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| 5 2 w e e k s e n d e d 2 6 J a n u a r y 2 1 9 | 2 1 M a r c h 2 1 9 | T e d B a k e r P l c

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 2

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YEAR IN REVIEW

SPRING SUMMER 2019

26 JAN 2019 £M 27 JAN 2018 £M VAR % Group sales revenue 617.4 591.7 4.4 Profjt before tax and exceptional items * 63.0 73.5 (14.3) Profjt before tax 50.9 68.8 (26.1) Adjusted EPS 114.2p 127.7p (10.6) Basic EPS 91.5p 119.0p (23.1) Full year dividend 58.6p 60.1p (2.5)

*Further detail on exceptional items is provided in Appendix 2

– Credible performance despite very diffjcult trading conditions across global markets – One-off charges impacted reported profjt – We are continuing to evolve the business with the changing consumer environment – New systems and platforms now in place to support continued long-term development – Continuing to put the brand fjrst and execute our long-term growth strategy

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 3

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STRATEGY

TED BAKER: COLOUR BY NUMBERS

CUSTOMER & BRAND CENTRIC APPROACH MULTIPLE PATHS TO MARKET FULLY OMNI-CHANNEL SELECTIVE SPACE GROWTH GLOBAL LICENCE PARTNERS LEVERAGE INVESTMENTS LONG-TERM FINANCIAL SUSTAINABILITY

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 4

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INCOME BY CHANNEL

26 JAN 2019 £M 27 JAN 2018 £M VAR % CONSTANT CURRENCY VAR % Retail 461.0 442.5 4.2 4.8 Wholesale 156.5 149.2 4.8 5.7 SALES REVENUE 617.4 591.7 4.4 5.0 Licence income* 22.1 21.4 3.1

• TOTAL INCOME

639.5 613.1 4.3 5.0 26 JAN 2019 £M % OF SALES 27 JAN 2018 £M % OF SALES VAR % Menswear 235.2 38.1 249.7 42.2 (5.8) Womenswear 382.2 61.9 342.0 57.8 11.8 SALES REVENUE 617.4 100.0 591.7 100.0 4.4

SS19 MENSWEAR

*Underlying growth in licence income was 5.5% adjusting for the acquisition of the footwear licence on 1 January 2019

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 5

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REVENUE BY TERRITORY

UK & EUROPE 26 JAN 2019 £M 27 JAN 2018 £M VAR % CONSTANT CURRENCY VAR % Retail 315.0 301.1 4.6 4.5 Wholesale 99.7 94.1 6.0 6.0 Sales Revenue 414.7 395.2 4.9 4.8 NORTH AMERICA Retail 125.7 120.1 4.7 7.0 Wholesale 56.8 55.1 3.1 5.4 Sales Revenue 182.4 175.2 4.1 6.5 REST OF WORLD* Retail 20.3 21.3 (4.7) (2.9) Wholesale

• Sales Revenue

20.3 21.3 (4.7) (2.9) GROUP UK & Europe 414.7 395.2 4.9 4.8 North America 182.4 175.2 4.1 6.5 Rest of World 20.3 21.3 (4.7) (2.9) Sales Revenue 617.4 591.7 4.4 5.0 – In the UK and Europe, retail sales increased despite diffjcult trading conditions. Wholesale sales increased, refmecting a good performance from sales to trustees, particularly within our European export business and to trustees with a strong

• nline proposition

– In North America, sales from our retail division increased driven by our continued

• expansion. Wholesale sales increased,

refmecting a strengthening relationship with key trustees, despite trustees taking a more conservative stance in the second half and the impact of timing of deliveries – Across the Rest of World, sales decreased as we continue to refjne and develop our strategy for success in this market

* Rest of World includes; Asia and Africa

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RETAIL REVENUE

UK & EUROPE 26 JAN 2019 £M 27 JAN 2018 £M VAR % CONSTANT CURRENCY VAR % Stores 217.0 218.6 (0.7) (0.9) E-commerce 98.0 82.5 18.8 18.8 Retail revenue 315.0 301.1 4.6 4.5 Sales per sq. ft 796 849 (6.2) (6.5) Average sq. ft 272,554 257,367 5.9 REST OF WORLD 26 JAN 2019 £M 27 JAN 2018 £M VAR % CONSTANT CURRENCY VAR % Stores 17.2 19.0 (9.5) (7.8) E-commerce 3.1 2.3 34.8 38.4 Retail revenue 20.3 21.3 (4.7) (2.9) Sales per sq. ft 627 599 4.7 6.7 Average sq. ft 27,414 31,742 (13.6) NORTH AMERICA Stores 105.1 103.8 1.3 3.7 E-commerce 20.6 16.3 26.4 28.5 Retail revenue 125.7 120.1 4.7 7.0 Sales per sq. ft 798 857 (6.9) (4.7) Average sq. ft 131,678 121,081 8.8 GROUP Stores 339.3 341.4 (0.6) 0.1 E-commerce 121.7 101.1 20.4 20.8 Retail revenue 461.0 442.5 4.2 4.8 Sales per sq. ft 786 832 (5.5) (4.9) Average sq. ft 431,646 410,190 5.2 – In the UK & Europe, retail sales increased despite the widely reported ongoing diffjcult trading conditions, the unseasonable weather at different points throughout the period, and the impact

• n our concession business with House of Fraser in the lead up

to its administration in August 2018 – E-commerce sales increased, demonstrating how e-commerce sales are an integral part of the retail proposition in the UK and European markets – In North America, retail sales growth was driven by continued expansion and a strong performance from our e-commerce business. Store performance was impacted by unseasonable weather at different points throughout the period – In Rest of World, the decrease in retail sales refmects the transition to a distributor in South Korea in the prior year and further refjnement of

• ur store portfolio in Asia

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 7

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GROUP INCOME STATEMENT

26 JAN 2019 £M 27 JAN 2018 £M VAR % Revenue 617.4 591.7 4.4 Gross profjt 360.1 360.8 (0.2) Gross margin 58.3% 61.0% (270bps) Operating expenses (317.4) (307.5) (3.2) Licence income 22.1 21.4 3.1 Other operating income 1.8 0.6 184.7 OPERATING PROFIT BEFORE EXCEPTIONAL ITEMS 66.6 75.4 (11.7) % of revenue 10.8% 12.7% (190bps) Net fjnance expense (4.2) (2.5) (66.5) Share of joint venture profjt 0.5 0.6 (6.3) PROFIT BEFORE TAX AND EXCEPTIONAL ITEMS 63.0 73.5 (14.3) Exceptional items (12.1) (4.7) 158.9 PROFIT BEFORE TAX 50.9 68.8 (26.1) INDIA: NEW DELHI

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 8

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GROSS MARGIN BY CHANNEL

26 JAN 2019 % 27 JAN 2018 % VAR POINTS Retail* 63.1% 67.0% (390bps) Wholesale 44.1% 43.3% 80bps Group 58.3% 61.0% (270bps) – As expected, the retail gross margin fell as the prior year had benefjtted from an improved full price sell through. The resultant margin was further reduced by an increase in promotional activity in response to the diffjcult trading conditions and the £5.0m write-down in inventories – Wholesale gross margin increased, refmecting a higher mix of sales to trustee partners which carry a higher margin compared to retail licence partners and some foreign exchange benefjts

Retail Gross Margin Underlying Retail Gross Margin Wholesale Gross Margin Group Gross Margin Underlying Group Gross Margin

30-Jan-16 Gross margin %

70 65 60 55 50 45 40

26-Jan-19 31-Jan-15 28-Jan-17 27-Jan-18

* Underlying retail gross margin (excluding the impact of the £5.0m inventory write-down) was 64.2%. This results in an underlying composite gross margin of 59.1%

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 9

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OPERATING EXPENSES

* Distribution and administrative costs exclude depreciation, payroll, bonus and exceptional items

– Distribution costs increased by 3.6% and as a percentage of sales were 25.8% (2018: 26.0%). This refmects the variable elements of costs in our business model – Adminstrative costs increased by 0.6% and as a percentage of sales were 5.3% (2018: 5.5%). This refmects the growth of central functions, both in the UK and overseas and investment in customer engagement. The increase has been partially offset by a measured and controlled approach to multiple cost effjciencies – Dual-running costs incurred in respect of

• ur new North American distribution centre

and the systems roll-out were £2.8m (2018: £2.1m). No further dual-running costs are expected to arise in the next fjnancial year

TED BAKER: COLOUR BY NUMBERS

26 JAN 2019 £M 27 JAN 2018 £M VAR % CONSTANT CURRENCY VAR % Distribution costs* (159.4) (153.9) 3.6 4.1 Administrative costs* (32.9) (32.7) 0.6 1.2 Depreciation (25.1) (23.3) 7.7 8.5 Payroll (100.0) (97.6) 2.5 3.1 Performance related bonus

• TOTAL OPERATING EXPENSES

(317.4) (307.5) 3.2 3.2 Operating exp as a % of sales 51.4% 52.0% 60bps

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Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 10

GROUP CASH FLOW

26 JAN 2019 £M 27 JAN 2018 £M VAR £M Cash generated from operations* 88.1 102.1 (14.0) Working capital movement (7.1) (38.0) 30.9 Provision movement

• (2.9)

2.9 Interest paid (3.8) (3.3) (0.5) Income taxes paid (14.0) (14.0)

• TOTAL

63.2 43.9 19.3 Capital expenditure (30.3) (36.6) 6.3 Business acquisition (net of cash) (18.7)

• (18.7)

Repayment of term loan (5.5) (6.0) 0.5 Dividends paid (27.4) (24.6) (2.8) Other 0.9 1.4 (0.5) Net decrease in cash (17.8) (21.9) 4.1 Opening net cash (59.3) (36.7) (22.6) Exchange rate movement 0.3 (0.7) 1.0 Closing net cash (76.8) (59.3) (17.5) – The net decrease in cash and cash equivalents primarily refmects the acquisition of the footwear business. Excluding this, the Group would have generated an increase in cash in the year of £1m – The working capital movement has decreased, refmecting the early benefjts of the initiatives implemented in the period – Capital expenditure comprised the costs of

• pening and refurbishing stores, concessions and
• utlets. It also refmects the on-going investment

in business-wide systems and infrastructure to support our continued growth

*Excluding working capital movement, interest paid and income taxes paid

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 11

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GROUP BALANCE SHEET

26 JAN 2019 £M 27 JAN 2018 £M VAR £M ASSETS Intangible assets 43.7 34.4 9.3 Property, plant & equipment 131.9 139.1 (7.2) Inventories 225.8 187.2 38.6 Trade & other receivables 78.6 64.3 14.3 Cash & cash equivalents 14.7 16.7 (2.0) Other assets 9.9 7.5 2.4 TOTAL ASSETS 504.6 449.2 55.4 LIABILITIES Trade & other payables (108.6) (82.9) (25.7) Income tax payable (7.1) (8.5) 1.4 Overdraft (91.5) (76.0) (15.5) Term loan (47.0) (52.5) 5.5 Other liabilities (5.7) (5.2) (0.5) TOTAL LIABILITIES (259.9) (225.1) (34.8) NET ASSETS 244.7 224.1 20.6 Cash & cash equivalents 14.7 16.7 (2.0) Overdraft (91.5) (76.0) (15.5) NET CASH (76.8) (59.3) (17.5) – Intangible assets increased as a result

• f continued investment in business-wide

systems, as well as the reacquired right arising on the acquisition of the footwear business. See Appendix 1 – Property plant and equipment decreased as a result of impairments recognised in the period. See Appendix 2 – Trade and other receivables increased as a result of the acquisition of the footwear business which is largely a wholesale

• peration, the impact of the movement

in foreign exchange rates and the timing

• f cash receipts around year end

– Trade and other payables increased, refmecting the benefjts of working capital initiatives, as well as the acquisition of the footwear business and the movement in foreign exchange rates – Further detail on inventories and working capital is provided on the next page

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 12

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INVENTORIES AND WORKING CAPITAL

Closing Inventories, £M

FX impact Phasing of stock intake Footwear acquisition Underlying inventory 187.2 9.8 5.0 225.8

27-Jan-18 26-Jan-19

198.5 187.2

– Total working capital which comprises inventories, trade and other receivables and trade and other payables increased by £27.2m to £195.8m (2018: £168.6m) – On an underlying basis*, total working capital increased by £9.3m to £177.9m (2018: £168.6m) – The ratio of underlying total working capital to sales (constant currency) remained broadly constant at 28.6% (2018: 28.5%). This refmects our ongoing focus on working capital initiatives. We are targeting further improvements over the medium term

12.5

The graph above shows the incremental movements in inventories compared to the prior year

*Underlying working capital adjusts for the impact of the footwear acquisition, foreign exchange movements and timing differences

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CAPITAL EXPENDITURE

CAPITAL EXPENDITURE BY REGION 26 JAN 2019 £M 27 JAN 2018 £M VAR £M UK & Europe 9.3 14.6 (5.3) North America 4.1 5.6 (1.5) Rest of World

• 1.3

(1.3) Central 16.9 15.1 1.8 TOTAL 30.3 36.6 (6.3) – Expenditure in the UK and Europe includes two new stores in the UK at Luton Airport and London Bridge Station and our fjrst outlet in London at the O2. We refurbished our Sheffjeld store and Bridgend outlet. We also opened our fjrst international airport location in Barcelona Spain, our fjrst outlet in Italy, two outlets in Germany and an outlet in France – North America expenditure includes fjve new stores in Austin, Chicago, Orlando, San Diego and San Francisco – Central expenditure includes the ongoing investment in business-wide IT systems including Microsoft AX as well as wider infrastructure projects – Capital expenditure planned to be £31m in FY20

LONDON: O2

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STRATEGIC PROGRESS

CUSTOMER & BRAND CENTRIC APPROACH – Brand and consumer at centre of every decision we make – Quirky, high quality product core to our DNA MULTIPLE PATHS TO MARKET – Flexible operating model with retail, wholesale and licence – Brand successfully travels across the globe – Major omni-channel roadmap FULLY OMNI-CHANNEL – Ever greater integration between stores and online – Roll out of ship from store SELECTIVE SPACE GROWTH – Limited rental commitments – Locations that are right for the brand – Maintain fjnancial discipline on new space GLOBAL LICENCE PARTNERS – Attractive fjnancial model with low capital expenditure – Brand halo effect – Partners have global ambition and global capability LEVERAGE INVESTMENTS – Consolidation of UK/EU and US distribution centres complete – IT system upgrade complete – Scope for positive operating leverage LONG-TERM FINANCIAL SUSTAINABILITY – Track record of long-term sustained earnings growth – Capital discipline

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LICENSING

26 JAN 2019 £M 27 JAN 2018 £M VAR % 22.1 21.4 3.1 – Licence income increased with growth in both product and territorial licences – Underlying growth in licence income was 5.5%, adjusting for the acquisition of the footwear licence on 1 January 2019 – Good performances from our product licensees, in particular childrenswear, eyewear, fragrance, skinwear and suiting – Our licence partners opened in a number

• f new territories including Canary Islands,

India, Kazakhstan, Kosovo and Ukraine. We also opened further stores and concessions with our existing partners – Two new global licence agreements were signed with Delta Galil (underwear and loungewear) and Timex Group (watches), both commencing in FY20

TED BAKER LUGGAGE

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FOOTWEAR

TED’S BRINGING HOME THE FOOTWEAR – The Group completed the acquisition of the global licence to manufacture and distribute footwear from Pentland Group Plc on 1 January 2019 KEY HEADLINES – £20.3m purchase price including working capital. See Appendix 1 – Cash payback within 3 years – Leveraging of infrastructure and systems – Exciting opportunity to drive further growth, especially in the US and EU

TED BAKER FOOTWEAR

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OMNI-CHANNEL

– The performance of our e-commerce business was positive, with sales growing 20.4% (20.8% in constant currency) to £121.7m (2018: £101.1m) – E-commerce now represents 26.4% (2018: 22.8%) of total retail sales – Completion of hosting upgrade on e-commerce platform, providing greater capacity for global traffjc during peak events. Concurrent user capacity doubled – Ted completed its fjrst customer insights project for the UK and US, enabling us to better understand customer preferences LOOKING AHEAD – New local language site for Spain during FY20 – Ongoing user experience enhancements across devices – Rollout of ship from store in the UK during FY20

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TED’S BRAND ENGAGEMENT

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BUSINESS AND SYSTEMS ENHANCEMENTS

SYSTEMS/PLATFORM – Completion of global ERP upgrade, decommission of old system – New US warehouse in Atlanta, new WMS and decommission of old warehouse in the US – HR and payroll system rollout to UK retail business, including store staff scheduling functionality – New local language website in Spain during FY20, with future

• pportunities on the roadmap

PRODUCT – Limited edition monthly product – Speed-to-market product initiative

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OUTLOOK

– Trading conditions expected to remain very diffjcult across global markets – E-commerce growth remaining ahead of Group growth – Selective space growth - c.4% – Brand expansion through wholesale - low to mid-single digit underlying growth* anticipated – Further underlying growth through licensing - c.5% – Continued focus on working capital – Well-invested platform, exceptionally strong brand and experienced team in place – Continued execution of strategy and navigation

• f changing consumer environment

TED BAKER: TIE THE KNOT

*Underlying growth excludes the impact of the footwear acquisition

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 21

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Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 22

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APPENDIX 1 – ACQUISITION ACCOUNTING

26 JAN 2019 £M Consideration paid: Cash 20.3 TOTAL CONSIDERATION 20.3 Assets and liabilities acquired: Property, Plant & Equipment 0.1 Inventories 10.7 Trade and other receivables 12.1 Cash and cash equivalents 1.7 Trade and other payables (6.8) Reacquired right 3.8 Deferred tax (1.3) TOTAL ASSETS AND LIABILITIES 20.3 – As part of the acquisition of the footwear licence, we have acquired 100% of the issued share capital of two companies, No Ordinary Shoes Ltd (UK) and No Ordinary Shoes USA LLC – The acquisition results in a number of complexities from an accounting perspective. The key points are highlighted below: – All assets and liabilities acquired are to be measured at their acquisition-date fair values. Most notably, this impacts the valuation of inventories acquired on 1st January 2019, which have been recognised at the expected selling price – The reacquired licence results in an intangible asset and a deferred tax liability. These will be amortised over the next two years – Unwinding the above accounting treatment will result in a c.£4.3m and £1.4m charge in FY20 and FY21 respectively – All fair values are provisional, pending fjnalisation of the completion accounts

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APPENDIX 2 – EXCEPTIONAL ITEMS

26 JAN 2019 £M 27 JAN 2018 £M Provision for debtor balances 0.6

• Impairment of retail assets

8.7 4.5 Footwear acquistion costs 1.7

• External investigation costs

1.1

• Restructuring costs
• 1.3

Release of provision for legacy warehouse

• (1.1)

TOTAL EXCEPTIONAL ITEMS 12.1 4.7 – Provision for debtor balances relates to amounts owed by House of Fraser on entering administration in August 2018 – Retail assets across the business were impaired due to external market conditions, lower future GDP growth forecasts and changing customer behaviour (the increase in online shopping) – Footwear acquisition costs include advisors fees and integration costs on the acquisition

• f the footwear business. No further costs are

expected in the year ending 25 January 2020 – External investigation costs relate to the

• ngoing investigation into the allegations of

misconduct of the former Chief Executive Offjcer and the Group’s policies for handling HR related complaints. As the investigation is

• ngoing, further costs will be incurred in the

year ending 25 January 2020

APPENDIX 3 – IFRS16 LEASE ACCOUNTING

Ted Baker Plc Annual Results Presentation 52 weeks ended 26 January 2019 24

0° 30° 90° 60° 60° 90° 30° 25 JAN 2020 £M 26 JAN 2019 £M Balance sheet impact Right-of-use asset 155.2 186.9 Lease liability (158.8) (186.9) TOTAL (3.6)

• Income statement impact

Operating expenses:

• Rent

39.1

• Depreciation

(36.3) Interest (8.0) PROFIT BEFORE TAX (5.2) – The Group will adopt this new accounting standard from 27 January

• 2019. This is applicable for own stores with a fjxed rental element
• nly. Concessions and turnover rents are not within the scope, so will

continue to be expensed as incurred – A right-of-use lease asset and a lease liability will be included on the balance sheet, and depreciation and interest will be charged to the income statement instead of existing rental charges within operating expenses – Depreciation will be charged to the income statement on a straight line basis, whereas interest will be charged on a reducing balance basis – Discount rates ranging between 1.9% and 9.1% have been determined based on BB rated corporate bond yields and vary by territory and lease length – The Group has adopted a modifjed approach and therefore the year ended 26 January 2019 will not be restated – The income statement impact has been calculated based on leases in place as at 26 January 2019 and may change for any new leases or modifjcations to existing leases

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APPENDIX 4 – BREXIT READINESS

POTENTIAL IMPACT ACTION PLANS Increased customs duties and administration

• Changes to the supply chain and transportation routes
• Implementation of a Customs Warehouse to mitigate

double duties

• Use of supplementary warehousing in EU27
• Engagement with third party customs brokers and

European Tax Authorities Supply chain delays

• Expedited stock deliveries where possible
• Use of supplementary warehousing in EU27

Employment of EU Nationals in the UK

• Assistance to team members to ensure continuity of their

employment with Ted Foreign exchange

• FX management strategy closely managed by Finance

Director and external advisors

• Hedging strategy has addressed risks arising

as a result of Brexit Loss of income from European Trustees

• Engagement with our Trustees to assess impact and to

discuss who will bear additional customs duty costs

• Review of contractual terms

Regulatory compliance (e.g changes to product labelling)

• Consulted with legal advisors and professional bodies to

ensure continued compliance with UK and EU standards

SS19 WOMENSWEAR

A Brexit Working Group comprised of team members from across the business has been engaged in action planning, supported by external advisors We have prepared for a “no deal” but we are also highly reliant on the preparedness of national authorities and other businesses Potential impacts on Ted and relevant action plans include:

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* Partner stores include stores operated by our Australian joint venture partner ** Square foot excludes partner stores

APPENDIX 5 – STORE OUTLOOK

STORE & CONCESSIONS

PROJECTION

FY JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 FY JAN 2016 UK 201 201 195 192 185 Europe 111 114 109 95 90 North America 113 110 105 97 90 Rest of World 24 23 28 26 19 Partner Stores* 118 112 95 80 64 TOTAL 567 560 532 490 448 GROUP

PROJECTION

FY JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 FY JAN 2016 Own Stores 91 88 81 75 71 Concessions 322 326 327 307 287 Outlets 36 34 29 28 26 Partner Stores* 118 112 95 80 64 TOTAL 567 560 532 490 448 CLOSING SQ. FT** 450,795 443,049 420,158 395,088 377,830 AVERAGE SQ. FT** 447,927 431,646 410,190 387,373 357,096 KOSOVO: ALBI MALL

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* Partner stores include stores operated by our Australian joint venture partner ** Square foot excludes partner stores

APPENDIX 6 – STORE AND CONCESSIONS PORTFOLIO

UK

PROJECTION

JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 Own Stores 35 35 32 32 Concessions 155 155 154 151 Outlets 11 11 9 9 TOTAL 201 201 195 192 CLOSING SQ. FT** 198,450 197,637 189,340 187,792 AVERAGE SQ. FT** 197,934 195,852 189,325 186,536 NORTH AMERICA

PROJECTION

JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 Own Stores 38 37 32 31 Concessions 63 61 61 55 Outlets 12 12 12 11 Partner Stores* 22 20 22 14 TOTAL 135 130 127 111 CLOSING SQ. FT** 139,630 137,031 126,524 116,590 AVERAGE SQ. FT** 138,766 131,678 121,081 112,110 REST OF WORLD

PROJECTION

JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 Own Stores 11 11 12 8 Concessions 11 11 14 15 Outlets 2 1 2 3 Partner Stores* 86 84 69 63 TOTAL 110 107 97 89 CLOSING SQ. FT** 27,762 26,706 32,373 27,874 AVERAGE SQ. FT** 27,359 27,414 31,742 28,438 EUROPE

PROJECTION

JAN 2020 FY JAN 2019 FY JAN 2018 FY JAN 2017 Own Stores 7 5 5 4 Concessions 93 99 98 86 Outlets 11 10 6 5 Partner Stores* 10 8 4 3 TOTAL 121 122 113 98 CLOSING SQ. FT** 84,953 81,675 71,921 62,832 AVERAGE SQ. FT** 83,868 76,702 68,042 60,290

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APPENDIX 7 – STORE DETAIL BEHIND THE OUTLOOK

SS19 WOMENSWEAR EUROPE

BELGIUM

• 1 store opening: Antwerp

CROATIA

• 1 licensee store opening

GERMANY

• 1 store opening: Hamburg
• 1 outlet opening: Metzingen
• 2 concession openings

IRELAND

• 1 concession closure

MALTA

• 1 licensee store opening

SPAIN

• 7 concession closures

NORTH AMERICA

MEXICO

• 2 licensee store openings

USA

• 1 store opening: Detroit
• 2 concession openings

REST OF WORLD

EGYPT

• 1 licensee store opening

HONG KONG

• 1 outlet opening: Citygate

INDONESIA

• 1 licensee store opening

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APPENDIX 8 – BRAND STRATEGY

SPRING SUMMER 2019

CONTROLLED DISTRIBUTION THROUGH THREE MAIN CHANNELS – Retail – Wholesale – Licensing PRODUCT LICENCES – Bedlinen – Childrenswear – Eyewear – Fragrance & skinwear – Gifting & stationery – Jewellery – Lingerie & sleepwear – Luggage – Neckwear – Rugs – Suiting – Technical accessories – Watches DUE TO BE LAUNCHED IN 2019 – Towels (bath & beach) – Underwear – Umbrellas – Watches (new partner) TERRITORY LICENCES – Demsa - Turkey – Dabsan - Panama – Multimoda - Mexico – Alfa SAE - Egypt – RSH Middle East - UAE, Saudi Arabia & Qatar – Al-Mutawa and Al-Khatib Retail Company - Kuwait – ABC - Lebanon – Zeta - Azerbaijan & Kazakhstan – RSH Far East - Singapore, Malaysia, Indonesia & Thailand – Yun San - Taiwan – Maison - Vietnam – Aditya - India – Global Style - Ukraine – Flair Pty Ltd - Australia & New Zealand – The Mint Company - Canary Islands – BD Fashion - Kosovo

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APPENDIX 9 – WORLDWIDE BRAND SALES (ESTIMATED)

– Estimated worldwide brand sales are calculated by converting wholesale sales and licence income to their equivalent retail value 26 JAN 2019 £M % OF TOTAL 27 JAN 2018 £M % OF TOTAL 28 JAN 2017 £M % OF TOTAL UK 680.8 56.3 661.5 57.0 621.6 58.6 Overseas 527.9 43.7 498.3 43.0 439.1 41.4 ESTIMATED BRAND SALES 1,208.7 100.0 1,159.8 100.0 1,060.7 100.0 TED BAKER SALES 26 JAN 2019 £M % OF TOTAL 27 JAN 2018 £M % OF TOTAL 28 JAN 2017 £M % OF TOTAL UK 350.7 56.8 336.1 56.8 316.6 59.6 Overseas 266.7 43.2 255.6 43.2 214.4 40.4 SALES REVENUE 617.4 100.0 591.7 100.0 531.0 100.0