107 NURTURE UNIQUENESS106 NURTURE UNIQUENESS MONCLER GROUP 2022
In the MBO system, for all those involved in the implementation of the Sustainability Plan are assigned social or environmental ob- jectives as well as internal population engagement objectives. All members of the Strategic Committee, including the Chairman and the Chief Executive Officer7, have a percentage of their MBO linked to the achievement of the Group s strategic sustainability objec- tives and a target relating to the DE&I topic.
Lastly, the MBO system provides for alignment between per- formance objectives and the management of the risks identified by ERM to spread a culture of risk assessment and management in the employees decision-making process.
As a long-term incentive system, the Moncler Group current- ly uses Performance Share plans for key positions within the man- agement population. These systems allow the incentive process for managers and key resources of the Group to be linked to actu- al company s results, steer people towards strategies aimed at pur- suing sustainable medium-/long-term results, align the interests of beneficiaries with those of shareholders and investors and devel- op policies aimed at attracting and retaining talented professionals.
Starting from the 2020 Performance Share Plan, an ESG Per- formance Indicator focused on carbon neutrality was introduced for all corporate sites (offices, stores, logistics hub, production sites), on the reduction of single-use virgin plastic and on the recycling of nylon production scraps, and which, as an over-performance cri- terion, takes into account the Group s inclusion in the Dow Jones Sustainability World or Europe indices over the three-year period 2020, 2021 and 2022. In 2022 the ESG indicator was achieved at the maximum percentage.
Lastly, store employees are provided with incentive systems based on individual and store performance that reward excellence and service quality, along with the contribution to business devel- opment.
See also the 2022 Remuneration Report, published in the Governance section of the corporate website.
BENEFITS The remuneration package offered to employees includes a wide range of benefits, ranging from life insurance to pension schemes and prevention programmes aimed at improving individuals well-be- ing. The benefits offered by the Group to its employees are linked to the professional category to which they belong, regardless the type of contract (fixed/permanent; full time/part time) and follow guide- lines applied internationally, with possible changes depending on the local policy of the country of reference.
MAIN BENEFITS
FINANCIAL BENEFITS Eligible employees Supplementary pension plans 48% Supplementary health plans 51% Life insurance 14% Financial support for disability 42% Company canteen or lunch voucher 50% Company welfare8 43% Other9 27%
SOCIAL BENEFITS Eligible employees Fitness/sports centres10 23% Wellness and nutritional programmes 69%
To develop remuneration policies that not only reward work per- formance, but also respond in a timely manner to the non-finan- cial needs of its people, Moncler has developed corporate welfare plans, currently in Italy, the United Kingdom and South Korea, to en- sure greater care and attention to the well-being of people, who have always been Moncler s true strategic asset. In particular, for all Italian employees, these plans apply to categories up to the man- agers of the corporate sites employed under permanent or ap- prenticeship contracts, in force at 31 December of each year and provide a wide range of benefits and services, also offered in part to the employee s family, from reimbursement of school expenses to vouchers, from leisure solutions to wellness packages.
In Italy a portion of the welfare credit can also be paid supple-
mentary pension funds, and the Welfare Plan identifies an access condition linked to the Group s profitability.
During the year, in the context of the corporate welfare sys- tem, employees at the corporate sites in Trebaseleghe (Padua) who took advantage of the kindergarten and nursery school received a full contribution from the Company: the selected schools wel- comed up to 30 children of Moncler employees. In addition, in 2022 the nursery for the children of employees at the production site in Romania was also finalised.
In 2022 the Moncler Group decided to award a one-time ex- traordinary bonus to employees as a sign of care and support in the face of high inflation levels.
Lastly, Moncler and Stone Island adhere to Sanimoda, the supplementary health care fund for workers in the Italian fashion industry, which provides health care services supplementary to those of Italian s National Health System. During the year 1,106 Ital- ian employees signed up with the Fund.
DEVELOPMENT Identifying and retaining best talent at the Company is a of crucial importance. To value and develop people, Moncler uses the PIU- MA Leadership Model, an annual performance evaluation system that measures the skills people use to achieve the assigned targets. Based on a robust methodology it measures performance by as- sessing the level of knowledge, problem-solving ability and impact on the business and leadership, then comparing it with the stan- dard expected for the specific role. This allows to verify the level of adherence of the individual to their role, defining potential training and development plans.
The assessment is based on values of which every employee must be an ambassador and promoter: integrity, passion, harmo- ny with company culture, ability to build trust-based relationships, global vision and the drive towards innovation.
The evaluation system, which aims to improve business per- formance, has a medium-to-long-term perspective and is there- fore one of the key processes for managing and developing people, defining succession plans and retaining the best talent laying the basis of the salary review process, ensuring equity, equal oppor- tunities, meritocracy and market competitiveness. The employ- ee self-assessment is an important step in the evaluation process. It enables employees to compare the perception of their perfor- mance with that of the Company, thereby making sharing between manager and staff more productive.
The evaluation process requires that each manager assess their staff using a digital platform. This assessment is subsequent- ly circulated to and finalised within a committee of senior manag- ers, with the aim of ensuring the comparison and calibration of the assessments, thus making them even fairer and more objective. The process ends with the sharing of the assessment between the manager and the employee, in a conversation, in which the areas for improvement identified are discussed, the results achieved are emphasised and an action plan to strengthen future performance is shared.
The assessment process is applied to all organisational roles, both corporate and retail, at a global level, including the worker pop- ulation in Romania. In 2022 this process was extended to the Stone Island population.
During the year, 5,288 people were assessed at Group lev- el, 25% more than the previous year, equal to 100%11 of the eligi- ble population.
PERFORMANCE EVALUATION
Moncler Group Moncler Brand 2022 2021 2022 2021 2020 Employees involved (No.) 5,288 4,218 4,751 4,147 2,708 Eligible population coverage (%) 100% 94% 100% 100% 97%
7 The ratio between the total remuneration received by the Chairman and Chief Executive Officer (including the fair value of the medium-/long-term incentive component) for 2022 to the overall median remuneration (including fixed and variable components) of Group employees is equal to 216:1.
8 Including in addition to the Moncler Corporate Welfare Plan, also the kin- dergarten and other child services.
9 Includes benefits such as company car, transport or accomodation allow- ances.
10 Includes free access to the gym, fitness classes and other initiatives.
11 The percentage was calculated on the 2022 workforce employed under permanent contract, the database on which the 2022 assessment process was implemented.