105 NURTURE UNIQUENESS104 NURTURE UNIQUENESS MONCLER GROUP 2022
MAKE: MONCLER ACADEMY FOR KNOWLEDGE AND EXCELLENCE
MAKE, Moncler Academy for Knowledge and Excellence, is a learning ecosys- tem for personal development of Moncler and Stone Island people in terms of knowledge and skills, but also of mental approach, working methods and organ- isational awareness.
Starting from the needs of the business, the MAKE architecture was de- signed to build a learning culture in which people are, with the sponsorship of their supervisors, aware of their own growth and able to identify their own needs, while also developing the ability to learn from daily work.
The philosophy underlying MAKE training plans are tailored on the basis of the professional family and in support of the development of knowledge and skills of people at all stages of their professional careers.
In 2022, various programmes have been delivered through MAKE:
MONCAMPUS The MONCampus Talent Programme is a development programme dedicated to high-potential Group s people. It is a knowledge-sharing journey, designed to facilitate and accelerate the personal and professional growth of talented young people at Moncler and Stone Island. The one-year programme aims to provide a comprehensive vision of the Group and its operations, increase the knowledge of the technical aspects relating to each function and develop managerial and project skills through an interactive and experiential method.
The second edition of MONCampus ended in July 2022. The 30 partici- pants were asked to develop various projects with the support of internal tutors with the aim of acquiring tools and knowledge related to the project themselves. In October, another 24 participants were involved in the launch of the third edi- tion of MONCampus.
BUILDING LEADERSHIP The Building Leadership Training Programme is a training programme of more than 740 hours for the development and enhancement of leadership skills with- in the organisation. In 2022 the initiative involved 42 employees from corporate sites with diverse skills and backgrounds and was divided into six workshops focusing on topics such as leadership, importance of feedback, ability to dele- gate, stress management, conflict management and effective communication. Participants were also invited to understand and reflect on inclusive leadership by deepening the topic of diversity and inclusion within the company. An individ- ual coaching programme was also offered to participants in order to reinforce the ability to apply the concepts learned. In 2022 the programme was extended to 13 employees in the EMEA Region.
LEAD ACCELERATOR Lead Accelerator is a programme for executives and senior managers designed in 2021 and delivered in 2022. It supports participants in developing the abil- ity to operate in complex environments, with a visible impact on a broad or- ganisational scope. The 14 participants involved in 2022 took part in various thought-provoking activities and experiences aimed at placing them in new sit- uations that required to act on their habits and mental patterns to gain new skills and a new vision of themselves and their role within the Group. The aim was to improve cross-functional leadership and become agents of change within the organisation.
MAKERS LAB To ensure that areas of training are firmly tied to business needs, top manage- ment plays a key role in identifying training needs and identifying Makers, i.e. in- ternal Subject Matter Experts who can spread knowledge and best practices on specific topics. During the year, the Makers Lab involved 14 internal experts, the Makers, who shared their knowledge on specific activities, processes and tools with their colleagues. This programme was consolidated in 2022, with 35 training sessions for a total of over 741 hours. In 2022 the Makers Lab was ex- tended to include employees in other countries where the Group operates.
MONCLER ACADEMY FOR TECHNICAL EXCELLENCE (MATE) AND STONE ISLAND ATELIER PROJECT MATE is a specialist training course, launched at the beginning of 2022, dedi- cated to the recent graduates of technical and professional schools. MATE aims to train professionals to operate in the production of samples, prototyping and quality control, with a complete vision of the process of creation of a down jack- et. The art of the outerwear is the focus of the training programme: from the strict quality and sustainability requirements for the raw materials to the final control of the finished product, to the know-how relating to manufacturing and the down-filling techniques. In 2022 the programme involved 24 young people.
The same programme, renamed Stone Island Atelier Project, has been launched for Stone Island.
The Pattern Making School was set up in 2018 at the production site in Romania, with the aim of increasing skills among Moncler s personnel and thus strengthening certain departments such as modelling, CAD, development and placements through the training and recruitment of local students.
Moncler also continued its partnership with the Italian association Valore D, providing opportunities for some employees at the corpo- rate sites in Italy to attend inter-company courses and workshops aimed at promoting organisational models and develop a corpo- rate culture that supports collaboration and dialogue between dif- ferent generations, genders and cultures, while also facilitating the use of innovative, flexible tools to increase the degree of well-being and motivation of the employees involved. In 2022 Moncler employ- ees were involved in training on various subjects, such as the devel- opment of the entrepreneurial spirit of young people, awareness of their role in the company, the importance of effective communica- tion and the development of managerial skills.
REMUNERATION The Moncler Group s remuneration system is designed to attract, motivate and retain people with the professional skills required by the perspective of business growth. It is based on principles of transparency, equity and equal opportunity and on criteria such as individual merit, abilities, skills and performance, while also taking into account the organisational role performed and the responsibil- ities assigned, in addition to comparison with the external market. This is the context for the Group commitment to obtain the equal pay certification by 2025.
As a listed company, the Remuneration Policy for Group di- rectors and strategic managers is set in accordance with the recommendations of the Corporate Governance Code, with the in- volvement of the People & Organisation function, the Nomination and Remuneration Committee, the Board of Directors and the Or- dinary Shareholders Meeting (see the Remuneration Report www. monclergroup.com, Governance section).
In the countries in which it operates, the Group offers, with- out differences between men and women, entry level salaries equal to or above the minimum required by law or collective bargaining, as confirmed by the analysis carried out annually on the entire corpo- rate population, including the production site in Romania. Moreover, the Group values the results achieved by personnel also through the annual salary review. This process is based on individual mer- it, contribution to the creation of value for the Group, internal equity and competitiveness in relation to the market.
In addition, the Group has a Global Mobility Policy, which sets out the guidelines at a global level to ensure that employees working abroad receive fair, competitive, incentivising and consis- tent economic treatment. This Policy is a fundamental tool for reg- ulating international mobility, a pillar of individual development and business success.
More than 80% of the eligible population of professionals, managers, executives and senior executives has a remuneration structure made up of a fixed and a variable component appropri- ately balanced according to their contributions to the company s strategic objectives. The variable component may be short-term (Management By Objectives) for the store managers and corporate population; a sales commission for retail staff, at both team and in- dividual level; or long-term (Long Term Incentive). For the Italian corporate sites population, up to the managers category, a bonus linked to corporate performance indicators has been defined.
The Management By Objective (MBO) system is based on annual objectives, mainly quantitative, relating to financial perfor- mance achieved by the Group (primarily Group consolidated EBIT) and qualitative objectives of significant strategic and operational importance, including those linked to the achievement of the objec- tives of the Strategic Sustainability Plan. The system, which applies to executives, managers and professionals for corporate sites em- ployees and to the store management team, is intended to encour- age the achievement of distinctive results through mechanisms that reward over-performance by increasing the value of the bonus that can be awarded, over a certain threshold, where the assigned objectives are exceeded.