Moncler Group | Annual Report 2024 Board of Directors’ Report 104 Moncler Group | Annual Report 2024 Board of Directors’ Report 105

[GOV–4] Statement on due diligence

Below is reported the mapping of the information provided

in this Document regarding the due diligence process,

in accordance with the provisions of the European Sustainability

Reporting Standards (ESRS), in particular GOV–4:

FUNDAMENTAL ELEMENTS OF DUE DILIGENCE PARAGRAPHS IN THE SUSTAINABILITY STATEMENT

Embedding due diligence in governance, strategy

and business model

⚫

GOV–1

The role of the administrative, management and supervisory bodies;

GOV–2 Information provided to and sustainability matters addressed

by the undertaking’s administrative, management and supervisory bodies

⚫

GOV–3 Integration of sustainability-related performance in incentive schemes

⚫

SBM–3 Material impacts, risks and opportunities and their interaction

with strategy and business model

Engaging with affected stakeholders in all key steps

of the due diligence

⚫

GOV–2 Information provided to and sustainability matters addressed

by the undertaking’s administrative, management and supervisory bodies

⚫

SBM–2 Interests and views of stakeholders

⚫

IRO–1 Description of the processes to identify and assess material impacts,

risks and opportunities

⚫

E1–2 Policies related to climate change mitigation and adaptation

⚫

S1–2 Processes for engaging with own workers and workers’ representatives

about impacts

⚫

S2–1 Policies related to value chain workers

⚫

S2–2 Processes for engaging with value chain workers about impacts

⚫

S4–2 Processes for engaging with consumers and end-users about impacts

⚫

G1–1 Corporate culture and business conduct policies (whistleblowing system)

Identifying and assessing adverse impacts

⚫

IRO–1 Description of the processes to identify and assess material impacts,

risks and opportunities

⚪

E1 IRO–1 related to climate

⚪

E3 IRO–1 related to water

⚪

E4 IRO–1 related to biodiversity and ecosystems

⚫

S2–4 Taking action on material impacts on value chain workers,

and approaches to managing material risks and pursuing material opportunities

related to value chain workers, and effectiveness of those actions

Taking actions to address those adverse impacts

⚫

Actions and resources related to:

⚪

E1–3 climate change

⚪

E3–2 water

⚪

E4–3 biodiversity and ecosystems

⚪

S1–4 own workforce

⚪

S2–4 workers in the value chain

⚫

E1–1 Transition plan for climate change mitigation

⚫

S1–3 Processes to remediate negative impacts and channels for own workers

to raise concerns

⚫

S2–3 Processes to remediate negative impacts and channels for value chain

workers to raise concerns

Tracking the effectiveness of these efforts

and communicating

⚫

Actions and resources related to:

⚪

E1–3 climate change

⚪

E32 water

⚪

E43 biodiversity and ecosystems

⚪

S14 own workforce

⚪

S24 workers in the value chain

⚫

Metrics and targets related to

⚪

climate change E14 to E17

⚪

water metrics related to water consumption

⚪

biodiversity and ecosystems E44

⚪

own workforce S15 to S117

⚪

value chain workers S25

[GOV–3] Integration of sustainability-related

performance in incentive schemes

Moncler’s remuneration policy, submitted to the approval

by the Shareholders’ Meeting, includes the integration of

sustainability objectives into both short-term and

medium-to-long-term incentive remuneration system.

This approach ensures that top management’s remuneration

is aligned with the Group’s sustainability strategy.

The Nomination and Remuneration Committee

and, with reference to ESG indicators, the Control, Risks

and Sustainability Committee, are responsible for reviewing,

prior to the Board of Directors, the sustainability objectives

and verifying their achievement. The Board of Directors,

in turn, is required to approve the def inition of these objectives

and to verify that they have been achieved.

The remuneration package of the Chairman and Chief

Executive Of f icer, Executive Directors and strategic managers

includes a variable component which provides:

• a short-term incentive (Management By Objective

or MBO), which includes an ESG indicator among the targets,

representing 10% of the total. This indicator is based

on the annual objectives of the 2020–2025 Sustainability

Plan, def ined for the relevant year. These objectives

specif ically refer to the key drivers of the plan, which

include the f ight against climate change and the protection

of biodiversity, the circular economy, the responsible

supply chain, the promotion of diversity and support

for local communities;

• a

medium/long-term incentive, represented by stock incentive

plans (Long Term Incentive or LTI) that include among

the objectives an ESG indicator, representing 15% of the

total. For the incentive plan, named the 2022 Performance

Shares Plan, the second award cycle (2023–2025) of which

is i

n progress, the ESG indicator consists of the following

three objectives:

○

the carbon neutrality of the Group’s directly managed

s

ites worldwide, achieved through 100% energy from

renewable sources, 90% company f leet vehicles with

a low environmental impact and the compensation

of unavoidable residual emissions in 2025

○

50 of the nylon used in the 2025 collections coming

from preferred raw materials eg recycled nylon

and biobased nylon

○

achieving Equal Pay certif ication at global level

for the Moncler brand in 2025

The 2024 Performance Share Plan, approved by the Shareholders’

Meeting on 24 April 2024 and currently in progress, includes

an ESG indicator consisting of three targets relating to:

• completion of the training programme on Diversity, Equity

& Inclusion topics by 100% of management (managers,

senior managers, executives and senior executives) by 2026;

• 55% of the nylon used in the 2026 collections coming

from “preferred” raw materials (e.g. recycled nylon

and bio-based nylon);

• obtaining certif ication, by 2026, for the new Moncler

Headquarters according to the LEED for Building Design and

Construction standard, which certif ies the environmental

ef f iciency of buildings, and according to the WELL standard

relating to the comfort and working conditions of employees.

In addition, as an over-performance criterion, both plans provide

for an additional target that ref lects the achievement of a high

rati

ng for the Group’s sustainability performance by one of the

leading ESG rating agencies: for example, S&P Global, CDP,

MSCI or Sustainalytics.