Management and Development

Recruitment

The current constantly transforming and evolving scenario requires new skills, professionalism and adaptability. At the same time, it is essential for a company to be able to attract and value talent in order to face present and future challenges. The Group is committed to creating an international working environment, characterised by deep and unique expertise, where the sharing of ideas and experiences stimulates creativity and innovation. In this context, recruitment, selection and hiring processes play a key role and several initiatives have been implemented to support these efforts.

The Group’s Recruitment, Selection and Hiring Policy was recently updated to reflect the insights from an internal survey on diversity-related topics. This document further strengthens the processes and makes them increasingly transparent and inclusive by basing them on objective criteria.

During 2024, the Talent Acquisition Department continued the process of revising, in an inclusive way, the language to be adopted from the job description phase to the interview phase. To support this initiative, training sessions were organised for the staff involved in the recruitment, selection and hiring processes at a global level.

The activity of internal job posting, among functions and Regions, is also included in the context of the recruitment, selection and hiring process. Each employee, through the dedicated area on the company platform, can apply for open positions that best align with their profile, level of experience and aspirations, ten days before the external job announcement is published. In Moncler in 2024 positions filled via internal job posting accounted for around 15% at the global level. Specifically, they accounted for around 15% in Europe, 9% in America and 18% in Asia. In Stone Island, approximately 10% of searches were covered through internal job posting during the year.

One fundamental aspect of attracting talent that aligns with the corporate culture and shares the organisation’s goals is the Employee Value Proposition (EVP), which the Group defined in 2024. The EVP represents what distinguishes and values the two Brands as employer, highlighting the characteristics that make their respective organisations unique and thus improving the perception of Moncler and Stone Island in the labour market. As part of this initiative, internal focus groups and surveys were organised helping to identify the distinctive elements of the two Brands as employers, by analysing what makes them unique and relevant to external candidates.

Collaboration with academia

Particularly important for market research are also collaborations with the top vocational schools, universities and business schools worldwide, with which Moncler has established relationships, offering internship programmes 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, 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. Since 2023, selection processes for students have been initiated in each of the Group’s regions, resulting in internships at the company.

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 2024, around 170 internships were activated within the Group both curricular and extra-curricular. In particular, Moncler’s Italian corporate offices hosted young interns from 11 different countries during the year. Among these two types of internships, 31% of them resulted in job contracts in 2024.

In 2024, Moncler continued organising meetings with students from partner schools. Workshops, business cases and recruitment sessions were designed for these occasions, based on ad hoc programmes designed for each school. As part Executive Master’s in Luxury Management (EMiLUX) at SDA Bocconi, Moncler participated in the Behind the Scenes project, hosting two students at the Montenapoleone flagship store in Milan for an immersive retail experience alongside the Client Advisors. In addition, it again collaborated with the Luxury Business Management MBA at SDA Bocconi to develop The Moncler Way and Cross Selling project. It also hosted a delegation from the Columbia Business School Retail & Luxury Goods Club, offering the opportunity to discuss the new brand platform with Stone Island’s Chief Executive Officer and client strategy with Moncler’s Chief Retail Officer. Finally, the collaboration continued to identify new resources to be included in the retail channel with the Ecole Hotelèrie de Lausanne.

Training

For the Moncler Group, training and development represent essential strategic pillars to foster both individual and collective growth. Investing in human capital means both enhancing employee skills and promoting continuous improvement and ensuring constant alignment with the evolving needs of the organisation. This commitment not only helps to reduce 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 make training accessible and continuous, the Moncler Group has introduced various dedicated platforms. In 2024, Stone Island launched EXPLORE [The Compass], an interactive platform that allows employees to access training contents, e-learning courses and ongoing resources for continuous development. Moncler, meanwhile, offers MINE, active since 2022, which informs corporate and retail employees about company news, training opportunities and internal initiatives.

In 2024, the Leadership Academy, a structured learning programme across multiple levels designed to develop leadership skills in line with the Company’s values, was created. The Leadership Academy is designed to fit each employee’s career stage, supporting their growth from entry-level roles to management, with customized development paths.

In addition to specialized programmes, the Moncler Group continues to offer mandatory training courses. In 2024, the e-learning module on Legislative Decree 231, which makes the Group’s ethical principles accessible to all employees, was updated. In Italy, the Finance functions of Moncler and Stone Island have received specific training on Tax Crimes, Market Abuse and Money Laundering, while a new mandatory global anti-corruption course was introduced. The course on GDPR and cybersecurity was also updated to protect company data. Mandatory training according to Legislative Decree 81/2008, to raise employees’ awareness of occupational risks and promote a safe and compliant working environment, has continued at the Italian and Romanian sites.

Courses on topics such as human rights, DE&I and environmental sustainability were also offered. A global DE&I Essentials module to promote an inclusive culture was launched in 2024, along with a module on Unconscious Bias to raise awareness of the need to overcome this.

 

In 2024 e-learning modules on workplace harassment were delivered in the Americas Region and in Japan. Lastly, in the environmental field, the new global course designed to raise employees’ awareness of global environmental challenges, on topics such as climate change, biodiversity, water resource management, etc.,has been published.

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.

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 2024, approximately 3 million Euros were invested in training, an increase of 48% compared with 2023, and 290,537 hours of training were delivered (around 305,000 in 2023) for more than 7,607 employees (7,141 in 2023). The slight decrease in training hours is due to the high base of comparison in 2023 driven by technical training for new hires at the production site in Romania, carried out with the aim of consolidating their skills and enabling them to acquire knowledge through observation, practice and direct application while performing their tasks. At the same time, training hours dedicated to retail channel employees and corporate sites employees increased. The trained people were 49% employees, followed by blue-collar workers (30%), professionals (11%), managers (8%), and senior managers and executives (2%). The average hours per person were 35.5 (approximately 41 for women and 23 for men). In 2024, the largest investment focused on technical and professional training, which accounted 77% 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 6,600 hours of human rights training were delivered (+55% compared to 2023).

Type of training

Professional		77%
Occupational health and safety		16%
Other		7%

Type of training

Mandatory		80%
Non-mandatory		20%

Remuneration

To ensure the correct application of its remuneration policy, the Group monitors that entry-level salaries, without differences between men and women, are equal to or above the minimum required by law or collective bargaining in all the countries in which it operates. This commitment is also confirmed by the analysis on living wage carried out annually for the entire corporate population1, 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 is also committed to obtaining, by 2025, the EDGE certification from an impartial third party relating to pay equity for the Moncler brand globally, after achieving it at the Italian level.
The remuneration package for 85% of the eligible population includes a variable component, properly balanced with 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 or LTI).

 

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 achieving the targets set out in the Strategic Sustainability Plan, reflecting the Group’s commitment to responsible development.

 

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 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 orientated toward risk assessment and management as an integral part of the employee decision-making process.

 

 

Regarding the inclusion 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, Executive Directors and strategic managers, the MBO system focuses on achieving the objectives of the Sustainability Plan defined for the year. These objectives also include areas such as fighting climate change and protecting biodiversity, circular economy, responsible sourcing, valuing diversity, supporting local communities, as well as people engagement objectives and Diversity, Equity & Inclusion (DE&I) topics. Moreover, 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.

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.

 

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. Specifically, it includes 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 provided by the Group to its employees are linked to their professional category, regardless of the type of contract (fixed-term/permanent; full-time/part-time) and follow internationally applied guidelines, with possible changes depending on the local policy of each 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 transferring a portion of one’s welfare credit to supplementary pension funds.

 

As part of corporate welfare, during the year, the corporate employees of the Trebaseleghe office who used 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 nurtures 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. For other employees, the New Parents Policy specifies the flexible working hours they can access.

 

At the production centre in Romania, additional financial support was provided to employees in case of personal emergencies.

 

Lastly, Moncler and Stone Island adhere to Sanimoda, the supplementary health care fund for workers in the Italian fashion industry, which provides health care services supplementary to those of Italian’s National Health System. During the year 1,552 Italian employees signed up with the Fund.

Support for people

Moncler’s initiatives in support of its employees reflect its ongoing commitment to their well-being, by offering concrete tools to help manage difficult situations, such as serious illnesses, specialist medical visits and bereavement. Among these measures, the Company provides additional paid leave for medical appointments, extended protected period in case of serious illnesses (up to a maximum of 24 months), leave for family bereavement and serious illnesses, as well as two paid days a year for voluntary activities.

In this context, in 2023, Moncler introduced CAREPLACE, a portal dedicated to employee wellbeing, offering support for the work-life balance. Accessible to all corporate employees in Italy and their families, CAREPLACE is divided into three main areas: Family Care, Lifestyle and Pet Care. Within each area, employees have access to a variety of services, including on-demand services, online group meetings and experts.
The “on-demand services” section includes a wide range of services, such as babysitting, study support, domestic services, caregiving and pet-sitting, with the ability to view the profiles of the selected professionals and contact them directly.

The “group meetings” section offers a wide range of free online meetings with professionals in the Family Care, Lifestyle and Pet Care areas, ranging from fitness and meditation sessions to family related meetings with psychologists and psychotherapists. All meetings are free and take place in group mode.
The “Experts” section is dedicated to highly qualified professionals in various areas ready to meet employees’ needs. In September, group online meetings on CAREPLACE were also extended to the families of employees, allowing them to participate in and benefit from this opportunity.

At the same time, in 2021, Moncler launched MINDCARE, a psychological counselling service that was initially available to corporate employees in Italy and which in 2024 was extended to all Group members globally, including retail employees. In collaboration with MINDWORK, a company specialising in psychological counselling, the project offers five free, anonymous and confidential psychological sessions, accessible online at any time, with professionals specialising in different areas of psychological well-being, including stress management, career coaching and parental support.
In 2024, the service recorded a total of 256 sessions.

Furthermore, the Group supports employee well-being and work-life balance through the advance planning of collective closure periods (in line with the nature of each employee category’s duties) and by encouraging mindful and regular management of individual leave, aimed at ensuring that employees take full advantage of their paid annual leave entitlements over the course of the year. In this context, the Group also carefully considers and discusses any employee requests to work on a part-time basis, accommodating them where compatible with the nature of the role.

Development

To support the enhancement and development of people’s potential, the Group uses the PIUMA Leadership Model, an annual performance evaluation system that measures the skills people use to achieve the assigned targets. Based on a robust methodology it measures performance by assessing the level of knowledge, problem-solving ability and impact on the business and leadership, then comparing it with the standard expected for the specific role. This allows to verify the level of adherence of the individual to their role, defining potential training and development plans.

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, ensuring 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 between the manager and the employee, in a conversation, in which the areas for improvement identified are discussed, the results achieved are emphasised 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 population in Romania.

The evaluation process is applied to all organisational roles, both corporate and retail, at a global level. During the year, 7,006 people were evaluated in the Group (86% of the workforce at the end of the year), of which 71% were women and 29% were men, a 20% increase compared to the previous year, equal to 100%2 of the eligible population3.
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 provide and receive ongoing 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.

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, is responsible for developing strategies and tools to enhance employee involvement.

 

In 2024, several surveys were launched to gather feedback from employees, enabling a better understanding of their needs and guiding company policies and actions in a targeted manner.

 

These initiatives are part of an ongoing commitment to fostering collaboration, creating opportunities for exchange and mutual understanding and, above all, strengthening team spirit and the sense of belonging within the Moncler Group. Among these, in particular:

 

  • MONVoice, the annual people satisfaction survey, which captures the Company’s positioning with respect to two aspects: employees’ engagement and enablement. By analysing the individual components of each of these two aspects, the Moncler Group identifies the strengths and areas on which to work to increase and improve its overall positioning.The eighth edition of MONVoice involved 6,777 people worldwide, with a questionnaire of 47 closed questions and one open question asking people for suggestions on areas of improvement of the Moncler Group and the factors that motivate them.The main areas of excellence that emerged included “quality and attention to the client”, “respect and recognition” and “the flexibility and availability of managers”. The “involvement of people” is an area on which the Group is working, as well as its ability to organise “work in a structured way and in line with the responsibilities required by the role performed” and the “remuneration and benefits system”.To ensure that the improvement process is truly employee-driven, survey results are shared across the entire Group through dedicated communications and discussion meetings.

 

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  • Inclusion Survey. In 2024, Moncler Group launched its second survey with the aim of further exploring and strengthening the topics related to diversity, equity and inclusion.The initiative gathered 4,111 responses, achieving 57% participation rate. Based on the survey results, several improvement projects were launched, including efforts to enhance communication about internal growth opportunities and foster a culture where employees feel encouraged to step out of their comfort zones and explore new challenges. To address these areas, the Building Bridges program was launched.

 

  • EDGE survey. As part of the EDGE certification process (obtained in 2024 for the Moncler brand’s Headquarters in Italy), the Company conducted a survey involving more than 80% of the Group’s employees in Japan, Chinese mainland, South Korea, Romania, Italy, France and the United States, gathering key data on the Group’s remuneration policies in terms of gender equality, in line with the Sustainability Plan’s target of obtaining worldwide certification for the Moncler brand. The survey results served as a foundation for identifying strengths, existing gaps and opportunities for further development.

 

In addition to the surveys, Moncler Group facilitates employee engagement through dedicated listening sessions and working groups, including the Sounding Board, a group of employees from different Regions, committed to contributing to strategic business projects. Out of around 200 voluntary applications, 25 participants were selected to take part in discussions on global initiatives such as the Inclusion Survey, inclusive leadership, and the Employee Value Proposition.

 

In addition, listening sessions and feedback on diversity, equity and inclusion initiatives were organised in each Region, where suggestions were received on the development of mentoring pathways, on how to strengthen international mobility and training programmes on unconscious bias and microaggression, helping to improve company policies.

 

Among the activities aimed at fostering direct interaction between employees and the Group’s top management, the Thank Boss It’s Friday! programme, a global initiative launched in 2019, continued. During these sessions, employees have the opportunity to share their curiosities and propose suggestions to top management, with a view to open dialogue. In 2024, approximately 205 employees took part in these sessions. In addition, several meetings were organised, open to all employees, in which financial trends, business results and updates on the most relevant projects were shared.

 

Finally, another key moment to promote teamwork and engage employees is corporate volunteering, a tool that foster social responsibility and a culture of diversity. In collaboration with Legambiente, the Group continued its environmental awareness project, organizing park cleaning and nature conservation activities. Additionally, projects were launched to restore schools and social centres in various Italian cities.Since 2021, Moncler has also promoted the Be Warm project in partnership with Officine Buone, encouraging employees to share their artistic talents in Italian hospitals, offering moments of entertainment to both medical staff and patients.In 2024, Moncler supported the association Casa Lontani da Casa association with the “Stanze e Favole Blu” project, creating welcoming spaces for families travelling for medical treatments and creating podcast fairy tales for children. Furthemore, thanks to the partnership with Dynamo Camp, an association that provides recreational therapy programs for children suffering from severe or chronic diseases, neurodevelopmental disorders or disabilities, employees had the opportunity to participate in the Volunteer Training session at the Limestre Camp, gaining both theoretical and practical knowledge of Dynamo’s “Recreational Therapy” methodology.The Group’s Regional teams have also actively contributed to a variety of volunteer initiatives, engaging in projects ranging from environmental conservation to social programs, demonstrating a strong spirit of collaboration and proactivity in addressing both local and global challenges.

Leadership Academy

The Leadership Academy is designed to fit each employee’s career stage, supporting their growth from entry-level roles to management, with customized development paths.

 

Targeted programmes are planned for each career stage, designed to ensure the development of essential skills aligned with the various levels of corporate seniority and responsibility, including:

  • eMpower, a programme launched in February 2023 which represents a tangible commitment by the Moncler Group to develop and empower 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, with technical and advanced courses in areas such as Excel, PowerPoint, communication and collaboration. Networking promotes the creation of a professional network through social events, sports competitions and volunteer activities, strengthening the sense of community within the programme. Lastly, Inspirational Talks invites Group managers and leaders to share their experiences and values, offering participants valuable insights into the successful dynamics of at Moncler Group.
    In 2024, 875 hours of training were delivered with a total of 193 participants.
  • Connections is a learning programme launched in 2024 for all employees of the Moncler and Stone Island offices in Italy, which will also be extended to the Group’s Regions. The programme focuses on building a culture of collaboration, innovation and excellence and is structured around 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 an open mindset to change, pushing employees to explore creative solutions and to tackle business challenges in a resilient way.
  • Building Leadership and Building Bridges are two programmes designed for managers, senior managers, and executives, aimed at developing effective leadership skills to guide teams and create cohesive and positive work environments.
    The Building Leadership program, launched in 2021, strengthens managerial competencies, preparing participants to face complex challenges and promoting an inclusive, high-performance environment. In 2024, the programme involved 16 managers from Moncler and Stone Island, with diverse backgrounds, with a total of about 370 hours of training delivered on key topics such as communication, delegation, stress and conflict management, constructive feedback and inclusive leadership. Each participant also had access to individual coaching programme, aimed at translating learning into concrete actions in the work context.
    Building Bridges is 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 program provides practical tools to support an inclusive and collaborative work environment. It represents a long-term commitment to 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.
    With its gradual international expansion, Building Bridges aims to support and strengthen the cultural transformation across all geographic areas.

     

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 2024, an event was organised in collaboration with the IMD Business School, focusing on two key topics: Future Readiness, to provide strategic tools to anticipate market changes, and  Inclusive Leadership, aimed at exploring the importance of a psychologically safe and inclusive environment as a key element for innovation and growth.

Additionally, within the  Leadership Academy , a training course of about 600 hours was developed, specifically for employees with coordination tasks at the “smart factory” in Trebaseleghe (Padua), focusing on communication, feedback, motivation and collaboration.

Development programs

In parallel with the Leadership Academy training programs, 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. In 2024, the programme was expanded through a collaboration with POLI.Design of the Politecnico di Milano, which introduced new content, and through the international expansion of the initiative, with the involvement of 23 participants from all the Regions in which the Group operates.
    The 2024 edition saw the assignment of four strategic projects by top management, to which participants have to apply the skills acquired in real business contexts. MONCampus‘ leadership and innovation courses, including Leading International Projects and Design-Driven Innovation, provide additional training support.
    The programme will conclude in July 2025 with the presentation of the projects to the leadership.

    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 8 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. In the programme, internal experts (Subject Matter Experts or SMEs) share their know-how on processes and tools with colleagues from various functions, encouraging cross-functional learning. Stone Island experts were also involved in 2024, fostering a mutual skill exchange between the two Brands.
    This year, over 1,100 hours of professional development were delivered, reaching more than 650 employees globally.

  • MATE a specialized three-year training program 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. The fourth edition of MATE was launched in 2024, involving 11 new participants and over 19,000 training hours. The programme has also been 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.

Notes

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

2 The percentage was calculated on the 2024 eligible workforce employed under permanent contract, the database on which the 2024 assessment process was implemented.

3 The eligible population includes all employees who have been working at the Company for at least six months on a permanent contract.

4 In the past few years, the MONVoice questionnaire has been enriched with new questions and dimensions of analysis in order to provide a more representative view of employee engagement and enablement. For this reason, since 2024, the methodology for calculating the engagement index has taken into account the average of the favourable responses to all the questions in the questionnaire and, consequently, the 2022 and 2023 values have been updated with respect to what was reported in the previous Consolidated Non-Financial Statements