###### ESTABLISHING AN EFFECTIVE ABOUT YOU's Supervisory Board con- Supervisory Board". In FY 2023/2024, the Su- ESG GOVERNANCE STRUCTURE sists of six members and monitors the pervisory Board discussed ESG-related topics
1. Supervisory Board company's activities, including imple- on receiving information about the imple-
###### ABOUT YOU's ESG governance set-up mentation of our ESG strategy. A de- mentation of the German Supply Chain Due
makes managing our organization's tran- 2. Management Board – Co-CEO tailed description of the composition, [Diligence Act](https://www.bafa.de/EN/Supply_Chain_Act/supply_chain_act_node.html) (GSCDDA) requirements at
sition toward more sustainable practices Operations and Finance characteristics, and additional responsi- ABOUT YOU and adopting the formal resolu-
possible. There are three layers to our ESG bilities of the Supervisory Board can be tion of the group non-financial report. The
governance structure in accordance with 3. Corporate Sustainability team, found in our Annual Report FY 2023/2024, latter is part of the ESG Report and therefore
the respective level of responsibility: sustainability leads, and teams in section 2.6.3 "Composition and Func- includes material ESG topics. The Supervisory
different business units tioning of the Management Board and Board's Audit Committee audited the group
**Our ESG governance structure**
**Supervisory Board**
**Dedicated quarterly**
**sustainability committees**
**Management Board – Co-CEO Operations & Finance**
**Report directly to**
**3PB Buying & Partner** **HR & Organizational** **Additional**
**Private Labels** **Logistics** **Strategy**
**Management** **Development** **measures**
**Corporate** **Report directly to**
**Sustainability**
**Cross-business** **Sustainability** **Sustainability** **Sustainability** **Sustainability** **Circularity** **Measure**
**unit cooperation** **leads** **leads** **lead** **lead** **lead** **leads**
**Flexible sustainability**
**groups** Business units
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non-financial report (containing ESG topics) in The key ESG-related decisions in FY 2023/2024 relevant time-bound targets with specific
###### FY 2023/2024 in preparation for the Supervi- were as follows: outcomes. Our KPIs reflect medium- to long-
sory Board's decisions on the annual financial term developments toward internally agreed
###### statements and consolidated financial state- 1. Overseeing an implementation project targets and help us monitor the development ments. A detailed description of the Audit for new ESG due diligence practices to of core business processes such as the com-
Committee's composition, characteristics, and align with the GSCDDA's new compliance position of our assortment. Progress on these
additional responsibilities can be found in our requirements measures and KPIs is monitored at monthly,
###### Annual Report FY 2023/2024, section 2.6.3 quarterly, six-monthly, or annual intervals.
"Composition and Functioning of the Manage- 2. Decisions taken by the quarterly sustaina-
###### ment Board and Supervisory Board". Details bility committees such as updating tar- Our ESG strategy can be broken down into of the consideration given to sustainability gets, recalibrating measures to reach high five steps:
aspects in remuneration policies and incentive [priority targets, and evolving FASHION](https://fashionleapforclimate.com/)
schemes for ABOUT YOU's Management and [LEAP FOR CLIMATE](https://fashionleapforclimate.com/) 1. Learning what our material topics are and
Supervisory Boards can be found in the Remu- increasing our understanding of the ESG
neration Report FY 2023/2024 on our Investor 3. Increasing the capacity and approving the topics that we should be working on as a
[Relations website under Governance](https://ir.aboutyou.de/websites/about-you/English/7000/governance.html) . restructuring of the sustainability teams company
The highest level of responsibility for oversee- Throughout the reporting year, the Co-CEO 2. Developing management approaches for
###### ing the execution of ESG-related topics lies Operations and Finance and our sustainability each of the topics, which are then ex- with the Co-CEO Operations and Finance, and business unit leads met quarterly in sus- pressed in further detail through estab-
who is a member of the Management Board. tainability committees to discuss KPIs, assess lishing KPIs and deriving measures by
###### Its composition, characteristics, and respon- new opportunities, take management deci- identifying, adapting, and prioritizing im-
sibilities are described in detail in our Annual sions, and clarify roles and responsibilities. Our pacts, risks, and opportunities with sus-
Report FY 2023/2024, section 2.6.3 "Composi- Corporate Sustainability team facilitated this tainability leads
###### tion and Functioning of the Management process by organizing and preparing the
Board and Supervisory Board". Our Corporate meetings. The Corporate Sustainability team 3. Utilizing the KPIs and measures to moni-
Sustainability team reports directly to the Co- is responsible for ABOUT YOU's ESG strategy tor and initiate progress in our business
CEO Operations and Finance, whose respon- with the goal of reducing material impacts by units and with partners
###### sibilities include overseeing and managing transitioning core areas of our business. This ABOUT YOU's sustainability impacts, risks ESG strategy aims to achieve this goal through 4. Calibrating our ESG governance structure (including climate-related transition risks), aligning roadmaps internally and defining and resources
and opportunities (as laid out in this ESG Re- sets of measures and key performance indi-
###### port), diversity initiatives, and supply chain cators (KPIs). The roadmaps include future 5. Sharing progress made and what we have
management. measures and KPIs we are planning to inte- learned in the ESG Report
###### grate into our reporting. Our measures have
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###### For some topics, such as managing climate Reporting is an essential part of our ESG In the year under review, our sustainability
impacts based on company-wide datasets or strategy and serves three purposes: present- leads, Corporate Sustainability team, and oth-
###### the ESG Due Diligence Framework, which is ing our approach, position, and what we have er teams met in flexible groups to advance the essentially a company-wide framework, the learned; giving us structure; and serving as a company in overriding topics such as:
Corporate Sustainability team leads the work retrospective tool to identify what worked
###### to derive KPIs, targets, and actions, while well, what needs to be improved, and what 1. Implementing new human rights and en-
tracking their effectiveness. Working in align- we need to do more of. vironmental due diligence practices
ment with sustainability leads continues to be
an essential success factor. The Corporate Sus- The sustainability leads manage the work on 2. Auditing ABOUT YOU in accordance with
###### tainability team supports the business units ESG topics – for example by formulating new textile standards, ESG Reporting, and ver-
through guidance and structure, aligning on policies or scorecards, engaging with business ification of material information therein
roadmaps and capacities, calibrating our ESG partners, or increasing transparency. They also
strategy, and ensuring continuity and consist- track the respective KPIs and develop road- 3. Improving sustainability-related product
ency in our progress and reporting. maps to drive the transition within their busi- level data
###### ness unit. Moreover, after creating KPI dash-
In FY 2023/2024, we increased our capacities boards, the sustainability leads make them Appointed sustainability champions work in
###### across several ESG-related functions. In the available to the teams and integrate sustain- our more advanced business units. Their role Corporate Sustainability team, we created ability aspects into the relevant tools so each is to raise sustainability awareness and
the new role of the Human Rights and Envi- team can track the progress made. In knowledge, bring the sustainability perspec-
ronmental Officer to adhere to the GSCDDA. FY 2023/2024, the sustainability leads also pro- tive to discussions and decisions, and
The role's key responsibility is to monitor in- vided each business unit's employees with contribute to sustainability projects through
ternal ESG risk management, structures, and resources and training, such as an introduc- both know-how and best practices. In
measures. Additionally, we established roles tion to sustainability topics and onboarding FY 2023/2024, the champions focused on
with functional expertise for climate, energy measures. streamlining communications between the
###### and environmental topics, ESG reporting, Buying and Partner Management Sustaina- and due diligence, as well as increasing the bility leads and the respective teams and sustainability capacities in our Buying and made progress toward becoming sustaina- Partner Management teams. Furthermore, bility experts in their teams. we formalized and advanced collaboration
between the Corporate Sustainability, Legal
& Compliance teams, and the Risk and Con-
trol function.