Hermès // 2021 Universal Registration Document

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CORPORATE GOUVERNANCE ORGANISATION OF THE SUPERVISORY BOARD

Nationalities, experience and expertise Objectives:

retain a variety of skills and experience that can cover each of the six areas of expertise (see § 3.4.5.2) corresponding to the Hermès Group’s s major operational challenges and the main issues that the Supervisory Board and its committees are required to monitor as part of their duties: business management/operational management of companies/Director of large companies, s finance/internal control/risks, s human resources/CSR, s international/Asia, s legal/ethics/compliance/governance, s IT/cybersecurity/artificial intelligence/digital; s maintain a composition that takes into account the specific nature of the Maison Hermès with members: s all French-speaking, culture of the Maison Hermès being very French, s benefiting from experience or belonging to a family group (collective rather than individual ambition), s having a good knowledge of the history and culture of the Maison Hermès, s without experience in the luxury goods sector (given potential conflicts of interest). s Implementation procedures and results obtained: As at 31 December 2021: the proportion of Board members competent in each of the six areas of expertise (see § 3.4.5.2) corresponded to the Hermès Group’s major s operational challenges and the main issues that the Supervisory Board and its committees are required to monitor as part of their duties; the composition takes into account the specific nature of the Maison Hermès: s all members were French-speaking, s a majority of members were direct descendants of Mr Émile-Maurice Hermès belonging to the Hermès family who bring to the Board their s

knowledge of the history and culture of the Maison Hermès, no member had experience in the luxury goods sector; s two Board members were dual nationals. s

NUMBER OF MEMBERS AND REPRESENTATION OF WOMEN AND MEN ON THE SUPERVISORY BOARD

3.4.3.3

2019

2020

2021

31/12

Members appointed by the General Meeting

12

12

12

Employee representative members appointed by the Group Works Council

2

2

2

Women 1

50% 50%

50% 50%

50%

Men 1 50% Only Board members appointed by the General Meeting are included in the calculation of these percentages (Article L. 225-79-2, II of the French Commercial Code (1) (Code de commerce)), not employee representatives. not applicable n/a:

SUCCESSION PLAN FOR THE CHAIRMAN OF THE SUPERVISORY BOARD

3.4.4

A succession plan for the Chairman of the Supervisory Board was drawn up in 2018. This succession plan, which has been set down in writing since 2019, covers: temporary interim succession (temporary absence of the Chairman, s e.g. due to illness or accident); unplanned succession (permanent impairment, death or resignation s

The succession plan for the Chairman of the Supervisory Board was co-signed by Ms Dominique Senequier then placed in two sealed envelopes, one of which was handed to the Chairwoman of the CAG-CSR Committee and the other to the legal department. Every year, the CAG-CSR Committee conducts an annual review of this plan. In early 2022, it noted that it remained unchanged and maintained its assessment that this plan is of good quality and appropriate.

of the Chairman in the short or medium term); normal succession (medium and long term). s

246 2021 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL