Hugo Boss Ag · XETR:BOSS
Hugo Boss — Investor Presentation (March 2025)
90 slides from Hugo Boss's investor presentation, March 2025
Slide 1: Investor Meeting Presentation
INVESTOR MEETING PRESENTATION 03/2025 © 2022 HUGO BOSS
Slide 2: Claim 5 Strategy, FY 2024 Results, FY 2025 Outlook, General Information
01 “CLAIM 5” STRATEGY 02 FY 2024 RESULTS 03 FY 2025 OUTLOOK 04 GENERAL INFORMATION © 2022 HUGO BOSS
Slide 3: Vision and Mission
PAGE 3 VISION MISSION BECOME THE PREMIUM TECH- WE LOVE DRIVEN FASHION FASHION, PLATFORM WE CHANGE WORLDWIDE FASHION
Slide 4: Financial Ambition: €5 Billion Sales
PAGE 4 FINANCIAL AMBITION €5BILLION SALES ≥12%EBIT MARGIN
Slide 5: CLAIM 5 Strategy
PAGE 5 CLAIM 5 STRATEGY WHY CONSUMER FIRST WHAT 1 2 3 4 5 BOOST PRODUCT LEAD IN DRIVE ORGANIZE BRANDS IS KEY DIGITAL OMNICHANNEL FOR GROWTH SUSTAINABLE THROUGHOUT HOW RIGOROUS EXECUTION EMPOWER PEOPLE AND TEAMS
Slide 6: Boost Brands
Ot Ot Ot Ot 01 BOOST BRANDS CLAIM 1
Slide 7: Two Clearly Distinguished Brands
PAGE 7 WE REVITALIZED OUR BRAND PORTFOLIO STRATEGY AND BRAND ARCHITECTURE WITH TWO CLEARLY DISTINGUISHED BRANDS POSSIBILITY TO ADD MORE BUSINESSES WITH PREMIUM LIFESTYLE POSITIONING
Slide 8: Be Your Own BOSS Lifestyle
PAGE 8 BE YOUR OWN BOSS 24/7 BOSS addresses customers in the LIFESTYLE 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
Slide 9: HUGO Your Way
PAGE 9 HUGO 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 10: Clearly Distinguished Marketing
PAGE 10 CLEARLY DIFFERENT LIFESTYLE DISTINGUISHED BRANDS MARKETING STRATEGIES DIFFERENT TARGET GROUPS DIFFERENT MARKETING APPROACHES © 2023 HUGO BOSS
Slide 11: Maximize Consumer Impact
PAGE 11 OVERALL MARKETING STRATEGY 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 emo
Slide 12: Driving Brand Reach and Relevance on Social Media
PAGE 12 DRIVING BRAND REACH AND RELEVANCE WITH CLEAR FOCUS ON SOCIAL MEDIA +11M > 130B IMPRESSIONS ACROSS ALL CHANNELS FOLLOWERS SINCE 2021 ON SOCIAL > 3B ENGAGEMENTS MEDIA ON SOCIAL CHANNELS
Slide 13: Product Is Key
PAGE 13 02 PRODUCT IS KEY CLAIM 2
Slide 14: Brand Lines Reflect BOSS Menswear 24/7 Lifestyle Promise
PAGE 14 BRAND LINES REFLECT BOSS MENSWEAR 24/7 LIFESTYLE PROMISE FROM HIGH-END TO MODERN BOLD SMART AND DENIM TO AN ACTIVE TAILORING PERFORMANCE CASUAL COMPETENCE... LIFESTYLE HERITAGE... SUITS... STYLES... BOSS CAMEL BOSS BLACK BOSS ORANGE BOSS GREEN
Slide 15: Product Strategy BOSS Menswear
PAGE 15 PRODUCT STRATEGY BOSS MENSWEAR Amplify the brand DNA – own the heritage in suiting ~ €3.5 B in a modern way 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 cat
Slide 16: Brand Lines Reflect BOSS Womenswear 24/7 Lifestyle Promise
PAGE 16 BRAND LINES REFLECT BOSS WOMENSWEAR 24/7 LIFESTYLE PROMISE FROM HIGH-END TO MODERN BOLD SMART AND DENIM INTO AN ACTIVE TAILORING TAILORING... CASUAL COMPETENCE... LIFESTYLE HERITAGE... STYLES... BOSS BLACK BOSS ORANGE COLLABS
Slide 17: Product Strategy BOSS Womenswear
PAGE 17 PRODUCT STRATEGY BOSS WOMENSWEAR Offer products to wear 24/7 from morning to ~ €0.5 B evening AMBITION Foster cohesive aesthetic between BOSS Menswear and Womenswear communication Amplify brand DNA – translate heritage in suiting into new businesswear Partner up with industry leaders
Slide 18: HUGO Celebrates 24H Self-Expression
PAGE 18 HUGO CELEBRATES 24H SELF-EXPRESSION IN EVERY SITUATION Modern and authentic HUGO style to gain relevance among younger and young- minded consumers Balanced offer of commercial and contemporary pieces WORK CELEBRATE HANG OUT EXPLORE MOVE Investment in new categories such as womenswear bodywea
Slide 19: Product Strategy HUGO
PAGE 19 PRODUCT STRATEGY HUGO Foster cohesive aesthetic between Menswear ~ €1.0 B and Womenswear AMBITION 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
Slide 20: Two HUGO Brand Lines with Dedicated Styles
PAGE 20 TWO BRAND LINES WITH DEDICATED STYLES AND COMMON BRAND VALUES HUGO RED WITH A HUGO BLUE STRONG FOCUS ON EMPHASIZES STREET TAILORING COMMERCIAL FOR FASHION- STYLES WITH DENIM FORWARD AT THE CORE CONSUMERS
Slide 21: Global Licenses Business Extends 24/7 Lifestyle Promise
PAGE 21 GLOBAL LICENSES BUSINESS EXTENDS 24/7 LIFESTYLE PROMISE FRAGRANCES EYEWEAR WATCHES & KIDSWEAR HOME JEWELRY WRITING & DOG GOLF APAC CYCLING EQUESTRIAN LUGGAGE GIFTS ACCESSORIES
Slide 22: Lead in Digital
PAGE 22 03 LEAD IN DIGITAL CLAIM 3
Slide 23: Developing Digital Capabilities Across the Value Chain
PAGE 23 CONSTANTLY DEVELOPING DIGITAL CAPABILITIES TO EMPHASIZE SPEED, PERSONALIZATION, AND COST EFFICIENCY DESIGN & PRODUCTION SALES & DEMAND DEVELOPMENT & LOGISTICS MARKETING Trend Product Modular product Digital Metaverse Digital Showroom Advanced analytics detection creation development Twin exp
Slide 24: Trend Analytics with Data Insights and Generative AI
PAGE 24 SHIFTING TOWARDS TREND ANALYTICS BY THE HELP OF DATA INSIGHTS AND GENERATIVE AI GENERATIVE AI CREATES NEW SPACES FOR CREATIVITY. IDENTIFY IMPROVE WIN KEY EMERGING TIME-TO-MARKET WITH RELEVANT TRENDS CONSUMER GROUPS DESIGN & PRODUCTION SALES & DEMAND DEVELOPMENT & LOGISTICS MARKETING
Slide 25: Foster Digital Product Creation
PAGE 25 FOSTER DIGITAL PRODUCT CREATION TO ACCELERATE DESIGN AND DEVELOPMENT PROCESS DIGITAL PRODUCT CREATION TO INCREASE EFFICIENCY, REDUCE COSTS, AND FURTHER OPTIMIZE QUALITY. ~65% >90% DIGITAL STYLE DIGITAL STYLES CREATION TARGETED 2024 BY 2025 DESIGN & PRODUCTION SALES & DEMAND DEVELOPMENT & LOG
Slide 26: Launch of the Digital Twin
PAGE 26 LAUNCH OF THE DIGITAL TWIN TO BUILD THE BACKBONE OF FUTURE GROWTH DIGITAL TWIN ENABLES SMART DECISION-MAKING BY CONNECTING PLANNING AND EXECUTION, FROM DEMAND TO SUPPLY. SUSTAIN BOOST INCREASE GROWTH PROFITABILITY SUPPLY CHAIN TRANSPARENCY DESIGN & PRODUCTION SALES & DEMAND DEVELOPMENT & LOG
Slide 27: Digital Innovation in Retail
PAGE 27 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 28: Drive Omnichannel
PAGE 28 04 DRIVE OMNICHANNEL CLAIM 4
Slide 29: Retail, Wholesale, Digital Channel Mix
PAGE 29 WE MOVE TO WHERE CONSUMERS EXPECT US TO BE KEEP MAINTAIN ADAPT RETAIL WHOLESALE DIGITAL AT AT TO >50% ~25% >20% OF GROUP SALES OF GROUP SALES OF GROUP SALES
Slide 30: Experiential in Retail
PAGE 30 EXPERIENTIAL IN RETAIL ACTIONS ENABLERS Become THE “place to be” Experiential store design, for our customers pop-ups, and digitalization at the POS Enhance customer experience with a desirable Valuable hospitality concept look and feel Excellence in store Increase productivity b
Slide 31: Increase Store Productivity by at Least 3% per Year
PAGE 31 INCREASE STORE PRODUCTIVITY BY AT LEAST 3% PER YEAR STORE PRODUCTIVITY (€/SQM) Rollout of latest store concepts +7% 2021-2024 Continue store optimization program Constantly improve product offering at the POS 11,400 >13,000 2024 AMBITION
Slide 32: Win with the Winners in Wholesale
PAGE 32 WIN WITH THE WINNERS IN WHOLESALE ACTIONS ENABLERS Leverage brand lines Strong positioning of brands and focused product offering Grow with existing strong partners Strong relationship based on customer and product Drive digital selling and insights automated replenishment Improv
Slide 33: Exploit Potential of Global Franchise Business
PAGE 33 EXPLOIT THE FULL POTENTIAL OF OUR GLOBAL FRANCHISE BUSINESS NUMBER OF FRANCHISE STORES FOCUS ON EXPANDING IN EMERGING MARKETS ~400 ~500 2024 TARGET 2025+
Slide 34: Inspirational in Digital
PAGE 34 INSPIRATIONAL IN DIGITAL ACTIONS ENABLERS Expand and grow Localized content and hugoboss.com marketing Improve user experience and Latest app skills and AI- push mobile and social driven features commerce Data-driven decision-making Grow with strong digital and improvement of pro
Slide 35: Deepening Customer Engagement with HUGO BOSS XP
PAGE 35 DEEPENING CUSTOMER ENGAGEMENT WITH HUGO BOSS XP +25%* SUCCESSFUL YEAR OVER YEAR ROLLOUT REGISTERED CUSTOMERS in key markets such as Germany TO ~10 MILLION and the UK. Expansion to further markets planned in 2025. *AT THE END OF FY2024 © 2023 HUGO BOSS
Slide 36: Leveraging Potential of hugoboss.com
PAGE 36 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 AI INCREASED PAGE VALUE HIGHER TRAFFIC NEW CUSTOMERS HIGHER CONVERSION
Slide 37: Keep Growth Trajectory in the Americas
PAGE 37 KEEP GROWTH TRAJECTORY IN THE AMERICAS AMERICAS Continue to push 24/7 brand image in our single largest market, the U.S. Further expand visibility in U.S. department stores and roll out ~20% digital marketplaces Strengthen store network in Latin America AMBITION
Slide 38: Exploit Growth Momentum in EMEA
PAGE 38 EXPLOIT GROWTH MOMENTUM IN EMEA EMEA Continue to enhance and upgrade distribution network Accelerate franchise development Capitalize on business >55% opportunities across brand lines AMBITION
Slide 39: Unleash Full Potential in Asia/Pacific
PAGE 39 UNLEASH THE FULL POTENTIAL IN ASIA/PACIFIC APAC Secure affordable luxury position in China, Japan, and Korea Strengthen retail and drive wholesale in Southeast Asia & ~20% Pacific Boost digital commerce AMBITION
Slide 40: Organize for Growth
PAGE 40 05 ORGANIZE FOR GROWTH CLAIM 5
Slide 41: Investments in Global Logistics Network
PAGE 41 INVESTMENTS IN GLOBAL LOGISTICS NETWORK TO ENSURE LONG-TERM GROWTH LOGISTICS CAPACITY LOGISTICAL EXPANSIONS OWN USA ~65M ~90M OPERATIONS GERMANY THIRD-PARTY UK UNITS CAPACITY UNITS CAPACITY PROVIDER IN 2023 MID-TERM CHINA
Slide 42: Expansion of Own Production Capacities
PAGE 42 SUCCESSFUL EXPANSION OF OUR OWN PRODUCTION CAPACITIES IN 2024 >25% ~10% OF TOTAL OF GLOBAL PRODUCTION CASUALWEAR CAPACITY SOURCING DEDICATED TO COMING FROM IZMIR CASUALWEAR 20%* OWN PRODUCTION THEREOF ~17%* IN IZMIR, TURKEY * IN % OF TOTAL SOURCING AND PRODUCTION VOLUME
Slide 43: Advancing with Nearshoring
PAGE 43 ADVANCING WITH NEARSHORING TO BETTER ALIGN REGIONAL SOURCING ACTIVITIES WITH SALES MARKETS GROW IN THE SELECTIVELY REDISTRIBUTE AMERICAS EXPAND EMEA WITHIN APAC SOURCING VOLUMES BY REGION ~10% AMBITION ~50% AMBITION ~40% AMBITION 3% IN 2024 53% IN 2024 44% IN 2024 SALES BY REGION (2024) 24%
Slide 44: Sustainable Throughout
PAGE 44 I SUSTAINABLE THROUGHOUT
Slide 45: Strong Achievements in Sustainability
PAGE 45 STRONG ACHIEVEMENTS IN THE AREAS OF SUSTAINABILITY 7X LISTED IN STRATEGIC PARTNERSHIP DOW JONES HEIQ AEONIQ, SUSTAINABILITY A CELLULOSIC INDEX FILAMENT YARN
Slide 46: Sustainability Strategy
PAGE 46 OUR SUSTAINABILITY STRATEGY TO REACH SUSTAINABLE THROUGHOUT FOR A PLANET FREE OF WASTE & POLLUTION INCREASE DRIVE LEVERAGE FIGHT PUSH ZERO CIRCULARITY DIGITIZATION NATURE MICRO- EMISSIONS & DATA POSITIVE PLASTICS ANALYTICS MATERIALS ENVIRONMENTAL CORE SOCIAL CORE GOVERNANCE CORE
Slide 47: Strategic Sustainability Goals and Strong Core
PAGE 47 WITH STRATEGIC SUSTAINABILITY GOALS AND A STRONG CORE WE STRIVE FOR A PLANET FREE OF WASTE & POLLUTION FOR A PLANET FREE OF WASTE & POLLUTION DRIVE LEVERAGE INCREASE FIGHT PUSH ZERO DIGITIZATION & NATURE POSITIVE CIRCULARITY MICROPLASTICS EMISSIONS DATA ANALYTICS MATERIALS 80% >90% 100% 0% -
Slide 48: Environmental, Social & Governance Targets and Standards
PAGE 48 OUR STRONG CORE IS BUILT ON PROFOUND ENVIRONMENTAL, SOCIAL & GOVERNANCE TARGETS & STANDARDS SUSTAINABLE WASTE AVOID ENERGY & WATER ENVIRONMENTAL MATERIALS REDUCTION POLLUTION EFFICIENCY CORE DIVERSITY, EQUITY EMPLOYEE PURCHASING WORKING & INCLUSION SATISFACTION PRACTICES CONDITIONS SOCIAL CO
Slide 49: Full Year 2024 Results
PAGE 49 FULL YEAR 2024 RESULTS © 2022 HUGO BOSS
Slide 50: Solid Top-Line Improvements Despite Difficult Market Environment
PAGE 50 SOLID TOP-LINE IMPROVEMENTS DESPITE DIFFICULT MARKET ENVIRONMENT GROUP SALES 4,307 +3% CURRENCY-ADJUSTED +3% IN GROUP CURRENCY EUR MILLION VS. FY 2023 EBIT 361 (12)% EUR MILLION VS. FY 2023
Slide 51: Sequential Acceleration in Revenue Growth in H2 2024
PAGE 51 SEQUENTIAL ACCELERATION IN REVENUE GROWTH DURING THE SECOND HALF OF 2024 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 +13% +6% (1)% +1% +6% GROUP SALES* VS. 2023 CONSUMER SENTIMENT IMPACTED BY MACROECONOMIC AND GEOPOLITICAL UNCERTAINTIES *CURRENCY-ADJUSTED
Slide 52: Momentum in Q4 Supported by Holiday Season
PAGE 52 MOMENTUM IN Q4 SUPPORTED BY SUCCESSFUL ACTIVATION OF HOLIDAY SEASON GROUP SALES* +6% VS. Q4 2023 OVERALL* BRANDS REGIONS CHANNELS BOSS +7% AMERICAS +13% B&M RETAIL +2% MENSWEAR BOSS +3% EMEA +6% B&M WHS +15% WOMENSWEAR *CURRENCY-ADJUSTED HUGO +6% ASIA/PACIFIC (2)% DIGITAL +11%
Slide 53: Broad-Based Growth Across All Brands
PAGE 53 BROAD-BASED GROWTH ACROSS ALL BRANDS AND WEARING OCCASIONS +3% * +3% * +5% * *CURRENCY-ADJUSTED VS. FY 2023 VS. FY 2023 VS. FY 2023 BOSS BOSS HUGO MENSWEAR WOMENSWEAR
Slide 54: Growth in Americas and EMEA, China Weighs on Asia/Pacific
PAGE 54 GROWTH TRAJECTORY IN THE AMERICAS AND EMEA CONTINUES WHILE CHINA WEIGHS ON BUSINESS DEVELOPMENT IN ASIA/PACIFIC AMERICAS EMEA ASIA/PACIFIC +8% * +3% * (2)% * VS. FY 2023 VS. FY 2023 VS. FY 2023 All markets contributed to growth, Growth driven by sales increases Development in Asia/Pacific in
Slide 55: B&M Wholesale and Digital with Robust Momentum
PAGE 55 B&M WHOLESALE AND DIGITAL BUSINESS WITH ROBUST MOMENTUM IN 2024 B&M RETAIL B&M WHOLESALE DIGITAL +0% * +8% * +6% * VS. FY 2023 VS. FY 2023 VS. FY 2023 Muted consumer sentiment Robust demand for Sales increases at both in key markets such as BOSS and HUGO collections hugoboss.com and China an
Slide 56: Gross Margin Improves in 2024
PAGE 56 GROSS MARGIN IMPROVES IN 2024 DUE TO SOURCING EFFICIENCY GAINS GROSS PROFIT & MARGIN in EUR million Q1 623 61.4% +0 bp Channel/ Product regional Sourcing costs mix Q2 638 62.9% +50 bp efficiency FX Q3 619 60.2% (50) bp Rebates Q4 780 62.4% +90 bp 61.8% 30 bp 61.5% Q4 GROSS MARGIN 62.4% > 200
Slide 57: Growth in Operating Expenses Mitigated
PAGE 57 GROWTH IN OPERATING EXPENSES SUCCESSFULLY MITIGATED FOLLOWING IMPLEMENTATION OF COST EFFICIENCY MEASURES H1 H2 COST MEASURES underlying growth in operating expenses underlying growth in operating expenses FOCUS ON B&M RETAIL EFFICIENCY +1% +6% INCREASE IN MARKETING EFFECTIVENESS 1,054* 1,123
Slide 58: Sourcing Efficiencies and Cost Management Support Bottom Line
PAGE 58 SOURCING EFFICIENCIES AND DISCIPLINED COST MANAGEMENT SUPPORT BOTTOM-LINE DEVELOPMENT IN 2024 Q4 2024 CHANGE FY 2024 CHANGE GROSS MARGIN 62.4% +90 BP 61.8% +30 BP 654 2,299 OPERATING EXPENSES EUR MILLION +8% EUR MILLION +6% OPERATING EXPENSES 52.3% +110 BP 53.4% +170 BP (IN % OF SALES) 126 3
Slide 59: Working Capital Improvements
PAGE 59 WORKING CAPITAL IMPROVEMENTS DRIVEN BY EFFICIENT MANAGEMENT OF RECEIVABLES AND PAYABLES ABSOLUTE AND RELATIVE DEVELOPMENT OF TNWC Improvement in trade net working capital mainly reflects efficient 870 management of trade receivables 791 and trade payables. TNWC IN % OF SALES TNWC IN EUR MILL
Slide 60: Strong Free Cash Flow Development
PAGE 60 STRONG FREE CASH FLOW DEVELOPMENT UNDERLINES CASH-GENERATIVE BUSINESS MODEL 2021–2024 KEY DRIVERS FREE CASH FLOW IN EUR MILLION 560 497 Strong working capital improvements as well as capital 166 expenditure discipline 96 2021 2022 2023 2024 © 2022 HUGO BOSS
Slide 61: Progressive Dividend
PAGE 61 PROGRESSIVE DIVIDEND REFLECTS CONFIDENCE IN ONGOING ROBUST CASH FLOW GENERATION +4% 60% EUR DIVIDEND PAYOUT RATIO EUR 1.40 1.35 50% EUR 30‒50% 1.00 PAYOUT RATIO 45% 40% EUR 0.70 35% 36% 30% 33% EUR 0.04 20% 2020* 2021 2022 2023 2024* DIVIDEND PER SHARE 2021 2022 2023 2024* * Due to the COVID
Slide 62: Outlook 2025
PAGE 62 OUTLOOK 2025 © 2022 HUGO BOSS
Slide 63: Looking Ahead: Focus on Profitability Improvements
PAGE 63 LOOKING AHEAD WE REMAIN VIGILANT WITH REGARDS TO ONGOING MACROECONOMIC AND GEOPOLITICAL UNCERTAINTIES WE WILL PUT AN EVEN STRONGER FOCUS ON DELIVERING PROFITABILITY IMPROVEMENTS © 2022 HUGO BOSS
Slide 64: Outlook
PAGE 64 OUTLOOK SALES FY 2025 ASSUMPTIONS MACROECONOMIC BACKDROP TO REMAIN 4.2 TO 4.4 A KEY SOURCE OF UNCERTAINTY (2)% TO +2% MUTED CONSUMER SENTIMENT TO WEIGH EUR BILLION ON BUSINESS PERFORMANCE 2025E FOCUS ON BRAND AND PRODUCT INITIATIVES TO INSPIRE CONSUMERS EBIT ONGOING INVESTMENTS IN KEY STRATE
Slide 65: Sales Outlook by Region
PAGE 65 SALES OUTLOOK BY REGION LOW-SINGLE-DIGIT BROADLY MODERATE INCREASE STABLE DECLINE VS. FY 2024 VS. FY 2024 VS. FY 2024 24/7 lifestyle positioning offers additional Soft consumer sentiment in Business environment and consumer business opportunities in the U.S. several European markets demand i
Slide 66: Key Brand and Product Initiatives in 2025
PAGE 66 KEY BRAND AND PRODUCT INITIATIVES TO INSPIRE CONSUMERS IN 2025 LOWER IMPLEMENT MAINTAIN AIRFREIGHT DIGITAL COST BRAND SHARE HERO TWIN PUSH PRODUCT DISCIPLINE LOYALTY CAMPAIGNS PRODUCTS FOOTWEAR INNOVATION PROGRAM
Slide 67: Important Profitability Levers
PAGE 67 IMPORTANT PROFITABILITY LEVERS TO DELIVER ROBUST IMPROVEMENTS IN EBIT GROSS MARGIN DRIVING EXPANSION DUE TO EFFICIENCY GAINS FURTHER SOURCING ALONG OUR BUSINESS EFFICIENCIES LEVERAGING OUR OPERATIONAL AND ORGANIZATIONAL PLATFORM
Slide 68: Profitability Improvements via Gross Margin and Cost Management
PAGE 68 PROFITABILITY IMPROVEMENTS THROUGH GROSS MARGIN EXPANSION AND DISCIPLINED COST MANAGEMENT GROSS MARGIN EXPANSION Leveraging COGS efficiencies Optimization of freight modes Normalization in material and energy prices +60 BP TO 160 BP 9.0–10.0% EBIT MARGIN COST EFFICIENCY MEASURES 8.4% Driving
Slide 69: Our Commitment: Sustainable, Profitable Growth
PAGE 69 OUR COMMITMENT DRIVING SUSTAINABLE, PROFITABLE GROWTH. DRIVING LONG-TERM SHAREHOLDER VALUE. © 2022 HUGO BOSS
Slide 70: Financial Calendar & Investor Relations Contact
PAGE 70 FINANCIAL CALENDAR & INVESTOR RELATIONS CONTACT CHRISTIAN STÖHR SENIOR VICE PRESIDENT INVESTOR RELATIONS MAY E-MAIL christian_stoehr@hugoboss.com PHONE +49 7123 94 80903 06 FIRST QUARTER RESULTS 2025 CONTACT LENA BIBERACHER SENIOR INVESTOR RELATIONS MANAGER 2025 CHRISTIAN STÖHR E-MAIL lena_b
Slide 71: General Information
PAGE 71 I GENERAL INFORMATION BASED ON FY 2024
Slide 72: Five Strong Reasons for an Investment in HUGO BOSS
PAGE 72 FIVE STRONG REASONS FOR AN INVESTMENT IN HUGO BOSS TWO STRONG • BOSS and HUGO - clearly distinguished by their fashionable style but with the same high standards of quality and fit, 1 BRANDS innovation and sustainability. • 24/7 approach for all different wearing occasions with casualization
Slide 73: HUGO BOSS at a Glance
PAGE 73 HUGO BOSS AT A GLANCE 4.3 EUR BILLION 361 EUR MILLION 8.4% EBIT 497 EUR MILLION SALES EBIT MARGIN FREE CASH FLOW 129 > 18,500 20% 6,500 COUNTRIES EMPLOYEES SHARE OF POINTS DIGITAL SALES OF SALE
Slide 74: Comparison of Actual and Forecast Business Performance
PAGE 74 COMPARISON OF ACTUAL AND FORECAST BUSINESS PERFORMANCE Results 2023 Initial forecast 2024 Latest forecast 20241 Results 2024 Increase of 1% to 4% Group sales Increase of Increase by 3% EUR 4,197 million to EUR 4.20 billion 3% to 6% to EUR 4.3 billion and EUR 4.35 billion Sales by segment Inc
Slide 75: Sales and Earnings Development of Business Segments in 2024
PAGE 75 SALES AND EARNINGS DEVELOPMENT OF THE BUSINESS SEGMENTS IN 2024 (IN EUR MILLION) © 2022 HUGO BOSS Acquisitions or divestments had no material impact on the Group’s financial performance in 2024.
Slide 76: Sales Development by Brand in 2024
PAGE 76 SALES DEVELOPMENT BY BRAND IN 2024 BOSS BOSS HUGO MENSWEAR WOMENSWEAR 77% 7% 16% of Sales of Sales of Sales 3,329 EUR MILLION 297 EUR MILLION 682 EUR MILLION
Slide 77: Global Market Presence
PAGE 77 HUGO BOSS GLOBAL MARKET PRESENCE AMERICAS EMEA ASIA/PACIFIC 24% 61% 13% of Sales of Sales of Sales 1,020 EUR million Sales 2,625 EUR million Sales 553 EUR million Sales ~2,050 Points of sale ~5,300 Points of sale ~650 Points of sale 139 Freestanding retail stores 162 Freestanding retail stor
Slide 78: Distribution Channels
PAGE 78 DISTRIBUTION CHANNELS
Slide 79: Sales by Distribution Channel
PAGE 79 SALES BY DISTRIBUTION CHANNEL
Slide 80: Retail Store Network
PAGE 80 RETAIL STORE NETWORK 1,532 TOTAL INCLUDING FREE- NUMBER OF STANDING STORES, RETAIL POINTS SHOP-IN-SHOPS AND OF SALE OUTLETS
Slide 81: Sourcing Footprint
PAGE 81 SOURCING FOOTPRINT WELL BALANCED REGIONAL SOURCING & PRODUCTION MIX REGIONALLY BALANCED OWN PRODUCTION COMPLEMENTS STRATEGIC SOURCING MIX THIRD-PARTY SOURCING ACTIVITIES 17% Izmir, Turkey (Largest single Americas External Sourcing source of production) Asia Own Production EMEA 3% 80% 44% 20%
Slide 82: Strong Organizational Set-Up
PAGE 82 STRONG ORGANIZATIONAL SET-UP EMPLOYEES IN MANAGEMENT (2024) EMPLOYEE SATISFACTION 69% CONDUCTED ANNUALLY WITH GREAT PLACE TO WORK® GERMANY
Slide 83: Compensation System
PAGE 83 COMPENSATION SYSTEM STRONGLY SUPPORTING LONG-TERM TARGETS STI LTI Components Short-term variable compensation Long-term variable compensation Performance EBIT SALES Trade net Relative Return on Employee Perfor- Targets working total capital satisfaction mance in capital shareholder employed
Slide 84: Consolidated Statement of Financial Position
PAGE 84 CONSOLIDATED STATEMENT OF FINANCIAL POSITION (IN EUR MILLION) Assets December 31, December 31, 2024 2023 Property, plant, and equipment, intangible assets, right-of-use assets 1,775 1,521 Inventories 1,072 1,066 Trade receivables 362 376 Other assets 364 363 Cash and cash equivalents 211 118
Slide 85: Multi-Year Overview Sales
PAGE 85 MULTI-YEAR-OVERVIEW SALES 2024 2023 2022 2021 2020 2019 2018 2017 Sales (in EUR million) 4,307 4,197 3,651 2,786 1,946 2,884 2,796 2,733 Sales by brand BOSS Menswear 3,329 3,256 2,868 2,181 1,530 2,488 2,422 2,336 BOSS Womenswear 297 288 239 192 131 HUGO 682 653 545 413 285 396 374 397 Sales
Slide 86: Multi-Year Overview P&L, Balance Sheet and Key Figures
PAGE 86 MULTI-YEAR-OVERVIEW P&L, BALANCE SHEET AND OTHER KEY FIGURES 2024 2023 2022 2021 2020 2019 2018 2017 Results of operations (in EUR million) Gross profit 2,660 2,581 2,256 1,721 1,187 1,875 1,823 1,808 Gross margin in % 61.8 61.5 61.8 61.8 61.0 65.0 65.2 66.2 EBIT 361 410 335 228 (236) 344 34
Slide 87: Our Share
PAGE 87 I OUR SHARE AS OF DECEMBER 31, 2024
Slide 88: Share Price Performance Fiscal Year 2024
PAGE 88 SHARE PRICE PERFORMANCE FISCAL YEAR 2024 1 Burberry Group plc, Capri Holdings Ltd., G-III Apparel Group, Guess Inc., Levi Strauss & Co., Moncler Group, PVH Corp., Ralph Lauren Corp., SMCP Group, Tapestry Inc., VF Corp.
Slide 89: Shareholder Structure
PAGE 89 SHAREHOLDER STRUCTURE SHAREHOLDER STRUCTURE INSTITUTIONAL INVESTORS AS OF DECEMBER 31, 2024 (FREE FLOAT) BY REGION (IN % OF SHARE CAPITAL) AS OF DECEMBER 31, 2024 (IN %) Own shares Rest of PFC S.r.l./Zignago 2% World Holding S.p.A. 11% TOTAL NUMBER OF 15% Free float North 64% Rest of America
Slide 90: 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