Moncler Group | Annual Report 2024 Board of Directors’ Report 234  | ’

[S1 SBM–3] Material impacts, risks and opportunities

and their interaction with strategy and business model

People are a central element in creating long-term value for the

Moncler Group’s. Thanks to its people the Group can successfully

face market challenges supporting its Brands in reaching their

potential. For this reason, the Group is aware of how essential

it is to ef fectively identify and manage the impacts, risks and

opportunities related to the workforce, ensuring that people are

supported and valued through policies, programmes and initiatives

that promote well-being, professional development, and favour

the attraction and retention of talent.

The actual positive impacts on the Moncler Group workforce

identif ied through the double materiality analysis are linked to

the strategy and business model focusing on promoting employee

well-being and satisfaction through dedicated benef its, f lexible

working hours, competitive remuneration packages and stimulating

career paths, supported by training and skills development

programmes. These initiatives contribute to strengthening

the Group’s competitive position as an attractive and

responsible employer.

Regarding the potential negative impacts, which may arise

from systemic situations or individual events (such as work-related

accidents, particularly in the areas most exposed to risk like

production environments, occupational illnesses as well as

incidents of discrimination), and the potential risks related to

the dif f iculty of attracting and retaining talent and key f igures

in the fashion/luxury sector, the Group has adopted targeted

mitigation measures including the continuous improvement

of working conditions, promoting a safety culture, implementing

policies to ensure equity and inclusiveness and the of fer

of competitive remuneration packages.

Among the opportunities identif ied in the double materiality

analysis emerged the strengthening of internal skills and know-how

through the partial internalisation of production.

In the Moncler Group, employees are grouped in three main

categories: “corporate”, which includes employees in strategic and

support functions, “retail”, which includes the personnel

employed in stores, and “production”, which refers to those involved

in manufacturing activities and garment production

The organisation of roles and responsibilities includes f ive

macro-categories: executives and senior executives represent the

top levels of business functions or units and are responsible

for formulating the business or functional strategies, with a direct

impact on the overall performance of the company. Managers

are responsible for implementing certain operational activities

and processes generally through direct management of a team

of people; this category also includes senior managers, who lead

the implementation of business or functional strategies by

coordinating resources. Professionals are individuals who possess

specialist skills and manage activities or processes relevant

to the organisation and, in some cases, they may be responsible

for coordinating a group of experts. White-collars perform

specialised operating duties or tasks generally assigned by their

of f icer of reference, while workers are involved in areas closely

related to production and logistics processes.

In addition, to these categories there are non-employee

workers who, although not formally integrated into

the personnel, contributes to the achievement of business

objectives. Key categories include interns, consultants

and temporary workers.

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