THE NEW MONCLER INVESTOR RELATIONS APP IS NOW AVAILABLE
THE NEW MONCLER INVESTOR RELATIONS APP IS NOW AVAILABLE
The 2020-2025 Strategic Sustainability Plan confirms the Group’s commitment to sustainable development and how environmental and social responsibility are an increasingly integral part of the business model. The Plan focuses on five strategic priorities: climate change and biodiversity, circular economy, responsible sourcing, valuing diversity and supporting local communities.
For each strategic priority, the Group has defined a series of commitments based on a careful analysis of the areas where it can amplify positive impacts and reduce negative impacts. This analysis takes into account both industry-specific challenges and the expectations of stakeholders, including the financial community, consumers, suppliers and employees. By integrating risk management with the exploitation of
opportunities, the Plan aims to spread sustainable practices throughout the entire value chain.
The Plan includes greenhouse gas emissions science-based targets, a commitment to achieve Net Zero emissions by 2050, as well as recycling of nylon production scraps at its sites and in the production chain and the use of over 50% of yarns and fabrics from lower-impact materials, i.e. those that are recycled, organic, regenerative or certified to specific standards, by 2025. The Sustainability Plan also enhances the traceability of raw materials and the continuous improvement of social and environmental standards throughout the supply chain through close collaboration with its business partners. Moreover, the plan encompasses dedicated internal and external awareness-raising initiatives aimed at fostering and enhancing diversity while promoting an ever
more inclusive culture, in addition to obtaining the Equal Pay certification.
The Moncler Group is also committed to supporting local communities with high social value projects, and to protect the most vulnerable children and families from the cold.
In identifying the Plan’s strategic drivers and relative commitments, the priorities set in the 2030 Agenda for Sustainable Development (Sustainable Development Goals – SDGs) were also taken into account, thereby contributing to achieving them. Of the 17 macro goals described in the SDGs (such as combating inequality and fighting climate change), the Group contributes to 11 of them, either directly or through organisations with which it collaborates.
The Sustainability Unit, in collaboration with the heads of the relevant departments, identifies areas for improvement and the relevant projects and, on this basis, formulates a draft for the Sustainability Plan (planning phase).
The Plan is then submitted to the Strategic Committee of Moncler and Stone Island, which analyse its content and feasibility. In the final stage, the Plan is evaluated by the Control, Risks and Sustainability Committee, which verifies its consistency with the Group’s strategy and expresses its opinion to the Board of Directors, responsible for formal approval. Responsibility for achieving the objectives set out in the
Sustainability Plan lies with the officers of the departments involved, who have the resources, tools and know-how necessary for its implementation (management phase). Within the MBO (Management By Objectives) system, social and environmental targets related to the achievement of the Sustainability Plan are set for everyone involved in the implementation of the Plan itself. With regard to medium-/long-term incentive plans, the share plan performance indicators, starting from the “2020 Performance Shares Plan”, also include an ESG Indicator, linked to the achievement of specific objectives of the
Sustainability Plan. To ensure compliance with the commitments made, the Sustainability Unit requests regular progress reports on the projects from the various functions and, in turn, informs the Control, Risks and Sustainability Committee with six-monthly frequency (control phase).
The Plan is then updated annually in order to report on the state of implementation of the projects and to set new objectives with a view to continuous improvement, in the awareness that sustainability is not a destination, but a process of continuous improvement.
LEGEND
✓ Target achieved ▸ Target on time ○ Target delayed
ACT ON CLIMATE & NATURETARGETS | 2024 RESULTS | ||
|---|---|---|---|
BLOCCO 1 | TARGETS2030
2030
2050 2024 RESULTS
▸ -6% vs 2023 absolute scope 1 and 2 emissions CO2e (-53% vs 2021) ▸ -5% vs 2023 absolute scope 3 CO2e emissions (+5% vs 2021) | ||
BLOCCO 2 | TARGETSOngoing
Ongoing
2024
Ongoing Ongoing
*Excluding shops-in-shops. 2024 RESULTS
✓ Carbon neutrality maintained in directly managed corporate sites worldwide (offices, stores, production sites and logistics hub)
✓ 100% of electricity used at directly managed corporate sites worldwide from renewable sources (offices, stores, production sites and logistics hub) ✓ 98% hybrid and electric vehicles in the Group’s corporate car fleet worldwide ▸ Launched the LEED for Building Design and Construction certification process for the new Moncler Headquarters in Milan, which will be completed during 2025
✓ Continued the LEED certification process at the Group’s new stores worldwide
✓ Compensated unavoidable residual emissions through projects certified on the voluntary market and focusing respectively on circular economy and renewable energy | ||
TARGETSOngoing 2024 RESULTS
✓ Continued the supply chain engagement programme that includes, in addition to energy assessment activities aimed at identifying concrete actions for the reduction of energy consumption and the promotion of energy from renewable sources, activities to support suppliers in defining CO2 emissions reduction targets according to internationally recognised standards |
THINK CIRCULAR & BOLD
BE FAIR
NURTURE UNIQUENESS
GIVE BACK