Moncler Group | Annual Report 2024 Board of Directors’ Report 110 Moncler Group | Annual Report 2024 Board of Directors’ Report 111

Sustainability Plan

The Group has progressively integrated environmental and social

aspects into its way of operating, as demonstrated by the

2020–2025 Strategic Sustainability Plan. The Plan focuses on f ive

strategic priorities: climate change and biodiversity, circular

economy, responsible sourcing, valuing diversity and supporting

local communities.

Act on Climate & Nature

Reducing emission.

Embracing clean energy.

Safeguarding biodiversity

Think Circular & Bold

Designing to last.

Using “preferred” materials.

Cutting waste

Nurture Uniqueness

Welcoming everyone.

Celebrating diversity everywhere

Expressing ourselves always

Give Back

Supporting local communities

Donating time and value

Sharing warmth

Be Fair

Ensuring trust.

Tracing and sourcing responsibly

To the suppliers involved in the production of the garments

are added indirect suppliers, which provide goods and services

not directly related to the production of the product, including

construction companies and security, cleaning, porterage and

maintenance, logistics and consulting services.

Sales channels and client experience

For both Brands, distribution takes place through

Direct-to-Consumer (DTC) and wholesale channels, with

a network

of mono-brand stores and a strong direct

online presence.

In 2024, Moncler strengthened its direct presence through

new selected openings and relocation to more strategic locations

and larger stores, while Stone Island pursued its path towards

acquiring direct control of distribution in the markets in which

it operates. After the internalisation of distribution in South

K

orea and Japan and the DTC channel in the United Kingdom

in 2022, in 2024 Stone Island completed the process launched

at the end of 2023 to take full control of the Brand’s distribution

i

n the Chinese market, and internalised its e-commerce channel.

For both Moncler and Stone Island, the omnichannel approach

is central to the distribution model and includes services aimed

at providing clients with greater f lexibility during the purchasing

process, allowing them to book or order a garment online and

try it in store or receive it directly at home, as well as buy garments

conveniently from home through distance sales.

Aware that every moment of contact with the client is an

opportunity to welcome, learn, tell, engage and collect feedback,

the Group def ines each project and initiative with the aim

of improving the shopping experience, involving clients more and

more in the world of Moncler and Stone Island. With this in mind,

Moncler has developed the Retail Excellence project, extended

in 2021 to Stone Island under the name of Omnichannel Excellence,

to strengthen the Direct-to-Customer (DTC) culture. The project

involved several areas, ranging from the redesign of the client

experience to the organisation of stores and sales staf f and the

redef inition of processes and operating methods with the aim

of knowing and engaging consumers building their loyalty and

developing an increasingly omnichannel approach

Ensuring consistency across all clients contact points is

fundamental for the Group which has also extended the principles

of retail excellence to all its wholesale channel partners starting

with

monobrand points of sale and airports This approach includes

sales force training client experience personalisation aftersales

services and integrated communication

Moncler has adopted a selective distribution system updated

periodically which ensures compliance with qualitative and

quantitative criteria to maintain the positioning of the Brand

The system also adopted by Stone Island in 2024 establishes

rules for selecting distributors displaying products staf f skills

and packaging, ensuring alignment with the image and values

of the Brand.

Both Brands also subject their business partners to annual

audits carried out by both the staf f of the two Brands and

independent third-parties to verify compliance with its service and

quality principles in accordance with the ISO 9000 standard.

Logistics

Over the years, the Group has focused its ef forts on increasing

the automation and standardisation of processes, continuing

to integrate the main logistics service providers into its IT systems.

At the same time, an internal competence centre has been

developed to ensure control and business continuity and to reduce

the impact of processes. Since 2023, Stone Island’s logistics

and distribution system has been progressively integrated into

the Group’s model, with many f lows aligned with those already

d

eveloped for Moncler. This has improved operational ef f iciency,

thanks to the creation of synergies between spaces, resources

in logistics hubs and transport.