Moncler Group | Annual Report 2024 Board of Directors’ Report 234 Moncler Group | Annual Report 2024 Board of Directors’ Report 235

[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.

[S1–1] Policies related to own workforce

The principles guiding the management and protection of the

Group’s people are outlined in the Code of Ethics, the Human

Rights Policy and the human resources policies. These principles

are inspired by the highest standards and comply with current

regulations and collective labour agreements, where present

(see also pages 263; 302).

These documents cover various key areas, including

recruitment, selection and hiring, as well as health and safety,

equal opportunities, employee growth and development,

remuneration and parental leave.

Specif ically, the Diversity, Equity and Inclusion Committee is

responsible for promoting diversity in all its forms and assessing

and developing internal policies in line with the Group’s business

vision. Supported by an operational team, the Committee

continuously monitors progress and works to integrate diversity

into business practices.

Published on the corporate intranet, these policies are constantly

monitored by the Group’s Chief People & Organisation Of f icer,

to ensure their ef fective implementation.

Recruitment, selection and hiring

The Group’s Recruitment, Selection and Hiring Policy was recently

updated to ref lect the insights from an internal survey

on

diversity-related topics. This document further strengthens

the

processes and makes them increasingly transparent and

inclusive by basing them on objective criteria.

The Document outlines the various phases of the recruitment

and selection process, from the analysis of organisational needs

up to the choice and management of the internal or external

channels used to collect applications. It includes guidelines for

handling specif ic cases, such as, for example, the integration

of employees with disabilities.

The Policy is inspired by the principles and values of the Code

of Ethics, including the commitment to of fering equal opportunities

and ensuring non-discrimination based on ethnicity, skin colour,

religion, marital status, age, nationality, disability, gender identity,

af fective orientation or other personal characteristics

This Policy is aimed, in particular, at Group employees involved

in the recruitment, selection and hiring processes, who are directly

responsible for managing these processes for all candidates.

Development and training

With the Equal Opportunity for Professional Development and

Growth Policy, the Group is committed to providing equal

professional growth opportunities for all employees, without

discrimination based on ethnicity, skin colour, religion, marital

status, age, nationality, disability, gender identity, af fective

orientation, political opinions, social background, or any other form

of discrimination recognised at national and international levels.

The Policy was developed following the action plan drawn up

after the EDGE certif ication process1 (see also pages 238; 243; 259),

which also included a survey addressed to employees at

the Headquarters.

The Policy is based on key principles such as equitable access

to learning and development opportunities, which is always based

on competences, qualif ications and performance. Moreover,

development programmes are accessible to all employees

regardless of geographical location, department or professional

category and are open to permanent, f ixed-term, full-time,

project-based, or temporary workers.

Another core principle is the application of meritocratic criteria

for performance evaluations and career advancements, which reward

contribution to business success. The Policy ensures transparency

and fairness in the evaluation criteria and career development paths,

with regular feedback and discussions with managers, also to align

with evolving business needs.

Responsibility for the implementation of this Policy is shared

among the Human Resources Department, managers and employees,

who play an active role in their own growth programmes.

Remuneration

As stated in the Human Rights Policy, the Moncler Group has

a remuneration system designed to attract, motivate and retain

people with the professional qualities required for the companys

business growth The Group def ines and updates its remuneration

system taking into account specif ic criteria including external

market benchmarks internal equity role characteristics and the

assigned responsibilities as well as the distinctive skills of people

This is always done with an approach focused on impartiality equal

opportunities meritocracy and maximum objectivity avoiding

any form of discrimination

In all the countries where it operates the Group of fers entry

level salaries equal to or above the minimum required by

law or collective bargaining without genderbased dif ferences

including with regard to the overtime pay and benef its

Remuneration takes into account the cost of living and essential

needs to ensure a decent standard of living living wage

1

A prestigious international certif ication

that conf irms a companys commitment

to gender equality and the promotion

of an inclusive and fair work environment

The EDGE certif ication represents a

globally recognised standard for assessing

and improving equality and inclusion

policies within companies providing

a concrete framework to identify targeted

and measurable actions