Recruitment

The current constantly transforming scenario requires new skills, professionalism and adaptability. To effectively address these challenges, the Group is committed to creating an international working environment, characterised by distinctive skills and the sharing of ideas and experiences, thus stimulating creativity and innovation. In this context, the recruitment, selection and hiring processes play a strategic role and are supported by targeted initiatives.

The Group’s Recruitment, Selection and Hiring Policy was recently updated based on the results of an internal survey on diversity topics, with the aim of making selection and hiring processes clearer, more structured, objective and inclusive.

Operational initiatives to support the recruitment, selection and hiring processes include internal job posting which promotes internal mobility between functions and regions. Each employee, through a dedicated area on the company platform, can apply for the open positions most aligned with their profile, level of experience and professional aspirations, up to ten days in advance of the external publication of the announcement. In Moncler in 2025, the positions filled via internal job posting accounted for around 23% at the global level. Specifically, they accounted for around 35% in Europe, 14% in America and 19% in Asia. In Stone Island, approximately 22% of searches were covered through internal job posting during the year. 


The Employee Value Proposition (EVP), defined in 2024 and continuously updated, outlines what makes Moncler and Stone Island distinctive as employers and helps attract talent in line with the corporate culture and values.

Collaboration with academia

Particularly important for market research are also collaborations with the top vocational schools, universities and business schools worldwide, with which the Group has established strong relationships, offering internship pathways for students and recent graduates, involvement in project development, participation in working groups and visits to operational sites. To access the most diversified talent pool possible, the Moncler Group has identified a panel of universities recognised by the QS Sustainability Ranking for their ability to attract students while ensuring a high level of diversity. For several years, selection processes for students have been initiated in each of the Group’s Regions, resulting in company internships. 

Moncler and Stone Island offer several internship opportunities each year, providing high-potential young people with the chance to experience the company and gain valuable training. In 2025, around 190 internships were activated within the Group, both curricular and extra-curricular. In particular, Moncler’s Italian corporate sites hosted young interns from nine different countries during the year. Among these two types of internships, 28% resulted in job contracts in 2025. 

 

In 2025, Moncler continued its collaborative activities with partner schools and universities, organising meetings for students. On these occasions, workshops, business cases and recruitment sessions have been planned, based on programmes defined ad hoc for each institution. As part of the Executive Master’s in Luxury Management (EMiLUX) at SDA Bocconi, Moncler continued to participate in the Behind the Scenes project, hosting two female students, at the Galleria Vittorio Emanuele store in Milan, for an immersive experience in the retail channel alongside the Client Advisors. The collaboration with the Master’s in Business Administration (MBA) Luxury Business Management of SDA Bocconi also continued, with interventions dedicated to the presentation of the operational and client management activities of the Moncler brand. During the year, the partnership with the Università Cattolica del Sacro Cuore (Milan) for the Master’s in Luxury Goods Management (EMLUX) included four sessions dedicated to retail merchandising, offering students the opportunity to work on a concrete business challenge and to gain a deeper understanding of how the sector and related professional roles function. Moncler also hosted a delegation of students from the Master’s of Business Administration (MBA) and Master’s in Management (MiM) programmes of the London Business School, offering the opportunity to discuss with top management retail excellence, activities and the training courses and performance evaluation of the Moncler sales force, as well as the Stone Island brand. For the eighth consecutive year, the collaboration with the Ecole Hôtelière de Lausanne (EHL) continued, aimed at identifying new talent to be included in the retail channel, which led to the launch of the Moncler Global Retail Graduate Programme.

At the same time, Moncler collaborates with Central Saint Martins, a prestigious London school of art, design and fashion, part of the University of the Arts in London, through a scholarship programme aimed at supporting students from historically underrepresented backgrounds by covering university fees and, if necessary, living expenses. 

Stone Island, in continuity with its commitment to the academic world, organised a project with the students of the Università Bocconi in Milan focused on real business challenges.

Training

For the Moncler Group, training and development represent essential strategic elements to promote both individual and collective growth and ensure the Group’s competitiveness over time.

Investing in human capital means, on the one hand, strengthening the skills of employees and promoting continuous improvement, and on the other, ensuring that the organisation is always ready to face the new challenges of the market with professionalism and an innovative spirit. This commitment not only helps with personal development, reducing the risk of losing key figures, but also helps to build a solid team ready to face future challenges with always up-to-date and cutting-edge competencies. 

 

To promote accessible and continuous learning, the Moncler Group has introduced several dedicated platforms. Moncler offers MINE, a platform active since 2022 that regularly updates the entire company workforce, both corporate and retail, on company news, training opportunities and internal initiatives. Meanwhile, in 2024, Stone Island launched EXPLORE [The Compass], an interactive portal that enables employees to access training content, online courses and tools for continuous professional development.

 

In 2025, the Leadership Academy was further strengthened as a training and development programme structured for managerial and leadership skills, with personalised pathways that support each person from the start of their career to more senior roles.

 

In addition to the specialised programmes, the Moncler Group continues to offer mandatory training courses. In 2025, the provision of the e-learning module on Legislative Decree 231 continued, making the Group’s ethical principles accessible to all employees, together with the various courses on compliance, including the mandatory course on global anti-corruption, as well as courses on GDPR and cybersecurity, to protect company data. An online course on market abuse was introduced, aimed at raising awareness within the organisation. Mandatory training in accordance with Legislative Decree 81/2008 continued at the Italian and Romanian sites, while in the other Regions where the Group operates, training was provided in accordance with local regulations on occupational safety, with the aim of raising employees’ awareness of occupational risks and promoting a safe and compliant working environment.

 

The Group also offers courses on cross-cutting issues, such as human rights, DE&I and environmental sustainability. A global DE&I Essentials module to promote an inclusive culture has been active since 2024, along with a module on Unconscious Bias to raise awareness of the need to overcome this. During 2025, in the Americas Region, United Kingdom and South Korea, e-learning modules were delivered on issues related to the recognition of harassment in the workplace. 

 

Lastly, in the environmental field, the global course designed to raise employees’ awareness of global environmental challenges, on topics such as climate change, biodiversity, water resource management, etc., continued.

 

Moreover, as part of its broader digital transformation journey, in 2024 the Group implemented the M365 platform to ensure a unified and collaborative experience in project management and communication across the organization. Following the rollout, a comprehensive training program was launched, involving all employees, including contractual or part time workers, through a mix of online courses, live webinars and in-person sessions, with the aim of promoting widespread digital adoption and strengthening digital skills across the workforce. Following the progressive rollout of Microsoft 365 Copilot across the organization, and in line with the Group’s public commitment to launching and rolling out a three-year Upskilling Digital and Tech programme focused on artificial intelligence and the enhancement of data literacy in daily activities, the Group has launched an upskilling programme aimed at strengthening the effective use of AI tools and their integration into employees’ daily workflows. 

 

Finally, the Group is also committed to enhancing internal know-how, particularly during the offboarding process of employees approaching retirement. The goal is to ensure the effective transfer of skills and accumulated experience through structured mentoring and knowledge-sharing initiatives involving incoming personnel. At the same time, the Group supports this transition with a responsible and respectful approach, recognizing the value of outgoing employees’ contributions and facilitating a smooth handover.  

 

In 2025, more than 3.3 million euros were invested in training, an increase of 14% compared with 2024, and 313,119 hours of training were delivered (around 290,500 in 2024) for more than 8,105 employees (7,607 in 2024). The increase in training hours is attributable to the expansion of the courses for the sales force and corporate functions, as well as to the strengthening of technical and professional training programmes at production sites. The trained people were 49% white-collars, followed by workers (30%), professionals (10%), managers (9%), and executives and senior executives (2%). The average hours per capita were 36.7 (about 42 for women and 24 for men), a slight increase compared with 2024 (35.5). In 2025, the largest investment focused on technical and professional training, which accounted for 76% of the courses delivered both for sales workforce and corporate employees. In addition, the commitment to health and safety training was maintained, accounting for 16% of hours delivered. Lastly, around 8,900 hours of human rights training were delivered (+34% compared to 2024).

Type of training

Professional		76%
Occupational health and safety		16%
Other		8%

Type of training

Mandatory		19%
Non-mandatory		81%

Remuneration

To ensure the proper application of its remuneration policy, the Group monitors that entry-level salaries, without differences between men and women, are equal to or or higher than the minimum required by law or collective bargaining agreements in all the countries in which it operates. This commitment is also confirmed by the annual living wage analysis conducted across the entire workforce1, including the production site in Romania, according to the Fair Wage Network methodology.

 

In addition, the Group implements an annual remuneration review process to reward the performance of its employees, promoting a culture based on meritocracy. In line with its fair and transparent approach, the Group obtained EDGE certification from an impartial third party in 2025 relating to pay equity for the Moncler brand globally, after achieving this at the Italian level. 

The remuneration package of 85% of the eligible workforce includes a variable component, appropriately balanced with respect to the fixed component and the individual contribution to the Company's strategic objectives. 

The variable component may be short-term (Management By Objectives or MBO) for the store managers and corporate population; a sales commission for retail staff, at both team and individual level; or medium-/long-term (Long Term Incentive).

 

The MBO system, in particular, is mainly based on annual quantitative objectives of an economic and financial nature, primarily Group consolidated EBIT, and on qualitative objectives of significant strategic and operational importance for the relevant function. These also include the achievement of the targets set out in the Strategic Sustainability Plan.

For each beneficiary, the MBO system establishes a combination of objectives:

  • collective objectives, related to the economic and financial performance of the Group;
  • individual and team objectives, focused on the operational and strategic performance of the department to which the individual belongs involving several colleagues;
  • project objectives, related to the achievement of milestones relevant to the specific function.

This system is applied to professionals, managers, executives and senior executives at the corporate sites, as well as to the store management team. The mechanism encourages the achievement of outstanding results, providing for incremental rewards for overperformance, where the assigned objectives are achieved at a level above target.

 

Lastly, the MBO system aligns performance objectives with risk management, as identified by Enterprise Risk Management (ERM), fostering a corporate culture oriented toward risk assessment and management as an integral part of employees’ decision-making processes.

 

Regarding the integration of Sustainability Plan commitments, within the variable component of the remuneration package, specific sustainability-related objectives are assigned to each employee of the eligible population, relating to their role or area of competence. In particular, all managers involved in achieving the targets defined within the Group's Sustainability Plan have their MBO linked to the fulfillment of results useful for attaining those targets. Particular attention is given to the targets set by the Group to combat climate change and reduce its impacts in this area. In fact, all managers involved in these targets have their MBO directly linked to these goals. 

 

With regard to the Chairman and Chief Executive Officer, the Executive Directors and the Strategic Managers, the MBO system, as well as the economic and financial profile of the Group, focuses on achieving the targets of the Sustainability Plan defined for the year. These objectives also include areas such as fighting climate change and protecting biodiversity, promoting the circular economy, sourcing from a responsible supply chain, valuing diversity and supporting local communities, as well as people engagement objectives and Diversity, Equity & Inclusion (DE&I) topics.

 

In addition, with regard to the short-term variable component, retail employees are provided with incentive systems based not only on individual and but also store performance that reward excellence and service quality, along with the contribution to business development.

 

As a medium/long-term incentive system, the Moncler Group currently uses Performance Share Plans for key positions within the management population. This approach allows the incentive process for managers and key resources of the Group to be linked to actual company’s results, steer people towards strategies aimed at pursuing sustainable medium/long-term results, align the interests of beneficiaries with those of shareholders and investors and develop policies aimed at attracting and retaining talented professionals. 

 

Since 2020, an ESG (Environmental, Social and Governance) indicator has been included in the Performance Share Plans, that entails the achievement of specific sustainability targets. 

 

In addition, the Group has established structured programs to oversee its labor practices, with particular attention to the monitoring of working hours and the management of overtime. For non-managerial positions, overtime is compensated either on an hourly basis or through recognition within the overall compensation framework, in line with internal policies and applicable labor regulations. These measures are designed to ensure transparency, fairness and full compliance in the management of working time across the organization. 

Benefits

The remuneration package offered to employees includes a wide range of benefits. In particular, there are pension plans and supplementary healthcare plans, life insurance and financial support in case of disability. In addition, services such as the company canteen or replacement meal vouchers are available, along with additional corporate welfare initiatives to support employee well-being.

 

The benefits offered by the Group to its employees are linked to their professional category to which they belong, regardless of the type of contract (fixed/permanent; full-time/part-time) and follow guidelines applied internationally, with possible changes depending on the local policy of the relevant country. 

To develop remuneration policies that not only reward work performance but also respond in a timely manner to the non-financial needs of its people, Moncler has developed corporate welfare plans, currently in Italy, the United Kingdom and South Korea, to ensure greater care and attention to the well-being of people. In particular, for all Italian employees, these plans apply to categories up to the managers of the corporate sites employed under permanent or apprenticeship contracts, in force at 31 December of each year and provide a wide range of benefits and services, also offered in part to the employee's family, from reimbursement of school expenses to vouchers, from leisure solutions to wellness packages. In Italy there is also the option of paying a portion of welfare credit to supplementary pension funds.

 

In the context of corporate welfare, during the year, the corporate employees of the Trebaseleghe office who used of the nursery and kindergarten services received full financial support from the Company, supporting their family needs and allowing for a better work-life balance. 

 

In addition, in 2023, a kindergarten was opened for the children of the employees of the production site in Romania. The facility accommodates over 60 children, who are offered an innovative educational experience based on one of the most internationally renowned teaching approaches developed by the Reggio Children organisation. This innovative approach fosters an environment that encourages children's potential and promotes experiential learning through interactions, autonomy, exploration and communication. The kindergarten has obtained "gold" certification from WELL, the world's leading building certification programme, with the highest standards of health and well-being. 

 

In addition, starting from 2024, the New Parents Policy has been introduced which guarantees additional hourly flexibility measures for all new parents employed by the Group, as well as defining a fully paid minimum leave, in addition to what is provided locally. At the production centre in Romania, additional financial support was provided to employees in case of personal emergencies.

 

Finally, Moncler and Stone Island participate in supplementary healthcare funds that offer additional benefits compared with the National Health Service; a total of 1,825 Italian employees were enrolled during the year.

Development

In 2025, the Group introduced BEYOND, the new annual performance evaluation model, designed to support the evolution of the organisation and its strategic aims. The model is based on leadership principles consistent with the Group’s values, which guide behaviour, collaboration and the assumption of responsibility in different organisational contexts. The leadership principles are defined for the Moncler and Stone Island brands and for the specificities of the different business areas, making the assessment more consistent with the corporate roles and contexts. 

 

The model measures performance by assessing the level of knowledge and behaviours within the organisation as an expression of individual leadership, and then comparing them with the expected standard for the specific role. This makes it possible to verify the level of adherence of individuals to their roles and to enhance the impact of individual performance, determining possible training and development paths. 

 

The assessment is based on values of which every employee must be an ambassador and promoter: integrity, passion, harmony with company culture, ability to build trust-based relationships, global vision and the drive towards innovation. Specifically, one of the dimensions in which each employee is evaluated is a specific area for assessing the compliance of their behaviour with the principles of the Group’s Codes of Ethics.

 

The evaluation system, which aims to improve business performance, has a medium-to-long-term perspective and is therefore one of the key processes for managing and developing people, defining succession plans and retaining the best talent laying the basis of the salary review process, promoting equity, equal opportunities, meritocracy and market competitiveness. The employee self-assessment is an important step in the evaluation process. It enables employees to compare the perception of their performance with that of the Company.

 

In the assessment process, each manager evaluates his or her staff using a digital platform. In addition, where applicable, the functional manager is also involved in the assessment. This assessment is subsequently circulated to and finalised within a committee of senior managers, with the aim of ensuring the comparison and calibration of the assessments, thus making them even fairer and more objective. The process ends with the sharing of the assessment by the manager and the employee, in a conversation, in which the results achieved are emphasised, the areas for improvement identified are discussed and an action plan to strengthen future performance is shared. The process is thus structured to include various steps in order to make the performance evaluation system multidimensional. 

 

The assessment process is applied to all organisational roles, both corporate and retail, at a global level, including the worker populations at all the Group’s production sites. 

The launch of the new model involved all functions and levels of the organisation, through dedicated training sessions and internal communication initiatives, aimed at promoting the understanding and adoption of the new model. The objective is to strengthen the culture of continuous growth and the enhancement of the potential of each person, supporting internal mobility, the diversity of career pathways and the ability to successfully face the challenges of a constantly evolving environment.

 

In addition to this structured annual evaluation process, the Group promotes continuous processes of agile conversation between managers and employees throughout the year, allowing them to give and receive constant feedback to raise awareness and review objectives and obstacles to achieving performance.

 

Finally, in countries where the company workforce has a higher average age, the Group also supports employees approaching retirement by engaging with them in advance and jointly defining pre-retirement plans designed to address their individual needs. 

 

The evaluation process is applied to all organisational roles, both corporate and retail, at a global level. During the year, 7,303 people were evaluated in the Group (86% of the workforce at the end of the year), of which 72% were women and 28% were men, equal to 100%2 of the eligible population3.

In addition to this structured annual assessment process, the Group promotes continuous processes of flexible conversation between managers and employees throughout the year, allowing them to give and receive ongoing feedback to raise awareness and review objectives and obstacles to achieving performance.

 

Employee engagement

The Moncler Group recognises the fundamental importance of active listening and employee engagement in promoting a corporate culture based on sharing and participation. In this context, the Engagement & Internal Communication Department, within the People & Organisation Function, has the task of developing strategies and tools that promote the involvement of colleagues.

 

During 2025, several initiatives continued, sharing some common characteristics: fostering collaboration among people, encouraging moments of exchange and mutual understanding, facilitating the flow of information and creating a shared culture and vision with the aim of further strengthening team spirit and the sense of belonging at the Moncler Group.

 

In this context, the launch of the annual employee engagement survey, MONVoice, played an important role. The survey collects employees feedback, enabling a better understanding of their needs and helping to guide company policies and actions in a targeted way. The analysis provides a global snapshot of the Group’s positioning across 12 dimensions, with the aim of identifying strengths and areas for improvement to enhance overall performance.

The ninth edition of MONVoice involved 7,307 people worldwide, with a questionnaire of 28 closed questions and two open questions, inviting employees to provide suggestions on areas for improvement and the factors that motivate them. Among the main areas of identified were “respect and empowerment of people” and the “flexibility and support of managers”. The Group’s ability to “organise work in a structured way” has been identified as an area for improvement, together with the “remuneration and benefits system”. To ensure that the improvement process focused on people originates from the people themselves, the results are shared across the entire Group through dedicated communications and sharing sessions.

 

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Among the initiatives aimed at fostering interaction between employees and the Group's top management, the Thank Boss It's Friday! programme continued. This global initiative, launched in 2019, allows employees to share insights and suggestions with top management in the spirit of open dialogue. In 2025, approximately 134 employees took part in these sessions. In addition, several meetings were organised, open to all employees, during which financial performance, business results and updates on the most relevant projects were presented.

 

To foster engagement and internal communication, in 2025, the Crafters of Tomorrow platform was launched globally, an open and inclusive space designed to promote the sharing of ideas, stimulate creativity and give voice to the boldest initiatives, strengthening a culture based on collaboration and listening. In addition, the new Milan Headquarters was conceived not only as an architectural operation, but as a broader corporate journey. Alongside the development of the physical spaces, a structured communication plan was defined and supported by a dedicated website, aimed at keeping all employees informed about the features and services of the new Headquarters. Launched in July, the plan promoted a co-design approach and active participation, from the choice of the headquarters’ name to the definition of the services offered, placing people’s needs at the center and reinforcing a sense of belonging.

 

Another key moment to promote teamwork and engage employees is corporate volunteering, a tool that fosters social responsibility and a culture of diversity and collaboration. With Legambiente, in 2025, awareness-raising activities on environmental impact continued, including park and beach clean-ups, conservation projects, the creation of urban gardens and the restoration of public spaces in several Italian cities.

Since 2021, Moncler has been promoting the Be Warm project in collaboration with Officine Buone, encouraging employees to offer their artistic talent to healthcare facilities, providing moments of relief and positivity for patients, their families, and hospital staff. In 2025, the initiative was further enriched through the involvement of Stone Island employees, who participated in a photography course and created images inspired by the “Pics for a Smile” concept, aimed at spreading joy. The photographs will be displayed in the facilities hosting families traveling for medical treatment. SInce 2024, the Group has also supported the association Casa Lontani da Casa through the “Stanze e Favole Blu” project, creating welcoming spaces for families travelling for medical treatments and providing podcast fairy tales for children.

The Group’s Regional also actively contributed to a wide range of volunteering initiatives, engaging in projects ranging from environmental conservation to social activities, demonstrating a strong spirit of collaboration and a proactive approach in addressing both local and global challenges.

 

Leadership Academy

The training offer was designed to respond to the specific needs of the different levels of seniority, supporting the development of key skills in line with the evolution of the business and with the Group’s priorities.

 

The Training Programmes of the Leadership Academy include:

 

  • eMpower, a programme launched in 2023 that represents a tangible commitment by the Moncler Group to developing and empowering young professionals, including interns and new hires. Structured around three key pillars – Learning, Networking and Inspirational Talks – eMpower is a three-year pathway designed to facilitate the integration of new generations and develop essential skills for both professional and personal growth. Learning, the first pillar, focuses on the development of fundamental skills, through technical and advanced courses in areas such as digital tools, effective communication and collaboration and time management. Networkingfosters the creation of a solid professional network through social events, team building activities and volunteer initiatives, helping to strengthen the sense of community among participants. Finally, Inspirational Talksoffers the opportunity to meet managers and leaders of the Group, promoting the sharing of experiences, values and strategic vision, and providing reference models useful in facing the challenges of the world of work. In 2025, 226 employees participated for a total of 826 hours of training.

 

  • Connections is a learning programme launched in 2024 for all employees of the offices of Moncler and Stone Island in Italy, which will be progressively extended to the Group’s Regions. The programme focuses on building a culture of collaboration, innovation and excellence and is divided into three main pillars. The Excellence pillar is focused on achieving high performance, encouraging employees to pursue ambitious goals and maintain the highest quality standards. Collaboration promotes teamwork and cross-functional networking, fostering the development of solid professional relationships and a collaborative corporate culture. Lastly, Innovation encourages the adoption of new ideas and a mindset open to change, pushing employees to explore creative solutions and tackling business challenges in a resilient way. In 2025, the pathway was further enriched with new courses, including “Emotional Power” and “Beyond Barriers: the Impact of Teamwork”, designed to develop soft skills, emotional awareness and the ability to work effectively in a group. In 2025, 183 employees were involved in the various courses organised for them, for a total of over 1,900 hours, with an increase compared with 2024.

 

  • Building Leadership and Building Bridges are two programmes designed for managers, senior managers and executives, with the aim of developing skills for effective and inclusive leadership, capable of guiding teams towards excellent results and fostering the creation of cohesive and positive work environments. The Building Leadership programme strengthens managerial competencies, preparing participants to face the challenges of organisational complexity and promoting an inclusive environment orientated towards high performance. In 2025, the programme involved 15 managers from Moncler and Stone Island, with diverse backgrounds, with a total of about 230 hours of training delivered on key topics such as communication, delegation, stress and conflict management, constructive feedback and inclusive leadership. Each participant had access to an individual coaching programme, supplemented with practical sessions and exercises, aimed at translating learning into concrete actions in their work context. Building Bridges, meanwhile, continued to be the first global leadership programme of the Moncler Group, designed to foster an inclusive and positive culture in the Company. Created in response to feedback from the 2024 Inclusion Survey, the programme is designed to equip managers with the skills necessary to create safe work environments, where every opinion is respected and valued. The pathway provides practical tools to support an inclusive and collaborative work environment. The programme represents a long-term commitment aimed at integrating inclusive leadership at all levels of the organisation, with the goal of involving 100% of management (managers, senior managers, executives and senior executives) by 2026. In 2025, about 3,300 hours were delivered to a total of 544 participants involved worldwide.

 

Within the Leadership Academy, function managers and regional presidents are involved in activities designed to strengthen team cohesion and align the leadership with the Group’s evolving challenges. In 2025, a Leadership Offsite was organised, an event in collaboration with IMD Business School, designed to address the emerging challenges of the industry and the Group. The initiative involved alternating immersive sessions, strategic workshops and opportunities for discussion on topics such as inclusive leadership and change management in global contexts. This event fostered a shared reflection on business priorities and strengthened cohesion and alignment among leaders, stimulating an even more integrated and innovation-orientated managerial vision.

 

Development programs

In parallel with the Leadership Academy training programmes, the Group’s commitment to involving employees in development paths continued, including:

 

  • MONCampus, an initiative designed to accelerate the growth of young talent at Moncler and Stone Island, by offering an interactive global development pathway for skills enhancement and knowledge exchange. The edition that started in 2024 ended in 2025, with the involvement of 23 participants from all the Regions in which the Group operates. Thanks to the collaboration with POLI.Design of the Politecnico di Milano, participants were able to access new content on leadership, innovation and project management, working on strategic projects assigned directly by the leadership. The presentation of the final projects represented the culmination of the journey, highlighting the contribution of the young talents and their cross-cutting impact within the Group. Over the years, the program has delivered tangible benefits for the Group, not only by rapidly enhancing the skills of high-potential employees but also by significantly improving their retention rates. Participants of this program gain a deeper understanding and appreciation of the Group's investment in their development, which fosters greater loyalty compared to their peers of similar rank and age who do not participate. This positively impacts the business, particularly in terms of future growth for which these individuals will play a crucial role. The turnover rate for employees who completed the latest MONCampus program was 14 percentage points lower than that of their peers.

 

  • MAKERS LAB, a global initiative that aims to promote the transfer of technical skills among Moncler and Stone Island employees. The programme, through the contribution of internal experts (Subject Matter Experts (SME)), creates opportunities for cross-learning by stimulating the sharing of know-how about processes and tools, and strengthening collaboration between the two brands’ functions. In 2025, around 1,070 hours of professional development were delivered, reaching more than 450 employees globally.

 

  • MATE is Moncler’s internal technical academy, created to maintain and pass on the artisanal know-how of the product through specialised training. The programme is designed for new graduates from technical and vocational schools offering advanced skills in sample production, prototyping and quality control, with a focus on down jacket creation. In 2025, MATE expanded with the opening of two classes, one at the Moncler production plant in Trebaseleghe (Padua) and the other at the Milan headquarters, for a total of 17 participants and over 13,580 hours of training.The programme was also extended to Stone Island with the Stone Island Atelier Project. At the same time, the Pattern Making School in Romania, active since 2018, continues to train young local talents in modelling and development, strengthening local skills and productivity.

 

  • The Retail Graduate Programme, a programme launched in March 2025 in collaboration with the École Hôtelière de Lausanne(EHL), with the aim of strengthening the skills of retail staff. The programme involved 13 young talents from Moncler boutiques in all the Regions, for a total of 598 hours. The course combined practical experience in-store and a training plan structured in six digital modules and one in-person module, dedicated to key topics such as hospitality management, customer psychology in the luxury segment, new trends and customer relationship management. The training course was enriched by talks by Moncler management and contributions from external experts across different sectors. The programme ended with the presentation of innovative projects aimed at applying the concept of hospitality in stores, consolidating the link between service excellence and brand culture. 

 

In addition, to support the development of skills in the retail channel, an advanced digital platform based on artificial intelligence was introduced in 2025, which uses role-playing scenarios to teach managerial and relational skills in an immersive, realistic and measurable way. The Store Managers were able to experiment with different communication approaches, improve the quality of their feedback and strengthen their effectiveness in managing the team. The programme involved over 260 Store Managers globally, registering a 76% participation rate for a total of over 100 hours of training, confirming the adoption and impact of the pathway.

Notes

1 In 2025, in all the countries where the Group operates, employees receive an average salary above the living wage, in line with 2024.

2 The percentage was calculated on the 2025 eligible workforce employed under permanent contract, the database on which the 2025 assessment process was implemented. 

3 The eligible population includes all employees in service as of September 30 of the reporting year. The criterion was revised in 2025 in light of the new “BEYOND” performance evaluation model; therefore, no comparable data is available for 2024.