Moncler Group | Annual Report 2024 Board of Directors’ Report 125 Moncler Group | Annual Report 2024 Board of Directors’ Report 124
Strategic priorities of
the Sustainability Plan
Relevant IROs for ESRS topics
Sub-topic/
Sub-sub-topic
Upstream
value chain
Own
operations
Downstream
value chain
Time horizon
E4 – Biodiversity and ecosystems
Potential negative impact on ecosystems
and living organisms resulting from
soil degradation, caused by unsustainable
p
ractices such as intensive use of natural
resources and deforestation, with potential
loss of biodiversity.
⚫
Land use change
⚫
Impacts on the
extent and condition
of ecosystems
✓
Medium term
THINK
CIRCULAR
& BOLD
E5 – Resource use and circular economy
Opportunity to obtain a competitive
advantage through the promotion
and researching of solutions with low
environmental impact to be integrated
into the design and production
of products, with a view to circular
economy (for example, use of “preferred”
m
aterials, eco-design, recovery/recycling/
reuse of production waste, repair
of garments, etc.).
⚫
Use of “preferred”
materials
(entity specif ic)
⚫
Resource outf lows
related to products
and services
✓ ✓ ✓
Short term
S4 – Consumers and end-users
Theoretical risk of sanctions or prohibition
of selling specif ic products due to non-
compliance of new applicable product
compliance regulations, particularly
those concerning the use of potentially
harmful substances.
⚫
Health and safety
✓
Short term
NURTURE
UNIQUENESS
S1 – Own workforce
Positive impact on employee well-being
and satisfaction that may result from
the promotion of dedicated benef its, such
as life insurance, pension plans, prevention,
wellness and nutrition programmes,
nurseries and f itness centres, in addition
to f lexible working hours.
⚫
Work-life balance
⚫
Secure employment
⚫
Working time
✓
Short term
Positive impact on employee skills
and knowledge through training
programmes, which keep the workforce
engaged and motivated.
Training and skills
development
✓
Short term
Positive impact on employees through
the offer of competitive remuneration
packages and stimulating job
opportunities and career paths.
Adequate wages
✓
Short term
Potential negative impact on the
health and safety of employees due
to occupational injuries and diseases
in production environments
Health and safety
✓
Short term
Potential negative impact on own
workforce resulting from incidents
of discrimination
⚫
Diversity
⚫
Employment
and inclusion of persons
with disabilities
✓
Short term
Theoretical risk of loss and attraction
of talent and key f igures at different levels
of the organisation due to a competitive
and constantly evolving labour market
in terms of wages and career paths such
as that of the fashionluxury sector
Adequate wages
✓
Short term
Opportunity to strengthen the companys
skills and knowhow through the process
of partial internalisation of production
Training
and skills development
✓
Medium term
Below are the actual and potential impacts, theoretical risks
(the assessment did not take into account the mitigation
actions implemented by the Group) and opportunities, divided
into the sustainability sub-topics outlined by the European
S
ustainability Reporting Standards (ESRS), which the Group has
identif ied and assessed as relevant in the context of the double
materiality analysis, the process of which is described on
pages 128–129. The material sustainability matters that emerged
from this analysis are the priorities on which the Group has
structured the Strategic Sustainability Plan.
For each impact, risk or opportunity (IRO), the phase of the
value chain in which it is mainly concentrated is specif ied,
whether in the Group’s own activities, upstream or downstream.
In addition, the time horizon in which the Group expects
that the ef fect of the impact, risk or opportunity will or could
ma
terialise is described. Finally, if an impact is potential in nature
,
this is indicated.
[SBM–3] Material impacts, risks and opportunities and
their interaction with strategy and business model
Strategic priorities of
the Sustainability Plan
Relevant IROs for ESRS topics
Sub-topic/
Sub-sub-topic
Upstream
value chain
Own
operations
Downstream
value chain
Time horizon
ACT ON CLIMATE
& NATURE
E1 — Climate change
Negative impact on the environment
due to direct and indirect greenhouse
gas emissions from its operations
(scope 1 and 2).
⚫
Climate change
mitigation
⚫
Energy
✓
Short term
Negative impact on the environment due
to indirect greenhouse gas emissions
from upstream and downstream activities
(scope 3).
⚫
Climate change
mitigation
⚫
Energy
✓ ✓
Short term
Theoretical physical risks deriving from
the intensif ication of extreme and chronic
climatic phenomena (heavy rainfall,
tor
nadoes, heat or cold waves, storm
surges, f ires, drought phenomena, etc.),
which could affect physical sites, resulting
in the possible interruption or reduction
of production levels (business continuity).
Climate change
adaptation
✓
Long term
Theoretical risk associated with changes
in client purchasing dynamics, with
potential preferences for lower-impact
products or lighter-weight garments.
Climate change
adaptation
✓
Long term
Theoretical reputational risk of failure
to achieve the climate targets def ined
in the Sustainability Plan scope 1 2
and 3
⚫
Climate
change mitigation
⚫
Energy
✓
Medium term
E2 Pollution
Theoretical reputational risk arising from
noncompliance with air water and soil
quality regulations by suppliers
⚫
Pollution of soil
⚫
Pollution of air
⚫
Pollution of water
✓
Short term
E3 Water and marine resources
Potential negative impact on aquifers
d
ue to excessive water withdrawal and the
consequent effect on the ecological
balance of bodies of water in particular
in areas with high water stress
⚫
Water withdrawals
⚫
Water consumption
✓
Medium term