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MYTHERESA FY 23 POSITIVE CHANGE REPORT
About us
Foreword
Progress
Appendix
The Mytheresa Positive Change Report
ESG Commitments in Review
JULY 22 – JUNE 23

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Appendix
About this report
Contents
This report for the fiscal year which ended on June 30, 2023 (FY 23) is prepared in alignment with the E-Commerce 
Standard of October 2018, issued by the Sustainability Accounting Standards Board (SASB). In case of deviation from 
the SASB guidelines, it is transparently stated in the methodological notes. The report also goes beyond the information 
required by the E- Commerce standard by including the efforts, mostly quantified, that were made in achieving the 
Mytheresa Commitment. The report covers all entities of the Mytheresa Group, i.e. MYT Netherlands Parent B.V. and all 
of its subsidiaries, also included within its consolidated financial statement. The report was completed on September 20, 
2023. Please send any questions or feedback on this report to sustainability@mytheresa.com.
Foreword by the Mytheresa Management Board……
A. About Mytheresa…………………..………………..
1. Our history…………………..…….............
2. Our vision and strategy..........................
3. Our values………………….………...…..…
4. Our FY 23 in numbers…….…………….…
B. Our sustainability journey………………..………..
1. Our commitment………………………......
2. Our material topics………………………..
2. Our sustainability governance………....…
3. Our highlights of the year…………...……
C. Our progress...................................…………..
1. MYPLANET...........................................
2. MYTALENT...........................................
3. MYPRODUCT........................................
4. MYPOLICY...........................................
D. Appendix.......................................................
SASB content index..................................
Methodological notes................................
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Foreword
About us

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Progress
Appendix
3
We are delighted to release Mytheresa’s second Environment, Social and Governance 
(ESG) report covering fiscal year 2023, highlighting all key aspects of our sustainability 
journey. The challenges are complex and constantly evolving, but we remain focused 
on the four pillars that shape the Mytheresa Commitment: MYPLANET, MYTALENT, 
MYPRODUCT and MYPOLICY. With each of these pillars, we’ve set concrete, ambitious 
and measurable goals and we’ve made meaningful strides toward our objectives:
LIMITING OUR IMPACT ON THE PLANET
We made significant progress toward our goal to use only renewable electricity in our 
business, reaching 92% in all operations over which we have control. This means that 
the majority of our offices run on clean electricity. Similarly, we were able to significantly 
reduce our waste and use of single-use plastics, and we will continue to do our utmost to 
increase the share of recycled waste. 
FOSTERING RESPONSIBLE SOURCING 
Following the implementation of our Animal Welfare Policy, banning exotic skins from 
Spring / Summer 2021 onwards and fur from Spring / Summer 2022 onwards, we 
are pleased that at the end of December 2022 our website was already completely 
free of products containing exotic skins and furs, as defined in our policy. Furthermore, 
we have now updated our policy to ban additional animal-derived materials and we 
are restricting our procurement of products containing angora and rabbit hairs. To 
foster responsible sourcing, we have also created the Mytheresa responsible sourcing 
guidance. This document provides our brand partners with pragmatic steps that aim 
to inspire a collaborative approach to creating products using practices that are more 
respectful of our planet, wildlife, and people - including, of course, our customers.
FOSTERING RESPONSIBLE CONSUMPTION
We are equally pleased with our efforts to support the circular economy via our 
partnership with Bucherer. With this launch, we now offer our high-end customers in 
Europe, Switzerland, and the United Kingdom an opportunity to purchase Certified Pre-
Owned luxury watches from brands such as Audemars Piguet or Omega. In addition, our 
partnership with the leading global platform for desirable pre-loved fashion, Vestiaire 
Collective, was rolled out to some of our US customers after the successful launch in 
Europe in June 2021. The products sold within this program for FY 23 have a total 
buyback value of approximately €4.2 million. 
FOSTERING DIVERSITY & INCLUSION
We are continuously fostering diversity and equal opportunities within our company 
through a diverse, fair, inclusive and positive culture. Since the introduction of Diversity 
& Inclusion in our values in 2021, we implemented a mandatory training that is part of 
the onboarding of our new team members, as well as numerous lectures and workshops. 
We also ensure equal opportunities for all genders by advocating for women in 
leadership roles and by committing to equal pay. Finally, our Diversity & Inclusion 
Committee, which was established in 2020, was strengthened by a new generation of 
members during the fiscal year and, to act beyond our own boundaries, we started to 
sponsor talents from underrepresented backgrounds in their careers.
Foreword
About us
Journey
Foreword by the Mytheresa 
Management Board

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Progress
Appendix
4
Foreword
About us
Journey
We are proud of the progress we’ve already made in transforming our commitments into 
concrete actions but we remain conscious of the challenges ahead, so we have added 
new commitments and expanded the coverage period to include FY 26. Our revised 
Mytheresa Commitment, that we are publishing in parallel with this report, is now more 
complete with new material topics and is more ambitious with reorganized commitments, 
as we constantly challenge ourselves to have a positive global impact, to create a 
constructive review cycle in the business, and to inspire a greater change in the whole 
industry.
Recognizing that the ever-evolving external context will demand a systematic assessment 
and refining of our strategy and practices, we will be working during fiscal year 2024 to 
continuously enhance our ESG initiatives, ensuring that our Commitment remains aligned 
with the dynamic landscape and that our efforts effectively address emerging challenges. 
Mytheresa strives to consider all stakeholders when reviewing actions and will continue 
to uphold the trust they place in us. 
We encourage you to continue reading to discover the remarkable efforts our teams have 
made over the past fiscal year to integrate ESG as a fundamental aspect of our lives.
The Mytheresa Management Board

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Appendix
MYTHERESA FY 22 POSITIVE CHANGE REPORT
ABOUT MYTHERESA
SECTION A.
MYTHERESA FY 23 POSITIVE CHANGE REPORT

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1. Our history
1987
2006
2012
2013
2015
2016
2017
2018
2019
2020
2021
2022
2023
Our success story is also reflected in our financial results: Mytheresa has consistently been profitable and is growing 
strongly. Our Gross Merchandise Value (GMV) transacted on our site has been increasing steadily from €97 million 
in 2014 to €855.8 million in fiscal year 2023. We grew by +15% in fiscal year 2023 and maintained a consistent 
profitability with an Adjusted EBITDA of €41.1 million. 
Mytheresa is a leading luxury e-commerce platform for the global luxury consumer shipping to over 130 countries. 
We offer one of the finest edits in luxury, curated from more than 200 of the world’s most coveted brands of womenswear, 
menswear, kidswear and lifestyle products.
Our story began over three decades ago with the opening of Theresa, in Munich, one of the first multi-brand luxury 
boutiques in Germany, followed by the launch of the digital platform Mytheresa in 2006. Today, we provide a unique 
digital experience that combines exclusive product and content offerings with a differentiated global customer service, 
leading technology and analytical platforms, as well as high quality service operations. 
Our more than 30 years of market insights and long-standing relationships with the world’s leading luxury brands, such as 
Bottega Veneta, Burberry, Dolce&Gabbana, Gucci, Loewe, Loro Piana, Moncler, Prada, Saint Laurent, Valentino, and many 
more, have established Mytheresa as a global authority in luxury goods.
Susanne and Christoph Botschen open 
the Mytheresa multi-brand boutique in 
Munich, Germany 
Launch of the French and 
Italian Mytheresa website
Launch of the Arabic website
Mytheresa opens a new logistics center in 
Heimstetten, Munich with a rack storage 
area of 32,000 m2 over 4 floors 
Launch of Mytheresa Kids, which 
represents the most elevated selection of 
children’s fashion
Mytheresa announces the 2023 opening of 
a new logistics site at Leipzig/Halle Airport 
with a storage area of 55,000 m2
Launch of Certified Pre-Owned 
watches from luxury brands such as 
Audemars Piguet, Omega and others 
in collaboration with Bucherer
Launch of the German and English 
Mytheresa website as one of the world’s 
first online boutiques for women’s luxury 
fashion
Mytheresa opens a 10,000 m2 logistics 
center in Kirchheim, Munich
Launch of Mytheresa Men, which represents 
the most elevated selection of men’s fashion
Launch of the Mytheresa Life category, 
which represents the most elevated selection 
of home décor and lifestyle products
Global roll out of new Mytheresa technology 
stack powering all user interfaces as well as shop 
back-office operations and providing state-of-the-
art e-commerce capabilities
Launch of the Chinese website
Launch of the Korean website
Launch of the Spanish website
Mytheresa celebrates its debut 
on the New York Stock Exchange
Start of operations in the new 
Leipzig logistics site after completion 
of the testing phase in August

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Appendix
2. Our vision and strategy
To become the number one luxury destination and preferred platform for affluent consumers, our vision is pursued by 
our strategy to drive growth along four material pillars: 
Mytheresa represents the finest edit in luxury. Our vision is to be the number one luxury destination for inspiration, 
shopping and experiences on a global scale, and to be the preferred platform for affluent consumers, luxury brands and 
sector intermediaries.
1. Customer Growth
2. Geographic Penetration
3. Category Expansion
4. Business Model Extension
The no.1 luxury destination for inspiration, shopping and 
experiences on a global scale and the preferred platform for affluent 
consumers, luxury brands and sector intermediaries

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1. Customer Growth
Our most important growth driver is to acquire new high potential customers and transform existing customers into 
top customers. We strive for constant customer engagement through a variety of digital and physical channels. Our 
preferential treatment for top customers revolves around early access to products, priority in shipping, invitations to 
“money can’t buy” experiences, and dedicated personal shoppers. All of these efforts translate into high customer 
loyalty with close to 100% revenue retention after the second year of customer acquisition. In FY 23, top customers, 
which make up 3.5% of our total customers generated 37.5% of our total GMV.
2. Geographic Penetration
Located in the heart of Europe, our business on the continent remains a strong driver for growth. The continuous shift 
of consumers towards online in luxury provides strong tailwinds. Today we already ship to over 130 countries. Timely 
delivery is central to our commitment to customer satisfaction. Our new warehouse in Leipzig will provide logistics 
infrastructures that are designed to handle global shipments efficiently and with full dedication to sustainable business 
practices by exploring greener shipment options. Moreover, it is our clear ambition to further increase our brand 
awareness, both inside and outside Europe, and gain significant market share in key geographic regions. Having 
established offices and teams in the United States in FY 21 and China in FY 23, we are able to prioritize growth in these 
two key markets with successful localized digital and physical marketing, such as our Chinese Designer Program and an 
exclusive pop-up store in the Hamptons.
3. Category Expansion
With Womenswear being an important part of our heritage, we continue to see a strong growth trajectory in this 
category. Following the successful introduction of Kidswear and Menswear, in 2019 and 2020 respectively, we have 
positioned ourselves as a fashion authority across all three categories.
As part of the continuous evolution of our business, we launched our newest category, “Life”, in May 2022, adding 
home décor and other lifestyle products to our offering. In continuation of our successful category expansion, we were 
happy to announce in FY 23 our exclusive partnership with Bucherer, the world’s largest luxury watches and jewelry 
retailer from Switzerland, adding a new category of Certified Pre-Owned watches to our luxury portfolio. We aim 
to cater to our consumers for all their luxury needs. Led by this understanding, we continue to evaluate prospective 
category additions. 
4. Business Model Extension
Complementing our traditional wholesale business, we introduced the Curated Platform Model (CPM) at the end of FY 
21. This innovative approach to collaborating with major luxury brand partners and deepening existing relationships 
provides our partners with more control over their inventory. While this new model continues to grow, the wholesale 
model remains the most important part of our fashion business.
Our now fully built-out capabilities and IT infrastructures support the CPM operation, allowing us to further scale up the 
business. These capabilities also enable us to introduce additional operating models, such as drop shipping, as we enter 
new categories. We view the extension of our business model as an important driver for the expansion of our company. 
Another noteworthy benchmark in FY 23 was the successful completion of a multi-year project to upgrade our complete 
e-commerce technology stack, including the successful migration of our websites, apps, content management system, 
merchandising and product information systems to a new service-based and highly scalable platform. This migration 
allows us to improve speed, flexibility, personalization, regionalization and cost of development.
We carefully evaluate our options and assess implications based on a detailed operational view, while remaining true to 
the Mytheresa vision and strategy. In addition, stakeholders such as customers, brand partners, and employees expect 
that we embed ESG considerations and transparency into our business with the objective of enabling Mytheresa to grow 
in a sustainable manner.

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Appendix
3. Our values
Be transparent and direct
• Share relevant and appropriate information openly and actively
• Be confident to stand up against all forms of discrimination
• Seek honest feedback
Love our customers
• Exceed customer expectations
• Empower our customer to make informed and conscious 
decisions while shopping on Mytheresa
• Treat every customer as an individual
Create a strong & diverse team
• Be an advocate for diversity & inclusion
• Take responsibility for your own developmental needs
• Enable your team to be successful
Act with respect
• Respect everybody
• Fully embrace diversity
• Respect the planet
• Keep to our company rules such as our Code 
of Business Conduct and Ethics
Work passionately
• Recognize the passion and success of others
• Promote an energizing and positive working environment
• Demonstrate a positive can-do mindset
Be creative in a smart way
• Focus on innovations that improve our business
• Encourage others to be creative
• Always challenge the status quo for the better
The fundamental principles that govern Mytheresa and the daily operations of our teams are embodied by our eight 
values. Established in 2017, these values are well known to our teams and communicated to all new joiners as part 
of their onboarding process. Each of them contains several elements, some of which are presented below:
Make it happen
• Embrace change as a constant in digital luxury
• Drive the topline and growth of Mytheresa
• Act like an entrepreneur and get things done
Be professional
• Be open to other people’s perspectives
• Be mindful with resources, be it yours, others, 
financial or the planet’s
• Become an expert in what you do

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4. Our FY 23 in numbers
1,456 
employees in 10 locations
(FY 22: 1,238)
2.012 million
orders shipped during the year to more than 130 countries
(FY 22: 1.765)
Adjusted EBITDA margin of 
5.3% 
(FY 22: 9.6%)
Gross Merchandise Value (GMV) of 
€855.8 million
(FY 22: €747.3)
Net Promoter Score (NPS) of 
76.4%
(FY 22: 80.9%)
856,000 
active customers, including more 
than 126,000 first time buyers
(FY 22: 781,000)
Average order value of 
€654
(FY 22: €626)

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Appendix
OUR SUSTAINABILITY 
JOURNEY
SECTION B.
MYTHERESA FY 23 POSITIVE CHANGE REPORT

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About us
Foreword
Progress
Appendix
12
MYPLANET
MYTALENT
MYPRODUCT
MYPOLICY
1. Our commitment
We see sustainability as a journey and not as an end state, about practices and not just about reaching goals. In a 
world where environmental, social and governance concerns are becoming more urgent than ever, we want to grow our 
business in the most sustainable way. This vision, as well as our framework to achieve our bigger purpose, was defined 
and published by our Management Board during the fiscal year and is embodied in the Mytheresa Commitment.
The Mytheresa Commitment encompasses our commitments to address the Environmental, Social, and Governance issues 
relevant to Mytheresa in order to grow our business in the most sustainable way.
The first version of the Mytheresa Commitment, published in March 2022, included 15 commitments, and associated 
sub-commitments, grouped under 4 main pillars and with different time horizons, covering the period from fiscal year 
2021 until the end of fiscal year 2025. In parallel with the publication of this report, we are delighted to also publish 
a new version of the Mytheresa Commitments, comprising 13 new sub-commitments and expanding our commitment 
period to the end of the fiscal year 2026.
Each of the four deeply intertwined pillars pave the way for continuous profitable and responsible growth, as we build 
on our ongoing efforts to create a positive impact in our industry and on our planet.
Our commitments and sub-commitments are accompanied by defined metrics for tracking our efforts.
In part C of this report, we are proud to present our commitments in more detail, as well as the actions taken to reach 
them and the results of those actions.

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About us
Foreword
Progress
Appendix
This year saw the completion of Mytheresa’s first materiality analysis, to identify Mytheresa’s material sustainability 
impact, risks, and opportunities (IROs), following the double materiality principle. With this analysis, we wanted not 
only to prepare ourselves for the implementation of the European Corporate Sustainability Reporting Directive but also 
to restructure our Commitment around the identified material IROs. To carry out this analysis, we followed the Draft 
European Sustainability Reporting Standards (ESRS) 1 (General Requirements) and 2 (General Disclosures) of November 
2022.
To identify our IROs we started with the list of sustainability matters included in the draft version of the ESRS and 
enhanced this list with other matters covered by rating agencies, well-known frameworks, or the Mytheresa Commitment, 
enabling us to reach a comprehensive list of 111 sustainability matters. These matters were scanned to eliminate topics 
that are not relevant to our own activities or our business relationships. When relevant, the remaining matters were 
gathered into a condensed list of 27 clusters. The process enabling us to evolve from the 111 matters to the 27 clusters 
was approved by our Sustainability Committee in April 2023.
To assess and prioritize the 27 clusters, we engaged with several stakeholders, including internal stakeholders 
representing different departments and functions. We also engaged with external stakeholders, including the Head of 
Sustainability Impact Disclosure of Kering, two experts of the consumer sector at BSR as well as representatives from 
one of our investors and one of our shipping partners. In total, 11 stakeholders were consulted. All internal stakeholders 
answered a list of questions in order to assess the impact materiality, based on the relative severity of the impact and 
likelihood, and financial materiality, based on the potential financial effect of the risk or opportunity and likelihood. 
Depending on the external stakeholders, they either answered the same questions to assess the impact materiality, or the 
questions to assess the financial materiality.
The results, with a score from 1 to 20 for both impact materiality and financial materiality, were consolidated and 
weighted in order to ensure that internal stakeholders and external stakeholders have the same weight in the results. All 
consolidated material impacts, risks, and opportunities with a score above 7 are considered to us as material. 
In total 10 material IROs were identified and organized around the four pillars of the Mytheresa Commitment:
2. Our material topics 
These 10 material topics were approved by the Sustainability Committee in June 2023. The results of this analysis will 
be reviewed annually to ensure that they remain consistent and relevant and the analysis will be renewed every 3 years.
Section C of this report is organized around our four pillars, 10 material topics, and our commitments.
MYPLANET
MYTALENT
MYPRODUCT
MYPOLICY
• Mitigation of 
climate change
• Adaptation to 
climate change
• Working conditions and 
well-being of our teams
• Diversity and equal 
opportunities within 
our teams
• Responsible sourcing
• Responsible consumption
• Quality and transparent 
information for our 
stakeholders
• Corporate culture
• Corporate governance
• Responsible digital 
operations

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About us
Foreword
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Appendix
To accompany, monitor and challenge our ongoing efforts, our governance structure 
for all sustainability aspects has been in force since the second quarter of FY 22. Our 
Sustainability Committee is composed of five members: 
• Chief Executive Officer
• Chief Customer Experience Officer & Managing Director
• Chief Commercial and Sustainability Officer
• VP of Merchandise Planning and Sustainability Management
• Senior Sustainability Manager
The Sustainability Committee meets at least quarterly to address all sustainability 
aspects, including new laws and regulations, and monitor the progress towards our 
ESG Commitments. Other temporary members can be invited to the Sustainability 
Committee meetings to best address the topics on the agenda. The Sustainability 
Committee met ten times during the fiscal year 2023. 
Our CEO and Chief Customer Experience Officer are responsible for regularly 
informing the other members of the Management Board about key elements discussed 
within the Sustainability Committee meetings. The Management Board meets at least 
once a month and also whenever one or more of its managing directors request a 
meeting. Since March 2023, the minutes of the Sustainability Committee are also sent 
to all managing directors not involved in the Sustainability Committee.
Sustainability falls under the responsibility of the Management Board and the 
implementation is supervised by the Supervisory Board. The Supervisory Board 
provides oversight, evaluates progress and performance, maintains a sound and 
transparent system of checks and balances and advises the Management Board when 
appropriate. In particular, the Nomination, Governance and Sustainability Committee 
oversees the steps taken by the Management Board to formulate a sustainability 
and ESG strategy that is appropriate for the company. The focus is on long-term 
sustainable value creation in the best interests of all relevant stakeholders of the 
company. 
During FY 23 two sustainability updates were presented to the Supervisory Board. 
One in September 2022 on the achievements of FY 22, to present the draft of the 
first ESG report, and to present the ESG roadmap for FY 23. The second update in 
February 2023 was to present the sustainability progress of the first months of the 
fiscal year.
More information on Mytheresa’s Corporate Governance can be found in the fourth 
section of this report.
3. Our sustainability governance
2
sustainability updates 
were made to the 
Supervisory Board

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Appendix
JUNE 2023
To inform our customers, 
details on the composition of 
our packaging and sorting 
recommendations were added 
to our website
JANUARY 2023
Since this date, our Partner 
Code of Conduct has been 
systematically sent to all our 
brand partners. In total, 91% of 
all our suppliers have received it
JULY 2023
The Mytheresa responsible 
sourcing guidance was developed 
and, from July 2023 onwards, is 
systematically sent to all our brand 
partners
JUNE 2023
To reduce the use of virgin 
single-use plastics all polybags 
and plastic films purchased 
for our Heimstetten warehouse 
were switched to post-
consumer recycled plastics
JUNE 2023
Identification of the 10 
sustainability topics that are 
material for Mytheresa, following 
the double materiality principle
OCTOBER 2023
Publication of a new version 
of the Mytheresa Commitment
4. Our highlights of the year
JANUARY 2023
Launch of the Mytheresa 
Employer branding 
campaign for Leipzig
MAY 2023
Launch of an exclusive capsule 
with Patou, composed of pieces 
made from organic and recycled 
fibers as well as upcycled 
deadstock leather
MAY 2023
Handover of our new warehouse 
of 55,000 m2 in Leipzig. The 
building is DGNB-Gold certified, 
a certification evaluating the 
overall performance of buildings 
based on strict criteria
MAY 2023
Launch of Certified Pre-Owned 
(CPO) watches, offering our 
customers pre-owned luxury watches 
in partnership with Bucherer
JANUARY 2023
Mytheresa officially joins the 
Fur Free Retailer Program
FEBRUARY 2023
Launch of the Mytheresa 
Social Day. 67 employees 
were engaged in a social day 
during the year
NOVEMBER 2022
Introduction of the new 
Mytheresa signature packaging 
which is easier to sort and 
recycle thanks to the removal of 
magnets and the introduction of 
a removable ribbon

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OUR PROGRESS
SECTION C.
MYTHERESA FY 23 POSITIVE CHANGE REPORT

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Foreword
Journey
About us
Appendix
The following section of this report is structured around the 4 pillars of the Mytheresa 
Commitment, our 10 material topics and key performance indicators for the fiscal 
year that ended June 30, 2023 (FY 23)1. To make it convenient to follow our 
progress, we have also provided the key performance indicators of the fiscal years 
that ended June 30, 2022 (FY 22) and June 30, 2021 (FY 21), when available.
All the commitments and sub-commitments for which a deadline was set for 2023 are 
highlighted in the remainder of this report, as well as those with a longer timeframe for 
which progress is to be noted during FY 23.
The commitment was fulfilled during the fiscal year
Progress has been made towards meeting the commitment 
within the stipulated timeframe
The commitment for fiscal year 2023 was not met during the fiscal year
Commitment to be achieved over the coming fiscal years 
for which no significant progress is to be reported
1Some SASB requirements, which are monitored but have not been identified as material, such as water 
consumption in our offices, have only been included in the SASB content index at the end of this report.
The following symbols are used in the report:
Our progress

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Foreword
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Appendix
FY 23
COMMITMENTS
Integrating sustainability into our customer’s journey 
from January 2022 onwards
Striving to be a zero-waste business by the end of FY 23
Measuring our carbon footprint for our own operations as 
well as all shipments, returns and packaging, and financing 
climate projects from FY 22 onwards
1. MYPLANET
Climate change is one of the defining challenges of our time and the fashion industry has a significant impact on it. 
We are fully committed to improving our impact on the planet and mitigating climate change, particularly in relation 
to greenhouse gas emissions, waste and packaging, as well as our indirect impact within our upstream supply chain 
(see section Myproduct for more details). To progress in this direction, we are committed to the following: 
Having measured our carbon footprint and assessed the key areas where our business has a high impact on the planet, 
we identified two immediate reduction targets. The first target is to ensure that the majority of our electricity comes from 
renewable sources. As such we reached, at the end of FY 22, our goal of using nearly 90% of electricity in our own 
operations from renewable sources, and are expanding this target to 100% by the end of FY 26. 
Our second target for reduction is to limit the waste generated by our operations and by the packaging of our 
customers’ orders. To that end, during FY 23, we’ve put in a lot of effort to reduce the use and waste from single-use 
plastics and to ensure that the majority of our operational waste is either reused, donated, recycled, or composted. We 
also ensured that the packaging in which our customers receive their orders can easily be recycled and started informing 
our customers on how to properly sort the received Mytheresa packaging.
Another step in our MYPLANET approach is to integrate sustainability into our customer journey. We feel it is important 
to act outside of our operational boundaries and inform our customers about the CO2e emissions generated by the 
delivery and return of their luxury products and to promote better shipping options.
There will always be some CO2e emissions that we cannot avoid or reduce. We take responsibility for these emissions by 
financially supporting Gold-Standard-certified climate projects. We will continue to look at further ways in which we can 
reduce our impact, particularly in our digital operations. 
Finally, thanks to our first materiality analysis, the topic of adaptation to climate change was identified as material to 
Mytheresa. For this reason, as part of our updated commitments released in parallel to the publication of this report, 
we commit to define our climate-related risks and opportunitie. Based on the obtained results, we will develop the 
appropriate adaptation solutions to reduce these risks.

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Appendix
Scope 1 and 2 emissions (t CO2e)
CO2 emissions per order (kg CO2e) 
Scope 3 emissions (t CO2e)
Mitigation of climate change
MEASURING OUR CARBON FOOTPRINT
We generate direct emissions in our operations through 
our consumption of natural gas and fuel to run our 
four diesel vehicles. We generate indirect emissions in 
our operations through our consumption of electricity, 
including the electricity needed to run our four electric 
vehicles, purchased heating, and purchased cooling. 
Indirect emissions relate to the extraction, production and 
transportation of the energy we consume, the purchase 
of our packaging, the waste generated in our operations, 
our business travels, the commute of our teams, the use of 
our website, and the storage of our data in external data 
centers. In our downstream activities we generate emissions 
with the shipment of our customers’ orders and potential 
returns of orders.
Together with ClimatePartner, we have been calculating our 
corporate carbon footprint (in other words, the greenhouse 
gas emissions related to our company) since FY 20. This 
calculation was based on the recognized standard of the 
Greenhouse Gas Protocol. This includes all direct emissions 
(Scope 1), indirect emissions from our operations (Scope 2), 
as well as most of our indirect emissions in our value chain 
(Scope 3). Not included in our corporate carbon footprint2 
are the emissions related to the production of the luxury 
goods sold by Mytheresa, their transport to us, and the use 
and end-of-life treatment of sold products.
Our gross CO2 emissions for FY 23 was 45,712 t CO2e3, an 
increase of 2% compared to FY 22. The CO2 emissions per 
order shipped decreased by 11% to a value of 23 kg CO2e.
45,712 tons of CO2e 
(FY 22: 44,925, 
FY 21: 36,155)
FY 21
FY 21
FY 22
FY 23
FY 22
FY 23
23 kg of CO2e per 
order shipped
 (FY 22: 25, FY 21: 24)
2See methodological note for details of the categories included within our 
carbon footprint. 3Calculated using the market-based method. Location-based 
CO2 emissions are 46,748 t CO2e for FY 23, 45,496 t CO2e for FY 22, 36,269 
t CO2e for FY 21.
0
50,000
40,000
30,000
20,000
10,000
0
300
600
900
1,200
1,500
-34%
-12%
-11%
+26%
+2%
625.3
649.7
34,879.6
44,077.8
44,963.3
675.9
608.4
171.3
140
Scope 1
Scope 2
Scope 3
Journey
19
Progress
Appendix
About us
25
20
15
10
5
0
24
25
23
+6%

20
Progress
MYTHERESA FY 23 POSITIVE CHANGE REPORT
Foreword
Journey
About us
Appendix
Scope
FY 22
FY 23
Variation
Total
	
Scope 1
Scope 2
Scope 3
Downstream transportation and 
distribution
Purchased goods and services
Employee commuting
Business travel
Upstream transportation and 
distribution
Fuel- and energy-related activities	
Waste generated in operations	
End-of-life treatment of sold products
FY 21
44,925.0
675.9
171.3
44,077.8
37,144.9
2,770.9
2,437.4
1,038.2
394.0
232.6
37.5
22.3
45,711.7
608.4
140.0
44,963.3
36,922.6
3,484.6
2,050.8
1,435.0
648.5
313.6
86.0
22.3
+ 2%
- 10%
- 18%
+ 2%
- 1%
+ 26%
- 16%
+ 38%
+ 65%
+ 35%
+ 130%
+ 0%
36,154.5
649.7
625.3
34,879.6
29,913.9
2,494.9
1,691.2
93.9
370.6
262.9
33.4
18.8
Our Scope 1 and 2 emissions have decreased by 12%. This decrease is mostly explained by a higher share of 
renewable electricity used in our operations and by a reduction in the natural gas consumption in our Heimstetten 
warehouse and in our head office. 
Our Scope 3 emissions have increased by 2%. One of the reasons for this increase is the growing number of customer 
orders prepared and their packaging. Business travels continued to increase, however, the footprint of the commute of 
our employees has decreased. This reduction is mainly attributable to methodological changes, since we renewed our 
employee commute survey and obtained a higher response rate, increasing the accuracy of our calculation. It should be 
noted, however, that this 2% increase is smaller than our growth. This is explained by the fact that we obtained detailed 
carbon-footprint reports from more shipping partners for FY 23, replacing the previous calculation that was based on 
the weight of the packages we sent and the shipping distances. This is the result of our growing engagement with our 
partners on sustainability issues throughout the year. This has also enabled us to identify that 69% of the orders we send 
out (by weight) are sent by a shipping partner with an approved near-term 1.5°C Science-Based Target.
 
 At DHL, our aspiration is to make a substantial contribution to ensure that 
this will be a better world. Our sustainability roadmap is built on three key 
commitments: having clean operations for climate protection, being a great 
company to work for all and being a highly trusted company.
To ensure clean operations for climate protection, we have since 2022 an 
approved Science-Based Target which aims to limit global warming to 1.5°C above 
pre-industrial levels by 2030, in line with the Paris Agreement goals. 
Breakdown of emissions 
in tons CO2 equivalent

21
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MYTHERESA FY 23 POSITIVE CHANGE REPORT
Foreword
Journey
About us
Appendix
To this end, we have publicly committed to using more than 30% of certified 
sustainable aviation fuels in our express and global forwarding business. 
Sustainable aviation fuels are produced from waste, used cooking oil, corn or 
water and can effectively reduce CO2 emissions by up to 80%.
In order to achieve this goal, DHL has confirmed new strategic collaborations with 
bp and Neste, to provide more than 800 million liters of Sustainable Aviation Fuel 
(SAF) to DHL Express within the next five years, with the new agreements forming 
one of the largest SAF deals in aviation to date. These deals, together with the 
previously announced SAF introduction in the DHL network in San Francisco (SFO), 
East Midlands (EMA) and Amsterdam (AMS), will exceed 50 percent of DHL 
Express’ target to reach 10 percent SAF blending for all air transport by 2026.
As the world’s leading logistics provider, it is our commitment to provide green 
and more sustainable solutions for our customers. The landmark SAF deals with 
bp and Neste mark a significant step within the aviation industry and validate the 
framework of our Sustainable Roadmap.
John Pearson, CEO DHL Express, says: “We know our customers are committed to 
reducing their environmental impact so it’s important we’re giving them the means 
to do so. I’m delighted that our investment in SAF can now be fully leveraged by 
customers to enable them to bring down the emissions of their shipments. SAF 
is currently the primary route to reducing carbon emissions in aviation, so this is 
the most effective way to help our customers make their own supply chains more 
sustainable.”
As further steps in DHL Express’ sustainability roadmap under clean operations for 
climate protection, DHL Express will electrify 60% of our last-mile delivery vehicles 
and grow the use of sustainable fuel to 30% by 2030.
As the world’s leading logistics company, we have a responsibility to set an 
example in our industry and be a sustainability leader. 
DHL Express
Given the importance of our digital activities and the growing impact of the use of digital technologies, we included 
the impact of the storage of our data in external data centers since FY 21 into our carbon footprint. The majority of our 
data is stored in our internal data centers at our headquarters and in our warehouses in Heimstetten and Leipzig, which 
are powered by green electricity. In FY 23, we also included in our footprint the CO2e emissions linked to visits by our 
customers to our website.
To go further, we aim to set a CO2e emissions reduction target approved by a recognized organization before the end of 
FY 26, for our Scope 1, 2, and 3 emissions. Nevertheless, we have begun to implement measures to reduce our impact. 
These measures are described in the sections below.
Thanks to public data, we are fully aware that more than 90% of the total emissions of companies like ours fall into 
Scope 3 and are mostly derived from the procurement and use of sold products4. For this reason, we also commit to 
include the emissions associated with the procurement of the luxury goods sold on our website in our carbon footprint 
before the end of fiscal year 2025.
4McKinsey&Company (2022) Climate Sustainability in retail: Who will pay

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Journey
Progress
Appendix
4% Grid electricity
3% Other
5% District cooling 
and heating
22,037 GJ of 
energy consumed
 (FY 22: 18,593;
FY 21: 18,067)
of electricity from renewable 
sources (FY 22: 76%;
FY 21: 49%)
USING RENEWABLE ELECTRICITY WITHIN OUR OPERATIONS TO 
REDUCE OUR CARBON FOOTPRINT 
At Mytheresa, most of the energy in our daily operations is 
consumed in our warehouses, offices, and stores. About 82% of 
our total energy consumption is used to power our warehouses 
and headquarters. 
In fiscal year 2023, we consumed 22,037 GJ of energy, of which 
45% was natural gas and 47% was electricity. Our energy 
consumption has increased by 19% due to the relocation of our 
teams to larger premises in Barcelona and London, the addition 
of our new warehouse in Leipzig and our new office in Shanghai. 
The energy consumption per order shipped also increased at a 
value of 3.0 kWh per order shipped (FY 22: 2.9, FY 21: 3.3).
At the end of June 2023, our headquarters, warehouses, and 
offices in Berlin and Milan, as well as our 2 stores, in which 
89% of our teams are based, were powered by renewable 
electricity. As a result, we achieved a 92% share of renewable 
electricity in our operations, as well as in the common areas of 
our headquarters and warehouse (such as parking and external 
lighting). 
We will continue to work towards converting more of our 
electricity contracts to renewable electricity in the coming fiscal 
years or purchasing Energy Attribute Certificates with the goal to 
reach close to 100% by the end of FY 26.
We also strive to improve the efficiency of our buildings. The 
building hosting our head office was awarded the BREEAM 
certification in February 2023. BREEAM is an assessment 
system for the sustainability of buildings and real estate and 
was developed to reduce the environmental impact of buildings, 
improve the quality of life for users and increase the value of real 
estate in the long term. A level of “Very Good” was achieved 
as part of the certification. In parallel, during the fiscal year, we 
prepared a project to renovate our head office and improve the 
energy efficiency of our offices.
 In July 2023, we officially launched a 
9-month project to implement the New Work 
concept. With this project, Mytheresa employees 
will not only have access to a flexible working 
environment with bookable desks and more 
meeting rooms, but also to renovated premises.
In the kitchens, a waste separation system was 
already installed during the month of August. The 
renovation should improve the energy efficiency 
of the building, with the installation of automated 
smart shading as well as heating control and a 
smart controlled LED Lighting. Finally, working 
92%
22
45% Natural gas
43% Renewable 
electricity
Foreword
About us
Journey
Progress
Appendix

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Journey
Progress
Appendix
Total energy 
consumption (GJ)
Energy consumption 
per order shipped 
(kWh)
During the year, our teams in Barcelona moved to 
new offices in a building that is LEED certified. LEED 
certification is a globally recognized symbol of 
sustainability achievement and its goal is to create 
better buildings that reduce the contribution to global 
climate change, protect and restore water resources, 
promote sustainable and regenerative material cycles, 
enhance individual human health, protect and enhance 
biodiversity and ecosystem services, and enhance 
community quality of life. The building has achieved 
the highest level of the four possible certification 
levels: Platinum. 
Finally, our new warehouse in Leipzig is DGNB-
Gold certified, a certification evaluating the overall 
performance of buildings based on strict criteria, 
including but not limited to, climate protection, 
adaptation to climate change, and the conservation of 
natural resources and ecosystems. 
FY 21
FY 21
FY 22
FY 23
+3%
-12%
FY 22
FY 23
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
23
18,067
18,593
22,037
0
About us
Journey
Progress
Appendix
conditions will be improved with better 
acoustics and plants within the working 
areas. Soon we will start upgrading 
the Mycanteen concept including an 
expansion of the outdoor area. 
Leonie Sommer
Architect, Co-founder & Partner 
at Raumerfinder GmbH
Foreword
2.9
3.3
3.0
+4%
+19%
25,000
20,000
15,000
10,000
5,000

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Journey
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Foreword
Appendix
Types of waste
of our waste is recycled
(FY 22: 90%;FY 21: 90%)
87%
REDUCING THE WASTE WE GENERATE
Waste is a significant part of our impact on the planet. 
Within our operations, waste is generated mainly in our 
warehouse, upon reception and subsequent storage of the 
products from our luxury brand partners. Our main sources 
of waste are therefore the cardboard and paper we receive 
from our brand partners, as well as plastics used to protect 
the goods in storage in our warehouse.
We monitor the waste generated in our head office and 
Heimstetten warehouse. These locations represent 79% of 
our headcount. About 97% of monitored waste is generated 
within our warehouse. Operational waste for our new 
warehouse in Leipzig will be included in the calculation for 
the next report, as operations had not begun by the end of 
fiscal year 2023.
In our Heimstetten warehouse, which was the only one in 
operation during the past fiscal year, we use plastic films 
and polybags to protect the luxury goods in storage. During 
the year, we analyzed the most suitable options to achieve 
our goal of reducing waste from single-use plastics. Being 
fortunate enough to have a waste management company 
that recycles our plastic films and polybags, the most 
appropriate solution for us was to replace our virgin plastic 
films and polybags with films and polybags made from 
100% post-consumer recycled plastic. We began using 
these new plastics in June 2023. 
We are aware that we still use plastics, even though they 
come from recycled sources and are recycled, and will 
continue to analyze whether more appropriate solutions 
could be used in our operations in the future. We are in the 
process of implementing a similar approach at our Leipzig 
warehouse, where operations will begin shortly.
In our head office, a waste sorting system was designed 
during the fiscal year and was implemented in August 
2023. This sorting system is part of a broader project to 
renovate our head office. A waste sorting system was also 
implemented in our new warehouse in Leipzig.
During the fiscal year, 87% of our waste was recycled (FY 
22 and FY 21: 90%), and we will continue to do our utmost 
to increase this percentage and reduce the absolute 
value of the waste we generate. The introduction in August 
2023 of a sorting system in our headquarters should help to 
increase this percentage.
 Several projects were launched
 to reduce our waste and use of
single-use plastics
3% Plastics, recycled
13% Other waste, 
incinerated or landfilled
1,328 tons of waste generated by 
our warehouse and head office 
(FY 22: 1,061
FY 21: 941)
0.66 kg of waste per order shipped
 (FY 22: 0.60;
FY 21: 0.62)
24
Cardboard, paper, recycled
84%
About us
Journey
Progress
Appendix

25
Progress
MYTHERESA FY 23 POSITIVE CHANGE REPORT
Foreword
Journey
Appendix
IMPROVING OUR PACKAGING
In addition to the waste generated within our operations, we are responsible 
for approximately 1,991 tons of packaging used to ship our customers’ orders 
(1,734 tons in FY 22 and 1,557 tons in FY 21). On average, each order 
contains about 0.99 kg of packaging (0.98 kg in FY 22 and 1.03 kg in FY 21), 
of which 98.9% is cardboard and paper.
Our customers can choose between two types of packaging. One option is our 
emblematic yellow packaging, which creates the best customer experience. 
The other is an eco-packaging option that is sourced and produced in 
Germany and is FSC recycled certified. The eco-packaging reduces the weight 
and impact of shipments, as well as the quantity of waste. 
To reduce our impact and ease the recycling of our packaging while 
maintaining the best customer experience, we launched an improved 
emblematic yellow packaging. Previously, our yellow boxes were made 
mostly of cardboard, but were closed with magnets that were incorporated 
into the cardboard, and a small fixed ribbon was attached to the box. The 
magnets have now been removed and the fixed ribbon was replaced by a 
removable ribbon that allows the box to be closed with a bow. In this way, 
customers wishing to sort their boxes correctly can dispose of the cardboard 
in the appropriate collection area for cardboard waste and the ribbon can 
be discarded in the appropriate area for textile waste. The new boxes have 
gradually replaced our former boxes since November 2022.
 After receiving my first 
package from you I felt like 
walking out of expensive 
designer shop. Everything 
was so nicely packed 
. 
First time buyer from Latvia
In addition, during the fiscal year, 
we removed the thin plastic protective 
layer from the Mytheresa tags that 
made their recycling more complex. 
As a result, our eco-packaging, 
envelopes, Thank You cards, invoices, 
returns and exchange forms, protection 
paper, and tags are all made of 
carboard or paper. 
Our customers still receive limited 
quantities of plastics: our staple Nylon thread used to attach the Mytheresa 
tags to the luxury goods and plastic tape used to secure the packages before 
shipment. We will work to implement the most appropriate solution to reduce 
the quantities of plastic our customers receive.
To ensure that the packaging elements shipped to our customer will be 
properly sorted, a dedicated section was added to our website in June 2023, 
explaining the composition of all packaging elements and, their certification, 
if applicable, and providing our sorting recommendations.
Journey
Progress
Appendix
About us
Eco-packaging, on average 
3 times lighter than our 
emblematic yellow packaging, 
was selected for 
59.2%
of the orders
 (FY 22: 55.8%;
FY 21: 52.2%)
100% of our customers are 
informed on how to properly 
sort the packaging received 
from Mytheresa
Our emblematic yellow boxes 
and Mytheresa tags were 
improved during the year to 
ease their recycling

26
Progress
MYTHERESA FY 23 POSITIVE CHANGE REPORT
Foreword
Journey
Appendix
PROMOTING BETTER SHIPPING OPTIONS
Our purpose is to provide customers with a luxury experience that 
includes fast and worldwide delivery. These deliveries contribute 
80.8% of our total calculated footprint (FY 22 and FY 21: 82.7%). 
On average, 18 kg of CO2e is generated by the delivery of one 
order (21 kg in FY 22 and 20 kg in FY 20).
To reduce the impact of these deliveries, our customers in Europe 
have the option of choosing between express- and standard 
delivery. For our main shipping partner, who offers both standard 
and express options, we observe that express deliveries generate 
over 2.3 times more emissions than standard delivery. During the 
fiscal year, for the countries in Europe where both standard and 
express delivery options exist, the standard option was chosen by 
our customers for 65% of the orders sent.
All our customers are also informed of the average impact of 
the delivery of their order, either in their order confirmation, if 
they have chosen the option to finance climate projects, or in the 
Shipping section of our website.
FINANCING CLIMATE PROJECTS
There will always be some emissions that we cannot avoid or 
reduce. We take responsibility for these emissions by financially 
supporting climate projects. Climate projects demonstrably avoid 
carbon emissions or remove them from the atmosphere and also 
promote the achievement of the UN’s Sustainable Development 
Goals through improving living conditions in developing and 
emerging countries.
During the year, we financed two Gold-Standard-certified climate 
projects, presented on the following page, to the equivalent of 
the CO2e emissions we measured, plus a 10% safety margin, i.e. 
49,922 t CO2e . 
Because we have calculated the relevant greenhouse gas 
emissions for FY 23, implemented reduction measures, financed 
climate projects, and have committed to set CO2e emissions 
reduction targets, we are a ClimatePartner certified company 
starting from July 2023. You can transparently track our 
certification via the ClimatePartner certified label and the 
corresponding climate-ID page. This certification replaces the 
carbon neutral company label received from ClimatePartner 
based on the emissions calculated for FY 22.
In addition, our customers can decide if they want to finance 
climate projects, up to the amount of CO2e emissions generated 
by the preparation, delivery, packaging and potential return 
of their order, by selecting the option at checkout. Only Gold-
Standard-certified climate projects, like the ones presented on the 
following page, can be financed by our customers, and the cost 
associated with the delivery of one average order of 23 kg CO2e 
is €0.25. During the fiscal year, our customers decided to finance 
climate projects for 6.1% of their orders. This voluntary option is 
in addition to our commitment to financing climate projects for 
100% of our calculated footprint. 
 
Journey
Progress
Appendix
About us
 100% of our customers are informed 
about the GHG emissions of their order
(FY 22: 100%; FY 21: 0%)
36,923
tons of CO2e generated by the shipment 
and returns of sold products 
(FY 22: 37,145; FY 21: 29,914)
18 CO2e on average for the delivery
 of one order (FY 22: 21; FY 21: 20)
We contributed to 2 climate projects 
resulting in 
49,922
tons of CO2e of Verified Emission 
Reductions (VERs)
6.1% of our customers also decided 
to finance climate projects 
(FY 22: 4.7%; FY 21: 0%)
Our five-step journey to measure our impact, 
set reduction targets, implement reduction 
measures, finance climate projects and 
communicate transparently allows us to be 
a ClimatePartner certified Company
26

27
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Foreword
Journey
About us
Appendix
BIOGAS
This Gold-Standard VER certified project in Kerala, India, aims at moving away from fossil fuels and towards 
an inexpensive, easily available, and environmentally friendly alternative source of energy from food scraps. 
Where households, communities and institutions previously used firewood and received their electricity from 
the local grid, locally installed biogas plants now generate clean energy from organic waste, thus avoiding 
methane and carbon dioxide emissions. By managing waste directly at the source, residents help improve their 
own waste management and hygiene standards. The biogas provides them with clean energy for cooking and 
heating, without producing smoke or polluting the air.
GAS RECOVERY
With more than 15 million 
inhabitants, Istanbul is the largest city 
in Turkey and one of the largest in 
the world. The city’s municipal waste 
is being disposed to two landfills: 
one on the Asian side of the city 
and the second on the European 
side. The purpose of this Gold-
Standard VER project is to collect 
the gas emitted by the two landfills 
and produce electricity through gas 
engines coupled with generators. The 
electricity is fed into the national grid, 
substituting the baseline energy mix 
which is mainly based on fossil fuels.

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Journey
Progress
Foreword
About us
Appendix
28
2. MYTALENT
Foreword
About us
Journey
Progress
Appendix
FY 23
COMMITMENTS
Fostering diversity and equal opportunities within 
our company
Striving to be a great place to work and to protect 
the well-being of our people
People are at the heart of our business. We drive a diverse, fair, inclusive and positive culture for our teams, partners, 
customers and the wider luxury industry.
To foster continuous progress within the MYTALENT pillar, we are committed to the following: 
To always be a better place to work and to protect the well-being of our teams, we support our teams with ongoing 
training and foster a work-life balance with appropriate policies and measures. We are dedicated to continuous 
improvement in the area of health and safety and have rolled-out our health and safety guidelines in our Heimstetten 
logistics center. To continually monitor our progress, we conduct regular employee surveys which, whilst addressing 
a broad range of topics, always start with the same questions to help us measure employee satisfaction. We wish to 
maintain an employee satisfaction score of at least 75% across these surveys. 
To ensure equal opportunities and foster diversity, Diversity & Inclusion has been integrated into our values since May 
2021 and mandatory Diversity & Inclusion training was implemented for all employees and is part of the onboarding 
of our new team members. We also ensure equal opportunities among genders by advocating for women in leadership 
functions and by committing to equal pay. Finally, we also leverage our Diversity & Inclusion Committee, which was 
established at the end of 2020 for advice on diversity and inclusion matters. A third generation of members joined this 
Committee during the fiscal year. To act beyond our own boundaries, this fiscal year, we started to sponsor talents from 
underrepresented backgrounds in their Mytheresa careers.
Finally, to have an impact outside our own boundaries and to be a good corporate citizen, we encourage our teams to 
take one day per year for social work within local communities.

MYTHERESA FY 23 POSITIVE CHANGE REPORT
Journey
Progress
Foreword
About us
Appendix
29
FY 21
Male
Female
FY 22
FY 23
Total (%)
Total (%)
GERMANY
SPAIN
ITALY
UK
CHINA
USA
441
429
37
9
50
20
21
7
0
546
520
39
5
63
23
21
21
0
666
553
42
8
83
32
33
26
13
82%
18%
95%
5%
437
115
549
3
Warehouse
Head office
Stores
Berlin
Barcelona
Milan
London
New York
Shanghai, 
Hong-Kong SAR
759
145
832
72
79%
21%
94%
6%
Permanent contract
Temporary contract
Full-time contract
Part-time contract
Breakdown of teams by location
Contract breakdown 
by gender
Foreword
About us
Journey
Progress
Appendix
Being the best workplace 
for our people
At Mytheresa, we are committed to providing 
our teams with a safe, inclusive, and constructive 
work environment. We offer ongoing training to 
our teams, strive to ensure a healthy work-life 
balance, promote health and safety, monitor our 
team’s satisfaction regularly and use obtained 
results to continuously improve our practices. 
THE MYTHERESA TEAMS
At the end of June 2023, Mytheresa had 1,456 
employees representing 1,432.2 Full Time 
Equivalents (FY 21: 978.9, FY 22: 1,196.7). 
This is an increase in our headcount of 18% in 
comparison with FY 22. 
In addition to our 1,456 employees, Mytheresa 
also had 81 interns at the end of June 2023, 
an increase of 7% in comparison with the 76 
interns at the end of the previous fiscal year. We 
started our apprentice program in FY 20, in our 
IT department. During the fiscal year, we had on 
average 1.8 apprentices in our head office.
Our share of colleagues working part-time 
decreased slightly in comparison with the 
previous fiscal years (FY 21 and FY 22: 6%).
To continuously attract the best talents, in 
particular to our new warehouse in Leipzig, 
numerous actions were taken, from the relaunch 
of the Mytheresa career page at the beginning 
of the fiscal year or the participation in 
numerous job fairs to the launch of a dedicated 
employer branding campaign, in partnership 
with Emil Forsberg, a key player for the city’s 
Bundesliga football club (RB Leipzig) as well as 
the Swedish national team.
This fiscal year also marks the introduction 
of MYSHARES, our employee share purchase 
program. Our active teams with a seniority of 
more than 6 months were offered the possibility 
of becoming shareholders of Mytheresa through 
our Employee Stock Purchase Plan. Shares were 
offered to employees at a 25% discount rate. 
1,014
1,456
1,238
FY 22
FY 23

30
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Foreword
Journey
About us
Appendix
TRAINING AND DEVELOPMENT
From July 2023 onwards, our teams have access to a new e-learning 
platform, LinkedIn Learning, an award-winning industry leader in 
online training, with a digital library of over 21,000 courses in more 
than 20 languages covering a wide range of technical, business, 
and creative topics. This platform replaces the one that we have 
been using since January 2021, which offered over 100 different 
e-learning courses in German and English. 
Given the wide variety of cultures, nationalities, and languages 
spoken by our teams, and in order to facilitate communication 
between all, we offer language lessons in German, Spanish, English, 
and French to all our permanent employees. To foster continuous 
development, we also highlighted an e-learning of the month within 
our internal social network, MYT Connect, until May 2023. With 
the launch of our new e-learning platform, this initiative is replaced 
by personalized training recommendations provided by people 
managers to their teams.
Colleagues who so wish can host or attend our monthly Lunch 
and Learn sessions, an informal training of 30 minutes led by our 
teams. 11 Lunch and Learn sessions were organized during the year, 
attracting more than 400 participants. Various topics were covered, 
such as presentations of the Diversity & Inclusion Committee, our 
project management department, the Mytheresa Commitment, the 
measurement team, and our global events team. 
In addition, 11 trainings and workshops on the two focus topics of 
the year, “Mental Health and Well-being” and “Ethnic and Cultural 
Diversity”, were organized, representing a total of 1,312 hours of 
training. More information about the topics covered can be found in 
the coming sections of the report. 
At least 85% of our workforce attended company-wide training 
courses in FY 23. More than 7,700 hours of trainings, lectures and 
workshops were provided to our teams. In addition to these training 
hours, our teams receive regular on-the-job training.
The development of our teams is also bolstered by our performance 
review process. This performance review takes place at least once 
a year, and up to twice a year. Performance review guidelines are 
provided to people managers in order to support them in this process 
and ensure a consistent process within all departments. These reviews 
form the basis for discussions on salary increases and promotions.
WORK-LIFE BALANCE
To foster flexibility, eligible employees (51% of our teams) can take 
up to 40% mobile office days a week. About 46% of our teams 
have the possibility to take up to 10 mobile office abroad days 
per year. Flexible working hours are also available to our eligible 
employees to help them balance their professional and personal 
lives. Contractually, our full-time employees work 37.5 to 40 hours 
per week. In the logistics center accrued overtime can be taken in 
compensatory time off or converted into pay. All our employees have 
access to 28 to 32 days of paid vacation, depending on their length 
of employment at Mytheresa.
At least 
85% 
of our teams were trained
(FY 22: 81%)
More than
 7,700 hours 
of training provided 
(FY 22: 5,813)

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41,156 
days of mobile office taken
i.e. 11% of days worked were 
mobile
(FY 22: 43,522, i.e. 14%; 
FY 21: 33,466)
1,526
days of mobile office 
abroad taken
386 
days of sabbatical taken, 
i.e. 0,1% of paid work time
(FY 22: 319, i.e. 0.1%)
We also offer the possibility for our teams in all our locations to take a 
sabbatical leave of up to three months. 
Extended maternity leave is offered to our employees. In Germany, our 
teams have access to 6 weeks of paid maternity leave before birth and 
8 weeks after the birth, that is to say, 3.5 months of paid maternity 
leave. During this period, they receive 100% of their salary, which is 
paid together by Mytheresa and the health insurance, in accordance 
with German laws. In addition, parents (regardless of gender) can take 
up to 36 months of parental leave, of which 12 to 14 months are paid 
with an income from the government of up to 1,800 euros per month. 
These 36 months can be distributed between both parents or taken by 
one parent. The parental leave is also possible in the case of adoption.
In the UK, our Mytheresa Family Friendly policy stipulates that our 
teams have the right to take 52 weeks of maternity leave, divided into 
the ordinary maternity leave of 26 weeks and additional maternity 
leave of a further 26 weeks. During the first 14 weeks, our teams in 
the UK receive 100% of their salary which is composed of the statutory 
maternity pay and the Mytheresa maternity benefit. The Mytheresa 
maternity benefit is extended from the 15th to the 32nd week at 50% 
of the total pay. These benefits are also available in the event of 
adoption.
Our teams also have access to up to 5 days of paid special leave of 
absence, to take care of their children in case of sickness.
Since the last fiscal year, our German teams have had access to the 
PME Familienservice, to support them in balancing their work and 
family lives. This benefit supports our colleagues in their search for a 
suitable childcare facility and also provides a back-up childcare facility 
for instances when their regular facility has closed. It also provides 
vacation care for children, days of virtual child care, as well as a 
24-hour service portal with useful information, recommendations, and 
24-hour counseling support via telephone. The PME Familienservice 
also offered free childcare services during the Advent season to allow 
parents to have sufficient time for the December holiday preparations.
36,627
days of paid vacation, 
i.e. 10% of paid work time
(FY 22: 30,443, i.e. 10%)
 I have tested the back-up nursery service from 
our PME Familienservice offer as our nursery was 
closed for one day. We had a very good experience 
overall: the booking process was very easy and quick 
via the hotline, we immediately received an email 
confirmation with all relevant details for the day, the 
nursery has very flexible hours, the educators were 
very nice and everything went very smoothly for us.
I can only recommend any parents to use this service 
if in need, it really helped us to both work and not 
having to struggle to juggle between work and 
childcare. A great service to have! 
Anja Chateau
Director Merchandise Planning

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14 work accidents, i.e. 
an accident rate of 1.12 
(based on a rate of 
200,000 working hours)
(FY 22: 15 accidents, 
rate of 1.28)
In November, the first Mytheresa Kids Day was organized at our head 
office and warehouse to support alignment between family and work life. 
The children got to know the different departments, visited their parents’ 
workplaces, and participated in various activities like scavenger hunts, 
painting, or crafting. Several members of our leadership team, such as our 
Chief Operating Officer & Managing Director, our Senior Vice President of 
Operations, our Chief Customer Experience Officer & Managing Director, our 
Vice President of Digital Merchandising, and our Chief People Officer also 
made lunch with the kids.
During the fiscal year, we focused on one of our two focus topics “Mental 
Health and Well-being”, with the goal to raise awareness about the topic 
and make resilience part of the Mytheresa performance culture. In this 
context, a 7-hour resilience training session was offered to all our team 
leads, heads, and directors in order to create awareness on this topic, 
provide them with a network to exchange on this topic, and enable them to 
support their teams to be more resilient. In addition, since January, our teams 
have also had access to weekly online yoga classes for free, focusing on 
common workplace stresses. 
TEAMS SAFETY
46% of our teams work in our two logistics centers, which can be prone 
to more accidents than our offices. To improve the health and safety of 
our employees, as well as third parties within our warehouse, we have 
formalized Health & Safety guidelines for our Heimstetten logistics center. 
The guidelines, approved in February 2023 include, but are not limited to, 
Health & Safety responsibilities, our risk assessment, our alarm plan or the 
correct protocol to follow in case of accidents, and how to report them to 
our human resources department. In parallel, we updated the handbook 
that all new joiners have to read and sign before working in our warehouse, 
to include a reference to these guidelines and ensure that all new joiners 
are aware of them. We commit to developing similar guidelines for the 
employees working in our second warehouse, in Leipzig, during the coming 
fiscal year.
During the fiscal year, our teams working in our warehouse received training 
in first aid, fire protection, and lift and carry. In total, 367 employees of our 
warehouse were trained on these topics.
To minimize the risks of work-related health problems, all teams working in 
our head office were offered a preventive examination, during which work 
habits are examined as well as eyesight. 98 employees attended to this 
examination. Our teams were also offered a flu shot in October 2022.
We constantly monitor Health & Safety incidents and total of 14 work-related 
accidents were recorded during the year. Of these accidents, 4 were on 
the way to- and from work. The majority of the remaining 10 accidents are 
related to injuries during product handling and falls on our premises. The 
accident rate (based on a rate of 200,000 working hours) is 1.12.
THE MYTHERESA SOCIAL DAYS 
At Mytheresa we believe it is important to support and engage in projects 
within the communities in which we operate. For this reason, we have 
committed to allow 1 day per year of social work for each team member. 
After a first pilot at the end of June 2022, the program was officially 
launched in February 2023. Employees can organize a Social Day for the 
association they wish to support. 
Health & Safety 
guidelines for 
our warehouse in 
Heimstetten were 
finalized and approved
67
employees engaged 
in a Social Day
(FY 22: 26)

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If an employee would like to support a specific association in the form of a Social Day, they are responsible for building 
a team of volunteers and presenting the project to a board made up of our Employee Engagement & Diversity Lead, 
our Senior Corporate Communication Manager, our President North America and our Store Manager. This board is in 
charge of ensuring that the project is in line with Mytheresa’s values.
During the past year, 8 Social Days were organized, to which 67 employees donated their time. Among the projects 
carried out, the teams have, for example, helped Perlentor, an association that offers individual exit assistance for 
women who want to escape prostitution, in optimizing their marketing tools in order to reach more women. Teams have 
done manual work such as painting or repairing the premises of an association supporting young people or an animal 
shelter. They have also helped the associations God Love We Deliver, PANE QUOTIDIANO and Münchner Tafel by 
handing out food to people in need.
Our teams will continue to support associations in the form of social days in the coming year and several Social Days 
are already planned for the fiscal year 2024.
 On June 2 our Brand Marketing team 
volunteered at the Münchner Tafel e.V. as part 
of the Mytheresa Social Day Initiative.
The Münchner Tafel was founded in 1994 as 
one of the first food banks in Germany with the 
main purpose to support people in need with 
food and daily supplies. We had the chance 
to support this great cause by supplying 600 
people at two different distribution stations 
across Munich. We were unbelievably touched 
by all the gratitude and personal stories of the 
people we met.
Participating in such an important cause would 
not have been possible without Mytheresa’s 
Engagement & Diversity team, who encouraged 
us to #makeithappen. And of course, a big thank 
you to the amazing Münchner Tafel team, who 
really inspired us! 
Louise Lea Marie Hahn
Brand Marketing and Clienteling Manager

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Male
Female
Total
Total
27%
3%
19%
3%
26%
5%
28%
3%
Voluntary turnover rate
Involuntary turnover rate
FY 23
FY 22
Foreword
About us
Journey
Progress
Appendix
MONITORING TEAM SATISFACTION
To monitor the satisfaction of our teams, as well as the impact of the measures we 
take to increase their well-being, we conduct regular employee satisfaction surveys. 
These surveys consist of two parts: firstly, a set of recurring questions asked in each 
survey; and secondly, a set of questions specific to a focus topic. The recurring 
questions through which we calculate our satisfaction rate and for which responses 
(on a scale of 1 to 5) are compulsory are as follows:
• Overall, I am satisfied with Mytheresa as a place to work.
• I know and understand the corporate goals / corporate strategy.
• I feel that I am part of a team.
Two surveys were organized, in November 2022 and March 2023. We obtained a 
satisfaction rate of 76.3%, which is 1.3% above our target of 75%. 
The results of the satisfaction surveys are shared with the people managers, 
who are responsible for analyzing the results and implementing the appropriate 
improvement measures within their teams. In addition, the Human Resources 
department uses the results to identify our areas of improvement. Following the 
surveys, a discount of 30% was given to employees wishing to purchase the 
Deutschland Ticket, a ticket allowing the use of all public transport, including 
regional trains all over Germany. The next survey was held in July 2023.
Employee satisfaction 
of 76.3%
(FY 22: 76.8%;
FY 21: 78.4%)
 ESG commitments and progress are becoming an increasingly integral part of 
the needs of employees, candidates and customers, which among other things is a 
logical consequence of the desire for purpose and sustainability in the work context. 
At Mytheresa, we take responsibility and, for example, we now offer our employees 
a very attractive transport pass to encourage the use of public transport. This new 
employer benefit should also help reduce the carbon footprint linked with the 
commute of our employees. 
Björn Kastl
Chief People Officer
To monitor team satisfaction, we also track our voluntary and involuntary turnover rates. 
Although our involuntary turnover rate remains stable, we can observe an increase 
in the voluntary turnover rate. This increase is mainly visible in our warehouse. 
We operate in a very tight labor market in which companies are recruiting under 
a situation of workforce shortages. Munich and the surrounding areas are one of 
Europe’s most dynamic business regions and in June 2023, Bavaria’s unemployment 
rate (3.2%) was 42% lower than the German unemployment rate (5.5%).
In the next fiscal year, we will continue to work tirelessly to increase our teams’ 
satisfaction and be the best workplace for them.

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Ensuring equal opportunities 
and fostering diversity
Mytheresa is an equal-opportunity employer and we do not accept any form of 
discrimination, harassment, or bullying. It is extremely important for us that equal 
opportunities are offered to all employees in terms of payment, performance 
evaluation, and career opportunities. 
FOSTERING DIVERSITY AND INCLUSION 
Diversity & Inclusion is an integral part of our culture. It has been included in our 
company values since May 2021 and we are committed to taking a stance against 
discrimination inside and outside our company. We are continuously fostering 
diversity and equal opportunities within our company through a diverse, fair, 
inclusive, and positive culture.
To engage all our teams in our ambition, a mandatory Diversity & Inclusion 
training of 90 minutes was rolled out in FY 20 to all current employees and is 
now included in the compulsory trainings for all new starters. The purpose of this 
training is to ensure that our teams are aware of issues related to diversity and 
inclusion, such as unconscious bias, privilege or racism. In FY 23, more than 300 
new employees joined the compulsory Diversity & Inclusion training.
During this fiscal year, the focus topic was “Ethnic and Cultural Diversity”, 
with the goal to raise awareness of our employees’ diverse ethnic and cultural 
backgrounds, educate our employees on various cultural and ethnic groups and 
their customs and strengthen the bond between our teams, no matter their different 
backgrounds.
In this context, different lectures and workshops on the topic of ethnic and 
cultural diversity were organized, with for instance, a lecture and workshop to 
present what is meant by cultural and ethnic diversity, a workshop on Allyship vs. 
Advocacy to learn more about the topic of active allyship and reflect on how to 
be a better ally, and a lecture on communication across cultures. A training on 
plain language was also offered to people managers, which aimed at highlighting 
the fact that all teams have different communication styles, and explaining how to 
adapt communications to their various audiences.
The D&I compulsory 
training was attended
 by more than 
300 
new joiners
 It was a real pleasure to work with colleagues from Mytheresa in 
discussing topics such as diversity, inclusion and active allyship over 
the last year. It was clear from our conversations that they were really 
engaged and committed to positive change in the organisation and society 
as a whole. Keep up your great efforts! 
Keshav Bhatt
Certified master life coach, Neuro Linguistic Programming (NLP) 
Practitioner and Associate Consultant for INvolve
During the year, the relaunch of the Mytheresa career page also made it possible 
to include detailed information about Diversity and Inclusion at Mytheresa.
If situations of discrimination or difficulties related to diversity arise, all our 
employees have the possibility to report them to our Employee Engagement & 
Diversity Lead or anonymously through our whistleblowing system. All reported 
events are investigated and for situations that are not reported anonymously,

MYTHERESA FY 23 POSITIVE CHANGE REPORT
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Appendix
36
5The 7 members of our Supervisory Board (57% women, 
43% men) are included in the figures shown in this section.
Male
Female
FY 22
FY 23
% of 
women
% of 
women
33%
54%
67%
58%
63%
62%
33%
64%
54%
57%
64%
63%
12
41
25
78
477
555
6
49
51
106
802
908
Boards and C-level
VPS, Director 
and Head
Team leads & leads
Total leadership
Teams, excluding 
leadership
Total Mytheresa
Women employed 
at Mytheresa
Foreword
About us
Journey
Progress
Appendix
coaching and remediation meetings are 
organized. During the fiscal year, reported cases 
were analyzed and appropriate remediation 
measures were taken. 
The next focus topic of “Gender Equality” was 
identified for fiscal year 2024. Throughout the 
coming fiscal year, this topic will be highlighted 
with numerous activities such as lectures, the 
celebration of international days, and company-
wide trainings.
WOMEN IN LEADERSHIP FUNCTIONS5	
In August 2021 our Diversity Policy was 
published, setting the goal that the Management 
and Supervisory Board members should be 
comprised of at least one-third female members 
by 2023. 
At the end of FY 23, 58% of the leadership 
roles were filled by women. This percentage 
has slightly increased in comparison to the 57% 
of women in leadership at the end of FY 22. 
However, it is still lower than the 62% overall 
share of women employed at Mytheresa. 
Our 7-member Supervisory Board was composed 
of 57% women by the end of June 2023 (FY 
22: 50%), which allowed us to reach the goal 
stated in our policy. Our Management Board of 
5 people was composed of 20% women (FY 22: 
20%), which is a little below the 2023 target of 
our policy. In total, however, we have achieved 
a 42% share of women in our two boards (FY 
22: 38%). This policy, which includes targets for 
2023, is due to be updated in the course of next 
year.
During the fiscal year, 82% of promotions to 
leadership positions went to women (FY 22: 67%) 
and 47% of external hires for leadership positions 
went to women (FY 22: 50%).
For World Women’s Day we celebrated 
inspirational women and each employee had 
the opportunity to pay tribute to an inspirational 
woman, by sharing a picture and explanation 
about why this woman is inspirational to them on 
our internal social network. On the same day, a 
lecture on personal branding was given by Prof. 
Dr. Yasmin Weiß, a renowned Professor at the 
Nuremberg Institute of Technology, a Supervisory 
Board member in five German companies, a start-
up founder and a former advisor to the former 
German chancellor, Dr. Angela Merkel.

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A third generation of 
members joined the D&I 
Committee during the 
fiscal year
 Our aim is to cultivate an environment that provides a sense 
of belonging for all our employees, customers and partners. 
This is not a onetime effort it’s an ongoing journey and every 
day task for us to create a culture of diversity, inclusiveness and 
fairness. A big part of it, is to get inspired by the insights of our 
diverse workforce and the D&I Committee which we believe 
leads to better business results. 
Isabel May
Chief Customer Experience Officer & Managing Director
The Diversity & Inclusion Committee organized several speaker events during 
the fiscal year, including external stakeholders such as Yusra Mardini (UNHCR 
Goodwill Ambassador and former member of the Refugee Olympic Athletes 
team), and Paul Walsh from The Centre of Inclusive Leadership, as well as internal 
stakeholders such as two colleagues who shared their personal experience of 
fleeing from their respective countries and coming to Germany. These events were 
accessible to all Mytheresa teams and attracted an average of over 130 attendees.
In addition to the speaker events, several actions were led by the Committee, for 
instance the creation of a prayer room with prayer mats in our head office and 
Heimstetten warehouse and the introduction of more gender-neutral bathrooms 
across our locations. 
COMMITTING TO EQUAL PAY
At the end of the fiscal year 2023, we performed our second equal pay 
analysis by exploring the unadjusted and adjusted gender pay gap between 
men and women overall, and by field of profession. The objectives of this 
analysis were to identify the current state of the situation and to reflect on the 
appropriate measures in case of any gap.
This second analysis highlighted an adjusted gender pay gap of 4.08% 
between women and men (FY 22: 5%). While we are delighted to see this 
reduced gap, we will continue to analyze it in detail to identify the range 
and reasons why a pay gap can be tolerated, such as different locations or 
working time constraints, and implement appropriate actions to minimize the 
non-tolerable pay gaps.
OUR DIVERSITY & INCLUSION COMMITTEE
The Mytheresa Diversity & Inclusion Committee was established in December 
2020, and we have relied on its invaluable advice on diversity and inclusion 
ever since. The Committee acts as Diversity & Inclusion ambassadors within 
Mytheresa and helps embed and strengthen Diversity & Inclusion within the 
company culture across all locations.
A third generation of Committee members joined the Committee during the 
fiscal year, with the appointment of 3 new members, thus ensuring continuous 
action over the years.
The Committee advises the Management Board on Diversity & Inclusion 
topics, suggests objectives and new ideas, and is led by our Chief Customer 
Experience Officer and Managing Director. The Committee meets every two 
weeks internally and is joined by our Chief Customer Experience Officer & 
Managing Director once a month. The Committee also presents its current 
projects and action plan to the Management Board annually.
To commit to equal pay, a 
second equal pay analysis was 
performed and highlighted that 
our adjusted gender pay gap is 
4.08%
(FY 22: 5%)

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Finally, through the initiative of the Diversity & Inclusion Committee and in 
partnership with the Goethe Institute, Mytheresa has joined the Horizonte 
Projekt which connects German companies with experienced professionals 
from Iraq, Iran, Jordan, and Lebanon, to help them build new networks 
and gain insights into the German market and culture. In this regard, we 
are delighted to welcome two people from Jordan and Lebanon to our 
company for 6 weeks in the second half of 2023.
THE MYCOMMUNITY
The Diversity & Inclusion Committee launched the MYCommunity in 
February 2022, an employee resource group composed of more than 100 
members, which supports the Diversity & Inclusion Committee in promoting 
diversity and inclusion at Mytheresa. The MYCommunity met 14 times 
during the past year. 
To bring employees from different cultural backgrounds and departments 
together the MYCommunity founded the internal cooking event “Culture 
Kitchen” in October 2022. On a monthly basis, one employee cooks a dish 
from their home country alongside a dozen participants, enabling them to 
learn from another culture and make new connections within Mytheresa. 
Nine “Culture Kitchen” events, based on Brazilian, French, German, Indian, 
Nigerian, Spanish, and Ukrainian recipes, were held during the year and 
attracted a total of 115 participants.
To support our focus topic “Mental Health & Well-being”, a monthly 
Mindfulness-Hack session was initiated by the MYCommunity. The concept 
of this session is to dedicate 15 minutes of the day to mindfulness methods 
proposed by members of the Community. 9 sessions were organized during 
the year and included meditation sessions, breathing exercises, and a 
presentation of Stephen Covey’s Circles of Influence and Concern model.
The MYCommunity also invited members to a #IAmRemarkable workshop, 
a global Google Initiative that strives to empower everyone, particularly 
underrepresented groups, to celebrate their achievements in the workplace. 
To promote engagement from the very first days at Mytheresa, the 
MYCommunity has also been hosting a monthly onboarding session in our 
head office since March 2023, to give new starters the opportunity to meet 
each other, exchange experiences and make new connections. 
SUPPORTING TALENTS FROM UNDERREPRESENTED BACKGROUNDS
During the fiscal year, we welcomed two talents from underrepresented 
backgrounds. The first talent, with a refugee background, completed an 
internship of six months in several departments to showcase the variety 
of possible careers within a company. The second talent was enrolled in 
an association-led program aimed at better preparing disadvantaged, 
unemployed youth for the job market and during 2 weeks learned about 
our IT, HR and finance departments.
We will continue to welcome talents from underrepresented backgrounds 
in the coming years and we have adjusted our commitment in order to 
sponsor at least 10 talents from underrepresented backgrounds in their 
business career before the end of June 2026.
2
Talents from underrepresented 
backgrounds sponsored
(FY 22: 0)

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ASSESSING THE DIVERSITY OF OUR TEAMS
Our international activity and our attractiveness allow us to have teams 
composed of multiple nationalities. At the end of June 2023, our employees 
represented a total of 93 nationalities, an increase of 7% compared to the 
87 nationalities at the end of June 2022. The most represented nationalities 
among our employees are German (22%), Italian (11%) and Croatian (8%). 
We also provide jobs to employees who require a work permit to work in 
our locations. 
The average age of our teams at the end of June was 34.63 years (FY 22: 
34.25). The age breakdown of our teams is as follows:
Below 20
20-29
30-39
40-49
50-59
60 and above
480
617
229
109
6
15
In May 2023, all teams were invited to participate in a survey on diversity, 
inclusion, and discrimination. The goal of this survey was to learn more 
about the perception and experiences of the Mytheresa teams as well 
as their wishes and concerns. After analysis of the answers provided by 
the teams and comparing them with the results of the previous survey, 
the results were discussed with our Chief Executive Officer, Chief People 
Officer and Chief Customer Experience Officer & Managing Director. 
They will also be presented to the leadership teams during the summer 
of FY 23. While we are pleased to note that the percentage of people 
feeling discriminated against remains stable and low, we have nevertheless 
observed areas for improvement, and a few cases of people feeling 
discriminated against have been investigated in depth.
93
Nationalities represented on our 
teams as of June 30, 2023
(FY 22: 87, FY 21: 78)

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FY 23
COMMITMENTS
Driving transparency by the end of FY 25
Informing and engaging with our customers actively about the 
impact of the product they choose by the end of FY 25
Committing to animal welfare and being fur-free from FY 22
Defining responsible sourcing requirements for our brand 
partners selling on Mytheresa by the end of FY 23
Using our platform to inspire and engage with our customers on 
sustainability topics
3. MYPRODUCT
40
At Mytheresa, we believe it is our duty to source our luxury goods responsibly, to foster responsible consumption, and 
to provide our customers with clear and transparent information about our products to help them make informed and 
conscious decisions before making a purchase. 
To achieve our ambition, we are committed to the following:
To source responsibly, we implemented the Mytheresa Animal Welfare policy, banning exotic skins from Spring / 
Summer 2021 onwards and fur from Spring / Summer 2022 onwards, and updated our policy to ban additional animal-
derived materials. We have defined the Mytheresa responsible sourcing guidance to encourage our brand partners to 
evolve towards products and production practices that are more respectful of the planet, people, and our customers.
To foster responsible consumption, we launched Certified Pre-Owned luxury watches in partnership with Bucherer 
and launched several exclusive capsules highlighting a sustainability attribute. Our resale service in collaboration with 
Vestiaire Collective encourages our customers to support the circular economy. In addition, in the coming fiscal year, we 
plan to inform our customers about ways in which they can reduce the amount of water and chemicals they use for the 
care of their luxury products.
The last step of our approach will be to provide quality and transparent information to our customers by the end of FY 
25, with the goal of helping them make more informed consumer decisions. We will drive transparency by regularly 
assessing sustainability practices of our brand partners, sharing the results with our customers, and providing them with 
clear and transparent information about the products they choose.
Supporting a circular economy by offering additional services 
to our customers starting June 2021

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Sourcing responsibly 
CURATING PRODUCTS FROM INTERNATIONAL LUXURY BRANDS
An integral part of our DNA is to offer our customers a well-curated selection of 
products from international luxury brands. Our expert buying team travels the 
globe with a simple mission: to bring the finest curation of luxury products directly 
to our customer’s doorstep. 
All products presented on our website have followed a rigorous selection process 
and quality is an integral part of this process. Upon reception of all goods within 
our warehouse, the quality of the product is controlled. During the fiscal year, only 
3.3 % of our returns were linked with quality issues (FY 22: 2.5%).
In addition, in the case of customer returns, we have developed an authenticity 
verification process to ensure that we are able to detect any counterfeits we might 
receive from customers and ensure that we will not send them to other customers. 
Our return and shipping teams are in charge of analyzing the products in order 
to detect potential counterfeits and for this reason, during the fiscal year, 101 
employees from these teams have received regular authenticity trainings from our 
authenticity coordinator. In case of doubts, our in-house expert will evaluate the 
products and take the necessary measures. Several of our brand partners already 
use RFID or NFC tags, which ease this authentication process.
All our customers have access to our after-sale service. If they notice a 
manufacturing fault or production defect, our after-sale service will help them find 
the best solution for any possible issue with their luxury piece. This department 
would also be in charge, if needed, of product recalls. During the past fiscal year, 
no product recalls for quality issues were necessary. 
We continually monitor our customers’ satisfaction and improve our processes 
based on their feedback. During the fiscal year 2023, we achieved an average 
Net Promoter Score (NPS) of 76.4% (FY 22: 80.9%). 
 A beautiful experience. Starting with purchasing on a very 
easy to navigate website to an impeccably wrapped dress that 
was a delight to open. Not to mention the actual dress itself 
was Devine. I’m really impressed with your service as I work 
in luxury retail myself and have to say “you nailed it” 5-star 
service 
 
 
 
Frequent buyer form Ireland
0 
products with fur or exotic 
skins on our website
COMMITTING TO ANIMAL WELFARE
Animal welfare is an important concern for us, our customers, our partners, and 
our teams. For this reason, we have collaborated with the Humane Society of 
the United States and followed the guidelines of the Fur Free Retailer program. 
This is an international coalition of more than 50 leading animal welfare and 
environmental protection organizations supported by the Fur Free Alliance. 
We used this collaboration to define our Animal Welfare commitments and inform 
our Animal Welfare Policy. In this policy, published in August 2021, we committed 
to eliminate the sale of products made from animals that were raised solely for the 
use of their fur, or those made with fur from wild animals from Spring / Summer

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2022 onwards. We also formalized our commitment to 
remove, from the Spring / Summer 2021 buy onwards, all 
exotic skins from species including but not limited to python, 
lizard, alligator, crocodile, ostrich, shark, kangaroo and 
stingray. 
At the end of December 2022, 0.0% of the products listed 
on our website contained exotic skins and furs as defined in 
our policy, enabling us to officially join the Fur Free Retailer 
Program.
 Abandoning fur was a natural step on our path to 
sustainability. We are proud of our animal welfare policy, 
which we have developed in collaboration with the Humane 
Society of the United States and in accordance with the 
guidelines of Fur Free Retailer Program.
As a leading global luxury company, we believe that 
sustainability is an important part of our strategy for the future. 
We acknowledge our corporate responsibility to improve our 
environmental impact and support animal welfare. 
Michael Kliger
Chief Executive Officer
Starting January 2023, we also decided to restrict our procurement of products 
containing angora and rabbit hairs. We therefore committed to stop buying these 
products from Spring / Summer 2024 onwards, phasing out the existing and 
pending inventory of all seasons by the end of 2024. Our animal welfare policy 
was updated accordingly and approved in August 2023 by the Humane Society of 
the United States.
To ensure that we comply with our policy, a dedicated process was implemented 
during the fiscal year. Twice a year, all teams linked with the sourcing and 
merchandising of our luxury goods are trained on our policy. In addition, a 
quarterly check of all our inventory is performed by the sustainability department 
to ensure that no product that goes against our guidelines is purchased by our 
buyers and sold on our website. If an anomaly is observed, remediation measures 
are implemented immediately.
We will continue to monitor animal welfare concerns and revise our policy 
accordingly if necessary.
THE MYTHERESA RESPONSIBLE SOURCING GUIDANCE
We have committed to defining responsible sourcing requirements for our brand 
partners selling on Mytheresa by the end of FY 23. After having developed our 
Partner Code of Conduct, which clearly presents the Mytheresa requirements to all 
its brand and business partners (see section MYPOLICY for additional information), 
we also developed our responsible sourcing guidance in the second half of the 
fiscal year. 
This document sets out the most relevant sustainability matters that we 
believe a brand partner should consider when trying to source and produce 
The Mytheresa responsible 
sourcing guidance was 
developed and, from July 
2023 onwards, is sent to 
all brand partners

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more responsibly and is organized around the four pillars of the Mytheresa 
Commitment. When possible, and to encourage continuous improvement, topics 
covered in this guidance are presented on four levels, with level 1 representing 
compliance with applicable laws, the Partner Code of Conduct of Mytheresa or 
standard industry practices and level 4 representing innovative practices, either 
linked to official government strategies (such as the EU strategy for sustainable 
and circular textiles) or practices already observed in some companies actively 
pursuing a more sustainable luxury industry. In this way, a brand partner that 
considers it has implemented the practices associated with one level can then 
work towards implementing the practices of the next level in order to further evolve 
into more responsible practices.
The guidelines were approved at the beginning of July 2023, and from July 2023 
onwards, they are systematically sent to all our brand partners with our order 
confirmations.
 This year we have taken a strong first step in our program to 
promote responsible sourcing. After preparing our Partner Code 
of Conduct, which is sent to all our brand partners, we have 
developed the Mytheresa Responsible Sourcing Guidance. This 
document provides our brand partners with pragmatic steps which 
aim to inspire a collaborative approach to creating products, 
using production practices that are more respectful to our planet, 
wildlife and people including, of course, our customers. We 
hope this document will be a valuable resource for our brand 
partners who may not have the resources or structure to develop 
their own policies. We look forward to collaborating with our 
brands to create more sustainable products that will be actively 
communicated across all Mytheresa channels in the coming 
seasons. 
Richard Johnson
Chief Commercial and Sustainability Officer

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Fostering responsible consumption
CERTIFIED PRE-OWNED WATCHES
On the 10th of May 2023, Mytheresa launched Certified Pre-Owned (CPO) 
watches in partnership with world’s largest luxury watches and jewelry retailer 
Bucherer. With this launch, we now offer our high-end customers in Europe, 
Switzerland, and the United Kingdom, an opportunity to purchase pre-
owned luxury watches from renowned brands such as Audemars Piguet, IWC 
Schaffhausen, Jaeger-LeCoultre and others.
Each watch is selected by Bucherer, checked, refurbished if needed, and 
authenticated by its certified watchmaker. The CPO watches come with an 
international two-year warranty. These watches combine long-lasting excellence 
with historical craftsmanship. 
 The general way in which pre-owned luxury products are 
being perceived has changed for the better. This development 
is particularly pleasing when it comes to mechanical watches 
since these are luxury items that have been built to last. 
Through the Certified Pre-Owned program, these watches are 
given a second life. Bucherer watchmakers, who have been 
certified by the respective watch brands, check the authenticity 
of the watches and certify them. If necessary, they also receive 
a maintenance service including original replacement parts. 
In addition, Bucherer further guarantees the functionality of 
these watches with a two-year international warranty. Deciding 
to purchase a Certified Pre-Owned watch not only entails a 
sense of security in having bought something authentic and 
long-lasting but also brings with it a beautiful heritage. This 
decision is ultimately also motivated by a crucial awareness 
of sustainability. The watch will be worn again with the new 
owner marking the start of the next chapter in the watch’s life – 
one that will continue for many years. 
Bucherer

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EXCLUSIVE CASPULES
During the past fiscal year, we launched exclusive capsules with a sustainability attribute:
In November 2022, we collaborated with British 
conscious luxury pioneer Stella McCartney on an 
exclusive party capsule collection. The exclusive 
capsule comprises 7 party pieces and
the collection is underpinned by a dedicated 
approach to conscious fashion. Aligned with Stella 
McCartney’s vision and values, the capsule is 
crafted from more responsible materials, including 
a forest-friendly viscose blend, as well as lead-
free crystal details.
The Acne x Mytheresa re-purposed mini capsule, 
made from repurposed velvet, was launched in 
April 2023 and valorizes existing stocks of velvet.
In May 2023, the Patou x Mytheresa exclusive 
capsule collection was launched. All the looks of 
the capsule are a chic ode to versatility. It features 
pieces made from organic cotton and recycled 
faille. The capsule also includes leather handbags, 
made of premium upcycled deadstock leather and 
organic cotton tote bags.
We aim to develop more exclusive campaigns and exclusive products with which we can inspire our customers both in a 
fashion and a sustainability sense, using our responsible sourcing guidance as a standard.

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OUR RESALE SERVICE IN PARTNERSHIP WITH VESTIAIRE COLLECTIVE
In June 2021, Mytheresa entered into an innovative partnership with the leading global platform for desirable pre-loved 
fashion, Vestiaire Collective. Our partnership with the B Corp fashion resale platform aims to drive the fashion industry’s 
shift towards more sustainable practices by introducing a resale service dedicated to Mytheresa’s high-end luxury 
customers. 
The service is accessible to our high-end customers in Austria, Belgium, Bulgaria, Croatia, Cyprus, the Czech Republic, 
Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Italy, Ireland, Lithuania, Luxembourg, Latvia, Malta, 
Monaco, the Netherlands, Poland, Portugal, Romania, Spain, Sweden, Slovenia, Slovakia and the United Kingdom, for 
the resale of ready to wear, accessories, and shoes from 51 brands. In July 2022, the program was rolled out to some 
of our U.S. customers.
1. SUBMIT
Our customers need only upload a 
few pictures and provide some details 
about the items for resale. Customers 
are not required to create an account 
with Vestiaire Collective.
2. REVIEW
Vestiaire Collective reviews the items and 
provides an initial price quote within two 
business days based on the resale value of 
the item, brand, model, color and condition.
3. ACCEPT
Our customers have 14 days to accept 
the offer, which is also subject to a 
physical evaluation and authentication 
of the items, and can then send the 
product using a prepaid shipping label.
4. RECEPTION OF STORE CREDIT
Our customers will receive Mytheresa 
store credit within 2 business days 
and are not required to wait for the 
items to sell.
During the past fiscal year, 17,611 products were listed by our customers on the Vestiaire Collective platform, with a total 
buyback value of €4,198,943. Compared to FY 22, the number of pieces submitted has increased by 140% and their 
value by 88%.
37% of customers enrolled in the program use it regularly (FY 22: 37%) and on average submit new items to Vestiaire 
Collective every 34 days (FY 22: 20 days). While the share of customers using the program regularly is stable, we are 
pleased to see a growth of 66% in the number of customers enrolled in the program, partly explained by the rollout of 
the program to some of our U.S. customers.
In addition, the Mytheresa x Vestiaire Collective seller profile is accessible to all and allows buyers to purchase the

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 €4,198,943 
total buyback value of the products listed within 
the program, for a total of 17,611 products
(FY 22: €2,232,498 for 7,323 products)
pre-owned luxury goods listed by Mytheresa’s high-
end luxury customers. The Mytheresa x Vestiaire 
Collective seller profile is followed by over 28,000 
potential buyers. On average, other Vestiaire 
Collective seller profiles are followed by 282 
potential buyers.
In the coming year, we will continue to partner with 
Vestiaire Collective with the aim of converting more 
customers and bring circularity closer to our top 
customers.
To continue to foster responsible consumption we will develop, during the coming fiscal year, care instructions to 
help our customers reduce the amount of water, detergent, or energy used during the use-phase of the products. This 
information will be communicated on our website.

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Providing quality and transparent information
Our customers already have access to style details about our products, from the composition of the items to detailed 
size and fit information. To deliver the best customer experience and provide further information about our products, our 
customer care department is available six days a week in 13 different languages. 
We have committed to offering more information to our customers and to engaging them more around sustainability 
topics. Several of our brand partners are working towards more sustainable practices and products and we would like to 
convey this information to our customers in a transparent and structured manner.
During the fiscal year we started to structure our approach and defined two levels for which we want to provide 
information. On the first level, we will regularly assess our brand partners on their sustainability practices. In 
accordance with our commitment to communicate the results of our supplier assessment by the end of FY 25, we will 
share the obtained results with our customers. The assessment will be performed with the help of an external partner 
who specializes in business sustainability ratings.
On the second level, we will provide clearer information at product level, starting with the information required by the 
French Anti-Waste Law for a Circular Economy (AGEC) and extend this information to other traceability information as 
well as information on the sustainability impact of products that our brand partners may send us. This will enable us 
to reach our commitment to establish an information scheme on the sustainable impact of products on our website in 
collaboration with our brand partners by the end of FY 2025.

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FY 23
COMMITMENTS
Being compliant with all legal and regulatory requirements, including 
laws and regulations at local, national and international levels
Working only with brands that comply with our Code of Conduct 
since January 2021
Ensuring an effective corporate risk management 
Maintaining the highest standards of data protection
Having an effective cybersecurity and IT resilience
4. MYPOLICY
49
We commit to the highest standards of corporate governance regarding data management, corporate behavior 
and legal compliance, and we monitor and manage our business risks actively. Our MYPOLICY commitments are 
the following: 
To execute an effective corporate culture we commit to implementing our Code of Conduct and to working only with 
brand partners that comply with it. 
The implementation of a company-wide risk management and internal control system ensures that risks are identified, 
assessed and actively managed and that the appropriate controls will efficiently mitigate risks. In addition, the rollout 
of mandatory trainings on our Code of Business Conduct and Ethics, data security, Diversity & Inclusion and workplace 
safety are key to ensuring that all teams are aware and aligned with our corporate culture. Regularly monitoring 
compliance through internal audits, our whistleblowing system, and keeping long-lasting relationships with our business 
partners is also key to our corporate culture. 
Finally, to remain compliant with all applicable legislations, we prepare ourselves for the coming legislations sufficiently 
ahead of their application date. 
In order to ensure responsible digital operations, we strictly adhere to our cybersecurity and IT resilience framework. We 
aim to maintain the highest standards of data protection and privacy at all times and have published our data protection 
guidelines so that all users have access to it and we regularly train our employees on these guidelines. In addition, we 
closely monitor our cybersecurity and data security incidents and commit to addressing any data and privacy incidents 
within 48 hours as well as communicating them to all affected users.

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Executing an effective corporate culture
Honest, lawful, and ethical conduct together with our love for luxury forms the 
basis for the strong and successful relationships we seek to build and maintain 
with our customers, business partners, and shareholders. 
Executing an effective corporate culture means upholding our values, respecting 
laws and regulations, and having an appropriate compliance and risk 
management system, as well as an internal control system for financial reporting 
according to the U.S. Sarbanes-Oxley Act (SOX). 
GOVERNANCE OF OUR CORPORATE CULTURE
Our Compliance Officer, our Lead SOX Compliance & Risk Management, and our 
26 internal control owners strive to ensure that an effective corporate culture is 
implemented at Mytheresa, alongside our internal audit department. 
The roles and responsibilities of our risk management and internal control system 
are based on the three lines of defense model. On the first line, 26 control 
owners have been identified and are responsible for managing the risks and 
controls in their respective areas. On the second line, our Lead SOX Compliance 
& Risk Management is in charge of developing, implementing, and continuously 
improving our internal control and our risk management system. On the third line, 
our internal audit department provides independent and objective assurance as 
well as advice on the adequacy and effectiveness of our processes and controls. 
Regular as well as ad-hoc reporting is performed by our internal audit department. 
The regular reporting includes a quarterly update to our Management Board 
and the Audit Committee. In addition, our internal audit department reports to 
the Supervisory Board on an annual basis. The last annual reporting occurred in 
October 2022. Compliance with laws and regulations and the effectiveness of 
our internal risk management and control system are under the supervision of our 
Supervisory Board. The Audit Committee undertakes the preparatory work for the 
Supervisory Board regarding the monitoring of the effectiveness of Mytheresa’s 
internal risk management and control system by the Supervisory Board.
This reporting structure ensures that, on a regular basis, the Lead Internal 
Audit informs the Management Board and the Audit Committee regarding the 
conformance of the internal audit department’s activities under the Code of Ethics 
and the International Standards for Professional Practice of Internal Auditing.
Our compliance system was implemented during the fiscal year 2021 in order 
to detect and respond to compliance incidents. This compliance system relies on 
several policies, such as our Code of Conduct, our Whistleblowing policy, our 
Diversity policy and our Insider Trading policy. 
In September 2022, our Competition and Compliance policy was added to this 
compliance system. This policy explains why it is important to respect competition 
laws, how to deal with competitors or suppliers and provides rules regarding 
recommended resale prices and antitrust guidance.
In addition, our Insider Trading policy, which was adopted in January 2021, and 
defines employee obligations for trading in the company’s securities, was reviewed 
and updated during this fiscal year. The updated policy is applicable to all 
persons that have information about the company that is not generally available to 
the public.
Our compliance system, 
implemented during the 
fiscal year 2021, was 
updated during the fiscal 
year 2023

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In order to ensure that all our teams can easily access our latest policies and 
procedures, a dedicated section was added to our internal social network, 
MYT Connect in March 2023.
OUR CODE OF CONDUCT
In January 2021, we published our Code of Business Conduct and Ethics 
(hereinafter: Code of Conduct). This Code of Conduct applies to all our 
teams, as well as members of our Management and Supervisory Boards. It 
includes 22 expectations, such as respect for the international standards of 
fundamental human rights, committing to non-discrimination, fostering diversity 
and inclusion, preventing insider trading, dealing with conflicts of interest, and 
prohibiting corrupt practices. 
During the first half of the fiscal year, we developed the Partner Code of 
Conduct of Mytheresa, which brings together the requirements of Mytheresa 
towards all its brand and business partners. This Code of Conduct is based 
on international standards such as the International Labour Organization’s 
Declaration on Fundamental Principles and Rights at Work or the United 
Nations Guiding Principles for Business and Human Rights.
From January 2023 onwards this new Code of Conduct has been 
systematically sent to all our brand partners with our order confirmations. This 
process will remain in place to ensure that our brand partners are aware of 
our standards. In addition, we reached out to our main non-brand business 
partners to share this Code of Conduct with them. We have also started to 
integrate it into some contracts and will continue to do so next year. In total, 
91% of our suppliers (in procurement volume) have received the Partner Code 
of Conduct of Mytheresa.
OUR RISK MANAGEMENT SYSTEM
We foster an effective risk management culture to establish the fundamental 
attitude and required behavior in dealing with risks. We pay special attention 
to compliance risks and risks that threaten the safety or well-being of our 
teams and third parties.
Our Group Risk Management policy was developed in July 2021 to set 
clear rules and guidance regarding the management of risks our company 
encounters in its strategic decisions and business operations. This policy 
defines our risk management strategy, risk management organization, and risk 
management processes. This policy was reviewed in 2022 to identify whether 
an update was required and the same version was approved in August 2022. 
During the fiscal year, the frequency of the risk reporting to our Lead SOX 
Compliance & Risk Management was increased from once a year to twice a 
year. Risks can also be reported on an ad-hoc basis for newly identified major 
risks and sudden material changes of already identified and assessed risks. 
The risk inventory was therefore updated in October 2022 and June 2023. At 
the end of the fiscal year, our risk management system encompassed 19 risks. 
The last update to the Audit Committee on our risk inventory was performed in 
October 2022.
In November 2023, the next review of our Group Risk Management Policy and 
our risk inventory will be performed, followed by an update to the Supervisory 
Board.
91%
of our suppliers received the 
Partner Code of Conduct of 
Mytheresa
Our risk management 
system was updated during 
the fiscal year

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OUR INTERNAL CONTROL SYSTEM
Our Internal Control System policy, approved in July 2022, sets clear rules 
and guidance for the establishment and implementation of the Internal Control 
System for Financial Reporting according to the U.S. Sarbanes-Oxley Act. 
Since April 2021 our internal control system, which is based on the Committee 
of Sponsoring Organizations of the Treadway Commission (COSO) 2013 
framework, has been implemented at Mytheresa. Mytheresa was supported by 
the consulting company Rysqer in the design and implementation of the Internal 
Control System and we currently use the GRC tool from Rysqer to perform and 
document our controls, including the associated evidences. Furthermore, the 
internal audit department is performing the design and implementation as well 
as operating effectiveness testing within the tool.
At the end of June 2023, our Internal Control System was composed of about 
140 controls, covering four levels: entity-level controls, process-level controls, 
general IT controls (ITGC), and IT application controls (ITAC). 
We are in full compliance with all requirements of section 404a of the Sarbanes 
Oxley Act and anticipate the applicability of section 404b by starting to 
implement the associated processes. 
PROPAGATING OUR CULTURE THROUGH TRAINING
To ensure that our teams follow our corporate culture, five mandatory e-learning 
modules, covering compliance, data protection, information security, diversity 
and inclusion and occupational health and safety were developed and rolled 
out between September 2020 and October 2021 to all our teams and are now 
part of the onboarding process of our new-joiners.
To instill our Code of Conduct and compliance policies within our organization, 
compulsory training on our Code of Business Conduct and Ethics was rolled 
out to our teams between August and September 2022. The teams within our 
offices needed to attend an e-learning session of 30 minutes covering the 
elements included within our Code of Conduct, including but not limited to, 
data protection, trade secrets, dealing with competitors, equal opportunities, or 
whistleblowing processes. Within our store and warehouse, a printed version 
of this training module was handed out to our teams with the requirement to 
read and sign it. In total, 1,232 employees attended the training. The e-learning 
session was added to the compulsory trainings that are part of the onboarding 
process of our new-joiners and completes the list of mandatory training 
modules. 
Moreover, our entity level and process level control owners were trained in 
April 2023 on our internal control and SOX environment. The one-hour training 
included a presentation of the SOX requirements, information on effectively 
designed controls, an overview of our controls, and our testing approach. 
A similar training will be organized at least once a year. In May 2023, the 
ITGC control owners also received training. The goal of this training was to 
present the responsibilities of control owners and explain why SOX audits are 
organized as well as the SOX audit process. This training will be renewed 
regularly.
MONITORING COMPLIANCE THROUGH OUR INTERNAL AUDITS
During the fiscal year a risk management and compliance audit was performed 
by our internal audit department. All policies and associated processes were 
reviewed and advice was provided by our internal audit department. The 
recommendations are being implemented by the relevant departments.
85%
of our teams followed our 
code of conduct training 
during the FY 23
6 mandatory e-learning 
modules were completed by 
1,000
colleagues during FY 23
(FY 22: 5 modules followed 
by more than 600 colleagues)
Our internal control system 
of about 140 controls was 
updated during the fiscal year
(FY 22: about 130)

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`Quarterly audits of our internal control system are also performed by our 
internal audit department. These audits include a review of the design and 
implementation in the form of a walkthrough, of the adequacy of internal 
controls, and a test of the effectiveness of our internal controls, with the 
aim to identify potential gaps and weaknesses and provide measures and 
recommendations for improvement. In case of unsatisfactory audit results 
remediation measures, including remediation deadlines, are set. For FY 23, four 
reports were delivered to the Audit Committee on the results of these audits, 
including, in cases of identified control deficiencies, recommendations, and 
remediation measures. In November 2023, a full report will be provided to the 
Supervisory Board and Audit Committee on the results of the four audits of the 
fiscal year. 
The Audit Committee approved the internal audit plan for fiscal years 2023 – 
2024 in October 2022, which was subsequently approved by the Supervisory 
Board.
MONITORING COMPLIANCE THROUGH OUR WHISTLEBLOWING PROCEDURES
Our Whistleblowing Group Policy and processes were defined in January 2021. 
These allow all our employees and partners to raise concerns about known or 
suspected violations of our Code of Conduct, as well as suspected violations of 
law or fraudulent activities. The policy clearly states that any form of reprisal, 
discrimination, or any other form of retaliation against a person reporting a 
concern in good faith is prohibited. During the fiscal year, we ensured that our 
policy and processes were in line with the applicable laws.
The whistleblowing system falls under the responsibility of our Chief People 
Officer and our Compliance Officer. They are responsible for receiving 
the cases, analyzing them, and, if necessary, transferring them to the most 
appropriate person to handle the case, as well as ensuring that the case is 
analyzed, handled, and closed in a timely manner.
20 cases were reported through our system during the fiscal year. 100% of 
them have been received, analyzed, and transferred to the team in charge of 
the implementation of remediation measures within 24 hours. 100% of these 
cases were resolved during the fiscal year.
None of the reported cases were related to compliance issues and they were 
mostly focusing on Human Resources topics. Of all reported cases, none were 
identified as material but appropriate remedial actions were systematically 
taken.
VALUING LONG-LASTING RELATIONSHIPS
We strive to be a good business partner and to value and respect long-lasting 
partnerships. Our value proposition to our brand partners includes offering 
online visibility to highly coveted global luxury customers, creating exclusive 
experiences and collections, and the production of 100% proprietary content 
in-house across different media formats on behalf of, and in partnership 
with, our brand partners. In addition, our focus on the most valuable luxury 
customers and our ability to deliver a superior service experience highlights 
our commitment to maintaining brand integrity for our brand partners. Finally, 
we have developed significant data capabilities and insights across our 
platform and regularly provide our brand partners with detailed aggregated 
data, analysis, and customer insights on metrics such as product performance, 
spending and trend patterns, brand affinity, product adjacencies, subcategory 
penetrations, and geographic reach.
Quarterly audits of our 
internal control system were 
performed by our internal 
audit department
100%
 of reported cases through 
our whistleblowing 
mechanism were processed 
within 24 hours
(FY 22: 100%)
0 
material whistleblowing cases 
were reported during the year
(FY 22: 0)
Average duration of the 
partnership with our brand 
partners of 
10.1 years
(FY 22: 12.0)

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We are proud to have an average partnership duration with our brand partners 
of 10.1 years. This average partnership duration has decreased compared 
to the 12 years reported last year, mainly due to the growth of brands we 
have been partnering with more recently, such as Alaïa, Jacquemus, Toteme 
or Zimmermann. 57% of our revenue comes from brand partners we’ve been 
working with for over 10 years.
BEING A GOOD CORPORATE CITIZEN
For several years now, we have been organizing fundraisers and making 
donations to support local charities. Some of these donations are made with 
the support of our teams. For instance, in January 2023, we organized a raffle 
and the raised amount was doubled by Mytheresa and given to “Initiative 
Krebskranker Kinder München”, a charity supporting children and their families 
in fighting cancer. In March 2023, numerous employees donated money to 
support people affected by the earthquakes in Syria and Turkey through the 
associations “Bündnis Entwicklung Hilft” and “Aktion Deutschland Hilft” and 
again Mytheresa doubled this amount. During the year, we also donated to 
several organizations, including but not limited to, the German Childhood 
Cancer Foundation, the US National Alliance on Mental Illness, and Dress for 
Success, an international not-for-profit organization that empowers women 
to achieve economic independence by providing a network of support, 
professional attire, and the development tools to help them thrive in work and 
life.
IMPLEMENTATION OF COMING LEGISLATION
During the fiscal year, we have begun preparations for the implementation 
of two main pieces of legislation that will be applicable to Mytheresa. The 
first one, which will be applicable starting January 2024, is the German 
Lieferkettensorgfaltspflichten­gesetz (Supply Chain Due Diligence Act). The first 
step was to develop and distribute our Partner Code of Conduct and to appoint 
a human rights officer. We were also in discussions with numerous platforms that 
could help us perform our due diligence obligations. We will start working with 
the platform we have selected in the course of fiscal year 2024.
A first step has also been taken in the implementation of the Corporate 
Sustainability Reporting Directive (CSRD) with the identification of our material 
sustainability matters, following the double materiality principle. We will 
continue to put in place the various components of the regulation over the 
coming years so that we can publish, in FY 26, a report in accordance with this 
regulation.
Our sustainability teams and legal counsel will also continue to monitor 
regulatory developments, particularly those relating to the proposed rules on 
Climate-Related Disclosure from the U.S. Securities and Exchange Commission 
(SEC) or the European Corporate Sustainability Due Diligence Directive 
(CSDDD).

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Ensuring responsible digital operations 
At Mytheresa, our entire business is based on digital infrastructures. For us, 
having responsible digital operations means ensuring that we have a robust 
cybersecurity system, a strong IT resilience, and protecting the privacy of those 
who entrust us with their data, in particular our customers, employees and 
business partners.
GOVERNANCE OF OUR DIGITAL OPERATIONS
Our technology team, of more than 100 people is managed by our Chief 
Technology Officer (CTO). This team is not only in charge of ensuring 
responsible digital operation, but also of developing, implementing, and 
improving our website, our app, and systems such as our ERP.
To protect the data entrusted to us, we rely on the support of our data 
protection officer.
Our Audit Committee, that is composed of four members from our Supervisory 
Board, monitors the application of information and communication technology 
by Mytheresa, in particular in relation to cyber security and data privacy. The 
Audit Committee received regular updates on data protection, privacy and 
cybersecurity at every meeting during the past fiscal year.
The Supervisory Board received an update on cybersecurity in September 
2022 and a technology update in May 2023. In addition, there was a cyber 
incident training for the Supervisory Board in November 2022.
The beginning of the calendar year 2023 marks the completion of a multiyear 
project, with the successful global rollout of the new Mytheresa technology 
stack powering all user interfaces and providing state-of-the-art e-commerce 
capabilities. This project reinforces our existing processes for ensuring 
responsible digital operations.
In FY 23, 2 reports on 
our digital operations 
were delivered to the 
Supervisory Board
Cybersecurity and IT 
Resilience framework was 
strictly followed during FY 23
 Mytheresa’s unique digital experience is based not only 
on a sharp focus on high-end luxury shoppers, exclusive product 
and content offerings and high-quality service operations, but 
also on a leading technology and analytical platform. 
Our technology team works relentlessly to maintain and 
continuously improve our technology. I am very proud of the 
tremendous work of our teams who ensured during the year 
the successful global roll out of the new Mytheresa webstore 
while upholding to the highest standards of data privacy and 
cybersecurity. 
Philip Barthold
Chief Technology Officer
COMPLYING WITH THE APPROPRIATE CYBERSECURITY PROCESSES
Our cybersecurity and IT resilience framework, applicable since July 2021, is strictly 
adhered to. Our critical infrastructure and critical applications subject to potential 
cybersecurity risks were identified, and the response framework was defined for each

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critical system. This framework has four steps: Protect, Detect, Respond, and 
Update the Supervisory Board.
In addition to our Policy on Passwords applicable since May 2022, all teams 
have had access to our Acceptable Use Policy since April 2023, which sets 
out clear rules and guidelines for the use of the information systems and other 
information assets. This policy covers, for instance, our antivirus protections, 
guidelines to prevent misuse of computers, rules regarding data storage and 
data transport, and the protocol in case of loss of devices. 
In case of a severe incident, we have a formalized emergency response 
procedure that includes an escalation, depending on the level of criticality, to 
the CTO and CEO as well as all affected parties, including our customers if 
needed.
To continue improving our IT resilience, we assess our processes and 
procedures on an ongoing basis. Regular security patches, penetration tests, 
and scheduled tests on our recovery and restore processes are integrated 
as part of our security policies. Monitoring and alerting processes for the 
entire infrastructure on the main operational topics are constantly reviewed, 
adjusted, and optimized.
During fiscal year 2023, we did not identify the need to update our processes 
beyond those already in place.
USE OF PERSONAL DATA	
At Mytheresa we collect and store personal information provided by our 
customers. This personal data can include names, genders, email addresses, 
countries, languages, and the details of transactions. Some of our third-
party service providers, such as identity verification and payment processing 
providers or shipping partners, regularly have access to our customers’ 
personal data.
The personal information of our customers is primarily used for transactional 
content. It should however be noted that the email addresses of our customers 
can be used for behavioral advertising such as newsletters. This advertising 
is only sent to customers who have directly opted in on our website. In some 
regions, a double opt-in is necessary to receive our newsletters. Confirmation 
of the sign-up is stored within our systems. We also send emails to our 
customers related to items left in their shopping cart or wishlist. Our privacy 
policy for users can be found on the Mytheresa website and is regularly 
updated. The policy was updated during the past year.
Our database includes over 3 million customers. 82% of them receive 
newsletters and 100% of those who receive them have opted in. This database 
is cleaned up on a regular basis to remove, for instance, subscriptions with 
invalid or old email addresses. 
In addition other personally identifiable information of the users of our 
platforms, such as their email Hash or IP address, is collected upon opt-in for 
marketing purposes and analytical purposes, with the aim to optimize our own 
marketing communication and analyze our traffic. The opt-in is a prerequisite 
before transmitting any information to our trusted marketing and analytics 
partners. Our partners and a detailed explanation can be found within our 
privacy policy for users.
Users Privacy policy is 
available on our website
Employee Privacy policy 
is accessible to all our 
employees
Information is collected for 
newsletter purposes 
for 82%
of our users
(FY 22: 78%)
100%
of them have opted in
(FY 22: 100%)

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We also store the personal data of our employees and our data privacy policy 
is accessible to all our teams. 
PROTECTION OF PERSONAL DATA
To protect sensitive information, we rely on a variety of security measures 
including encryption and authentication technology licensed from third parties. 
To limit fraudulent actions, we do not store complete credit card details in our 
systems, except in the rare cases of customers who place orders by phone.
In accordance with international compliance standards (such as ISO 27001 or 
GDPR), we have implemented controls to ensure the “need to know” principle 
for “write” and “delete”-access to personal data. Personal data is stored 
only as long as needed, either for business reasons or to fulfill our retention 
obligations.
Finally, employment contracts of new employees include detailed clauses on 
the General Data Protection Regulation (GDPR) and confidentiality, which are 
signed by our employees before joining Mytheresa. All employees are trained 
on data protection as part of their onboarding process.
In case of a data security incident, our Compliance Officer would be directly 
informed by the team that detected the incident. Remediation measures are 
immediately taken and severe incidents are reported to the authorities.
 
During the year, we did not identify the need to develop new processes 
beyond those already listed above.
ENSURING RESPONSIBLE OPERATIONS THROUGH REGULAR AUDITS
We are regularly assessed by third parties as part of the financial audit 
process, for GDPR audits, and for PCI (Payment Card Industry) compliance 
processes. We also perform vulnerability scans and penetration tests multiple 
times per year. 
Data protection audits are conducted every 2 years by our external data 
protection officer. The last audit was held in May 2021 and no findings were 
identified. The next audit is planned for the end of calendar year 2023.
MONITORING OF CYBERSECURITY AND DATA SECURITY INCIDENTS 
Cybersecurity and data security incidents are continuously monitored, not only 
to get them resolved as swiftly as possible but also to adjust our procedures.
During the fiscal year, we didn’t experience any severe cybersecurity 
incidents, i.e. any incident that might have had an impact on our operations. 
In the same way, we were not subject to any internal or external severe data 
security incidents.
0 
severe cybersecurity incidents 
were observed in FY 23
0 
internal or external severe 
data security incidents were 
observed in FY 23
(FY 22: 0)

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Having the appropriate corporate governance
Mytheresa has a two-tier board, with a Management Board and a Supervisory Board.
The Mytheresa Management Board is composed of our five managing directors: 
• Michael Kliger, Chief Executive Officer
• Dr. Martin Beer, Chief Financial Officer
• Isabel May, Chief Customer Experience Officer
• Sebastian Dietzmann, Chief Operating Officer
• Gareth Locke, Chief Growth Officer
The rules of Procedure of the Management Board can be found on the Governance Section of our Investor Relations page.
The Mytheresa Supervisory Board is composed of seven members, all appointed between September 2020 and July 2021. 
Four members of the Supervisory Board are considered independent directors in accordance with the Dutch Corporate 
Governance Code. The Supervisory Board has set up and appointed three committees: the Nominations, Governance and 
Sustainability Committee, the Compensation Committee, and the Audit Committee.
The rules of procedures of the Supervisory Board were amended and restated during FY 23 and the former Nominating, 
Governance and Compensation Committee of the Supervisory Board was split into two committees: the Compensation 
Committee and the Nomination, Governance and Sustainability Committee. The responsibilities of the Compensation 
Committee include making recommendations on the remuneration policy, monitoring its implementation or presenting an 
evaluation of the Management Board’s performance against the performance targets. The responsibilities of the Nominations, 
Governance and Sustainability Committee include reviewing the size and composition of the Management Board and 
Supervisory Board, overseeing the corporate governance structure of the company, as well as reviewing and discussing the 
company’s ESG strategy. Our Supervisory Board profile as well as rules of procedures of the Supervisory Board can also be 
found on the Governance Section of our Investor Relations page.
In fiscal year 2023, the Supervisory Board held thirteen meetings. All meetings had a (virtual) attendance of 100%, except 
for three meetings, which had a (virtual) attendance of 85%.
The Supervisory Board undertakes an annual evaluation of its own effectiveness and performance, of its committees and 
individual members, and of the Management Board and its individual members. In May 2023, the evaluation process 
was conducted internally and supported by the company secretary. The results of the board evaluation were discussed in 
the Nomination, Governance and Sustainability Committee and subsequently presented to the Supervisory Board and the 
Management Board. The outcome of the evaluation confirmed that the Management Board, the Supervisory Board, and the 
committees continue to operate effectively and that all of our directors continue to demonstrate commitment to their role. 
More information about governance related to sustainability, corporate culture and responsible digital operations can be 
found in the dedicated sections of this report. More information on our remuneration policy, short-term incentive plan, and 
long-term incentive plan can be found in our Annual and Transition Report.

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APPENDIX
SECTION D.
MYTHERESA FY 23 POSITIVE CHANGE REPORT

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SASB content index
SASB Code
Accounting metric
Description and reference
Activity Metric
GC-EC-000.A
Entity-defined measure of user activity
Our GMV for the fiscal year 2023 is of €855.8 million.
We had 856,000 active customers.
CG-EC-000.B
Data processing capacity, percentage 
outsourced
Our data processing capacity is estimated at about 320 
TB. 179 TB of this capacity is in-house at our headquarters 
and in our two warehouses. About 44% of the capacity is 
outsourced.
CG-EC-000.C
Number of shipments
2,012,000 orders were shipped during the fiscal year.
Hardware, Infrastructure, Energy & Water Management
CG-EC-130a.1
• Total energy consumed
• Percentage grid electricity
• Percentage renewable
In fiscal year 2023, the total energy consumption was of 
22.037 GJ, of which 47% was grid electricity. 92% of this 
electricity was renewable. As a result, 43% of our total energy 
consumption was from renewable energy sources (electricity).
Additional information can be found in the section Using 
renewable electricity within our operations to reduce our 
impact.
CG-EC-130a.2
• Total water withdrawn
• Total water consumed
• Percentage in regions with high or
extremely high baseline water stress
In fiscal year 2023, the total water withdrawn was 8,299 m3, 
of which 42% came from regions with high or extremely high 
baseline water stress. Our offices in London, Barcelona, Ber­
lin, and Shanghai and our warehouse in Leipzig are located 
in regions with a high or extremely high baseline water stress, 
according to the Aqueduct Water Risk Atlas from the World 
Resources Institute. Water is withdrawn from the municipal 
network. The majority of withdrawn water is released within 
the sewage systems and only a non-significant percentage is 
consumed, mainly for drinking purposes. 0% of the water is 
incorporated in production.
CG-EC-130a.3
Discussion of the integration of 
environmental considerations into 
strategic planning for data center needs
About 56% of our data is stored at our headquarters and in 
our warehouses, which are powered by renewable electricity. 
85% of externally stored data, based on procurement volume, 
is stored with providers who have implemented strategies to 
reduce the impact of storage, such as powering operations 
with renewable electricity.

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Data Privacy and Advertising Standards
CG-EC-220a.1
Number of users whose information 
is used for secondary purposes
In fiscal year 2023, we used customer information for 
secondary purposes to send regular newsletters to 2,967,432 
users (82% of our database). Customer data is not used for 
other secondary purposes and is sent to affiliates only for 
business purposes. Additional information can be found in the 
section Use of personal data.
CG-EC-220a.2
Description of policies and practices 
relating to behavioral advertising 
and user privacy
We aim to maintain the highest standards of data protection 
and privacy. Our users privacy policy and employee privacy 
policy list the measures that we apply, such as encryption 
and authentication technology, data protection audits or 
data protection trainings. In addition, we have implemented 
controls to ensure the “need to know” principle for “write” 
and “delete”-access to personal data and this data is stored 
only as long as needed. Additional information can be found 
in the section Protection of personal data.
Data Security
CG-EC-230a.1
Description of approach to identifying 
and addressing data security risks
Our approach is defined within our cybersecurity framework. 
Critical infrastructure and applications subject to potential risks 
were identified and a response framework defined for each 
critical system. We are regularly audited by third parties and 
continuously reinforce our resilience. Additional information 
can be found in the sections Complying with the appropriate 
cybersecurity processes and Ensuring responsible operations 
through regular audits.
CG-EC-230a.2
• Number of data breaches
• Percentage involving personally
identifiable information (PII)
• Number of users affected
In fiscal year 2023, no severe internal or external data security 
incidents were observed. Therefore, no users were affected 
and no personally identifiable information was breached. 
Additional information can be found in the section Monitoring 
of cybersecurity and data security incidents.
Employee, Recruitment, Inclusion & Performance
CG-EC-330a.1
Employee engagement
Employee engagement is measured with the help of our 
employee satisfaction rate and we have set the objective to 
reach a satisfaction rate of 75%. For the fiscal year 2023, our 
employee satisfaction rate was 76.3%. Additional information 
can be found in the section Monitoring team satisfaction. A 
description of the methodology employed can be found in the 
Methodological note section.
CG-EC-330a.2
• Voluntary turnover rate
• Involuntary turnover rate
For the fiscal year 2023, the voluntary turnover rate was 27% 
and the involuntary turnover was 3%. Additional information 
can be found in the section Monitoring team satisfaction.

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CG-EC-330a.3
Percentage of gender and racial/ethnic 
group representation for:
• Management
• Technical staff
• All other employees
At the end of June 23, our headcount included 58% women 
and 42% men at management level and 63% women and 37% 
men at team level. We don’t have any technical staff according 
to the SASB definition. For all populations combined, the share 
of women is 62% and our share of men is 38%.
The ethnic group representation of employees is not monitored 
due to German legislations. Additional information, especially 
on our policies and programs to foster equitable employee 
representation, can be found in the sections Fostering diversity 
and inclusion and Women in leadership functions.
CG-EC-330a.4
Percentage of technical employees 
who are H-1B visa holders
None of our 26 employees in the U.S. can be categorized as 
technical employees. In Europe, 84 employees have a working 
visa. 
Product Packaging and Distribution
CG-EC-410a.1
Total greenhouse gas (GHG) footprint 
of product shipment
In fiscal year 2023, the total GHG emissions of our product 
shipments and returns was 36,923 metric tons of CO2e, i.e. 
18 kg of CO2e per order. We finance Gold-Standard-certified 
climate projects to the equivalent of the CO2e emissions that we 
measure. Additional information can be found in the section 
Promoting better shipping options.
CG-EC-410a.2
Discussion of strategies to reduce the 
environmental impact of product delivery
Our customers can choose the eco-packaging option, which 
is on average 3 times lighter than our emblematic yellow 
packaging, is sourced and produced in Germany, and is FSC 
recycled certified. This option therefore has a lower impact. 
During fiscal year 2023, 59.2% of orders were shipped with 
this option.
In Europe, customers can also choose between standard and 
express delivery. Express shipping currently generates over 
2.3 times more emissions than standard delivery. For orders 
shipped in European countries where the two options exist, the 
standard option was chosen for 65% of the orders.
Our customers can also decide to finance Gold-Standard-certi­
fied climate projects, up to the amount of CO2e emissions gen­
erated by the preparation, delivery, packaging and potential 
return of their order. Our customers decided to finance climate 
projects for 6.1% of the orders. This voluntary option is in ad­
dition to our commitment to financing Gold-Standard-certified 
climate projects for 100% of our calculated footprint. Addition­
al information can be found in the sections Promoting better 
shipping options and Financing climate projects.

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Methodological notes
About Mytheresa
Active Customers
Unique customer account from which an online purchase was made across our sites at least 
once in the preceding twelve-month period.
Total order shipped
Operating metric used by management, which is calculated as the total number of online 
customer orders shipped to our customers during the twelve months ended on the last day of the 
period presented.
Average order value 
(AOV) 
Operating metric used by management, which is calculated as our total gross sales from online 
orders shipped from our sites during the twelve months ended on the last day of the period 
presented divided by the total online orders shipped during the same twelve-month period.
GMV
GMV is an operative measure and means the total Euro value of orders processed, including the 
value of orders processed on behalf of others for which we earn a commission. GMV is inclusive 
of product value, shipping and duty. It is net of returns, value added taxes and cancellations. 
GMV does not represent revenue earned by us. We use GMV as an indicator for the usage of 
our platform that is not influenced by the mix of direct sales and commission sales.
Adjusted EBITDA margin
Calculated as a percentage of net sales.
MYPLANET
All MYPLANET metrics
Wherever possible, primary data has been used for all environmental information included in 
this report. Where data was not available, estimates were made.
The estimates mainly concern the consumptions of our London, New York and Shanghai 
offices, representing 5% of our headcount (estimated on the basis of surface area and number 
of employees), as well as information related to the shipment of few products (about 0.7% of 
orders) from an external warehouse.
Corporate Carbon 
Footprint
ClimatePartner GmbH has calculated the Corporate Carbon Footprint for mytheresa.com GmbH 
for July 2022 - June 2023 based on the standards defined in the Greenhouse Gas Protocol 
Corporate Accounting and Reporting Standard (GHG Protocol).
The corporate carbon footprint includes all our offices and employees.
The following emissions sources are included: direct emissions from facilities, direct emission 
from vehicles, purchased electricity, heating, steam and cooling, indirect emissions from 
purchased packaging materials, electronic devices, external data center, visits by our customers 
to our website, consumables, office paper, water, upstream emissions from heat, electricity, 
vehicle fleet, inbound logistics for packaging and consumables, operational waste, business 
travels, downstream transportation and distribution, end-of-life treatment of packaging, 
employee commuting.
Excluded from our footprint are: purchased products from the brands, associated inbound 
logistics, use of the products and end-of-life of products.
To calculate the emissions related to employee commuting, a survey was prepared and sent to 
all employees. The participation rate was 39%.
Percentage of orders sent 
with the standard option
For European countries where standard and express delivery options are offered to our 
customers, weight of orders sent with the standard option divided by the total weight of orders 
sent.

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Difference of CO2 emissions 
between the standard and 
express options
For our main shipping partner and for the countries where the standard and express options are 
offered, the total CO2e emissions of the shipments divided by the total weight of the shipments 
were compared for the standard and express options.
% of orders sent by 
shipping partners with 
a science-based target
Weight of the orders shipped by shipping partners with a near term 1.5°C target which was 
approved by the Science-Based Targets initiative divided by the total weight of all orders.
% of orders shipped with 
the eco-packaging
Number of orders shipped with the eco-packaging divided by the total number of orders.
MYTALENT
Number of nationalities
The number of nationalities is calculated based on the headcount. In case of double nationalities, 
it is only counted if one of the nationalities is not already represented within our headcount.
Adjusted gender pay gap
For all our employees, including apprentices, interns, working students and temporary workers, 
the hourly wage (without bonus nor allowances) by employee was calculated as of 30.06.2023.
Employees were gathered in 8 clusters based on team task. Within the 8 clusters, an extra 
cluster was built for the top leadership (managing directors, chief level and vice presidents). All 
other levels have been included in the clusters. Average wage within each cluster was calculated 
as well as the gender pay gap. Overall gender pay gap was calculated by weighting each 
cluster pay gap with the headcount of the cluster, in relation with the companywide headcount. 
Location, level, length of service or entity within Mytheresa were not considered in the analysis. 
Long term absences were excluded from the analysis.
Number of work accidents
In Germany, number of accidents reported to the trade association (Berufsgenossenschaft). It 
includes all accidents at work or on the way to work leading to the incapacity to work for more 
than 3 days. It also includes serious accidents which are reported immediately to the insurance 
company. In the other countries, number of work accidents reported to the insurance companies 
or health & safety providers.
Incident rate
Number of work accidents multiplied by 200,000 and divided by the working hours. Working 
hours are calculated based on the FTEs at the end of June, multiplied by the number of working 
days of the year, excluding bank holidays, and number of working hours per day. Paid vaca­
tions days are not included in the working hours.
Share of our headcount 
trained and number of 
training hours
The share of our headcount trained was calculated based on the number of people who 
attended the compulsory code of conduct training and dividing it with the total headcount at the 
end of the fiscal year.
Total training hours include: compulsory trainings, e-learning platforms, onboarding of new 
joiners, advanced leadership program, Lunch & Learn sessions, Sox trainings and the lectures 
organized during the year. 
Not included are on-the job training and other voluntary trainings.
Paid work time
Number of FTEs at the end of June multiplied by the number of working days of the year, 
excluding bank holidays. 
Employee Satisfaction
Regular Mytheresa employee satisfaction surveys are performed yearly and include following 
recurring questions:
• Overall I am satisfied with Mytheresa as a great place to work
• I know and understand the corporate goals / corporate strategy
• I feel that I am part of a team
For each question, our teams answer on a scale from 1 to 5. Average satisfaction rate is calcu­
lated for each survey based on the 3 questions and the results of the surveys of the year were 
weighted by the number of participants. For the two surveys of the year, the participation rates 
were respectively 62 and 58%.

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Turnover rates
Turnover rates were calculated based on the number of voluntary (employee-initiated) or 
involuntary (Mytheresa-initiated) departures divided by the number of employees at the end of 
the reporting period. 
MYPRODUCT
Percentage of returns 
for quality reasons
Number of returns for which customers indicated that the return was related to poor quality, 
divided by the total number of returns in the fiscal year.
Buyback value
Price defined by Vestiaire Collective for the buyback of the product submitted by our customer.
Share of customers en­
rolled in the program and 
using it regularly
Number of customers who received more than three vouchers (store credit) through the program, 
with at least one week of difference between two vouchers, divided by the number of customers 
who received vouchers.
Average frequency 
of product submission
Average time between the reception of vouchers for the customers enrolled in the program and 
using it regularly.
MYPOLICY
Share of suppliers that 
have received our Partner 
Code of Conduct
Expenses with suppliers that have received our partner code of conduct, divided by our entire 
expense volume, excluding non-supplier payments such as intercompany payments, taxes, or 
payment to employees.
Average partnership 
duration
For each brand partner, duration between the first booking of an order by our incoming good 
teams and June 30, 2023 was calculated. The average duration was weighted by the FY 23 net 
revenues for each brand. Please note that the methodology differs slightly from the methodology 
used for the FY 22 report.
Share of brand partner 
we’ve been working with 
for over 10 years
Net revenue from brand partners with a duration between the first booking of an order by our 
incoming good teams and June 30, 2023 above 10 years divided by the total net revenue.
Share of users for whom 
information is collected for 
secondary reasons
Number of users within our database receiving our newsletters divided by the total number of 
users in our database. These figures are as of July 17, 2023.
Share of users who have 
opted-in
Number of users within our database having subscribed to our newsletter divided by the number 
of users receiving our newsletters. These figures are as of July 17, 2023.
SASB content index
Data processing capacity 
and percentage outsourced
Precise data is available for our headquarters where we have a data storage capacity of 179 
TB. 
For our main external partner, the storage capacity is constantly expanding. In mid-September 
2023, the capacity allocated to us was 92 TB.
Finally, we estimate the data stored externally by our other partners to be approximately 48.3 
TB, based on our expenditures.
Water consumption
Primary data was used for our head office and our warehouses in Heimstetten and Leipzig, 
representing 84% of our teams. For other offices, water consumption was estimated based on 
the number of employees (15 m3 / employee). Due to the late receipt of some invoices, the con­
sumptions for the other sites have been estimated on some months, using the data of the other 
months.