Since that time, we have traveled a rich and rewarding

road, significantly expanding our product lines for both

men and women, broadening our brand portfolio, and
extending our distribution reach—all while maintaining
our enduring commitment to serving discriminating and
informed consumers.

Today, each of our business groups—Luxury, Tailored, Womenswear, Sportswear

and International—continues to define and shape the upscale apparel marketplace

by delivering progressively better merchandise to increasingly more prestigious

markets and retail channels.

Hartmarx Corporation — 
Hartmarx possesses a proud tradition of product quality and
innovation, backed by valued relationships with our retail partners.
As we move into 2007, our focus is to “journey upscale,” by delivering style and value to
well-defined customer groups who represent the top tier of their respective markets. As a
diversified apparel holding company, we are driving progress in every one of our product
categories, from high-profile, branded men’s tailored clothing, dress furnishings and sports-
wear, to contemporary and sophisticated womenswear.

Our steady progress in our journey upscale enables Hartmarx to march upward with
approximately 75 percent of our expected revenues now positioned to serve the luxury
or bridge-to-better apparel markets. The rest of our offerings are focused on the upper
ends of either the mainstream or moderate retail channels. Collectively, these products
make Hartmarx a dynamic and highly successful U.S. apparel enterprise with a growing
global presence.

Financial Highlights Years ended November 30,

2006 2005

Net Sales $597,890,000 $598,167,000

Earnings Before Taxes 11,752,000 38,360,000
Net Earnings 7,286,000 23,555,000
Earnings Per Share:
  Basic .20 .65
  Diluted .20 .63
Equity Per Share at November 30 7.13 6.62
Average Number of Common Shares and
  Common Share Equivalents:
   Basic 36,427,000 36,433,000
   Diluted 37,081,000 37,212,000
 Letter to our Shareholders
In 2006, Hartmarx experienced the most challeng-
ing year we have faced since I became CEO five
years ago. After four consecutive years of posting
substantial earnings increases and meeting or
exceeding almost all of the financial goals we
established at the beginning of each year, we had
a significant decline in earnings, and a wide miss
on our earnings per share goal. On a positive note,
we continued to reduce debt and exceeded our
debt reduction goal. Nonetheless, as a stockholder
you have good reason to be dissatisfied with our
2006 performance. Rest assured, we are too.
Full year net sales were $597.9 million in 2006
compared with $598.2 million in 2005. Net earn-
ings were $7.3 million or $.20 per basic and diluted
share, compared with net earnings of $23.6 million
or $.65 per basic share and $.63 per diluted share
in the prior year. The decrease reflected a lower
gross margin rate of 32.3% in 2006, compared with
33.9% in 2005, attributable to more off-price sales
and customer allowances, significant unfavorable
manufacturing utilization from facility closings, and
fewer units produced overall. This last factor also
contributed to a significantly higher LIFO inventory
provision of $4.8 million in 2006 compared with
$.5 million income in 2005, which unfavorably
impacted 2006 gross margins by .8%. Selling, gen-
eral and administrative expenses were $174.9 mil-
lion in 2006, representing 29.3% of sales, compared
with $159.1 million, or 26.6% of sales, in 2005. The
$15.9 million increase reflected, among other things,
incremental expenses of $11.3 million related to
the Simply Blue and Sweater.com operations;
approximately $3.7 million of incremental costs
associated with two retail stores opened in the
second half of 2005, the launch of the “hickey”
brand, and additional Hart Schaffner Marx brand
marketing costs; and $1.4 million of non-cash stock
option compensation expenses.
Hartmarx Corporation — 
Total debt at November 30, 2006 declined
$6.2 million to $113.4 million from $119.5 million
at the end of 2005. Excluding $12.4 million paid
for the Sweater.com acquisition and $7.9 million
used for share repurchases through November 30,
pro forma debt reduction was approximately $26
million or 22%.
For 2007, we anticipate revenues to be in the
range of $585–$600 million, which reflects the
anticipated reduction in moderate-priced brands
to approximately 15% of consolidated sales. We
estimate 2007 diluted earnings per share to be in
the range of $.50–$.56, driven by improved gross
margins. These higher margins should also con-
tribute to substantial positive cash flows that
we will utilize for additional acquisitions, debt
reduction and share repurchases.
During 2006, external conditions in the depart-
ment store world dramatically changed the retail
landscape, with more of an impact than we have
seen in close to a decade. This severely handi-
capped our moderate tailored clothing product
lines. While we fully anticipated the direct changes
that resulted from the Federated/May Co. merger
and the indirect changes from the Sears/K-Mart
combination, we did not anticipate the impact of
the many ownership changes that affected other
major department stores—such as Carson Pirie
Scott being sold to BonTon; Saks Inc. divesting its
department store groups and then selling Parisian
to Belks; and the change in ownership at Lord &
Taylor, among others. Moreover, we did not antici-
pate that these changes would not only impact the
stores involved, but also their competitors who
waited to see how the actions of the new owners
would affect them. These changes created a ripple
effect that manifested itself in many ways. First,
several of our licensed tailored clothing designer
names lost their positions, as larger stores began
replacing those brands with private-label merchan-
dise. Excess inventory in the department store
channel also increased price pressures and resulted
in more markdowns and reduced gross margins.
We believe there are just too many designer names
chasing too few department stores, and we antici-
pate this segment of the industry will continue to
remain in flux.
In response to these conditions, we imme­
diately took actions that further reduced our
dependence on, and investment in, tailored cloth-
ing sold to the mainstream department store chan-
nel so as to solidly position the Company in the
luxury and upper-end price points sold to upscale
retail stores.
We closed a fabric cutting shop, a pants sew-
ing facility, and a tailored clothing coat sewing
facility, and we made some administrative reduc-
tions, affecting approximately 300 people. In con-
junction with these actions, we incurred one-time
charges including severance and facility impair-
ments of almost $3.0 million. We also ended our
Kenneth Cole and Jhane Barnes tailored clothing
license programs. While these brands generated
more than $19 million in fiscal 2006 sales, we con-
cluded that the required working capital invest-
ment would be better utilized in higher operating
margin opportunities. We substantially reduced our
moderate tailored clothing inventory commitments
and administrative expenses. While these actions
exacerbated the negative impact on earnings in
2006, they also helped to position us for a signifi-
cant recovery in 2007. Our sales to mainstream
department stores have dropped from 27% of total
revenues in 2005 to 17% in 2006, and we anticipate
they will decline to approximately 15% of total
revenues in 2007.
Other product categories continue to perform
well. Tailored clothing and sportswear at the
luxury and better price points are selling satisfacto-
rily at retail. The women’s segment, representing
approximately 20% of consolidated revenues in
2006, up from 15% last year, posted improved
 — Hartmarx Corporation
earnings. Hart Schaffner Marx’s new brand posi-
tioning has been successful in placing the product
in better stores and upgrading the quality of the
brand. Our most recent acquisitions have done
exceptionally well. Throughout this report you will
find an overview of the 2006 performance and
2007 initiatives in each of our businesses.
Our Luxury Group continued to grow through
the expansion of our key non-tailored product
categories, including men’s furnishings and sports-
wear. Line extensions in Boys and our new vin-
tage, preppy line “hickey,” which targets a young
affluent customer, are adding both sales and visi-
bility to the Hickey-Freeman brand. Hickey-
Freeman’s second store, located on Wall Street, has
surpassed our expectations, and we envision open-
ing a third store in San Francisco in the summer of
2007. Bobby Jones extended its product offerings
in both the women’s and the Big & Tall categories,
launched new products under the XH20 perfor-
mance range, and significantly grew its retail busi-
ness. Licensed products, especially timepieces and
golf equipment, have added considerably to the
Bobby Jones offerings and help round out the
brand’s merchandise assortment in major golf
shops, including our four retail boutiques.
Our new women’s businesses had an outstand-
ing year. The Exclusively Misook brand, purchased
in mid-2004, experienced double-digit sales growth
and generated excellent earnings. Misook’s per-
sonal appearances continued to attract a very loyal
following of dedicated customers. The Simply Blue
business, acquired at the end of 2005, contributed
more than $25 million to 2006 revenues and
approximately $.10 to diluted earnings per share,
exceeding our previously stated range of $.05 to
$.07 per share for the full year. Christopher Blue
and Jag, the principal denim-based brand offerings,
showed strong sales growth. The Wörn brand
continues to expand its product line and retail
distribution and plans to introduce a men’s collec-
tion in 2007. Also, in 2007, Christopher Blue is
shipping a knit-top collection specifically designed
for its jeans customer. In 2006, our International
Women’s Apparel unit launched a contemporary
collection of women’s shirts under the “eye” label.
We have also significantly ramped up our women’s
division which supplies apparel offerings to the
professional services industry.
Coppley, our Canadian-based operation, con-
tinues to streamline its brand offerings. From six
brands five years ago, to just one—the “Coppley”
brand—in 2007, the company has consolidated all
of its product lines in order to focus on its key core
competency, “Custom in 7 Days.” This year, Coppley
introduced a full collection of dress clothing,
including shirts and ties, all of which will be avail-
able customized in seven days.
In 2006, our International Marketing depart-
ment managed 55 licenses in 35 countries under
our various brands. New Jack Nicklaus licenses
were established in Eastern Europe and New
Zealand. In December 2006, we completed a long-
term licensing, marketing and services agreement
with the Youngor Group Co., Ltd., the largest pub-
lic apparel company listed on the Shanghai stock
exchange and the largest manufacturer and retailer
of men’s suits in mainland China. This twenty-year
agreement requires Youngor to open approximately
400 Hart Schaffner Marx retail locations in China
and covers all men’s apparel, accessories, footwear,
eyewear, fragrances and watches under the Hart
Schaffner Marx brand. Annual minimum royalties
to Hartmarx will grow from a nominal amount in
the first few years to more than $1 million by year
ten, aggregating approximately $18 million over a
twenty-year period.
Our sportswear business has put a renewed
focus on our golf offerings. With financial and
operational difficulties being experienced by cer-
tain competitors in the golf business, we see an
opportunity to grow the Jack Nicklaus and Lyle &
Scott product lines by offering the newest innova-
tions in golf apparel technology.
Extending our strategy to diversify our prod-
uct offerings, we continued to look for acquisitions
Hartmarx Corporation — 
in 2006. In August, we announced the acquisition
of Sweater.com, Inc., including its “One Girl Who...”
brand. This operation designs and markets high-
quality women’s knitwear, tops and related prod-
ucts to leading specialty stores nationwide and
direct to consumers through its Sweater.com
website. The One Girl Who... brand is marketed
nationwide through more than 1,000 specialty store
accounts and has developed a strong following
among its core consumers. The brand complements
our other women’s businesses, which target women
age 30 and older who have high disposable income
and want flattering, yet comfortable fashion. We
see additional opportunities in the future for prod-
uct line extensions in bottoms, including denim.
For the Fall 2007 season, this business will be
introducing a distinctive cashmere-based product
offering under the newly created “b.chyll” label,
which also targets upscale specialty stores. We are
very pleased that the founders of this business,
Bruce Gifford and Dan Jaffe, have agreed to con-
tinue in their current roles for a five-year period.
In December, we announced the acquisition
of the “Zooey” brand and business from a privately
held company, and the continued employment of
Alice Heller, Zooey’s creative force, as its president.
While Zooey’s sales volume is currently small, the
brand is highly regarded for its fine knits and
it counts key upscale women’s specialty stores,
including Anthropologie and Barneys, among its
leading customers. We believe Zooey has excellent
growth potential from both expanded product cat-
egories and additional retail doors. We see synergy
between our recently acquired Sweater.com busi-
ness and the Zooey business. Both of these brands
will retain separate merchandising and marketing
functions, but will be headquartered together in
Los Angeles, sharing back-office functions.
We continue to believe that there are many
times when buying back our own shares makes for
a good acquisition. In October 2005, the Board of
Directors approved a share repurchase program to
acquire up to 2 million of the Company’s common
shares. We have made repurchases from time to While one would think that it would be diffi-
time in the open market based on prevailing mar- cult to maintain morale during difficult periods of
ket conditions and other factors, and at November change, I am pleased to report that our employees
30, 2006, we had repurchased 1,167,800 shares at have shown incredible loyalty, dedication and com-
an average cost of $6.74 per share. mitment. For that I am truly grateful. The support
We also continue to seek additional acquisi- of our stockholders, customers, suppliers and
tions that meet our list of clearly defined strategic unions remains so very important to our continued
criteria. Our approach has been and will continue progress. As in previous years, I pledge to you that
to be very disciplined. In a time period when we take our responsibility to our stockholders very
extraordinary multiples are being paid for ordinary seriously and will continue to do everything pos-
businesses, particularly by private equity investors, sible to increase earnings, while providing princi-
there is a temptation to join the crowd. We remain pled, ethical leadership to all our employees.
committed to the belief that chasing acquisitions
by overpaying and incurring excessive debt is not
in the long-term interests of our stockholders. Any
future acquisition must provide a strategic rationale
for Hartmarx and must be accretive in the mid-
and long-term.
HOMI B. PATEL
Chairman, President and Chief Executive Officer
For 2007, we have established the following goals:
February 19, 2007
1. to achieve sales in the range of $585– $600
million;
2. to grow diluted earnings per share to between
$.50–$.56; and
3. to reduce debt on a comparable basis (exclud-
ing the impact of acquisitions, stock buy-backs
and dividends) by 20%.

Our long-term goals are as follows:

1. to achieve a 50/50 split between tailored cloth-
ing and non-tailored clothing;
2. to reduce our moderate-priced tailored clothing
exposure to the mainstream department store
channel to less than 15% of sales;
3. to achieve earnings per share of $.90;
4. to beat the three- and five-year stock market
indexes.

 — Hartmarx Corporation
 Brands Products
Men’s Apparel Women’s Apparel Sales %

Luxury

26%

Bridge/
Better

48%

Mainstream

17%

Moderate/
Popular

9%

*The referenced trademarks are licensed to, and not owned by Hartmarx Corporation or an affiliated company.

Hartmarx Corporation — 
 Our

luxury
journey in

The Luxury Group is our ultimate upscale journey. The Luxury

Group’s strategy is to operate as a diversified operation with multiple brands,
products and distribution channels. Our consistent execution of this strategy
continues to drive market share growth for the Hickey-Freeman, hickey, Bobby
Jones and Burberry men’s tailored clothing brands.

In 2006, Hickey-Freeman continued to develop its men’s furnishings, sportswear

and Boys collections, thereby fueling sales growth. The “hickey” collection,
which was launched in 2005 to appeal to a young and affluent male consumer,
expanded its presence in key department and specialty stores. This increased
exposure has helped the “hickey” collection attract international interest in the
form of both licensing and direct distribution opportunities.

The Bobby Jones brand has established a dominant position in the luxury
sportswear and furnishings market. The design, quality and distribution integ-
rity of this golf and lifestyle brand have fostered brand extensions to a number

 — Hartmarx Corporation
Bobby Jones—Hawaii Hickey-Freeman—Wall Street, NYC Bobby Jones—Las Vegas

of products, including a new women’s line, performance golf apparel, time-

pieces, fine leather accessories and award-winning golf clubs, all of which
represent the finest quality in their respective markets. The expanded Bobby
Jones collection is now showcased in Bobby Jones stores in Beverly Hills,
Honolulu, Atlanta and Las Vegas, as well as in the flagship Hickey-Freeman
store at 666 Fifth Avenue in New York City.

The Luxury Group has a powerful, vertically integrated structure, which encom-
passes owned stores, e-commerce and catalog operations. In keeping with
our focus on leveraging this structure to drive profitable growth, we have
introduced an executive incentive program designed for the benefit of our
significant corporate partners.

Luxury — 
The Hickey-Freeman Collection
Luxury — 11
Bobby Jones
13 Major Championships
All Four Major Championships in 1930 Bobby Jones Collection

Bobby Jones Collection

12 — Hartmarx Corporation
 Bobby Jones Players

Bobby Jones Players

Luxury — 13
 Our
journey in

tailored
HMX Tailored is the largest premier clothing manufacturer
and marketer in the United States, and it possesses the
industry’s broadest distribution penetration. As a result, the
recent ownership changes and consolidation of merchandising functions among
major national retailers had a meaningful adverse impact on HMX Tailored in
2006. These consolidations affected our mainstream licensed department store
brands, prompting us to conclude several licensing programs due to reduced
margin prospects. However, our consequent decision to realign our HMX
Tailored brand offerings provided us with an opportunity to decrease domestic
production, streamline our label portfolio and narrow our focus to select distri-
bution channels that are consistent with our “better” marketing strategy.

The cornerstone of HMX Tailored’s upscale journey is the continual progression

of the Hart Schaffner Marx brand to being the absolute “best of the better.”
We have made significant strides in repositioning this 120-year-old brand, and

14 — Hartmarx Corporation
DKNY Donna Karan New York Chris Isaak Rocks American St yle Austin Reed
Hart Schaffner Marx

today Hart Schaffner Marx offers a modern, style-driven collection of sports-

wear and dress furnishings that reflect the brand’s proud heritage and tradition
of superior quality, as well as its commitment to contemporary fashion. We have
reinforced this new positioning by concentrating our distribution in the nation’s
top specialty and better department stores, and we plan to open a dedicated
Hart Schaffner Marx concept store. We will also continue our repositioning
program in the coming year, traveling around the country with musician and
actor, Chris Isaak, whose exceptional talent and unique persona reflect the
brand’s new attitude.

Austin Reed, Tommy Hilfiger, DKNY Donna Karan New York, Claiborne, Perry
Ellis and Pierre Cardin round out the HMX Tailored brand portfolio. Each
of these brands is focused on a specific component among the diversified
retail channels. As such, they emphasize our commitment to serving our
various upscale consumers and help to position HMX Tailored to emerge from a
challenging year and achieve a meaningful earnings recovery in 2007.

Tailored — 15
The Hart Schaffner Marx Collection
Tailored — 17
Hart Schaffner Marx Sportswear

Hart Schaffner Marx Sportswear

18 — Hartmarx Corporation
 Austin Reed

Tommy Hilfiger

Tailored — 19
Claiborne, DKNY Donna Karan New York

20 — Hartmarx Corporation
 Perry Ellis, Claiborne Separates

Tailored — 21
 Our
journey in

womenswear
HMX Womenswear has become a major revenue and
profit producing business for Hartmarx, generating more
than $118 million in 2006 sales. This performance is the product
of a multi-faceted strategy of driving organic growth in existing brands, fuel­
ing new brand development initiatives, and executing a focused acquisition
plan that has brought the Exclusively Misook, Simply Blue, One Girl Who...
and Zooey brands under the Hartmarx Womenswear banner over the past
few years.

In 2006, Exclusively Misook’s sales approach was enthusiastically supported

by Misook’s personal appearances at numerous stores throughout the country.
The Simply Blue denim inspired brands—Christopher Blue, Jag Jeans and
Wörn—collectively experienced dramatic revenue growth during the year.
Sweater.com has developed a unique and exquisite contemporary cashmere
collection labeled b.chyll, scheduled for a Fall 2007 retail introduction, to com-
plement its One Girl Who... brand.

22 — Hartmarx Corporation
eye Barrie Pace Catalog Starington

Our Austin Reed Classic womenswear line has been updated with the addition
of a collection for younger consumers that is slated to be introduced through
the Barrie Pace catalog and website in Spring 2007. Barrie Pace, our direct-
to-consumer operation, refined its focus on the professional woman in 2006,
introducing exclusive merchandise created expressly for this customer. Eye shirt-
ings, Starington blouses and Semplice round out our womenswear branded
product offerings for 2007.

HMX Womenswear also markets high-quality women’s tailored apparel for

the professional services industry; in 2006, we introduced a new Internet-
based ordering system that has reduced order and fulfillment time and
expanded sales.

All Hartmarx Womenswear brands and collections are positioned at the bridge
and luxury levels in their respective niches. As a result, the entire brand port­
folio acts as a catalyst for progress in this unit’s continued upscale journey.

Womenswear — 23
Exclusively Misook
 One Girl Who...,

Austin Reed

Womenswear — 25
Jag, Wörn

26 — Hartmarx Corporation
 Christopher Blue

Womenswear — 27
 Our
journey in

sportswear
Our most adventurous journey is HMX Sportswear. Like any
adventure, our product development has relied on both exploration and inno­
vation, and after several years of these activities, our efforts are producing
promising results.

Since inception, our strategy for HMX Sportswear has been to create and market
national and dedicated large store brands. The widely distributed Jack Nicklaus
and Ted Baker brands both embody consumer-specific visions, a factor that is
helping them to gain traction in their respective target markets. Brand entities,
such as Lyle & Scott, Austin Reed and Pusser’s of the West Indies have also ben-
efited from maintaining a clearly defined focus, with each of these brands dedi-
cated to specific retailers on an exclusive basis. The proven ability of these
brands to meet specific retail niche requirements has generated numerous mar-
ket extension opportunities for each of them. At every level, all of these brands
share a common goal of delivering ever-improving quality in order to be the
best brand with the best value proposition in our retail partners’ stores.

28 — Hartmarx Corporation
Austin Reed Ted Baker Jack Nicklaus

In 2006, we launched a new Jack Nicklaus golf collection called Jack Nicklaus
Golf Performance. This line, which features a selection of stylish, high-
performance products, was an immediate success. We will expand this line in
2007 to offer consumers the newest innovations in golf apparel technology
while maintaining the brand’s traditional identity.

For Ted Baker, the Fall 2006 collection represented a stronger and more cohe-
sive lifestyle statement, which translated into improved retail sales. We further
accelerated sales by opening regional sales offices in key markets, which is
helping us to achieve greater market-by-market penetration. We also realigned
the Ted Baker brand in top-tier retail stores in order to better communicate the
Ted Baker lifestyle message.

Sportswear — 29
Austin Reed
 Ted Baker

Ted Baker

Sportswear — 31
Jack Nicklaus
18 Major Championships
100 Professional Worldwide Victories

The Jack Nicklaus Collection

32 — Hartmarx Corporation
Sportswear — 33
 Coppley’s exceptionally crafted apparel, “Custom in 7 Days”

Our journey in

international
Coppley is the centerpiece of our Canadian-based
­international business. In 2007, Coppley’s journey upscale will be accel-
erated by the release of a new collection of business and formalwear, all bearing
the Coppley luxury label. This new single-brand focus will enable Coppley to
highlight its unique “Custom in 7 Days” program, which is an established and
powerful differentiator in the North American high quality apparel market.

The Coppley collection encompasses tailored clothing, formalwear, dress shirts

and neckwear, and all elements of the collection are available through the
custom program. “Custom in 7 Days” offers appealing operating dynamics,
because it reduces the inventory investment for Coppley and its retail customers
while increasing full margin luxury price point sales. Thus, Coppley’s balanced
sales model of 40 percent advance orders, 40 percent “Custom in 7 Days” orders
and 20 percent in-stock purchases enhances margins for both Hartmarx and for
our valued retail partners.

34 — Hartmarx Corporation
The Coppley Collection
36 — Hartmarx Corporation
International — 37
 Jack Nicklaus: Seoul, Korea Jack Nicklaus: Jinju, Korea Jack Nicklaus: Shanghai, China

Our journey in

international marketing
International Marketing’s far-reaching journey positions Hartmarx as an
upscale global apparel enterprise. Through our International Marketing operation,
Hartmarx provides a range of business partners around the world with licensed brands and
products that reflect the precise design and quality requirements of defined targeted markets.

Our success is premised on our ability to create a customized business model for each brand that is
aligned with the demands of the particular market under license. We accomplish this by leveraging
our stringent manufacturing standards and exceptional merchandising and marketing expertise
to meet the unique needs of each of our partners. Our success is evidenced by the fact that we
continue to grow our roster of partnerships, ending 2006 with fifty-five license programs in thirty-
five countries.

Nine of these programs were added during 2006. Chief among these was a Hart Schaffner Marx
marketing and service agreement with the Youngor Group Co., Ltd., the largest public apparel
manufacturing and retailing company in China.

38 — Hartmarx Corporation
 Hart Schaffner Marx
Taipai, Taiwan

Hickey-Freeman
Tokyo, Japan

International — 39
Bobby Jones
Ala Moana, Hawaii

Bobby Jones
Ala Moana, Hawaii

40 — Hartmarx Corporation
 International & Domestic Licensees & Distribution

International Licensees
Canada
BHT Group, Inc.
Cardinal Clothes Inc.
Empire Clothing Manufacturing
Company, Inc.
Majestic Industries (Canada) Ltd.
No Ordinary Shoes USA LLC
Raymond Lanctôt Ltée
Superba, Inc.
Swank, Inc.
Tura L.P.
China
FnC Kolon (Shanghai) Corporation
Youngor Group Co., Ltd.
Czech Republic
AZ Golf s.r.o.
European Union (15 countries)
Bobby Jones Golf Europe Limited
Indonesia
P.T. Transindo Global Fashion
TAS Luggage Centers Co.
Japan
Alps Kawamura Co., Ltd.
Eminento, Inc.
Flex Japan Co., Ltd.
Futata Co., Ltd.
Goto Co., Ltd.
JNJ, Inc.
K-Niche Co., Ltd.
Kosugi Sangyo Company, Ltd.
Lifegear Corporation
Marimo Craft Co.
Matsuzaki & Co., Ltd.
San Marco Co., Ltd.
Swany Corporation
Trenza Limited
Uchino Co., Ltd.
Yamani, Incorporated
Young Sangyo Co. Ltd.
Korea
Dae Han Corporation, Inc.
FnC Kolon Corporation
Jinkyoung Co. Ltd.
Malaysia
Orientex Marketing (M) SDN. BHD.
Mexico
Fussli, S.A. de C.V.
Industrias Cavalier S.A. de C.V.
Yale de Mexico S.A. de C.V.
Monaco
Bobby Jones Golf Europe Limited
New Zealand
Linkz Marketing Limited
Norway
Bobby Jones Golf Europe Limited
Philippines
Rustan Marketing Corporation
Slovakia
AZ Golf s.r.o.
South Africa
RSG Distributors (Pty) Ltd.
Switzerland
Bobby Jones Golf Europe Limited
Taiwan
Far Eastern Textile, Ltd.
Worldwide
Randall International, LLC
Signature Eyewear, Inc.

Domestic Licensees
BHT Group, Inc.
Cardinal Clothes Inc.
Gruner & Company, Inc.
Levy Group, Inc.
Luxury Accessories Superba, Inc.
International, LLC Swank, Inc.
Majestic International USA, Inc. The Bobby Jones Golf Co., LLC
No Ordinary Shoes USA LLC Tura L.P.
Seiko Instruments USA, Inc.

Bobby Jones Distribution

Australia Germany Russia
Bahamas Hong Kong St. Kitts and Nevis
Barbados Ireland Spain
Brazil Italy Sweden
Canada Jamaica Switzerland
Costa Rica Korea United Kingdom
Dominican Republic Mexico
France Portugal

Hartmarx Corporation — 41
 Operating Group Selected Data

The Company operates exclusively in the apparel business. Its operations are comprised of the Men’s
Apparel Group and Women’s Apparel Group. The Men’s Apparel Group designs, manufactures and
markets men’s tailored clothing, slacks, sportswear (including golfwear) and dress furnishings (shirts
and ties). Products are sold at luxury, premium and moderate price points under a broad variety of
apparel brands, both owned and under license, to an extensive range of retail channels. The Women’s
Apparel Group designs and markets women’s career apparel, designer knitwear, sportswear, including
denim products, and accessories to department and specialty stores under owned and licensed brand
names and directly to consumers through its catalogs and e-commerce website.

The following table is management’s unaudited summary of sales, earnings and investment in the
major components of Hartmarx Corporation operations for the five years ended November 30, 2006
(in thousands):
Years ended November 30,

2006 2005 2004 2003 2002

Sales
   Men’s apparel group $479,669 $511,040 $506,673 $501,710 $521,072
   Women’s apparel group 118,221 87,127 79,740 60,139 49,228
     Total $597,890 $598,167 $586,413 $561,849 $570,300

Earnings (loss) before taxes

   Men’s apparel group $ 23,357 $ 51,349 $ 40,992 $ 29,828 $ 30,630
   Women’s apparel group 12,224 8,881 7,540 4,343 (946)
  Corporate expenses, interest,
consolidating entries (23,829) (21,870) (22,627) (19,786) (28,261)
     Total $11,752 $ 38,360 $ 25,905 $14,385 $1,423

Total assets at November 30

   Men’s apparel group $286,845 $312,396 $274,781 $268,497 $274,543
   Women’s apparel group 98,644 87,023 66,556 30,224 25,024
   Corporate 87,595 95,226 107,204 122,643 137,497
     Total $473,084 $494,645 $448,541 $421,364 $437,064

• S ales are net of any intra-group transactions.

• T he “Corporate expenses, interest, consolidating entries” line includes interest on all debt and
refinancing expense.
• Corporate assets include corporate properties, deferred income taxes, and other assets not attribut-
able to a specific operating segment.

42 — Hartmarx Corporation
 Selected Financial Data

I ncome statement data in thousands,

except per share data, for years endedNovember 30,

2006 2005 2004 2003 2002

Net sales $597,890 $598,167 $586,413 $561,849 $570,300
Licensing and other income 2,573 2,118 2,445 1,898 2,723
Cost of goods sold 404,618 395,680 396,272 392,350 405,822
Selling, general and administrative
expenses 174,924 159,063 160,207 148,788 150,201
Restructuring charge — — — — (366)
Settlement proceeds re: termination
of systems project — — — — 4,500
Operating earnings 20,921 45,542 32,379 22,609 21,134
Interest expense (9,169) (7,182) (6,474) (7,429) (15,509)
Refinancing expense — — — (795) (4,202)
Earnings before taxes 11,752 38,360 25,905 14,385 1,423
Tax provision (4,466) (14,805) (10,040) (5,680) (557)
Net earnings 7,286 23,555 15,865 8,705 866
Diluted earnings per share .20 .63 .44 .25 .03
Cash dividends per share — — — — —
Average number of common shares
and equivalents—diluted 37,081 37,212 36,286 34,645 33,163
Balance sheet data in thousands,
except per share data, at November 30,

2006 2005 2004 2003 2002

Cash and cash equivalents $ 2,304 $1,257 $ 2,356 $ 2,964 $ 6,854
Accounts receivable, net 113,688 123,058 119,033 117,778 126,221
Inventories 146,440 153,263 130,139 124,010 115,175
Prepaid expenses and other assets 17,368 19,158 14,284 12,485 13,817
Net properties 33,964 37,250 27,643 29,323 32,555
Prepaid/intangible pension asset 36,550 35,963 39,411 42,860 46,308
Goodwill and intangible assets 83,458 75,831 59,725 23,787 23,040
Deferred taxes 39,312 48,865 55,950 68,157 73,094
Total assets 473,084 494,645 448,541 421,364 437,064
Accounts payable and accrued expenses 90,764 99,841 98,307 78,342 83,875
Total debt 113,355 119,513 102,032 104,404 123,364
Accrued pension liability 8,309 29,445 26,416 46,167 51,254
Shareholders’ equity 260,656 245,846 221,786 192,451 178,571
Equity per share 7.13 6.62 6.16 5.49 5.21

Hartmarx Corporation — 43
 Selected Quarterly Data

1st quarter 2nd quarter

In thousands, except per share data 2006 2005 2006 2005
Net sales $144,204 $143,822 $152,566 $145,742
Gross profit 48,295 48,164 49,644 50,577
Net earnings 2,585 4,205 3,880 5,425
Diluted earnings per share .07 .11 .10 .15

3rd quarter 4th quarter

2006 2005 2006 2005
Net sales $137,691 $152,134 $163,429 $156,469
Gross profit 47,545 50,376 47,788 53,370
Net earnings 490 6,585 331 7,340
Diluted earnings per share .01 .18 .01 .20

Hartmarx common shares are traded on the New York and Chicago Stock Exchanges. The stock sym-
bol is HMX. The quarterly composite price ranges of the Company’s common stock for the past three
fiscal years were:

2006 2005 2004

High Low High Low High Low
First quarter $8.96 $7.33 $  9.05 $7.38 $6.73 $4.00
Second quarter 9.97 7.37 10.29 8.11 6.35 5.29
Third quarter 7.53 5.73 10.48 8.34 7.85 5.95
Fourth quarter 7.86 5.50 9.25 6.09 8.82 6.25

44 — Hartmarx Corporation
 Board of Directors

Michael F. Anthony 1, 3 Raymond F. Farley 2, 3 Homi B. Patel 4

Chairman, President and Retired President and Chairman, President and
Chief Executive Officer Chief Executive Officer Chief Executive Officer
Things Remembered SC Johnson Wax Hartmarx Corporation
Jeffrey A. Cole 1, 2, 3 Elbert O. Hand 3 Michael B. Rohlfs 1, 3

President Retired Chairman President and

Cole Limited
James P. Dollive 1, 3, 5
Executive Vice President and
Chief Financial Officer
Kraft Foods Inc.
Hartmarx Corporation
Dipak C. Jain 2, 3, 5
Dean, Kellogg
School of Management
Northwestern University
Chief Executive Officer
Dearborn Financial, Inc.
Stuart L. Scott 2, 3, 5
Retired Chairman
Jones Lang LaSalle Incorporated

Corporate and Subsidiary Officers

Corporate Officers Men’s Apparel Group Women’s Apparel Group

Homi B. Patel* Richard L. Biegel* Susan G. Falk*

Chairman, President and Group President Group President Womenswear
Chief Executive Officer HMX Tailored
Misook Doolittle
Glenn R. Morgan* Paulette Garafalo* President
Executive Vice President, Group President Exclusively Misook Apparel
Chief Financial Officer Luxury Group
and Treasurer Bruce Gifford
Eric G. Prengel* President
Taras R. Proczko* Group President Sweater.com Apparel
Senior Vice President, HMX Sportswear
General Counsel and Secretary Thomas L. Hall
Steven J. Weiner President
Raymond C. Giuriceo Group President International Women’s Apparel
Vice President
and Managing Director Effie Baker Alice Heller
International Marketing President President
Consolidated Apparel Group Zooey Apparel
Andrew A. Zahr
Vice President and Controller Eric N. Jones Melvin T. Matsui
President President
Hart Schaffner Marx Simply Blue Apparel
C. James Murray Maureen P. Vear
President, Plaid Division Vice President and General
HMX Tailored Manager
1. Audit and Finance
2. Compensation and Stock Option Barrie Pace Ltd.
3. Executive
4. Management Operations International
5. Nominating and Governance
*Member of Executive Operating Board
Warwick O. Jones*
President and Managing Director
Coppley Apparel Group
Canada
Richard K. Sexton
Executive Vice President
and Managing Director
Royal Shirt
Canada

Hartmarx Corporation — 45
 Investor Information

Hartmarx Websites Hartmarx Corporation Forward-Looking Statements

Hartmarx 101 North Wacker Drive This 2006 annual report con-
www.hartmarx.com Chicago, IL 60606 tains forward-looking statements
312 372 6300 that are made in reliance upon
Hart Schaffner Marx the Safe Harbor Provisions of
www.hartschaffnermarx.com Transfer Agent and Registrar the Private Securities Litigation
Reform Act of 1995. These forward-
HMX Tailored Computershare Trust looking statements are subject to
www.hmxtailored.com Company, N.A. risks and uncertainties including,
Hickey-Freeman P.O. Box 43069 but not limited to, the demand
www.hickeyfreeman.com Providence, RI 02940-3069 for the Company’s products by the
www.hickeystyle.com 877 282 1168 consumer and the overall retail
www.computershare.com environment. These and other
Coppley risk factors are identified in cau-
www.coppley.com Form 10-K tionary statements included from
Sansabelt time to time in the Company’s
Hartmarx will provide to
www.sansabelt.com filings with the Securities and
any investor, without charge, Exchange Commission.
Bobby Jones a copy of its annual report
www.bobbyjonesshop.com on Form 10-K, as filed with Annual CEO Certification
the Securities and Exchange The Annual CEO Certification,
Exclusively Misook Commission (but without without qualification, was filed
www.misook.com
exhibits). Requests should with the New York Stock Exchange
Barrie Pace be in writing to: on April 28, 2006, as required
www.barriepace.com by Section 303A.12(a) of the
Hartmarx Corporation New York Stock Exchange Listed
International Women’s Apparel Attention: Company Manual.
www.iwainc.com Mr. Taras R. Proczko
Simply Blue Senior Vice President,
www.Christopher-blue.com General Counsel and
Secretary
Sweater.com 101 North Wacker Drive
www.sweater.com Chicago, IL 60606
Zooey
www.zooeytees.com

fashion photography by karl simone

designed by curran & connors, inc.

46 — Hartmarx Corporation