Moncler Group | Annual Report 2024 Board of Directors’ Report 241 Moncler Group | Annual Report 2024 Board of Directors’ Report 240

[S1–4] Taking action on material impacts on own

workforce, and approaches to managing material risks

and pursuing material opportunities related to own

workforce, and effectiveness of those actions

The Nurture Uniqueness pillar of the Group’s sustainability

strategy focuses on enhancing and motivating people within

the organisation. In the Sustainability Plan, the Group has def ined

clear objectives and actions as a result of an in-depth analysis

of areas where the maximum positive impact can be achievedand

where potential negative impacts and potential risks

can be minimized.

Recruitment, selection and hiring

The current constantly transforming and evolving scenario requires

new skills, professionalism and adaptability. At the same time,

it is essential for a company to be able to attract and value talent

in order to face present and future challenges. The Group is

committed to creating an international working environment,

characterised by deep and unique expertise, where the sharing

of ideas and experiences stimulates creativity and innovation.

In this context, recruitment, selection and hiring processes

play a key role and several initiatives have been implemented

to support these ef forts.

During 2024, the Talent Acquisition Department continued

the process of revising, in an inclusive way, the language to be

adopted from the job description phase to the interview phase.

To support this initiative, training sessions were organised

for the staf f involved in the recruitment, selection and hiring

processes at a global level.

The activity of internal job posting, among functions and

Regions, is also included in the context of the recruitment, selection

and hiring process. Each employee, through the dedicated area

on the company platform, can apply for open positions that

best align with their prof ile, level of experience and aspirations,

ten days before the external job announcement is published.

In Moncler in 2024 positions f illed via internal job posting

accounted for around 15% at the global level. Specif ically, they

accounted for around 15% in Europe, 9% in America and 18%

in Asia In Stone Island approximately 10 of searches were

covered through internal job posting during the year

One fundamental aspect of attracting talent that aligns with

the corporate culture and shares the organisations goals is the

Employee Value PropositionEVP which the Group def ined

in 2024 The EVP represents what distinguishes and values

the two Brands as employer highlighting the characteristics that

make their respective organisations unique and thus improving

the perception of Moncler and Stone Island in the labour market

As part of this initiative internal focus groups and surveys were

organised helping to identify the distinctive elements of the two

Brands as employers by analysing what makes them unique and

relevant to external candidates

Particularly important for market research are also collaborations

with the top vocational schools, universities and business schools

worldwide, with which Moncler has established relationships,

of fering internship programmes for students and recent graduates,

involvement in project development, participation in working

groups and visits to operational sites. To access the most diversif ied

talent pool, the Moncler Group has identif ied a panel of

universities recognised by the QS Sustainability Ranking for their

ability to attract students while ensuring a high level of diversity.

Since 2023, selection processes for students have been initiated

in each of the Group’s regions, resulting in internships at the company.

Moncler and Stone Island of fer several internship

opportunities each year, providing high-potential young people

with the chance to experience the company and gain valuable

training. In 2024, around 170 internships were activated within

the Group both curricular and extra-curricular. In particular,

Moncler’s Italian corporate of f ices hosted young interns from

11 dif ferent countries during the year. Among these two types

of internships, 31% of them resulted in job contracts in 2024.

In 2024, Moncler continued organising meetings with

students from partner schools. Workshops, business cases and

recruitment sessions were designed for these occasions, based

on ad hoc programmes designed for each school.

As part Executive Master’s in Luxury Management (EMiLUX)

at SDA Bocconi, Moncler participated in the Behind the Scenes

project, hosting two students at the Montenapoleone f lagship

store in Milan for an immersive retail experience alongside

the Client Advisors. In addition, it again collaborated with the

Luxury Business Management MBA at SDA Bocconi to develop

The Moncler Way and Cross Selling project. It also hosted

a delegation from the Columbia Business School Retail &

Luxury Goods Club, of fering the opportunity to discuss the

new brand platform with Stone Island’s Chief Executive Of f icer

and client strategy with Moncler’s Chief Retail Of f icer.

Finally the collaboration continued to identify new resources

to be included in the retail channel with the École Hôtelière

de Lausanne

Thanks to these initiatives the Group has consolidated

its

attractiveness as demonstrated by the signif icant number

of applications received In 2024 in fact over 40470 CVs were

received through the company portal an increase of 25 compared

with 2023 continuing a constant positive trend over the years

In 2024 a new IT application was implemented to manage

the recruiting process with the aim of simplifying it and making

it more inclusive The new Applicant Tracking System enables

an ongoing dialogue with candidates promoting the creation

of a community and strengthening a continuous relationship with

professionals interested in joining the Company

Among the innovations introduced, particular attention was

paid to the design of the pre-boarding phase, aimed at of fering

a gradual path that guides future collaborators in getting to know

the Group. This phase involves the use of training modules and

informal meetings, preparing the ground for ef fective

and comprehensive onboarding.

Training

For the Moncler Group, training and development represent

essential strategic pillars to foster both individual and collective

growth. Investing in human capital means both enhancing employee

skills and promoting continuous improvement and ensuring

constant alignment with the evolving needs of the organisation.

This commitment not only helps to reduce the risk of losing key

f igures but also helps to build a solid team ready to face future

challenges with always up-to-date and cutting-edge competencies.

To make training accessible and continuous, the Moncler Group

has introduced various dedicated platforms. In 2024, Stone Island

launched EXPLORE [The Compass], an interactive platform that

allows employees to access training contents, e-learning courses

and ongoing resources for continuous development. Moncler,

meanwhile, of fers MINE, active since 2022, which informs

corporate and retail employees about company news, training

opportunities and internal initiatives.

In 2024, the Leadership Academy, a structured learning

programme across multiple levels designed to develop

leadership skills in line with the Company’s values, was created.

The Leadership Academy is designed to f it each employee’s

career stage, supporting their growth from entry-level roles

to management, with customized development paths.

Targeted programmes are planned for each career stage,

designed to ensure the development of essential skills aligned with

the various levels of corporate seniority and responsibility, including:

•

eMpower, a programme launched in February 2023 which

represents a tangible commitment by the Moncler Group

to develop and empower young professionals, including

interns and new hires Structured around three key pillars

Learning Networking and Inspirational Talks eMpower

is a threeyear pathway designed to facilitate the integration

of new generations and develop essential skills for both

professional and personal growth Learning the f irst pillar

focuses on the development of fundamental skills with

technical and advanced courses in areas such as Excel

PowerPoint communication and collaboration Networking

promotes the creation of a professional network through

social events sports competitions and volunteer activities

strengthening the sense of community within the programme

Lastly Inspirational Talks invites Group managers and leaders

to share their experiences and values of fering participants

valuable insights into the successful dynamics of

at Moncler Group. In 2024, 875 hours of training were

delivered with a total of 193 participants.

•Connections is a learning programme launched in 2024

for all employees of the Moncler and Stone Island of f ices

in Italy, which will also be extended to the Group’s Regions.

The programme focuses on building a culture of collaboration,

innovation and excellence and is structured around three

main pillars. The Excellence pillar is focused on achieving high

performance, encouraging employees to pursue ambitious

goals and maintain the highest quality standards.

Collaboration promotes teamwork and cross-functional

networking, fostering the development of solid professional

relationships and a collaborative corporate culture. Lastly,

Innovation encourages the adoption of new ideas and an open

mindset to change, pushing employees to explore creative

solutions and to tackle business challenges in a resilient way.

•Building Leadership and Building Bridges are two programmes

designed for managers, senior managers, and executives,

aimed at developing ef fective leadership skills to guide teams

and create cohesive and positive work environments.

The Building Leadership program, launched in 2021,

strengthens managerial competencies, preparing participants

to face complex challenges and promoting an inclusive,

high-performance environment. In 2024, the programme

involved 16 managers from Moncler and Stone Island,

with

diverse backgrounds, with a total of about 370 hours

of training delivered on key topics such as communication,

delegation, stress and conf lict management, constructive

feedback and inclusive leadership. Each participant also had

access to individual coaching programme, aimed at translating

learning into concrete actions in the work context.

Building Bridges is the f irst global leadership programme

of the Moncler Group, designed to foster an inclusive

and positive culture in the Company. Created in response

to feedback from the 2024 Inclusion Survey the programme

is designed to equip managers with the skills necessary

to create safe work environments where every opinion is

respected and valued

The program provides practical tools to support an inclusive

and collaborative work environment It represents

a longterm commitment to integrating inclusive leadership

at all levels of the organisation with the goal of involving

100 of management managers senior managers executives

and senior executives by 2026

With its gradual international expansion Building Bridges

aims to support and strengthen the cultural transformation

across all geographic areas