Moncler Group | Annual Report 2024 Board of Directors’ Report 247 Moncler Group | Annual Report 2024 Board of Directors’ Report 246

ventilation systems, which are periodically checked. In 2024,

microclimate analyses were conducted in several stores

and at the “smart factory” in Trebaseleghe (Padua), revealing

no signif icant critical issues.

Moncler and Stone Island take a holistic approach to employee

well-being, focusing attention on work-related stress issues.

In 2024, Moncler renewed its assessment of work-related stress

at the corporate sites in Milan: for all the of f ices, the results

of this assessment showed a “low” risk. The assessment will be

updated in 2026. Despite the “low” risk obtained, the Company

will continue to implement a series of actions aimed at continuous

improvement: the stress assessment was in fact used as a basis

for the planning and implementation of organisational

or management measures aimed at preventing or minimising

stress-related harm on worker health.

Health and safety training and communications and health

and well-being programmes

People training is part of the prevention activity promoted

by the Moncler Group. During the year 2024, about 48,000 hours

of health and safety training were delivered with specif ic training

courses, dedicated and tailored to the various professional

prof iles and risk levels, in order to transfer knowledge and skills

and create a safety culture.

The majority of employees have received general workplace

safety training in compliance with the law. For those at the Company

who occupy positions of responsibility and coordination, additional

training has been provided, specif ic to of f icers, to facilitate

the monitoring and compliance of workers with conduct in line

with the legal and company’s health and safety rules.

The Moncler Group’s commitment to the promotion and

protection of employee health extends beyond the limits of its

business activities and occupational risks. Awareness-raising and

well-being activities and programmes continued.

Moreover, the Moncler Group is committed to establishing

agreements with local healthcare centres to ensure employees

have access to the best medical centres at the most favorable rates.

In 2024, the traditional corporate welfare initiatives continued

at the production site in Romania, including on-site annual blood

tests, free eye examinations, and f inancial support for purchasing

prescription glasses.

The Moncler Group’s commitment to the well-being of its

employees includes various programmes that promote work

f lexibility and an optimal work-life balance (see also pages 236; 258).

[S1–5] Targets related to managing material negative

impacts, advancing positive impacts, and managing

material risks and opportunities

Below are the details of the targets and results received during

the year in the Sustainability Plan and the results achieved

in 2024 relating to the Nurture Uniqueness pillar which conf irm

the Groups future commitments to promoting the application

of policies in the area of human resources

TARGETS 2024 RESULTS

NURTURE UNIQUENESS

Promote an inclusive culture through training [SDG 4; 5]

2024

100% of employees involved in a training programme on diversity, equity

and inclusion

✓ 100% of employees involved in a training programme on diversity, equity

and inclusion (DE&I) that comprises several modules delivered globally,

including a course on DE&I Essentials, one on Unconscious Bias, and the

Building Bridges programme that involves 100% of management

2024

Extension of MONCampus, the corporate training programme for young talent,

at global level

✓ Extended the MONCampus programme at global level, involving all

the Group’s Regions

2025

Update of the PIUMA Leadership model, the company’s performance review

system, with a focus on inclusivity

→ Developed the f irst draft of the leadership model

Ensure representation [SDG 4; 5]

2025

≥ 50% women in total workforce

≥ 50% women in all management positions

≥ 50% women in junior management positions

≥ 50% women in top management positions

≥ 50% women in management positions of revenue-generating functions

≥ 50% of women in STEM-related (science, technology, engineering

and mathematics) positions

→ 70% women in total workforce

→ 52% women in all management positions

→ 56% women in junior management positions

→ 41% women in top management positions

→ 55% women in management positions of revenue-generating departments

→ 61% of women in STEM-related positions

Creating a system of procedures and policies to support Diversity, Equity & Inclusion (DE&I)

Ongoing

Strengthening employees protection systems ✓ Launched a new internal communication campaign on the

whistleblowing procedure

2024

Launch of the Ferie Solidali* initiative in Italy

*The possibility of transferring – free of charge – vacation days to colleagues

to assist them to manage specif ic and particular needs

✓ Signed the agreement in October 2024 in Italy for the establishment

of the community hours bank, allowing Group employees to donate

vacation days to colleagues in diff iculty, with an equivalent contribution

offered by the Company

2025

Equal pay certif ication at global level (Moncler Brand perimeter)

→ Equal pay certif ication for the Moncler Brand headquarters in Italy

→ Started the certif ication process in South Korea, Japan, Chinese

mainland, France, the Unites States and Romania

2025

Publication of a DE&I report

→ Continued the process of integrating DE&I performance indicators into

the employees data reporting system

Value people [SDG 3]

Ongoing

Annual repetition of the employee satisfaction survey at global level ✓ Carried out the eighth internal employee satisfaction survey MONVoice

with a 92 response rate involving 6777 people at Group level

2024

Launch of second Diversity Equity and Inclusion Survey involving 100

of employees at global level

✓ Launched the second survey with the aim of further deepening

and strengthening topics related to DEI at global level

Promote new ways of working

2024

Creation of working groups at regional level to ensure DEI plan

implementation and to share new proposals

✓ Established local working groups in each Group Region which were

involved in the def inition of activities in the area of diversity equity

and inclusion

LEGEND

✓ Target achieved

→ Target on time

⚪ Target delayed