Moncler - Annual Report 2024

Moncler Group | Annual Report 2024 Board of Directors’ Report 162 Moncler Group | Annual Report 2024 Board of Directors’ Report 163

dyeing or f inishing) to encourage them to implement energy

ef f iciency programmes.

To further strengthen this approach, in 2024 the Moncler Group

set up a Committee dedicated to overseeing the supply chain

decarbonisation programme. Composed of key f igures from

top management, Purchasing & Procurement team managers,

the Sustainable Supply Chain team and the Sustainability Unit,

the Committee combines strategic and operational expertise,

ensuring an integrated and multidisciplinary approach. Among

others, its main responsibilities include guiding the supplier

engagement strategy for emissions reduction, overseeing

the activities implemented and monitoring progress, in order

to ensure the achievement of the Group’s decarbonisation

targets. This body represents a fundamental pillar in promoting

an ef fective energy transition throughout the supply chain,

favouring collaboration between corporate functions

and suppliers.

•Logistics system

The Logistics Strategic Planning & Integration team, which in

recent years has developed sustainability expertise in logistics

to create additional tools to align with best practices, has carried

out several initiatives to reduce environmental impacts and

logistics costs, including:

○

engineering of optimised routes to reduce

the distances travelled;

○

streamlining transport frequencies in the f lows

entering the production hubs, to minimise travel

and optimise f lows;

○

promotion of the use of means of transport

with lower environmental impact though the def inition

of Sustainability Minimum Requirements;

○

space-ef f icient packaging to deliver the same volume

of product in less space;

○

use of packaging with a lower environmental footprint

than conventional packaging.

In particular during the year the Group continued the

development of its logistics processes focusing on increasing

the level of automation and standardisation The integration

systems between the main logistics service providers

and the corporate IT platforms have been strengthened

An important milestone in 2024 was the full integration

of Stone Islands distribution logistics system into the Groups

operating model This integration included the insourcing

of the ecommerce channel including both warehouse

activities and direct management the end client distribution

In addition the process for integrating industrial logistics

was launched to leverage the synergies between the logistic

models of Stone Island and Moncler

The Group also promotes a shared culture with its logistics

partners to promote the adoption of more sustainable modes

of transport. To support this commitment, it has progressively

introduced Sustainability Minimum Requirements (SMRs)

into logistics service supply contracts aimed at mitigating

and preventing CO2 emissions. SMRs are already mandatory

in the main contracts in the EMEA Region and will be

progressively extended to other suppliers and operational areas.

In recent years, Moncler has made changes to the packaging

used to transport f inished products, achieving a signif icant

reduction in handled volumes. This has led to a reduction in

the need for means of transport and, consequently, in the

environmental impacts generated in terms of atmospheric

emissions. In addition to these, the Group is considering

other actions to be integrated in the coming years.

Lastly, also in 2024, Moncler compensated last-mile emissions

for the e-commerce channel in South Korea and Japan,

and in the Americas and EMEA Regions, for which it continued

to use the UPS

carbon neutral service. In 2024 this option

was also extended to the Stone Island’s e-commerce f lows.

In 2024, emissions from distribution and industrial logistics

amounted to 23,329 tonnes of CO2e, representing a reduction

of more than 15% compared to 2023.

•Initiatives to promote sustainable mobility of employees

The Moncler Group is aware of the impact of urban mobility

and encourages its employees to adopt solutions with

a low environmental impact.

Over the years, the Group has launched several initiatives

to reduce the environmental impact of commuting and,

at the same time, to of fer convenient alternative services

for its employees.

For example, in 2024, the car pooling initiative for employees

at the Trebaseleghe of f ice (Padua) continued. This initiative,

encouraged by the Group through a contribution provided to

those who make their car available, enables Moncler people

to benef it from moments of socialisation with their colleagues

while also limiting the environmental impact of travel

In addition in the same year Moncler continued to promote

the use of bicycles by making company bicycles available

to all employees at the Milan and Trebaseleghe Padua of f ices

who applied for them with the aim of encouraging individual

mobility as an alternative to using private transport for urban

travel and travel between of f ices

At its production site in Romania the Moncler Group continued

to provide a shuttle bus service This commuting system from

which benef ited around 1200 people prevented the emission

of around another 3500 tonnes of CO2e14 that would have been

generated if each employee had travelled by private means

of wool, for which an emission factor to account for the benef it

of switching to a lower-impact solution has not yet been

def ined, the Group avoided emitting over 10,000 tonnes of

CO2e in 2024 compared with the purchase of the equivalent

conventional raw materials.

In addition, in 2024 the Group published the Raw Material

Manual, which outlines the criteria and thresholds to guide

the choice of materials and accessories with the lower

environmental impact and in line with best practices on

animal welfare. All key raw materials are in line with what

is def ined in the Manual.

The Moncler Group is also committed to reduce the

consumption of packaging materials and to research and apply

lower impact alternatives. In recent years, the Group has

launched a series of programmes for improving packaging

design, focused mainly on recyclability, re-usability10

and ability to last over time, as well as on reducing the

materials used. See also pages 211; 214–218.

Since 2022, the packaging intended for the end client

has been made with “preferred” and the same applies

to the logistics packaging starting from 2023.

More details on the progress made in 2024

with respect to “preferred” materials are provided

on pages 114; 204–205; 211–212.

•Regenerative agriculture

Since 2023, the Moncler Group has supported projects

dedicated to regenerative agriculture practices along

the cotton and wool supply chains, with mitigation ef fects

on both GHG emissions and impacts on biodiversity,

and the implementation of new impact measurement

methodologies in line with the latest reference standards.

In particular, among the projects launched on the cotton

supply chain, the Group has joined a project of regenerative

agriculture developed in Tennessee in collaboration with

Ecosystem Services Market Consortium (ESMC11) on around

200 hectares that has enabled the removal of approximately

100 tonnes of CO2e from the atmosphere The impacts

of the project were verif ied and certif ied by SustainCERT12

during 2024 see also pages 113 204

Regarding the wool supply chain a project was launched

in Australia in 2023 together with PUR Projet13 which was

extended in 2024 to include two additional farms