Moncler Group | Annual Report 2024 Board of Directors’ Report 308 Moncler Group | Annual Report 2024 Board of Directors’ Report 309
Fur
Moncler Group, by adhering to the Fur-Free Retailer Policy, has
committed to not using animal fur in all its collections.
The word “fur” refers to any skin with hair from animals raised
or caught in the wild exclusively or primarily for their fur,
for example fox, mink, coyote, f inn raccon, ermine, rabbit, etc.
Short and long hair shearling from livestock primarily raised
for meat, (e.g. calf, cow, sheep, lamb and goat) do not fall
under the above def inition of “fur”. To ensure that such animals
are indeed a by-product of the food supply chain, the Group
re
quires a third-party audit to be carried out on the supply chain.
The last brand Moncler collection to feature fur was
the Fall/Winter 2023 collection, while Stone Island has not
used fur since 2018.
As an alternative to fur, the Group also uses synthetic materials.
Wool
To protect animal welfare, the Moncler Group has also set objectives
regarding the dif ferent types of wool.
In particular, with regard to merino wool, the Group has
committed to purchasing only mulesing free certif ied merino wool
from the 2025 collections, meaning wool from sheep not
subjected to the practice of mulesing, which consists of removing
a portion of skin around the tail to prevent parasitic infections.
In the 2024 collections, approximately 93% of merino wool is made
with mulesing free certif ied materials.
The Group has also committed to achieving a total of 70%
certif ied
wool (for example Responsible Wool Standard (RWS),
Nativa or Sustainawool) by 20253. In the 2024 collections, around
70% of the wool was certif ied.
In addition, the Group uses only alpaca and mohair certif ied
according to the Responsible Alpaca Standard (RAS)
and Responsible Mohair Standard (RMS) respectively. See also
pages
204; 212; 267
.
3
The value considers the total weight of
yarns and fabrics used for the production
of the SpringSummer and FallWinter
2025 collections
The Moncler Group recognises the importance of building strong
partnerships with its suppliers based on trust and shared values.
It requires its suppliers to adhere to the principles of the Code
of Ethics and the Supplier Code of Conduct. It has also adopted
a Purchasing Policy, which is the responsibility of the Chief Corporate
& Supply Of f icer, who leads the Company in managing its
relationships with suppliers. This Policy def ines roles, responsibilities
and fundamental principles for the management of purchases,
ensuring transparency, fairness and regulatory compliance, and
applies to all Group Companies. It regulates supplier selection,
qualif ication, and relationship management process. With reference
to the selection and qualif ication process, it is required to verify
and monitor the ethical, legal, economic and f inancial reliability
of potential suppliers, as well as their technical, organisational
and management skills. In addition, through dif ferent tools,
depending on the type of supplier (see also pages 115; 192; 266–269;
320
), compliance with requirements on the environment,
health and safety, labour rights and other aspects outlined in the
Code of Ethics and the Supplier Code of Conduct is verif ied.
In managing suppliers, the Purchasing Policy includes a commitment
to respect payment times, with particular attention to small
and medium-sized enterprises (SMEs), and to collaborate in delivery
planning, ensuring clear timings, a shared understanding
of production plans and optimised management of orders peaks,
t
hus fostering a cooperative and ef f icient relationship.
T
he Group is also committed to building lasting relationships with
its suppliers and behaving responsibly in the event of any
interruption of relations. In addition, training and capacity-building
programmes are planned in social matters, including the topic
of living wages (see also page 268), and environmental programmes,
such as the importance of energy ef f iciency mechanisms
and promoting renewable energy along the supply chain (see also
pages 113; 162–163; 166; 322–325). These programmes are
essential for promoting a culture of change, improving the social
and environmental performance of the suppliers.
A key element of the supplier management model is the
identif ication of critical suppliers4 who are involved in targeted
actions and initiatives This identif ication process is based
on a riskbased approach that considers in addition to their
importance to the Group in terms of the economic value
of the orders commissioned quality delivery times f inancial
dependence of the supplier the Groups ability to ensure
the supply of goods and services in case of needing to replace
a supplier in a short time and specif ic sustainability parameters
including the potential human rights risk in the country
of reference the supply of key raw materials or the supply
of strategic processes for the Group, with a particular attention
to raw materials of animal origin or associated with certain social
or environmental impacts.
Lastly, to ensure supply chain excellence, Moncler has
implemented a vendor rating system that assigns an overall supplier
rating also considering sustainability aspects. Each indicator
is weighted and helps to assess a supplier based on the results
achieved in each area. The vendor rating areas are:
•sustainability and compliance (working conditions and respect
for human rights, observance of chemical substance standards,
indicators relating to the results of compliance tests carried out
on products, environmental practices, animal welfare, etc.);
•quality (rate of production defects, quality complaints reported
to client service, etc.)
•delivery service level (f lexibility, delivery punctuality, etc.);
•cost (price competitiveness, logistics costs, etc.);
•innovation (technological capacity, aptitude for innovation, etc.);
•f inancial sustainability (degree of economic resilience
of the supplier).
Regarding indirect suppliers, i.e. suppliers of goods and services not
related to the product, since 2018 a qualif ication process has
been in place to gather information about the organisation, the
f inancial-economic situation, and the social and environmental
practices of these suppliers. Regarding sustainability issues, 57%
of suppliers have a code of ethics and over 50% of qualif ied
suppliers have implemented social and environmental initiatives.
The mapping of certif ications held by suppliers related to quality
and social and environmental sustainability, as well as health and
safety, has continued. About half of the suppliers have at least
one certif ication, and among them, most have the ISO 14001
environmental certif ication and/or the ISO 45001 health and safety
certif ication. The Group also continued to raise awareness
among suppliers who are not certif ied, underlining the importance
of these tools as a strategic element for continuous improvement
and for the adoption of increasingly high operating standards.
Finally in 2021 Moncler conducted a verif ication activity to assess
the reliability of its partners also with the addition of information
on the management of sustainability issues this activity involved
around 120 suppliers These indirect suppliers mainly builders
and maintenance and service providers were evaluated according
to 28 criteria divided into four categories environment labour
and human rights health and safety and ethics This tool based
on international principles standards and guidelines such as
the Global Compact ISO 26000 and the OECD Guidelines
provided a series of parameters to assess and compare the social
and environmental performance of indirect suppliers
[G1–2] Management of relationships with suppliers
4
To date the majority of workers of the
Groups critical suppliers are women
approximately 72 and the percentage
of migrant workers is around 4