Own Workforce

At HUGO BOSS, we are convinced that the passion and dedication of our employees are vital for long-term business success. A strong commitment to empowering people and teams is therefore firmly embedded in our Group strategy CLAIM 5 TOUCHDOWN, guided by our HUGO BOSS values of entrepreneurial spirit, personal ownership, team mentality, simplicity & quality, and youthful spirit. Our values serve as the foundation for day-to-day collaboration. They foster a spirit of mutual trust, thereby promoting creativity as well as fast and rigorous execution. The aim is to create an environment that enables all employees to develop their individual talents and directly contribute to the success of HUGO BOSS. By fostering a diverse, equitable and inclusive company culture, we seek to cultivate an environment that supports the success and development of our employees. At the same time, employee development and training are central to our strategy, providing our workforce with the tools and opportunities needed for continuous growth. Through these efforts, we seek to further strengthen our attractiveness as an employer in the fashion industry, where talent is nurtured and everyone is empowered to reach their full potential.

With our global presence across numerous markets, production facilities, and consumer touchpoints, HUGO BOSS recognizes that people are the cornerstone of its success. Accordingly, the Company is committed to respecting human rights as fundamental principles for safeguarding human dignity. Our own workforce mainly consists of corporate employees at our headquarters and global subsidiaries, commercial employees within our own retail store network, as well as operations employees at our production facilities and logistics. Given the differing roles and working conditions, these employee groups have specific requirements regarding safe, inclusive, motivating, and respectful workplace environments. The material impacts related to workforce matters identified through our double materiality analysis apply to the entire HUGO BOSS workforce. As part of this, we differentiate between employees in own production facilities and those in non-production functions, enabling a more targeted approach to addressing workforce-related impacts.

Our commitment extends beyond our own workforce to the entire value chain, including workers in our global supply chain. Further information is provided in the “Workers in the Value Chain” section. Workers in the Value Chain

As part of the partial application of ESRS Set 1 for fiscal year 2025 reporting, HUGO BOSS makes use of the applicable phase-in provisions. Consequently, selected minimum disclosure requirements (MDRs) and quantitative metrics are not disclosed for S1-7 Non-employees, S1-8 Collective bargaining coverage for non-EEA countries, S1-12 Persons with disabilities, S1-13 Training and skills development, and S1-15 Work-life balance.

Policies related to own workforce

HUGO BOSS is committed to respecting human rights, promoting fair labor practices, and fostering a productive work environment that prioritizes employee well-being and rights across our operations. These commitments are reflected in our Group-wide policies, aligning with international labor standards, including those from the United Nations Universal Declaration of Human Rights, the International Labour Organization (ILO), and industry-specific guidelines from the Fair Labor Association (FLA). All Group-wide policies apply to the entire HUGO BOSS workforce, including headquarters, production facilities, logistics, and own retail points of sale. Input from both our own workforce and external stakeholders is considered in policy development and review, ensuring that updates reflect evolving expectations and significant feedback. All human rights-related policies are approved by the Managing Board of HUGO BOSS, made publicly available on our Group website, and available on the Company intranet, ensuring transparency and stakeholder access.

Our Human Rights Statement reinforces our commitment to upholding international standards, outlines our responsibility to address human rights risks, and emphasizes our dedication to eliminating all forms of discrimination. The statement is reviewed on an annual basis. Building on this, our Human Rights Policy sets binding standards for all employees and partners, ensuring fair treatment, decent working conditions, and compliance with national laws on working hours, freedom of association, occupational health and safety, and environmental protection. HUGO BOSS explicitly rejects all forms of human trafficking, forced or compulsory labor, and child labor. The policy enforces working hour caps and guidelines on overtime to safeguard employee health, well-being, and productivity. Fair pay is fundamental to ensuring financial security and equity. Employees must earn at least the statutory minimum wage. Where local standards are insufficient, a living wage benchmark is applied. The policy undergoes regular updates, with the most recent revision completed in 2025.

Complementing this, our Health and Safety Commitment and our Child Labor and Forced Labor Policy are critical to safeguarding our own workforce. These policies emphasize the protection of physical safety, personal dignity, and the prohibition of child labor across all operations and with our partners. Our Supplier Code of Conduct (SCoC), based on internationally recognized labor and social standards, applies not only to partners but also to our own production sites. Compliance with the SCoC is monitored through regular audits and supported with training programs, mirroring the mechanisms applied to external suppliers. This integrated approach reinforces a uniform standard of conduct across the entire operational footprint.

The HUGO BOSS Code of Conduct outlines Group-wide legal and ethical principles for employee conduct, establishing a foundation of compliance across areas such as fair competition, conflict of interest, proper handling of Company information, and data protection. Ensuring fair working conditions and respectful treatment in the workplace is central to the Code, as is maintaining zero tolerance for corruption. We do not tolerate willful misconduct or violations of the Code. More information on the Code of Conduct can be found in the “Governance” section. Governance

Our Anti-Discrimination, Anti-Harassment and Gender Equality Commitment and Anti-Discrimination, Anti-Harassment and Gender Equality Policy clearly articulate our zero-tolerance stance toward any form of discrimination or harassment. HUGO BOSS promotes respect for diversity in all its dimensions, including race, gender, sexual orientation, age, disability, and other characteristics. Employment decisions regarding hiring, development, promotion, compensation, and termination are to be based solely on merit. To embed these principles into daily practice, HUGO BOSS has established internal confidential reporting channels, defined remediation processes, and launched targeted awareness campaigns. Through this systematic approach – combining prevention, detection, and remediation – HUGO BOSS actively addresses discrimination and harassment risks across its operations.

Diversity, Equity, and Inclusion (DE&I) form a cornerstone of our company culture. Embedded within the global Human Resources (HR) department, DE&I initiatives are aligned with our Company’s broader HR strategy. In 2025, HUGO BOSS introduced a dedicated DE&I Policy, with a summarized version also made available to external stakeholders. The policy applies globally and outlines key impacts and actions. It was developed with input from employees, internal HR experts, and management representatives.

Additionally, the HUGO BOSS Fair Pay Commitment stipulates that all employees are to be compensated fairly and equitably, in accordance with local laws and international labor standards. We are committed to ensuring equal pay for work of equal value, with regular reviews to ensure pay practices are transparent and free from bias and discrimination.

The international subsidiaries of HUGO BOSS structure their HR management by means of additional, decentralized policies. This enables them to adapt to local needs, while complying with national law. Unless stated otherwise, Group-wide policies, are reviewed annually and, if necessary, updated by our Human Rights Officer.

Engagement with own workforce

At HUGO BOSS, we are committed to fostering a company culture where employees feel empowered to cooperate openly, express their views, and contribute to our Company’s success. We engage directly with our workforce through various channels, enabling employees to voice concerns, share ideas, and actively participate in decision-making. By promoting active and direct dialog, we aim to enhance employee retention and strengthen their connection to our Company’s strategic goals.

A key initiative supporting workforce engagement while tracking the effectiveness of our overall approach to employee engagement is the annual Great Place to Work survey, conducted Group-wide by an external service provider. It provides critical insights into how our employees experience HUGO BOSS, including collaboration, leadership, and overall engagement. In fiscal year 2025, the Group achieved an overall satisfaction level of 78% (2024: 69%), reflecting a significant year-on-year improvement, with a participation rate of 71% (2024: 70%). The positive development reflects the impact of targeted engagement measures implemented at selected locations in response to site-specific challenges identified in the prior year, most notably in Izmir (Turkey), alongside generally stable satisfaction levels across the Group. Looking ahead, we remain committed to sustaining an employee satisfaction level of at least 75% across the Group. At HUGO BOSS AG in Germany, overall satisfaction amounted to 83% in 2025 (2024: 86%). The moderate decline year-over-year reflects the broader macroeconomic environment, while overall satisfaction levels remain high. Employees continue to report strong trust in core aspects of our company culture, particularly in areas of camaraderie and pride in working for HUGO BOSS. The survey results provide us with valuable input for operational and strategic decision-making, with the aim of further strengthening employee engagement across the Group. Key indicators, including the “Trust Index,” are integrated into the long-term incentive (LTI) program for the Managing Board and eligible senior management, underscoring the strategic relevance of employee engagement. To ensure that insights translate into specific action, survey findings are reported to the Managing Board, which defines key strategic priorities together with Global HR.

Beyond the annual survey, HUGO BOSS fosters a culture of ongoing dialog through multiple channels aimed at strengthening the internal dialog both among employees as well as between employees and senior management. Regular updates from the Managing Board, alongside opportunities for direct interaction through internal events, provide structured platforms for employee engagement. In light of the volatile macroeconomic environment, we consider a high degree of transparency and open dialog with employees particularly important. Therefore, in 2025, we continued our live, quarterly hybrid “How is Business?” sessions. During these sessions, the Managing Board and senior management share business updates and respond directly to questions from employees. To further broaden perspectives, HUGO BOSS has established the NextGen Board as a generational sounding board, ensuring that the views and perspectives of younger employees are actively represented.

Employee representatives are integral to employee engagement. Through local and national works councils, HUGO BOSS ensures regular dialog on key matters such as employee well-being, health and safety, and workplace development. In Germany, our workforce at HUGO BOSS AG is represented by the works council, in accordance with the German Works Constitution Act (Betriebsverfassungsgesetz, BetrVG). The annual works meeting, jointly held by the Managing Board and the Works Council, provides employees in Germany with updates on economic performance and strategic priorities, as well as workforce-related topics, including social matters, thereby strengthening transparency and the connection between leadership and employees. The works council, led by its Chairman, regularly engages in open dialog with the Managing Board and our central HR division, addressing both strategic and individual matters. Dedicated HR managers support employees with inquiries or concerns, while feedback is also gathered through surveys, town halls, and other interactive channels. We also foster inclusion for vulnerable groups through locally tailored initiatives. Furthermore, HUGO BOSS respects the formation of employee organizations and the right to unionize, maintaining regular dialog with union representatives and associations such as the Southwest German Textile and Clothing Industry.

To further strengthen engagement and transparency, we also leverage digital tools to enhance communication and collaboration. Our global employee app “My HUGO BOSS” and our global intranet platform “ONE” keep employees closely connected and engaged. Both platforms facilitate engagement, interaction, and provide timely updates on HUGO BOSS and our two brands, BOSS and HUGO, featuring live streams, videos, and relevant industry news.

Grievance mechanisms and remediation processes

HUGO BOSS has established a comprehensive system to identify and manage human rights impacts across its operations with the aim of safeguarding employees and preventing or minimizing any potential adverse impacts. To facilitate reporting, we provide three independent whistleblowing channels: our Speak Up Channel, an external Ombudsperson service, and our Compliance department, complemented by additional local internal channels. These mechanisms allow all employees to report concerns confidentially, anonymously, and free of charge. In doing so, HUGO BOSS aims to mitigate negative impacts on human rights, data protection, and compliance with its Code of Conduct, among other things.

Raising awareness of these grievance mechanisms ensures employees feel safe to report concerns. Awareness is embedded into various aspects of our company culture through a mandatory compliance training, where all permanent employees are informed about the availability of our grievance processes, and through internal information campaigns aimed at preventing potential negative impacts. Additionally, the Company promotes awareness across its local subsidiaries, own production facilities, and own retail stores by providing comprehensive information on the intranet or posters detailing how to access the various whistleblowing channels. Employees can also raise concerns directly with their managers or HR. All reports are overseen by the central Compliance department, ensuring that issues are addressed in line with the Company’s commitment to upholding human rights and ethical standards.

Our Compliance department reviews the effectiveness of the grievance procedure at least once a year or, if necessary, on an ad-hoc basis. Based on the findings, further action steps are initiated to support continuous improvement. Anonymous feedback on the reporting experience is also encouraged. The grievance mechanisms and remediation processes, including whistleblowing protection against retaliation, are further detailed in the “Governance” section. Governance

Characteristics of our workforce

As of December 31, 2025, HUGO BOSS employed a total of 20,020 employees worldwide on a headcount basis (2024: 21,286). This reflects all active employees, including corporate staff, commercial employees, operations workers, learners (working students, apprentices, interns), and temporary support staff (employees with a fixed employment duration of less than one year to cover short-term resource requirements). The decrease of 1,266 headcounts compared to the prior year is mainly reflected across own production, own retail, and corporate functions. On a full-time equivalent (FTE) basis, excluding learners and temporary support staff, this corresponds to 17,527 employees as of December 31, 2025 (December 31, 2024: 18,623). The following metrics represent employee data calculated on a headcount basis, as of year-end, unless otherwise stated.

In 2025, HUGO BOSS hired 4,826 new employees worldwide (2024: 6,259), while total employee departures (“leavers”) amounted to 6,127 (2024: 6,667), including inactive employment relationships and excluding learners and temporary support staff. HUGO BOSS counts employees as having left the Company only upon official contract termination. Transitions from temporary roles, internships, or student positions to permanent roles are recorded as internal transfers, instead of new hires.

HUGO BOSS reports both the total employee turnover rate, which includes all departures regardless of reason, and the employee-related turnover rate, reflecting only voluntary resignations initiated by employees. This distinction allows for a more accurate understanding of overall workforce dynamics as well as employee satisfaction and retention. The resulting total turnover rate – total leavers divided by total workforce at year-end – amounted to 32% in 2025, in line with the prior-year level (2024: 32%). At a level of 21%, the employee-related turnover decreased slightly year over year (2024: 22%). To gain deeper insights into employee retention, we separately track the employee-related turnover for our global retail operations and corporate functions. In retail, the rate was 31% in 2025 (2024: 32%), while in corporate functions it amounted to 12% (2024: 15%). Our objective remains to further reduce employee-related turnover to below 30% in retail, and below 8% in the corporate functions, both by 2030. Exit interviews are conducted to better understand the reasons for departure and inform measures aimed at retention and reducing employee-related turnover.

The following tables provide further characteristics of our workforce in alignment with ESRS S1-6. Metrics are calculated on a headcount basis unless otherwise specified.

Targets and actions related to own workforce

In the following section, HUGO BOSS outlines its targets and actions related to its own workforce, addressing topics identified as material through our double materiality assessment. This includes information on working conditions as well as equal treatment and opportunities for all.

Working conditions

At HUGO BOSS, we recognize that ensuring optimal working conditions is vital to fostering employee well-being, productivity, and overall job satisfaction across all regions. Within our industry, employees may face longer working hours and heightened pressure, especially during peak seasons, which can affect their ability to maintain a healthy work-life balance. We are continually working to enhance these conditions, in particular by improving work-life balance, managing working time, and ensuring the right to freedom of association.

HUGO BOSS is actively implementing more flexible working models and clear policies that define reasonable boundaries around working hours, promoting healthier work environments. In addition, we are committed to further enhancing our social dialog framework, ensuring that employees’ voices are heard and that their rights to fair representation are upheld. By strengthening these aspects, we aim to maintain an inclusive and supportive workplace where employees are empowered to participate in decision-making processes affecting their roles and working conditions.

Working time and work-life balance

In the fast-paced fashion industry, working time management is essential to ensuring fair working conditions and promoting employee well-being. HUGO BOSS is committed to upholding legal working hour limits and fostering flexibility through internal policies that support work-life balance.

Actions

We offer our employees a wide range of options to strengthen work-life balance, including flexible working models such as individual part-time arrangements, trust-based working hours, and remote work. Most of our employees – both in administrative functions and in production – already benefit from flexible working hours. For example, employees in our own production facility in Izmir (Turkey) are able to reduce accrued overtime or make use of other part-time arrangements.

Our hybrid working model, “Threedom of Work,” applies to administrative staff in Germany and provides for three days of attendance at our headquarters in Metzingen, whereas employees are free to choose their work location on the other two days. Similar models are in place at other Group companies, while most administrative staff worldwide benefit from mobile working options. In addition, job sharing opportunities, co-leadership roles, and sabbaticals further contribute to a dynamic and efficient, yet flexible work culture.

As we are also committed to strengthening family friendliness, HUGO BOSS participates in the Germany-wide cooperation “Success Factor Family.” In this context, we are offering a broad variety of family-friendly options, including access to day care. In the U.S. and Canada, employees have free of charge access to an Employee Assistance Program (EAP) for independent advice on childcare and family care. In addition, most of our employees in the U.S. have the option of spending part of their gross personal income for external care and support services through flexible spending accounts (FSAs).

Adequate wages

Fair pay is fundamental to ensuring financial security, fostering equity, and driving motivation and productivity. HUGO BOSS is committed to providing transparent, performance-based compensation as part of its working conditions. To this end, we continually strive to enhance the structure and competitiveness of our compensation structure, ensuring that employees worldwide are remunerated at least in line with local minimum wage standards.

Targets

HUGO BOSS is committed to ensuring that all employees are remunerated at least in line with adequate wage benchmarks as defined by the ESRS. This ongoing, outcome-oriented target is monitored globally on a semi-annual basis. Adequate wage levels are determined using external pay data and a comprehensive global pay survey that reflects local cost-of-living factors. Where inconsistencies or gaps are identified, HUGO BOSS promptly adjusts compensation to maintain alignment with adequate wage benchmarks.

In fiscal year 2025, 100% of employees within the scope earned in line with the adequate wage benchmark or above as set forth in the ESRS. Learners and temporary support staff, as well as employees of our Digital Campus in Porto (Portugal) are not included in the scope of this target or its monitoring. This target is embedded in the Company’s Fair Pay Commitment and its overarching human rights and fair labor frameworks.

Actions

HUGO BOSS ensures fair and competitive remuneration through a structured, Group-wide compensation system, as set out in our fair pay commitment. Based on regular assessments of all jobs in Germany as well as key international positions, the majority of our employees are remunerated based on job-specific salary bands. In addition to meeting local minimum wage requirements, our salary bands are based on external salary benchmarks covering several sectors. In recent years, HUGO BOSS conducted a thorough evaluation of nearly all positions worldwide to establish a unified compensation system based on a Group-wide grading system, thereby further improving transparency. This framework is based on job-specific qualifications and responsibilities, aimed at ensuring a compensation structure that remains fair, competitive, and free from discrimination. HUGO BOSS reviews its pay practices regularly to maintain competitiveness.

Our compensation system includes fixed and variable salary components, including bonuses above the collective bargaining scale, non-cash compensation, and other benefits. It aligns with industry standards and collective bargaining agreements, while incorporating national and regional benchmarks. In Germany, works agreements govern specific compensation components such as the employee profit-sharing bonus. Non-tariff employees receive a 13th monthly salary instalment and a short-term incentive (STI) linked to annual company targets.

HUGO BOSS further supports employees with a company pension, with specific conditions varying by country. In Germany, for example, all employees are eligible for a uniform pension plan. Additional retirement models, such as partial retirement, enable employees to maintain access to benefits like the company fitness studio and restaurants at our Group headquarters.

To foster long-term employee engagement and enable employees to participate in the Company’s success, HUGO BOSS offers an employee share investment program (SHIP), allowing employees to acquire HUGO BOSS shares at regular intervals under favorable conditions.

Freedom of association and collective bargaining

Freedom of association and the right to collective bargaining are fundamental labor rights and anchored in HUGO BOSS’ employment practices. These rights enable employees to express their views, engage in dialog with management, and negotiate working conditions collectively. Upholding these principles strengthens mutual trust, fosters a constructive workplace culture, and supports long-term employee engagement across our global operations.

Targets

HUGO BOSS is firmly committed to respecting and upholding employees’ rights to freedom of association and collective bargaining. Our Human Rights Commitment and Policy underline our commitment towards an open and constructive dialog with employees and their representatives. Our objective is to ensure these rights are consistently respected across all operations, in compliance with national laws, and to prevent any violations.

In the European Economic Area (EEA), Germany is currently the only country where HUGO BOSS meets the ESRS reporting threshold of 50 or more employees representing at least 10% of the total workforce. For this reason, and in line with the transitional provisions under the ESRS, reporting for 2025 focuses on Germany. In Germany, all employees are covered by collective bargaining agreements and represented by workers’ representatives. Therefore, the percentage of HUGO BOSS employees covered by collective bargaining agreements is at 22%.

Actions

HUGO BOSS actively engages with its workforce through a variety of channels, including labor unions, works councils, and employee committees across its global operations, fostering open dialog and promoting labor rights. As a global company, HUGO BOSS has trade unions and employee representation bodies in different countries, complying with statutory regulations.

In Germany, social dialog is facilitated by a close collaboration between the elected works council of HUGO BOSS AG and the Managing Board. This collaboration facilitates constructive negotiations on a wide range of workforce-related topics and has resulted in a variety of works agreements, covering areas such as health protection, flexible working models, childcare support, family assistance programs, and anniversary bonuses. Also in Turkey, elected employee representatives provide structured channels for employees to raise concerns and engage in dialog on working conditions. In Mexico, specialized worker-management committees focus on health, safety, and workplace conditions, while in France, the Social and Economic Committee (Comité Social et Économique, CSE) represents various employee categories and holds regular meetings with local management to discuss workplace issues.

Equal treatment and opportunities for all

Our commitment to fostering equal opportunities is deeply rooted in promoting a workplace thriving on diversity, equity, and inclusion (DE&I). These principles, alongside our focus on gender equality, anti-discrimination efforts, and continuous training and development, form the foundation of a supportive and empowering work environment, where every individual feels valued, respected, and empowered to thrive and contribute their unique perspectives.

HUGO BOSS is committed to tackling gender pay disparities, ensuring that promotions and compensation decisions are transparent and merit-based, and removing barriers to career advancement based on gender. Increasing transparency in our career development and compensation frameworks is a key driver for fostering a more equitable workplace. At the same time, we maintain a zero-tolerance policy against discrimination, harassment, and violence in the workplace. Our policies and preventive measures are designed to safeguard our inclusive culture and protect employees from unethical conduct. By promoting a safe and respectful work environment, we empower all employees to excel free from the fear of discrimination or mistreatment. We also place strong emphasis on training and development, enabling employees – regardless of their background or role – to continuously enhance their skills, grow within the Company, and contribute to our shared success. By driving these initiatives, we are not only fostering an inclusive culture but also empowering our employees to reach their full potential, supporting continued growth and success of both our people and the Company.

Diversity, equity, and inclusion (DE&I)

At HUGO BOSS, DE&I are central to our journey of reshaping fashion, forming a core part of our company culture. We are committed to fostering an inclusive and equitable environment where diverse perspectives drive creativity and innovation.

Targets

HUGO BOSS is committed to promoting gender equality across all organizational levels. As of December 31, 2025, women represented 59% of our workforce, continuing to form the majority (2024: 59%). Across all management levels, 49% of positions were held by women, unchanged from the prior year (2024: 49%).

HUGO BOSS has defined targets to increase the representation of women in management positions. The Company aims to achieve a share of at least 40% women in top management positions (first management level below the Managing Board) and at least 50% women in the second management level by 2030. As of December 31, 2025, women accounted for 24% of top management positions and 43% of second management positions (December 31, 2024: 27% and 44%, respectively). These targets replace former time-bound targets with a target year of 2025, which were not fully achieved. Based on the progress made to date and the remaining gap to the defined thresholds, the Managing Board approved the continuation of the targets with an extended target year of 2030. HUGO BOSS remains committed to increasing the representation of women in leadership positions and will continue to implement measures to support progress toward these targets, with specific initiatives described in the Actions section below.

In addition to gender representation, we closely monitor the age structure of our workforce to ensure a balanced mix across generations. This balanced age distribution reflects the dynamic blend of emerging talent and experienced professionals that drives HUGO BOSS forward.

HUGO BOSS also measures equity and inclusion through its annual employee survey. For equity, HUGO BOSS has set a target of achieving an 85% agreement rate on the equity index by 2030. This index reflects employees’ perceptions of fair treatment through several survey statements, including “People here are treated fairly regardless of their race, age, gender, and sexual orientation.” In 2025, 87% of employees viewed HUGO BOSS as an equitable workplace (2024: 80%). Respectively, inclusion is measured via the survey question “I can be myself here,” with a goal of 79% agreement by 2030. In 2025, already 81% of employees agreed they feel included within the Company (2024: 74%).

Actions

HUGO BOSS has defined a comprehensive DE&I ambition focused on five key pillars: Our People, Our Company, Our Consumers, Our Business Partners, and Our Community. To further advance DE&I within the organization and embed it into our company culture, our MIX & MATCH initiative bundles numerous internal and external measures aimed at raising awareness, educating, and promoting a culture of inclusion. Our Diversity Task Force (DTF), composed of employees from diverse backgrounds, supports the execution of these initiatives through dedicated workstreams focused on topics like gender equality and LGBTQIA+ representation. Employees can also form self-organized groups, including the Wonder Women CREW and the BE YOU CREW, offering safe spaces for sharing experiences and fostering mutual support.

We provide our employees with regular DE&I trainings, including programs designed to address unconscious biases and foster inclusive, effective decision-making. In 2025, HUGO BOSS ensured that all employees received mandatory DE&I and unconscious bias training, conducted on an 18-month cycle. Recognizing the importance of inclusive leadership in shaping company culture, HUGO BOSS provides dedicated unconscious bias training within its leadership development programs. Targeted awareness training on non-discrimination policies and practices is provided to middle and upper management, particularly during promotion and performance calibration rounds.

Gender equality remains a priority, supported by ongoing initiatives to strengthen representation of women in leadership roles. Our Diversity Hiring Council plays a central role in reviewing the recruitment process for top management positions and ensuring gender-balanced candidate shortlists. To further promote gender-diverse leadership, we launched the SHE BOSS program in 2024 to support the development of high-potential female leaders with active management support. Initially focused at a select group of high-potential female employees, the program’s strong positive reception has led to plans for a broader roll-out across the Group, scheduled for 2026. DE&I principles are also embedded into daily operations and recruitment, with inclusive job descriptions, postings, and hiring practices designed to attract diverse talent and minimize unconscious bias.

By adhering to the United Nations Women’s Empowerment Principles, we aim to promote equal opportunities, representation, and treatment for all genders in the workplace. We also support the Partnership for Global LGBTIQ+ Equality (PGLE), a coalition of organizations committed to leveraging their individual and collective advocacy to accelerate LGBTIQ+ equality and inclusion globally. Our overarching goal is to embed gender equality into our company culture, ensuring balanced representation in leadership and across all functions.

Gender equality and equal pay for work of equal value

At HUGO BOSS, we recognize that gender equality encompasses fair compensation, equitable career advancement, and balanced leadership opportunities. HUGO BOSS strives to ensure that all employees, regardless of gender, are entitled to the same rights, opportunities, and access to resources.

Targets

HUGO BOSS is committed to upholding its Fair Pay Commitment and works to ensure that compensation is free from discrimination based on gender and any other characteristic. Our objective is to ensure equal pay for equal work across all roles and levels within the Company.

For fiscal year 2025, HUGO BOSS reports an adjusted gender pay gap of 2.2%, as a key indicator of compensation equity within the Group. This metric follows a HUGO BOSS-specific methodology and measures the difference between the average total annual compensation of male and female employees, relative to the average total annual compensation of male employees. It accounts for type of employee (hierarchy) and location (city) to reflect pay differences among comparable roles and is based on total direct compensation data as of October 31, 2025. The dataset covers all employees except learners, temporary support staff, and employees at the HUGO BOSS Digital Campus in Porto (Portugal). The total direct compensation consists of the base salary incl. cash allowances, as well as target values defined by variable compensation consisting of short-term incentive (STI), long-term incentive (LTI), and employee profit-sharing (EPS). Variable, non-contractually fixed compensation components as well as benefits of kind, overtime and overtime compensations are excluded. For employees in retail functions, commissions are included based on actual earnings rather than target values, reflecting the performance-driven nature of retail roles. For these functions, commission earned in October is annualized to twelve months.

Actions

Creating a workplace environment that promotes gender equality and prevents discrimination begins with raising awareness. HUGO BOSS has implemented dedicated training programs to educate employees on issues of bias, discrimination, and gender equality. The Company’s broader commitment to gender equality is reinforced by signing the UN Women’s Empowerment Principles, which provide guidance on promoting gender equality in business. These initiatives are closely linked to our broader HR strategies, including career development, promotions, and performance management, ensuring training insights and analyses inform our workforce planning and talent development.

All employees are entitled to fair compensation in line with market conditions, also benefitting from a range of additional support, including health insurance, maternity and parental leave, and financial support for external training, in accordance with HUGO BOSS’ fair pay commitment. Gender-specific analyses of compensation differences among employees in comparable positions are conducted on a regular basis, leveraging our standardized grading system. We are continuously expanding these analyses to better understand the drivers of pay disparities and work towards minimizing them. More information on our compensation system can be found in the “Adequate Wages” section further above.

At the same time, HUGO BOSS is actively empowering women, particularly when re-entering the workforce after parental leave, through initiatives like our “Open Doors for Women” program in Izmir (Turkey). The program provides mentorship, career development opportunities, and support networks, helping to break down barriers and equip women with the tools for success.

Measures against violence and harassment in the workplace

At HUGO BOSS, we are dedicated to fostering a working environment where every employee is valued for their individuality and can freely express themselves without fear of discrimination, violence, or harassment. All employees are expected to treat each other with respect and dignity, regardless of age, gender, race, sexual orientation, disability, nationality, faith, political opinion, or any other personal characteristic. This commitment is reinforced through regular training and a clear expectation that all employees contribute to a positive, inclusive workplace culture. Our commitment to creating a safe and respectful workplace is supported by respective policies and a zero-tolerance approach towards violence and harassment.

Targets

HUGO BOSS is committed to a zero-tolerance approach to violence and harassment, in alignment with both statutory and internal company requirements on human rights and labor standards. As part of our Anti-Harassment Commitment and Policy, we strictly prohibit all forms of harassment and violence. It is our objective to ensure that these standards are consistently upheld across our operations.

In fiscal year 2025, a total of 159 potential incidents were reported through the Company’s whistleblowing channels. Of these, 20 incidents related to discrimination, including harassment, were reported across the Group’s workforce (2024: 12 incidents). Both figures include all complaints filed through our whistleblowing channel, ombudsperson, and confirmations from our central and regional HR functions. As in the prior year, no complaints were filed with National Contact Points (NCPs) for OECD Multinational Enterprises through the available confidential internal channels.

In fiscal year 2025, as in the prior year, HUGO BOSS was not aware of any severe human rights violations within its own workforce, including child labor, forced labor, human trafficking, or breaches of the UN Guiding Principles or OECD Guidelines. Consequently, no material fines, penalties, or compensation payments related to human rights issues were recorded, reaffirming our commitment to ethical standards and employee rights.

Actions

HUGO BOSS actively promotes a culture of respect and individuality through targeted prevention measures. To address discrimination, violence, and harassment, we conduct regular compliance training that includes a dedicated anti-discrimination e-learning module. The course educates employees on recognizing, preventing, and addressing violence and harassment in the workplace, while reinforcing our zero-tolerance stance. It is reviewed annually and updated as needed to reflect evolving business needs and regulatory requirements.

Training and skills development

Our employees’ expertise and commitment are vital for achieving our strategic and financial objectives. As global competition and business complexity intensify, the demand for skilled and adaptable employees continues to grow. To meet this challenge, HUGO BOSS places strong emphasis on targeted training and individual development opportunities that enhance both our employer attractiveness and employee retention. Through a variety of training formats, we empower employees to grow personally and professionally, fostering engagement, strengthening skills, and empowering them to actively contribute to the Company’s long-term success.

Actions

HUGO BOSS is committed to fostering a robust leadership culture and to providing comprehensive development opportunities for its global workforce. Structured HR development programs, such as the Employee Development Program (EDP) for professionals and managers, are designed to promote employees based on their competencies, broaden their knowledge, and strengthen their skills, also with regard to a leadership career. In addition to role-specific training, we also provide social skills development, supporting a performance-driven, inclusive, and collaborative company culture.

Through platforms such as the HUGO BOSS University and the HUGO BOSS eLIBRARY, employees have access to a broad selection of face-to-face, live online, and e-learning courses that focus on professional, social, and management skills. In 2025, we continued offering formats such as “Tiny Training,” a one-hour training session on relevant topics, and Global Learning Week, which promotes knowledge-sharing and collaboration led by internal experts worldwide. At our production and logistics sites, face-to-face training and workplace briefings remain an integral part of the induction process for industrial staff.

Development offerings at HUGO BOSS include a strong focus on leadership mentality, as we are convinced that it has a significant impact on both our Company’s performance and employee engagement. Regular workshops anchor this mindset within our organization, fostering a common understanding of leadership. Key programs such as the Leadership Development Program (LDP), the High Potential Program (HIPOSS), and the Experienced Leaders Collection (ELC) are tailored to develop leadership potential and skills at different career stages. Leaders are expected to act as enablers, create strong team connections, and ensure equal opportunities for all.

HUGO BOSS also supports students and apprentices by partnering with universities and vocational institutions globally. These collaborations enable us to offer work-study programs and apprenticeships in industrial, technical, and commercial fields, addressing the growing demand for skilled professionals.

Internal mobility is another key factor in talent retention. Our internal career platform “GLOBAL JOBS” and the employee referral program “HUGO BOSS Spotted” provide transparency and growth opportunities across departments and divisions. At the same time, the annual Performance & Development Dialog (PDD) provides structured feedback and individualized development planning. Supported by an online tool, data is collected on employee performance, potential, and development needs, enabling objective evaluations, mid-year reviews, and peer feedback. This process helps employees realize their potential while promoting long-term retention.