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 anchored in our “CLAIM 5” strategy, 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 cooperation. 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 thus directly contribute to the success of HUGO BOSS. By fostering a diverse, equitable, and inclusive company culture, we create an environment that allows every individual to succeed. At the same time, employee development and training are central to our strategy, providing our workforce with the tools and opportunities they need to grow. Through these efforts, we aim to maintain our positioning as one of the most attractive employers 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. We are thus dedicated to protecting human rights as fundamental principles for safeguarding human dignity. Our own workforce mainly consists of white-collar employees at our headquarters and global subsidiaries, commercial employees within our own retail store network, as well as blue-collar workers at our production facilities and logistics. Each of these groups has specific needs for a safe, inclusive, motivating, and appreciative workplace environment that also fosters an atmosphere of trust and belonging across all levels of our business.

Our commitment extends beyond our own workforce to the entire value chain, including workers in our global supply chain. Further details on human rights risks and our human and labor rights approach in the supply chain are outlined in the “Workers in the Value Chain” section. Workers in the Value Chain

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 the well-being and rights of its employees across our operations, including local subsidiaries, own production and logistics facilities, and own retail stores. These commitments are reflected in our Company policies, which align 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).

Our Human Rights Statement, signed by the Managing Board, 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. We review the statement annually to ensure its ongoing relevance, effectiveness, and actuality. 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. 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, fostering equity. Employees must earn at least the statutory minimum wage, and in cases where local standards are insufficient, a living wage standard is applied. The policy undergoes regular updates, with the most recent revision completed in early 2025.

Complementing this, our Health and Safety Commitment and 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), which is 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 on critical topics to foster mutual understanding across the supply chain. Further details on both these policies and our SCoC can be found in the “Workers in the Value Chain” section. Workers in the Value Chain

The HUGO BOSS Code of Conduct outlines Group-wide legal and ethical principles for employee conduct, establishing a foundation of compliance across a range of areas, including fair competition, avoiding conflicts 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 toward corruption. We do not tolerate any willful misconduct or violations of the Code. Employees receive a copy of the Code or online access via a QR code along with their employment contract. They are continuously familiarized with the regulations of the Code and the Group policies. More information on the Code of Conduct can be found in the “Governance” section. Governance

At HUGO BOSS, we are dedicated to creating an inclusive, supportive, and fair workplace, where equal opportunities are available to all employees. Our Anti-Discrimination, Anti-Harassment, and Gender Equality Commitment and Anti-Discrimination, Anti-Harassment, and Gender Equality Policy emphasize our efforts towards a discrimination- and harassment-free working environment. HUGO BOSS promotes respect for the full spectrum of diversity, including race, gender, sexual orientation, age, and more. The Company has a strict zero-tolerance stance on any form of discrimination or harassment, upheld through strict policies and supported by management’s commitment to equal treatment for all employees.

Diversity, equity, and inclusion (DE&I) is a cornerstone of our company culture, reflecting our commitment to creating a workplace free from discrimination and rich with opportunity. To underscore its importance, DE&I is firmly anchored within the global Human Resources (HR) department, ensuring alignment with our Company’s broader HR goals and operations. A dedicated policy on DE&I is currently being developed, with publication expected in 2025, emphasizing our commitment to creating an inclusive working environment where all employees are treated equitably and empowered to thrive.

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.

The international subsidiaries of HUGO BOSS structure their HR management by means of additional, decentralized policies. This enables them to adapt to their particular situation, while complying with national law. If not stated otherwise, Group-wide policies, are monitored yearly 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, ensuring that employees have the opportunity to voice their concerns, share ideas, and actively participate in decision-making processes. 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 for engaging with our workforce 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. This survey offers critical insights into how our employees experience HUGO BOSS, their interactions with leaders and peers, and their overall engagement. In 2024, the Group-wide participation rate reached 70% (2023: 77%), with an overall satisfaction level of 69% (2023: 77%). This development mainly reflects the challenges posed by a difficult macroeconomic environment in some of our key regions, particularly in Turkey. These conditions impacted employees’ financial well-being and overall sentiment throughout 2024. Looking ahead, we remain committed to sustaining a satisfaction level of at least 75% across the Group, consistent with previous years. For our employees at HUGO BOSS AG in Germany, overall satisfaction remained broadly stable at 86% in 2024 (2023: 87%). Our employees particularly appreciate the benefits and perks, team spirit and collaboration, as well as work-life balance and flexibility that HUGO BOSS offers. These findings provide us with valuable insights that we use to inform operational and strategic decision-making, with the aim of further improving employee engagement globally at HUGO BOSS. Importantly, the survey results, particularly the “Trust Index,” represent a key component of the long-term incentive program (LTI) for the Managing Board and eligible senior management staff, underscoring the strategic importance of employee engagement.

Besides the annual survey, HUGO BOSS offers 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 dialog through internal events, provide platforms for employee engagement. In this context, we introduced the hybrid format “How is Business?” in 2024, in which the Managing Board provides our global workforce with relevant business insights on a quarterly basis, while also answering questions from the audience.

Workers’ representatives are integral to our employee engagement process. Through works councils that are organized at both local and national levels, regular dialog takes place on key matters such as employee well-being, health and safety, and workplace development. Our workforce in Germany is represented by the works council at the level of our Group’s parent company HUGO BOSS AG, in accordance with the German Works Constitution Act (Betriebsverfassungsgesetz, BetrVG). The annual works meeting where both the Managing Board and the Works Council provide employees in Germany with updates on the Company’s economic performance and strategic priorities, and strengthens transparency and the connection between leadership and the workforce. The works council, led by its Chairperson, regularly engages in open dialog with the Managing Board and our central HR division, addressing both strategic and individual matters. Each employee is assigned a dedicated HR manager to assist with any inquiries, complaints, or other matters requiring attention. Furthermore, we support the formation of employee organizations for safeguarding rights and respect the right of unionization of our workforce. HUGO BOSS maintains regular meetings with union representatives, both directly and through associations such as the Southwest German Textile and Clothing Industry.

To further strengthen engagement, 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. These platforms 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 address human rights impacts stemming from its business activities. To facilitate reporting and overcome barriers to access, we provide three independent whistleblowing channels: our Speak Up Channel, an external Ombudsperson service, and our Compliance department. To reduce further barriers to reporting, these channels enable the reporting of issues confidentially, anonymously, and free of charge. In addition to these global channels, HUGO BOSS has implemented additional internal whistleblowing channels on a local level, providing our own workforce with access to localized points of contact. 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. This awareness is built into various aspects of our company culture through a mandatory compliance training course, where all permanent employees are informed about grievance processes, and internal information campaigns. Additionally, the Company promotes awareness across its local subsidiaries, own production facilities, and own retail stores with 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 handled by the Compliance department, ensuring that issues are addressed in line with the Company’s commitment to upholding human rights and ethical standards.

The HUGO BOSS 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 ensure continuous improvement. The grievance mechanisms and remediation processes, including whistleblowing protection against retaliation, are further detailed in the “Governance” section. Governance

Characteristics of our workforce

At the end of fiscal year 2024, on a headcount basis, HUGO BOSS employed a total of 21,286 employees worldwide (2023: 21,899). This includes all active employees, including white-collar workers, commercial staff, blue-collar workers, learners (including working students, apprentices, and interns), and temporary staff. The decrease of 613 headcounts compared to the prior year primarily reflects a moderate decrease in both temporary staff as well as in corporate functions. On a full-time equivalent (FTE) basis, excluding learners and temporary staff, this corresponds to 18,623 employees as of December 31, 2024 (December 31, 2023: 18,738). The following metrics represent employee data calculated on a headcount basis.

Our Company’s global positioning is also reflected in our workforce. In 2024, 78% of our employees were based outside of Germany (2023: 80%). Within Germany, employees from over 100 different nations work for HUGO BOSS (2023: almost 100 nations). At the end of 2024, 15,230 employees (2023: 15,725) worked in the commercial sector, while 6,056 employees (2023: 6,174) were assigned to industrial activities.

The following tables provide further characteristics of our own workforce, aligned towards ESRS S1 requirements:

In 2024, HUGO BOSS continued its focus on meeting its demand for talent, hiring 6,259 new employees worldwide (2023: 7,242). The total number of all employees who have left HUGO BOSS during the reporting period amounted to 6,667 employees (2023: 5,583), including inactive employment relationships. 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, not new hires. For both of the above-mentioned metrics, HUGO BOSS accounts all employees excluding learners and temporary staff. The resulting total turnover rate of employees thus amounted to 32% in 2024 (2023: 27%). Employee turnover is calculated by dividing the total number of employees who left the Company (“leavers”) during the year by the total number of employees at year-end (active and inactive employment relationships, excluding learners and temporary staff). This methodology shall ensure a clear and consistent snapshot of turnover relative to the workforce size at a specific point in time.

At a level of 22%, the employee-related turnover, based on total headcounts, increased slightly year over year (2023: 18%). This rate includes only those who voluntarily chose to leave the Company. To gain deeper insights into employee retention, we separately track the employee-related turnover for our retail operations and corporate functions. The rate in our retail business was 32% in 2024 (2023: 30%), while in corporate functions it amounted to 15% (2023: 10%). Our objective remains to further reduce employee-related turnover to below 30% in the retail functions, and below 8% in the corporate functions, by 2030. We conduct exit interviews with employees who have decided to leave HUGO BOSS to better understand the reasons for their departure. Their feedback is collected and analyzed for the purpose of adjusting our practices with the aim of further improving employee retention and reducing employee-related turnover.

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. Also in our industry, employees may face longer working hours and heightened pressure, especially during peak seasons, which can challenge 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. Additionally, 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 create an even more 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, managing working time is essential to ensuring fair working conditions and preventing overwork. Effective regulation of working hours protects employees to their right to rest and promotes overall well-being.

Actions

We are convinced that a balanced personal and professional life fosters a productive and motivated workforce. To support this, we offer our employees a wide range of options to strengthen work-life balance. A variety of flexible working models, such as individual part-time arrangements, trust-based working hours, and remote work, are designed to help our employees manage private life commitments alongside their professional responsibilities. Most of our employees already benefit from flexible working hours. For example, employees in our own production facility in Izmir (Turkey) are also able to reduce accrued overtime hours or take advantage 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, further enhancing flexibility. Numerous initiatives at our headquarters support an agile, cross-functional work environment, utilizing modern office concepts and digital tools. Additionally, flexible models such as job sharing and co-leadership further contribute to a dynamic and efficient, yet flexible work culture. On top of this, in 2024, HUGO BOSS introduced “ME TIME,” a flexible sabbatical model for our employees in Germany, enabling time for education, social engagement, or travel, further enhancing our dynamic and adaptable work culture.

As we are also committed to strengthening family friendliness as part of the Germany-wide cooperation “Success Factor Family,” we are offering a broad variety of family-friendly options. This includes access to day care for around 50 toddlers at our Metzingen site as well as holiday care programs. In the U.S. and Canada, employees have 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

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

Targets

We are committed to maintaining competitive compensation practices globally. In fiscal year 2024, all employees earned at least in line with the adequate wage benchmark set forth in the ESRS, reaffirming our commitment to fair and adequate compensation.

Actions

All our employees are entitled to fair compensation, aligned with market standards. All positions worldwide are thus evaluated via standardized criteria. Based on a regular assessment of all jobs in Germany as well as international key positions, the majority of our employees are remunerated based on job-specific salary bands. As an addition to the minimum local 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, thus further improving transparency. The latter is built around 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, bonuses above the collective bargaining scale, non-cash compensation, and other benefits. It aligns with industry and collective bargaining agreements, while incorporating national and regional benchmarks. At HUGO BOSS AG in Germany, works agreements govern 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. The compensation scheme for the Managing Board and senior management also includes a long-term incentive (LTI) program. Additionally, as part of a restricted stock units (RSU) plan, eligible senior management is granted options to purchase shares in HUGO BOSS, further aligning their interests with the long-term success of the Company.

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. Additionally, there are retirement programs in place, such as partial retirement, allowing employees to maintain access to benefits like the company fitness studio and company restaurant at our Group headquarters.

To provide our employees with an additional benefit, HUGO BOSS offers an employee share investment program (SHIP), enabling employees across 25 countries (2023: over 20 countries) to acquire HUGO BOSS shares at regular intervals under favorable conditions, thereby directly participating in the Company’s success. In 2024, we significantly expanded the program’s eligibility criteria, increasing the number of globally eligible employees by around 40%. Following this expansion, SHIP continues to enjoy strong participation, with an overall participation rate of 14% (2023: 19%), and a rate of 35% (2023: 43%) at HUGO BOSS AG in Germany.

Freedom of association and collective bargaining

Freedom of association and the right to collective bargaining are essential for ensuring that employees can voice their concerns and collaborate to maintain fair working conditions. These rights empower employees to advocate for better wages, safer environments, and overall improved well-being.

Targets

HUGO BOSS is firmly committed to respecting and upholding employees’ rights to unionize and participate in 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 Germany, all employees are covered by collective bargaining agreements and are represented by workers’ representatives.

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.

In Germany, home to our second-largest workforce, social dialog is facilitated by a close collaboration between the elected works council of HUGO BOSS AG, which represents employee interests, and the Managing Board, ensuring fair and constructive negotiations on topics vital to the workforce. As a result of this collaboration, we have implemented a variety of works agreements, offering broad-ranging benefits for our employees. These cover health protection, flexible working arrangements, childcare support, family assistance programs, and anniversary bonuses, among other things. In Turkey, where we have our largest workforce, the elected employee representation aims to ensure that workers can raise concerns and participate in discussions about their working conditions. In markets like Mexico and China, specialized worker-manager committees focus on health, safety, and workplace conditions, ensuring employees’ voices are heard at the local level, while in France, the Social and Economic Committee (Comité social et économique, CSE) holds regular meetings with local management, representing different employee categories.

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. We believe that an inclusive culture, where every individual feels valued, respected, and empowered to contribute, is vital to our Company’s long-term success. By promoting fairness, trust, and collaboration, we strive to ensure an environment where employees can excel.

HUGO BOSS is committed to tackling gender pay disparities, ensuring that all promotions and compensation decisions are merit-based, and eliminating barriers to career advancement based on gender. We are actively working on closing the gender pay gap through further increasing transparency in our career development and compensation frameworks, fostering a more equitable workplace where everyone has equal opportunities to succeed.

At the same time, we are committed to maintaining a zero-tolerance policy against workplace harassment and violence, particularly those arising from discriminatory behavior. To safeguard our inclusive culture, we have implemented policies to 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 the continuous development of our employees. Through a variety of training and development programs, HUGO BOSS ensures that all employees, regardless of their background or role, have the opportunity to enhance their skills, grow within the Company, and contribute to its collective success.

Diversity, equity, and inclusion (DE&I)

At HUGO BOSS, DE&I are central to our journey of reshaping fashion. With over 145 nationalities represented in our workforce, we embrace the power of diverse cultural backgrounds and generational collaboration. As a global company, we understand fashion’s influence on society and are committed to fostering an inclusive, equitable world where diverse perspectives drive creativity and innovation.

Targets

HUGO BOSS is committed to promoting gender equality across all organizational levels. At year-end 2024, women represented 59% of our workforce, continuing to form the majority (2023: 59%). Across all management levels, 49% of positions were held by women, thus broadly stable as compared to the prior year (2023: 50%).

HUGO BOSS has set ambitious targets for 2025, aiming for at least 40% women in the first management level (below the Managing Board) and at least 50% in the second management level. As of December 31, 2024, women accounted for 27% of top management positions and 44% of second management positions (December 31, 2023: 29% and 44%, respectively). Both these targets will undergo a comprehensive review in 2025, reaffirming our commitment to driving gender equality and strengthening the representation of women in leadership at HUGO BOSS.

HUGO BOSS is proud of its diverse and balanced workforce, spanning multiple generations. As of fiscal year 2024, employees under 30 accounted for 6,581 (31%), those aged 30–50 made up 12,205 (57%), and employees over 50 totaled 2,500 (12%). This balanced age distribution reflects the dynamic blend of emerging talent and experienced professionals that drives HUGO BOSS forward.

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

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 embedding 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 working streams 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 offer our employees regular DE&I training courses, including programs that teach how overcoming bias supports business success. Launched in 2022, these training courses adopted a top-down approach, initially targeting the Managing Board, senior management, and middle management. They were subsequently extended to the broader workforce through individual team training sessions conducted in 2023 and 2024. In 2024, we also integrated an unconscious bias training course into our leadership development programs.

Gender equality remains a priority, with ongoing initiatives to enhance female representation 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, aimed at developing high-potential female leaders at HUGO BOSS with active support and involvement from their managers.

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. Furthermore, we support the Klischeefrei initiative, which encourages young people to make career choices free from gender stereotypes, introducing their method set in our Metzingen daycare center. Our goal is to ensure that gender equality is fully integrated into our company culture, with balanced gender representation in leadership positions and across all functions.

Gender equality and equal pay for work of equal value

At HUGO BOSS, we recognize the importance of fostering a balanced and diverse workforce. We are committed to promoting gender equality and achieving balanced leadership. HUGO BOSS fosters a work environment free from discrimination and harassment, promoting gender equality as a fundamental right. All employees, regardless of gender, are entitled to equal rights, opportunities, and access to resources.

Actions

Creating a workplace environment that promotes gender equality and prevents discrimination begins with raising awareness. HUGO BOSS has implemented training programs to educate employees on issues of bias, discrimination, and gender equality. The Company has signed the UN Women’s Empowerment Principles, which provide guidance on promoting gender equality in business.

All employees are entitled to fair compensation in line with market conditions, and they also benefit from various additional support, including health insurance, maternity and parental leave, and financial support for external training. Our commitment to equal pay is demonstrated by ongoing analyses of gender-specific compensation differences among employees in comparable positions, based on our standardized grading system. This includes comparing the average annual compensation of women and men on a full-time basis within the individual grades, without adjusting for biographical factors. 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, especially when re-entering its workforce, for example after parental leave, through initiatives like our “Open Doors for Women” program in Turkey, providing mentorship, career development opportunities, and support networks. By breaking down barriers and providing tools for success, HUGO BOSS is committed to fostering gender equality across all areas.

Measures against violence and harassment in the workplace

At HUGO BOSS, we are dedicated to fostering a working environment where all employees are valued for their individuality and are free to express themselves without fear of discrimination, violence, or harassment. HUGO BOSS requires all employees to treat each other with respect and dignity, irrespective of age, gender, race, sexual orientation, disability, nationality, faith, political opinion, or any other personal traits. 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 respectful and safe workplace is supported by respective policies and a zero-tolerance approach towards harassment and violence.

Targets

HUGO BOSS is committed to maintaining a workplace free from 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, aiming to ensure that these standards are consistently upheld across our operations.

During the reporting period, a total of 12 incidents of discrimination, including harassment, were reported (2023: 17 incidents, with one incident reported in 2024). No complaints were filed with National Contact Points (NCPs) for OECD Multinational Enterprises through the available confidential internal channels (2023: no complaints).

In fiscal year 2024, as in the prior year, HUGO BOSS was not aware of any human rights incidents or severe human rights violations within its own workforce, including cases of child labor, forced labor, or human trafficking, or non-respect of the UN Guiding Principles and 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. To prevent discrimination, violence, and harassment, we have implemented regular compliance training that includes a dedicated anti-discrimination e-learning module. It reinforces our commitment to anti-discrimination and educates employees on recognizing, preventing, and addressing violence and harassment in the workplace. The training course is reviewed annually and updated as needed to reflect changes in business-specific requirements.

Training and skills development

Our employees’ expertise and commitment are vital for achieving our strategic and financial goals. As the global business environment becomes increasingly complex and competitive, the demand for skilled employees continues to rise. To further strengthen our position in global competition for talent, we prioritize individual development opportunities that enhance both our employer attractiveness and employee retention.

Actions

HUGO BOSS is strongly committed to fostering a robust leadership culture and providing comprehensive development opportunities for its employees. This commitment aligns with our strategic objective of “Empowering People and Teams,” part of our “CLAIM 5” strategy, which is aimed at driving both individual and organizational success.

We offer a wide range of individual training and development opportunities. Structured HR development programs, such as the Employee Development Program (EDP) for professionals and managers, are designed to promote employees based on their competencies, expand 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, with the goal of fostering 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. We also offer the “Tiny Training Thursday,” a one-hour training format focused on relevant topics, and, since 2024, the Global Learning Week, an initiative that fosters knowledge-sharing and collaboration through diverse online training sessions led by internal experts from across the globe. At our own production and logistics sites, face-to-face training courses and workplace briefings form 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 positive impact on both our Company’s performance and employee engagement. Through regular workshops, we aim to firmly anchor this mindset within our organization, fostering a common understanding of leadership at HUGO BOSS. Our leadership approach encourages leaders to act as enablers, providing employees with a framework for their work and personal growth. 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 also expected to build strong connections between individuals and teams, fostering team spirit, and ensuring equal opportunities for all.

HUGO BOSS also supports students and apprentices by partnering with universities and vocational training institutions globally. This collaboration enables us to offer work-study programs for students pursuing various degrees and apprenticeships in industrial, technical, and commercial fields, addressing the growing shortage of skilled professionals.

Internal mobility is a key factor in talent retention at HUGO BOSS. Our internal career platform “GLOBAL JOBS” and the employee recommendation program “HUGO BOSS Spotted” provide employees with transparency and growth opportunities across departments and divisions. At the same time, the annual Performance & Development Dialog (PDD) provides structured feedback and individual development planning. Using an online tool, data is collected on employee performance, potential evaluation, and development planning, ensuring objectivity and transparency. This process helps employees realize their potential, while promoting long-term retention. The tool also supports mid-year reviews and the collection of structured feedback from managers and peers.