Hugo Boss Ag · XETR:BOSS
Hugo Boss — Investor Presentation (November 2025)
87 slides from Hugo Boss's investor presentation, November 2025
Slide 1: Investor Meeting Presentation
INVESTOR MEETING PRESENTATION 11/2025 © 2022 HUGO BOSS
Slide 2: Claim 5 Strategy, Q3 2025 Results, FY 2025 Outlook, General Information
01 “CLAIM 5” STRATEGY 02 Q3 2025 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: BOSS: 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: +11M Followers Since 2021
PAGE 12 DRIVING BRAND REACH AND RELEVANCE WITH CLEAR FOCUS ON SOCIAL MEDIA +11M > 149B IMPRESSIONS ACROSS ALL CHANNELS FOLLOWERS SINCE 2021 ON SOCIAL > 3.6B ENGAGEMENTS MEDIA ON SOCIAL CHANNELS All Figures as of September, 2025
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 in Every Situation
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 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 © 2022 HUGO BOSS
Slide 22: Lead in Digital
PAGE 22 03 LEAD IN DIGITAL CLAIM 3
Slide 23: Constantly Developing Digital Capabilities
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: Shifting Towards Trend Analytics with Data 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
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 Full 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: Leveraging Potential of hugoboss.com
PAGE 35 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 36: Keep Growth Trajectory in the Americas
PAGE 36 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 37: Exploit Growth Momentum in EMEA
PAGE 37 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 38: Unleash the Full Potential in Asia/Pacific
PAGE 38 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 39: Organize for Growth
PAGE 39 05 ORGANIZE FOR GROWTH CLAIM 5
Slide 40: Investments in Global Logistics Network
PAGE 40 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 41: Successful Expansion of Own Production Capacities
PAGE 41 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 42: Advancing with Nearshoring
PAGE 42 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 43: Sustainable Throughout
PAGE 43 I SUSTAINABLE THROUGHOUT
Slide 44: Strong Achievements in Sustainability
PAGE 44 STRONG ACHIEVEMENTS IN THE AREAS OF SUSTAINABILITY 8X LISTED IN STRATEGIC PARTNERSHIP DOW JONES HEIQ AEONIQ, BEST-IN-CLASS A CELLULOSIC WORLD INDEX FILAMENT YARN
Slide 45: Our Sustainability Strategy
PAGE 45 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 46: Strategic Sustainability Goals
PAGE 46 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 47: Strong Core Built on ESG Targets and Standards
PAGE 47 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 48: Third Quarter 2025 Results
THIRD QUARTER 2025 RESULTS © 2022 HUGO BOSS
Slide 49: Third Quarter 2025 Results
THIRD QUARTER 2025 RESULTS PAGE 49 THIRD QUARTER 2025 RESULTS YVES MÜLLER, CFO/COO © 2022 HUGO BOSS
Slide 50: HUGO BOSS Resilient Performance Despite Persistent Market Headwinds
THIRD QUARTER 2025 RESULTS PAGE 50 HUGO BOSS RESILIENT PERFORMANCE DESPITE PERSISTENT MARKET HEADWINDS © HUGO BOSS
Slide 51: Focus on Operational Excellence Drives EBIT Margin Increase in Q3
THIRD QUARTER 2025 RESULTS PAGE 51 FOCUS ON OPERATIONAL EXCELLENCE DRIVES EBIT-MARGIN INCREASE IN Q3 GROUP SALES 989 (4)% (1)% IN GROUP CURRENCY CURRENCY-ADJUSTED EUR MILLION VS. Q3 2024 EBIT 95 +30 BP (1)% IN GROUP CURRENCY 9.6% EUR MILLION VS. Q3 2024 EBIT MARGIN
Slide 52: Execution of Strategic Brand Initiatives
THIRD QUARTER 2025 RESULTS PAGE 52 EXECUTION OF STRATEGIC BRAND INITIATIVES STRENGTHENS RELEVANCE FOR BOSS AND HUGO BECKHAM BOSS BOSS HUGO x BOSS FASHION COLLECTION COLLECTION SHOW LAUNCH LAUNCH
Slide 53: Capitalizing on the Strong Position of BOSS Menswear
THIRD QUARTER 2025 RESULTS PAGE 53 CAPITALIZING ON THE STRONG POSITION OF BOSS MENSWEAR THROUGH ITS VERSATILE 24/7 LIFESTYLE OFFERING BOSS BOSS MENSWEAR WOMENSWEAR HUGO 0% VS. Q3 2024 * (9)% VS. Q3 2024 * (5)% VS. Q3 2024 * *CURRENCY-ADJUSTED
Slide 54: Solid Improvements in the Americas
THIRD QUARTER 2025 RESULTS PAGE 54 SOLID IMPROVEMENTS IN THE AMERICAS COMPENSATE FOR MODERATE DECLINES IN EMEA AND ASIA/PACIFIC AMERICAS EMEA ASIA/PACIFIC +3% * (2)% * (4)% * VS. Q3 2024 VS. Q3 2024 VS. Q3 2024 Modest revenue increase in Sales improvements in Germany Sales increase in *CURRENCY-ADJU
Slide 55: B&M Retail Improves Sequentially
THIRD QUARTER 2025 RESULTS PAGE 55 B&M RETAIL IMPROVES SEQUENTIALLY DUE TO HIGHER CONVERSION AND SALES PER TRANSACTION BECKHAM x BOSS Shanghai B&M B&M RETAIL WHOLESALE DIGITAL (5)% * * * 0% +2% VS. Q3 2024 VS. Q3 2024 VS. Q3 2024 Sequential improvement, Timing of deliveries and Both hugoboss.com and
Slide 56: Strong Gross Margin Expansion
THIRD QUARTER 2025 RESULTS PAGE 56 STRONG GROSS MARGIN EXPANSION DRIVEN BY SOURCING EFFICIENCIES AND COST OPTIMIZATION +100 BP DRIVERS SOURCING EFFICIENCIES PRODUCT COSTS 60.2% 61.4%% 61.2 FREIGHT RATES Q3 2024 Q3 2025 © 2023 HUGO BOSS
Slide 57: Decline in Operating Expenses Reflects Structural Efficiency
THIRD QUARTER 2025 RESULTS PAGE 57 DECLINE IN OPERATING EXPENSES REFLECTS STRUCTURAL EFFICIENCY IMPROVEMENTS (3)% B&M RETAIL EXPENSES DECREASE BY 4%, DRIVEN BY ONGOING STORE NETWORK OPTIMIZATION MARKETING INVESTMENTS SUSTAINED FOCUS ON DRIVING EFFECTIVENESS; 7.1% OF SALES IN Q3 524 510 EUR EUR MILLI
Slide 58: Gross Margin Expansion and Strict Cost Management Support Bottom Line
THIRD QUARTER 2025 RESULTS PAGE 58 GROSS MARGIN EXPANSION AND STRICT COST MANAGEMENT SUPPORT BOTTOM-LINE PERFORMANCE Q3 2025 CHANGE 9M 2025 CHANGE SALES 989 (4)% 2,989 (2)% EUR MILLION EUR MILLION GROSS MARGIN 61.2% +100 BP 61.8% +30 BP OPERATING EXPENSES 510 1,610 (2)% (3)% EUR MILLION EUR MILLION
Slide 59: Focus on CapEx Efficiency Drives Free Cash Flow Improvement
THIRD QUARTER 2025 RESULTS PAGE 59 FOCUS ON CAPEX EFFICIENCY DRIVES FREE CASH FLOW IMPROVEMENT SEPTEMBER 30, 2025 Q3 2025 Q3 2025 TRADE NET CAPITAL FREE CASH WORKING CAPITAL EXPENDITURE FLOW 909 20.2 44 66 * CURRENCY-ADJUSTED EUR MILLION IN % OF SALES EUR MILLION EUR MILLION +11%* (20) BP (51)% +63%
Slide 60: Our Focus in Q4 2025
THIRD QUARTER 2025 RESULTS PAGE 60 OUR FOCUS IN Q4 2025 Seizing Prioritizing Implementing Leveraging Driving additional focused moderate global sustainable sales brand price sourcing efficiency opportunities investments increases activities measures
Slide 61: Strategic Brand and Product Initiatives to Support Q4
THIRD QUARTER 2025 RESULTS PAGE 61 STRATEGIC BRAND AND PRODUCT INITIATIVES TO SUPPORT Q4 PERFORMANCE BECKHAM BOSS HUGO BOSS BOSS x BOSS BOTTLED x JUJUTSU xHUGO ASTON x STEIFF SHANGHAI MARTIN x JUJUTSU HOLIDAY CAPSULE
Slide 62: Driving Customer Engagement with Loyalty Program
THIRD QUARTER 2025 RESULTS PAGE 62 DRIVING CUSTOMER ENGAGEMENT WITH LOYALTY PROGRAM HUGO BOSS XP ~13 MILLION
Slide 63: Our Focus in Q4 2025
THIRD QUARTER 2025 RESULTS PAGE 63 OUR FOCUS IN Q4 2025 Seizing Prioritizing Implementing Leveraging Driving additional focused moderate global sustainable sales brand price sourcing efficiency opportunities investments increases activities measures
Slide 64: HUGO BOSS Reaffirms FY 25 Outlook
THIRD QUARTER 2025 RESULTS PAGE 64 HUGO BOSS REAFFIRMS FY 2025 OUTLOOK © 2022 HUGO BOSS
Slide 65: HUGO BOSS Reaffirms 2025 Guidance
THIRD QUARTER 2025 RESULTS PAGE 65 HUGO BOSS REAFFIRMS 2025 GUIDANCE ANTICIPATING THE LOWER END OF RANGES SALES ASSUMPTIONS 4.2 TO 4.4 MACROECONOMIC ENVIRONMENT TO REMAIN VOLATILE FOR THE TIME BEING EUR BILLION 2025E ACCELERATION IN TOP- AND BOTTOM- LINE PERFORMANCE EXPECTED IN Q4 EBIT GUIDANCE INCL
Slide 66: Q3 Performance Demonstrates Resilience
THIRD QUARTER 2025 RESULTS PAGE 66 Q3 PERFORMANCE DEMONSTRATES RESILIENCE AND STRENGTH OF OUR BUSINESS MODEL DISCIPLINED FOCUS ON OPERATIONAL PRIORITIES TO DELIVER ON FY 2025 TARGETS © 2023 HUGO BOSS
Slide 67: Financial Calendar & Investor Relations Contact
PAGE 67 FINANCIAL CALENDAR & INVESTOR RELATIONS CONTACT DECEMBER CHRISTIAN STÖHR 3 CLAIM 5 STRATEGY UPDATE SENIOR VICE PRESIDENT INVESTOR RELATIONS E-MAIL christian_stoehr@hugoboss.com PHONE +49 7123 94 80903 2025 LENA BIBERACHER CONTACT SENIOR INVESTOR RELATIONS MANAGER CHRISTIAN STÖHR E-MAIL lena_
Slide 68: General Information
PAGE 68 I GENERAL INFORMATION BASED ON FY 2024
Slide 69: Five Strong Reasons for an Investment in HUGO BOSS
PAGE 69 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 70: HUGO BOSS at a Glance
PAGE 70 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 71: Comparison of Actual and Forecast Business Performance
PAGE 71 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 72: Sales and Earnings Development of the Business Segments in 2024
PAGE 72 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 73: Sales Development by Brand in 2024
PAGE 73 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 74: HUGO BOSS Global Market Presence
PAGE 74 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 75: Distribution Channels
PAGE 75 DISTRIBUTION CHANNELS
Slide 76: Sales by Distribution Channel
PAGE 76 SALES BY DISTRIBUTION CHANNEL
Slide 77: Retail Store Network
PAGE 77 RETAIL STORE NETWORK 1,532 TOTAL INCLUDING FREE- NUMBER OF STANDING STORES, RETAIL POINTS SHOP-IN-SHOPS AND OF SALE OUTLETS
Slide 78: Sourcing Footprint
PAGE 78 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 79: Strong Organizational Set-Up
PAGE 79 STRONG ORGANIZATIONAL SET-UP EMPLOYEES IN MANAGEMENT (2024) EMPLOYEE SATISFACTION 69% CONDUCTED ANNUALLY WITH GREAT PLACE TO WORK® GERMANY
Slide 80: Compensation System
PAGE 80 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 81: Consolidated Statement of Financial Position
PAGE 81 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 82: Multi-Year Overview Sales
PAGE 82 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 83: Multi-Year Overview P&L, Balance Sheet and Other Key Figures
PAGE 83 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 84: Our Share
PAGE 84 I OUR SHARE
Slide 85: Share Price Performance YTD Until November 3, 2025
PAGE 85 SHARE PRICE PERFORMANCE YTD UNTIL NOVEMBER 3, 2025 DAX MDAX CORE PEERS¹ HUGO BOSS AS OF 11/3/2025 01 02 03 04 05 06 07 08 09 10 11 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, Tapestr
Slide 86: Shareholder Structure
PAGE 86 SHAREHOLDER STRUCTURE SHAREHOLDER STRUCTURE INSTITUTIONAL INVESTORS AS OF SEPTEMBER 30, 2025 (FREE FLOAT) BY REGION (IN % OF SHARE CAPITAL) AS OF SEPTEMBER 2025 (IN %) Rest of World Own shares Rest of 2% 2% Europe North TOTAL NUMBER OF PFC S.r.l./Zignago 22% Holding S.p.A. America SHAREHOLDE
Slide 87: 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