The selection and recruitment process, alongside with the performance evaluation and employee engagement, are of great importance to the Moncler Group, in the belief that the creation of long-term value is closely linked to human capital.

The Moncler Group has always been open and committed to attract and identify the best talents, who stand out not only for their strong technical, professional and managerial skills, but also for their personal qualities, passion, dynamism, flexibility, vision and innovative spirit, identification with company’s values and the ability to adapt to an ever-changing environment.

The recruitment process supports the search for international profiles with different backgrounds and education paths to ensure a high-performing, complementary, diverse and inclusive workforce, where everyone covers exactly the right role at a company that guarantees equal opportunities for all.

The international working environment and opportunity to work on stimulating, unconventional projects, where diversity is valued and where individuals are empowered to express their

skills and potential, combined with the Group’s strong commitment to sustainable development, are the key elements that make the Group’s employer branding and culture more attractive to talented individuals, especially among the younger generations.

The Group’s attractiveness has been confirmed by the high number of applications received also in 2021. In particular, during the year, more than 25,500 curricula were submitted via the corporate website, in line with the trend of the previous years.

At Moncler, the recruitment and selection process follows the procedure described in the Personnel Search and Recruitment Policy, which guarantees equal opportunities, the prevention of any form of discrimination and the empowerment of internal resources during the recruitment phase. This procedure will also be extended to Stone Island’s recruitment activities in 2022.

A fundamental lever of Moncler’s human resources development, job rotation and international mobility policies is the Internal Job Posting. Through the company intranet, MONCamp, interested employees can apply for open positions that best match their profiles, experience and aspirations.

In 2021 at Moncler the positions covered through the Internal Job Posting were 16% at global level; in particular, around 11% in Europe, 20% in the Americas, 28% in South Korea and 6% in Asia. At Stone Island seven employees benefited from the Internal Job Posting in 2021.

In the second half of the year, it was possible to resume the international development programmes for internal managers and to continue to attract talents from different parts of the world, consistently with the desire of spreading a global mobility culture.

In addition, to provide new people with a unique and exciting onboarding experience and to help them navigate company culture, processes and procedures, in 2021 Moncler created the Buddy figure, a colleague with the task of facilitating the inclusion of new hires into the company by introducing them to the company values and providing any useful information. All employees were encouraged to apply to become Buddies and share their knowledge of Moncler and enthusiasm with new colleagues. This practice will also be extended to Stone Island employees in the upcoming years.


Of particular importance are the collaborations with leading professional schools, universities and business schools, with which Moncler has longstanding relationships. Collaborations include internship programmes for students and new graduates, project development, participation in work groups and visits to company sites. Employer branding activities are an excellent opportunity to showcase the company and its ongoing evolution, increase its attractiveness and reach out to a large number of talented individuals.

Every year, Moncler and Stone Island offer various internship opportunities to high-potential young people, giving them the chance to learn about the business and participate in a training experience. In 2021, approximately 133 internships, both curricular and extra-curricular, were offered at the Group. In particular, young trainee from 13 different countries were hosted at Moncler’s Italian corporate offices in 2021. With regard to these two latter categories, 35% of internships that took place in 2021 led to regular employment contracts.

During 2021, Moncler continued to organise sessions with students from partner schools through the use of digital channels and, only where possible, through physical meetings. Workshops, business cases and recruitment sessions were offered, on the basis of ad-hoc programmes developed for each school.

The main schools with which Moncler partnered were: Cattolica University of Milan, Bocconi University of Milan, Ca’ Foscari University of Venice, University of Padua, Politecnico of Milan, Istituto Secoli and IED of Milan, Domus Academy of Milan, Marangoni Institute and NABA of Milan, Milano Fashion Institute and Luiss of Rome.


Training plays a key role in the process of people’s development. It is a fundamental tool for enhancing and strengthening individual skills, for upgrading their knowledge (upskilling) when needed, in support of the continuous evolution of the business, and, lastly, for spreading the Group’s values and strategy thus supporting cultural and organisational growth.

Also in 2021 training activities were redesigned to meet the new needs related to the ongoing Covid-19 pandemic.

Where possible and in accordance with appropriate safety standards, hybrid forms of in-person and digital training were privileged, in order to maintain the participation high and foster employee learning. In particular, approximately 924,000 euros were invested, mainly linked to the inclusion of new digital contents on the MAKE (Moncler Academy for Knowledge and Excellence) platform, which were also extended to the people of Stone Island.

More than 118,000 hours of training were provided to around 5,100 employees, of whom 71% were women. The slight reduction (-3%) in training hours was linked to new and more efficient delivery of training courses for employees at production sites, which have involved shorter sessions.

This new training model, adopted at the production site in Romania, led to a reduction (-20% compared to 2020) in average training hours per capita, equal to 22.4 (approximately 27 for women and 13 for men). Simultaneously, training involving employees at both corporate sites and stores increased significantly; in particular, in the former case it doubled and in the latter it registered a 38% increase.

The increase in the use of digital tools led to a 21% increase in e-learning courses and to the involvement of more employees in training activities (+6% compared to 2020).

Of the employees who participated in training activities, 54% were white-collars, followed by workers (25%), professionals (11%), managers (8%) and executives and senior executives (2%).

In 2021 the largest investment referred to technical and professional training, which represented 73% of the courses delivered both to the sales staff and to employees at corporate offices. In addition, there was an ongoing commitment to health and safety training, accounting for 20% of all hours delivered.

Technical and professional training took place at various moments during the year. The Brand Protection team explained the importance of knowing and following brand protection procedures as a fundamental mean to protect the Company from reputational damage and compensation claims.

In addition, the series of lessons relating to the implementation of Product Lifecycle Management (PLM) as a new system for collection development, continued. The Supply Chain Excellence course was also launched with the aim of providing participants with a comprehensive picture of the methods to be adopted to cope with the strategic, tactical and operational choices related to the management of the supply chain in an ever-changing global business frame.

In Italy, all the Group’s employees were trained on the Model 231 (Organization, Management and Control Model). A specific module of the course focused on the Code of Ethics to understand and share the Group’s guiding principles and values, and with a focus on human rights. Globally, General Data Protection Regulation (GDPR) e-learning courses continued.

As the Covid-19 health emergency persisted, at Moncler in 2021 the COVID-19 Online Training course continued to the benefit of the entire Italian corporate population to inform and train employees on the safety and health protection measures described in the Company’s Anti-Covid Protocol.

During the year the Moncler Group also continued to promote training programmes aimed at strengthening the culture of personal health and safety, raise awareness of risks in the workplace and provide information on risk identification and management.

With regards to legally required courses on Legislative Decree 81/2008 on Health and Safety, during the year 1,340 hours were delivered for training on low, medium and high risk, 1,032 hours for general training, 746 hours for specific training updates and 180 hours for training safety officers. In addition, corporate offices and some stores were equipped with external semi-automatic defibrillators and the Basic Life Support & Defibrillation training courses were organised to authorise the use of such devices. In total, about 23,500 hours of training on health and safety were provided.
In 2021 more than 3,800 training hours were delivered on human rights, including about 1,550 hours on Diversity, Equity and Inclusion programmes.

In particular, the unconscious bias training course was launched for all the Group’s top management, with the aim of promoting an inclusive organisation. In 2022 the course will be extended to the Group’s entire population.

In the America and Japan Regions, e-learning modules were provided on workplace harassment. In America, the corporate population was also involved in a specific training course on the Sustainability Plan.

In the context of efforts to promote diversity, the cultural awareness programme continued. The aim of the programme is to foster respect for cultural differences and offer guidance regarding the most appropriate ways of behaving and communicating with colleagues, partners and other people from different cultures.

After the first session on Chinese culture launched at the end of 2019 for employees at corporate offices in Italy, digital sessions on American, Korean and Japanese culture were provided in 2020 to the benefit of the entire corporate population. In 2021, in addition to extending the various modules also to Stone Island employees, the session on Italian culture was designed and delivered at a global level in January 2022 for a total of about 550 hours of training.

Moncler further consolidated its partnership with the Italian association Valore D, giving some employees at corporate offices in Italy the opportunity to participate in inter-company workshops focused on developing a corporate culture of collaboration and dialogue between generations, genders and cultures. In 2021 Moncler employees were involved in training on the development of the entrepreneurial spirit of young women, on being aware of their role in the company, on the importance of effective communication and the development of managerial skills.

Since 2018 the Pattern Making School was set up at the production site in Romania, with the aim of enhancing professional skills among Moncler’s personnel and thus strengthening certain departments such as modelling, CAD, development and placements through the training and placement of local students.


The Moncler Group’s remuneration system is designed to attract, motivate and retain people with the professional skills required by the perspectives of business growth. It is based on principles of equity, equal opportunities, meritocracy and competitiveness on the market.

As a listed company, the Remuneration Policy for Group directors and strategic executives is set in accordance with the recommendations of the Corporate Governance Code, with the involvement of the People & Organisation function, the Nomination and Remuneration Committee, the Board of Directors and the Company’s Ordinary Shareholders’ Meeting.

The remuneration of personnel takes into consideration specific criteria, including market standards and internal equity, the characteristics of the role and responsibilities, the distinctive skills of individuals, with a view to ensure maximum objectivity, in order to avoid any form of discrimination. In this regard, the Moncler Group, aware of the importance of guaranteeing and promoting an inclusive culture that aims to eliminate the gender pay gap, has committed to begin, in 2022, a process to achieve the Equal Pay certification. This project will include a comprehensive quantitative analysis of compensation data and a qualitative review of the distinguishing factors of each employee taking into consideration, for example, the professional category, tenure and performance to obtain Equal Pay certification by 2025.

For several years now, the Moncler Group has been conducting an annual salary review process, based on two principles: performance and talent. According to the results of the annual assessment and business results, as well as the potential shown, managers can propose remuneration increases for their staff. These increases are then discussed in specific steering committees. The approved proposals take into account individual merit, the contribution to the creation of added value for the Group, fairness and competitiveness in relation to the market.

In the countries in which it operates, the Group offers, without differences by gender, entry level salaries equal to or above the minimum wage required by law or collective bargaining agreements; this was confirmed by the analysis carried out in 2021 on the entire corporate population, including the production site in Romania.

The Global Mobility Policy, adopted at Group level in 2021, sets out company commitments

to ensure a fair, competitive, incentivising and consistent financial treatment of Expatriates at the global level. This policy is a fundamental tool for regulating international mobility, which increasingly represents a pillar of individual development and business success.

The remuneration structure of 83% of the eligible professionals, managers, executives and senior executives is made up of both fixed and variable components, appropriately balanced according to their contributions to the company’s strategic objectives. The variable component may be shortterm (Management By Objectives) for store managers and corporate employees; a sales commission for retail staff, both at team and individual level; or longterm (long-term incentive). For the Italian corporate office population up to the managers category, a bonus linked to corporate performance indicators has been defined.

The Management By Objective (MBO) system takes into account objectives based on quantitative results relating to the Groups financial performance (mainly Group consolidated EBIT) and qualitative objectives of significant strategic and operational importance, including those linked to the achievement of the objectives of the Strategic Sustainability Plan. The system, which applies to executives, managers and professionals for corporate office employees and to the store management team, is intended to encourage the achievement of distinctive results through mechanisms that reward over-performance by increasing the amount of the bonus that can be obtained, over a certain threshold, where the assigned objectives are exceeded.

In the MBO system, for all those who are involved in the implementation of the Sustainability Plan, are assigned social or environmental objectives and internal population’s engagement objectives, likewise responsible sourcing objectives are assigned to some key positions. All members of the Strategic Committee, including the Chairman and the Chief Executive Officer, have a percentage of their MBO linked to the achievement of Group’s strategic sustainability objectives. In addition, managers who take part in cross-functional business processes or significant projects for the business are assigned common objectives to ensure a commitment from all colleagues involved.

Lastly, the MBO system provides for alignment between performance objectives and the management of the risks identified by ERM with the aim of spreading a culture of risk assessment and management in the employee’s decision-making process.

To date, the Moncler Group has been using Performance Share as a long-term incentive system plans for key positions, up to managerial level. These systems allow linking the incentive process for managers and key staff to company’s actual performance, steering people towards strategies aimed at pursuing sustainable medium/long-term targets, aligning the interests of beneficiaries with those of shareholders and investors and developing policies aimed at attracting and retaining talented professionals.

Three stock option plans and three performance share plans have been issued since the listing on the stock exchange in 2013:

•  Stock Option Plan 2014-2018 Top Management and Key People, for senior managers and key officers in the organisation;
•  Stock Option Plan 2014-2018 Italian Corporate Structures, for all employees at Italian corporate offices with permanent contracts;
•  2015 Performance Stock Option Plan, for key officers in the organisation;
•  2016-2018 Performance Share Plan, for senior and key officers in the organisation;
•  2018-2020 Performance Share Plan, for senior and key officers in the organisation;
•  2020 Performance Share Plan, for senior and key officers in the organisation.

An ESG Performance Indicator was included into the 2020 Performance Share Plan. It refers to the Strategic Sustainability Plan, which contains strategic guidelines on sustainability issues for the medium/long term. In identifying the five strategic priorities and related commitments of the new Plan, Moncler also took into account the objectives set by The Fashion Pact, which the Group joined in 2019, focusing on three main areas: combating global warming, restoring biodiversity and protecting the oceans. Accordingly, the ESG Performance Indicator focuses primarily on three challenges: carbon neutrality, the reduction of conventional single use plastic and the recycling of pre-consumer nylon. The indicator also takes into account Moncler’s performance in the Dow Jones Sustainability Index. Overall, the total share ownership as a multiple of base salary of Moncler Group’s President and CEO, Remo Ruffini, amounted to 15 as of 31/12/2021, while for the executive committee members it amounted to 121.

Lastly, store employees are provided with incentive systems based on individual and store performance that reward excellence and service quality, along with the contribution to business development.


The remuneration package offered to employees includes a wide range of benefits, ranging from life insurance to pension plans and prevention programmes to improve individual wellbeing. The benefits offered by the Group to its employees are linked to the professional category irrespective of the type of contract (fixed/permanent; full-time/part-time) and follow guidelines applied internationally, with possible changes depending on country-specific policies.

To develop remuneration policies that not only reward employees for their work performance, but also respond in a timely manner to the 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 wellbeing of people, who have always been Moncler’s true strategic asset.

In particular, for all the Italian employees, these plans dedicated to people up to the category of managers at corporate offices, employed under permanent or apprenticeship contracts, as of 31 December of each year, provide a wide range of benefits and services, also offered in part to the employee’s family, from reimbursement of school expenses to vouchers, leisure activities and wellness packages.

In Italy employees can choose to pay a portion of the welfare credit to supplementary pension funds, and the Welfare Plan has an “access” clause linked to the Group’s profitability.

During the year, in the context of the corporate welfare system, employees at the corporate site in Trebaseleghe (Padua) who took advantage

of the kindergarten and nursery school received a full contribution by the Company: the selected schools welcomed up to 30 children of Moncler employees.

By 2022, a kindergarten will be established for the children of employees at the production site in Romania, to host about 60 children.

Lastly, Moncler and Stone Island are members of 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, 931 Italian employees signed up with Sanimoda.


Identifying and retaining the best talent at the Company is of crucial importance. To enhance and develop people Moncler uses the PIUMA Leadership Model, an annual performance assessment 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 and impact on the business, then comparing it with the standard expected for the specific role. This allows to verify the level of adherence of individuals to their role, suggesting possible training and development plans.

The assessment is based on a series of values of which every employee must be an ambassador and promoter: integrity, passion, identification with company culture, ability to build trust-based relationships, global vision, performance excellence, innovation and talent enhancement.

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. It is the base of the remuneration review process, ensuring equity, equal opportunities, meritocracy and competitiveness on market. An important step in the evaluation process is the employee self-assessment that enables employees to compare the perception of their performance with that of the Company, thus making sharing between manager and staff more productive.

The assessment process requires that each manager assess their teams using a digital platform. The assessments are subsequently reviewed and finalised by a committee of senior executives, with the aim of ensuring the comparison and calibration of the assessments,

making them even fairer and more objective. The process ends with a feedback session between the supervisor and the team member, 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 assessment process is applied to all positions, both corporate and retail, at a global level, including, from 2020, the management population of the production site in Romania. In 2021 this process was also extended to the worker population in Romania, in a manner consistent with the needs of such an important population in terms of numbers and specificity.

In 2021 4,147 people were assessed at Moncler, 53% more than the previous year, accounting for 100%10 of the eligible population. The performance evaluation system was extended also to Stone Island employees; about 70 people were assessed representing 20% of eligible population, with the target of achieving 100% by 2022.


The Group believes that dialogue and employee engagement are essential to increase the motivation and satisfaction of its people, thus creating strong long-term relationships. The Engagement & Internal Communication unit within the People & Organisation function is tasked with developing strategies, actions and tools for personnel engagement and promotion of corporate culture. Several initiatives were developed in 2021, all of which sharing some distinctive features: developing collaboration between people, creating opportunities for sharing and knowledge, facilitating the communication of information and creating a common culture and vision in order to increase team spirit at the Moncler Group.

The use of MONCamp, the corporate intranet, has been strengthened over the years as a tool for sharing information and news and for enhancing networking among colleagues. The news section of MONCamp, supported by a specific editorial plan, shares news about products, events and people, thereby boosting knowledge, sharing and a growing sense of belonging to the Moncler world.

The platform’s social function has also been strengthened and expanded, making it a very important mean in employee communication, especially for retail, where it is used to share sales experiences, build relationships with clients and promote local events. In the light of the integration of Stone Island, MONCamp will be reviewed and updated at Group level.

In addition, the people satisfaction survey MONVoice, regularly carried out at Moncler, was launched at Group level in 2021. This analysis aims to capture the Company’s positioning on two aspects: employee engagement and enablement. By analysing the individual components of each of these two aspects, the Moncler Group identifies the strengths and areas to work on to improve its overall positioning.

In December 2021, the fifth edition of MONVoice was launched, involving 4,286 people worldwide, with a questionnaire of 51 closed questions and two open questions asking people for suggestions on the areas of improvement of the Moncler Group and the factors that motivate them.

The main areas of excellence resulted to be “quality and attention to the client”, “the flexibility and availability of managers” in addition to the sense of “pride in being part of the Group”. “Collaboration and communication between departments” continues to be an area to be strengthened, together with the Group’s ability to create “development opportunities” and the “reward system”.

In order to begin a process of improvement for people, starting from people themselves, survey results are shared worldwide through newsletters dedicated to the corporate population and translated into the languages of the Regions in which the Group is present, as well as through dedicated meetings. Moments for sharing results are key to deepen the data that have emerged and then define action plans and improvement projects to meet the expectations and needs of the entire organisation’s workforce.

Activities designed to create interaction moments between employees and the Group’s top management continued during the year. In particular, it continued the Thank Boss It’s Friday!, an initiative launched in 2019 where employees share curiosities and offer suggestions to top management with a view to open dialogue. In 2021 the format evolved and was extended to all function heads, involving more than 11 of them, in addition to the 124 participants at Italian corporate offices. The initiative was also launched in the other Moncler Regions, adapting it to local cultures. In APAC, for example, it became a tea-break and involved new employees in particular. In 2022 the format will be further extended to Stone Island to foster mutual knowledge of management and colleagues within the Moncler Group, and will also be launched at a global level, through the involvement of the Presidents of the Regions, with the aim of increasing connection opportunities for people with different backgrounds and origins.

In line with the objective of creating awareness of what is occurring within the Group and setting up contact opportunities with top management, several meetings were held for all employees, during which financial results were illustrated. These are opportunities set up at the corporate level to explain and celebrate company results and update the entire corporate population on the most relevant projects. These initiatives have also been replicated periodically at local level, in order to deepen the results and objectives of each Region.

In addition, in July 2021 all the Group’s employees were invited to participate in an update session involving members of the Moncler and Stone Island top management, organised with the aim of sharing the Group’s results and future strategic projects.

In the belief that corporate volunteering is not only an instrument for social responsibility, but also a means of creating a culture of diversity and solidarity, Moncler, since launching the programme in 2018, has partnered with a number of non-profit organisations in activities ranging from the environment to social.

All corporate employee can take two days a year to volunteer, choosing from different organisations, types of activities and days. Starting in 2022, Stone Island’s people will also be involved in corporate volunteering initiatives.

During the year, Moncler identified new forms of volunteering to be carried out also remotely using digital technologies. Together with Francesca Rava Foundation, a remote schooling project was launched with the aim of best preparing young people for the workplace. As part of the course, a digital training activity was held on the Office package and support was provided in the writing of a curriculum vitae and in the simulation of a job interview.

With Legambiente a project was launched to raise awareness of the environmental impact of the dispersion of waste in nature. In the project, Moncler volunteers actively participated in the preservation campaign for parks and beaches, which were cleaned mainly from plastic materials or invasive plants.

Moreover, in 2021 Moncler invited its people to participate in the Be Warm project, created together with Officine Buone to provide Italian hospitals, and above all the Istituto Nazionale dei Tumori (National Cancer Institute) of Milan, with its artistic talent, encouraging employees to share their passion for art, painting, photography, digital art and music. The most creative works to be selected in 2022 will be part of a travelling exhibition in hospitals. In addition, selected singers and musicians will have the opportunity to perform in hospitals, offering moments of fun and relaxation to doctors and patients. This first pilot edition will be subsequently extended at global level.

Over the course of the year, the America Region and Japan also engaged in volunteering activities ranging from cleaning parks and beaches to food banks.
The APAC Region organised initiatives to protect the poorest in the society and the environment. In particular, in Hong Kong, Moncler employees participated in the Food Reduce Programme, offering their support in preparing meals for the less fortunate people.
In 2021, at global level, 305 employees participated in these programmes, for a total of over 2,600 volunteer hours.


In 2021 Moncler’s attention to attract, identify and invest in talented young people with a strategic view to develop the next generation of business leaders led to numerous partnerships with major Italian and international universities and business schools, as well as with professional and academic institutions. The partnership with the Cattolica University of Milan continued for the master’s degree in Luxury Goods Management (EMLUX). In 2021 Moncler made part of the
Group’s management available to teach the omnichannel and digital module of the master’s degree and proposed business case and project activities. In particular, in 2021 it involved a class of students of various nationalities, with the aim of developing a project on the multi-channel purchasing process, to be presented directly to Moncler’s management. Following this project, six students were selected for an internship giving them the opportunity to continue their experience within the Group. The partnership will continue into 2022. Together with the Ca’ Foscari University of Venice, as part of the course in Language and Management to China, a class was held on the professional role of the Digital Buyer and on Moncler event MONDOGENIUS. Students in the Management and Economics and Finance courses from LUISS University were instead involved in a virtual internship experience. Led by Moncler’s Talent Acquisition team, they have been invited to rethink the experience lived by the candidate during the selection process in light of the unique characteristics of Generation Z. Also the partnership with the IED Institute continued. Students were asked to create a communication strategy focusing on digital events and broadcasts.
The long-standing partnership with L. Bocconi University of Milan continued, in particular within the undergraduate international course Management of Fashion Companies and the graduate course Value Chains and Business Models in Fashion and Luxury programmes.

The students of this latter course were asked to develop an analysis on the fashion industry and on the evolution path of Moncler and its competitors. The groups that provided the most comprehensive and innovative projects presented their work to a jury of Moncler representatives during digital meetings.
Furthermore, with the L. Bocconi University of Milan Moncler also participated in the Summer School, a programme that hosts students aged 17 to 19 from 15 different countries. As part of the project, Moncler launched a challenge to students called The Jacket of the Future in which students revisited an iconic Moncler garment integrating it with the trends of the future.
Also during 2021 it has continued the collaboration with Ca’ Foscari University of Venice and H-Farm as part of the undergraduate Digital Management programme. This collaboration led to offer internships to students aimed at letting them experience daily business life.
In Korea a partnership with the Korea Fashion Design Occupational Training College in Seoul was established, while in the view of Daejeon and Dongtan store openings, collaborations with the Hanbat National University, Pai Chai University, Woosong College in Daejeon and Jangan University, Suwon University and Hyupsung University in Dongtan have been activated.
Close cooperation with the Fashion Management department of Woosong College led to the creation of specific courses on store activity; one of the students, who successfully completed the internship at the Daejeon Outlet, was hired as Client Advisor in January 2022.
In Japan, collaboration with major universities and business schools was strengthened, including with the Professional Institute of International Fashion

of Tokyo, Tokyo Seitoku University, Kyoritsu Women’s University of Tokyo and Bunka Fashion College of Tokyo. These collaborations mainly concerned fashion retail courses with the aim of launching an internship programme at the Moncler’s most prominent boutiques. 20 internships were set up at the Aoyama boutique and Ginza flagship store in 2021.
In America, it continued the collaboration with Handshake, a platform that allows people to get in contact with thousands of schools across the United States and explore opportunities for being introduced in companies. Also the collaboration with LIM College continued; with this regard, Moncler attended a career night, together with other brands working in the industry, meeting students interested in future career opportunities. In the New York area, the partnership with the Fashion Institute of Technology continued.

In Europe, together with the Institut Français de la Mode in Paris two activities have been launched: the first involved 14 students in the “Printed Brand Magazine” project aimed at creating contents for a Moncler magazine under the guidance of the PR & Communication team; while the second was designed to train 120 French retail employees on issues relating to the fashion and luxury sector. In collaboration with the Glion Institute of Higher Education and Les Roches International School of Hotel Management, digital career days were organised with the aim of identifying new resources to be employed at Moncler Ski Resorts. In addition, at the Grenoble École de Management, classes were held for students in the master’s degree programme in Fashion Design & Luxury Management. At the École internationale de marketing et management du luxe of Paris, a student was selected to start an internship in the Client Service function.


In 2021, the MONCampus Talent Programme, a development programme dedicated to high-potential Group’s people, was resumed. It is a knowledge-sharing journey aimed to facilitate and accelerate the personal and professional growth of talented young people at Moncler and Stone Island. The one-year programme involved around 30 participants under 35 to provide a comprehensive vision of the Group and of its operations,

to increase knowledge of the technical aspects relating to each function and develop managerial and project skills through an interactive and experiential method.

The courses, launched in July at the Milan and Trebaseleghe sites, focused on corporate values. Each module is facilitated through the support of approximately 60 internal trainers from various corporate areas involved in the entire course delivery process,

from the design to the classroom moments. The programme also included external special guests with different backgrounds, who created opportunities for discussion and debate on each company value.

Lastly, in the final months of the year, participants attended a project management course to acquire tools and knowledge related to project development.


In 2021, MAKE, the Moncler Academy for Knowledge and Excellence, took form; it is a learning ecosystem for the development of Moncler and Stone Island people in terms of skills and expertise, but also of mental approach, working methods and organisational awareness.

Starting from the business needs, the MAKE architecture was designed to build a learning culture where people are, with the sponsorship of their supervisors, aware of their growth and able to identify their needs, while also developing the ability to learn from day-to-day work.

MAKE consists of numerous programmes and a technological infrastructure functional to the project’s objectives: the MAKEPlatform. On the platform, accessible to all employees, people can find not only training contents, e-learning courses, articles and webinars, but also can interact with their global community at all times. In 2021 on MAKEPlatform new and enhanced training plans were launched, with a specific editorial plan to provide new and consistent contents, focused on training programmes linked to four main pillars: Remote Working, Management, Leadership and Personal Effectiveness. Moreover, a language training portal was added, allowing people to choose from seven languages to learn (English, French, German, Italian, Spanish, Portuguese and Chinese) through grammar exercises, listening, vocabulary and participation in virtual classrooms to improve conversation-related aspects.

The philosophy underlying MAKE is to create training plans tailored to the individual’s professional family or group and to support the development of knowledge and skills of people at all stages of their professional career.

To ensure that areas of training are firmly tied to business needs, top management plays a key role in identifying training needs and designating Makers, i.e. internal Subject Matter Experts who can spread knowledge and best practices on specific issues. Top management is asked to identify the requirements, in terms of knowledge and skills, needed to achieve the medium- and long-term objectives set by the Company in the business plan. On that basis, strategic training, leadership and technical skills training programs are developed for the department population.

The Makers Lab is one of the key programmes of the Group’s training project and consists of internal experts, 23 Makers designated thus far, who share their knowledge on specific activities, processes and tools with their colleagues. This programme was strengthened in 2021 with 19 training sessions for a total of more than 570 hours.

In 2021 a variety of topics was addressed during the project: from the basics of project management, lean management, anti-counterfeiting and traceability in the company, to stores management and retail development and the Group’s most important financial milestones.

In 2021 the Adotta una Scuola project promoted by AltaGamma, marked an important step forward in the field of specific training. An agreement was signed with the Istituto Professionale Caterina da Siena of Milan with the aim of bringing the business world closer to the academic one, training effectively young students for the workplace on technical and craft skills that are gradually disappearing. The project is dedicated to young students of the second-to-last and the last year of technical and professional institutes and involves ten Moncler experts, each in their own area of competence, with the aim of exploring all the activities needed to realise a finished garment.

In 2022, the Moncler Academy for Technical Excellence (MATE) project will be implemented. This specialised training course dedicated to recent graduates of technical and professional institutes aims at training professionals to work in producing samples, prototyping and quality control, providing a complete vision of the down jacket creation process.


In the retail sector, investments continued to be made in projects relating to technical product training (raw materials, processes for making shoes, bags and glasses, materials with lower environmental impact), knowledge of the Brands and their history and development of interpersonal and managerial skills, with the objective to disseminate a service model and sales style able to ensure a unique, distinctive purchasing experience.

For Moncler, training is an important element in the Client Advisors’ growth path.

The training plan includes on the one hand, courses to strengthen knowledge of the Moncler brand, its history, products, style, materials used, production process and interpersonal skills, on the other hand training aimed at developing the ability to listen to clients, explore their needs and relate with them also through an effective narrative and a service that truly meets their expectations.

The training of sales personnel is a key moment for communicating the Brand. In recent years, it has been designed to provide Client Advisors with all the information they need to maintain an ongoing dialogue with clients that is personalised and consistent in terms of way of delivery and content. In particular, with the Moncler Genius project, clients are guided in discovering individual collections through new and richer in-store experiences, each designed for a different type of client. In 2021 specific e-learning modules, the Genius Pills, were also developed for the launch of each collection. In addition, the training activity included in the Moncler Genius project, expanded with peer-to-peer and self-learning courses in 2019, continued in 2021 with the aim of increasingly involving Client Advisors

in managing company performance and setting objectives, creating content and identifying operating approaches under the sign of pro-activeness. In this context, the task of the Client Advisors is to train and develop some basic skills and knowledge among their colleagues.

In addition, during the year, training courses dedicated to Distance Sales were developed for each Region to improve the client experience and review the selling ceremony in view of the peculiarities of distance sales service, for example by enhancing the technical and photographic skills of all Client Advisors when sharing and presenting products to clients.

In order to promote a uniform and consistent approach to the client and the way the Moncler brand is communicated, and from a multi-channel perspective, in 2021 intense training also continued for the personnel of the most important stores in the wholesale channel, in particular monobrands (shop-in-shop). During the year a training programme on Moncler’s history and culture, as well as product knowledge, was implemented through e-learning modules. The client experience was thus enriched by a narrative of company’s history and an effective presentation of the distinctive features and qualities of Moncler products, always in line with that of the retail channel. Training was also supported by new materials provided during in-store morning briefs and through new digital training tools.

In the retail channel, 2021 marked the conclusion of the first phase of the training programme for Store Managers, focused on the development of managerial and leadership skills. During the year this programme also involved other management personnel at stores, such as Client Advisor Managers and Store Operation Managers. A new phase will be rolled out in 2022 at global level.

Also 2021, strongly affected by the Covid-19 global health crisis and consequent limitation of movement due to closures and distancing obligations, saw some important collaborations with the Merchandising and Operations department to keep offering increasingly detailed and engaging distance training on products, with a particular focus on materials and collections. During the year, research also continued to identify new and innovative digital tools designed to revolutionise the training experience in future years.

The Pro-Activities programme, established in 2020 as a group learning and creation of peer-to-peer content activity and developed as an ongoing international self-learning and knowledge sharing activity, was completed in 2021. The resulting activities created by the Client Advisors were shared with the sales network to give a greater resonance to the themes of participation and proactiveness.

2022 will be an important year due to the complete revision of the company training tools, which will evolve in light of socialisation and social media concepts.


The first edition of the Building Leadership Training Programme, a training programme of approximately 720 hours for the development and enhancement of leaders’ skills within the organisation, was launched in 2021.

The initiative involved 30 employees of corporate offices with diverse skills and backgrounds and was divided into six workshops focusing on topics such as leadership, importance of feedback, ability to delegate, stress management, conflict management and effective communication.

An individual coaching programme was also offered to participants in order to reinforce the ability to apply the concepts learned.


Since the beginning of the Covid-19 emergency, Moncler has made employees safety and protection an absolute priority, taking every step to minimise risks and provide a safe environment. Safety protocols, supervised by epidemiologists have been set up, and remote working methods have been arranged for both corporate and retail employees, always aligned and in compliance with government directives issued by the various countries.

A strict protocol has been defined for the return to the office in line with the most up-to-date scientific knowledge, designed to protect everyone’s health. This included clear directives for managing common areas and individual spaces to ensure proper distancing, guiding behaviour and identifying the protective equipment to be worn according to the different risk exposures.

Surgical masks and disinfectants office kits are constantly provided at Moncler. In this regard, since the start of the Covid-19 pandemic, Moncler has produced approximately 1.8 million face masks, bearing the CE mark, and previously authorised by the Istituto Superiore di Sanità (Higher Health Institute), that have been provided to all employees and schools in the local communities in which the Company operates.

Workspaces are disinfected several times a day and sanitised periodically. Body temperature is measured several times a day through thermal scanners at the entrances of Moncler offices. These measures were also extended to Stone Island’s people.

In 2021 approximately 15,000 serological, rapid and molecular swab tests were carried out at Moncler and Stone Island to detect any positive cases of infection in Italy and Europe, while in the remaining regions screening was managed through public health. To ensure constant monitoring, swabs are repeated regularly. Moreover, thanks to the collaboration with the San Raffaele of Milan and Affidea, almost 230 employees based in Milan were able to sign up for and receive the seasonal flu vaccine. Given the importance of enabling people with pre-existing conditions or requiring medical advice to receive needed medical services even under the difficult conditions posed by the Covid-19, the agreement signed in 2020 with the San Donato Group – San Raffaele Hospital to provide telemedicine service for Italian employees and their families continued in 2021. It provides a simple and safe way to access remote/video consultation services, with more than 440 physicians and 43 excellent health care specialist categories at special rates, without having to travel physically to the hospital. Visits and tests were also offered at hospitals or pick-up points, in addition to home services.

Remote working continued during the year, particularly in the months characterised by an increase in the number of cases linked to Covid-19 variants, except for some teams and liaison officers authorised to work on site as their job required physical presence. In view of the different organisation of work in recent years, internal communication took on an increasingly important role for keeping people connected despite distance, promoting a positive climate, supporting the corporate culture and promoting a strong sense of belonging and motivation among individuals. In 2021 more than 190 communications were circulated to employees to inform and update them regularly on business decisions, initiatives and activities.

The private Instagram channel, created in 2020 and dedicated to all Italian employees, has been extended to all Regions. A rich and varied content plan, with livestreams covering relevant current topics, kept the engagement high. Health-related topics included briefing sessions on Covid vaccines, during which relevant scientific data and information were shared. Also the topics of the risks of smoking and e-cigarettes on the occasion of World No Tobacco Day and prevention and early detection of women’s cancers for Pink Week were discussed.


6 Refers to all employees, including those who left the Group during the year, who benefited from at least one training course in 2021.
7 Includes the Moncler Corporate Welfare Plan, as well as kindergartens and other child services.
8 Includes benefits such as company car, transport or accommodation allowances.
9 Includes free access to the gyms, fitness classes and other initiatives.
10 The percentage was calculated on the 2021 workforce with permanent contract, which served as the benchmark for the 2021 assessment process.

11The value of the share ownership was discounted as at 31/12/2021 and all the shares held directly on that date and those assigned but not vested included in the LTI plan were considered for the calculation.