63 ReSPOnSIBLe BUSIneSS MAnAGeMenT62 ReSPOnSIBLe BUSIneSS MAnAGeMenT MONCLER GROUP 2023

OPPORTUnITY deSCRIPTIOn And IMPACT AdAPTATIOn And MITIGATIOn ACTIOnS TO ReALISe THe OPPORTUnITY

Increase in resource efficiency The efficient use of resources, such as electricity, at the Group s sites and operations may lead to a reduction in the energy used and the emissions generated, with a consequent reduction in operating costs.

The Group has implemented, and continues to imple- ment, various efficiency measures:

environmental certification: the Moncler and Stone Island corporate offices are ISO 14001 certified, with the exception of the Stone Island office opened in Milan in 2023, for which the certification pro- cess was started; the logistics hub in Castel San Giovanni (Piacenza) has obtained BReeAM certification. In addition, all new corporate sites will be Leed certified. Compliance with certification and standard criteria results in increased efficiency of the buildings and of contin- uous improvement;

energy efficiency initiatives: over the years, tradi- tional lighting systems have been replaced with Led lights and thermal insulation systems have been adopted to ensure greater energy efficiency. The latest-generation Leds ensure an estimated energy savings of up to 80% compared to conven- tional lighting systems, while also generating less residual heat. To date 99%8 of Moncler stores worldwide (100% in the United States, Korea, Japan and europe) have Led lighting systems. In addition, Moncler extended the use of Building Management Systems (BMS) to stores for more efficient management of energy consumption.

Change in client purchasing dynamics Increasing awareness of clients with respect to climate change topics has been registered, especially among younger generations. Clients are paying increasing atten- tion to the environmental impact of the fashion indus- try and showing growing interest in lower-impact prod- ucts and more responsible companies.

The Group has already been working since 2021 to progressively integrate lower-impact materials, com- pared to the conventional options, in its collections to reach over 50% of preferred yarns and fabrics in 2025 collections.

8 excluding the shop-in-shops where lighting systems are provided by the host department stores (18 at global level), and on which, therefore, Moncler cannot take action. However, by the end of 2023, such shop-in- shops were equipped with Led lighting systems.

The increasing integration between economic decisions and the assessment of their social and environmental impacts are the ba- sis for the Group s ability to create long-term value for all stake- holders.

MATERIALITY ANALYSIS For the Moncler Group, the materiality analysis has always been an important tool for identifying the most significant environmen- tal and social priorities for its stakeholders in line with its business strategy and business impacts, identifying and managing risks and opportunities and defining the contents of the Consolidated non-Financial Statement according to the Global Reporting Initia- tive (GRI) international reporting standard.

In keeping with the requirements of 2021 GRI Universal Stan- dards, also in 2023 the Group continued to adopt a methodologi- cal approach in conducting the materiality analysis, which includes the concept of due diligence and strengthens that of impact, to of- fer a complete picture of business risks and creation of long-term value. In particular, the new GRI 3 Material Topics 2021 emphasis- es the need for organisations to identify the impacts that the organ- isation has or could have on the economy, environment and people, including on human rights, which in turn may indicate their (nega- tive or positive) contribution to sustainable development, consider- ing the entire value chain.

The materiality analysis takes into account both the areas provided for in Legislative decree 254/2016 and the characteris- tic aspects of the industry in which the Group operates, to the ex- tent necessary to ensure an understanding of the Group s activities, performance, results and impact generated by the Company itself.

According to this approach, by considering the Moncler Group s context, activities and business relationships, 18 material9 topics have been identified. These topics reflect the organisation s most significant actual and potential impacts on aspects such as the economy, environment and individuals, including impacts on human rights (impact materiality).

The analysis, which since 2015 has been carried out regularly by the Sustainability Unit with the support of a specialised firm, also in 2023 consisted in a structured process involving external stake- holders with sustainability expertise, the management of both Brands and the Sustainability Unit as experts in the various areas of competence assessed. The materiality analysis process has been divided into four phases, in line with the requirements of GRI 3 Material Topics 2021:

understanding the context through an analysis of the Group s activities, business relationships, the sustainability context in which they take place and the relevant stakehold- ers, with the aim of collecting the information necessary to identify actual and potential impacts. In addition to the inter- nal documentation, a comparison with the reference sector was made;

identification of the nature of actual and potential impacts, negative and positive, short- and long-term, predictable and unpredictable, reversible and irreversible, on the economy, environment and individuals, including impacts on human rights, arising from the organisation s activities and busi- ness relationships analysed in the previous phase (inside-out perspective). The impacts were identified starting from the process carried out in 2022 through the analysis of corpo- rate documentation (Code of ethics, Annual Financial Report, Strategic Plan, as well as the results of the risk assessment carried out by the Internal Audit function), external literature on scenario changes10, questionnaires by sustainability rat- ing companies, comparison with the sector, media and in- ternet research and multi-stakeholder standards/initiatives11 and dialogue with stakeholders, including investors, during periodic meetings;

assessment of the significance of the impacts identified through a quantitative and qualitative analysis through one- to-one interviews with a panel of external stakeholders, starting with the assessments gathered during interviews with members of the top management of both Brands, car- ried out in 2022 and confirmed in 2023, who were asked to assess the combination of the severity of the potential im-

SUSTAINABLE VALUE CREATION

9 In the analysis, governance, legal compliance, economic performance, and brand reputation aspects were considered as prerequisites and were therefore not individually included in the process, but are still re- ported in this Statement.

10 Report by the World economic Forum, the Sustainability Manifesto for Italian Fashion, The State of Fashion 2022, reports and studies of the ellen MacArthur Foundation and Vogue Business.

11 Global Compact, AA1000, GRI and SASB standards, OeCd Guidelines for Multinational enterprises, Recommendations of the Task Force on Climate-related Financial disclosures, The Fashion Pact and dIST forum.