Moncler Group | Annual Report 2024 Board of Directors’ Report 238 Moncler Group | Annual Report 2024 Board of Directors’ Report 239

•Inclusion Survey. In 2024, Moncler Group launched its second

survey with the aim of further exploring and strengthening

the topics related to diversity, equity and inclusion.

The initiative gathered 4,111 responses, achieving 57%

participation rate. Based on the survey results, several

improvement projects were launched, including ef forts

to enhance communication about internal growth

opportunities and foster a culture where employees feel

encouraged to step out of their comfort zones and explore

new challenges. To address these areas, the Building Bridges

program was launched. See also pages 116; 241; 247.

•

EDGE survey. As part of the EDGE certif ication process

(obtained in 2024 for the Moncler brand’s Headquarters

in Italy), the Company conducted a survey involving more

than 80% of the Group’s employees in Japan, Chinese

mainland, South Korea, Romania, Italy, France and the

United States, gathering key data on the Group’s

remuneration policies in terms of gender equality, in line

with the Sustainability Plan’s target of obtaining worldwide

certif ication for the Moncler brand. The survey results served

as a foundation for identifying strengths, existing gaps and

opportunities for further development.

In addition to the surveys, Moncler Group facilitates employee

engagement through dedicated listening sessions and working

groups, including the Sounding Board, a group of employees from

dif ferent Regions, committed to contributing to strategic

business projects. Out of around 200 voluntary applications,

25 participants were selected to take part in discussions on global

initiatives such as the Inclusion Survey, inclusive leadership,

and the Employee Value Proposition.

In addition, listening sessions and feedback on diversity, equity

and inclusion initiatives were organised in each Region, where

suggestions were received on the development of mentoring

pathways, on how to strengthen international mobility and training

programmes on unconscious bias and microaggression helping

to improve company policies

Among the activities aimed at fostering direct interaction

between employees and the Groups top management the

Thank Boss Its Friday programme a global initiative launched

in 2019 continued During these sessions employees have the

opportunity to share their curiosities and propose suggestions

to top management with a view to open dialogue In 2024

approximately 205 employees took part in these sessions

In addition several meetings were organised open to all employees

in which f inancial trends business results and updates on the most

relevant projects were shared

Finally another key moment to promote teamwork and engage

employees is corporate volunteering a tool that foster social

responsibility and a culture of diversity. In collaboration with

Legambiente, the Group continued its environmental awareness

project, organizing park cleaning and nature conservation

activities. Additionally, projects were launched to restore schools

and social centres in various Italian cities.

Since 2021, Moncler has also promoted the Be Warm project

in partnership with Of f icine Buone, encouraging employees

to share their artistic talents in Italian hospitals, of fering moments

of entertainment to both medical staf f and patients.

In 2024, Moncler supported the Casa Lontani da Casa

association with the “Stanze e Favole Blu” project, creating

welcoming spaces for families travelling for medical treatments

and creating podcast fairy tales for children.

Furthemore, thanks to the partnership with Dynamo Camp,

an association that provides recreational therapy programs for

children suf fering from severe or chronic diseases,

neurodevelopmental disorders or disabilities, employees had

the opportunity to participate in the Volunteer Training session

at the Limestre Camp, gaining both theoretical and practical

knowledge of Dynamo’s “Recreational Therapy” methodology.

The Group’s Regional teams have also actively contributed

to a variety of volunteer initiatives, engaging in projects ranging

from environmental conservation to social programs,

demonstrating a strong spirit of collaboration and proactivity

in addressing both local and global challenges.

Industrial relations

Another key aspect of employee engagement for the Moncler Group

concerns industrial relations. The Moncler Group acknowledges

and respects the right of its employees to be represented by trade

unions and maintains relations with these bodies based on mutual

recognition, dialogue and cooperation.

Trade union relations and negotiations are managed

in accordance with the highest principles of transparency and

fairness and in strict compliance with applicable laws.

The Moncler Group bases its policy of industrial relations on

constructive dialogue aiming to involve employee representatives

and maintain a positive workplace environment The pursuit

of shared solutions has resulted in a total absence of conf lict

Thanks to the collaborative environment established over

the years also in 2024 no company strikes or trade union protests

by workers directly employed by Group companies nor any

cases in which the freedoms of association and collective

bargaining were violated or found to be at risk were registered

During 2024 periodic meetings with trade union

representatives took place in a atmosphere of collaboration

positivity and mutual respect leading to the def inition

of important agreements that introduced improvements beyond

the reference national agreement In Italy for the Moncler brand

these included the planning and management of paid leave

the internal relocation of employees between production sites

and the establishment of the solidarity time bank, which allows

employees to donate vacation days to colleagues in need, with

an equivalent contribution of fered by the Company.

For the Stone Island brand, sustainability targets have been

integrated into the Welfare Plan along with initiatives to enhance

workplace safety and remote work options. Internal training

programs and employee initiatives were also shared, identif ied

on the basis of the results of the MONVoice satisfaction survey.

Finally, a solidarity time bank was established, in line with Moncler.

At the production site in Romania, the national collective labour

agreement was negotiated with worker-elected representatives,

introducing measures such as an increase in meal voucher value

and the provision of social support bonuses. The Group recognizes

that certain strategic decisions may impact its employees,

therefore, in this regard, in case of signif icant organisational

changes (e.g. reorganisation processes or other signif icant

transactions), has always implemented, and commits to continue

to do so, all procedures for prior information and consultation

of employees provided for by law.

[S1–3] Processes to remediate negative impacts

and channels for own worforce to raise concerns

The information on the channels made available to the workforce

to report any concerns and activate their management, together

with the processes def ined in the Company to address

or collaborate in the resolution of any negative impacts on workers,

is described on page 303–304.