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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 set of commitments based on an analysis of the areas where the Group can maximise positive and minimise negative impacts, also taking into consideration the challenges posed by the sector as well as the expectations of the financial community and clients.
The Group’s Sustainability Plan, which includes Net
Zero target by 2050 and an intermediate commitment to reduce CO2 emissions by 2030, sets ambitious targets that require important choices by the Moncler Group, ranging from the use of 100% renewable energy for direct consumption to a challenging work on its products and supply chain, where the greatest impacts are generated. Another goal linked to reducing environmental impact is to have over 50% of lower-impact yarns and fabrics. The Plan also involves the ongoing work to be carried out with the supply chain on raw materials traceability and on social standards, with the emerging topic of the living wage. Awareness-raising initiatives are also planned to promote and enhance diversity and strengthen an increasingly inclusive culture. This is why training and awareness-raising commitments
were established for diversity, equity and inclusion and for obtaining the Equal Pay certification. The Group is also committed to support local communities with high social value projects, and to protect children and families in difficult situations from the cold. For details of all the targets of the Plan, see the following pages.
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 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 Performance
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 and, in turn, informs the Control, Risks and Sustainability Committee (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.
✓ Target achieved ▸ Target on time ○ Target delayed
Reduction of 70% in absolute scope 1 and 2 CO2e emissions vs 2021 (in line with the Science-Based Targets “1.5°” ambition)
Reduction of 52% in scope 3 CO2e emissions per product unit sold vs 2021 (in line with the Science Based Targets “Well-Below 2°” ambition)
▸ -17% vs 2021 scope 1 and 2 emissions CO2e (-21% vs 2021 assuming Stone Island consolidated from 1 January 2021)
100% carbon neutral at all directly managed corporate sites worldwide (offices, stores, production sites and logistics hub)
100% renewable energy at all directly managed corporate sites worldwide (offices, stores, production sites and logistics hub)
90% of low environmental impact vehicles in the Group’s corporate car fleet worldwide
* Target anticipated by one year.
LEED certification for all new corporate buildings
LEED certification for all new stores*
✓ Carbon neutrality maintained at all directly managed corporate sites worldwide (offices, stores, production sites and logistics hub)
▸ Approximately 90% of electricity used at directly managed corporate sites worldwide from renewable sources
▸ 63% hybrid and electric vehicles in the Group’s corporate car fleet worldwide
○ No new corporate building was built in 2022
▸ Continued the LEED certification process at the Group’s stores worldwide
✓ Neutralised unavoidable residual emissions through two projects certified on the voluntary market and focusing respectively on circular economy and renewable energy
Promotion of renewable energies along the supply chain
✓ Initiated the energy assessment process along the supply chain to identify concrete actions to reduce energy consumption and related CO2 emissions