Moncler Group | Annual Report 2024 Board of Directors’ Report 236 Moncler Group | Annual Report 2024 Board of Directors’ Report 237

for employees and their families. The Group also ensures compliance

with contractually agreed payment schedules.

As a publicly listed company, Moncler has adopted

a Remuneration Policy for Directors, Statutory Auditors and

strategic managers, aligned with best market practices

and the recommendations of the Corporate Governance Code.

This Policy, reviewed by the Nomination and Remuneration

Committee and approved by the Board of Directors, is then

submitted for binding approval by the Shareholders at the

Ordinary Shareholders’ Meeting. It is periodically updated with

the support of the People & Organisation and Corporate Af fairs

& Compliance functions and also following discussions with

investors and proxy advisors. For more details, please refer to the

Report on the Policy Regarding Remuneration and Fees Paid,

available on the monclergroup.com website.

Regarding international mobility, the Group has implemented

a Global Mobility Policy, which establishes guidelines to

ensure fair, competitive and consistent economic treatment among

employees in dif ferent countries. This Policy represents

a fundamental pillar for both people development and business

success, reinforcing the importance of internal mobility

as a strategic lever.

Family leave

In 2024, the Moncler Group introduced the New Parents Policy

to promote parenting and improve the well-being and work-life

balance of its people, regardless of gender, marital status

or af fective orientation.

This Policy established a global minimum standard2 ensuring

a fully paid leave of 16 weeks for all new parents employed

by Moncler and Stone Island3, taking into account both f ixed and

variable components of compensation, and supplementing any

amounts provided locally by authorities, laws, and collective

bargaining agreements.

Among the measures planned to facilitate the return from

leave and family management, there is also an option to request

f lexible hours and additional paid leave up to the age of three

for the child as well as the possibility compatible with the role

of the employee of adopting remote working methods and taking

advantage of counselling services to support emotional wellbeing

Additionally the Moncler Group is committed to sharing

this Policy with the external partners with which it collaborates

encouraging them to adopt similar benef its for their employees

Health and safety

One of the initiatives developed by the Group for the protection

and promotion of health and safety in the workplace is the

implementation of an ef fective management system in compliance

with the highest health and safety standards. In this regard,

the Moncler Group’s commitment is detailed in the Occupational

Health and Safety Management Policy, reviewed and approved

by the Group’s Board of Directors and circulated to all employees

worldwide. The Document, in line with what is def ined in the

Human Rights Policy, reiterates the Group’s commitment to

safeguarding employees, clients, suppliers and, in general, all those

who enter the sphere of inf luence of Moncler and Stone Island,

establishing the principles and application guidelines to be applied

across all business activities. These principles include:

•a dynamic and preventive evaluation of activities, allowing

risks to be eliminated at roots and, where this is not possible,

to be reduced according to the best available practices;

•continuous improvement in all activities with a safety impact

by def ining and prioritising specif ic action plans;

•enhancement of knowledge, competence and awareness

of all employees through targeted training and practices.

The Group’s health and safety management system is overseen

by the Chief Corporate & Supply Of f icer, who is responsible

for its implementation. In addition, the Group’s Board of Directors

receives quarterly updates on the management of health

and safety issues from the managers in charge.

In 2024, the Group obtained the renewal of the management

system certif ication under the ISO 45001 standard

worldwide in all of f ices, directly operated stores, logistics hubs

and production sites.

2

This Policy sets out common minimum

standards in all countries in which the

Group operates and aims to meet or

exceed the local legal conditions for paid

leave of up to 16 weeks

3

The new measure applies to all new

parents of the Group whether employed

fulltime or parttime and under

permanent and f ixedterm contracts

and who have been employed for at least

six months

4

In the past few years the MONVoice

questionnaire has been enriched

with new questions and dimensions

of analysis in order to provide a more

representative view of employee

engagement and enablement For this

reason since 2024 the methodology

for calculating the engagement index

has taken into account the average of the

favourable responses to all the questions

in the questionnaire and consequently

the 2022 and 2023 values have been

updated with respect to what was

reported in the previous Consolidated

NonFinancial Statements

The Moncler Group recognises the fundamental importance

of active listening and employee engagement in promoting

a corporate culture based on sharing and participation. In this

context, the Engagement & Internal Communication

Department, within the People & Organisation Function, is

responsible for developing strategies and tools to enhance

employee involvement.

Internal surveys and other engagement tools

In 2024, several surveys were launched to gather feedback from

employees, enabling a better understanding of their needs

and guiding company policies and actions in a targeted manner.

These initiatives are part of an ongoing commitment

to fostering collaboration, creating opportunities for exchange

and mutual understanding and, above all, strengthening team

spirit and the sense of belonging within the Moncler Group.

Among these, in particular:

•MONVoice, the annual people satisfaction survey,

which captures the Company’s positioning with respect

to two aspects: employees’ engagement and enablement.

By analysing the individual components of each of these

two aspects, the Moncler Group identif ies the strengths

and areas on which to work to increase and improve its

overall positioning.

The eighth edition of MONVoice involved 6,777 people

worldwide, with a questionnaire of 47 closed questions and

one open question asking people for suggestions on areas

of improvement of the Moncler Group and the factors that

motivate them.

The main areas of excellence that emerged included “quality

and attention to the client”, “respect and recognition” and

“the f lexibility and availability of managers”. The “involvement

of people” is an area on which the Group is working, as well as

its ability to organise “work in a structured way and in line

with the responsibilities required by the role performed” and

the “remuneration and benef its system”.

To ensure that the improvement process is truly employee-

driven, survey results are shared across the entire Group

through dedicated communications and discussion meetings.

[S1 SBM–2] Interests and views of stakeholders;

[S1–2] Processes for engaging with own workers

and workers’ representatives about impacts

PEOPLE SATISFACTION SURVEY Moncler Group

2022 2023 2024

Employees involved (n.)4,578 5,816 6,777

Eligible population coverage (%)100 100 100

Engagement rate (%)

4

73 76 76

Total response rate (%)89 92 92

of which women (%)89 93 92