ICR ConferenceJanuary 15, 2019

Elliot Jordan, CFO

IMPORTANT NOTICE

This presentation, and the accompanying oral presentation, contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements contained in this presentation and the

accompanying oral presentation that do not relate to matters of historical fact should be considered forward-looking statements, including, without limitation, statements regarding future financial performance, development of the

luxury market, future industry dynamics, as well as statements that include the words “expect,” “intend,” “plan,” “believe,” “project,” “forecast,” “estimate,” “may,” “should,” “anticipate” and similar statements of a future or forward-

looking nature. These forward-looking statements are based on management’s current expectations. These statements are neither promises nor guarantees, but involve known and unknown risks, uncertainties and other

important factors that may cause actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements, including, but

not limited to: purchasers of luxury products may not choose to shop online in sufficient numbers; our ability to generate sufficient revenue to be profitable or to generate positive cash flow on a sustained basis; the volatility and

difficulty in predicting the luxury fashion industry; our reliance on a limited number of retailers and brands for the supply of products on our Marketplace; our reliance on retailers and brands to anticipate, identify and respond

quickly to new and changing fashion trends, consumer preferences and other factors; our reliance on retailers and brands to make products available to our consumers on our Marketplace and to set their own prices for such

products; our reliance on information technologies and our ability to adapt to technological developments; our ability to acquire or retain consumers and to promote and sustain the Farfetch brand; our ability or the ability of third

parties to protect our sites, networks and systems against security breaches, or otherwise to protect our confidential information; our ability to successfully launch and monetize new and innovative technology; our dependence on

highly skilled personnel, including our senior management, data scientists and technology professionals, and our ability to hire, retain and motivate qualified personnel; Mr. Neves’ considerable influence over important corporate

matters due to his ownership of us, and our dual-class voting structure’s limit on your ability to influence corporate matters, including a change of control; and the other important factors discussed under the caption “Risk Factors”

in our final prospectus under Rule 424(b) filed with the U.S. Securities and Exchange Commission (“SEC”) on September 24, 2018 in connection with our initial public offering as such factors may be updated from time to time in

our other filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. In addition, we operate in a very competitive and rapidly changing environment. New risks emerge from time to time. It is not possible for

our management to predict all risks, nor can we assess the impact of all factors on its business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any

forward-looking statements that we may make. In light of these risks, uncertainties and assumptions, the forward-looking events and circumstances discussed in this presentation and the accompanying oral presentation are

inherently uncertain and may not occur, and actual results could differ materially and adversely from those anticipated or implied in the forward-looking statements. Accordingly, you should not rely upon forward-looking

statements as predictions of future events. In addition, the forward-looking statements made in this presentation and the accompanying oral presentation relate only to events or information as of the date on which the statements

are made in this presentation and the accompanying oral presentation. Except as required by law, we undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information,

future events or otherwise, after the date on which the statements are made or to reflect the occurrence of unanticipated events. Unless otherwise indicated, information contained in this presentation concerning our industry,

competitive position and the markets in which we operate is based on information from independent industry and research organizations, other third-party sources and management estimates. Management estimates are derived

from publicly available information released by independent industry analysts and other third-party sources, as well as data from our internal research, and are based on assumptions made by us upon reviewing such data, and

our experience in, and knowledge of, such industry and markets, which we believe to be reasonable. In addition, projections, assumptions and estimates of the future performance of the industry in which we operate and our

future performance are necessarily subject to uncertainty and risk due to a variety of factors, including those described above. These and other factors could cause results to differ materially from those expressed in the estimates

made by independent parties and by us.

This presentation, and the accompanying oral presentation include certain financial measures not presented in accordance with the International Financial Reporting Standards (IFRS) including but not limited to, Adjusted

EBITDA, Adjusted Revenue, Platform Services Revenue, Platform Gross Profit and Platform Order Contribution. These financial measures are not measures of financial performance in accordance with IFRS and may exclude

items that are significant in understanding and assessing the Company’s financial results. Therefore, these measures should not be considered in isolation or as an alternative to loss after tax, revenue, gross profit] or other

measures of profitability, liquidity or performance under IFRS. You should be aware that the Company’s presentation of these measures may not be comparable to similarly-titled measures used by other companies, which may

be defined and calculated differently. See the appendix for a reconciliation of these non-IFRS measures to the most directly comparable IFRS measure.

The trademarks included herein are the property of the owners thereof and are used for reference purposes only. Such use should not be construed as an endorsement of the products or services of the Company.

>1,000

supply partners

1.2m

active consumers

1 China Renaissance, Cowen, Credit Suisse, Deutsche Bank, Exane BNP, Goldman Sachs, JPMorgan, UBS, Wells Fargo as at January 10, 2019.

2 Consumer is deemed to be active if they made a purchase on the Farfetch Marketplace within the last 12-month period.

1

2

$610 AOV (9 months to Q3 2018)

$1.4bn 2018E GMV (Analyst Consensus)

at a Glance

GLOBAL END-TO-END

LOGISTICS OFFERING

PARTNER

RELATIONSHIPS

TECHNOLOGY

PLATFORM

We are the world’s only marketplace for luxury at scale with powerful network effects

Introducing Farfetch

Farfetch’s 3 Original Insights

Digital will transform the luxury industry

There needs to be a global platform for

curated aggregation of the best brands

and retailers

Existing platforms are not tailored to

service the modern luxury consumer and

not compatible with luxury brands

Revolutionize the luxury

shopping experience

Empower and connect

consumers, curators and

creators through technology

Manage customer

experience end-to-end

1

2

3

Luxury Industry Overview

Craftsmanship

and Heritage

Strong Focus

on Brand Image ScarcityControl

10,000s of smaller brands and independent designers

144 144 142151

164177

190188

174

197

220

245 250259

289 288300 307

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018E

ResetChinese GrowthEntry of ecommerce Luxury Crisis Dawn of

the Digital

Era

M A R K E T S I Z E ( U S D b n )

Source: Bain & Company, “The Future of Luxury: A Look Into Tomorrow to Understand Today (November 2018)”. Data converted from EUR to USD at an exchange rate of 1.1815 (2018 average).

Phases of Development of the Luxury Market

Online Share

9%8%

10%

Attractive Industry Dynamics

Emerging Market Growth Generational Shift Luxury Purchases Online

32%

46%

2017

2025F

Share of Chinese Consumers (by Nationality)

in Personal Luxury Goods Sales

32%

45%

2017

2025F

Gen Y and Z Share in Global Personal

Luxury Goods Sales% Online Penetration

10%

25%

2018E

2025F

~$430bn Global Personal Luxury Goods Market by 2025F

Note: “E” = estimate; “F” = forecast as per Bain & Company. Source: Bain & Company, “The Future of Luxury: A Look Into Tomorrow to Understand Today (November 2018)”. Data converted from EUR to USD at an exchange rate of 1.1815 (2018

average).

9%2017

Farfetch Platform Growing 2x as Fast as the Online Luxury Market

$375

$573

$894

$1,365

2015 2016 2017 2018Analyst Consensus

P L A T F O R M G M V ( U S D m )

1 China Renaissance, Cowen, Credit Suisse, Deutsche Bank, Exane BNP, Goldman Sachs, JPMorgan, UBS, Wells Fargo as at January 10, 2019.

1

Marketplaces

Store of the Future

Integrated Tools for

Luxury Sellers

Black & White

PhotographyInventory

ManagementPayments Fulfilment

TechnologyPlatform

Marketplace: The Value Proposition

Network Effects

LUXURY

SE

LL

ER

S

RETAILERS

CONSUMERS

BR

AN

DS

Industry Leading

Logistics & Tech Platform

100% Control

Plug & Play Tech and Logistics

Innovation Partner

Incremental Global Demand

DataAccess

World’s Largest Selection of

Luxury Fashion

Personalized Discovery and Shopping

~10x More SKUs Than the Closest

Competitor to Our Marketplace1

Rapid Delivery,

Localized Service

$2.7bnSeller’s Stock Value2

3 LayerCuration of Supply

1 As of May 31, 2018. 2 Combined value of all stock units available on our Marketplace multiplied by each item’s retail unit price. Autumn / Winter 2018 as at September 30, 2018.

CONTENT

CREATIONTHE SELLER SENDS

THE PRODUCT

SAMPLE FOR

PHOTOGRAPHY

SECURE

PAYMENTS

PRODUCT LIVE ON

MARKETPLACE

CONSUMER DISCOVERS,

SHOPS AND MAKES

PAYMENT ON FARFETCH

SELLER

RECEIVES

THE ORDER

SELLER PREPARES

FOR DELIVERY

IN FARFETCH

PACKAGING

PREFERRED CARRIERS

COLLECT THE ITEMS

FROM SELLER

CONSUMER

RECEIVES THE

PRODUCT

LOCALIZED MULTI-

LINGUAL CUSTOMER

SERVICE

FREE

RETURNS

CUSTOMER LOYALTY

PROGRAMME

CENTRALIZED

DIGITAL

MARKETING AND

ANALYTICS

STRICT SELLER

GUIDELINES FOR

CONSISTENT

CUSTOMER

EXPERIENCEAVERAGE 3.4-DAY

DELIVERY1

SAME DAY DELIVERY IN

19 CITIES

F90 MINUTE DELIVERY

IN 10 CITIES

FARFETCH TAKES

CARE OF CUSTOMS

CLEARANCE & DUTIES

PRODUCTION MARKETPLACE AND FULFILMENT

CUSTOMER SERVICE

1 As of September 30th, 2018.

We Control Every Step of the Luxury Experience

DATA-DRIVEN

DEMAND GENERATION

With a Compelling Economic Model for Brands and Retailers

PRODUCT

COST

PRODUCT

COST

PRODUCT

COST

BRAND

MARGIN

BRAND

MARGIN

BRAND MARGIN

RETAIL MARGIN

RETAIL

MARGIN

LUXURY

INDUSTRY

RETAILER ON

FARFETCH

BRAND ON

FARFETCH

Compared to

traditional

channels,

Farfetch

offers

superior

demand

generation

with

attractive

economics

Cost $20 Brand $45 RRP $100

Source: Company information

Note: Represents illustrative example of channel economics

Illustrative Example of Unit Economics

Luxury Industry Overview

Note: Red represents luxury houses with brands on Farfetch marketplace and/or a B2B solution partner.

Understanding the Farfetch Customer

Average Age

66 : 34

FEMALE / MALE

36 years>50% customers are

Millennials

AVERAGE AGE1

$1,000+

AVERAGE ANNUAL

SPEND WITH

FARFETCH

Key Factors when Shopping for Fashion Online

Range of brands Quality & authenticity Luxury service

Farfetch survey as at March 30, 2018.

1.2m

# ACTIVE

CUSTOMERS (LTM TO Q3 2018)

Hottest & unique products

1 Farfetch survey as at March 30, 2018.

AMERICAS

Farfetch is a Global Platform

Farfetch office

Localized site2

Source: Farfetch GMV in 2017, offices and sites from Company information; industry demand from Bain & Company.1 For the year 2018E excluding RoW which is 5%. Data split by location of consumers. 2 Localized indicates a site with local language and/or currency. 3 Industry demand, according to Bain & Company, based on Europe only. 4 Industry demand, according to Bain & Company, based on Mainland China, Japan and Rest of Asia.

% Industry demand1

% Farfetch GMV

32%

40%

32%

35%

EMEA3

APAC4

31%

25%

Feedback

Data Insights Benefit Brands, Boutiques and Consumers

Source: Company information

INPUT

OUTPUT

More Value for Consumers More Value for Luxury Sellers

Traffic Data

Returns Data

Marketing Data

Pricing Data

Consumer View

Shipping Data

Product Trends

Inventory Data

Operating Experience

Consumer InteractionsTransactional Data

Omnichannel Integration

Personalization

More Relevant Products

Enhanced Luxury Experience

Faster, BetterDelivery

Inventory Management

Product Improvement

Enhanced Consumer View

Better Pricing

Tailored Marketing

ONLINE OFFLINE

PLATFORM

Retail Experience

Our Growth Strategy

Continuing to invest

in new technologies

and innovation

Building Farfetch

brand awareness

Increasing product

supply and our

luxury seller base

Leverage strong

consumer

economics

• Marketplace

• Black & White

• Store of the Future

• Brand marketing

• Performance

marketing

• B2B marketing

• Increasing supply from

existing luxury sellers

• Adding brands,

retailers, department

stores, other partners

• Expanding into new

categories

• Increasing lifetime

value of existing

consumers

• Attracting new

consumers

• Global expansion

TECHNOLOGY BRAND SUPPLY DEMAND

PLATFORM AS AN ENABLER

Drive GMV growth and continue to capture market share as the category leader

Continue to drive attractive unit economics in our consumer base

Scale the business to drive operating leverage

Invest in technology and marketing to deliver sustainable growth with a clear path to

long-term profitability

Deliver Platform-level EBITDA margins, with favorable WC dynamics and low capital

expenditure

Our Finance Strategy

($32)

$43

$65

$106

$106

$306

$306

$2

$22

$4

$4

(50) 0 50 100 150 200 250 300 350

Revenue (IFRS)4

Platform Services Revenue

Adjusted EBITDA (Group)

2

Fulfilment Browns In-StorePlatform

(Technology Expense)

GMV (Group)

Platform GMV

1

1

Q 3 ’ 1 8 ( U S D m )

Order Contribution (Group)

Platform Gross Profit

Gross

Margin6

62%

Platform

Order

Contribution

41%

Results of Operations (Farfetch P&L)

1 GMV is inclusive of product value, shipping and duty and net of returns, value added taxes and cancellations. Platform GMV includes First-Party and Third-Party Platform GMV. 2 Excluding other items (non-recurring and one-off items). 3 Non-IFRS financial

measures. Reconciliation to IFRS measures in the Appendix. 4 100% of First-Party GMV drops through to revenue; Third-Party revenue determined based on Third-Party Take Rate. 5 Platform Services Revenue was previously referred to as Adjusted Platform

Revenue in the Company’s SEC filings and other disclosures. 6 Defined as Platform Gross Profit (which is defined as gross profit, excluding Browns In-Store Gross Profit) as a percentage of Platform Services Revenue.

(General and Administrative)

(Demand Generation Expense)

(Cost of Revenue)

3,5

3

3

3

AOV

$585

Take Rate

31.9%

Demand

Generation %

Platform GMV

7%

Technology

Expense

% Adj. Revenue

17%

Demand Generation Costs Driving Attractive Unit Economics

Source: Farfetch internal data 1 Includes Affiliates, Display, PPC 2 Includes SEO, Email, Direct, Referral.

~ 50%

D E M A N D G E N E R A T I O N % O F P L A T F O R M G M V

L I F E T I M E V A L U E O F A C O N S U M E R T O C O N S U M E R A C Q U I S I T I O N C O S T R A T I O S

+82 bps

2 0 1 8 G M V ( U S D ) B Y C H A N N E L

Low Cost /

Organic

Channels2

Higher Cost

/ Paid

Channels17%

As at Q3 2018

2015 Cohort

2016 Cohort

2017 Cohort

1.42 x

1.81 x

2.71 x

1.53 x

2.04 x

1.77 x

LTV / CACafter 6 months

LTV / CACafter 12 months

LTV / CACafter 24 months

Bringing Together The Best Team from Tech and Fashion

José NevesFounder,

Chief Executive Officer,

Co-Chairman

FASHIONTECHNOLOGY

Giorgio BelloliChief Commercial Officer

John VeichmanisChief Marketing Officer

Holli RogersChief Executive Officer,

Browns

Stephanie PhairChief Strategy Officer

Sara WoodVice President

Product

Stat HR

Sian KeaneChief People Officer

Luis TexeiraChief of Supply Chain

Operations

Cipriano SousaChief Technology Officer

Andrew RobbChief Operating Officer

James MaynardGeneral Counsel

Sandrine DeveauxManaging Director Store of the Future

Elliot JordanChief Financial Officer

Kelly KowalManaging Director

Farfetch Black & White

Farfetch exists for the Love of Fashion.

We believe in empowering individuality. Our mission is to be the

global technology platform for luxury fashion, connecting

creators, curators and consumers.

Our Mission

APPENDIX

Reconciliation of Non-IFRS Measures

• Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted Revenue and

Platform Services Revenue are supplemental measures of our performance

that are not required by, or presented in accordance with, IFRS. Adjusted

EBITDA, Adjusted EBITDA Margin, Adjusted Revenue and Platform

Services Revenue are not measurements of our financial performance

under IFRS and should not be considered as an alternative to loss after tax,

revenue or any other performance measure derived in accordance with

IFRS

• We define Adjusted EBITDA as loss after tax before net finance costs /

(income), income tax expense / (credit) and depreciation and amortization,

further adjusted for share based compensation expense, other items and

share of results of associates. We define Adjusted EBITDA Margin as

Adjusted EBITDA calculated as a percentage of Adjusted Revenue. We

define Adjusted Revenue as revenue less Platform Fulfilment Revenue. We

define Platform Services Revenue as Adjusted Revenue less Browns In-

Store Revenue

• We caution investors that amounts presented in accordance with our

definitions of Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted

Revenue and Platform Services Revenue may not be comparable to similar

measures disclosed by other companies, because not all companies and

analysts calculate Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted

Revenue and Platform Services Revenue in the same manner

C O M M E N T A R Y

(USDm) Q3’18

Revenue $132

Less: Platform Fulfilment Revenue (22)

Adjusted Revenue 110

Less: Browns ln-store Revenue (4)

Platform Services Revenue2 106

(USDm) Q3’18

Loss after tax ($77)

Net finance costs / (income) (1)

Income tax expense / (credit) 1

Depreciation and amortization 6

Share based payments1 39

Share of results of associates 0*

Adjusted EBITDA (32)

1 Represents share based payment expense. 2 Platform Services Revenue was previously referred to as Adjusted Platform Revenue in the Company’s SEC filings and other disclosures.

* Numbers are rounded to the nearest million

Reconciliation of Non-IFRS Measures (cont’d)

• Adjusted Platform Gross Profit Margin is defined as Platform Gross

Profit (which is defined as gross profit, excluding Browns In-Store

Gross Profit) as a percentage of Platform Services Revenue. Platform

Order Contribution Margin is defined as Platform Order Contribution

(which is defined as Platform Gross Profit less demand generation

expense) as a percentage of Platform Services Revenue. Platform

Gross Profit, Adjusted Platform Gross Profit Margin, Platform Order

Contribution and Platform Order Contribution Margin are not

measurements of our financial performance under IFRS and do not

purport to be alternatives to gross profit or loss after tax derived in

accordance with IFRS

• We believe that Platform Gross Profit, Platform Services Gross Profit

Margin, Platform Order Contribution and Platform Order Contribution

Margin are useful measures in evaluating our operating performance

because they take into account demand generation expense and are

used by management to analyze the operating performance of our

platform for the periods presented. We also believe that Platform

Gross Profit, Adjusted Platform Gross Profit Margin, Platform Order

Contribution and Platform Order Contribution Margin are useful

measures in evaluating our operating performance within our industry

because they permit the evaluation of our platform productivity,

efficiency and performance.

C O M M E N T A R Y

1 Browns In-Store Gross Profit is Browns In-Store Revenue less the direct cost of goods sold relating to Browns In-Store Revenue.

(USDm) Q3’18

Gross Profit $67

Less: Browns In-Store Gross Profit1 (2)

Platform Gross Profit 65

Less: Demand Generation Expense (22)

Platform Order Contribution 43