39 bOaRD OF DIREcTORS REPORT38 MONCLER GROUP 2022bOaRD OF DIREcTORS REPORT

also for Stone Island starting in the second half of 2022. To raise awareness internally among all departments involved in apply- ing these procedures, four training sessions were developed also through the MaKERS programme, in addition to the important train- ing and awareness-raising activities on IP & bP issues and activities carried out by the department.

as people are a fundamental resource for the creation of long-term value, the Moncler Group has always devoted attention, energy and resources to selecting the best talent, to the professional and per- sonal growth of its staff and to promoting company well-being. The Group has clear policies in place to provide a healthy, safe, merito- cratic and stimulating working environment, where everyone feels free to realise their skills, potential and talent to the fullest, and where everyone s diversity is valued.

Welcoming everyone, always valuing diversity and free expres- sion are integral aspects of the company s culture and crucial to its model of growth and way of doing business. Moncler thrives in a mul- ticultural environment and engages in a dialogue with all generations and cultures, aware that diversity is a critical factor for success.

The search for most talented people worldwide and the abil- ity to retain them have always been at the top of the Group s busi- ness agenda. The opportunity to work in an international, dynamic, multicultural and meritocratic environment, together with Moncler s strong commitment to sustainable development, are key elements in the process of attracting talent, especially among younger gen- erations. The Group needs their strong technical, professional and managerial skills, as well as their passion, dynamism, flexibility, vi- sion, drive for innovation and harmony with the Group s values.

To identify top talent, the Group has been using a perfor- mance evaluation system that measures the skills demonstrated in achieving assigned objectives for years for the Moncler brand and it is now gradually implementing this system at Stone Island as well.

Knowledge, problem-solving and impact on the business are the meta-dimensions taken into account by the evaluation model underlying the remuneration review process, providing it with a sol- id basis of fairness, equal opportunities, meritocracy and competi- tiveness with the market.

The Group s REMUNERaTION SYSTEM includes: short-term variable remuneration systems, annual MBO

(management by objectives) for executives, managers and professionals, mainly based on the achievement of measur- able qualitative and quantitative economic objectives linked to activities and processes of strategic importance to the business, identified according to a balanced scorecard. all those involved in implementing the Sustainability Plan in the MbO system are assigned social or environmental objectives related to the implementation of the Plan. Risk management indicators are also included in the schemes, with the aim of spreading a culture of risk assessment and management in decision-making;

team and individual sales commission systems that reward service excellence and quality and business development for sales network employees;

long-term incentive systems, such as performance share plans, for top management and key roles, which have a par- ticular impact on the business, regardless of organisation- al level. These systems are linked to long-term performance conditions and ESG indicators as evidence of management s commitment to sustainability issues. Long-term incentive systems are an important component of the pay mix and make up the majority of total compensation at the top man- agement level.

all of Moncler s variable remuneration systems are designed to en- courage the achievement of distinctive results through mecha- nisms that reward overperformance by increasing the value of the bonus that can be obtained, starting from a certain threshold, if the assigned objectives are exceeded. Finally, the compensation pack- age offered to employees is rounded out by various benefits, in- cluding life insurance, pension and welfare plans and information and prevention programmes.

HUMaN caPITaL

In the area of international mobility increasingly a pillar for the de- velopment of individuals and the Group s success Moncler has adopted a Global Mobility Policy, laying down the company s com- mitment to ensuring a fair, competitive, supportive and consistent economic treatment of expatriates at the global level.

Through this remuneration policy, the Group promotes and enhances an inclusive culture. To this end, in 2022 it launched a project aimed at obtaining equal pay certification, confirming the approach aimed at closing the gender pay gap.

In addition, in order to monitor the progress made towards gender balance targets, in 2022 the Group began an analysis that led to the design of a DE&I dashboard used to analyse the most im- portant KPIs in this area.

DE&I

Moncler is committed to strengthening the culture of inclusion and enhancing diversity, inside and outside of the company, through a Diversity, Equity & Inclu- sion (DE&I) program. Nurture Uniqueness is indeed one of the five pillars of the 2020-25 sustainability plan dedicated to promoting diversity and inclusion.

The drivers of ongoing activity affect the following areas: strengthening of a culture of DE&I through training and awareness activ-

ities; promotion of representation through various tools including collabora-

tions with universities that have a very heterogeneous student pool, se- lection processes aimed at ensuring fair and impartial evaluations;

definition of new ways of working through initiatives that encourage ex- change and sharing between people such as the creation of interdisci- plinary working groups, the creation of project groups representative of company diversity by age, skills, gender, company seniority, cultural background etc.;

definition of processes and policies to support DE&I and compliance with these principles including a global parental policy, the strengthening of internal protective mechanisms and systems for reporting incorrect con- duct, equal pay certification, etc.;

valorisation of talents with various initiatives including job posting, exten- sion of the performance evaluation programme, celebration of individual achievements, etc.;

as regards the differences between genders, the percentage weight of wom- en on the total workforce is predominant. In fact, the female presence stands at 69%, substantially in line with 2021. The percentage of women is high in all geo- graphical areas and in the managerial bracket (managers, executives and se- nior executives) is equal to 51%. Women represent 70% of the population with permanent contracts and 60% of those with temporary contracts. 70% of the contracts transformed into permanent contracts in 2022 are for women. ana- lyzing the subdivision by gender in terms of company seniority, distribution by age group, level of education, there are no phenomena different from the gen- eral trend.