Estée Lauder lifts FY2027 adjusted EPS growth to 28%-38%

The revised fiscal 2027 ranges raise the adjusted diluted EPS growth outlook to 28%-38%, alongside higher sales and operating-margin ranges.

Available on EDGAR 11/04/2026 - 06:24 AM EST Accepted by SEC EDGAR 11/04/2026 - 06:23 AM EST Learn about SEC filing dates

Rhea-AI Filing Summary

The Estée Lauder Companies (EL) announced fiscal 2030 ambitions of sustainable mid-single-digit organic net sales growth annually, double-digit adjusted diluted EPS growth through fiscal 2030, and an adjusted operating margin of 16.5%-18.5% in fiscal 2030. It also aims for an adjusted effective tax rate of 30% or below by then.

The company raised its fiscal 2027 outlook to reported sales growth of 5.0%-6.5%, organic sales growth of 4.0%-5.5%, adjusted operating margin of 12.9%-13.7%, and adjusted diluted EPS growth of 28%-38%. The previous ranges were 3%-5% for reported and organic sales growth, 12.7%-13.5% for adjusted operating margin, and 24%-34% for adjusted diluted EPS growth. For fiscal 2028, it expects approximately $40 million to $50 million of restructuring and other charges before taxes, excluded from these forward-looking metrics. It expects higher earnings, lower restructuring payments, working capital efficiencies and optimized capital expenditures to support operating cash flow and free cash flow through fiscal 2030.

Filing Explained

The company furnished fiscal 2030 ambitions as forward-looking targets; their adjusted measures lack full GAAP reconciliations, and the company says GAAP measures could be materially different or lower.

8-K Event Classification

2 items: 7.01, 9.01

2 items

Item 7.01 Regulation FD Disclosure Disclosure

Material non-public information disclosed under Regulation Fair Disclosure, often investor presentations or guidance.

Item 9.01 Financial Statements and Exhibits Exhibits

Financial statements, pro forma financial information, or exhibit attachments filed with this report.

Key Figures

Fiscal 2027 reported sales growth outlook: 5.0%-6.5% Fiscal 2027 organic sales growth outlook: 4.0%-5.5% Fiscal 2027 adjusted operating margin outlook: 12.9%-13.7% +5 more

8 metrics

Fiscal 2027 reported sales growth outlook 5.0%-6.5% Raised fiscal 2027 outlook

Fiscal 2027 organic sales growth outlook 4.0%-5.5% Raised fiscal 2027 outlook

Fiscal 2027 adjusted operating margin outlook 12.9%-13.7% Raised fiscal 2027 outlook

Fiscal 2027 adjusted diluted EPS growth outlook 28%-38% Raised fiscal 2027 outlook

Fiscal 2030 adjusted operating margin ambition 16.5%-18.5% Fiscal 2030

Adjusted effective tax rate ambition 30% or below By fiscal 2030

Restructuring and other charges Approximately $40 million to $50 million before taxes Expected in fiscal 2028

Reported sales growth +7% Fiscal 2027 first quarter

Key Terms

organic net sales, adjusted operating margin, adjusted effective tax rate, free cash flow, +1 more

5 terms

organic net sales financial

"Organic net sales represents net sales excluding returns"

Organic net sales represent the revenue generated from a company's core business activities, excluding the effects of acquisitions, divestments, or currency changes. It shows how well the company is growing through its existing products and services, similar to tracking how a plant grows from its own roots rather than by adding new plants. Investors use this measure to assess the true growth and health of a company's ongoing operations.

adjusted operating margin financial

"Adjusted operating margin of 16.5%-18.5% in fiscal 2030"

Adjusted operating margin shows how much profit a company makes from its core business activities, after removing unusual or one-time costs and income. It helps investors see the company's true profitability by providing a clearer picture, similar to removing unexpected expenses to understand the regular performance. This metric is useful for comparing companies or tracking performance over time, as it highlights consistent earning power.

adjusted effective tax rate financial

"Adjusted effective tax rate, reaching 30% or below by fiscal 2030"

The adjusted effective tax rate is the percentage of a company’s pre-tax income that it would normally pay in taxes after removing one-time or unusual items, giving a clearer view of its ongoing tax burden. Like clearing away exceptional expenses to see your regular monthly bill, this adjusted rate helps investors compare companies, forecast future profits and cash flow, and value a business without one-off swings distorting the picture.

free cash flow financial

"how much cash the Company has available from operations"

Free cash flow is the amount of money a company has left over after paying all its expenses and investing in its business, like buying equipment or updating facilities. It shows how much cash is available to reward shareholders, pay down debt, or save for future growth. This helps investors understand if a company is financially healthy and able to grow.

working capital efficiencies financial

"continued working capital efficiencies to strengthen operating cash flow"

FAQ

AI-generated questions and answers. How Rhea-AI works. Not financial advice.

What are EL's fiscal 2030 financial targets?

EL's fiscal 2030 ambitions include sustainable mid-single-digit organic net sales growth annually, double-digit adjusted diluted EPS growth through fiscal 2030, and an adjusted operating margin of 16.5%-18.5% in fiscal 2030. The company also aims to reach an adjusted effective tax rate of 30% or below by fiscal 2030.

What is EL's revised fiscal 2027 outlook?

EL raised its fiscal 2027 outlook to 5.0%-6.5% reported sales growth, 4.0%-5.5% organic sales growth, a 12.9%-13.7% adjusted operating margin, and 28%-38% adjusted diluted EPS growth. The previous ranges were 3%-5% for reported and organic sales growth, 12.7%-13.5% for adjusted operating margin, and 24%-34% for adjusted diluted EPS growth.

How much restructuring expense does EL expect in fiscal 2028?

EL expects approximately $40 million to $50 million before taxes in restructuring and other charges in fiscal 2028. The company expects the charges to affect operating margin, effective tax rate and diluted net earnings per common share, and excludes them from its forward-looking metrics.

What does EL expect to support cash generation through fiscal 2030?

EL expects higher earnings, lower restructuring payments and continued working capital efficiencies to strengthen operating cash flow. Together with optimized capital expenditures, the company expects these factors to increase free cash flow through fiscal 2030.

AI-generated analysis. How Rhea-AI works. Not financial advice.

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0001001250false00010012502026-11-042026-11-04

 UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

____________________

FORM 8-K

CURRENT REPORT

Pursuant to Section 13 OR 15(d) of The Securities Exchange Act of 1934

Date of Report (Date of earliest event reported)

November 4, 2026

The Estée Lauder Companies Inc.

(Exact name of registrant as specified in its charter)

Delaware

1-14064

11-2408943

(State or other jurisdiction of incorporation)

(Commission File Number)

(IRS Employer Identification No.)

767 Fifth Avenue, New York, New York

10153

(Address of principal executive offices)

(Zip Code)

Registrant’s telephone number, including area code

212-572-4200

Not Applicable

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

☐ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

☐ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

☐ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

☐ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Securities registered pursuant to Section 12(b) of the Act:

Title of each class			Trading Symbol(s)			Name of each exchange on which registered
Class A Common Stock, $.01 par value			EL			New York Stock Exchange

Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter).

Emerging growth company ☐

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐

Item 7.01 Regulation FD Disclosure

On November 4, 2026, The Estée Lauder Companies Inc. (the “Company”) webcast presentations (https://www.elcompanies.com/investors/events-and-presentations) from its Capital Markets Experience: China Ecosystem Immersion event in Shanghai, China. During this event, the Company announced its fiscal 2030 ambition and discussed its long-term strategy to drive sustainable growth and strong profitability. Exhibit 99.1 through Exhibit 99.10 contain the Company’s press release from the event and presentation materials. The information set forth herein and in the exhibits is furnished but not filed.

The exhibits furnished hereto include certain non-GAAP measures. Refer to the exhibits for a discussion of the Company's non-GAAP measures and information on reconciliations between non-GAAP measures and the most directly comparable GAAP measures. The Company does not provide full reconciliations of forward-looking non-GAAP measures to the most directly comparable GAAP measures because such reconciliations are not available without unreasonable effort. This is due to the inherent difficulty in forecasting with reasonable certainty certain amounts that are necessary for such reconciliations. For the same reasons, the Company is unable to forecast with reasonable certainty all adjustments needed in order to provide forward-looking GAAP financial measures at this time. The amount of these adjustments may be material and, therefore, could result in forward-looking GAAP financial measures being materially different or less than forward-looking non-GAAP financial measures. These presentation materials also include statements that may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Factors that could cause actual results to differ materially are included in the Company’s filings with the SEC including its Annual Report on Form 10-K for the fiscal year ended June 30, 2026.

Item 9.01 Financial Statements and Exhibits.

(d) Exhibits. See Exhibit Index below. The following exhibits are being furnished as part of this report:

Exhibit Index

Exhibit No.						Description
99.1						Press Release (Capital Markets Experience), dated November 4, 2026, of The Estée Lauder Companies Inc.
99.2						Beauty Reimagined: Turning Ambition into Action
99.3						Fueling the Next Generation of Consumer-Centric Growth
99.4						The Next China is Still China
99.5						Estée Lauder: Elevating Brand Leadership through Online Excellence and Innovation
99.6						La Mer: Reinforcing Luxury Skin Care Leadership through Experience and Innovation
99.7						M·A·C: Accelerating Growth through Youth Engagement and Trend-Led Innovation
99.8						The Ordinary: Scaling Next-Generation Engagement through Science and Locally Relevant Innovation
99.9						Fragrance: Advancing Luxury and Artisanal Fragrance through Signature Retail Experiences and Innovation
99.10						Travel Retail: A Window to the World
104						Cover Page Interactive Data File (embedded within the Inline XBRL document)

2

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

						THE ESTÉE LAUDER COMPANIES INC.
Date:			November 4, 2026			By:			/s/ Akhil Shrivastava
									Akhil Shrivastava
									Executive Vice President and Chief Financial Officer

3

Exhibit 99.1

767 Fifth Avenue New York, NY 10153 News Contact: Investors: Rainey Mancini rmancini@estee.com Media: Brendan Riley briley@estee.com

THE ESTÉE LAUDER COMPANIES ANNOUNCES FISCAL 2030 AMBITION AT ITS CAPITAL MARKETS EXPERIENCE: CHINA ECOSYSTEM IMMERSION EVENT

Sustainable Mid-Single-Digit Organic Net Sales Growth through Fiscal 2030

Adjusted Operating Margin of 16.5%-18.5% in Fiscal 2030

Double-Digit Adjusted EPS Growth through Fiscal 2030

New York, November 4, 2026 - The Estée Lauder Companies Inc. (NYSE: EL) today announced its fiscal 2030 ambition at its Capital Markets Experience: China Ecosystem Immersion event in Shanghai, China. Stéphane de La Faverie, President and Chief Executive Officer, and Akhil Shrivastava, Executive Vice President and Chief Financial Officer, outlined the Company’s targets, including its plans to build on the progress of its Beauty Reimagined strategic vision and the execution of its One ELC operating model to deliver sustainable growth while continuing to drive stronger operating leverage and expanded profitability.

“We are now entering a new chapter, moving beyond restoring growth to accelerating sustainable, profitable growth and creating long-term value. Our fiscal 2027 outlook reflects this momentum, with accelerating organic sales growth and another year of significant profitability improvement,” said Stéphane de La Faverie, President and CEO.

“Today, with growing confidence in the strength of Beauty Reimagined and the impact of our One ELC operating model, we are introducing our fiscal 2030 ambition: to deliver sustainable mid-single-digit organic sales growth annually and double-digit adjusted EPS growth through fiscal 2030, while achieving an adjusted operating margin of 16.5%-18.5% in fiscal 2030.”

de La Faverie emphasized, “We are becoming a faster, more agile and more consumer-centric company, with the creativity, entrepreneurial mindset and operational discipline to win in a rapidly evolving beauty landscape. We have laid the foundation, we are building momentum, and I firmly believe the best of The Estée Lauder Companies is yet to come.”

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THE NEXT CHAPTER OF GROWTH

The Estée Lauder Companies Inc. provided the building blocks of its fiscal 2030 ambition, including:

•Beauty Reimagined momentum delivering broad-based sales growth across product categories and geographic regions by:

◦Expanding consumer reach and conversion through best-in-class consumer coverage

◦Recruiting and retaining consumers through transformative innovation

◦Amplifying brand desirability, relevance, equity and engagement through sustained consumer-facing investment

•Continuous improvement driving margin expansion and enhanced operating leverage, through:

◦Completing the execution of the Company’s Profit Recovery and Growth Plan (“PRGP”) approved business cases

◦Embedding everyday efficiency across the organization

◦Advancing additional adjusted gross margin improvement through operational excellence

•Leveraging benefits of the One ELC operating model and Reimagined Ways of Working which have transformed the Company’s structure and culture to execute with speed by:

◦Simplifying processes and scaling technology and automation with its One Operating Ecosystem

◦Empowering faster, more accountable decision making, as a simpler organization with One Team

◦Cultivating a bold, agile and entrepreneurial mindset with One Culture

FISCAL 2030 AMBITION (unaudited)

The Company’s fiscal 2030 ambition reflects its focus on diversifying sales growth, expanding margins and strengthening cash generation.

The Company’s ambitions reflect the following assumptions:

•Sustainable mid-single-digit organic net sales growth through fiscal 2030:

◦More diversified growth across product categories and geographic regions, reflecting greater balance among brands and between the East and West

•Adjusted operating margin of 16.5%-18.5% in fiscal 2030, reflecting:

◦Greater margin expansion in fiscal year 2028, relative to fiscal years 2029 and 2030, reflecting a full-year run-rate of benefits from the final execution of initiatives approved under the Company’s PRGP through fiscal 2027

◦Continued incremental reduction in non-consumer-facing expenses through everyday efficiencies

◦Continued consumer-facing investment to fuel sales growth

•Improvement to the Company’s adjusted effective tax rate, reaching 30% or below by fiscal 2030

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•Through fiscal 2030, the Company expects higher earnings, lower restructuring payments and continued working capital efficiencies to strengthen operating cash flow and, together with optimization of capital expenditures, to increase free cash flow

•Double-digit adjusted diluted net earnings per share growth through fiscal 2030

WEBCAST DETAILS

Interested parties can access the live webcast on Wednesday, November 4th, beginning at 1:00 p.m. China Standard Time (12:00 a.m. ET) at Investors – The Estée Lauder Companies Inc. A replay of the webcast will be archived on the site.

NON-GAAP FINANCIAL MEASURES

This press release includes forward-looking non-GAAP financial measures, including organic net sales, adjusted operating margin, adjusted effective tax rate and adjusted diluted net earnings per common share. Organic net sales represents net sales excluding returns associated with restructuring and other activities; non-comparable impacts of acquisitions, divestitures and brand closures; as well as the impact from foreign currency translation. The Company anticipates a net sales impact from the acquisition of Forest Essentials in fiscal 2028 related to the fiscal 2028 first quarter which is not able to be forecasted at this time with reasonable certainty, nor is it able to forecast the impact of foreign currency with reasonable certainty. Additionally, the Company expects charges from restructuring and other activities of approximately $40 million to $50 million, before taxes, in fiscal 2028, which are currently expected to impact operating margin, effective tax rate and diluted net earnings per common share, and are excluded from these forward-looking metrics. In isolation, the Company’s estimated charges from restructuring and other activities are not expected to impact the projected improvements in these metrics, on a reported basis compared to as adjusted. The Company does not provide full reconciliations of forward-looking non-GAAP measures to the most directly comparable GAAP measures because such reconciliations are not available without unreasonable effort. This is due to the inherent difficulty in forecasting with reasonable certainty certain other amounts that are necessary for such reconciliations. For the same reasons, the Company is unable to forecast with reasonable certainty all adjustments needed in order to provide forward-looking GAAP financial measures at this time. The amount of these adjustments may be material and, therefore, could result in forward-looking GAAP financial measures being materially different or less than forward-looking non-GAAP financial measures.

CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS

Statements in this press release, in particular those in “Fiscal 2030 Ambition,” as well as remarks by the CEO and other members of management, may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements may address the Company’s expectations regarding sales, earnings or other future financial performance and liquidity, other performance measures, product introductions, entry into new geographic regions, information technology initiatives, new methods of sale, the Company’s long-term strategy, restructuring and other charges and resulting cost savings, and future operations or operating results. These statements may contain words like “expect,” “will,” “will

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likely result,” “would,” “believe,” “estimate,” “planned,” “plans,” “intends,” “may,” “should,” “could,” “anticipate,” “estimate,” “project,” “projected,” “forecast,” and “forecasted” or similar expressions. Although the Company believes that its expectations are based on reasonable assumptions within the bounds of its knowledge of its business and operations, actual results may differ materially from the Company’s expectations. Factors that could cause actual results to differ from expectations include, without limitation:

(1)increased competitive activity from companies in the skin care, makeup, fragrance and hair care businesses;

(2)the Company’s ability to develop, produce and market new products on which future operating results may depend and to successfully address challenges in the Company’s business;

(3)consolidations, restructurings, bankruptcies and reorganizations in the retail industry causing a decrease in the number of stores that sell the Company’s products, an increase in the ownership concentration within the retail industry, ownership of retailers by the Company’s competitors or ownership of competitors by the Company’s customers that are retailers and the Company’s inability to collect receivables;

(4)destocking and tighter working capital management by retailers;

(5)the success, or changes in timing or scope, of new product innovation, including launches, and the success, or changes in timing or scope, of advertising, sampling and merchandising programs;

(6)shifts in the preferences of consumers as to how they perceive value and where and how they shop;

(7)social, political and economic risks to the Company’s foreign or domestic manufacturing, distribution and retail operations, including changes in foreign investment and trade policies and regulations of the host countries and of the United States;

(8)changes in the laws, regulations and policies (including the interpretations and enforcement thereof) that affect, or will affect, the Company’s business, including those relating to its products or distribution networks, changes in accounting standards, tax laws and regulations, environmental or climate change laws, regulations or accords, trade rules and customs regulations, and the outcome and expense of legal or regulatory proceedings, and any action the Company may take as a result;

(9)foreign currency fluctuations affecting the Company’s results of operations and the value of its foreign assets, the relative prices at which the Company and its foreign competitors sell products in the same markets and the Company’s operating and manufacturing costs outside of the United States;

(10)changes in global or local conditions, including those due to volatility in the global credit and equity markets, government economic policies, natural or man-made disasters, real or perceived epidemics, supply chain challenges, inflation, or increased energy costs, that could affect consumer purchasing, the willingness or ability of consumers to travel and/or purchase the Company’s products while traveling, the financial strength of the Company’s customers, suppliers or other contract counterparties, the Company’s operations, the cost and availability of capital which the Company may need for new equipment, facilities or acquisitions, the returns that the Company is able to generate on its pension assets and the resulting impact on funding obligations, the cost and

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availability of raw materials and the assumptions underlying the Company’s critical accounting estimates;

(11)shipment delays, commodity pricing, depletion of inventory and increased production costs resulting from disruptions of operations at any of the facilities that manufacture the Company’s products or at the Company’s distribution or inventory centers, including disruptions that may be caused by the implementation of information technology initiatives, or by restructurings;

(12)real estate rates and availability, which may affect the Company’s ability to increase or maintain the number of retail locations at which the Company sells its products and the costs associated with the Company’s other facilities;

(13)changes in product mix to products which are less profitable;

(14)the Company’s ability to acquire, develop or implement new information technology, including operational technology and websites, on a timely basis and within the Company’s cost estimates; to maintain continuous operations of its new and existing information technology; and to secure the data and other information that may be stored in such technologies or other systems or media;

(15)the Company’s ability to capitalize on opportunities for improved efficiency, such as publicly-announced strategies and restructuring and cost-savings initiatives, and to integrate acquired businesses and realize value therefrom;

(16)consequences attributable to local or international conflicts around the world, as well as from any terrorist action, retaliation and the threat of further action or retaliation;

(17)the timing and impact of acquisitions, investments and divestitures; and

(18)additional factors as described in the Company’s filings with the Securities and Exchange Commission, including its Annual Report on Form 10-K for the fiscal year ended June 30, 2026.

The Company assumes no responsibility to update forward-looking statements made herein or otherwise.

The Estée Lauder Companies Inc. is one of the world’s leading manufacturers, marketers and sellers of quality skin care, makeup, fragrance and hair care products, and is a steward of luxury and prestige brands globally. The Company’s products are sold in approximately 150 countries and territories under brand names including: Estée Lauder, Aramis, Clinique, Lab Series, Origins, M·A·C, La Mer, Bobbi Brown Cosmetics, Aveda, Jo Malone London, Bumble and bumble, Darphin Paris, TOM FORD, Smashbox, AERIN Beauty, Le Labo, Editions de Parfums Frédéric Malle, GLAMGLOW, KILIAN PARIS, Too Faced, Dr.Jart+, the DECIEM family of brands—including The Ordinary, NIOD, Avestan and Loopha—as well as Balmain Beauty and Forest Essentials.

ELC-F

ELC-E

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CAPITAL MARKETS EXPERIENCE NOVEMBER 4, 2026 Exhibit 99.2 CAPITAL MARKETS EXPERIENCE Rainey Mancini SENIOR VICE PRESIDENT AND HEAD OF INVESTOR RELATIONS

FORWARD-LOOKING INFORMATION AND NON-GAAP DISCLOSURES Statements made on this webcast and included across all presentations, as well as remarks by the CEO and other members of management, may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements may address the Company’s expectations regarding sales, earnings or other future financial performance and liquidity, other performance measures, product introductions, entry into new geographic regions, information technology initiatives, new methods of sale, the Company’s long-term strategy, restructuring and other charges and resulting cost savings, and future operations or operating results. These statements may contain words like “expect,” “will,” “will likely result,” “would,” “believe,” “estimate,” “planned,” “plans,” “intends,” “may,” “should,” “could,” “anticipate,” “estimate,” “project,” “projected,” “forecast,” and “forecasted” or similar expressions. Although the Company believes that its expectations are based on reasonable assumptions within the bounds of its knowledge of its business and operations, actual results may differ materially from the Company’s expectations. Factors that could cause actual results to differ materially from our forward-looking statements are described in the Company’s filings with the Securities and Exchange Commission, including its Annual Report on Form 10-K for the fiscal year ended June 30, 2026. The Company assumes no responsibility to update forward-looking statements made herein or otherwise. To facilitate discussion of the Company’s underlying business, financial results and expectations presented or discussed across all presentations exclude restructuring and other charges and adjustments, unless otherwise noted. Organic net sales represents net sales excluding returns associated with restructuring and other activities; non-comparable impacts of acquisitions, divestitures and brand closures; as well as the impact from foreign currency translation. The Company uses certain non-GAAP financial measures, among other financial measures, to evaluate its operating performance, which represent the manner in which the Company conducts and views its business. Management believes that excluding certain items that are not comparable from period-to-period, or do not reflect the Company’s underlying ongoing business, provides transparency for such items and helps investors and others compare and analyze operating performance from period-to- period. For free cash flow, this measure represents how much cash the Company has available from operations after the deduction of capital expenditures, which are a recurring and necessary use of cash.  The Company anticipates a net sales impact from the acquisition of Forest Essentials in fiscal 2028 related to the fiscal 2028 first quarter which is not able to be forecasted at this time with reasonable certainty, nor are we able to forecast the impact of foreign currency with reasonable certainty. Additionally, the Company expects charges from restructuring and other activities of approximately $40 million to $50 million, before taxes, in fiscal 2028, which are currently expected to impact operating margin, effective tax rate and diluted net earnings per common share, and are excluded from these forward-looking metrics. In isolation, our estimated charges from restructuring and other activities are not expected to impact the projected improvements in these metrics, on a reported basis compared to as adjusted. The Company does not provide full reconciliations of forward-looking non-GAAP measures to the most directly comparable GAAP measures because such reconciliations are not available without unreasonable effort. This is due to the inherent difficulty in forecasting with reasonable certainty certain other amounts that are necessary for such reconciliations. For the same reasons, the Company is unable to forecast with reasonable certainty all adjustments needed in order to provide forward-looking GAAP financial measures at this time. The amount of these adjustments may be material and, therefore, could result in forward-looking GAAP financial measures being materially different or less than forward-looking non- GAAP financial measures. The Company’s non-GAAP financial measures may not be comparable to similarly titled measures used by, or determined in a manner consistent with, other companies. While the Company considers the non-GAAP measures useful in analyzing its results, they are not intended to replace, or act as a substitute for, any presentation included in the consolidated financial statements prepared in conformity with U.S. GAAP. Information about GAAP and non-GAAP financial measures, including reconciliation information, is included on the Investors area of the Company’s website, www.elcompanies.com, under the heading “GAAP Reconciliation.” See Appendix for footnote definitions referenced throughout this presentation. AGENDA TIME PRESENTATION SPEAKERS 1:00-2:10 PM Beauty Reimagined: Turning Ambition into Action Stéphane de La Faverie, President and CEO     Akhil Shrivastava, EVP and CFO     Brian Franz, Chief Technology & Transformation Officer 2:10-3:10 PM Fueling the Next Generation of Consumer-Centric Growth   Creating Consumer Demand Aude Gandon, Chief Digital & Marketing Officer Powering Growth through Disruptive Innovation René Lammers, Ph.D., EVP, Chief Research & Innovation Officer Delivering Growth through a Dynamic Value Chain Roberto Canevari, EVP, Chief Value Chain Officer 3:10-3:30 PM Break Note: Time in China Standard Time (CST). AGENDA TIME PRESENTATION SPEAKERS 3:30-4:40 PM China: A Blueprint for Consumer-Centric Growth   The Next China Is Still China Joy Fan, President and CEO, China Estée Lauder: Elevating Brand Leadership through Online Excellence and Innovation Ginger Yang, SVP/General Manager – Estée Lauder, China La Mer: Reinforcing Luxury Skin Care Leadership through Experience and Innovation Daisy Jiang, SVP/General Manager – La Mer, China M·A·C: Accelerating Growth through Youth Engagement and Trend-Led Innovation Yan Gao, VP/General Manager – M·A·C, China The Ordinary: Scaling Next-Generation Engagement through Science and Locally Relevant Innovation Sherry Bai, Brand General Manager – The Ordinary, China Fragrance: Advancing Luxury and Artisanal Fragrance through Signature Retail Experiences and Innovation Neo Ye, VP/Brand General Manager – Le Labo, KILIAN PARIS, and Editions de Parfums Frédéric Malle, China 4:40-5:40 PM Travel Retail: A Window to the World Matthew Growdon, President, Asia-Pacific and Travel Retail Worldwide Olivier Dubos, SVP/General Manager – Travel Retail Worldwide Lina Ly, SVP/General Manager - Travel Retail East (Q&A) 5:40-5:55 PM Closing Remarks Stéphane de La Faverie, President and CEO Note: Time in China Standard Time (CST). BEAUTY REIMAGINED: TURNING AMBITION INTO ACTION Stéphane de La Faverie PRESIDENT AND CHIEF EXECUTIVE OFFICER

BEAUTY REIMAGINED: TURNING AMBITION INTO ACTION DELIVERED A STRONG START TO FISCAL 2027, WITH EXCELLENT RESULTS IN 1Q27 +7% 1Q27 Reported Sales Growth +6% 1Q27 Organic*1 Sales Growth +240bps 1Q27 Adjusted Gross Margin*1 +480bps 1Q27 Adjusted Operating Margin*1 +125% 1Q27 Adjusted Diluted EPS*1 Growth +8% 1Q27 Consumer-facing Investments Growth *See Appendix +20% POWERED FRAGRANCE: PRESTIGE THROUGH LUXURY Organically*1 *See Appendix +4% AMPLIFIED SKIN CARE: HEROES + INNOVATION Organically*1 *See Appendix

+1% REIGNITED MAKEUP: LED BY ARTISTRY AND LUXURY Organically*1 *See Appendix STABILIZED HAIR CARE: DRIVEN BY THE ORDINARY DELIVERED GROWTH IN EVERY REGION, FOR THE 2ND CONSECUTIVE QUARTER +5% +4% THE AMERICAS +1% +4% EUKEM +9% +10% ASIA/PACIFIC +7% +9% MAINLAND CHINA Fiscal 4Q26 Fiscal 1Q27 Organically*1 *See Appendix ACHIEVED STRONG PERFORMANCE IN PRIORITY EMERGING MARKETS +15% Organically*1,2 *See Appendix

REALIZED ONLINE STRENGTH AROUND THE WORLD +High Single-Digit Organically*1,3 THE AMERICAS +High Single-Digit EUKEM +High Single-Digit ASIA/PACIFIC +Double-Digit MAINLAND CHINA +High Single-Digit *See Appendix COMPLEMENTED BY IN-STORE PERFORMANCE Note: Includes travel retail. +Mid Single-Digit Organically*1,4 *See Appendix KILIAN PARIS: Moving from Strength to Strength in Fragrance across Multiple Price Tiers La Mer: Thriving In Luxury M·A·C: Reigniting Growth in the Global Prestige Makeup Leader The Ordinary: Soaring as an Indie BEAUTY REIMAGINED | POWERING OUR PORTFOLIO

STRENGTHENED GLOBAL LEADERSHIP IN LUXURY SKIN CARE IN FY26 AND 1Q27 KILIAN PARIS: Moving from Strength to Strength in Fragrance across Multiple Price Tiers La Mer: Thriving In Luxury M·A·C: Reigniting Growth in the Global Prestige Makeup Leader The Ordinary: Soaring as an Indie BEAUTY REIMAGINED | POWERING OUR PORTFOLIO RETURNED TO ORGANIC*1,5 SALES GROWTH IN FY26 AND GREW DOUBLE-DIGITS IN 1Q27 KILIAN PARIS: Moving from Strength to Strength in Fragrance across Multiple Price Tiers The Ordinary: Soaring as an Indie La Mer: Thriving In Luxury M·A·C: Reigniting Growth in the Global Prestige Makeup Leader *See Appendix BEAUTY REIMAGINED | POWERING OUR PORTFOLIO PORTFOLIO’S FASTEST-GROWING BRAND IN FY26 AND 1Q27 M·A·C: Reigniting Growth in the Global Prestige Makeup Leader The Ordinary: Soaring as an Indie La Mer: Thriving In Luxury KILIAN PARIS: Moving from Strength to Strength in Fragrance across Multiple Price Tiers BEAUTY REIMAGINED | POWERING OUR PORTFOLIO 4 CONSECUTIVE QUARTERS OF DOUBLE-DIGIT ORGANIC*1,6 SALES GROWTH KILIAN PARIS: Moving from Strength to Strength in Fragrance across Multiple Price Tiers M·A·C: Reigniting Growth in the Global Prestige Makeup Leader La Mer: Thriving In Luxury The Ordinary: Soaring as an Indie *See Appendix BEAUTY REIMAGINED | POWERING OUR PORTFOLIO

FUELED BY BEAUTY REIMAGINED ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK INCREASING BY +200-250 BPS IN FISCAL 2027 BRINGING INNOVATIONS TO MARKET FASTER THAN EVER

FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 CREATE TRANSFORMATIVE INNOVATION 2 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK INCREASED CONSUMER-FACING INVESTMENTS FOR 7 CONSECUTIVE QUARTERS INVESTING IN HIGHEST ROI OPPORTUNITIES FOR NEW CONSUMER ACQUISITION ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK EXECUTING FINAL PHASE OF PRGP WITH EXCELLENCE EMBRACING AI AND A CONTINUOUS OPTIMIZATION MINDSET ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE 1 CREATE TRANSFORMATIVE INNOVATION 2 REIMAGINE THE WAY WE WORK 5 BOOST CONSUMER-FACING INVESTMENTS 3 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES 4 BEAUTY REIMAGINED | OUR GROWTH PLAYBOOK ONE ELC ONE CULTURE ONE OPERATING ECOSYSTEM ONE TEAM ENTERPRISE BUSINESS SERVICES GLOBAL MEDIA MODEL UNIFIED DTC COMMERCE PRIMED TO CAPITALIZE ON ONE ELC | ONE TEAM

PRIMED TO BENEFIT FROM ONE ELC | ONE CULTURE Bold WE LEAD WITH VISION AND AMBITION Entrepreneurial WE EMBRACE OWNERSHIP AND ACCOUNTABILITY Agile WE MOVE FAST, ALWAYS PUTTING THE CONSUMER FIRST Unified WE ARE ONE TEAM Transformational WE TRANSFORM WITH SPEED AND FOCUS YES WE SAY, “YES!” PRIMED TO OPTIMIZE ONE ELC | ONE OPERATING ECOSYSTEM ENTERPRISE BUSINESS SERVICES GLOBAL MEDIA MODEL UNIFIED DTC COMMERCE ACCENTURE: 85% of roles transitioned through October WPP: 100% transitioned, from >30 agencies to one global agency SHOPIFY: On track to deploy 80% of in-scope brand.com sales and ~300 freestanding stores through Fiscal 2027 ACHIEVED 5TH CONSECUTIVE QUARTER OF SALES GROWTH AND MARGIN EXPANSION IN 1Q27 ORGANIC*1 SALES GROWTH Fiscal 1Q26 Fiscal 2Q26 Fiscal 3Q26 Fiscal 4Q26 Fiscal 1Q27 6% 5% 2% 4% 3% ADJUSTED OPERATING MARGIN*1 EXPANSION (BPS) Fiscal 1Q26 Fiscal 2Q26 Fiscal 3Q26 Fiscal 4Q26 Fiscal 1Q27 +480 +330 +360 +290+300 ADJUSTED GROSS MARGIN*1 EXPANSION (BPS) Fiscal 1Q26 Fiscal 2Q26 Fiscal 3Q26 Fiscal 4Q26 Fiscal 1Q27 +240 +360 +140 +40+60 *See Appendix RAISED FISCAL 2027 OUTLOOK +5.0%-6.5% FY27 Reported Sales Growth Up from +3%-5% +4.0%-5.5% FY27 Organic Sales Growth*1 Up from +3%-5% 12.9%-13.7% FY27 Adjusted Operating Margin*1 Up from 12.7%-13.5% +28%-38% FY27 Adjusted Diluted EPS Growth*1 Up from +24%-34% *See Appendix

PRESTIGE BEAUTY’S STRUCTURAL DRIVERS Skin Care Makeup (girls) Fragrance U.S. TEENS: AVERAGE AGE OF FIRST BEAUTY CATEGORY PARTICIPATION Source: BCG x WWD, April 2025, Survey of ​1,239 current teens and 726 former teens 2000s Teens 2010s Teens Early 2020s Teens Today’s Teens 15 years 10 years 11.25 years 12.5 years 13.75 years 2020 2050 million Source: Beautystreams, Longevity Market Pulse, citing United Nations Department of Economic and Social Affairs ~700 billion ~1.5 PEOPLE GLOBALLY AGED 65+ GREATER CONSUMER LIFETIME VALUE EMERGING MIDDLE CLASS (MILLIONS OF HOUSEHOLDS) 2015 2025 2035 India Asia, excluding China & India Latin America Eastern Europe Africa & Middle East 10 13 53 33 19 128 31 32 73 63 19 218 106 81 105 69 36 397PRESTIGE BEAUTY’S STRUCTURAL DRIVERS Source: “The Outlook For The Emerging Markets Middle Class” Report, Oxford Economics March 2026. Middle Class as the number of households with disposable income between $20,000-$70,000 per year +13% 2025–2035E CAGR +10% +4% +7% +1% EMERGING MARKETS PRESTIGE BEAUTY’S STRUCTURAL DRIVERS CATEGORY MIX BY REGION CY25 Source: *Euromonitor International Limited 2025 © All rights reserved 11% 18% 61% 10% ASIA/PACIFIC, INCLUDING CHINA Fragrance Hair Care Makeup Skin Care 33% 26% 26% 16% THE AMERICAS Skin Care Hair Care Fragrance Makeup 15% 28% 11% EMEA Makeup Skin Care Hair Care 46% FragranceFRAGRANCE FRAGRANCE’S GLOBAL GROWTH Every Region Is Expected to Contribute to Growth Significant Opportunity to Increase Penetration in Asia/Pacific +High Single-Digit* CY25-CY30E CAGR INDUSTRY GROWTH RATE +4%-5% Nearly 3% Fiscal 2026 Fiscal 2028-2030E CAGR POSITIONED TO CAPTURE PRESTIGE BEAUTY’S ACCELERATING TRENDS

Mid Single-Digit Organic*1 Sales Growth Annually through Fiscal 2030 Fiscal 2030 Adjusted Operating Margin*1 16.5%-18.5% *See Appendix FOCUSED ON DELIVERING FISCAL 2030 AMBITION Akhil Shrivastava EXECUTIVE VICE PRESIDENT, CHIEF FINANCIAL OFFICER BEAUTY REIMAGINED: TURNING AMBITION INTO ACTION Sustainable Sales Growth Growth Outperform Global Prestige Beauty & Gain Share Improved Profitability Margin Expand Margins & Generate Operating Leverage Stronger Cash Generation Cash Efficient Working Capital Optimized Capital Expenditures DRIVE LONG-TERM VALUE CREATION FUEL GROWTH WHILE IMPROVING PROFITABILITY VALUE CREATION PLAYBOOK *See Appendix +3% ORGANIC NET SALES*1 Fiscal 2026 Growth +150BPS ADJUSTED GROSS MARGIN*1 Fiscal 2026 Expansion +7% INCREASE IN CONSUMER-FACING INVESTMENTS Fiscal 2026*7 , including co-op advertising +140BPS OF ADJUSTED OPERATING MARGIN*1 EXPANSION DRIVEN BY NON-CONSUMER-FACING EXPENSE OPTIMIZATION Fiscal 2026 +320BPS ADJUSTED OPERATING MARGIN*1 Fiscal 2026 Expansion Fiscal 2025 Fiscal 2026 24.5%26.0% 36.6%36.9% 27.7%29.1% 11.2%8.0% COST STRUCTURE (% OF NET SALES)*8 Non-Consumer- Facing Expenses Consumer-Facing Expenses*7 Cost of Sales Adjusted Operating Margin*1

Fiscal 2030 Outlook*1 76% - 78% *See Appendix EXPAND ADJUSTED GROSS MARGIN A MORE AGILE AND EFFICIENT VALUE CHAIN HIGHER OVERHEAD PRODUCTIVITY ZERO WASTE MINDSET IN OPERATIONS PROCUREMENT AND PLATFORM SAVINGS IMPROVE PRICE RATIONALIZATION VIA OPTIMIZED PROMOTIONS BUILD ON MEASURABLE PROGRESS *See Appendix Fiscal 2024 Fiscal 2025 Fiscal 2026 Fiscal 2030 Outlook ADJUSTED GROSS MARGIN*1 78% 76%75.5% 74.0% 71.7% MAINTAIN COST DISCIPLINE AND EFFICIENCY AS THE BUSINESS GROWS EXECUTE PRGP Full run-rate benefits in FY28 EMBED EVERYDAY EFFICIENCY AI and standardized One ELC processes ONGOING TRANSFORMATION Procurement, organizational effectiveness and media efficiency NON-CONSUMER-FACING EXPENSES (% OF NET SALES) FY25 FY26 FY27 FY30 29.1% 27.7% CONTINUE TO INVEST TO BUILD BRAND DESIRABILITY AND DRIVE GROWTH INVEST FOR GROWTH IMPROVE INVESTMENT EFFECTIVENESS DELIVER OPERATING LEVERAGE *See Appendix CONSUMER-FACING INVESTMENTS*7 ($) FY25 FY26 FY27 FY30 % OF NS +3% YoY Growth +7% YoY Growth

EXPAND ADJUSTED OPERATING MARGIN*1 *See Appendix ADJUSTED OPERATING MARGIN*1 BETWEEN 850BPS TO 1,050BPS OF EXPANSION IN 5 YEARS 13.7% 12.9% 18.5% 16.5% FY27 Revised Outlook FY30FY25 FY26 8.0% 11.2% IMPROVE ADJUSTED EFFECTIVE TAX RATE*1 THROUGH FISCAL 2030 *See Appendix FY25 FY26 FY27 FY30 35.7% 33%-34% 30% or below 38.8% RECOVERY AND REBALANCING OF PROFITABILITY TAX PLANNING INITIATIVES ALIGNED WITH STRATEGIC CHANGES TO OUR MIX OF BUSINESS DELIVER ADJUSTED EPS GROWTH*1 Double-Digit Adjusted EPS Growth through Fiscal 2030 Sales Growth Margin Expansion Lower Effective Tax Rate *See Appendix GENERATE CASH TO FUND GROWTH AND ENHANCE FINANCIAL FLEXIBILITY *See Appendix Operating Cash Flow Capital Expenditures Free Cash Flow*1 INVEST IN THE BUSINESS REPAY DEBT RETURN CAPITAL TO SHAREHOLDERS WHITESPACE M&A - MINORITY INVESTMENTS AND SINGLE-BRAND ACQUISITIONS Maintain Disciplined Capital Allocation

CREATE LONG-TERM VALUE THROUGH BEAUTY REIMAGINED Growth Outperform Global Prestige Beauty & Gain Share Margin Deliver Operating Leverage at the Same Level of Sales Growth Cash Generate Stronger Cash with Disciplined Capital Allocation Strong and Sustainable Value Creation Brian Franz CHIEF TECHNOLOGY & TRANSFORMATION OFFICER BEAUTY REIMAGINED: TURNING AMBITION INTO ACTION ONE ELC TRANSFORMATION DRIVES SUSTAINABLE GROWTH, MARGINS AND PROFITABILITY CONTINUOUS OPTIMIZATION ALIGNED TO BEAUTY REIMAGINED AI AS AN ENTERPRISE CAPABILITY WITH DATA AS A STRATEGIC ASSET ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Unified Commerce Digital/Consumer Flywheel Dynamic Value Chain CREATE TRANSFORMATIVE INNOVATION Faster Innovation BOOST CONSUMER-FACING INVESTMENTS Decision Intelligence FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES Spend Efficiency REIMAGINE THE WAY WE WORK Enterprise Business Services II. DECISION INTELLIGENCE Connect data and insights to improve decisions I. NEW CAPABILITIES & GROWTH Power differentiated experiences and products III. INDIVIDUAL PRODUCTIVITY & PROCESS AUTOMATIONS Enable employees with enterprise AI tools and agentic automation EMBEDDING AI IN THE EXPERIENCES, DECISIONS AND WORKFLOWS THAT MATTER MOST Foundations Established ✓ Evolved Organization ✓ Partner Ecosystem ✓ Unified Data Platform ✓ Unified Commerce Platform ✓ Governance

FOCUSING ON HIGHEST-VALUE OPPORTUNITIES TO SCALE AI NEW CAPABILITIES & GROWTH Agentic Commerce & Experiences AI-Enabled Product Innovation DECISION INTELLIGENCE Conversational Analytics Formula Development Inventory Deployment INDIVIDUAL PRODUCTIVITY & PROCESS AUTOMATIONS People Experience Transformation Enterprise Enablement VALUE-BASED, END-TO-END PROCESS REDESIGN ENABLING CONTINUOUS PRODUCTIVITY FOCUSING ON HIGHEST-VALUE OPPORTUNITIES TO SCALE AI NEW CAPABILITIES & GROWTH Agentic Commerce & Experiences AI-Enabled Product Innovation FOCUSING ON HIGHEST-VALUE OPPORTUNITIES TO SCALE AI NEW CAPABILITIES & GROWTH Agentic Commerce & Experiences AI-Enabled Product Innovation DECISION INTELLIGENCE Conversational Analytics Formula Development Inventory Deployment INDIVIDUAL PRODUCTIVITY & PROCESS AUTOMATIONS People Experience Transformation Enterprise Enablement VALUE-BASED, END-TO-END PROCESS REDESIGN ENABLING CONTINUOUS PRODUCTIVITY FOCUSING ON HIGHEST-VALUE OPPORTUNITIES TO SCALE AI INDIVIDUAL PRODUCTIVITY & PROCESS AUTOMATIONS People Experience Transformation Enterprise Enablement

UNIFIED COMMERCE PLATFORM: EFFICIENT, SCALABLE FOUNDATION TO DRIVE OMNICHANNEL EXPERIENCE AND GROWTH LAUNCHING ACROSS PORTFOLIO BY FY28 +12% checkout completion ~60% Shop Pay adoption 90 Search Engine Optimization score 6-8 weeks launch time (vs. 5-6 months) DECISION INTELLIGENCE TO OPTIMIZE RESOURCE ALLOCATION REAL-TIME Connected Al Decision Layer Unified Commerce Platform Unified Data Platform ✓ Connected insights ✓ Forward-looking ✓ Faster, better decisions R&I Marketing Value Chain Commercial DECISION INTELLIGENCE ENGINE Across 4 focus areas: DRIVING INDIRECT SPEND EFFICIENCY PROCUREMENT & PROCESS EXCELLENCE DISCIPLINED SPEND MANAGEMENT TAIL SPEND CONSOLIDATION

ENTERPRISE BUSINESS SERVICES BUILDS SCALABLE FOUNDATION FOR GROWTH STANDARDIZED INTEGRATED PLATFORMS / AI SCALABLE EFFICIENCY CONTINUOUS OPTIMIZATION Enterprise model connecting: Finance, Tech, Data & Analytics, People, Supply Chain Planning, Consumer Care, Marketing FOCUS ON CONSUMER CENTRICITY • Simplify critical processes • Change the work to drive agility • Enable ELC to focus on consumers STRATEGIC LEVERS • Leverage partner expertise • Harness shared tech / data to operate & scale • B.E.A.U.T.Y. Commitments EMPOWERING OUR PEOPLE TO REIMAGINE WORK WITH AI Notes: * Active adoption across Microsoft 365 Copilot and ChatGPT Enterprise users. ** Growth in ChatGPT active usage compared with the same period last year. BUILD CAPABILITIES THROUGH LEARNING >50% of knowledge workers trained on AI 90% Active Adoption of enterprise AI tools* +60% usage since last year** CREATE SHARED AI-FORWARD MINDSET CONTINUOUS IMPROVEMENT ALIGNED TO BEAUTY REIMAGINED AI AS AN ENTERPRISE CAPABILITY WITH DATA AS A STRATEGIC ASSET ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Unified Consumer Data Platform Omni Experience Tech-Driven Fulfillment Automation CREATE TRANSFORMATIVE INNOVATION China Innovation Center BOOST CONSUMER-FACING INVESTMENTS Decision Intelligence FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES Spend Efficiency REIMAGINE THE WAY WE WORK Enterprise Business Services CHINA ACCELERATES LEARNING FOR ONE ELC TRANSFORMATION China-specific Global capabilities DRIVING CONTINUOUS OPTIMIZATION THROUGHONE ELC TRANSFORMATION DRIVES SUSTAINABLE GROWTH AND MARGIN EXPANSION FOUNDATIONAL PLATFORMS TALENT AND ECOSYSTEM SIMPLIFICATION OF HOW WE WORK SPEND DISCIPLINE AI FOR SPEED, AGILITY AND INNOVATION

Q&A

FUELING THE NEXT GENERATION OF CONSUMER- CENTRIC GROWTH NOVEMBER 4, 2026 Exhibit 99.3 Aude Gandon CHIEF DIGITAL & MARKETING OFFICER CREATING CONSUMER DEMAND CREATING CONSUMER DEMAND BEAUTY REIMAGINED ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE BOOST CONSUMER-FACING INVESTMENTS GROWTH ENABLERS Data & Insights Foundation | Consumer Investment Governance | Global Partner Network | Technology & AI NEW! EXPERTISE-LED MARKETING OPERATING MODEL ONE ELC One Team, One Culture, One Operating Ecosystem SCALING GLOBAL EXPERTISE Leverage Global Digital & Marketing Growth Engine DEEPEN LOCAL & CULTURAL RELEVANCE Catalyst Market Model Serving Local Consumer Embed the consumer at the core Expand consumer coverage & brand desirability Increase speed, relevance & marketing effectiveness Harness AI to transform consumer experience

Strategy Cycle | Business Review Cycle | New Product & Marketing Activation OUR GLOBAL CONSUMER INTELLIGENCE OPERATING SYSTEM INSIGHTS FORESIGHTS INSIGHTS-TO-ACTIONS FUELING GROWTH 1 Trusted Fact Base 2 Insights on Growth Intersection Multi-Layered Foresight Capabilities 3 4 Holistic Brand Performance Tracking 5 Agile & Rigorous NPL Learning & Testing Plan GLOBAL TO LOCAL INSIGHTS FOR CHINA CATEGORY GROWTH SKIN CARE Sustain China Leadership Through Luxury & Trade-Up Expand into the Skin-Health Ecosystem MAKEUP Capture the Emerging Skin Enhancement Opportunity FRAGRANCE Compete with Couture Through Persona-Led Franchises HAIR CARE Reignite Growth through Leave-In Treatment & Care-Styling Hybrids Culture creates buzz; community builds local relevance and commerce fuels the loyalty and advocacy driving the desirability flywheel CREATE CULTURAL CURRENCY BUILD SOCIAL MOMENTUM CULTURE COMMUNITY Buzz & Virality Local Relevance CONVERT DESIRE INTO ACTION COMMERCE Loyalty & Advocacy FUELING GROWTH & BRAND DESIRABILITY OUR CULTURAL ENGAGEMENT MODEL : 3 “C’S” EARNS DESIRABILITY How Brand Love is Earned BRAND EQUITY What a Brand Stands For ACTIVATED IN CULTURE How a Brand Inserts Into Culture EXPANDING CONSUMER COVERAGE WITH 360 ENGAGEMENT GLOBAL ACTIVATION WHERE WE’RE WINNING Delivering Best-in-Class Retail Experiences & High Traffic Shopping Moments WHERE WE’RE SCALING Optimizing Brand.com & Scaling Amazon globally WHERE WE’RE ACCELERATING Fueling Creator, Live & Conversational Commerce

EXPANDING CONSUMER COVERAGE WITH 360 ENGAGEMENT CHINA ACTIVATION WHERE WE’RE ACCELERATING WeChat & Gamified Livestream Programming WHERE WE’RE WINNING Creating Locally Relevant & Immersive Brand Experiences WHERE WE’RE SCALING Expanding 3PP & Pureplay E-Commerce Footprint From To 31 Regional Agencies 1 Global Agency, Consolidating to WPP Fragmented Buying, High Wastage Improved Media Effectiveness via Better Pricing & Quality Placements Performance Marketing Growth & Demand Capture Focus Full Funnel Media & Marketing Expertise CHINA MEDIA JOINT BUSINESS PARTNERS GLOBAL MEDIA JOINT BUSINESS PARTNERS GROWTH MARKETING ENGINE TO OPTIMIZE CONSUMER-FACING INVESTMENTS GLOBAL MEDIA TRANSFORMATION Creative personalization Agentic growth audience identification Full funnel Global planning Real-time optimization Locally relevant execution GROWTH MARKETING ENGINE TO OPTIMIZE CONSUMER-FACING INVESTMENTS ACCELERATING SPEED & EFFECTIVENESS Global to local model in action 3,500 Campaigns Live

Enabled by a Connected, Unified Data Foundation & Intelligence Engine across the Consumer and Marketing Ecosystem ACCELERATING AI ACROSS MARKETING & DIGITAL ENTERPRISE MARKETING ENABLERS Consumer Intelligence & Foresight Engine Growth Marketing & Media Intelligence Generative Engine Optimization BEAUTY REIMAGINED PRIORITIES Accelerate Best-In-Class Consumer Coverage Boost Consumer Facing Investments Reimagine the Way We Work CONSUMER INTELLIGENCE GROWTH MARKETING & MEDIA GLOBAL E-COMMERCE SOURCING NEW CONSUMER GROWTH BYCREATING CONSUMER DEMAND POWERED BY MARKETING & DIGITAL GROWTH ENGINE STRENGTHENING CONSUMER INTELLIGENCE INCREASING CULTURAL RELEVANCE IMPROVING MARKETING EFFECTIVENESS SCALING AI ACROSS THE MARKETING ORGANIZATION René Lammers Ph.D., EVP, CHIEF RESEARCH & INNOVATION OFFICER POWERING GROWTH THROUGH DISRUPTIVE INNOVATION

SCIENCE AND INNOVATION ARE ENDURING SOURCES OF COMPETITIVE ADVANTAGE THREE ENDURING STRENGTHS Product quality and innovation Consumer obsessedDecades of leadership in beauty science OUR INTEGRATED INNOVATION MODEL CREATES DIFFERENTIATED PRODUCTS CONSUMERS LOVE END-TO-END RESEARCH & INNOVATION LIFECYCLE SKIN CARE HAIR CARE MAKEUP (COMPLEXION) SCIENCE MAGIC PE RF O RM A N C E- LE D D ESIRA BILITY-LED MAKEUP (COLOR) FRAGRANCE Package Test & Claims Story TellDiscover Formulate 20+ YEARS LEADING LONGEVITY SCIENCE R&I EFFICIENCY1 TOP QUARTILE30% OF INNOVATION IN <12 MONTHS AMBITION +200–250 bps INNOVATION CONTRIBUTION IN FISCAL 2027 AMBITION 2X INGREDIENT DISCOVERY OUTPUT AMBITION 1. Calculated based on competitor peer set per latest SEC filings A DIFFERENTIATED INNOVATION ENGINE THAT DELIVERS LONG-TERM COMPETITIVE ADVANTAGE

TECHNICAL INSIGHTS AI & DIGITAL TOOLS SCIENTIFIC PLATFORMS GLOBAL KNOWLEDGE SHARED SCIENCE, DATA & LEARNING SHANGHAI Rapid experimentation, validation and ecosystem TORONTO Clinical and testing innovation NEW YORK Core science and global platforms INDIA Ayurvedic Skin care MINNESOTA Hair care and naturally derived innovation PARIS Fragrance science and creative innovation ONE CONNECTED GLOBAL R&I NETWORK CHINA INNOVATION ECOSYSTEM Consumer & Digital Talent Strategic Suppliers Biotech & Medical Partners Universities OUR CHINA INNOVATION CENTER—A BLUEPRINT OF SUCCESS TO SCALE GLOBALLY SUPPORTED BY A CONNECTED R&I DATA FOUNDATION CHINA-FOR-THE-WORLDCHINA-FOR-CHINA SPEED 9 MO Average speed to market of last 5 China-for-China launches <15 MO Time to launch global makeup programs in the last 6 months TALENT 71% Scientists hold Advanced degrees (Masters and above) 2/3 Estée Lauder Companies’ scientists in China are women 13 YEARS Average # years working experience in the industry INSIGHT VALIDATE Early discovery through partnerships with 6 leading Chinese universities Collaboration with 4 Chinese medical and clinical partners SCALE Access to wide range of strategic and start-up suppliers and TPMs REACH AI IS ACCELERATING THE SPEED AND EFFICIENCY OF OUR INNOVATION NETWORK AI INGREDIENT DISCOVERY DIFFERENTIATED SCIENCE, ACCELERATED BY AI AI-EMPOWERED OPEN INNOVATION Identifying high-potential actives faster TARGET Consumer benefit SCREEN Strategic partners ADVANCE Validate the highest- potential ingredients FORMULA NAVIGATOR SPEED, COST & REGULATORY ACCURACY RIGHT-FIRST-TIME FORMULA DEVELOPMENT Improving speed, quality and decision confidence EVALUATE Formulas early ACTIVATE Insights and make decisions faster OPTIMIZE Reduce iterations and development cycle time A DIFFERENTIATED CHINA-FOR-CHINA PRODUCT LAUNCHED AT SPEED First to market recombinant PDRN With breakthrough multi-platform technology, it boosts recovery and enhances benefits post-procedure Speed-to-market: Launched in 9 months

A POWERFUL CHINA-FOR-THE-WORLD INNOVATION THAT REDEFINES SKIN SCIENCE DECADES OF ELC SKIN SCIENCE Builds on deep expertise in skin biology and collagen research PATENT-PENDING BIOTECH FORMULA Targets multiple pathways associated with aging MEASURABLE BIOLOGICAL AND VISIBLE OUTCOMES Demonstrates improvements across multiple consumer and clinical studies READY TO POWER THE NEXT WAVE OF GROWTH ONE CONNECTED, SCIENCE-LED R&I ENGINE: POWERING GROWTH THROUGH DISRUPTIVE INNOVATION DEEP SCIENTIFIC HERITAGE DISRUPTIVE INNOVATION AT SPEED POWERED BY AI, DATA & OUR SCIENTISTS Roberto Canevari EVP, CHIEF VALUE CHAIN OFFICER DELIVERING GROWTH THROUGH A DYNAMIC VALUE CHAIN OUR END-TO-END VALUE CHAIN: TECHNICAL EXPERTISE WITH BRAND AND BUSINESS KNOW HOW BRAND VALUE CHAIN REGION VALUE CHAIN PLAN SOURCE MAKE USE REGENERATEMOVE QUALITY

A VALUE CHAIN STRATEGY IN SERVICE OF BEAUTY REIMAGINED BEAUTY REIMAGINED STRATEGIC PRIORITIES TSR DRIVERS MARGIN / CASHGROWTH ACCELERATE BEST- IN-CLASS CONSUMER COVERAGE FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES REIMAGINE THE WAY WE WORK BOOST OUR CONSUMER-FACING INVESTMENTS CREATE TRANSFORMATIVE INNOVATION Technology x Talent Customer & Consumer Centricity Dynamic Value Chain Value Creation THE BEAUTY CONSUMER LANDSCAPE IS CHANGING E-COMMERCE TAKES THE LEAD. MORE CHANNELS. ALWAYS ON. DEMAND IN REAL TIME. Amazon TikTok ShopBrand.com 24/7 Livestream Specialty-Multi Freestanding Stores GLOBAL LANDSCAPE 1.03B Users 850M Daily Active Users ~1.7 HRS $621B Annual GMV DOUYIN CONTENT, COMMUNITY AND COMMERCE CONVERGE IN A SINGLE SCROLL DYNAMIC VALUE CHAIN: DESIGNED FOR SPEED, BUILT FOR AGILITY, ENGINEERED FOR RESILIENT GROWTH SPEED Win The Moment That Matters INNOVATION TIME TO MARKET 30% of innovation in <12 months 60% of innovation in <18 monthsA M BI TI O N S AGILITY Pivot With The Consumer SOURCE TRANSFERS 2x Faster Real-Time Dynamic X-Regions DEPLOYMENT A M BI TI O N S RESILIENCE Deliver Consistently BUSINESS CONTINUITY 100% Strategic Finished Goods 100% Strategic Raw & Pack SUPPLY SECURITY A M BI TI O N S

Resilience & agility SOURCE Regionalization across raw materials & packaging Localized for Made In China products OUR HIGHLY DIVERSIFIED, GLOBAL NETWORK IS REGIONALIZED FOR BOTH RESILIENCE & AGILITY MAKE Resilience & agility >70% 100% Asia Manufacturing for China +200% Regionalized Manufacturing >50% HainanGuangzhouShanghai WuhanShanghai FY23 From 1 FY26 To 4 DELIVER: WE HAVE EXPANDED COVERAGE IN CHINA FOR CUSTOMER PROXIMITY, AND ADDED AGILITY, SPEED & RESILIENCE 2X Increase in Next Day Delivery State of the Art AGILITY, SPEED & RESILIENCE Compared to FY21 Technology & Automation HAINAN IS LIVEA HIGHLY RESPONSIVE & DYNAMIC NETWORK INDUSTRY BEST- IN-CLASS CHINA FULFILLMENT NETWORK 44X capacity surge vs. normal day FIRST We are AI-POWERED VALUE CHAIN II. DECISION INTELLIGENCE Inventory Deployment & Service Quality Intelligence Time to Insights; Fill Rate; Forecasting AccuracySpeed to Market; Rework Reduction Hours Saved; Process Cycle Time; Efficiency I. NEW CAPABILITIES & GROWTH III. INDIVIDUAL PRODUCTIVITY & PROCESS AUTOMATIONS Digital Twins for Manufacturing Packaging Innovation Process Simplification Manufacturing Line Efficiency Value Chain Team Enablement AI EVERYWHERE Value ChainSelect In-Flight Projects Outcomes

VALUE CREATION: THREE LEVERS DRIVING STRUCTURAL & SYSTEMIC COST ADVANTAGE NETWORK SIMPLIFICATION OPERATIONAL EXCELLENCE CALCULATED INVESTMENTS Lean where we can Accelerators & continuous improvement methodologies Strong where it matters WE ARE DELIVERING GROSS MARGIN EXPANSION FY24 Actual 71.7% 75.5% FY26 Actual GROSS MARGIN +3.8 pts GROSS INVENTORY FY24 Actual $2.6B $2.3B FY26 Actual -8% MARGIN EXPANSION GROSS MARGIN KEY LEVERS Zero Waste Overhead & Manufacturing Efficiencies Direct Cost (Materials & Freight) Innovation Accretion Promo Efficiency Design to Consumer Value SAFETY AS A VALUE

READY TO DELIVER GROWTHONE CONNECTED, FUTURE READY VALUE CHAIN: PRIMED FOR WHAT COMES NEXT SENSING THE CONSUMER SHIFT RESPONDING WITH REGIONALIZED VALUE CHAIN CREATING SUSTAINED VALUE POWERED BY TECH, AI & OUR PEOPLE Q&A

Joy Fan PRESIDENT & CEO, CHINA CHINA: A BLUEPRINT FOR CONSUMER- CENTRIC GROWTH Exhibit 99.4

THE NEXT CHINA IS STILL CHINA ELC CHINA IS POSITIONED TO WIN IN CHINA

CHINA REMAINS A KEY MARKET FOR PRESTIGE BEAUTY, WITH MEANINGFUL GROWTH OPPORTUNITIES Source: 1. Euromonitor, Fixed 2025 ex. rates; Beauty Market = Skincare, Color Cosmetics, Fragrance and Hair Care; Prestige represent the premium segments of these categories; CY30 represents Company forecasts; Per Capita Prestige Spend = Prestige Market Size/Female population aged 15-64 y.o. 2. Financial Report. Top 5 Local Groups: Proya, Chicmax, MGP, Giant Biogene, Botanee. LARGE AND GROWING Prestige Market Size1 China’s prestige beauty market has tripled over the past 10 years, with sizeable growth still ahead CY15 CY25 CY30 $8B $27B 3X CAGR: 4%-6% $32-$36B ONGOING PREMIUMIZATION Prestige’s share in beauty expanded significantly over the past decade, fueled by sustained consumer trade-up Beauty Market Size1 CY15 CY25 Prestige Mass $33B $58B 76% 54% 24% 46% China’s per-capita prestige beauty spend remains far below the U.S., signaling clear headroom for continued premiumization Per Capita Prestige Spend1 (CY25) CHINA $56 US $440 8X After rapid expansion, leading C-Beauty players are now seeing growth normalize Growth of Top 5 Local Beauty Groups2 (YoY%) CY23 CY24 CY25 CY26 1H +37.0% +30.8% +9.1% +2.1%

Source: 1. Penetration in female consumers, Kantar CY25 PRESTIGE BEAUTY INDUSTRY GROWTH +7.6% FY26 vs. FY25 FY25 Q3 Q4 FY26 Q1 Q2 Q3 Q4 FY27 Q1 Prestige Beauty Industry Growth YoY 0.2% 3.2% 12.5% 10.4% 8.1% 9.3% 6.3% 6.7% ELC China Retail Sales Growth YoY 6.5% 8.1% 7.8% 3.2% 7.6%7.2% CHINA’S PRESTIGE BEAUTY MARKET EXPERIENCED SEQUENTIAL RECOVERY SINCE FY25 Q3 SUSTAINED RECOVERY IN PRESTIGE BEAUTY Based on Beauté Research Data CATEGORY OPPORTUNITIES Significant growth opportunity in underpenetrated Makeup & Fragrance MOB% YoY Penetration1 Skin Care +7% 26% Makeup +6% 12% Fragrance +15% 4% Prestige Categories (FY26) 65% 23% 12% Based on Beauté Research Data

CONSUMER-CENTRIC COVERAGE Note: 1. Online Organic Net Sales Growth; Total Reported Online Sales Growth +19% YoY ELC CHINA IS A SCALED BUSINESS WITH BEST-IN-CLASS CONSUMER REACH ELC LEADERSHIP IN CHINA YEARS IN CHINA 33 +10% ELC CHINA DOMESTIC Retail Sales Growth (FY26) BRANDS IN CHINA 17 22.2% +0.5pt YoY Based on Beauté Research PRESTIGE BEAUTY SHARE (FY26) 1,152 ELC DOORS FY26 Year End CITIES WITH ELC DOORS FY26 Year End 154 57% ONLINE Mix of Reported Net Sales (FY26) +16% YoY 1 Presence across China’s leading e-commerce and social platforms DIRECT-TO-CONSUMER Mix of Reported Net Sales (FY26) 53% Proprietary consumer data enables us to maximize life-long customer value NEW CONSUMER ACQUISITION FY26 12M +25% YoY ACCUMULATED CONSUMER Through FY26 ~100M

Source: 1. Brand Health Tracker 2. Beauté Research ESTABLISHED A POWERFUL BRAND PORTFOLIO COVERING SKIN CARE, MAKEUP, FRAGRANCE, AND HAIR CARE SKIN CARE #1 AWARENESS1 #1 LUXURY BRAND2 PIONEERED POST-DERM CARE, UNLOCKING CHINA TURNAROUND #1 NEW BRAND OVER PAST 5 YEARS2 ECO-FRIENDLY BRAND K BEAUTY BRAND #2 BRAND IN MEN CLUSTER2 OIL-BASED SKIN CARE MAKEUP #1 FOUNDATION2 #1 ARTISTRY BRAND ONLINE2 #1 MAKEUP SHARE WINNER2 +10% IN FY26 Q42 RETAIL SALES +78% IN FY262 RETAIL SALES FRAGRANCE #1 ARTISANAL BRAND2 #1 FRAGRANCE SHARE WINNER2 +22% IN FY262 RETAIL SALES +61% IN FY262 RETAIL SALES +8% IN FY262 RETAIL SALES HAIR CARE 100% VEGAN

Source: Beauté Research ELC CHINA HAS OUTPACED THE PRESTIGE BEAUTY INDUSTRY OVER THE PAST SEVEN QUARTERS FY26 ELC SHARE GAIN +0.5pts In FY26, ELC Gained Share Across Prestige Categories BASED ON BEAUTÉ RESEARCH DATA SKIN CARE +0.5pts Share gain +0.4pts Share gain +1.0pts Share gain MAKEUP FRAGRANCE +130 +70 +82 +54 +64 ELC Has Gained Prestige Beauty Share for 7 Straight Quarters BASED ON BEAUTÉ RESEARCH DATA ELC Share Change in Prestige Beauty Industry (YoY, Basis Points) FY25 Q3 Q4 FY26 Q1 Q2 FY27 Q1 +18 Q3 +35 Q4

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Meet consumers where they are through local insights and integrated coverage Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION From China-for-China to China-for-The-World Action Plan Priority #3 BOOST CONSUMER-FACING INVESTMENTS China is reimagining how prestige brands build desire across all touchpoints Action Plan Priority #4 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES Digital leadership + agility + AI-powered productivity BEAUTY REIMAGINED IN CHINA: Building Distinctive Capabilities for a Fast-Evolving Prestige Beauty Industry

Notes: 1. FY19: Tmall, WeChat, Brand.com, China Merchants Bank; FY26: Tmall, JD, Douyin, VIP, WeChat Mini Program, WeChat Store, Brand.com, Little Red Book, PDD. 2. Online Organic Net Sales Growth; Total Reported Online Sales Growth +19% YoY SCALING OUR DIGITAL PRESENCE FOR BROADER COVERAGE AND NATIONAL REACH ONLINE: ONLINE IS OUR MEDIA Creating Awareness and Equity OPERATIONAL EXCELLENCE Real-time AI insights Real-time media optimization End-To-End maximization Real-time omni experience and lifetime value management BROAD, NATIONAL REACH Serving consumers beyond physical store coverage 690+ FY26 CITIES COVERED 57% FY26 ONLINE MIX OF REPORTED NET SALES +16% FY26 vs. FY25 ONLINE ORGANIC NET SALES GROWTH2 2.5B FY26 UNIQUE VISITS EXPANDING DIGITAL FOOTPRINT Expansion Continues 30 FY19 84 FY26 DIGITAL FLAGSHIPS 4E-COMMERCE PLATFORMS1 9 FY19 FY26

Notes: 1. 102 new opening a year, FY27-30 (Plan). FY27 planned closure: -64. Assume -32 closures a year FY28-30. EXPAND OFFLINE SELECTIVELY BY BRAND, CITY AND CONSUMER DEMAND OFFLINE: STORE IS OUR MEDIA attracting young, social & lifestyle-driven consumers 690+ 154 Meaningful Opportunity for Expansion ~3M signature service delivered in FY26 Cities in China Cities with ELC Presence ELC Retail Footprint (# of doors) FY19 837 FY26 FY30 1,152 1,4001 +315 +248

Notes: 1. FY27 Chinese Valentine’s Day vs. FY26 Chinese Valentine’s Day 2. Douyin, time during Beauty of Glory IP period vs. last year same period Tmall JD.com Douyin (TikTok) E-COMMERCE PLATFORMS SOCIAL MEDIA Red Book Douyin (TikTok) Tencent Bilibili OFFLINE RETAILERSDEEP STAKEHOLDER RELATIONSHIPS Beauty of Glory co-created by MAC x Douyin Immersive makeup competition reality show ~3x average watch time, 7x GMV, 50M+ topic views2 EXAMPLE Secured landmark location for Le Labo at Xintiandi through strong retailer partnership Omni experience Outsized organic buzz and traffic Industry-leading productivity EXAMPLE JD x La Mer x Porsche campaign activating men’s premium gifting Category-leading search and share of voice New consumers +39%1, male consumers +15%1 EXAMPLE TAILOR-MADE PLAN FOR EACH KEY ACCOUNT | PLATFORM INNOVATION | BIG DATA PARTNERSHIP | JOINT BUSINESS PLAN

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Meet consumers where they are through local insights and integrated coverage Action Plan Priority #2 Action Plan Priority #3 BOOST CONSUMER-FACING INVESTMENTS China is reimagining how prestige brands build desire across all touchpoints Action Plan Priority #4 FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES Digital leadership + agility + AI-powered productivity BEAUTY REIMAGINED IN CHINA: Building Distinctive Capabilities for a Fast-Evolving Prestige Beauty Industry CREATE TRANSFORMATIVE INNOVATION From China-for-China to China-for-The-World

CHINA INNOVATION CENTER (CIC) CHINA INNOVATION CENTER: POWERING INNOVATION FOR CHINA WITH GLOBAL IMPACT 12,000 m2 fully-equipped lab space ~30% of Global Innovation Sales in Fiscal 2027 from CIC Led 60 New Product Launches with $700M gross sales in FY26 Average project lead-time from concept to market: 9-15 months Quickly act on local trends & ensure deep alignment with local skin needs

CLINIQUE CX RHC CLINIQUE CX PDRN DR.JART+ KX On Counter Date: Dec ’24 On Counter Date: July ’26 On Counter Date: Jan ’25 CHINA FOR CHINA LA MER BALANCING TREATMENT LOTION RE-NUTRIV OIL CLINIQUE CITYBLOCK UV On Counter Date: Apr ’25 On Counter Date: Dec ’25 On Counter Date: Mar ’26 CHINA FOR THE WORLD CHINA MOVES OPPORTUNITIES FROM INSIGHT TO SHELF AT SPEED

BEAUTY X: PARTNER WITH LEADING LOCAL PLAYERS TO ACCELERATE ACCESS TO CUTTING-EDGE EXPERTISE BEAUTY X Open innovation program competition 80% proof-of-concept rate, significantly above industry benchmarks WHERE WE FOCUS Areas with greatest opportunity for transformation Biotechnology AI Consumer experiences Operational excellence 2024 Launched in China 1,000+ start-ups attracted

SCALING GLOBAL EXCELLENCE WITH LOCAL RELEVANCE—A UNIQUE ELC ADVANTAGE IN CHINA GLOBAL FOR CHINAGLOBAL

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Meet consumers where they are through local insights and integrated coverage Action Plan Priority #2 Action Plan Priority #3 Action Plan Priority #4 CREATE TRANSFORMATIVE INNOVATION From China-for-China to China-for-The-World FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES Digital leadership + agility + AI-powered productivity BOOST CONSUMER-FACING INVESTMENTS China is reimagining how prestige brands build desire across all touchpoints BEAUTY REIMAGINED IN CHINA: Building Distinctive Capabilities for a Fast-Evolving Prestige Beauty Industry

360 BRAND EQUITY BUILDING DRIVING DESIRABILITY AMONG CHINESE CONSUMERS ADVERTISING SOCIAL SEEDING E-COMMERCE AS MEDIA THE PHYSICAL EXPERIENCE AS MEDIA

PR EVENTS, OUTPOSTS AND CITY TAKEOVERS ARE OUR MOVING 3D MEDIA

SKIN DIAGNOSTIC FOR PERSONALIZED SOLUTIONS Clinique Skin Diagnostic IN-STORE ACTIVATIONS Jo Malone London Christmas SIGNATURE SERVICE FROM EACH BRAND Aveda Hair Salon INDULGING FACIAL EXPERIENCE La Mer SPA Every La Mer store has cabin service CHINA IS A GLOBAL PIONEER OF HIGH-TOUCH EXPERIENTIAL RETAIL

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Meet consumers where they are through local insights and integrated coverage Action Plan Priority #2 Action Plan Priority #3 Action Plan Priority #4 CREATE TRANSFORMATIVE INNOVATION From China-for-China to China-for-The-World BOOST CONSUMER-FACING INVESTMENTS China is reimagining how prestige brands build desire across all touchpoints Digital leadership + agility + AI-powered productivity FUEL SUSTAINABLE GROWTH THROUGH BOLD EFFICIENCIES BEAUTY REIMAGINED IN CHINA: Building Distinctive Capabilities for a Fast-Evolving Prestige Beauty Industry

WE HAVE INTEGRATED AI TO SUPERCHARGE OUR MARKETING EFFECTIVENESS AND OPERATIONAL EFFICIENCY AI PAGE DESIGN SMART BEAUTY ADVISORSAI LIVESTREAM AI STOREAI GENERATED CONTENT

ELC CHINA HAS ESTABLISHED ONE OPERATING MODEL FROM 2012 TO ENABLE GREATER SPEED, AGILITY AND EFFICIENCY VALUE CHAIN State-of-the-art Fulfillment Capabilities SHANGHAI FULFILLMENT CENTER • 3-in-1: Connects bonded warehouse with main DC and Online warehouse • Highly automated order fulfillment and delivery, lights-out operations running 24/7 • Maximum capacity: 400K+ orders per day ONE TEAM Consumer-led & Expert-enabled ONE TEAM GREATER IMPACT TOGETHER Creative Retail Excellence Corporate E-Commerce Enterprise Marketing & Data Store Design & Visual Merchandising STRATEGIC OUTSOURCING For Optimal Efficiency & Quality China’s outsourcing strategy backdated to 2012 to maximize domain expertise and unlock operation agility Domain-based “ELC China × External Partners” model adopted with stringent Service Level Agreement, high- performance output and favorable terms E-COMMERCE FINANCE HR TECHNOLOGY CROSS-FUNCTIONAL MARKETING

CHINA IS MORE THAN A GROWTH MARKET IT IS A BLUEPRINT FOR ELC’S NEXT CHAPTER

Ginger Yang SVP/GENERAL MANAGER—ESTÉE LAUDER, CHINA ELEVATING BRAND LEADERSHIP THROUGH ONLINE EXCELLENCE AND INNOVATION Exhibit 99.5

ESTÉE LAUDER: #1 PRESTIGE BEAUTY BRAND FOR CHINESE CONSUMERS Notes: 1. Brand Health Tracking, FY26Q1; 2. Chinese Consumer = Travel Retail APAC + China + Hong Kong SAR 3. Beauté Research 4. Department stores / freestanding stores #1 PRESTIGE BEAUTY BRAND Among Chinese Total Consumers2 #1 PRESTIGE BEAUTY BRAND2,3 FY26 11% PRESTIGE BEAUTY SHARE2,3 FY26 14% PRESTIGE BEAUTY SHARE | SKIN CARE2,3 FY26 CONSUMER REACH IN 150+ CITIES FOOTPRINT REACH 356 DS/FSS4 Doors ~4.8M CONSUMERS AS OF FY26 NEW CONSUMER ACQUISITION ~2.6M FY26 China Domestic #1 BRAND AWARENESS Unaided / Aided Brand Awareness PRESTIGE SKIN CARE BRAND1 #1 FY26 Q1 CHINESE CONSUMER2 RETAIL SALES $3.8B FY26

Action Plan Priority #1 ACCELERATE BEST- IN-CLASS CONSUMER COVERAGE Accelerate consumer coverage through online excellence Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION Advance industry-leading, cutting edge, and comprehensive skin longevity science and ingredients

Action Plan Priority #1 | Accelerate Best-in-Class Consumer Coverage TRANSFORM ONLINE RETAIL INTO A POWERFUL EXPERIENCE AND BRAND-BUILDING ENGINE Notes: 1. Beauté Research, FY26 CONSUMERS ~3.8M Through Online Channels | As of FY26 +17% ESTÉE LAUDER ONLINE RETAIL SALES GROWTH | FY26 vs. FY25 ONLINE PRESTIGE BEAUTY SHARE | FY26 +35 BPS1 #2 Prestige Beauty Brand1 #1 Prestige Beauty Brand1 DOUYIN #2 Prestige Beauty Brand1 TMALL #2 Prestige Beauty Brand1 JD WIN IN ONLINE CHANNELS ONE DIGITAL ECOSYSTEM, DISTINCT ROLES

Action Plan Priority #2 | Create Transformative Innovation DRIVING LONGEVITY LEADERSHIP THROUGH ACCELERATED INNOVATION FY26 INNOVATION OF TOTAL BUSINESS ~26% Notes: 1. Beauté Research, first launch year #2 Luxury Eye Care1 #4 Luxury Cream1 #4 Luxury Lotion1 ~$15M retail sales In first 2 months 1.2M FY26 NEW TO FILE FROM INNOVATIONS BUILDING & MAXIMIZING INNOVATIONS ACCELERATED INNOVATION WITH STRONG DEBUT YEAR THE NEXT FRONTIER OF LONGEVITY 20 years of Longevity Research Stanford Longevity Partnership 20+ SIRTIVITY-LP patents SKIN LONGEVITY EXPERIENCE

AMPLIFY CONTENT COMMERCE Action Plan Priority #1 Accelerate Best-in-Class Consumer Coverage LEAD IN CONTENT E-COMMERCE CONNECT ONLINE TO OFFLINE LONGEVITY 2.0 Action Plan Priority #2 Create Transformative Innovation GLOBAL FOR CHINA CHINA FOR CHINA FUTURE FORWARD: REDEFINE THE NEW PINNACLE OF PRESTIGE BEAUTY

REINFORCING LUXURY SKIN CARE LEADERSHIP THROUGH EXPERIENCE AND INNOVATION Daisy Jiang SVP/GENERAL MANAGER—LA MER, CHINA Exhibit 99.6

CONSUMER TURNING CONSUMER-FACING EXPERIENCE INTO SOLID GROWTH 1.6M FY26 NUMBER OF CUSTOMERS CHINA DOMESTIC 45% FY26 NEW TO FILE CUSTOMER SALES CONTRIBUTION % +23.4% NEW TO FILE CUSTOMER GROWTH FY26 VS. FY25 28% | 44% ALL CHANNELS FY26 CONSUMER RETENTION OFFLINE MARKET LEADERSHIP NEW PRODUCT LAUNCHES | POWER SUSTAINED SHARE GAIN #1 Luxury Skin Care1 26.6% | +56 BPS FY26 CHINA DOMESTIC LUXURY SKIN CARE SHARE1 FY26 VS. FY25 CHINA DOMESTIC AND CHINESE CONSUMER2, FY26 BUSINESS SUSTAINED GROWTH MOMENTUM $3,185M | 9.1% FY26 CHINESE CONSUMER2 RETAIL SALES | PRESTIGE BEAUTY SHARE $1,332M | +11.8% CHINA DOMESTIC RETAIL SALES | GROWTH RATE FY26 FY26 VS. FY25 Note: 1. Beauté Research 2. Chinese Consumer Retail Sales = Travel Retail APAC + Mainland China + Hong Kong SAR #1 LUXURY SKIN CARE BRAND IN CHINA1

Action Plan Priority #3 BOOST CONSUMER-FACING INVESTMENTS Crafting immersive retail experience and unrivaled luxury sanctuaries Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION New product launches as core growth engine for brand equity & portfolio amplification

1. Beauté Research, retail sales growth, FY26 vs. FY25 2. Anti Aging NEW PRODUCT LAUNCHES AS CORE GROWTH ENGINE FOR BRAND EQUITY & PORTFOLIO AMPLIFICATION Action Plan Priority #2: Create Transformative Innovation Establish High-Efficacy Leadership Elevate Luxury Image and Emotional Connection Franchise Play To Redefine Ultimate AA2 Solution 53% FY26 FRANCHISE NEW-TO-FILE BUYERS +25%1 FY26 NIGHT FRANCHISE GROWTH CORE AA2 FRANCHISE

CRAFTING ELEVATED, IMMERSIVE RETAIL EXPERIENCE Action Plan Priority #3: Boost Consumer-facing Investments Build Immersive Brand Experience Store Offer the Most Advanced Skin Diagnostic Tailor-Made CRM Engaging Omnichannel Retail Journey

PINNACLE LUXURY EXPERIENCE Action Plan Priority #3: Boost Consumer-facing Investments Leverage SPA de La Mer In All Doors Establish Paid Services Across 34 Luxury Hotel & Resort Destinations Scale Genaissance de La Mer Awareness for VVlP Community

ELEVATE LUXURY SANCTUARIES Institutionalizing Wellness Experiences ELEVATING SPA EXCELLENCE EXPANDING DESTINATION SPAS & LUXURY HALO Action Plan Priority #3 Boost Consumer-Facing Investments Action Plan Priority #2 Create Transformative Innovation AMPLIFY INNOVATION FRONTIERS Fortifying Core Anti-aging Leadership CO-DEVELOPING GLOBAL SCIENTIFIC BREAKTHROUGHS UNLOCKING LOCALLY TAILORED INNOVATIONS

Yan Gao VP/GENERAL MANAGER – M·A·C, CHINA ACCELERATING GROWTH THROUGH YOUTH ENGAGEMENT AND TREND-LED INNOVATION Exhibit 99.7

AMBITION: Source: Brand Health Tracker FY26 Q1 Report, business update to FY26, Beauté Research FY26 TO LEAD MAKEUP ARTISTRY IN CHINA CONSUMER COVERAGE BUSINESS IMPACT YOUNG CONSUMERS UNDER 35 YEARS-OLD 79% ACTIVE CONSUMERS 4.4M+ IN MAKEUP ARTISTRY #1 IN BRAND AWARENESS ON DOUYIN #1 LIP IN MAKEUP ARTISTRY #1 ONLINE 1 LIP PRODUCT SOLD EVERY ~6 SECONDS

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Go where young consumers go Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION Turn local insights into fast innovation to capture trends

OFFLINE Always present in the hippest, coolest places young consumers go DOUYIN Highly visible where they spend most of their time BRING THE SHOW Tap into youth culture & community they care about #2 DOUYIN Prestige Makeup Brand1 FOLLOW CONSUMER FOOTPRINT - 360 CAPTURE CHINA’S YOUTH Action Plan Priority #1 | Accelerate Best-in-Class Consumer Coverage Source: 1 Beauté Research, FY26

TURN LOCAL FORESIGHT INTO FAST INNOVATION TO CAPTURE TRENDS OF GEN Z Action Plan Priority #2 | Create Transformative Innovation CREATE BRAND HEAT & COLLECTIBILITY | M·A·C X POPMART SKULLPANDA TIME PERIOD: August 6-31, 2026 ; Note: 1. Chinese Valentine’s Day. RED BOOK SOCIAL BUZZ 2026 CVD1 #1 IMPRESSION 600M+ TOTAL LIP RETAIL SALES GROWTH VS. LY +39%

Decode consumer shift in places, platforms & behaviors Reinvent retail experience CAPTURE TODAY, ANTICIPATE TOMORROW Action Plan #1 Accelerate Best-in-Class Consumer Coverage Define what’s next for Chinese makeup consumers Elevate trendy-edgy brand persona HARNESSING GLOBAL & CHINA INNOVATION TRENDS Action Plan #2 Create Transformative Innovation

Sherry Bai BRAND GENERAL MANAGER – THE ORDINARY, CHINA SCALING NEXT-GENERATION ENGAGEMENT THROUGH SCIENCE AND LOCALLY RELEVANT INNOVATION Exhibit 99.8

Action Plan Priority #1 ACCELERATE BEST-IN-CLASS CONSUMER COVERAGE Recruit the next generation of consumers with social- first approach Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION Optimize use of trusted ingredients Make breakthrough ingredients accessible to all Global vision, China speed

SCALING THE BUSINESS WINNING WHERE CONSUMERS SHOP $60M Retail Sales1 > 80% VS. FY25 FY26 Over Notes: 1. Total channel including cross border 2. TM Domestic + TM Global Internal CRM Data 3. DY Domestic+Global Flagship Store FY26 retail sales $11M Retail Sales3 DOUYIN Phone 9:16 Serum #10 AMONG TOTAL 17K NEW BEAUTY BRANDS IN CY25 LITTLE RED BOOK SEARCH RANKING Lotion #9#2 TMALL #4 Serum - by unique buyers2 Lotion - by unique buyers2 ACCELERATING CONSUMER COVERAGE DROVE CHINA RETAIL SALES TO $60M, >80% GROWTH IN FY26 ~3M NEW CONSUMERS ALL CHANNELS DRIVING CONSUMER DEMAND

37% % of search traffic begins with a skin concern, category or ingredient query THE O. EXPANDS OUR REACH WITH CHINA’S NEXT GENERATION OF SKIN CARE CONSUMERS Action Plan Priority #1 | Accelerate Best-in-Class Consumer Coverage Notes: 1. CY25 Kantar RECRUIT THE NEXT GENERATION QUALITY & TRANSPARENCY SCIENCE-LED AND HIGH EFFICACY bottles sold in FY26 ~4.2 million CONSUMER AGE DISTRIBUTION 65% 80% 35% 20%(18-24 y.o) (15-24 y.o) OTHERS YOUNG CONSUMER Prestige Skincare1The Ordinary

FAST SPEED AND LOCALLY RELEVANT INNOVATION EXPANDED GLYCOLIC ACID RETAIL SALES BY 137% Action Plan Priority #2 | Create Transformative Innovation CHINA REQUIRES A DIFFERENT FORMULA China permits a max AHA concentration of 6% The Ordinary’s global Glycolic Acid hero contains 7% FINDING THE RELEVANT INNOVATION FUELING GROWTH FY25 FY26 GLYCOLIC ACID RETAIL SALES ($M) $7M $16M +137% ERGOTHIONEINE RED Search Index (‘000) FEB 2024 FEB 2025AUG 2024MAY 2024 NOV 2024 50,788 448,360 221,656

Everyone’s Favorite Scientist Consistently reinforce brand persona across all touchpoints Ingredient-led Formulation Expand channel coverage and accelerate brand awareness growth as a recent market entrant No Celebrity Endorsements Deep network of formulators and skin-tellectuals Selective Distribution Leverage cutting-edge global science and technologies, alongside emerging ingredient trends in China, to drive highly relevant innovation Low Promotions Stay rooted in transparent and honest pricing GLOBAL FUNDAMENTALS CHINA GROWTH ENGINES REIMAGINE HOW WE BUILD BRANDS FY27: Scaling The Ordinary by protecting what makes it different

ADVANCING LUXURY ARTISANAL FRAGRANCE THROUGH SIGNATURE RETAIL EXPERIENCES AND INNOVATION Neo Ye VP/BRAND GENERAL MANAGER – LE LABO, KILIAN PARIS AND EDITIONS DE PARFUMS FRÉDÉRIC MALLE, CHINA Exhibit 99.9

ESTÉE LAUDER COMPANIES GAINED +1.0PT OF PRESTIGE FRAGRANCE SHARE1 IN FY26 Notes: 1. Beauté Research; 2. New-to-brand consumers from Jo Malone London, Le Labo, KILIAN PARIS, Editions de Parfums Frédéric Malle, and TOM FORD with fragrance in their first order LEADING GROWTH $305M | +24% CHINA DOMESTIC FRAGRANCE Retail Sales1 FY26 FY26 VS. FY25 ELC’S SHARE IN PRESTIGE FRAGRANCE1 +1.0PT FY26 VS. FY25 ARTISANAL LEADERSHIP #1 Artisanal Group1 ELC FY26 #1 Artisanal Brand1 JO MALONE LONDON FY26 OUR FRAGRANCE PORTFOLIO OFFLINE RETAIL LEADERSHIP +30% BRICK & MORTAR Fragrance Retail Sales Growth1 FY26 VS. FY25 $4M / YEAR #1 DOOR PRODUCTIVITY in Prestige Fragrance1 LE LABO, FY26 NEW CONSUMER ACQUISITION 994K NEW-TO-FILE CONSUMERS ELC Fragrance2 FY26 +33% NEW-TO-FILE GROWTH ELC Fragrance2 FY26 VS. FY25

Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION Core fragrance, scented lifestyle category, and gifting innovation to drive growth, build buzz and reinforce brand heritage Action Plan Priority #3 BOOST CONSUMER-FACING INVESTMENTS Create 360° distinctive and brand-authentic experiences that inspire lasting engagement and advocacy

Action Plan Priority #2 CREATE TRANSFORMATIVE INNOVATION SCENTED LIFESTYLE CATEGORY A Scented Lifestyle Experience Extend fragrance into lifestyle creations Build connection to everyday life High frequency items at attractive price point GIFTING AND HOLIDAY Festive exclusive designs around hero scents to win in key gifting moments in China CORE FRAGRANCE GLOBAL INNOVATION LE LABO: Violette 30 JO MALONE LONDON: Vanilla Scotch TOM FORD: Figue KILIAN PARIS: Angels’ Share GLOBAL FOR CHINA LE LABO: Beijing and Shanghai city exclusives

ICONIC STORE DESIGN & PERSONALIZED EXPERIENCE CURATE DISTINCTIVE, IMMERSIVE RETAIL SPACES SIGNATURE SERVICES: LE LABO: Fresh blending JO MALONE LONDON: Scent layering service KILIAN PARIS: Signature In-Store Cocktail Party CURATED BRAND EVENTS TOM FORD Oud Voyager Launch Event JO MALONE LONDON Limited Life Event LE LABO On Wheels KILIAN PARIS’ Party BRAND-AUTHENTIC ADVERTISING Amplify brand- authentic advertising and content at scale to strengthen awareness and brand storytelling Action Plan Priority #3 BOOST CONSUMER-FACING INVESTMENTS

CREATE TRANSFORMATIVE INNOVATION Action Plan Priority #2 Maximize global key innovation in China Drive global brand innovation based on China insights FUTURE FORWARD BOOST CONSUMER-FACING INVESTMENTS Action Plan Priority #3 Drive greater impact through brand storytelling and distinctive experiences

Q&A

TRAVEL RETAIL: A WINDOW TO THE WORLD NOVEMBER 4, 2026 Exhibit 99.10 GLOBAL TRAVEL RETAIL Matthew Growdon PRESIDENT, ASIA-PACIFIC AND TRAVEL RETAIL WORLDWIDE TRAVEL RETAIL: A WINDOW TO THE WORLD TRAVEL RETAIL: STRATEGIC PLATFORM TO RECRUIT CONSUMERS AND BUILD BRANDS Source: 1. PAX-Air4cast data (international departure); 2. CY25 Generation Research Annual Report;  3. M1ind-set B1S report. BEAUTY STILL #1 CATEGORY $30B | ~35% Mix CY25 Prestige Beauty travel retail sales2, Mix of total travel retail industry3 TOP CHANNEL FOR PRESTIGE BEAUTY One of the largest Global channels BRAND RECRUITING WINDOW ~2/3 shoppers bought a specific product for the first time in Travel Retail3 GROWING AND DIVERSIFIED TRAVELER BASE 2B | +3% | +12% International Departure FY26 | YOY% vs. FY25 | Recovery vs. CY191 INCREASING & ACCELERATING TOURISM REVENUE ~$1T | +9% IATA Global Airline Revenue from passengers, CY25 & estimated growth in CY26 NEW AIRPORT DEVELOPMENT ~50 India alone plans Major global air hubs undergoing expansion and modernization  new airports in next 5 years

Source: 1. FY26 Q4 East market based on Beauté Research, West market based on Generation Stabilized Retail in Travel Retail East and Worldwide FY27 Q1 Share gain in both Travel Retail East and West FY26 Q41 ELC IS A LEADER IN BEAUTY IN TRAVEL RETAIL Source: CY25 Generation Research Annual Report UNIQUE AND DIVERSIFIED OPPORTUNITIES IN THE EAST $18.5B, ~63% Mix Category Mix Skin Care Makeup Fragrance Hair Care Mix of Business China Mainland Korea Hong Kong SAR, Macau SAR Other Travel Retail East Markets TRAVEL RETAIL EAST MARKET 43% 14% 16% 27% 1% 63% 15% 21% UNIQUE AND DIVERSIFIED OPPORTUNITIES IN THE WEST Category Mix 72% 28% Fragrance Hair Care Skin Care Makeup Mix of Business Mature Markets Emerging Markets 9% 12% 78% 1% TRAVEL RETAIL WEST MARKET $11.0B, ~37% Mix Source: CY25 Generation Research Annual Report ELC’S REGIONALIZED MODEL SHARPENS OWNERSHIP AND PRIORITIES 1. Best-in-class retail execution 2. Diversify consumer reach and geographic footprint 3. Broaden portfolio representation TRAVEL RETAIL WEST TRAVEL RETAIL EAST TRAVEL RETAIL WORLDWIDE AMERICAS EUROPE UK/IRELAND MIDDLE EAST/INDIA/AFRICA CHINA KOREA JAPAN REST OF TRAVEL RETAIL EAST

ELC’S REGIONALIZED MODEL SHARPENS OWNERSHIP AND PRIORITIES Sources: 1. ELC FY26 ranking based on the Generation Research; 2. ELC FY26 Ranking based on Beauté Research TRAVEL RETAIL EAST Reignite growth as #1 in the largest prestige beauty travel retail market2 Regional Priorities 1. Strengthen skin care leadership via service & luxury experience 2. Further unlock growth across brand portfolio 3. Gain share in growth destinations FASTER-DECISION MAKING | FEWER SPANS AND LAYERS | ENHANCED PRODUCTIVITY | SPEED TO MARKET TRAVEL RETAIL WORLDWIDE TRAVEL RETAIL WEST Accelerate Share Gain as Market Challenger (#5)1 Regional Priorities 1. Accelerate fragrance 2. Expand productive retail space 3. Scale in emerging marketsA new operating model, alongside a redesigned organizational structure, brings our teams closer to consumers and key retail partners, enabling greater agility and market relevance. DOWNTOWN DESTINATION DUTY-FREE RETAIL ONLINE IN-FLIGHT CRUISE AIRPORT GLOBAL GATEWAY RETAIL Source: 1. Based on FY26 Door count by country GLOBAL CHANNEL ECOSYSTEM EXPANDS CONSUMER COVERAGE ELC Travel Retail is present in 1,900+ brick-and-mortar locations with 6,700+ POS1 globally Airport: Miami DFA Beauty Store AIRPORT GLOBAL GATEWAY RETAIL Source: 1. Based on FY26 Door count by country Le Labo – CDF (Ex-DFS) Four Seasons Macau Estée Lauder – Shilla Seoul Downtown GLOBAL CHANNEL ECOSYSTEM EXPANDS CONSUMER COVERAGE ELC Travel Retail is present in 1,900+ brick-and-mortar locations with 6,700+ POS1 globally DOWNTOWN DESTINATION DUTY-FREE RETAIL ONLINE IN-FLIGHT CRUISE Source: 1. Based on FY26 Door count by country GLOBAL CHANNEL ECOSYSTEM EXPANDS CONSUMER COVERAGE Focusing on the quality and personalization of the online experience (shop in shop, elevated on-site product and brand experience, targeted CRM activation programs) Club AvoltaKorea ShillaHainan Replenishment Site ONLINE IN-FLIGHT CRUISE AIRPORT GLOBAL GATEWAY RETAIL DOWNTOWN DESTINATION DUTY-FREE RETAIL

Source: 1. Based on FY26 Door count by country GLOBAL CHANNEL ECOSYSTEM EXPANDS CONSUMER COVERAGE ELC Travel Retail is present in 1,900+ brick-and-mortar locations with 6,700+ POS1 globally In-flight: Korea Air Korea Air First class lounge: Estée Lauder Re-Nutriv Activation ONLINE IN- FLIGHT CRUISE I - I AIRPORT GLOBAL GATEWAY RETAIL DOWNTOWN DESTINATION DUTY-FREE RETAIL LATEST GLOBAL OPENINGS BRING BRAND EQUITY TO LIFE THROUGH ELEVATED EXPERIENCES Jo Malone London Heathrow T2 (opened in FY26) LATEST GLOBAL OPENINGS BRING BRAND EQUITY TO LIFE THROUGH ELEVATED EXPERIENCES DFA Macau Venetian Downtown Estée Lauder CDF (ex-DFS) Macau Downtown La Mer SEAMLESS JOURNEY ACROSS DOMESTIC AND TR WITH CONSUMERS AT THE CENTER ONE JOURNEY WITH CONSUMERS AT THE CENTER DISCOVER 3 EXPLORE, EXPERIENCE & TRY PRODUCTS DURING TRAVEL Domestic B&M and Online Travel Retail Channel Touchpoints PURCHASE 4 SHOP SEAMLESSLY, PHYSICAL AND DIGITAL Domestic B&M and Online Travel Retail Channels REPLENISH 5 LOYALTY AND OMNICHANNEL REPURCHASE Domestic: Brand/Retailer Membership  Travel Retailer Membership PLAN 2 RESEARCH, COMPARE & BUILD WISH LISTS Domestic and Travel/Destination Media INSPIRE 1 CAMPAIGNS, CREATORS AND SOCIAL ENGAGEMENT Domestic Media

Jan Feb Mar Apr May Jun Jul Sep Oct Nov DecAug MEETING CONSUMERS AT EVERY MOMENT WITH DIFFERENTIATED EXPERIENCES Ramadan + EID Women’s Day Easter Golden Week Labor Day Mothers’ Day 618 Double 11 Thanksgiving Diwali Cyber Week Christmas Golden Week Middle Autumn Festival Peak: Summer Vacation Peak: New Year & Winter Vacation Lunar New Year Valentine’s Day CHINESE NEW YEAR CAMPAIGNS DIWALI CAMPAIGNS RAMADAN AND EID CAMPAIGNS EXTENDING ELC BRAND POWER ACROSS KEY MOMENTS AROUND THE GLOBE Accelerating Growth Through Connected Market Development Examples from China, India and Middle East COORDINATED LAUNCHES AMPLIFY HIGH-IMPACT INNOVATION Source: Beauté Research FY26 Estée Lauder Double Wear launch in China DOMESTIC CHINA: +29% YOY growth in retail sales in FY26 Q3 Suzhou Center - February/March 2026 TRAVEL RETAIL HAINAN: May retail sales +29% vs. FY25 monthly average Hainan HTB - May 2026 TRAVEL RETAIL EXTENDS DOMESTIC INVESTMENT THROUGH HIGH-IMPACT, TRAVELER-RELEVANT CAMPAIGNS La Mer Arrive Hydrated Travel Retail Exclusive CampaignHainan Jay Chou Sanya Concert Partnership & In-store Activation, Mar 25 & Dec 26 La Mer Tranquility Travel Retail Exclusive Campaign

BRINGING OUR BRANDS TO LIFE THROUGH IMMERSIVE TRAVEL RETAIL EXPERIENCES REIMAGINING TRAVEL RETAIL FOR THE FUTURE OF PRESTIGE BEAUTY From Traditional Retail & Merchandising To Iconic “Sense of Place” London Heathrow T2 Jo Malone London From Transaction-driven Shopping Journey To Immersive Retail-tainment Experience JFK T8 KILIAN PARIS Speakeasy From Shared Assortment with Domestic To Travel-Tailored Innovation Estée Lauder Diane Von Furstenberg Retail limited edition CHINESE TRAVELING CONSUMER AND CHINA TRAVEL RETAIL Olivier Dubos SENIOR VICE PRESIDENT/GENERAL MANAGER, TRAVEL RETAIL WORLDWIDE Source: 1. Chinese Traveling Consumer departures from all airports (China & overseas); 2. Hainan Provincial Bureau of Statistics. ELC HAS THE AGILITY AND GLOBAL PRESENCE TO SERVE CHINESE TRAVELERS GLOBALLY OUTBOUND CHINESE TRAVELERS 117M FY26 CTC INTL DEPARTURES1 +10% VS. FY25 86% of CY19 levels What shapes destination choices Foreign exchange Destination momentum shifting Visa policies Geopolitics Cultural trends HAINAN DUTY-FREE ECOSYSTEM ~110M CY25 HAINAN VISITORS2 +9% VS. CY24 133% of CY19 levels What sustains Hainan momentum China’s largest duty-free ecosystem Duty free policy Destination investment Frictionless domestic travel Mature retail ecosystem

Source: 2026 Chinese Traveling Consumer Shopper Study, ELC Internal CONNECTING PLANNING AND VALUE WITH DIGITAL, EXCLUSIVITY AND DISCOVERY WHAT REMAINS CORE 50%+ Beauty remains a staple 60%+ Highly planned 56% Value remains a key driver WHAT IS EVOLVING 98% Digital throughout the journey 41% Exclusivity beyond price 32% Discovery drives impulse Chinese Consumer Shopper Study Insights CHINA’S TOP AIRPORT HUBS ARE UNVEILING NEW TRAVELLER EXPERIENCES SOON SHANGHAI AND BEIJING AIRPORT RENOVATION ELC NEW STORE RENDERING ELC’S PRIME RETAIL PRESENCE EXTENDS CHINESE TRAVELER ENGAGEMENT ACROSS APAC AND BEYOND Macau - DFA Venetian Downtown Japan Haneda Airport T3 Shilla Seoul Downtown Singapore Changi Airport Source: 1. Hainan Provincial Bureau of Statistics 2. CDF White Paper Report  3. ELC Hainan New to File Report HAINAN: WORLD’S LARGEST DUTY-FREE ISLAND AND UNIQUE GATEWAY TO CHINESE CONSUMERS WORLD-CLASS RETAIL ECOSYSTEM LARGEST DUTY-FREE ISLAND HAINAN DUTY FREE ECOSYSTEM >500K M2 | 6.1K M2 Total Hainan retail space ELC retail space 4 Cities | 5 Retailers 11 B&M | 10 Online doors ELC Retail footprint in Hainan 28% ELC consumers in Hainan are new to brand3 $32B | +11% CY25 Total visitor spend and growth vs. CY24 in Hainan1 50M | +26% CY25 CDF Members, growth% of purchasing members in Beauty2 75% New Tier 1 & Tier 2+ consumers in CDF Beauty2

Industry & Policy Engagement via Hainan Expo Invest in Local Talent & Infrastructure 1st Fully Functioning Distribution Center Among Prestige Beauty Players DRIVING GROWTH ACROSS HAINAN BY ENGAGING THE WHOLE ECOSYSTEM Industry & Policy Engagement via Hainan Expo Invest in Local Talent & Infrastructure 1st Fully Functioning Distribution Center Among Prestige Beauty Players DRIVING GROWTH ACROSS HAINAN BY ENGAGING THE WHOLE ECOSYSTEM Industry & Policy Engagement via Hainan Expo Invest in Local Talent & Infrastructure 1st Fully Functioning Distribution Center Among Prestige Beauty Players DRIVING GROWTH ACROSS HAINAN BY ENGAGING THE WHOLE ECOSYSTEM CONNECTING EVERY CONSUMER TOUCHPOINT THROUGH ELEVATED RETAIL EXPERIENCES HOSPITALITY & TOURISM COLLABORATION PREMIUM SHOPPING DESTINATIONS STRATEGIC AIRPORT PRESENCE STRONG RETAILER PARTNERSHIP

HAINAN BRINGS ELC’S PORTFOLIO TO LIFE THROUGH ELEVATED RETAIL AND PERSONALIZED SERVICES HAINAN BRINGS ELC’S PORTFOLIO TO LIFE THROUGH ELEVATED RETAIL AND PERSONALIZED SERVICES • 98% satisfaction rate • 10/10 overall experience rating • ~35-40 services/day incl. SPA and on-counter • Repurchase rate ~12% among consumer who already spend ~$700 as threshold EST{E LAUDER SERVICE SPA (71 m2) 2 SPA Cabins + 2 Consultation Rooms + Service Area • Exclusive Hainan Signature Facial​ • ~20 services/day incl. SPA and on-counter • ~24% conversion of repurchase LA MER SERVICE SPA (62 m2) EST{E LAUDER CY26 CHINESE NEW YEARHIGH-IMPACT ACTIVATIONS UNLOCK POWERFUL CONSUMER RECRUITMENT OPPORTUNITIES EST{E LAUDER ROBOT-CRAFTED ELIXIRS FOR SLEEP CONCERNS EST{E LAUDER  “THE PLAYHOUSE OF DREAMS” PERSONALIZED SERVICES AND GAMIFICATION TURN DISCOVERY INTO ENGAGEMENT EST{E LAUDER SCI-FI PHOTOSHOOT EXPERIENCE

LEVERAGE CROSSOVER COLLABORATIONS TO SPARK EXCITEMENT AND RECRUIT NEW CONSUMERS CURATED VIP EXPERIENCES DEEPEN RELATIONSHIPS WITH HIGH-VALUE CONSUMERS HAINAN BRINGS TOGETHER INFRASTRUCTURE, PARTNERSHIP, AND EXPERIENTIAL RETAIL TO CREATE A WORLD-CLASS TRAVEL RETAIL ECOSYSTEM

SHAPE THE NEXT CHAPTER OF TRAVEL RETAIL Scale the world’s leading duty-free island 1. HAINAN Elevate China’s major travel gateways 2. CHINA AIRPORTS Connect engagement before, during and after travel 3. OMNI CHANNEL Welcome Chinese travelers wherever demand moves 4. OVERSEAS ONE CONNECTED ECOSYSTEM | ONE TEAM MODEL ELEVATE CONSUMER JOURNEY | BUILD BRANDS | UNLOCK LONG-TERM GROWTH ELC CHINA TRAVEL RETAIL GROWTH PLATFORMS Q&A BEAUTY REIMAGINED: TURNING AMBITION INTO ACTION

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