Supporting communities

The Moncler Group has always been committed to promoting initiatives and projects, and to supporting charitable organisations through cash contributions, donating clothes and organisational support for the benefit of communities.

 

The Group’s commitment to supporting the community is embodied in initiatives, mainly relating to support for populations in emergency situations, scientific research and social development, as well as the fight against poverty, and art and culture, with attention in each area to both people and the environment.

These are complemented by activities for local communities near the Group’s main sites that stem from the dialogue with local authorities and the community. Local personnel working at the main Moncler and Stone Island sites interact and maintain an ongoing dialogue with the representatives of communities and local authorities to understand their needs and expectations, as well as to assess the impact of business activities on the population, thereby ensuring social consensus. In 2025, the resources allocated by the Moncler Group to support local communities totalled more than 4 million euros1, in line with 2024 (+11%).

Type of initiative

Community investments		55%
Commercial initiatives with social impacts		24%
Donations		21%

Type of contribution

Cash		76%
Goods		17%
Management costs²		5%
Time³		2%

Area of intervention

Social development		35%
Arts and culture		19%
Scientific research		18%
Natural disasters and emergency relief		16%
Other		12%

Contribution by geographical area

Italy		28%
Rest of the World		72%

Notes

1 The amount is calculated on the basis of the London Benchmarking Group (LBG) model, a framework used to classify and measure the contribution of companies to communities. This model includes three main areas of intervention: community investments, donations and commercial initiatives with social impact. It also classifies each intervention according to the type of contribution, i.e.: direct financial donations; donations of goods, services or corporate resources (in kind); active involvement of employees through volunteering activities (time); and management costs. For more information, visit the website at www.csisolutions.co.za/lbg-model.php.

2 Management costs of organising employee volunteer activities during working hours.

3 Monetary value of hours volunteered by employees during regular working hours.