Moncler Group | Annual Report 2024 Board of Directors’ Report 118 | ’
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The Moncler Group Sustainability Plan is strongly integrated into
the overall business strategy. This integration makes it complex
to
analytically distinguish the costs and investments associated
with individual projects and activities that contribute to achieving
the targets of the Sustainability Plan. In many cases, in fact, multiple
i
nterconnected factors have to be considered, with overlaps
that make it dif f icult to isolate specif ic cost or benef it elements
in
order to provide separate estimates. Consequently, only the most
signif icant amounts relating to the reporting period are listed below:
In addition, at the reporting date, no signif icant ef fects have been
recorded in the Consolidated Financial Statements of the Group
deriving from relevant risks and opportunities.
Also, in the area of f inancial products, Moncler is testing and
adopting new mechanisms related to sustainability performance.
In November 2020, Moncler signed an exchange risk hedging
agreement with a reward in terms of improvement of the hedging
strike on currencies, based on the recognition of high standards
of sustainability by an external, independent rating body.
In accordance with its business strategy, the Group intends
to continue on this path of ongoing investments in the supply
chain, in particular in the purchase of “preferred” materials
(the total value of which is reported in the “Think Circular & Bold”
item), and in actions for the implementation of the climate
s
trategy. Although it is dif f icult to provide precise indications
in numerical terms, but a trend in line with 2024 is expected.
15
The value refers to the total cost of
preferred material purchases made
in 2024 It is not possible to determine
the cost differential between preferred
and conventional materials
(millions of Euros)2024
Investments Operating costs
ACT ON CLIMATE & NATURE 6.6 2.8
THINK CIRCULAR & BOLD 0.3 84.315
BE FAIR 0.3 1.2
NURTURE UNIQUENESS-3.6
GIVE BACK-3.6