107 nURTURe UnIQUeneSS106 nURTURe UnIQUeneSS MONCLER GROUP 2023

The diversity, equity and Inclusion Committee promotes inclusion and diversity in all their forms within the Group. It reports to the nomination and Remuneration Committee, with which it shares the strategy and reports on the actions taken. The de&I Commit- tee aims to assess current internal policies and initiatives, defining a clear vision that, in line and synergy with the business, enables the Group to achieve outstanding levels in de&I, developing ar- eas of improvement, launching new initiatives and projects on di- versity and constantly monitoring and measuring the progress made, with particular regard to the peculiarities of the communi- ties where the Group operates.

The de&I Committee relies on an operational working group that put the strategy into practice, implement the action plan and monitor specific indicators and objectives, ensuring continu- ous and constructive dialogue between the Committee and the Group s Regions.

drivers of the activities that are underway involve the following areas: strengthening a culture of diversity, equity and inclusion

through training and awareness-raising activities promotion of representation through various tools including

partnerships with universities that have a very diverse pool of students, selection processes aimed at ensuring fair and im- partial evaluations

design of new ways of working through initiatives that foster exchange and sharing between people, such as the creation of interdisciplinary working groups, project committees rep- resenting company diversity by age, skills, gender, seniority, cultural background, etc.

definition of processes and policies to support diversity, equity and inclusion and compliance with these principles, including a global parental policy, strengthening of internal protective mechanisms and reporting of misconduct, equal pay certifi- cation, etc.

talent enhancement through various initiatives including inter- nal job postings, extension of the performance evaluation sys- tem, celebration of individual achievements, etc.

With regard to training programmes, in 2023 the Unconscious Bi- as course was launched to help participants understand and rec- ognise stereotypes and prejudices through practical exercises, to experience them on themselves and explore how they impact de- cisions. In addition, the cultural awareness programme continued for all employees across the various cultures, including those of America, Korea, Japan, China and Italy. In 2023, guidelines were also shared on inclusive leadership training programmes with the Regions and courses were launched with top management, involv- ing managers and executives in mandatory training on issues of uniqueness and inclusion.

In terms of defining new ways of working during the year, a new onboarding programme was redefined, digital support solu- tions identified and a process designed to ensure a personalised, effective, immersive and inclusive experience of the onboard- ing phase of a new colleague. A Sounding Board was created and launched, consisting of selected Moncler and Stone Island peo- ple from the headquarters and Regions populations with different profiles, cultures, ages, personal and professional experiences for high-value transformational business projects.

With regard to company policies and procedures, in 2023 the Group introduced the new measures to promote parenting and im- prove the well-being and work-life balance of its people, regardless of gender, marital status or sexual and affective orientation, present- ing the New Parents Policy. The new policy introduces a minimum global standard15 that ensures 16 weeks of fully paid leave16 for all new parents employed by the Moncler and Stone Island brands17.

To create opportunities for sharing, the first townhall dedicat- ed to diversity, equity, and inclusion was organised and broadcasted live to all employees globally in 2023. during the event, international anthropologist and speaker Jitzke Kramer presented key concepts concerning positive and inclusive leadership and discussed how var- ious influences and factors contribute to shaping cultures and how cultures, in turn, influence people. Top management then unveiled the new global policy for parenting and other actions related to the de&I plan. The event was a crucial opportunity for reflection, shar-

15 This policy sets out common minimum standards in all countries in which the Group operates and aims to meet or exceed the local legal conditions for paid leave of up to 16 weeks.

16 The 16 weeks are fully paid, considering both fixed and variable components of pay and including any amounts recognised at local level by authorities, laws and collective bargaining agreements, and will be the Group s minimum standard for anyone who becomes a parent.

17 The new measure applies to all Group people who have sons or daughters, whether employed full-time or part-time and under permanent and fixed-term contracts, and who have been employed for at least six months.

ing and exploration of issues related to diversity, equity and inclusion. With regard to gender differences, the percentage of women on the total workforce is predominant. The proportion of women is 69%, in line with 2022.

The percentage of women is high across all geographical ar- eas and within management positions (managers, executives and senior executives) is equal to 51%.

Women account for 71% of the employees with permanent contract and 57% of the employees with fixed-term contract. Women account for 61% of contracts transformed into permanent in 2023.

Analysing the gender breakdown in terms of length of service, distribution by age group and level of education, there are no differ- ences compared to the general trend. See also pages 232-235.

EMPLOYEES BY PROFESSIONAL CATEGORY AND GENDER

The Moncler Group is committed to offering a fair level of remuner- ation that reflects each individual s level of competence, skills and professional experience, ensuring the application of the principle of equal opportunity and avoiding the risk of discretion. except for the managers category, where the pay levels of women and men are fully aligned, the differences in men s and women s salaries range between 8% and 18%. Such differences derive from employees average salaries in the various organisational categories and do not consider criteria such as length of service, level of responsibility, individual performance and career path prior to joining the Group. during the year, in line with the aim of obtaining equal pay certifica- tion, the Group adopted the methodology developed by edGe to conduct analyses of the wages of the corporate population in Italy to identify and explain any unexplained gaps. With the application of such a more punctual approach, the salary gaps are reduced on average to about 5.5%. This methodology will be extended to the Moncler brand population worldwide by 2025. See also page 100.

The Group is committed to include people with disabilities. Moncler manages diversity in accordance with the rules and practic- es laid down by applicable laws and encourages the various compa- ny departments to employ people with disabilities. each placement is assessed respecting and reconciling the needs and abilities of each individual person, with provision made for the correct work- stations and, where necessary, by adjusting working hours. In this way, people are protected and empowered to be the best.

At 31 december 2023 there were 83 employees with disabil- ities in Italy, Romania, Germany, China and South Korea, with an in- crease of 9% compared to 2022. In the coming years, the Group will continue to plan to integrate additional people with varying de- grees of disability, including through collaboration with institutions focused on targeted job placement.

90%

63%65%

53%

42%

10%

37%35%

47%

58%

White-collars WorkersProfessionalsManagersexecutives and senior executives

Men

Women