195 ACT On CLIMATe & nATUReACT On CLIMATe & nATURe194 MONCLER GROUP 2023

cialist external consultants, focus in particular on potential initia- tives with short term return on investment and no impact on the quality and timing of production, such as the possibility of install- ing photovoltaic systems at production sites or the purchase of re- newable energy. The measures identified for each production site, aimed at supporting the supplier in defining a strategy to reduce energy consumption and CO2 emissions, were discussed in detail with the supplier in ad hoc sessions to better understand their tech- nical and economic feasibility.

Looking forward, the Group will continue to collaborate with suppliers with more energy intensive processes (e.g. dyeing or finish- ing) to encourage them to implement energy efficiency programmes.

LOGISTICS SYSTEM The challenges faced by the logistics system in recent years, marked by the pandemic and international political instability, have been manifold. In 2023 a new normality continued with a series of geopolitical uncertainties that resulted in constant review of the geography of supply chain procurement and the related logistic ac- cess conditions. This led to variations in transportation modes and times in response to fluctuations in air traffic, the riskiness of cer- tain maritime traffic routes and the continued volatility of interna- tional transport costs.

during the year, the Group s efforts aimed to increase the automation and standardisation of processes, continuing the pro- cess of integrating the main logistics service providers into the Group s IT systems and to develop internal competence centres on areas ensuring control and continuity of the business and the sustainability of processes.

In 2023 the Stone Island logistics and distribution system was progressively integrated into the Group model; many of the relat- ed flows have been aligned with the system developed for Moncler, thus improving operational efficiency through synergies created between spaces, resources in logistics nodes and transport.

The Group has always sought to implement logistics solutions that ensure effectiveness, operational efficiency and compliance with delivery times alongside with the attention to the environment. In this regard, the Group is committed to creating an internal and ex- ternal culture that encourages and supports its logistics partners in adopting increasingly sustainable transport systems and methods, and is progressively introducing sustainability minimum require- ments to its contracts to mitigate and prevent CO2 emissions.

Various activities have been carried out over the years or are under evaluation to contain environmental impacts and costs. The main streams of the Moncler Group s commitment towards a low envi- ronmental impact logistics system are:

identifying efficient routes to reduce distances travelled; optimising flows to minimise travel; space-efficient packaging to deliver the same volume of

product in less space; packaging made with material with a lower environmental

footprint; promotion of the use of means of transport with a lower en-

vironmental impact (definition of sustainability minimum requirements and progressive introduction to agreements for the provision of logistics services for distribution in the eMeA Region).

In recent years, Moncler has modified the packaging used to trans- port finished products, resulting in a significant reduction in vol- umes handled and, thus, in the need for vehicles and, consequently, the environmental impacts generated in terms of GHG emissions.

Also in 2023 Moncler compensated last-mile emissions for the e-commerce channel in Korea and Japan, and in the Ameri- cas and eMeA Regions, for which specifically continued to use the UPS® carbon neutral service. In 2024 this possibility will also be extended to the e-commerce flows of the Stone Island brand.

INITIATIVES TO PROMOTE SUSTAINABLE MOBILITY The Moncler Group is aware of the impact of urban mobility and encourages its employees to adopt solutions with a low environ- mental impact.

In particular, in 2023, the car pooling initiative for Moncler

employees at the Trebaseleghe office (Padua) continued. This ini- tiative, encouraged by the Group through a contribution provided to those who make their car available, enables Moncler people to benefit from moments of socialisation with their colleagues, while also limiting the environmental impact of travel. In addition, also in 2023 Moncler continued to promote the use of bicycles by making company bicycles available to all employees at the Milan and Tre- baseleghe (Padua) offices who applied for them with the aim of en- couraging individual mobility as an alternative to using local private and public transport for urban travels and travel between offices.

At its production site in Romania Moncler continued to pro- vide a shuttle bus service. This commuting system, from which benefited around 900 people, prevented the emission of over 1,670 tonnes of CO2, equals to a reduction of 43% compared to the emissions that would have been generated if each employee had moved by private means.

In addition, in Italy, a Mobility Manager was appointed in 2021 to promote sustainable mobility of employees by developing a Work Home Travel Plan (WHTP), which is updated annually. In particular, in 2023, on the basis of the mapping of corporate offices carried out in 2022 to analyse workplace accessibility, the transport solutions used by employees, travel distance and time and possible areas of intervention were identified in order to reduce pollutant emissions and promote alternative approaches to commuting. In this regard, in 2023 mobility services, such as sharing mobility and local pub- lic transport pass, were provided to Moncler employees in Italy. In addition, Moncler employees in Italy have accessed a tool that us- es gamification to encourage virtuous behaviour by employees who use low impact commuting methods (cycling, walking, trams, bus- es, etc.). Through this platform, the Group also obtains monthly in- formation on avoided CO2 emissions, useful for updating the WHTP.

For years the Group has leveraged the potential of new tech- nologies, such as innovative video conference and telepresence sys- tems that facilitate remote communication, allowing to reduce the impacts of travel on both the environment and people s quality of life.

To date the Moncler Group has 46 meeting rooms with mod- ern video conference or telepresence systems.

In addition to the video conference systems present in offic- es, since 2019 it has been used the web desk conferencing sys- tem, i.e. a flexible video conference system that integrates with the systems in the video rooms at company offices and also allows ex- ternal video conference systems to be connected to the company network. Through this video communication system, the Group al- lows personnel outside the Company to contact internal staff with- out having to travel.

WATER The Moncler Group, aware of the importance of responsibly man- aging the consumption of resources, including water, is committed to preserve and reduce the consumption of such resources at its sites and throughout the supply chain.

In recent years the Group has thus launched a series of activ- ities aimed not only at assessing its impacts on water consumption, but also at analysing the water risk of its sites and along the supply chain to identify improvement measures.

As part of this process, in 2023 the Group updated the cal- culations of its water footprint, including water consumption occur- ring both at its sites and throughout the supply chain.

This analysis was conducted in collaboration with an external partner and follows the principles set by the standard ISO 14046: Water Footprint Principles, requirements and guidelines. The wa- ter footprint calculation methodology allows to combine direct (at the Group s sites) and indirect (throughout the supply chain) con- sumption data with the water risk index (reflecting water scarcity Available Water Remaining AWARe) associated with each geo- graphical area analysed.

In line with the analysis of the Group s carbon footprint, al- so the water footprint showed that the most significant impacts on water resources occur in the extraction and production phases of materials and in some processing stages.

With regard to direct consumption (offices, stores, produc- tion sites and logistics hub), the main source of water supply for the Group is represented by water mains. All direct water consumption

RESOURCES CONSUMPTION AND MANAGEMENT