERSHIP PER GENDER MEN TRUE SPECIALIST UNDER ONE ROOF TO LEVERAGE GENDER-SPECIFIC KNOW-HOW FOSTER COLLABORATION TO IMPROVE EFFICIENCY AND UNLOCK UNTAPPED SYNERGIES © HUGO BOSS
Slide 25: BOSS Men remains our core business
PAGE 25 BOSS MEN REMAINS OUR CORE BUSINESS AND THE FUTURE GLOBAL GROWTH ENGINE © HUGO BOSS
Slide 26: We built a true 24/7 lifestyle brand
PAGE 26 WE BUILT A TRUE 24/7 LIFESTYLE BRAND BOSS CAMEL BOSS ORANGE FUEL BRAND STRENGTHEN ELEVATION WITH CASUAL LIFESTYLE WORLD-RENOWNED POSITIONING CRAFTSMANSHIP BOSS BLACK BOSS GREEN MAINTAIN POSITION LEVERAGE THE WITH ICONIC TAILORING ACTIVEWEAR & MODERN LIFESTYLE MOMENTUM © HUGO BOSS
Slide 27: Our focus for BOSS Men
PAGE 27 OUR FOCUS FOR BOSS MEN LEAD THE 24/7 MAKE THE SHARPEN OUR TAKE THE STREAMLINE LIFESTYLE BIG BIGGER OFFER MOMENTUM ASSORTMENT become the leading expand beyond establish clear keep focusing on simplify complexity premium lifestyle tailoring with focus brand lines; shoes, accessories, to drive
Slide 28: Claim 5 modernized BOSS Women
PAGE 28 CLAIM 5 MODERNIZED BOSS WOMEN BUT WE STILL NEED TO SHARPEN BRAND POWER TO REACH OUR GOALS © HUGO BOSS
Slide 29: Identity before growth
PAGE 29 IDENTITY BEFORE GROWTH CLEAR CONSISTENT RELEVANT DEFINE OUR BUILD AUTHENTIC DESIGN WITH OUR FEMALE OWN DNA BRAND POSITIONING CONSUMER IN MIND BE PRECISE AND OFFER COHESIVE PRODUCT CATER TO WOMEN WHO CONFIDENT ABOUT WHAT ASSORTMENT WITH ALIGN WITH OUR DNA WE STAND FOR EVERYDAY ESSENTIALS © HU
Slide 30: Our focus for BOSS Women
PAGE 30 OUR FOCUS FOR BOSS WOMEN IDENTITY BUILD DEFINE HERO CORE REGION THINK WOMEN BEFORE EMOTIONAL AND CORE AND FOR WOMEN GROWTH CONNECTION PRODUCTS DISTRIBUTION sharpen positioning emphasize the new refine style by focus on Europe as strengthen the to transform BOSS brand messaging building hero
Slide 31: Sharpen HUGO to reignite relevance
PAGE 31 SHARPEN HUGO TO REIGNITE RELEVANCE AND BRAND HEAT © HUGO BOSS
Slide 32: HUGO: realign the brand for profitable growth
PAGE 32 REALIGN THE BRAND FOR PROFITABLE GROWTH ONE COHERENT BRAND IDENTITY BUILT ON OUR HERITAGE OUR STRENGTH LAYS IN TAILORING AND CONTEMPORARY FASHION COMMERCIAL AND INCLUSIVE PRODUCT OFFER TARGETING A WIDE AUDIENCE FIRST TOUCHPOINT HUGO IS FOR AMBITION TO OUR BRAND UNIVERSE © HUGO BOSS
Slide 33: Our focus for HUGO
PAGE 33 OUR FOCUS FOR HUGO STRENGTHEN REFINE BRAND UNIFY HUGO ELEVATE CORE REGIONS THE BRAND POSITIONING LINES DISTRIBUTION sharpen brand realign the field of align existing brand optimize footprint to focus on regional identity to play by being more lines ensuring one drive profitability opportunit
Slide 34: Optimizing our product assortment
PAGE 34 OPTIMIZING OUR PRODUCT ASSORTMENT REDUCE COLLECTION COMPLEXITY BOSS MEN SIMPLIFY SEASONAL OFFER TO CREATE A MORE STYLE COMPLEXITY DEVELOPMENT FOCUSED AND IMPACTFUL ASSORTMENT -25% 2020 DO LESS WITH BIGGER IMPACT CONCENTRATE ON FEWER STYLES TO DELIVER GREATER VALUE AND RESONANCE WITH CUSTOMER
Slide 35: Distribution Excellence
PAGE 35 DISTRIBUTION EXCELLENCE © HUGO BOSS
Slide 36: Elevate the global brand experience
PAGE 36 CONTINUE TO DRIVE ELEVATE THE RETAIL PERFORMANCE GLOBAL BRAND EXPERIENCE LEAD IN WHOLESALE THROUGH STRATEGIC PARTNERSHIPS WITH A HIGH-QUALITY OPTIMIZE OUR ONLINE BUSINESS AND DISTRIBUTION FURTHER INVEST IN CONTENT ASSETS STRATEGY STRENGTHENING OUR POSITION IN EUROPE, WHILE FOCUSING ON U.S. A
Slide 37: Rationalize our store portfolio
PAGE 37 RATIONALIZE OUR STORE PORTFOLIO TO IMPROVE OVERALL PROFITABILITY OPTIMIZE RENT-TO-SALES THROUGH RENEGOTIATIONS UP TO 50 ALIGN PAY-TO-SALES CLOSINGS OF TO STORE TRAFFIC FREESTANDING STORES CLOSE STORES 2024 VS. 2028 WHICH CONSISTENTLY UNDERPERFORM © HUGO BOSS
Slide 38: Boosting productivity in retail
PAGE 38 BOOSTING PRODUCTIVITY IN RETAIL CAPITALIZE ON KEY COMMERCIAL OPPORTUNITIES CONTINUE LEVERAGING SMART PRICE INCREASES STRENGTHEN RELATIONSHIPS WITH CONSUMERS THROUGH LOYALTY PROGRAM © HUGO BOSS
Slide 39: Lead in wholesale through strategic partnerships
PAGE 39 LEAD IN WHOLESALE THROUGH STRATEGIC PARTNERSHIPS WIN WITH THE WINNERS OPTIMIZE ASSORTMENT EFFICIENCY UNLOCK FRANCHISE OPPORTUNITIES © HUGO BOSS
Slide 40: Fuel growth with key franchise partners
PAGE 40 FUEL GROWTH WITH KEY FRANCHISE PARTNERS SEAMLESS INTEGRATION INTO OMNICHANNEL UNIVERSE TO ENSURE CONSISTENT CUSTOMER EXPERIENCE FOCUS ON EMERGING MARKETS, ~390 ~550 WESTERN EUROPE, AND LATIN AMERICA FRANCHISE STORES FRANCHISE STORES 2024 2028 © HUGO BOSS
Slide 41: Optimize our online business
PAGE 41 WE WILL OPTIMIZE OUR ONLINE BUSINESS AMPLIFY TWO-BRAND STRATEGY TO UNLOCK FURTHER ON OUR DIGITAL FLAGSHIP HUGOBOSS.COM GROWTH OPTIMIZE PERFORMANCE MARKETING BY LEVERAGING DATA INSIGHTS REINFORCE STRICT ASSORTMENT GUIDELINES FOR HUGOBOSS.COM AND DIGITAL PARTNERS ENHANCE CUSTOMER EXPERIENCE WI
Slide 42: Strengthen the U.S. and China, use emerging markets
PAGE 42 STRENGTHEN THE U.S. AND CHINA TO TURN THEM INTO REGIONS OF EXCELLENCE AND USE OPPORTUNITIES IN EMERGING MARKETS CONTINUE BUILDING ON EUROPE TO FURTHER INCREASE MARKET SHARE
Slide 43: The U.S.: profitability before growth
PAGE 43 THE U.S. PROFITABILITY BEFORE GROWTH OPTIMIZE OUR DISTRIBUTION FOOTPRINT POTENTIAL WITH FOCUS ON FULL-PRICE SALES LOCALIZED MARKETING APPROACH €190B U.S. MARKET SHARE: ~0.5% U.S. EUROPE ADDRESSABLE MARKET SHARE: MARKET* ~2.8% INCREASE B&M RETAIL, CAPEX, AND MARKETING EFFICIENCIES *FY25E Prem
Slide 44: China: lay foundation for future growth
PAGE 44 CHINA LAY FOUNDATION FOR FUTURE GROWTH POTENTIAL OPTIMIZE OUR RETAIL PORTFOLIO BOOST SOCIAL COMMERCE €133B CHINA MARKET SHARE: ~0.2% CHINESE EUROPE ADDRESSABLE MARKET SHARE: MARKET* ~2.8% INCREASE BRAND EQUITY WITH LOCALIZED APPROACH *FY25E Premium & Luxury Market incl. Apparel, Footwear, Ac
Slide 45: Emerging markets: seize opportunities
PAGE 45 EMERGING MARKETS SEIZE OPPORTUNITIES EXPLORE MARKET OPPORTUNITIES POTENTIAL BEYOND UAE ACTIVATE LOCAL BRAND PRESENCE €29B EMERGING MARKETS MARKET EMERGING SHARE: ~0.8% MARKETS ADDRESSABLE EUROPE MARKET* MARKET SHARE: DEVELOP FRANCHISE OPPORTUNITIES ~2.8% *FY25E Premium & Luxury Market incl.
Slide 46: Operational Excellence
PAGE 46 OPERATIONAL EXCELLENCE © HUGO BOSS
Slide 47: Driving operational excellence along our value chain
PAGE 47 DRIVING OPERATIONAL EXCELLENCE ALONG OUR VALUE CHAIN SMART AGILE OPERATIONAL AUTOMATED LEAN DECISIONING PLANNING EFFICIENCY LOGISTICS BACK-OFFICE Empowering faster Drive agility in Leveraging Expansion of highly Streamline back- and smarter planning to economies of scale automated global end
Slide 48: Leveraging our investments to fuel long-term profitable growth
PAGE 48 THROUGH CLAIM 5 TOUCHDOWN, WE ARE NOW LEVERAGING OUR INVESTMENTS TO FUEL LONG-TERM PROFITABLE GROWTH © HUGO BOSS
Slide 49: Claim 5 Touchdown will elevate our operational excellence
PAGE 49 CLAIM 5 TOUCHDOWN WILL ELEVATE OUR OPERATIONAL EXCELLENCE GROSS MARGIN OPERATING CAPITAL INVENTORY DRIVING EXPENSES EXPENDITURE LEVELS SUSTAINABLE ENHANCING TARGETING OPTIMIZING TRADE MARGIN EFFICIENCY ACROSS NORMALIZED NET WORKING IMPROVEMENTS THE ORGANIZATION INVESTMENT LEVELS CAPITAL LEVE
Slide 50: Financial Ambition
PAGE 50 FINANCIAL AMBITION © HUGO BOSS
Slide 51: Our future model for shareholder returns
PAGE 51 OUR FUTURE MODEL FOR SHAREHOLDER RETURNS BRAND EXCELLENCE + DISTRIBUTION EXCELLENCE + OPERATIONAL EXCELLENCE = MEANINGFUL FREE CASH FLOW GENERATION & STRONG SHAREHOLDER VALUE CREATION © HUGO BOSS
Slide 52: Brand excellence: drive brand elevation and gross margin
PAGE 52 BRAND EXCELLENCE DRIVE BRAND ELEVATION AND GROSS MARGIN HIGHER SHARE STRATEGIC PRICE MARKETING OF FULL-PRICE INCREASES TO INVESTMENTS SALES IN RETAIL ENHANCE GROSS TARGETED AT AND LOWER MARGIN ~7% OF SALES MARKDOWNS © HUGO BOSS
Slide 53: Distribution excellence: more selective, drive profitability
PAGE 53 DISTRIBUTION EXCELLENCE MORE SELECTIVE, DRIVE PROFITABILITY CAREFUL REVIEW SELECTIVE SEAMLESS OF OWN STORE WHOLESALE INTEGRATION OF NETWORK DISTRIBUTION FRANCHISE BY ASSORTMENT INTO SEGMENTATION OMNICHANNEL UNIVERSE © HUGO BOSS
Slide 54: Operational excellence: lift margins and cash generation
PAGE 54 OPERATIONAL EXCELLENCE LIFT MARGINS AND CASH GENERATION GROSS MARGIN DISCIPLINED INVENTORY AND IMPROVEMENTS OPEX CAPITAL THROUGH MANAGEMENT TO OPTIMIZATION SOURCING DRIVE OPERATING TO BOOST CASH EFFICIENCIES LEVERAGE GENERATION © HUGO BOSS
Slide 55: Sales: 2026 refocus
PAGE 55 SALES 2026 REFOCUS DECLINE IN THE MID- TO HIGH- SINGLE-DIGIT RANGE* DRIVERS 2020 2021 2022 2023 2024 2025 2026E 2027E 2028E GROUP SALES (IN EUR BILLION) *Currency-adjusted
Slide 56: Sales: 2027 grow, 2028 accelerate
PAGE 56 SALES 2027 GROW 2028 ACCELERATE RETURN TO GROWTH AND ACCELERATE DRIVERS 2020 2021 2022 2023 2024 2025 2026E 2027E 2028E GROUP SALES (IN EUR BILLION)
Slide 57: Gross margin improvements targeted through 2028
PAGE 57 GROSS MARGIN IMPROVEMENTS TARGETED THROUGH 2028 DRIVERS STRATEGIC PRICING 61.5% SOURCING EFFICIENCY FULL-PRICE SELL-THROUGH LOWER MARKDOWNS 2025 2026E 2027E 2028E
Slide 58: Levers for operating leverage: retail efficiency
PAGE 58 LEVERS FOR OPERATING LEVERAGE STREAMLINE THE OPTIMIZE STORE PORTFOLIO TO NETWORK WITH STRENGTHEN FOCUS ON RENT-TO- PERFORMANCE SALES AND PAY-TO- SALES EFFICIENCY RETAIL EFFICIENCY
Slide 59: Levers for operating leverage: marketing effectiveness
PAGE 59 LEVERS FOR OPERATING LEVERAGE INVEST IN KEY BRAND MAINTAIN INITIATIVES AND MARKETING PRIORITIZE INVESTMENTS AT INVESTMENTS ~7% OF SALES WITH THE HIGHEST RETURN MARKETING EFFECTIVENESS
Slide 60: Levers for operating leverage: lean back-office
PAGE 60 LEVERS FOR OPERATING LEVERAGE OPTIMIZE BACK- ROLL OUT GLOBAL OFFICE BY BUSINESS SERVICES LEVERAGING TO ENHANCE AUTOMATION AND AI EFFICIENCY AND SCALABILTY LEAN BACK-OFFICE
Slide 61: EBIT development in 2026 impacted by sales decline
PAGE 61 EBIT DEVELOPMENT IN 2026 IMPACTED BY SALES DECLINE €300–350M €391M DRIVERS 2026 2025 2026E 2027E 2028E
Slide 62: EBIT recovery to start in 2027
PAGE 62 EBIT RECOVERY TO START IN 2027 RETURN TO €391M PROFITABLE GROWTH LONG-TERM EBIT MARGIN POTENTIAL ~12% 2025 2026E 2027E 2028E
Slide 63: Capital expenditure
PAGE 63 CAPITAL EXPENDITURE CAPITAL EXPENDITURE (IN % OF GROUP SALES) SIGNIFICANT 08 INFRASTRUCTURE AND RETAIL INVESTMENTS 07 WITHIN CLAIM 5 06 CLAIM 5 TOUCHDOWN WILL SEE NORMALIZATION 05 IN CAPEX LEVELS 04 FOCUSING ON ~3% – 4% MAINTENANCE 03 INVESTMENTS, PARTICULARLY IT AND RETAIL 2020 2021 2022 20
Slide 64: Trade net working capital
PAGE 64 TNWC TRADE NET WORKING CAPITAL TNWC (IN % OF GROUP SALES) STRICT MANAGEMENT OF 28 TRADE NET WORKING CAPITAL, SUPPORTED BY 26 ONGOING OPTIMIZATION OF INVENTORY POSITION 24 22 INVENTORY LEVELS TO 20 IMPROVE TOWARD 20% OF ~18% – 20% 18 SALES BY 2028 16 2020 2021 2022 2023 2024 2025E 2026E 2027E
Slide 65: Enhancing inventory efficiency
PAGE 65 ENHANCING INVENTORY EFFICIENCY INVENTORIES REDUCE COMPLEXITY IN % OF SALES THROUGH STREAMLINED ASSORTMENT ~25% IMPROVE TRANSPARENCY FOR BETTER PLANNING AND FORECASTING ~20% 2024 INCREASE VISIBILITY IN WHOLESALE THROUGH AUTOMATED PROCESSES (EDI) 2028 INCREASE RETAIL STOCK TURN THROUGH DIGITAL
Slide 66: Focus on free cash flow generation
PAGE 66 FOCUS ON FREE CASH FLOW GENERATION CLAIM 5 TOUCHDOWN CLAIM 5 3X ~€300M ANNUAL FCF * *After repayment of lease liabilities, corresponding to ~€500M before repayment © HUGO BOSS of lease liabilities in accordance with IFRS 16
Slide 67: Our capital allocation framework
PAGE 67 OUR CAPITAL ALLOCATION FRAMEWORK WITHIN CLAIM 5 TOUCHDOWN REINVEST FOR RETURN CASH TO REDUCE FINANCIAL SEEK STRATEGIC ORGANIC GROWTH SHAREHOLDERS LEVERAGE OPPORTUNITIES INVESTMENTS DIVIDEND AND/OR SAFEGUARD MAINTAIN FUTURE INTO BUSINESS SHARE BUYBACK INVESTMENT M&A FLEXIBILITY GRADE
Slide 68: Financial leverage
PAGE 68 FINANCIAL LEVERAGE FINANCIAL LEVERAGE CORRIDOR NET FINANCIAL LIABILITIES* TO EBITDA STRONG INVESTMENT-GRADE RATINGS BY MOODY’S AND S&P INVESTMENT-GRADE RATINGS 1.0x – 2.0x TO BE MAINTAINED WITHIN 1.3x CLAIM 5 TOUCHDOWN MAINTAIN FINANCIAL LEVERAGE IN A RANGE OF 1.0X TO 2.0X 2024 2025E 2026E 2
Slide 69: Our long-term commitment to shareholders
PAGE 69 OUR LONG-TERM COMMITMENT TO SHAREHOLDERS OUTGROW DRIVE ROBUST GENERATE THE MARKET PROFITABILITY MEANINGFUL IMPROVEMENTS FREE CASH FLOW (EBIT MARGIN: ~12%) © HUGO BOSS
Slide 70: Sustainable throughout
PAGE 70 SUSTAINABLE THROUGHOUT ESG STRATEGY & PERCEPTION AT THE CAPITAL MARKET
Slide 71: Our sustainability strategy updated in 2026
PAGE 71 OUR SUSTAINABILITY STRATEGY UPDATED IN 2026 FOR A BOLD AND BETTER FUTURE LEVERAGE BETTER SHIFT TO BETTER INCREASE DRIVE DIGITIZATION REDUCE CLIMATE NATURAL POLYESTER & CIRCULARITY & DATA ANALYTICS IMPACT MATERIALS POLYAMIDE 80% >70% 100% 100% -50% Products designed for Digital creation Main
Slide 72: Strong sustainability performance: ESG ratings & rankings
PAGE 72 STRONG SUSTAINABILITY PERFORMANCE ESG RATINGS & RANKINGS CSA 84 points in 2025 (87 pts in 2024) Corporate Sustainability Inclusion in the Dow Jones Best-in-Class World Assessment and Europe Indices in 2025 CDP Climate Change: C in 2025 (B in 2024) Carbon Disclosure Project Water Security: B-
Slide 73: Second Quarter 2026 Results
PAGE 73 SECOND QUARTER 2026 RESULTS © 2022 HUGO BOSS
Slide 74: Brand excellence: strengthening brand relevance and consumer engagement
PAGE 74 BRAND EXCELLENCE STRENGTHENING BRAND RELEVANCE AND CONSUMER ENGAGEMENT INVESTING INTO OUR SUPPORTING SHARPENING BRANDS WHILE BRAND VISIBILITY PRODUCT OFFERING FURTHER IMPROVING AND CONSUMER WHILE REDUCING MARKETING ENGAGEMENT COMPLEXITY EFFECTIVENESS © 2022 HUGO BOSS
Slide 75: Key brand activations to support commercial moments in H2/26
PAGE 75 BRAND EXCELLENCE KEY BRAND ACTIVATIONS TO SUPPORT COMMERCIAL MOMENTS IN H2/26 MARKETING INVESTMENTS INCREASE EXPECTED IN H2/26 IN LINE WITH PLANNED PHASING BOSS WINTER 2026 HOLIDAY BOSS BY WINTER 2026 x CAMPAIGN CAMPAIGN BECKHAM CAMPAIGN SHOHEI OHTANI © 2022 HUGO BOSS
Slide 76: Distribution excellence: enhancing distribution quality and store productivity
PAGE 76 DISTRIBUTION EXCELLENCE ENHANCING DISTRIBUTION QUALITY AND STORE PRODUCTIVITY HUGO BOSS XP ONGOING MEMBERS STRONG FOCUS ON FULL-PRICE >14 MILLION AS OF JUNE 30, 2026 SELL-THROUGH STORE NETWORK ENHANCING OPTIMIZATION DISTRIBUTION QUALITY AND 21 NET CLOSURES IN H1 2026 PROFITABILITY © 2022 HUG
Slide 77: Operational excellence: building a more agile and resilient business
PAGE 77 OPERATIONAL EXCELLENCE BUILDING A MORE AGILE AND RESILIENT BUSINESS SIMPLIFY ENHANCE ONGOING SUCCESSFUL PROCESSES PLANNING AND OPTIMIZATION OF GO-LIVE OF DC ALONG THE BUYING DECISIONS INVENTORIES FILDERSTADT VALUE CHAIN THROUGH AI © 2022 HUGO BOSS
Slide 78: Execution of Claim 5 Touchdown shapes financial performance in Q2
PAGE 78 EXECUTION OF CLAIM 5 TOUCHDOWN SHAPES FINANCIAL PERFORMANCE IN Q2 GROUP SALES 905 (9)% CURRENCY-ADJUSTED (10)% IN GROUP CURRENCY EUR MILLION VS. Q2 2025 EBIT 59 (160) BP (28)% 6.5% EUR MILLION VS. Q2 2025 EBIT MARGIN
Slide 79: Top-line performance reflects strategic measures and challenging market
PAGE 79 TOP-LINE PERFORMANCE REFLECTS STRATEGIC MEASURES AND CHALLENGING MARKET ENVIRONMENT GROUP SALES VS. Q2 2025 (9)% BRANDS REGIONS CHANNELS BOSS (8)% AMERICAS (1)% RETAIL (8)% HUGO (14)% EMEA (13)% WHOLESALE (10)% ASIA/PACIFIC (5)% ALL FIGURES ARE CURRENCY-ADJUSTED © HUGO BOSS
Slide 80: Robust gross margin expansion demonstrates improved earnings quality
PAGE 80 ROBUST GROSS MARGIN EXPANSION DEMONSTRATES IMPROVED EARNINGS QUALITY DRIVERS 62.9% 61.4 64.9%% SOURCING EFFICIENCIES IMPROVED PRICING FULL-PRICE DISCIPLINE Q2 2025 Q2 2026 © 2023 HUGO BOSS
Slide 81: Decline in operating expenses reflects efficiency gains
PAGE 81 DECLINE IN OPERATING EXPENSES REFLECTS EFFICIENCY GAINS AND COST DISCIPLINE (4)% SELLING AND MARKETING EXPENSES DECREASED 6%, SUPPORTED BY RETAIL EFFICIENCY AND MARKETING EFFECTIVENESS ADMINISTRATION EXPENSES 548 528 INCREASED 3%, DUE TO DIGITAL INVESTMENTS AND EUR MILLION EUR MILLION ONE-OF
Slide 82: Lower inventories and capex discipline support strong cash generation
PAGE 82 LOWER INVENTORIES AND CAPEX DISCIPLINE SUPPORT STRONG CASH GENERATION JUNE 30, 2026 Q2 2026 Q2 2026 TRADE NET CAPITAL FREE CASH WORKING CAPITAL EXPENDITURE FLOW BEFORE LEASES, I.E. INCLUDING THE IMPACT OF IFRS 16 763 19.8 31 3.4 105 * CURRENCY-ADJUSTED EUR MILLION IN % OF SALES EUR MILLION I
Slide 83: Outlook 2026
PAGE 83 OUTLOOK 2026 © 2022 HUGO BOSS
Slide 84: 2026 will play a crucial role in our journey
PAGE 84 2026 WILL PLAY A CRUCIAL ROLE IN OUR JOURNEY TOWARD LONG-TERM PROFITABLE GROWTH © 2022 HUGO BOSS
Slide 85: Outlook: sales levers
PAGE 85 OUTLOOK SALES LEVERS MID- TO HIGH- MORE SELECTIVE DISTRIBUTION APPROACH SINGLE-DIGIT DECLINE 2026E ENHANCING DISTRIBUTION QUALITY IN B&M WHOLESALE AND DIGITAL STREAMLINING PRODUCT ASSORTMENTS ACROSS BRANDS © 2022 HUGO BOSS
Slide 86: Sales outlook by region
PAGE 86 SALES OUTLOOK BY REGION AS UPDATED WITH Q2 2026 RESULTS RELEASE AMERICAS EMEA ASIA/PACIFIC LOW TO MID-SINGLE- HIGH-SINGLE-DIGIT TO LOW- TO MID-SINGLE- DIGIT DECLINE LOW-TEENS DECLINE DIGIT DECLINE VS. FY 2025 VS. FY 2025 VS. FY 2025 Development reflects Targeted enhancements to Brand and cha
Slide 87: Outlook: EBIT levers
PAGE 87 OUTLOOK EBIT LEVERS 300 TO 350 EARNINGS DEVELOPMENT IMPACTED BY SALES DECLINE EUR MILLION 2026E TAGRETED GROSS MARGIN IMPROVEMENTS CONTINUED COST DISCIPLINE © 2022 HUGO BOSS
Slide 88: Share buyback program €200M
PAGE 88 HUGO BOSS INTRODUCES SHARE BUYBACK PROGRAM TO DELIVER ATTRACTIVE SHAREHOLDER RETURNS ROBUST SHARE BUYBACK FINANCIAL POSITION PROGRAM STRONG FREE CASH FLOW GENERATION UP TO €200M UNTIL END OF 2027 © 2022 HUGO BOSS
Slide 89: Financial calendar & investor relations contact
PAGE 89 FINANCIAL CALENDAR & INVESTOR RELATIONS CONTACT CHRISTIAN STÖHR SENIOR VICE PRESIDENT INVESTOR RELATIONS E-MAIL christian_stoehr@hugoboss.com NOVEMBER PHONE +49 7123 94 80903 03 Q3 2026 RESULTS CONTACT CHRISTIAN STÖHR LENA BIBERACHER SENIOR INVESTOR RELATIONS MANAGER 2026 E-MAIL lena_biberac
Slide 90: General Information
PAGE 90 I GENERAL INFORMATION BASED ON FY 2025
Slide 91: Five strong reasons for an investment in HUGO BOSS
PAGE 91 FIVE STRONG REASONS FOR AN INVESTMENT IN HUGO BOSS 1 TWO GLOBALLY • BOSS and HUGO - clearly distinguished by their fashionable style but with the same high standards of quality and fit, RECOGNIZED innovation and sustainability. BRANDS • As a 24/7 lifestyle brand, BOSS offers the perfect outf
Slide 92: HUGO BOSS at a glance
PAGE 92 HUGO BOSS AT A GLANCE 4.3 EUR BILLION 391 EUR MILLION 9.2% EBIT 499 EUR MILLION SALES EBIT MARGIN FREE CASH FLOW 128 > 17,500 21% ~8,000 COUNTRIES EMPLOYEES SHARE OF POINTS DIGITAL SALES OF SALE
Slide 93: Comparison of actual and forecast business performance
PAGE 93 COMPARISON OF ACTUAL AND FORECAST BUSINESS PERFORMANCE Results 2024 Forecast 2025 Results 2025 Group sales Between EUR 4.2 billion and EUR 4,307 million Decrease by 1% to EUR 4,270 million EUR 4.4 billion (–2% to +2%) Sales by segment EMEA EUR 2,625 million Remain around the prior-year level
Slide 94: Sales and earnings development of the business segments in 2025
PAGE 94 SALES AND EARNINGS DEVELOPMENT OF THE BUSINESS SEGMENTS IN 2025 (IN EUR MILLION) © 2022 HUGO BOSS Acquisitions or divestments had no material impact on the Group’s financial performance in 2024.
Slide 95: Sales development by brand in 2025
PAGE 95 SALES DEVELOPMENT BY BRAND IN 2025 BOSS BOSS HUGO MENSWEAR WOMENSWEAR 78% 7% 15% of Sales of Sales of Sales 3,346 EUR MILLION 280 EUR MILLION 644 EUR MILLION
Slide 96: Global market presence
PAGE 96 HUGO BOSS GLOBAL MARKET PRESENCE AMERICAS EMEA ASIA/PACIFIC 23% 62% 12% of Sales of Sales of Sales 993 EUR million Sales 2,664 EUR million Sales 509 EUR million Sales ~2,200 Points of sale ~5,000 Points of sale ~650 Points of sale 148 Freestanding retail stores 185 Freestanding retail stores
Slide 97: Distribution Formats
PAGE 97 DISTRIBUTION FORMATS © HUGO BOSS
Slide 98: Sales by distribution channel
PAGE 98 SALES BY DISTRIBUTION CHANNEL
Slide 99: Retail store network
PAGE 99 RETAIL STORE NETWORK 1,462 TOTAL INCLUDING FREE- NUMBER OF STANDING STORES, RETAIL POINTS SHOP-IN-SHOPS AND OF SALE OUTLETS
Slide 100: Sourcing footprint
PAGE 100 SOURCING FOOTPRINT WELL BALANCED REGIONAL SOURCING & PRODUCTION MIX REGIONALLY BALANCED OWN PRODUCTION COMPLEMENTS STRATEGIC SOURCING MIX THIRD-PARTY SOURCING ACTIVITIES 15% Izmir, Turkey (Largest single Americas source of production) 3% External Sourcing Own Production EMEA Asia 83% 17% 49
Slide 101: Strong organizational set-up
PAGE 101 STRONG ORGANIZATIONAL SET-UP EMPLOYEES IN MANAGEMENT (2025) EMPLOYEE SATISFACTION 78% CONDUCTED ANNUALLY WITH GREAT PLACE TO WORK® GERMANY
Slide 102: Consolidated statement of financial position
PAGE 102 CONSOLIDATED STATEMENT OF FINANCIAL POSITION (IN EUR MILLION) Assets December 31, December 31, 2025 2024 Property, plant, and equipment, intangible assets, right-of-use assets 1,700 1,775 Inventories 918 1,072 Trade receivables 386 362 Other assets 374 364 Cash and cash equivalents 343 211
Slide 103: Multi-year overview: sales
PAGE 103 MULTI-YEAR-OVERVIEW SALES 2025 2024 2023 2022 2021 2020 2019 2018 Sales (in EUR million) 4,270 4,307 4,197 3,651 2,786 1,946 2,884 2,796 Sales by brand BOSS Menswear 3,346 3,329 3,256 2,868 2,181 1,530 2,488 2,422 BOSS Womenswear 280 297 288 239 192 131 HUGO 644 682 653 545 413 285 396 374
Slide 104: Multi-year overview: P&L, balance sheet and other key figures
PAGE 104 MULTI-YEAR-OVERVIEW P&L, BALANCE SHEET AND OTHER KEY FIGURES 2025 2024 2023 2022 2021 2020 2019 2018 Results of operations (in EUR million) Gross profit 2,626 2,660 2,581 2,256 1,721 1,187 1,875 1,823 Gross margin in % 61.5 61.8 61.5 61.8 61.8 61.0 65.0 65.2 EBIT 391 361 410 335 228 (236) 3
Slide 105: Our Share
PAGE 105 I OUR SHARE
Slide 106: Share price performance YTD until August 3, 2026
PAGE 106 SHARE PRICE PERFORMANCE YTD UNTIL AUGUST 3, 2026 120 +8% +6% +6% +5% 100 80 Jan Feb Mar Apr May Jun Jul HUGO BOSS Core Peers * MDAX DAX * Burberry Group plc, Capri Holdings Ltd., Ermenegildo Zegna N.V., G-III Apparel Group, Levi Strauss & Co., Moncler Group, PVH Corp., Ralph Lauren Corp., S
Slide 107: Shareholder structure
PAGE 107 SHAREHOLDER STRUCTURE SHAREHOLDER STRUCTURE INSTITUTIONAL INVESTORS AS OF JULY 31, 2026 (FREE FLOAT) BY REGION (IN % OF SHARE CAPITAL) AS OF JUNE 30, 2026 (IN %) Rest of World Rest of 4% PFC S.r.l./Zignago Europe North Holding S.p.A. Free float 15% America TOTAL NUMBER OF 14% 48% 43% SHAREH
Slide 108: Forward-looking statements contain risks
PAGE 108 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 expr