Moncler Group | Annual Report 2024 Board of Directors’ Report 118 Moncler Group | Annual Report 2024 Board of Directors’ Report 119

[SBM–2] Interests and views of stakeholders

The Moncler Group places great importance on maintaining

a constant and solid relationship with all its stakeholders.

Stakeholders represent a wide range of dif ferent interests:

establishing and maintaining stable, long-lasting relationships

based on ongoing dialogue and active engagement is crucial

for the creation of shared, long-term value.

Through the understanding of specif ic expectations, Moncler

and Stone Island are able to manage potential critical issues

in advance, and ref ine their actions and plans. Precisely identifying

their stakeholders and organising the most ef fective channels,

constantly monitoring their expectations, needs and opinions,

are the starting point for setting up an ef fective engagement process.

Through dedicated functions, the Group pursues a proactive

approach to the many stakeholders with which it constantly interacts

around the world, promoting constant dialogue and embracing

their needs. Both Brands are aware that these occasions for

dialogue are mutual opportunities for growth and enrichment.

In recent years the Group has been committed to redesigning

new approaches to dialogue with the aim of interacting with its

community in an increasingly digital native way.

The following table illustrates the stakeholders map, along

with their expectations and is updated periodically through

internal surveys with the company departments responsible

for daily management of relations with each specif ic category.

STAKEHOLDERS INTERACTION TOOLS AND CHANNELS STAKEHOLDER EXPECTATIONS

Employees People satisfaction survey, MONVoice

Ongoing dialogue with the Human Resources

Department

Annual meetings to discuss growth path, set individual

goals and discuss performance assessment

Meetings with the corporate population to circulate

results and future objectives

Townhall on DE&I topics

Meetings to raise awareness and provide information

on health and well-being

Training meetings and digital courses

Company intranet and newsletter plan

MONCampus

Business platform

Thank Boss Its Friday

Onboarding programs for new employees

Volunteering programmes

Information on the Group’s strategies and results

Responsible business management

Clear objectives and reward system

Training and professional development

Stimulating, safe working environment

Equal opportunities. Diversity and inclusion

Engagement in company life

Promotion of well-being, health and safety

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