A training project for corporate offices took shape in 2021: MAKE, the Moncler Academy for Knowledge and Excellence, an ecosys- tem of learning for personal development in terms of knowledge and skills, but also of mental approach, working methods and or- ganisational awareness.

The MAKE architecture, which is based on some basic consider- ations such as each person s responsibility for their own devel- opment, the importance of learning by doing and the Company s values, has three main pillars: Two way leadership: leadership as a key factor in the organ-

isational relationship of leaders and followers; Omnilearning: recognising that learning is in all activities

that I perform; We develop together: individual knowledge becomes a col-

lective asset through sharing.

The main activities carried out in 2021 were: MONCampus: a program now in its second year, designed

for talented young people and managed almost entirely by internal trainers;

Building leadership: a management program that explores the foundational elements of leadership in a very practical and concrete way, providing useful tools for immediate ap- plication in the day-to-day;

Makers Lab: a program where internal Company experts share their knowledge of specific activities, processes and tools.

Thanks to the Adotta una Scuola (Adopt a School) project promot- ed by AltaGamma, 2021 marked an important step forward in the field of technical training. The adoption agreement was signed for the first school, the Istituto Professionale Caterina da Siena di Milano. The goal is to bring the business world closer to aca- deme, effectively preparing students for the workplace with tech- nical and craft skills that are gradually disappearing. The project includes a specialist training course for young students in the last two years of their studies.

Persisted the commitment to complete of some mandatory training: GDPR, Italian Law 231, Health and Safety, Code of Ethics were the main courses held globally.

OHSAS 45001 health and safety certification has been also extended to the Italian Stone Island facilities since 2021. Specific training programs were promoted during the year to maintain this certification.

In 2021 Moncler further consolidated its partnership with the Italian association ValoreD by participating in courses, pro- grams and inter-company workshops.

In the retail sector, Moncler continued to invest in proj- ects aimed at enhancing the professionalism of the Client Advi- sors with initiatives ranging from product technicality training, to knowledge of the Brand and its history, up to the development of relational and managerial skills with the aim of spreading a ser- vice and a selling ceremony able to make the customer experience unique and distinctive. Stone Island is embarking on a process of retail development, also in retail excellence field, already partly started with a test in Germany (October 2021) and set to be ex- tended in 2022 to retail stores in Korea, Italy, France, the Nether- lands and North America. In 2021, the Group provided over 118,299 hours of total training.

Moncler believes that dialogue and employees involve- ment are essential to increase the motivation and satisfaction of its people creating the foundation for sound long-term rela- tionships and strong performance. Several initiatives have been developed, including those aimed at facilitating dialogue and en- gagement between Stone Island and Moncler employees.

The ENGAGEMENT PLAN is also based on the results of MONVoice, the internal climate survey that aims to take a snap- shot of the Company s positioning in employee engagement and enablement, while also identifying strengths and areas on which we can work to grow and improve each year.

In 2021 Stone Island was also included in MONVoice to ob- tain a picture of the internal climate of the entire Group, involving a total of 4,286 people.

The main areas of excellence emerged by the survey included quality & customer focus , the flexibility and availability of man- agers and a sense of pride of being part of the Company . Col- laboration and communication across departments remain areas to be improved, along with development opportunities within the organisation and reward structure.

In 2021, the Moncler Group employed 4,635 average full- time equivalent (FTE) staff, 5,290 headcounts of whom around 49% were working at its directly operated stores compared to 48% in 2020. The Moncler brand employed 4,240 FTE (4,874 head- counts) while Stone Island counted 395 FTE (416 headcounts).

At Group level, in terms of distribution by geographic area, EMEA accounted for 67% of the total FTE, followed by Asia with 27% and the Americas with 6%.

2021 2020 2019 Asia 1,167 1,102 962 EMEA 3,115 2,682 2,707 Americas 353 307 306 TOTAL 4,635 4,091 3,975 of which Direct Retail 2,006 1,825 1,844

BREAKDOWN BY GEOGRAPHICAL AREA4

At 31 December 2021, 70% of employees were women. This percentage is in line with figures at 31 December 2020.

4 2021 average Full Time Equivalent.

BOARD OF DIRECTORS REPORT42 43 MONCLER GROUP

2021BOARD OF DIRECTORS REPORT