Moncler Group | Annual Report 2024 Board of Directors’ Report 274 Moncler Group | Annual Report 2024 Board of Directors’ Report 275

Listening to clients is a fundamental strategic activity to ensure

that the service of fered is in line with their desires and expectations.

A continuous dialogue with clients not only allows the Group

to respond promptly and accurately to their needs but also helps

to mitigate theoretical risks and reduce potential negative impacts,

fostering a relationship of trust and transparency. In this way, the

Group is able to quickly adapt to market dynamics, constantly

improving the experience of fered and strengthening its reputation.

The VIBE project, adopted at a global level by the Moncler

brand, involves the systematic collection of feedback from local

clients after each purchase through a quick questionnaire that

analyses, on a scale of satisfaction from 1 to 5, various aspects of

the experience, including hospitality, personalisation and service.

The goal of the project is to identify and redress any cases of

dissatisfaction, but above all, to support and focus the Client

Advisor on getting to know clients even more so as to establish

a long-term relationship. The survey is structured into f ive steps:

the day after the purchase clients receive, by email or SMS,

a summary of their purchase and a questionnaire of f ive questions.

Client feedback (VIBE) is immediately notif ied in the clienteling

app available to the Client Advisor, who will then be able to see the

comment left by the client and thank them in order to strengthen

the relationship. In case of dissatisfaction, the Store Manager will

be tasked with f inding a solution that fully meets the client’s

expectations and initiatives aimed at improving the in-store

experience. At the end of 2024, the Moncler brand maintained a

high VIBE score of 94 (on a scale of 1 to 100), which measures

the clients’ willingness to recommend Moncler to others, in line

with 2023. The Company aims to maintain an excellent VIBE

score for 2025, consolidating its performance in the range

of excellence.

Moncler also has a worldwide direct client communication

channel, Client Service. It is not only a service unit aiming to

become the main point of contact for the clients, but also represents

a channel for constant dialogue with a view to continuous

improvement. The service handles support requests from clients

from the various channels both physical and digital in an

omnichannel perspective at global level In 2024 the Company

strengthened the process of digitalising Client Service by

enhancing its social media presence using instant messaging

implementing web chat and integrating clienteling activities

Client interactions have also been improved through specif ic

engagement activities aimed at supporting Client Advisors in

identifying and customizing touchpoints including launches of

new products or new collections Product Moments crosscutting

occasions such as international holidays Festivity Moments

and personal ones such as birthdays Personal Client Moments

Each of them represents an important opportunity for Moncler

to create value for its clients build relationships of trust and

deliver a highly distinctive and engaging experience Furthermore

in an environment characterised by increasingly intense interaction

between Client Advisors and clients, growing integration between

the physical and digital channels, Moncler’s clienteling app, MonClient,

has taken on a role of fundamental importance. The application

is based on the centralised and integrated management of the

Client Relationship Management (CRM) calendar, enabling Client

Advisors to manage appointments, plan and record activities

related to Client Moments, check product availability, make sales,

enhance the client database and handle after-sales requests.

In 2024, the features of the MonClient app were again improved.

As use of technology by clients accelerates, Moncler’s

clienteling is becoming increasingly relational and supported

by social platforms as well as by digital tools such as video

messaging, digital appointments, distance sales and phygital

events, creating new synergies between physical stores and

digital channels, accompanying clients in discovering the Brand.

In 2024, the Stone Island brand continued to strengthen the

direct relationship with clients thanks to MyStoneCompass (MSC),

an app that allows Client Advisors to stay in touch with clients

and of fer a personalised experience, including in the after-sales

phase. Thanks to MSC, Client Advisors can analyse the client’s

purchase history and prof ile, providing a highly personalised

experience built around each individual’s specif ic needs and

preferences. This integrated system allows for a more comprehensive

understanding of client preferences and behaviours, optimising

the of fering and improving the overall experience.

VIBE After Sale has also been implemented globally since

2020 for the Moncler brand, in order to allow the systematic

collection of feedback from clients who have used the after-sales

service. In 2024, the Moncler brand achieved a VIBE After Sale

score of 90 (on a scale of 1 to 100), six percentage points higher

than in 2023.

In addition, the Moncler brand commissioned a quantitative

study based on the CAWI (Computer Aided Web Interviews)

methodology to understand clients’ perceptions of various areas

of interest. The research was carried out on a representative

sample of individuals aged between 16 and 54 all with a strong

passion for fashion and luxury it was conducted in seven cities

where the Moncler brand is present involving 800 participants

per city for a total of 22400 annual interviews The surveys

were carried out in four periods during the year enabling timely

and continuous data collection The data were collected

anonymously through certif ied panel providers and subsequently

analysed in aggregate form ensuring the highest level of

privacy protection

[S4–2] Processes for engaging with consumers

and end-users about impacts

Finally, the Group is a member of, and actively collaborates with,

various trade associations in various areas, in order to remain

constantly updated on market trends and client needs and take

prompt action to meet their expectations.

Depending on the engagement activities, operational

responsibility is managed by dif ferent company functions,

including Retail, Omnichannel, Client Service and Aftersales,

and Media & Brand Partnership.

Clients can use dif ferent tools and moments to express opinions,

raise concerns or ask questions. These include: direct interactions

with the Client Advisors (either in person or through instant

messaging platforms), the Client Service, accessible via the channels

listed in the “Contact Us” section of the moncler.com and

stoneisland.com websites, of fering options such as telephone,

email, instant messaging systems and live chat, and f inally

the whistleblowing channel (see also page 304–305). The reports

and requests received are managed by the relevant company

departments, with the aim of providing timely responses and

ef fective solutions.

In particular, regarding privacy protection, both Brands have

established an email address, dpo@moncler.com and

dpo@stoneisland.com, through which the respective Data

Protection Of f icers (DPO) can be contacted for requests

for information clarif ications regarding the handling of personal

data or to report any violations of privacy laws These addresses

are in addition to the existing ones privacy@monclercom and

privacy@stoneislandcom as well as the dedicated addresses

for each Region of the Group enabling any interested party to

contact Moncler and Stone Island on any privacyrelated issue

Any reports and requests regarding privacy are handled in full

compliance with applicable legislation and in accordance with

the internal procedures adopted ensuring the highest priority

and through structured processes that include thorough case

analysis implementation of corrective measures and

where

necessary prompt notif ication of parties concerned and

competent authorities

[S4–3] Processes to remediate negative impacts

and channels for consumers and end-users

to raise concerns