103 nURTURe UnIQUeneSS102 nURTURe UnIQUeneSS MONCLER GROUP 2023

fare plans, currently in Italy, the United Kingdom and South Korea, to ensure greater care and attention to the well-being of people, who have always been Moncler s true strategic asset. In particular, for all Italian employees, these plans apply to categories up to the managers of the corporate sites employed under permanent or ap- prenticeship contracts, in force at 31 december of each year and provide a wide range of benefits and services, also offered in part to the employee s family, from reimbursement of school expenses to vouchers, from leisure solutions to wellness packages.

In Italy, there is also the possibility of transferring a portion of one s welfare credit to supplementary pension funds, and the Welfare Plan identifies an access condition linked to the Group s profitability.

during the year, in the context of the corporate welfare sys- tem, employees at the corporate sites in Trebaseleghe (Padua) who took advantage of the nursery school and kindergarten received a full contribution from the Company: the selected schools wel- comed up to 28 children of Moncler employees. In 2023, a kinder- garten for employees children was also opened at the production site in Romania, accommodating 60 children.

MAIN BENEFITS

FINANCIAL BENEFITS Eligible employees Supplementary pension plans 49% Supplementary health plans 57% Life insurance 24% Financial support for disability 40% Company canteen or lunch voucher 48% Company welfare11 49% Other12 31%

SOCIAL BENEFITS Eligible employees Fitness/sports centres13 24% Wellness and nutritional programmes 59%

Lastly, Moncler and Stone Island adhere to Sanimoda, the supple- mentary health care fund for workers in the Italian fashion industry, which provides health care services supplementary to those of Ital- ian s national Health System. during the year 1,457 Italian employ- ees signed up with the Fund.

11 Including in addition to the Moncler Corporate Welfare Plan, also the kindergarten and other child services.

12 Includes benefits such as company car, transport or accommodation allowances.

13 Includes free access to the gym, fitness classes and other initiatives.

THe FIRST MOnCLeR KIndeRGARTen In ROMAnIA In COLLABORATIOn WITH ReGGIO CHILdRen

In 2023, as part of the expansion of the production hub, which involved an in- vestment of around 10 million euros, Moncler announced the opening of a kin- dergarten for the children of employees in Romania.

The initiative reinforces Moncler s presence as a major local employer and confirms the company s commitment to improving the well-being and work-life bal- ance of its employees by providing their children with an advanced learning space.

The Moncler kindergarten, which welcomes children ages two to six, of- fers an innovative learning experience based on one of the most internationally renowned teaching approaches developed by the Reggio Children organisation. This innovative approach fosters an environment that encourages children s po- tential and promotes experiential learning through interactions, autonomy, ex- ploration and communication.

The architecture, the design of the spaces and the furnishings of the school recreate the idea of an open atelier that stimulates children s knowledge and creativity. All educational activities are carried out according to a multilin- gual approach, in Romanian, english and Italian, to allow children to learn in a natural way and stimulate the multicultural dimension. Family involvement is key to designing a tailor-made learning journey. educators work closely with parents through regular meetings and workshops on well-being and nutrition to ensure continuity between children s school and home experiences.

The kitchen also pays particular attention to the origin and seasonal na- ture of products, involving children in activities related to the preparation of some meals to develop their personal autonomy.

The Moncler kindergarten obtained WeLL gold certification in early 2024, the world s leading building certification programme with the highest standards of health and well-being. The project adheres to the most innovative protocols and policies that promote health, safety and well-being, based on several factors, including the quality of light, water and air, energy efficiency, interior comfort and the quality of food offered.

DEVELOPMENT The identification of the best talents and their retention within the company is crucial for the Group. To value and develop people, Moncler uses the PIUMA leadership model, an annual performance evaluation system that measures the skills people use to achieve the assigned targets. Based on a robust methodology it measures performance by assessing the level of knowledge, problem-solving ability and impact on the business and leadership, then compar- ing it with the standard expected for the specific role. This allows to verify the level of adherence of the individual to their role, defining potential training and development plans.

The assessment is based on values of which every employee must be an ambassador and promoter: integrity, passion, harmo- ny with company culture, ability to build trust-based relationships, global vision and the drive towards innovation. Specifically, one of the dimensions in which each employee is evaluated is a specific area for assessing the compliance of their behaviour with the prin- ciples of the Group s Codes of ethics.

The evaluation system, which aims to improve business per- formance, has a medium-to-long-term perspective and is there- fore one of the key processes for managing and developing people, defining succession plans and retaining the best talent laying the basis of the salary review process, ensuring equity, equal oppor- tunities, meritocracy and market competitiveness. The employ- ee self-assessment is an important step in the evaluation process. It enables employees to compare the perception of their perfor- mance with that of the Company.

In the assessment process, each manager evaluates his or her staff using a digital platform. In addition, where applicable, the functional manager is also involved in the assessment. This assess- ment is subsequently circulated to and finalised within a committee of senior managers, with the aim of ensuring the comparison and calibration of the assessments, thus making them even fairer and more objective. The process ends with the sharing of the assess- ment between the manager and the employee, in a conversation, in which the areas for improvement identified are discussed, the re- sults achieved are emphasised and an action plan to strengthen fu- ture performance is shared.

The process is thus structured to include various steps in or- der to make the performance evaluation system multidimensional.

The assessment process is applied to all organisational roles,