Geox S p A : Business Plan 2022 2024

2022-2024 BUSINESS PLAN

DECEMBER 2nd, 2021 Milan, Italy

DISCLAIMER

CERTAIN STATEMENTS MADE IN THIS PRESENTATION ARE FORWARD LOOKING

STATEMENT. SUCH STATEMENTS ARE BASED ON CURRENT EXPECTATIONS

AND ARE SUBJECT TO A NUMBER OF RISKS AND UNCERTAINTIES THAT COULD

CAUSE ACTUAL RESULTS TO DIFFER MATERIALLY FROM ANY EXPECTED

FUTURE RESULTS IN FORWARD LOOKING STATEMENTS.

THIS ANNOUNCEMENT DOES NOT CONSTITUTE AN INVITATION TO

UNDERWRITE, SUBSCRIBE FOR OR OTHERWISE ACQUIRE OR DISPOSE OF

ANY GEOX S.P.A. SHARES. ANY REFERENCE TO PAST PERFORMANCE IS NOT A

GUIDE TO FUTURE PERFORMANCE.

2

FROM

"AN IDEA IS WORTH MORE THAN A FACTORY"

TO

"A COMPANY PROJECTED TO THE

FUTURE"

3

CHAIRMAN & FOUNDER WELCOME LETTER

Ladies and Gentlemen,

on my way to Milan today, I was wondering: "is there a point in planning for the future while the world is still struggling with the pandemic?"

Looking back to what our whole team, led by our CEO Livio Libralesso, have accomplished over this past period, the answer I came up with was definitely "yes".

And this answer stems from the fact that we have done a great job in modernizing GEOX not only for today's market, but for the market of the future. There is much talk about what

will be the market of the future. But the actual point is to understand and implement what needs to be done. We believe that we have done this and we are here today to present it to you all.

Firstly, Livio and I decided we should start with human capital, which represents our future. But today's market requires new professional profiles, different and often more complex than those we have today and that have led us to where we are now.

And then we asked ourselves what can we do to infuse passion in the managers who have recently joined the company. And the answer is: Vocational training; Explaining the GEOX competitive edge; Analysing the brand's positioning on the market; Understanding the needs of modern consumers and what they really want and then understanding market perceptions and where the market is going.

This is how we have been able to reorganize the frontline managers, namely a group of competent individuals who firmly believe in GEOX, capable of telling our story to the world. And then, with them, we have built a platform of key content for the new GEOX.

We set out by rationalizing retail. We closed unprofitable stores placed in less than prime locations in order to invest in the premium and most representative stores and open new ones! The pandemic has clearly highlighted what needs to be innovated in terms of technology and digital solutions.

So we have been determined and assertive in creating a pool of extremely competent persons in the e-commerce division, obtaining amazing results in all the countries in which we operate. This has compensated for sales lost following the closing of non-performing stores and, most importantly, it has opened up new markets where a direct dialogue with consumers is possible. This has also been important in relaunching sales in existing stores by creating a digital platform which provides clients with a more comprehensive service.

Our marketing, which has always been an essential tool, has evolved and many of you will recall "the smoking shoe". We realized we needed to change our communication based on technology. Indeed science and technology have their own jargon, which may sound as "harsh". So we have created a new way to talk to consumers, a new dialogue to communicate our technology using a more simple and engaging language, highlighting the benefits rather than explaining its functioning. This is the message we have sent out and will be communicating extensively in the near future both through traditional channels such as the press and television as well through social media, the protagonists of the market revolution.

We have also renewed and strengthened the relations with our multi-brand clients with the aim of increasing the presence of the GEOX brand in their distribution network. We all know how important these outlets are for us.

Another very important aspect which I would like to bring to your attention is our rigorous cost control policy especially in those areas no longer considered significant.

In conclusion, in light of what I have just said, we are cautiously optimistic and aware that we have worked out a clear strategy and put together a team that will reaffirm the points of excellence which GEOX has always stood for: A unique product (and technology); An Italian-style brand; A useful and empathetic communication; A clear brand positioning in the premium segment of the footwear and apparel industries.

Mario Moretti Polegato

4

TODAY'S AGENDA & PRESENTERS

	TIME	SPEAKER	CONTENT
	2:30 PM	MARIO MORETTI POLEGATO	FOUNDER'S OPENING GREETINGS
	2:35 PM	LIVIO LIBRALESSO	GEOX TRANSFORMATION JOURNEY
	2:55 PM	FRANCESCO GARELLO	INVESTING IN OUR PEOPLE AND SUSTAINABILITY
	3:00 PM	ROBERTO LOBETTI BODONI	BRAND & MARKETING STRATEGY
	3:20 PM	DIEGO PORRO	MERCHANDISING & PRODUCT STRATEGY: FOOTWEAR
	3:40 PM	PETER SALVAGNI	MERCHANDISING & PRODUCT STRATEGY: READY TO WEAR
	3:50 PM		BREAK
	4:05 PM	GIULIO SALVUCCI	DIGITAL TRANSFORMATION - OMNICHANNEL & OMNICUSTOMER
	4:15 PM	MASSIMO MANENTI	RESHAPE RETAIL BUSINESS MODEL
	4:25 PM	MONICA GUIDOLIN	REGAIN QUALITATIVE WHOLESALE
	4:35 PM	ALESSANDRO ZAMUNER	OMNICHANNEL EXECUTION BY MARKETS
	4:45 PM	LIVIO LIBRALESSO	ENHANCING OUR SUPPLY CHAIN
	4:50 PM	LIVIO LIBRALESSO	FINANCIAL TARGETS
	5:00 PM		Q&A
	5:25-5:30		FINAL WRAP-UP

5