101 nURTURe UnIQUeneSS100 nURTURe UnIQUeneSS MONCLER GROUP 2023

MOnCLeR ACAdeMY FOR TeCHnICAL exCeLLenCe (MATe) And STOne ISLAnd ATeLIeR PROJeCT

MATE is a specialist training course, launched in 2022, dedicated to the recent graduates of technical and professional schools with a duration of two years. MATE aims to train professionals to operate in the production of samples, pro- totyping and quality control, with a complete vision of the process of creation of a down jacket. The art of the outerwear is the focus of the training programme: from the strict quality and sustainability requirements for the raw materials to the final control of the finished product, to the know-how relating to manufactur- ing and the down-filling techniques. The same programme, renamed Stone Is- land Atelier Project, has been launched for Stone Island.

In 2023, the third edition of the program was launched, involving 14 par- ticipants for a total of over 20,500 hours of professional training. during the year, the training course was enriched and revised according to a more structured ap- proach, becoming a full-fledged academy with qualified, highly specialised inter- nal teachers. The training approach adopted aims not only to improve the skills of recent graduates, but also to strengthen the corporate culture based on the sharing of knowledge and competencies, as well as the sense of craftsmanship.

The Pattern Making School training programme has been in place at the production site in Romania since 2018, with the aim of increasing skills among Moncler s personnel and thus strengthening certain departments such as mod- elling, CAd, development and placements through the training and recruitment of local students.

Moncler also continues its partnership with the Italian associa- tion Valore d, giving some employees of corporate offices in Italy the opportunity to participate in inter-company courses and work- shops. These courses aimed to promote organisational models and develop a corporate culture that supports collaboration and dia- logue between different generations, genders and cultures, while also facilitating the use of innovative, flexible tools to increase the degree of well-being and motivation of the employees involved. Al- so in 2023 Moncler employees continued to be involved in training on various subjects, such as the development of the entrepreneur- ial spirit of young people, awareness of their role in the company, the importance of effective communication and the development of managerial skills.

REMUNERATION The Moncler Group s remuneration policy is designed to attract, motivate and retain people with the professional skills necessary for their role within the organisation. It is based on the principles of transparency, fairness and equal opportunities, and takes into ac- count merit, abilities, skills and individual performance, including the level of organisation and responsibilities assigned, as well as dealing with the external market.

As a listed company, the Remuneration Policy for Group di- rectors and strategic managers is set in accordance with the recommendations of the Corporate Governance Code, with the in- volvement of the People & Organisation function, the nomination and Remuneration Committee, the Board of directors and the Ordi- nary Shareholders Meeting.

In the countries in which it operates, the Group offers, with- out differences between men and women, entry level salaries equal to or above the minimum required by law or collective bargaining, as confirmed by the analysis on the living wage carried out annual- ly for the entire corporate population9, including the production site in Romania, according to the Fair Wage network methodology (see also pages 135-136). Through an annual salary review process, the Group also promotes the results achieved by its personnel. This is the context for the commitment to obtain, for the Moncler brand, third-party and impartial certification of fair pay by 2025. The first analyses carried out led to obtaining certification for the corporate population of the Moncler brand in Italy. See also page 76.

In addition, the Group has a Global Mobility Policy, which sets out the guidelines at a global level to ensure that employees working abroad receive fair, competitive, incentivising and consis- tent economic treatment. This Policy is a fundamental tool for reg- ulating international mobility, a pillar of individual development and business success.

More than 85% of the eligible population of professionals, managers, executives and senior executives has a remuneration structure made up of a fixed and a variable component appropri-

ately balanced according to their contributions to the company s strategic objectives. The variable component may be short-term (Management By Objectives) for the store managers and corporate population; a sales commission for retail staff, at both team and in- dividual level; or long-term (Long Term Incentive).

The Management By Objective (MBO) system is based on annual objectives, mainly quantitative, relating to financial perfor- mance achieved by the Group (primarily Group consolidated eBIT) and qualitative objectives of significant strategic and operational importance, including those linked to the achievement of the ob- jectives of the Strategic Sustainability Plan. The system, which ap- plies to professionals, managers, executives and senior executives for corporate sites employees and to the store management team, is intended to encourage the achievement of distinctive results through mechanisms that reward over-performance by increasing the value of the bonus that can be awarded, over a certain thresh- old, where the assigned objectives are exceeded.

In the MBO system, for all those involved in the implementa- tion of the Sustainability Plan are assigned social or environmental objectives as well as internal population engagement objectives. Particular attention is given to the objectives set by the Group to fight against climate change and reduce the impacts in this area. All members of the Strategic Committee, including the Chairman and the Chief executive Officer10, have a percentage of their MBO linked to the achievement of the Group s strategic sustainability objectives and a target relating to the de&I topic. For each beneficiary, the MBO system establishes both collective economic and financial objec- tives and individual and team objectives focused on the operational and strategic performance of the department to which they belong, involving several colleagues, as well as project objectives related to the achievement of milestones relevant to the specific function.

Lastly, the MBO system provides for alignment between per- formance objectives and the management of the risks identified by eRM to spread a culture of risk assessment and management in the employees decision-making process.

As a medium-/long-term incentive system, the Moncler Group currently uses Performance Share Plans for key positions within the management population. These systems allow the incentive pro- cess for managers and key resources of the Group to be linked to actual company s results, steer people towards strategies aimed at pursuing sustainable medium-/long-term results, align the interests of beneficiaries with those of shareholders and investors and devel- op policies aimed at attracting and retaining talented professionals.

Since 2020 an ESG Performance Indicator, that entails the achievement of sustainability targets, was introduced for the Per- formance Share Plans. The 2020 Performance Share Plan focuses on carbon neutrality for all directly managed corporate offices (of- fices, stores, production sites and logistics hub), on reducing sin- gle-use virgin plastic from fossil origin and on the recycling of nylon production scraps. In addition, the 2020 Performance Share Plan entails, as an over-performance criterion, an additional objective that reflects the achievement of a high assessment of the Group s sustainability performance by one of the leading eSG rating com- panies, among S&P Global, CdP, MSCI or Sustainalytics. In 2023, the eSG indicator was achieved at the maximum percentage.

Lastly, retail channel employees are provided with incentive systems based not only on individual but also store performance that reward excellence and service quality, along with the contribu- tion to business development.

See also the 2023 Remuneration Report, published in the Governance section of the corporate website.

BENEFITS The remuneration package offered to employees includes a wide range of benefits, ranging from life insurance to pension schemes and prevention programmes aimed at improving individuals well-be- ing. The benefits offered by the Group to its employees are linked to the professional category to which they belong, regardless the type of contract (fixed/permanent; full time/part time) and follow guide- lines applied internationally, with possible changes depending on the local policy of the country of reference.

To develop remuneration policies that not only reward work performance, but also respond in a timely manner to the non-fi- nancial needs of its people, Moncler has developed corporate wel-

9 In 2023, employees in all countries in which the Group operates receive an average salary in excess of the living wage.

10 The ratio between the total remuneration received by the Chairman and Chief executive Officer (including the fair value of the medium-/long-term incentive component) for 2023 to the overall median remuneration (includ- ing fixed and variable components) of Group employees is equal to 271:1 (216:1 in 2022). In 2023, the ratio of the percentage increase of the total annual compensation for the Chairman and Chief executive Offi- cer to the median of the total annual percentage increase for all employees (excluding the highest paid individual) was 6.3.