#1Investor Day MAY 10, 2022 HARLEY-DAVIDSON#2HARLEY-DAVIDSON OUR COMMENTS WILL INCLUDE FORWARD-LOOKING STATEMENTS THAT ARE SUBJECT TO RISKS THAT COULD CAUSE ACTUAL RESULTS TO BE MATERIALLY DIFFERENT. THOSE RISKS INCLUDE, AMONG OTHERS, MATTERS WE HAVE NOTED IN OUR LATEST FILINGS WITH THE SEC. HARLEY- DAVIDSON DISCLAIMS ANY OBLIGATION TO UPDATE INFORMATION IN THIS PRESENTATION.#3FORWARD LOOKING STATEMENTS & SOURCES OF INFORMATION This presentation relates to the company's strategic plan, The Hardwire, including Hardwire Stage II. The company intends that all statements in this presentation concerning the company's plan, including without limitation its plans, objectives and expectations, future financial and other results it seeks to attain, the new product introductions it contemplates, and its views of market opportunities and benefits and other matters resulting from the company's strategy in this presentation are "forward-looking statements" intended to qualify for the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995. Without limitation, the 2021-2025 financial targets included in this presentation are forward-looking statements. These forward-looking statements are subject to certain risks and uncertainties that are likely to cause actual results to differ materially, unfavorably or favorably, from those anticipated as of the date of this presentation (May 10, 2022). Certain of such risks and uncertainties are described below, and others are listed in Item 1A. Risk Factors, of the company's Quarterly Report on Form 10-Q for the quarter ended March 27, 2022 as well as in Item 1A. Risk Factors of the company's Annual Report on Form 10-K for the year ended December 31, 2021the company's April 27, 2022 earnings press release. Shareholders, potential investors, and other readers should consider these factors in evaluating, and not place undue reliance on, the forward-looking statements. The forward-looking statements in this presentation are made as of the date of this presentation, and the company disclaims any obligation to publicly update such forward-looking statements to reflect subsequent events or circumstances. The company's ability to meet the objectives, milestones, outlooks, targets, and goals noted in this presentation depends upon, among other factors, the company's ability to: (i) execute its business plans and strategies, including The Hardwire and Hardwire Stage II, including each of the pillars of the plan; (ii) the evolution of LiveWire as a standalone brand, including the proposed separation of LiveWire into a separate business of the company through the combination of LiveWire and AEA-Bridges Impact Corp. ("ABIC") and realize the expected business benefits from the combination of LiveWire with ABIC (the "Business Combination"), which may be affected by, among other things: (1) the ability of LiveWire to: (a) execute its plans to develop, produce, market, and sell its electric vehicles; (b) achieve profitability, which is dependent on the successful development and commercial introduction and acceptance of its electric vehicles, and its services, which may not occur; (c) adequately control the costs of its operations as a new entrant into a new space; (d) develop, maintain, and strengthen its brand; (e) execute its plans to develop, produce, market, and sell its electric vehicles; and (f) effectively establish and maintain cooperation from its retail partners, largely drawn from the company's traditional motorcycle dealer network, to be able to effectively establish or maintain relationships with customers for electric vehicles; (2) competition; and (3) other risks and uncertainties indicated from time to time in the final prospectus of ABIC, including those under "Risk Factors" therein, and other documents filed or to be filed with the SEC by the company, LW EV Holdings, Inc. (HoldCo) or ABIC; (iii) manage supply chain and logistics issues, including quality issues, availability of semiconductor chip components and the ability to find alternative sources of those components in a timely manner, unexpected interruptions or price increases caused by supplier volatility, raw material shortages, war or other hostilities, including the conflict in Ukraine, or natural disasters, and longer shipping times and increased logistics costs, including by successfully implementing pricing surcharges; (iv) develop and introduce products, services and experiences on a timely basis that the market accepts, that enable the company to generate desired sales levels and that provide the desired financial returns, including successfully implementing and executing plans to strengthen and grow its leadership position in Grand American Touring, large Cruiser and Trike, grow its complementary businesses, including Parts & Accessories and Apparel & Licensing, and evolve as a global lifestyle brand; (v) manage and predict the impact that new, reinstated or adjusted tariffs may have on the company's ability to sell products internationally, and the cost of raw materials and components, including the temporary lifting of the Section 232 steel and aluminum tariffs and incremental tariffs on motorcycles imported into the EU from the U.S., between U.S. and EU, which expires on December 31, 2023; (vi) successfully carry out its global manufacturing and assembly operations; (vii) continue to develop the capabilities of its distributors and dealers, effectively implement changes relating to its dealers and distribution methods and manage the risks that its dealers may have difficulty obtaining capital and managing through changing economic conditions and consumer demand; (viii) accurately analyze, predict, and react to market demand, changing market conditions and attributes of the population of motorcycle riders; and (ix) perform in a manner that enables the company to benefit from market opportunities while competing against existing and new competitors. In particular: • • • The statements in this presentation relating to the company's strategic plan, The Hardwire and Hardwire Stage II, particularly the 2021-2025 financial targets and other potential results from the plan, generally represent only the company's goals, aims, and objectives regarding the plan and potential results from the plan. While many statements use language that might imply a level of certainty about the likelihood that the company will attain these goals, aims, and objectives, it is possible that the company will not attain them in the timeframe noted or at all. By their nature, the risk and uncertainty associated with these goals, aims, and objectives are greater than that associated with near-term guidance, and should not be construed as guidance. Therefore, investors should construe these statements regarding The Hardwire and Hardwire Stage II only as goals, aims, and objectives rather than promises of future performance or absolute statements. Sources of Information: This presentation includes a significant amount of estimates, information, and data about markets, industry information, and similar subjects. Company management is generally responsible for generating the estimates, information, or data based upon various sources of information, which involve a number of assumptions and limitations and may not be reliable, and investors should not place undue reliance on them. Neither the company nor any other person makes any representation or warranty as to the accuracy or completeness of such estimates, information, or data. In particular, projections, assumptions and estimates concerning the markets in which the company operates, or intends operate, are necessarily subject to a high degree of uncertainty and risk.#4SELE Mission More than building machines, we stand for the timeless pursuit of adventure. Freedom for the soul. Vision Building our legend and leading through innovation, evolution and emotion. = Ambition Harley-Davidson as the most desirable motorcycle & lifestyle brand in the world, building upon a 119-year history and leading Motorcycle Culture into the future. 4#5FABLEX-DA (1 HARLEY KEY INVESTMENT HIGHLIGHTS 1 One of the Most Powerful and the Most Desirable Motorcycle Brands in the World 2. Evolving as a Global Lifestyle Brand Rooted in Moto- Culture, Growing Beyond Motorcycles 3 Executing Hardwire Stage II - Our Strategy for Growth and Profitability 4 Projecting Strong Financial and Growth Profile 5 Solid Fundamentals for Motorcycle Demand 5#6THE HARLEY-DAVIDSON BRAND – ROOTED IN DESIRABILITY - HARLEY DAVIDSON HARLEY DAVIDSON 5 CRAZY EIGHTS ARLEY-DAV A 6#7Our Consumer is multi- dimensional but is underpinned by two things - a love for the Harley-Davidson brand and a desire to be part of the Harley- Davidson Lifestyle OUR CONSUMER IS MULTI-DIMENSIONAL AND DIVERSE STURGIS Non-rider Passion for the brand and its attitude Interested in moto-culture but not necessarily a rider Non-Traditional Traditional Core Connection to the authenticity of the Harley-Davidson brand Lives the Harley-Davidson lifestyle and is at the heart of moto-culture 7#8CONSUMER PERSONAS HAVE CHANGED THE WAY WE VIEW OUR OPPORTUNITY HARLEY Non-Rider Aspirational Rider Rider Inspired by Harley-Davidson Values of Freedom and Adventure and... ... May engage with Harley- Davidson in the future - Engage With Us Today – Might become a Rider Someday ...Ride a Motorcycle (any brand) today 8#9MULTIPLE DEMAND DRIVERS FOR GROWTH Most Desirable Motorcycle & Lifestyle Brand in the World Expecting our most profitable segments and markets to grow More people are riding Harley Davidson Motorcycles in the U.S. than ever before We are seeing growth in young riders trained through our Riding Academy Our new market introductions are reaching a new and incremental customer Sales of our most profitable products are growing faster with younger riders 9#10Fundamentals of Motorcycle Demand {#11EXPECT GLOBAL MARKET FOR ICE MOTORCYCLES TO GROW Global New & Used 2-3 Wheel Motorcycle Sales (In Thousands) Used New 2012-2021 CAGR 2021 - 2030 CAGR 774 3% 2% 767 720 612 652 507 561 2,111 2,257 2,378 2% 3% 1,952 1,876 1,611 1,562 2012 2015 2018 2021 2024E 2027E 2030E 3.2 2.8 3.2 2.9 2.9 2.9 3.1 Source: Management Estimates; Market data represents 601cc+, H-D focus segments only New to Used Ratio 11#12EXPECT OUR MOST PROFITABLE SEGMENTS AND MARKETS TO GROW Global New TAM 2-3 Wheel Sales Forecast by Vehicle Type (In Thousands) Other Touring Global New TAM 2-3 Wheel Sales Forecast by Region (In Thousands) ■ROW North America c.2% CAGR 162 C.3% CAGR 325 137 258 612 515 2021 2030E Touring, H-D's most profitable segment, expected to grow in-line with the market Source: Management Estimates; Market data represents 601cc+, H-D focus segments only 449 394 2021 2030E North America, which represents a significant portion of global motorcycle profits, expected to outgrow RoW 12#13Harley- Davidson Riding Academy ~450K Riders trained since 2015 <40 Average age HARLEY-DAVIDSON RIDERSHIP AT ALL-TIME HIGH U.S. Ridership - All New & Used H-D Motorcycles (millions) 3.136 3.101 3.095 3.036 2.983 2.959 2.932 2015 2016 2017 2018 2019 2020 2021 Source: S&P Global Ridership Data 13#14ONLY -30-35% of riders age out of the sport IN THE U.S. MORE NEW AND RETURNING RIDERS ARE COMING INTO THE SPORT THAN ARE AGING OUT +~3.0M ~3.1M 2.9M (~2.0M) (~800K) 2015 Base New & Returning Exits with Potential Riders Aging Out 2021 Base Riders to Return Source: S&P Global Ridership Data, Management Estimates +~5.7M New & Returning Riders (~3.2M) Exits with Potential to Return (~1.8M) ~3.7M 2030E Riders Aging Out Projected 14#15U.S. Touring Transaction prices have been +/- 2% of MSRP for 12 straight months Touring Above/(Below) MSRP % DESIRABILITY STRATEGY REFLECTED IN IMPROVED PRICE REALIZATION U.S. Touring Motorcycle Pricing vs. MSRP 0.0% 5.0% (5.0%) (5.7%) (5.4%) (5.7%) (10.0%) (15.0%) լոՐ 2019 - MY19 (8.7%) (10.8%) 0.2% 0.3% 0.5% (0.1%) (1.2%) (2.7%) (0.7%) (2.2%) (2.8%) (2.0%) (3.2%) (4.3%) (6.1%) Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Source: U.S. Dealer Management System; Excludes Trade-in Volume լոր Aug 2020 - MY20 Sep Oct ΛΟΝ Dec Jan Feb լոր Aug 2021 - MY21 Sep Oct MY22 15#16OUR TRANSFORMATION JOURNEY 2020 2021 2022 Accelerating core Hardwire initiatives and adding bold moves in spaces where Harley- Davidson can win. Rewire Resetting our business with focus on immediate-term profitability, cost and complexity reduction. Hardwire Setting a new course for our success through 2025 - leading with a strong profit focus in motorcycles and adding select expansion moves and investments in strategic capabilities. 16#17Hardwire Recap Video 17#18THE HARDWIRE PLAN IS WORKING Evolving how we view our consumer opportunity Driving core motorcycle market back to growth Building desirability for our products and our Brand Improving the health of our Dealers Transforming our business beyond motorcycles Changing the way we work and investing in new capabilities 18#19INTRODUCING: HARDWIRE STAGE II 2020 2021 2022 Accelerating core Hardwire initiatives and adding bold moves in spaces where Harley- Davidson can win. Rewire Resetting our business with focus on immediate-term profitability, cost and complexity reduction. Hardwire Setting a new course for our success through 2025 - leading with a strong profit focus in motorcycles and adding select expansion moves and investments in strategic capabilities. Hardwire Stage II Accelerating core Hardwire initiatives and adding bold moves in spaces where H-D can win. 19#20ab HARDWIRE STAGE II PILLARS 2 3 Profit Selective focus expansion & redefinition Lead in electric 1 5 6 Growth beyond bikes Integrated Customer Experience Inclusive stakeholder management 4 20 20#219 Key Hardwire Stage II Initiatives {#22PILLAR 1: PROFIT FOCUS ACCELERATING GROWTH IN CORE CATEGORIES Touring Reinventing the platform Cruiser Reinvigorating the platform Trike Improving UX & Styling CVO Re-establishing CVO Icons Collection Celebrating H-D's rich history Enthusiast Collection Celebrating our Riders 22 22#23BUILDING LEADERSHIP IN THE MOST PROFITABLE MARKETS PILLAR 2: SELECTIVE EXPANSION AND REDEFINITION North America Preserve unrivalled leadership position of most profitable motorcycle market in the world LATAM Prioritize profitability over volume EMEA Play to win with our most premium motorcycles Expand with new product lines where our profitability targets are met APAC Emphasize growth of premium in the region Striving for leadership positions in most profitable markets 23 23#24STRATEGY TO BUILD MOMENTUM IN ADVENTURE TOURING AND SPORT PILLAR 2: SELECTIVE EXPANSION AND REDEFINITION The role of the Adventure Touring portfolio is to... Conquest market share Grow brand reach in EMEA Grow the Adventure Touring segment in the U.S. Next 5 Years Full Platform Reinvention & Fuel Further Growth The role of our Sport portfolio is to... - Grow ridership in younger people globally - Reinvent Sportster to shift mix from used to new purchases Next 5 Years Expand Platform Leveraging RevMax Modularity 24 24#25RevMax Video 25#26Product Innovation and Design -HARLEY-DAVIDSON- D +1250 -HARLEY-DAVIDSON- brembo#27PILLAR 3: LEAD IN EV HARLEY-DAVIDSON ELECTRIFICATION Market Expansion Technology Infrastructure Advancement Development 27 27#28PILLAR 4: GROWTH BEYOND BIKES P&A A DRIVER OF PROFITABILITY THROUGH CUSTOMIZATION AND ENGAGEMENT Parts & Accessories $3.5B global market Large Dealer Loyalists (top 40% Customer who spend primarily at the dealer) - Spends on average -$1,600/ bike per year, up to $8,000 for top spenders Primarily buy and install at dealer Opportunity Inspire more top spenders Capture more Share of Wallet Engage through ownership cycle Channel Agnostics (Across all spend levels) Spends on average -$1,200 / bike per year More likely to be used riders and/or further on in their ownership journey More likely to be DIYers Expand our reach Address product opportunities Enhance convenience Source: Management Estimates 28#29LEVERS TO CAPTURE PARTS & ACCESSORIES OPPORTUNITY PILLAR 4: GROWTH BEYOND BIKES Grow with Incremental New and Used MC Volume and Maximize Share of Wallet Increase Accessorization on New MC Purchases K& Maximize Opportunity with Used MCs Leverage Service as a Key Growth Driver Пр Enable Growth through Digital 29 29#30HARLEY-DAVIDSON Break LUTION 975#31Apparel & Lifestyle Video 31#32PILLAR 4: GROWTH BEYOND BIKES APPEAL OF HARLEY-DAVIDSON BRAND HARLE DAVIDS HARLEY DASON HARLEY-DAVIDSO NO HARLEY DAVIDSO HARLEY DA RACING SON DIVICION متمان Davids &SERV EX Harley Davidson SALES&SERVICE MILWAUKEE, WI 32 32#33Licensee Strategic Alignment Harley-Davidson: One Brand for our Consumers and Marketplace PILLAR 4: GROWTH BEYOND BIKES PLAN TO ACCELERATE GROWTH IN APPAREL AND LICENSING Evolve H-D Motorclothes - Execute seasonal and 3-year line plan Modernize aesthetic Create min assortment & sell thru KPI's Create & Scale H-D Lifestyle - - Create modern H-D aesthetic Attract new (female) consumers Lead in U.S., accelerate internationally Fewer. Deeper. Bolder. - - Manage SKU productivity & lifecycles Deliver milestone accountabilities Segment by product & channel 33 33#34PILLAR 4: GROWTH BEYOND BIKES BRAND OPPORTUNITY FOR RIDERS AND NON-RIDERS 1 2 3 H-D Collaborations Lifestyle High-touch partnerships, authentically rooted in motorcycle culture HAR LEY AVIDSON H-D Originals Moto-culture/Lifestyle Authentic Harley-Davidson heritage replicas H-D Motorclothes Motorcycling & Lifestyle Genuine motorclothes for riders and non-riders, built with Harley-Davidson authenticity and heritage 34 44#35PILLAR 5: INTEGRATED CUSTOMER EXPERIENCE EVOLVING THE CUSTOMER EXPERIENCE Customer Experience Integrated through Digital and Physical Test Ride Financing Offers Request a Quote Reserve PURCHASE OPTIONS -> Dav Enabled by Online Inventory search Bike Builder Pre-Selling Transaction simplification Allocation management Order Tracking Online Research Search or Configure Find Online or in store Online Customization & Complete in Store Transaction facilitation Physical Connection Fit & Test Pre Order or Quote & Book Right selection in store or easily available In-Store Purchase & Pick Up Flexible delivery and returns Service Excellence On-going customer relationship Experiences - Post purchase engagement - Single view of customer Modern Dealer Network 35#36PILLAR 5: INTEGRATED CUSTOMER EXPERIENCE SIGNIFICANT IMPROVEMENT IN DEALER HEALTH Strongest network across the powersports landscape, with both unique reach and High degree of H-D exclusivity HARLEY-DAVIDSON Higher price realization, inventory discipline and optimized network leading to... HARLEY-DAVIDSON WESLEY CHAPEL ...Historically high dealer profitability, which allows... BALLYBAVIDSON REDLINE ...Future growth from position of strength rooted in desirability 36#37PILLAR 5: INTEGRATED CUSTOMER EXPERIENCE INVESTMENT IN OUR DEALERSHIP EXPERIENCE - NEARLY $2B expected investment by U.S. Dealers over the next 10 years to upgrade and modernize facilities - Modernized Dealer Facilities: Strengthen the representation of the Brand Welcome all riders and non-riders Provide digitally enabled integrated sales processes Build the Harley-Davidson Community Energize Riders Opportunity for Harley- Davidson and Dealers to invest in further optimizing network to drive desirability in key market while maintaining national coverage ABC CITY HARLEY-DAVIDSON = 37#38Dealer of the Future Video 88 38#39PILLAR 5: INTEGRATED CUSTOMER EXPERIENCE EVOLUTION OF OUR DEALER NETWORK Today Transaction Based Sales Process 2025 Integrated Experience Based Sales Process Customer Experience Digital Integration Energizing Ridership - Community Competitive Focus People & Process • 2021 Transaction based sales with siloed processes across product, services Limited integration across channels - New bike sales focused Inconsistent Approach to Post Purchase Journey Dealers view each other as competition & inventory as an advantage Dealers focus on new vehicle allocation, selling from floor inventory and trades; Inconsistent engagement with pre-owned and service 2025 Experience based sales with integrated processes across products, services Customers at the center of an integrated experience: Enhanced digital journey, with more flexible transition across channels Enhanced post-purchase journey with emphasis on service and experiences that Connect Riders with the Sport Long Term Dealers focus on experiences and on growing H-D collectively Dealers focus on selling floor and pre- order/pooled inventory. Network driving a holistic view of profit centers focused on customer experience 39#409 Financials#41WHAT WE ACHIEVED WITH THE REWIRE AND HARDWIRE HDMC Revenue ($ millions, includes EV) $4,969 $4,573 $4,540 $3,264 Restructured the company Simplified the portfolio & footprint 2018 2019 2020 2021 HDMC Operating Margin (Includes EV) 8.5% 6.3% -5.7% 9.0% 2018 2019 2020 2021 Restored profitability & delivered $135M of cost savings Overachieved year 1 Hardwire expectations - Returned $92M to shareholders 41#42CONFIRMING 2022 HARLEY-DAVIDSON, INC. GUIDANCE Motorcycle Segment Revenue Growth (HDMC) YOY Growth Motorcycles Segment Operating Income Margin (HDMC) % of Revenue Financial Services Segment Operating Income (HDFS)1 YOY Growth Capital Investments Total Dollars 2022 Outlook - 2022 on track to original guidance +5 - 10% - Trends from Q1 have persisted in Q2 11-12% - Logistics and Manufacturing stabilization expected in second half Down 20-25% $190 - 220M Steady HDFS performance 222 42#43H HARLE DAVIDS ACCELERATING FROM STRONG FOUNDATION Improved Business Fundamentals Investing for Growth Across our Most Profitable Segments & Markets Building Capabilities Creating Value for All Stakeholders 43 45#44HARDWIRE STAGE II TARGETS - 2021 – 2025E HDMC HDFS LiveWire +5 to 7% Revenue CAGR* 2021 2025E -3 to -5% Op Income Growth** 2021 2025E ~53K Annual Units by 2025 15% +3 to 5% Operating Margin by 2025 Op Income Growth** 2022E2025E +140% Revenue CAGR*** 2021 2025E EPS: Low Double Digit Growth * HDMC Revenue 2021-2025E Guidance excludes Livewire One branded motorcycles. Includes HD branded Motorcycle, P&A, A&L, and Experiences ** HDFS 2022- 2025 operating income growth target of +3 - 5%; 2021 base impacted by reserve release & historically low losses *** Livewire Revenue Guidance 2021-2025E is based on 2021 Livewire One branded motorcycles Revenue of $27M 44#45EXPECT ICE AND EV GLOBAL RETAIL UNIT SALES TAM TO GROW FROM 2021-2030E ICE TAM* (Units, Retail) ~720k ~650K c.2% CAGR ~765k ~775k 2021 2024E 2027E 2030E * Source: Management Estimates ** ICE Tam data represents 601cc+, H-D focus segments only *** EV Tam data represents light/medium/heavy motorcycles and 3-wheelers only. Excludes scooters and 4-wheelers ~1.4M EV TAM** (Units, Retail) ~7.5M c.20% CAGR ~5.4M ~3.6M اس 2021 2024E 2027E 2030E 45 45#46EXPECT REVENUE GROWTH ACROSS ALL DIVISIONS HDMC Divisions Growth Building to 5-7% growth through 2025 +5 - 7% Revenue CAGR Motorcycle Parts & Accessories Apparel & Licensing Membership & Experience Low End of Range Above Segment Above Segment Above Segment 46 46#47PATH BACK TO 15% OPERATING MARGIN 9% +1.5 pts 2021 HDMC Operating Margin LiveWire +2.2 pts 15% +1.1 pts +1.2 pts Incremental EU Tariffs* * Assumes an extension of EU tariff suspension, which is currently expected to expire 31 December 2023. ** Gross impact of Pricing and Productivity, net of inflation. Volume & Mix Pricing & Productivity** 2025E HDMC Operating Margin 2 47#48TARGETING $400M OF COST PRODUCTIVITY BY 2025 Manufacturing Footprint optimization Invest in automation Logistics Reduce expedited freight Lane & mode optimization Enhance inventory visibility & management with dealers Supply Realign supply base to support network Re-engineering for value Material cost optimization 40 48#49HDFS IS A STRATEGIC ASSET THAT SUPPORTS OUR SUCCESS Steady performance through the business cycle Strategic advantage to HDMC and our Dealers ~21%* *Return on Equity ~14% Debt to Equity Ratio Cash generative business that self funds and generates excess capital New opportunities and capabilities to support expanding business $1,000 Avg. Gross Profit/ Motorcycle * Average return on equity is 2016-2021 49 49#50フル CAPITAL ALLOCATION PRIORITIES Grow Organic Business & Invest in Hardwire Dividends & Share Buybacks D D M&A and Strategic Initiatives 50 50#51DISCIPLINED M&A APPROACH Expand Retail Presence / Accelerate Omni Capability Selective Fill in Product Gaps Enhance M&A Business Model 51 554#52HARLEY-DAVIDSON INC, HARDWIRE STAGE II TARGETS AHEAD OF ORIGINAL EXPECTATIONS Hardwire 2021 - 2025 Hardwire Stage II 2021 - 2025 Revenue: HDMC + LiveWire Operating Margin: HDMC + LiveWire HDFS Annual Capital: HDMC + LiveWire + Mid Single Digit Steady Margin Growth + Double Digits $190 – 220M +9 - 11% 12% By 2025 -3 to -5% $250 $300M - per year * Operating Margin: HDMC 15% by 2025 and LiveWire -6.2% by 2025 52 52#539 Closing#54PILLAR 6 INCLUSIVE STAKEHOLDER MANAGEMENT People Planet Profit - Develop an inclusive and diverse workforce, management and board of directors Establish progressive and sustainable work environments, policies and practices Increase the diversity and inclusive mindset of the global dealer network - Establish path to net zero carbon emissions for our products and operations Leverage best practices to drive responsible and sustainable sourcing Drive shared prosperity for all stakeholders through fair, equitable and ethical policies and practices Make the Near West Side of Milwaukee (home of Harley-Davidson since 1903) a great place to live, work and visit 54#55WE WILL R Harley- DAVIDSON Est. 1903 S ¿PA Thank You 55 59#56MOO Q&A#57HARLEY-DAVIDSON Ⓡ