Moncler places great importance on the selection and recruitment of personnel, as well as on their performance evaluation and engagement, and is steadfast in its belief that creating long-term value is closely linked to human capital.

Moncler has always sought to attract and identify the best talent, people who stand out not only for their strong technical, professional, and management skills, but also for their personal qualities, passion, energy, flexibility, vision, innovative spirit, identification with Group values, and last but not least, their positive, effective interpersonal style along with a client-oriented approach, strong organizational skills, and an ability to adapt to an ever-changing environment.

Driven by the Group’s growth and geographical expansion in recent years, the recruitment process is increasingly focusing on people with an international profile and a broad and diverse cultural and educational

background, who have the expertise and experience to meet the Group’s future challenges. An international environment, the opportunity to work on stimulating, unconventional projects where diversity is valued and where individuals are empowered to express their skills and potential, and Moncler’s strong commitment to sustainable development are the key elements that help it attract talent, especially among the younger generations.

Moncler’s attractiveness was confirmed by the high number of applications received in 2020, about 20,000 résumés were submitted via the corporate website, in line with the trend in previous years.

The recruitment process follows the procedure set out in the Personnel Search and Recruitment Policy, which ensures equal opportunities, the prevention of discrimination in all forms, and the empowerment of internal resources in the recruitment phase.

A fundamental lever of Moncler’s human resource development, job rotation, and international mobility policies is the Internal Job Posting. Through the corporate intranet, MONCamp, interested employees can apply for open positions that best match their profile, experience, and aspirations. In 2020 about 15% of positions at worldwide level, of which 20% in Europe, 15% in the Americas, 20% in South Korea, and 2% in the rest of Asia were covered through Internal Job Postings.

In the second half of the year, despite the pandemic, the Group was able to resume international development programmes for its managers and to attract talent from different parts of the world, consistently with its inclination towards the spread of a global mobility culture.


Moncler has long-standing relationships with the best training colleges, universities and business schools, and working with them is of great importance to the Company. Joint initiatives include internships for students and new graduates, project development, participation in work groups, and visits to Company premises. Employer branding activities are a great opportunity to showcase the Company and its continual developments, increase its appeal, and reach out to a large number of talented people. Every year, Moncler offers various internships to young people with high

potential, giving them the opportunity to experience the Company and its business as they train. In 2020, in Italy, 48 internships were offered ranging from curricular to extracurricular internships. With regard to these latter categories 27% of them led to regular employment contracts. In 2020, despite the COVID-19 pandemic, Moncler continued to organize sessions with the students of its partner schools through the greater use of digital platforms. Workshops, business cases, and recruitment sessions were offered on the basis of ad hoc programmes developed for each school.

The main institutions with which Moncler partnered were the Glion Institute of Higher Education, Les Roches International School of Hotel Management (Crans-Montana), Ecole Hotelière de Lausanne, Università Cattolica (Milan), Bocconi University (Milan), Ca’ Foscari University (Venice), the University of Padua, the Politecnico of Milan, Istituto Secoli and IED (Milan), Domus Academy (Milan), CUOA (Vicenza), Istituto Marangoni and NABA (Milan), Milano Fashion Institute, and LUISS (Rome).


Training plays a key role in the development of talent. It is an important tool for enhancing and strengthening individual skills while also disseminating the Company’s values and strategy, thus supporting cultural and organizational growth. In 2020, despite the challenges posed by the pandemic, training activities were intensified with more than 530,000 euros invested and over 120,000 hours of training (18% more than in 2019) delivered to more than 4,800 employees, of whom 73% were women.

In 2020, of the people who participated in training activities, 34% were employees in the age group “31-40” years, followed by employees in the group “41-50” years (28%), “less than 30” years (27%), and “more than 50” years (11%).

Teaching went increasingly digital during the year, with a 51% rise in e-learning. Since 2019 the Group has been busy updating and adapting content, training activities, and the makeup of participant groups. This made it possible to involve a greater number of employees in training courses (+3% compared with 2019). Of the employees who participated in training activities, 50% were white-collars, followed by workers (29%), professionals (11%), managers (8%), and executives and senior executives (2%). The average hours per capita, equal to 28, increased by 23% with respect to 2019. In particular, the average hours per capita for women were 32, while those for men were 16. In 2020, 80% of investments in training activities referred to technical and professional courses for sales staff and employees at corporate offices. There was also an ongoing commitment to health and safety training, which accounted for 16% of all hours, while 2,750 hours were devoted to human rights training, including 2,400 for the Cultural Awareness and Diversity & Inclusion programmes. Technical and professional training took place at various moments during the year. The Operations team organized a course on product compliance and sustainable supply chains to share the standards and responsibilities of the various players involved in product compliance, and to look into the measures, requirements, and controls put in place by Moncler and the local markets.

The Brand Protection team explained the importance of knowing and following brand protection procedures as fundamental means to protect the Company from reputational damage and claims for compensation. Finally, a series of lessons on Product Lifecycle Management (PLM) was introduced as a new system for collection development.

Globally, courses on the new GDPR (General Data Protection Regulation) and cybersecurity were provided to all employees, as well as a series of product-specific courses. An online course on the Organization, Management and Control Model with a specific focus on anti-corruption, and another on the Code of Ethics, has been provided for employees in Italy to explain Moncler’s principles and guiding values including, in addition, issues on human rights.

As the coronavirus emergency persisted, Moncler defined an Anti-COVID Protocol in order to allow its employees to safely return to work. Aware of the importance of informing people in a timely manner and allowing them to learn all about the health and safety measures described in the protocol, Moncler immediately created a specific e-learning course for all of the Group’s employees. Throughout the year, Moncler continued to offer training programmes at both the corporate offices in Italy and the production site in Romania. These were mainly designed to reinforce and spread a culture of personal health and safety, raise awareness of risks in the workplace while providing information on risk identification and management, and encourage responsible behaviour among all employees. As regards legally required training on Legislative Decree 81/2008 on health and safety in the workplace, during the year 46 users have been activated for executives and senior executives training, 77 for health and safety officer training, and 158 for the update of specific courses. In all, the Company provided approximately 20,000 hours of health and safety training. In the context of efforts to promote inclusivity and diversity, during the year e-learning seminars were held in the Americas Region to foster these values and provide the tools for developing an ever more inclusive organization. Initial concepts like the way unconscious bias conditions our judgement and behaviour led into topics such as inclusion and belonging and how to prevent sexual harassment in the workplace.

With regards to promoting diversity the cultural awareness programme has continued. The aim of this programme is to foster respect for cultural differences and to recommend the most appropriate ways of interacting and communicating with colleagues, partners, and other people from

different cultures. After the first session on Chinese culture held in late 2019 for corporate employees in Italy, in 2020 digital sessions addressed American, Korean, and Japanese culture to the benefit of the entire Moncler population.

Moncler further strengthened its partnership with the Italian association Valore D, giving some corporate employees in Italy the opportunity to take in-house courses and workshops. These were designed to promote organizational models and develop a culture of cooperation and dialogue among different generations, genders, and cultures, and to facilitate the use of innovative, flexible tools to increase the wellbeing and motivation of the staff involved. During the year, Moncler employees have been engaged in courses focused on the development of the entrepreneurial spirit of young women, being mindful of one’s role in the business, striving for effective communication, and developing managerial skills. Some liaison officers of the People & Organization Department took courses on understanding the levers that help develop talent at Moncler.

The Pattern Making School formed in 2018 at the production site in Romania aims to enhance professional skills and lead to improvements in various departments, such as pattern making, CAD, development and placement. The school yields clear benefits in terms of earnings and time-to-market, while also improving employee retention and boosting job opportunities. In 2020, seven Romanian students who started training in September 2019 continued their programmes, and three of them were hired as pattern makers. The CAD course proceeded with four participants, of whom two were hired for the CAD department in early 2021.

At the retail level, Moncler continued to invest in a number of training programmes for enhancing the professionals skills of the sales personnel. These covered multiple topics, ranging from technical product knowledge (raw materials, production processes for footwear, handbags, and sunglasses), to sustainability features, to understanding the Brand and its history, and to the development of interpersonal and managerial skills, with a view to promoting a service model and sales style that make the shopping experience unique and distinctive.


Moncler’s remuneration system is designed to attract, motivate, and retain people with the professional skills required to grow the Company’s business. It is based on the principles of fairness, equal opportunities, meritocracy, and competitiveness on the market.

As a listed company, Moncler’s Remuneration Policy for Group directors and key executives is in line with the recommendations set forth in the Corporate Governance Code issued by Borsa Italiana. The Policy was defined with contribution from the People & Organization Department, the Nomination and Remuneration Committee, the Board of Directors, and the Group’s shareholders at the Annual Shareholders’ Meeting.

Remuneration for Company employees takes into consideration specific criteria, including market standards, internal fairness, characteristics of roles and responsibilities, and individual expertise, with every effort made to ensure the highest levels of objectivity to prevent any form of bias or discrimination.

For several years now, Moncler has implemented an annual salary review process based on two principles: performance and talent. On the basis of annual assessments and business results, as well as potential shown, managers can propose salary raises for their employees. These raises are then discussed in steering committees. The approved proposals take into account individual merit, contribution to the creation of added value for the Company, fairness, and competitiveness in relation to the market. In every country in which it operates and without distinction by gender, Moncler offers entry-level salaries equal to or above the minimum wage provided for by law or collective bargaining agreements. This was confirmed by an analysis conducted in 2020 on the entire Group workforce, including the production site in Romania. Since 2019 the Group has a Global Mobility Policy, which sets out the company’s commitments in ensuring fair, competitive, incentivizing, and consistent financial packages for Expatriates around the world. This policy is a fundamental tool for regulating international mobility, which increasingly underpins personal growth and the Company’s success.

The salary structure of 94% of eligible professionals, managers, executives and senior executives includes both fixed and variable components, balanced on the basis of the contribution to the Company’s strategic objectives. Variable component may take the form of short-term bonuses (Management By Objectives) for store managers and corporate employees, sales commissions for retail personnel at both the team and individual level, or comprise long-term incentives. Corporate employees in Italy, up to the title of manager, are also eligible for bonuses tied to company performance indicators.

The Management By Objectives (MBO) system focuses mainly on quantitative targets related to overall Company performance (mainly Group consolidated EBIT), as well as qualitative objectives of strategic and operational importance, such as those stated in the Strategic Sustainability Plan Moncler Born to Protect.

In the MBO system, social and environmental targets related to the fulfilment of the Sustainability Plan are set for everyone involved in the implementation of the plan itself, likewise, responsible sourcing objectives are assigned to some key positions. For all members of the Strategic Committee, including the Chairman and CEO, a percentage of their MBO bonus depends on the achievement of strategic sustainability objectives.

In 2020, despite the difficult economic context, a revised MBO system was maintained in order to motivate employees and reward them for their efforts in such a challenging year. The Chairman and CEO, the executive directors, and the strategic directors gave up their MBO bonuses to help fund the incentives for the rest of the workforce.

Changes were made during the year to the system that incentivizes the achievement of outstanding performance through mechanisms that reward the employees’ over performance by increasing the amount of obtainable bonuses, starting from a specific threshold, when performance targets are exceeded. Moncler has been using Performance Share plans as a long-term incentive system for key positions, up to the managerial level. These plans enable linking

the bonuses for Group managers and key staff to the Company’s actual performance, steering people towards strategies that focus on medium and long-term targets, aligning the interests of beneficiaries with those of shareholders and investors, and developing policies to attract and retain talented professionals.

Three stock option plans and three performance share plans have been introduced since the Company’s listing on the stock exchange in 2013:

Stock Option Plan 2014-2018 Top Management and Key People, for Group senior management and key officers in the organization;

Stock Option Plan 2014-2018 Italian Corporate Structures, for all employees at Italian corporate offices with a permanent employment contract;

2015 Performance Stock Option Plan, for Group key officers in the organization;

2016-2018 Performance Share Plan, for Group senior management and key officers in the organization;

2018-2020 Performance Share Plan, for Group senior management and key officers in the organization;

2020 Performance Share Plan, for Group senior management and key officers in the organization.

The new 2020 Performance Share Plan includes an ESG performance indicator. This refers to the Strategic Sustainability Plan Moncler Born to Protect, which contains the mediumto long-term strategic guidelines for sustainability aspects. In defining the five strategic priorities of the Plan and the commitments taken on to achieve them, Moncler took into consideration also the targets set by The Fashion Pact, which it joined in 2019, focused on three main areas: combating global warming, restoring biodiversity, and protecting the oceans. The ESG performance indicator therefore focuses on three challenges: carbon neutrality, the reduction of conventional single-use plastic, and recycling pre-consumer nylon. The indicator also considers Moncler’s performance in the Dow Jones Sustainability Index.


Remuneration packages offered to employees feature a wide range of benefits, from life insurance and pension plans to information and prevention programmes aimed at improving people’s wellbeing. Moncler offers employee benefits based on their professional category, irrespective of type of employment contract (permanent/temporary, full-time/part-time). Benefits are provided according to international guidelines, with possible variations depending on country-specific policies. With a view to developing remuneration policies that not only pay employees for their work but respond to their non-financial needs, 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, who have always been the Company’s true strategic asset. In Italy the plans apply to all employees, up to the managerial level at the corporate offices, working under a permanent contract or an apprenticeship contract as of 31 December of each year and offer a wide range of benefits and services, some of them extended to the employee’s family members, including reimbursement of school expenses, vouchers, leisure activities, and wellness packages.

In Italy employees can also choose to pay a share of their welfare credit into supplementary pension funds, and the welfare plan has an “access” clause linked to the Group’s profitability.

During the year, the Company’s welfare initiatives included nurseries and preschools for the children of employees at the corporate offices in Trebaseleghe (Padua, Italy), the cost of which was covered entirely by Moncler. The selected schools offer spaces for up to 33 children of Moncler employees. By the end of 2022, a nursery will be completed for the children of manufacturing employees in Romania, which will host about 60 children.

Since May 2018, Moncler has been a member of Sanimoda, a supplementary healthcare fund for workers in the fashion industry in Italy, which provides healthcare services complementary to those of the Italian national health service. During the year, 728 employees signed up with Sanimoda.


Identifying and retaining the best talent is of crucial importance to the Company. In order to enhance and develop that talent, Moncler follows the PIUMA Leadership Model, an annual performance assessment system that measures the skills people use to achieve their set targets. Based on a solid methodology, it measures performance by assessing the level of knowledge, problem solving and impact on the business, then comparing it with the standard expected for the specific role. This helps verify how well employees fit into their role, while suggesting potential training and development plans.

The assessment is underpinned by a series of values that everyone in the Company is expected to adopt and promote: integrity, passion, identification with the Moncler culture, the ability to establish relationships built on trust, global vision,

performance excellence, innovation and talent development. Conceived to improve business performance, the assessment system has a medium/long-term perspective, and is thus one of the key processes for managing and developing people, identifying succession plans, and retaining the best talent within the Company. As such, it is the basis of the salary review process. An important part of the evaluation process is the self-assessment, where employees compare their own perception of their performance with the Company’s view, leading to more constructive feedback between supervisors and team members. The assessment process requires managers to appraise their respective teams using a digital platform. Assessments are then reviewed and finalized by a committee of senior executives, who compare and

calibrate them to ensure objectivity and fairness. The process concludes with a feedback session between the supervisor and the team member, who discuss results and areas for improvement and agree on a plan of action to strengthen future performance.

The assessment process applies to all positions worldwide, corporate and retail, and since 2020 includes the management team of the Romanian production site. In 2021 it will be extended to workers in Romania, in a manner consistent with the needs of such an important population in terms of size and specificity.

In 2020, 2,708 employees were assessed, 15% more than the prior year, accounting for 97%10 of the eligible workforce.


Moncler sees employee dialogue and engagement as key to fostering the motivation and satisfaction of its people, thus creating strong long-term relationships. To this end, the Engagement & Internal Communication unit, within the People & Organization department, is tasked with developing strategies, actions and tools to engage personnel while promoting a company culture. This year, with the COVID-19 emergency, employee engagement was even more important to foster a sense of closeness among people who had to work remotely, apart from their teams. Use of the corporate intranet site MONCamp has grown over the years as a way to share information and news and enhance networking among colleagues. The MONCamp news section, based on a specific editorial plan, features news about products, events and people in order to boost knowledge, sharing, and a growing sense of belonging to the Moncler family. The platform’s “social” function has been strengthened and broadened and is now an important means of communication among employees, especially retail workers, who use it to share sales experiences, build client relationships, and promote local events. Moncler regularly conducts a people satisfaction survey, MONVoice, which aims to offer a snapshot of the Company’s positioning in terms of employee engagement and employee enablement. By analysing the individual elements of each of these aspects, Moncler identifies its strengths and areas to be addressed to improve its overall positioning. In December 2020 the fourth edition of MONVoice kicked off, involving 3,741 people worldwide with a questionnaire of 48 closed-ended questions (17 sections) and two open-ended questions designed to gather suggestions on new working methods and on diversity and inclusion activities.

Three new sections were added to address changes and key trends of the last year. The first aimed to understand how Moncler people perceived the Company’s decisions in response to the pandemic. The second dealt with diversity and inclusion, in an effort to gather employees’ thoughts and suggestions on this topic. The third investigated the values with which Moncler people most identify, those in which they recognize their own supervisor, and those they believe reflect Group management. All aspects were rated higher than in previous years, with especially high marks going to “quality and attention to the client” and “clear strategic direction”. “Collaboration and communication among departments” is still an area for improvement, although improved since 2019. Most employees reported feeling well supported during the health emergency and that they appreciated the decisions Moncler took in the face of this extraordinary situation.

To begin to improve people’s satisfaction starting with the people themselves, the survey results are shared worldwide through dedicated newsletters and meetings. The results sharing moments are fundamental to deepen the understanding of the data and plan how to better meet the needs and expectations of the entire workforce.

Activities designed to have employees interact with senior management continued during the year. These include “Thank Boss It’s Friday”, an event – carried out virtually in 2020 – in which employees share insights and offer suggestions to senior management with a view to open dialogue. During the year the Chief Corporate & Supply Officer and the Chief Marketing & Operating Officer met with 38 people from Italy’s corporate offices, in six dedicated sessions. This initiative, confirmed for 2021, will be extended to the

entire global workforce and to other executives and senior executives. Another important event was the announcement of results for the first nine months of the year. In October 2020, the Chief Corporate & Supply Officer and the Chief Marketing & Operating Officer held a streaming session with all employees worldwide, to illustrate the Company’s results and present an overview of actions taken as well as current and future plans. During the live event, people had the opportunity to ask questions on all relevant topics.

Steadfast in its belief that company volunteering is not only an instrument of social responsibility but a means of creating a culture that is attentive to diversity and solidarity, since launching the programme in 2018, Moncler has built partnerships with several non-profits for activities ranging from the environment to child welfare. Every Corporate employee in Italy can take two days a year to volunteer with these partners, choosing from different organizations, types of activities, and dates. Due to the COVID-19 emergency, in 2020 volunteering was suspended worldwide. During the year the Group identified new forms of volunteering, including remote opportunities making use of digital technologies. Some projects of this kind have been identified and will begin in 2021 with Fondazione Francesca Rava and Legambiente.


In 2020, Moncler’s attention to attract, identify and invest in young talents with a strategical view to develop the future generation of business leaders led to numerous partnerships with the most important national and international universities and business schools, as well as with professional and educational institutions. Moncler renewed its partnership with the Università Cattolica del Sacro Cuore (Milan) for the master’s degree in Luxury Goods Management (EMLUX), through which members of Moncler’s management hold courses on omnichannel and digital topics, present business cases, and propose project activities. In 2020 this involved a class of 36 students of 18 different nationalities, who completed a project on the multi-channel purchasing process to be presented directly to Moncler management. Four students were then selected for an internship so they could continue their experience within the Group. The partnership will continue in 2021.

Together with the Ca’ Foscari University in Venice, a virtual Meet Up took place in July 2020 with the participation of 70 young students and recent graduates. To access the webinar and interviews with Moncler’s People & Organization function, the participants had to face a challenge: play the role of Client Service Advisor, through the presentation of a video explaining their affinities with Moncler values.

The Strategic Sustainability Plan Moncler Born to Protect was also the subject matter of projects with students at various Italian universities. Students in the Advanced Marketing Management course at LUISS University were involved in the creation of a marketing strategy and communications campaign for each of the five pillars of the Sustainability Plan.

The selected projects were evaluated by the Sustainability team, which chose the best one for every pillar. In mid-December, the five winning groups presented their projects directly to Moncler management.

IED students were also tasked with creating a marketing strategy and communications plan with a specific focus on the Warmly Moncler project, a major component of the circular economy pillar.

Moncler has continued its long-standing partnership with the Bocconi University in Milan, particularly within the Master programme in Fashion, Design and Experience of SDA Bocconi School of Management, the undergraduate

course Management of Fashion Companies, and the graduate course Value chains and business models in fashion & luxury. Students in this latter course developed a competitor analysis of the fashion industry and the paths followed by Moncler and its competitors. The groups that submitted the most thorough, innovative projects presented them to a jury of Moncler representatives during digital meetings.

Again with Bocconi University, Moncler initiated a digital merchandising research project for students of the Fashion Management course, with classroom lectures on Moncler Genius model and the Company’s Social Media strategy.

Finally, the Group welcomed some final-year students of the first undergraduate Digital Management programme in Italy, offered by Ca’ Foscari University in Venice in collaboration with H-Farm.

In Japan the Group strengthened its collaboration with some major universities and business schools, including the Professional Institute of International Fashion in Tokyo, Tokyo Seitoku University, Kyoritsu Women’s University in Tokyo,

Temple University in Tokyo, Bunka Fashion College in Tokyo, and Ueda College of Fashion in Osaka. These partnerships mostly concerned fashion retail courses, with the aim of starting an internship programme at Moncler’s most prominent boutiques. Three virtual internships were set up at the flagship store in Tokyo’s Ginza.

The international partnership with Les Roches International School of Hotel Management in Crans-Montana, led to hiring a manger in training at the local flagship store.

In America, the Group collaborates with several major fashion schools to find potential candidates for Moncler positions, these include: the LIM College and the Fashion Institute of Technology in New York. Moncler has also joined the Handshake community that makes it possible to get it in contact with thousands of schools across the United States.

In Europe, career days have been organized with PSB Paris School of Business, the Institut Français de la Mode in Paris, EHL, the Glion Institute of Higher Education, and Les Roches International School of Hotel Management. At these latter two schools, with the support of teachers and personnel from Moncler, six groups of Les Roches students and three groups of Glion students presented their ideas for fine-tuning and enriching the Moncler client experience.


MONCampus, the first internally-taught programme to improve knowledge of Moncler’s value chain, showed such potential for training opportunities which prompted the Company to invest resources in putting together a proper Academy project. The result is MAKE, Moncler Academy for Knowledge and Excellence, a learning ecosystem for personal development in terms of skills and expertise but also in terms of mindsets, working methods, and organizational awareness.

In a global competitive landscape whose constant growth is accelerated by technology, it is vital to act quickly, in an agile way and with high adaptability. MAKE’s goal is to empower people to face this scenario, so they can keep Moncler’s competitiveness and fuel the innovative spirit that has always set it apart.

Starting with the Group’s business needs, MAKE aims to build a climate of learning where, under the sponsorship of their supervisors, people are aware of their professional growth and able to articulate their needs, while developing an ability to learn from their day-to-day work, understand that “learning is in everything I do”, and share expertise with their colleagues.

To achieve this ambitious result, MAKE consists of numerous programmes, many of which were launched in 2020 along with its specially designed technical infrastructure: the MAKEPlatform. This is a place accessible to all employees,

where they can find training content, e-learning courses, articles, and webinars and interact with their community at any time. The platform also contains an events calendar where employees can register for a variety of activities, and a special area dedicated to Moncler’s values. Lastly a specific editorial plan has been developed in order to provide contents always fresh and consistent, focused on training courses linked to four themes: Remote Working, Management, Leadership, and Personal Effectiveness.

MAKE’s underlying philosophy is to create training plans tailored to the individual’s professional family or group, such as new hires or the newly promoted: specific content will accompany each person’s “journey” within the organization and help develop new knowledge and skills.

To make sure the training themes are firmly anchored to business needs, top executives play a key role in determining the training needs and in designating Makers, namely the internal Subject Matter Experts who will take the lead. The executives are first invited to pinpoint the knowledge and skill sets needed to achieve the medium- and long-term targets the Group has set in its business plan. On that basis, strategic, leadership, and technical training programmes are developed for the department’s population. The sharing of knowledge and abilities is one of the fundamental elements of MAKE, hugely

valuable to both the learners and those who share their experience. For this reason, one of its key programmes is Makers Lab: the internal Subject Matter Experts – the 23 Makers designated thus far – share what they know about specific activities, processes, and tools. This programme started in 2020 with 12 Makers, who put their knowledge to work in 29 webinars totalling more than 600 hours of training. A variety of topics were addressed: from how to optimize in-person or online meetings, to the basics of project management, lean management, anti-counterfeiting and traceability, boutique management and retail development, the Strategic Sustainability Plan Moncler Born to Protect, the omnichannel client experience, and the Group’s financial milestones.

In 2021, the MATE (Moncler Academy for Technical Excellence) project will evolve thanks to the Adopt a School programme sponsored by AltaGamma. This is a specific training course for students in their final year of technical and professional schools that aims to train young people to work on sample making, prototyping, and quality control with a comprehensive view of how a down jacket is made.


Training is a crucial element in the professional growth of our Client Advisors and in their ability to reinforce positive client relationships. While the training programme focuses on understanding the Brand, its history, products, style, materials, and production processes and on interpersonal skills, it also emphasizes the importance of listening to clients, exploring their needs, and relating to them including by way of effective storytelling and a service that truly meets their expectations. The proper training of sales personnel is key to communicating the Brand. In recent years, the programme has been designed to give Client Advisors all the information they need to maintain a dialogue with clients that is personalized and consistent in content and way of delivery. With the Moncler Genius project, for example, clients are guided to the discovery of individual collections thanks to new and richer in-store experiences, each designed for a different type of client. Again in 2020, Moncler Genius e-learning modules were developed for the launch of each

collection. Since 2019, peer-to-peer and self-learning courses have also been integrated into Moncler Genius training. In this area, the task of Client Advisors is to train colleagues and boost their skills and basic knowledge. Meanwhile, in order to ensure a uniform, consistent approach to clients and to the way the Brand is communicated, 2020 was also an intense year of training for the staff of the main stores in the wholesale channel, in particular at mono-brand stores (shop-in-shops). E-learning modules were held on the history and culture of Moncler and on product knowledge. This way, the client’s experience is enhanced by the narrative of the company’s history and by an effective presentation of the distinctive features and qualities of Moncler products. Training was also supported by new materials distributed during in-store morning briefings and through new digital training tools. In the retail channel, the training programme for Store Managers continued with a focus on developing managerial and leadership skills. A group of Client Advisors was also selected

on a regional basis to guide a peer-to-peer training programme. With the global health crisis and consequent restrictions on movement, 2020 saw some important collaborations with the Merchandising department, to keep offering an even more detailed distance training on products with a specific focus on materials.

Webinars were also produced so that Client Advisors worldwide to share the new guidelines on how to provide a ceremonial selling experience even during the pandemic, while respecting distancing measures and ensuring personal safety.

The weekly “Micro-activity” programme, launched in 2019 to improve soft skills, has evolved into the monthly “Pro-Activities” project with educational and commercial objectives. These training opportunities are based on continuous self-learning and knowledge sharing at the international level.

2021 will be an important year for the development and delivery of online courses through the use of a variety of innovative digital channels.


Since the start of the COVID-19 emergency, Moncler has made employee safety an absolute priority, taking every measure to reduce risks to a minimum and provide a safe working environment. The Company defined safety protocols, supervised by epidemiologists, and arranged remote working mechanisms for both corporate and retail employees, always in full compliance with the public health orders in force in the various countries.

When people returned to the office, a strict protocol was adopted to protect the health of all, reflecting the most up-to-date scientific findings. This involved clear directives to ensure proper distancing in common areas and individual workspaces, guide behaviour, and specify the protective equipment to be worn depending on different exposures to risk.

The Company provides a constant supply of surgical masks and disinfectant kits for the office. In this regard, since April 2020 Moncler has produced over 1 million face masks, bearing the CE mark and with prior approval from the Istituto Superiore di Sanità, which it were distributed to all employees and to schools in local communities where the Company operates.

Workspaces are disinfected throughout the day and sanitized periodically. Temperatures are measured several times a day, using thermal scanners at the entrances of Moncler’s offices.

In 2020 more than 9,500 antibody, rapid antigen, and molecular swab tests were carried out to screen for positive cases in Italy and the rest of Europe, while in the other Regions, screening was managed by the public health authorities. In order to monitor the situation constantly, the swabs are repeated regularly. In addition, through a partnership with San Raffaele Hospital in Milan, almost 200 local employees were able to sign up for and receive the seasonal flu vaccine along with their family members. Because of the importance of allowing people with pre-existing diseases or that need medical advice to access medical services under the difficult conditions posed by COVID-19, Moncler signed a telemedicine agreement with the San Donato Group – San Raffaele Hospital covering employees in Italy and their families. This provides a safe and easy way to seek general and specialist care without having to travel physically to the clinic. The service provides reports that are legally valid and can be used to fill prescriptions.

To reduce the use of public transport wherever possible, bicycles are available to employees of the Milan corporate offices so they can travel in greater safety.

During the year, employees mainly worked remotely, except for a few teams and liaison officers who were authorized to work on site because their jobs required physical presence. With work organized so differently

over the last several months, internal communication became very important for keeping people connected, fostering a positive climate, supporting the company culture, and promoting a strong sense of belonging and personal motivation. Since the start of the emergency, Moncler has sent out more than 100 communications to inform employees and keep them up-to-date on the Company’s decisions, initiatives, and activities.

In the early days of the pandemic, a private Instagram page was set up for all Italian employees. Packed with a variety of content and daily livestreams on current topics, it has helped keep the engagement high. Topics have included health and safety, with doctors and epidemiologists weighing in on how to interpret “fake news”, the proper way to wear personal protective equipment, and even how to save a child from choking. There have been discussions on healthy diets, prevention, exercise and wellbeing, and cultural topics like books and music. Remo Ruffini, Moncler’s CEO, has used Instagram Live to interview journalists, influencers, fashion industry experts and others, talking with them about Moncler’s values and trending topics. The Instagram page has since been extended to Moncler’s global workforce, with local channels set up in Japan and South Korea.


6 Refers to all employees, including those who left service during the year, who received at least one training course in 2020.

Includes the Moncler Corporate Welfare Plan, as well as kindergartens and other childcare services.

Includes benefits such as a company car, transport allowance or accommodation.

Includes free admission to gyms, fitness courses and other initiatives.

10 Percentage calculated on the total workforce with permanent contract at 2020, which served as the benchmark for the 2020 assessment process.