Abercrombie & Fitch — Annual Report Design by Kevin Beutelspacher

Abercrombie & Fitch ANNUAL REPORT

FROM THE PRESIDENT You are cordially invited to attend the Annual Meeting of Stockholders to be held at 10:00 a.m., Eastern Daylight Saving Time, on Wednesday, June 9, 2011, at our executive offices located at 6301 Fitch Path, New Albany, Ohio 43054. I hope that you will all be able to attend and participate in the Annual Meeting, at which time we will have the opportunity to review the business and operations of our Company. The formal Notice of Annual Meeting of Stockholders and Proxy Statement are attached, and the matters to be acted upon by our stockholders are described in them. Its important your shares be represented and voted at the Annual Meeting. Accordingly, after reading the attached Proxy Statement, please complete, date, sign and return it with the accompanying form of proxy. Alternatively, you may also chose to vote electronically through the Internet or by telephone in accordance with the instructions on your form of proxy. Your vote is important regardless of the number of shares you own.

Michael S. Jeffries Michael S. Jeffries Chairman & Chief Executive Officer

The Companyâ&#x20AC;&#x2122;s success largely depends on its ability to anticipate and gauge the fashion preferences of customers and provide merchandise that satisfies constantly shifting demands in a timely manner.

TREND SETTING FASHIONS

Our line of luxury apparel has found consistent success in combing the new fashion textiles and colors of todays modern styles with classic timeless lines and cuts of vintage clothing.

“Adhering to our same business strategies that made us successful, does not exclude modifying them in order to meet the financial opportunities of todays market.” — MICHAEL S. JEFFRIES

MARKET RISK FACTORS

We must be able to anticipate, identify and respond to changing consumer preferences and fashion trends in a timely manner. Failing to do so could dram tic ally slow the company’s current profitability.

he Company’s success largely depends the ability to anticipate and gauge the fashion preferences of customers and provide merchandise that satisfies constantly shifting demands in a timely manner. The merchandise must appeal to each brand’s corresponding target market of consumers whose prefeences cannot be predicted with certainty and are subject to rapid change. Because of agreements the Company enters the manufacture and purchase of merchandise well in advance of the applicable selling season, it is vulnerable to changes in consumer preference and demand, pricing shifts, and the sub-optimal selection and timing of merchandise purchases. There can be no assurance that the Company will continue to anticipate consumer demands successfully in the future. To the extent that the Company fails to anticipate, identify and respond effectively to changing consumer preferences and fashion trends, its sales will be adversely affected. Inventory levels

for certain merchandise styles no longer considered to be “on trend” may increase, leading to higher markdowns to reduce excess inventory or increases in inventory valuation reserves. A distressed economic and retail environment, in which many of the Company’s competitors are engaging in aggressive promotional activities, increases the importance of reacting appropriately to changing consumer preferences and fashion trends. Each of these could have a material adverse effect on the Company’s financial condition or results of operations. The sale of apparel and personal care products through brick-and-mortar stores and direct-to-consumer channels is a highly competitive business with numerous participants, including individual and chain fashion specialty stores, as well as regional and national department stores. The Company faces a variety of competitive challenges 5

FINANCIAL SUMMARY

Summarized financial and statistical data compares Fiscal 2010 to Fiscal 2009 and Fiscal 2008 to Fiscal 2007

SALES AND INVENTORY

The company’s net sales and inventory levels fluctuate on a seasonal basis, causing its results of operations to be particularly susceptible to changes in back-to-school and holiday shopping patterns.

Comparable Store Sales will Continue to Fluctuate on a Regular Basis

istorically, the Company’s operations have been seasonal, with significant amounts of net sales and net income occurring in the fourth fiscal quarter, due to the increased sales during the Holiday selling season, to a lesser extent, the third fiscal quarter, reflecting increased sales during the Back-to-School selling season. Company net sales and net income during the first and second fiscal quarters are typically lower, due, in part, to the traditional slowdown in retail sales immediately following the Holiday season. As a result of this seasonality, net sales and net income during any fiscal quarter cannot be used as an accurate indicator of the Company’s annual results. Any factors negatively affecting the Company during the third and fourth fiscal quarters of any year, including adverse weather and or unfavorable economic conditions, could have a material adverse effect on its financial condition or results of operations for the entire year.

The Company’s comparable store sales, defined as year-over-year sales for a store that has been open as the same brand at least one year and the square footage of which has not been expanded or reduced by more than 20%, have fluctuated significantly in the past on an annual, quarterly and monthly basis and are expected to continue to fluctuate in the future. During the past three fiscal years, comparable sales results fluctuated as follows: (a) from (23)% to (1)% for annual results; (b) from (30)% to 1% for quarterly results; and (c) from (34%) to 8% for monthly results. The Company’s comparable store sales were adversely affected by, among other factors, the economy and competitors’ promotional activities throughout Fical 2008 and Fiscal 2009. The Company believes a variety of factors affect comparable store sales results including, but not limited to, fashion trends, actions by competitors, economic conditions, weather conditions, opening or closing of Company stores near each other, and the calendar shifts of tax free and holiday periods.

Furthermore, in order to prepare for the Back-to-School and Holiday selling seasons, the Company must order and keep significantly more merchandise in stock than it would carry during other parts of the year. Therefore, the inability to accurately plan for product demand and allocate merchandise effectively may have material adverse effects on the Company’s financial condition or results of operations. High inventory levels due to unanticipated decreases in demand for products during peak selling seasons, misidentification of fashion trends, or excess inventory purchases could require the Company to sell merchandise at a substantial markdown, which could reduce its net sales and gross margins and negatively impact its profitability. Low levels of inventory due to conservative planning could affect product offering in the stores and affect net sales and negatively impact profitability.

Comparable store sales fluctuations may impact the Company’s ability to leverage fixed direct expenses, including store rent and store asset depreciation, which may adversely affect the Company’s financial condition or results of operations. In addition, comparable store sales fluctuations may have been an important factor in the volatility of the price of the Company’s Class A Common Stock in the past, and it is likely future comparable store sales fluctuations will contribute to stock price volatility in the future. 6

2007 3,318,158 1,515,123 405,820 1,363,233 33,982

Net sales by brand (thousands) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie kids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gilly Hicks** . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2010 $ 3,699,656 $ 1,638, 929 $ 471,045 $ 1,589,452 $ 230

Increase (decrease) in net sales from prior year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie kids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gilly Hicks** . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

13% 8% 16% 17% NM

(16)% (17)% (18)% (15)% 45%

(6)% (7)% (11)% (5)% NM

2% (4)% 10% 14% NM

Decrease in comparable store sales* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie kids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(1)% 0% 0% (2)%

(23)% (19)% (23)% (27)%

(13)% (8)% (19)% (17)%

(6)% (7)% (11)% (5)%

Net retail sales increase attributable to new and remodeled stores, and websites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ $ $ $ $

14%

2009 2,928,626 1,272,287 343,164 1,287,241 25,934

$ $ $ $ $

2008 3,484,058 1,531,480 420,518 1,514,204 17,856

$ $ $ $ $

Net retail sales per average store (thousands) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie kids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ $ $ $

3,546 4,073 2,230 3,550

$ $ $ $

2,412 3,193 1,453 2,299

$ $ $ $

3,041 3,878 1,823 2,962

$ $ $ $

3,533 3,945 2,251 3,732

Net retail sales per average gross square foot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie kids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ $ $ $

503 463 493 531

$ $ $ $

339 359 313 338

$ $ $ $

432 438 397 442

$ $ $ $

500 450 513 568

Change in transactions per average retail store . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(2)% (2)% (2)% (4)%

(14)% (14)% (14)% (16)%

(16)% (11)% (20)% (18)%

(13)% (5)% (19)% (17)%

Change in average retail transaction value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Abercrombie & Fitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . abercrombie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hollister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1% 5% 1% (1)%

(7)% (4)% (7)% (8)%

2% 5% 1% 1%

2% 7% 2% 0%

* A store is included in comparable store sales when it has been open as the same brand at least one year and square footage has not been expanded or reduced by more than 20% within the past year. ** Net sales for the fifty-two week periods ended January 30, 2010, January 31, 2009 and February 2, 2008 reflect the activity of 16, 14 and three stores, respectively. In Fiscal 2007, all three stores opened in January 2008. Operational data was deemed immaterial for inclusion in the table above.

“Our ability to attract customers to stores heavily depends on the success of the shopping centers or areas they are located.” — MICHAEL S. JEFFRIES

“Capitalizing on low commercial real estate property values of the economy we opened an additional eleven stores in 2010.” — JOHN W. KESSLER EXPANSION OUTLOOK

Taking advantage of low commercial property values Abercrombie & Fitch opened an additional 11 stores this fiscal year for a total of 1,098 stores located all across North America, Europe and Asia. These are the current store locations. Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas

13 1 17 7 133 12 22 4 1 73 25 4 4 48 26 8 6

Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina

North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin

14 15 4 19 33 33 22 5 18 3 5 14 11 41 4 56 30 11

2 40 10 14 48 4 15 2 24 98 7 2 28 24 5 16

Canada United Kingdom Germany Italy Japan

12 11 1 3 1

64%

BUSINESS SEGMENT SALES

WORKING CAPITAL . . . . . . . . . . . ....... $786,474 CAPITALIZATION. . . . . . . . . . . . . . . .... $1,827,917 (SHAREHOLDERS EQUITY)

CURRENT RATIO. . . . . . . . . . . . . . . .. ... ..... ... ... 2.75 (ASSETS / LIABILITIES)

NET CASH . . . . . . . . . . . . . . . . . . . . . . . . . ........ $402,200 (BY OPERATING ACTIVITIES)

44% Abercrombie & Fitch abercrombie kids

Hollister Gilly Hicks

5 YEAR CUMULATIVE TOTAL RETURN COMPARISON $200 $175 $150 $125 $100 $75 $50 $25 1/29/05

FIGURES SHOWN REPRESENT THOUSANDS

.89%

1/28 /06 Abercrombie & Fitch Co.

In Fiscal 2007, financing activities consisted of the repurchase of the Company’s Common Stock, and the payment of dividends as well as proceeds from share-based compensation and the related excess tax benefits.

GROSS PROFIT RATE

FINANCIAL CONDITON

11.70%

43.4%

FINANCIAL ACTIVITIES

1/3 /07

2 /2 /08

The S&P 500 Index

1/31/09

1/30/10

The S&P Apparel Retail Index

n Fiscal 2010, financing activities consisted of repayment of $100.0 million borrowed under the Company’s unsecured credit agreement, denominated in U.S. Dollars, separate borrowings of $48.0million denominated in Japanese Yen under the Company’s unsecured Amended Credit Agreement, and payment of dividends. In Fiscal 2008, financing activities consisted primarily of the repurchase of the Company’s Common Stock, the payment of dividends, proceeds from sharebased compensation, and proceeds from borrowing under the Company’s unsecured credit agreement. In Fiscal 2007, financing activities consisted of the repurchase of the Company’s Common Stock, and the payment of dividends as well as proceeds from share-based compensation and the related excess tax benefits. A&F’s Board of Directors will review the Company’s cash position and results of operations and address the appropriateness of future dividend amounts.

2010, the Company had an additional $299.1 million available (less outstanding letters of credit)under its unsecured Amended Credit Agreement. The Amended Credit Agreement requires the Leverage Ratio not be greater than 3.75 to 1.00 at the end of each testing period. The Company’s Leverage Ratio on January 30, 2010 was 2.95. The Amended Credit Agreement also requires that the Coverage Ratio for A&F and its subsidiaries on a consolidated basis of (i) Consolidated EBITDAR for the trailing four-consecutive-fiscal-quarter period to (ii) the sum of, without duplication, (x) net interest expense for such period, (y) scheduled payments of long-term debt due within twelve months of the date of determination and (z) the sum of minimum rent and contingent store rent, not be less than 1.65 – 1.00 at January 30, 2010. The minimum Coverage Ratio varies over time based on terms that are set forth in the Amended Credit Agreement. The Amended Credit Agreement amended the definition of the Consolidated EBITDAR to add back the following items, among others, (a) recognized losses arising from the investments in certain auction rate securities to the extent such losses do not exceed defined level of impairments for those investments, (b) non-cash charges in an amount not to exceed $50 million related to the closure of RUEHL branded stores and related direct-to-consumer operations, (c) non-recurring cash charges in an aggregate amount not to exceed $61 million related to the closure of RUEHL branded stores and related direct-to-consumer operations, (d) additional non-recurring non-cash charges in an amount not to exceed $20 million in the aggregate over the trailing four fiscal quarter period and (e) other non-recurring cash charges in an amount not to exceed $10 million in the aggregate over the trailing four fiscal quarters. The Company’s Coverage Ratio was 2.10 as of January 30, 2010. The Amended Credit Agreement also limits the Company’s consolidated capital expenditures to $275 million in Fiscal 2009 and to $325 million in Fiscal 2010 plus any unused portion from the Fiscal 2009 period.

A&F did not repurchase any shares of A&F’s Common Stock in the open market during Fiscal 2009. In Fiscal 2008, A&F did repurchase approximately 0.7 million shares of A&F’s Common Stock in the open market with a value of approximately $50.0 million. During Fiscal 2007, A&F repurchased approximately 3.6 million shares of A&F’s Common Stock in the open market with a value of approximately $287.9 million. Both the Fiscal 2008 and Fiscal 2007 repurchases were pursuant to A&F Board of Directors’ authorizations. As of January 30, 2010, A&F had approximately 11.3 million shares available for repurchase as part of the August 15, 2005 and November 20, 2007 A&F Board of Directors’ authorizations to repurchase 6.0 million shares and 10.0 million shares, respectively, of A&F’s Common Stock. The Company had $50.9 million and $100.0 million outstanding under its unsecured Amended Credit Agreement on January 30, 2010 and January 31, 2009, respectively. The $50.9 million outstanding as of January 30, 2010 was denominated in Japanese Yen. The average interest rate for Fiscal 2009 was 2.0%. As of January 30, 13

“New expansion of women accessory lines in 2010 has proven to be one of our most lucrative new product lines that shows excellent growth potential and profitability.” — MICHAEL S. JEFFRIES

LUCRATIVE ACCESSORY LINES

Expanding this product line quickly is necessary to establish a firm market position as an innovator and leader of these luxury items, which will lead to higher brand equity among our customer base.

“Establishing secure channels of financing is essential to accomplish the proposed plans for domestic and international expansion.” — LAUREN J. BRISKY FINANCING ACTIVITIES

ABERCORMBIE & FITCH - MONTHLY SALES GROWTH (YoY % CHG) 10% 5% 0% -5% -10%

The average interest rate for Fiscal 2009 was 2.0%. As of January 30, 2010, the Company had an additional $299.1 million available (less outstanding letters of credit.under its unsecured Amended Credit Agreement.

-15%

As of January 30, 2010, A&F had approximately 11.3 million shares available for repurchase as part of the August 15, 2005 and November 20, 2007 A&F Board of Directors’ authorizations to repurchase 6.0 million shares and 10.0 million shares, respectively, of A&F’s Common Stock.

-25%

A&F did not repurchase any shares of Common Stock in the open market during Fiscal 2008. During Fiscal 2007, A&F repurchased approximately 0.7 million shares of A&F’s Common Stock in the open market with a value of approximately $50.0 million. During Fiscal 2006, A&F repurchased approximately 3.6 million shares of A&F’s Common Stock in the open market with a value of approximately $287.9 million. Both the Fiscal 2007 and Fiscal 2006 repurchases were pursuant to the Company Board of Directors’ approved authorizations.

The Company had a total of $50.9 million and $100.0 million outstanding under its unsecured Amended Credit Agreement on January 30, 2010 and January 31, 2009, respectively. The $50.9 million outstanding, as of January 30, 2010 was denominated in Japanese Yen. The average interest rate for Fiscal 2009 was 2.0%. As of January 30, 2010, the Company had an additional $299.1 million available (less outstanding letters of credit) under its unsecured Amended Credit Agreement. The Amended Credit Agreement requires that the Leverage Ratio not be greater than 3.75 to 1.00 at the end of each testing period. The Company’s Leverage Ratio was 2.95 as of January 30, 2010. The Amended Credit Agreement also requires that the Coverage Ratio for A&F and its subsidiaries on a consolidated basis of (i) Consolidated EBITDAR for the trailing four-consecutive-fiscal-quarter period to (ii) the sum of, without duplication, (x) net interest expense for period, (y) scheduled payments of long-term debt due twelve months of the date of determination and (z) the sum of minimum rent and contingent store rent, not be less than 1.65 to 1.00 at January 30, 2010. 16

2010

2009

64.3 48.7 12.1 (0.5)

66.9 41.2 11.6 (0.3)

–1

10 V–

T–

10 NO

P– SE

–1 G

L–

–1

AY – M

R–

–1

SAME – STORE SALES

2008

NET SALES...................................... ........... . 100.0% 100.0% 100.0% 33.1 32.7 COST OF GOODS SOLD................... ............ 35.7 GROSS PROFIT........... .. ... .... ... .... ..... ........... STORES/DISTR. EXPENSE......... ... .. . . .. . ....... MARKETING GEN/ADMIN EXPENSE ........... OTHER OPERATING INCOME, NET... . . .........

10 B–

TOTAL SALES

–1

N JA

–0 C

V–

09 NO

T–

P–

–0

9 –0

L– JU

N JU

AY −0

-35%

-30%

iscal 2010, financing activities consisted of the repayment of $100 million borrowed under A&F’s unsecured credit agreement, denominated in U.S. Dollars, and separate borrowings totaling $48 million in Japanese Yen under the Company’s unsecured Amended Credit Agreement, along with the payment of dividends. In Fiscal 2009, financing activities consisted primarily of repurchaisng the Company’s Common Stock, payment of shareholder dividends, share-based compensation proceeds, and proceeds fromborrowing under the Company’s unsecured credit agreement. In Fiscal 2008, financing activities consisted of the repurchase of Company’s Common Stock, and the payment of dividends as well as proceeds from share-based compensation and related excess tax benefits. The Company’s Board of Directors will review the Company’s cash position, results of operations and address the appropriateness of future dividend amounts.

-20%

67.3 36.3 10.2 (0.3)

2010 2009 2008 OPERATING INCOME..... ... ... .... .... ..... . ... ..... . 4.0 INTEREST, NET............. ..... ..... ... ... ............... (0.1) CONT. OPERATIONS BEFORE I.T. ................ 4.1 I.T. EXPENSE CONT. OPERATIONS........ . ..... 1.4 NET INCOME CONT. OPERATIONS.... . . ........ 2.7 NET LOSS DISCONT. OPERATIONS........... .. (2.7)

14.3 (.03) 14.6 5.8 8.8 (1.0)

21.1 (0.5) 21.6 8.1 13.5 (0.6)

A&F CLASS A COMMON STOCK SALES PRICE

FISCAL 2010

DERIVATIVES

The extent to which a hedging instrument has been and is expected to continue to be effective at achieving offsetting changes in fair value or cash flows is assessed and documented at least quarterly.

very derivative instruments is recorded at fair value on the Consolidated Balance Sheets as either Other Assets or Accrued Expenses. The accounting for changes in fair value of a derivative instrument depends on whether it has been designated as a hedge and qualifies for hedge accounting treatment. Refer to Note 5, “Fair Value” for further discussion of the determination of fair value of derivatives. As of January 30, 2010, all outstanding derivative instruments were designated as hedges and qualified for hedge accounting treatment. There were no outstanding derivative instruments as of January 31, 2009. In order to qualify for hedge accounting, a derivative must be considered highly effective at offsetting changes in either the hedged item’s cash flows or fair value. Additionally, the hedge relationship must be documented to include risk management objectives and strategy, the hedging instrument, hedged item, risk exposure, and how hedge effectiveness will be assessed prospectively and retrospectively. The extent to which a hedging instrument has been and is expected to continue to be effective at achieving offsetting changes in fair value or cash flows is assessed and documented on a quarterly basis at least. Any hedge ineffectiveness is reported in current period earnings and hedge accounting is discontinued if it is determined that the derivative is not highly effective. For derivatives that either do not qualify for hedge accounting or are not designated as hedges, all changes in the fair value of derivative are recognized in earnings. For qualifying cash flow hedges, effective portion of the change in the fair value of the derivative is recorded as a component of Other Comprehensive Income (Loss) (“OCI”) and recognized in earnings when 18

the hedged cash flows affect earnings. The ineffective portion of the derivative gain or loss, and changes in the fair value of the derivative’s time value are recognized in current period earnings. Hedge effectiveness is assessed by changes in fair value attributable to changes in spot prices. The changes in the fair value of the derivative contract related to the changes in the difference between the spot price and the forward price are excluded from the assessment of hedge effectiveness and are also recognized in current period earnings. If the cash flow hedge relationship is terminated, the derivative gains or losses that are deferred in OCI will be recognized in earnings when the hedged cash flows occur. However, for cash flow hedges that are terminated because the forecasted transaction is not expected to occur in the original specified time period, or two month period thereafter, the derivative gains or losses are immediately recognized in earnings. No gains or losses were reclassified into earnings resulting from discontinuance of cash flow hedges as of January 30, 2010. The Company uses derivative instruments, primarily forward contracts designated as cash flow hedges, to hedge foreign currency exposure associated with forecasted foreign-currency-denominated inter-company inventory sales to foreign subsidiaries and the related settlement of the foreign-currency denominated inter-company receivable. Fluctuations in exchange rates will either increase or decrease A&F U.S. dollar equivalent cash flows and affect the Company’s U.S. dollar earnings. Gains or losses on the foreign exchange forward contracts that are used to hedge these exposures are expected to partially offset this variability.

4th QUARTER............................................. . 3rd QUARTER.............................................. 2nd QUARTER............................................. 1st QUARTER..............................................

HIGH

LOW

$ 42.31 $ 37.80 $ 32.83 $ 28.06

$ 29.88 $ 28.76 $ 22.70 $ 16.95

$ 29.97 $ 56.74 $ 77.25 $ 82.06

$ 13.66 $ 23.75 $ 51.45 $ 69.55

FREE CASH FLOW COMPONENTS $,1000 $800 $600

FISCAL 2009 4th QUARTER.............................................. 3rd QUARTER.............................................. 2nd QUARTER..................................... . ....... 1st QUARTER..............................................

$400 $200 $–

A&F quarterly dividends, of $0.175 per share, were paid in March, June, September and December Fiscal 2007, Fiscal 2008 and Fiscal 2009. A&F expects to continue to pay a dividend, subject to the Board of Directors’ review of cash position and the current results of operations. As of March 19, 2010, there were a recorded 4,413 stockholders. However, including investors holding shares in broker accounts under street name, active associates of the Company who participated in A&F’s purchase plan, and associates of the Company who own shares through A&F sponsored retirement plans, A&F has estimated that there are approximately 53,100 stockholders.

$(200) $(400) $(600)

FY 2006

FY2007

FY2008

NET INCOME ∆ ACCOUNTS REC. ∆ ACCOUNTS PAY. CAPITAL EXPENDITURE

FY2009

FY 2010

TTM

5/2010

D&A ∆ INVENTORIES QUESTIONABLE CASH SOURCES

“Net sales and inventory levels fluctuate on a seasonal basis, causing its results of operations to be particularly susceptible to changes in back-to-school and holiday shopping patterns.” — ROBERT A. ROSHOLT

REVENUE

30%

EARNINGS $ MILLIONS

$ MILLIONS

$4,000

$900

$3,500

$800

COMMON STOCK

INCREASE

$700

$3,000

2010 FINANCIAL YEAR

$600

$2,500

$500 $2,000 $400 $1,500

$300

$1,000

$200

$500

$100

2006

2007

Net Income

2008

2009

2010

Cash from Operations

TTM 5/2010

FCF

Net cash provided by operating activities are the Company’s primary source of liquidity, was $402.2 million for Fiscal 2010. This cash source was primarily driven by results from operations adjusted for non-cash items including depreciation, mortization and impairment charges. A&F used $175.5 million of cash for capital expenditures and proceeds from marketable securities sales totalling $77.5 million during the 2010 fiscal year. During Fiscal 2010, the The Company also repaid U.S. dollar denominated borrowings of $100.0 million under the unsecured Amended Credit Agreement and separately drew down borrowings of approximately $48.0 million in denominated Japanese Yen, which was applied to funding international lease along with other various other additional capital expenditure commitments.

“Failure to protect our trademarks may have a negative impact on the brand’s image and limit its ability to penetrate new markets.” — JOHN W. KESSLER FINANCIAL ACTIVITIES

he Company believes that its several trademarks, Abercrombie & Fitch®, abercrombie®, Hollister Co.®, Gilly Hicks®, Gilly Hicks Sydney® and the “Moose,” “Seagull” and “Koala” logos, are an essential element of the Company’s strategy. The Company has obtained or applied for federal registration of these trademarks with the U.S. Patent and Trademark Office, and the registries in countries where stores are located or likely to be located in the future. In addition, the Company owns registrations and pending applications for other trademarks in the U.S. and has applied for or obtained registrations from the registries in many foreign countries in which manufacturers are located. There can be no assurance that the Company will obtain registrations that have been applied for or that the registrations the Company obtains will prevent the imitation of its products as well as infringement of intellectual property rights by others. If any third party copies the Company’s products in a manner that projects lesser quality or carries a negative connotation, the Company’s brand image could be materially adversely affected. Because the Company has not yet registered all of its trademarks in all categories, or in all foreign countries in which it sources or offers its merchandise now, or may in the future, its international expansion and its merchandising of products using these marks could be limited. For example, the Company cannot ensure that others will not try to block the manufacture, export or sale of its products as a violation of their trademarks or other proprietary rights. The pending applications for international 23

registration of various trademarks could be challenged or rejected in those foriegn countries because third parties of whom the Company is not currently aware have already registered similar marks in those countries. Accordingly, it may be possible, in those foreign countries where the status of applications is pending or unclear, for a third-party owner of the national trademark registration for any similar mark to prohibit the manufacture, sale and or exportation of branded goods in or from that country. If the Company is unable to reach any arrangement with any such party, the Company’s manufacturers may be unable to manufacture its products, and the Company may be unable to sell in those countries. The Company’s inability to register its trademarks or purchase or license the right to use its trademarks or logos in these jurisdictions could limit its ability to obtain supplies from, or manufacture in, less costly markets or penetrate new markets should the Company’s business plan include selling its merchandise in those non-U.S. jurisdictions. The Company has an anti-counterfeiting program, under the auspices of the Abercrombie & Fitch Brand Protection Team, whose goal is to eliminate the supply of any illegal pieces of the Company’s products. The Brand Protection Team interacts with various investigators, customs officials and law enforcement entities throughout the world to combat the illegal use of the Company’s trademarks. Although extensive brand security initiatives are being taken, the Company cannot guarantee that its efforts against the counterfeiting of its brands will be successful.