41 bOaRD OF DIREcTORS REPORT40 MONCLER GROUP 2022bOaRD OF DIREcTORS REPORT

TRaINING Training plays a key role in the process of harnessing the potential of individuals. It is fundamental to developing and consolidating indi- vidual skills to encourage the constant upskilling of key knowledge necessary to support a constantly changing business.

The head office training strategy, MAKE (Moncler Academy for Knowledge and Excellence), continued to evolve. This strategy has three main pillars:

Leadership as a key factor in organisational development; Recognising that learning is a part of every activity; Individual knowledge becomes a collective asset through

sharing.

The main activities carried out in 2022 were: MONCampus: a programme now in its third year, designed

for talented young people and managed almost entirely by in- ternal trainers;

Lead Accelerator: an exclusive development programme dedicated to improving the cross-functional leadership abil- ities of 14 executives and senior managers and supporting them as agents of change within the organisation;

Makers Lab: a programme where internal company ex- perts share their knowledge of specific activities, process- es and tools.

The strategic importance of technical training led to the MATE proj- ect, an internal academy for recent graduates of technical and pro- fessional institutions.

The company remains committed to completion of mandato- ry training: GDPR, Law 231, Health and Safety and the code of Eth- ics are the main chapters developed by the Group at a global level.

OHSaS 45001 health and safety certification has also ex- tended to the Italian Stone Island facilities since 2021. Specific training programmes were promoted during the year to maintain this certification.

as part of the efforts to promote diversity, training linked to the DE&I strategy was consolidated in 2022. The Unconscious Bias webinar was extended to all Group managers in 2022. To promote and understand the values of diversity and inclusion and provide the tools to develop an inclusive organisation, the Unconscious Bi as webinar was delivered to 745 managers worldwide, for a total of 1,155 hours of training, and the same content was also made avail- able in e-learning format to the entire non-management population.

In an effort to ensure that initiatives related to inclusive lead- ership are extended to all and provide an important reference, guidelines were drawn up to make the concept of inclusive lead- ership more tangible and accessible to the general company pop- ulation. The Inclusive Leadership Guidelines contextualise the importance of the concept to the Moncler Group, explore the posi- tive impact of being an inclusive leader and describe best practic- es for managers and teams.

In 2022 the Group delivered 170,843 total training hours. as at 31 December 2022 the Group had 6,310 employees

(6,035 full-time equivalents or FTEs), of whom approximately 65% were employed in direct stores, compared with 49% in 2021. The Moncler brand had 5,767 employees (5,511 FTEs) and Stone Island 543 (524 FTEs).

at Group level, the distribution by geographical area sees the EMEa area employing 65% of total FTEs, followed by asia with 27% and the americas with 8%.

FTE 2022 2021 2020 asia 1,611 1,167 1,102 EMEa 3,939 3,115 2,682 americas 485 353 307 TOTAL 6,035 4,635 4,091 of which direct Retail 2,860 2,006 1,825

bREaKDOWN bY GEOGRaPHIcaL aREa4

as at 31 December 2022, 69% of employees were women. This percentage is essentially unchanged on 31 December 2021.

bREaKDOWN bY GENDER5

as at 31 December 2022, the greatest concentration of employees was in the 31-40 age bracket, which represents 33% of the popu- lation, down slightly on 2021 (35%). Employees under the age of 30 continue to increase, accounting for 33% of the population. The av- erage age is 36.8, down from last year.

26% asia

9% americas

65% EMEa

69% Women

31% Men

4 Full-Time Equivalents as at 31/12/2022. 5 Employee headcount as at 31/12/2022.