65 ReSPOnSIBLe BUSIneSS MAnAGeMenT64 ReSPOnSIBLe BUSIneSS MAnAGeMenT MONCLER GROUP 2023

pact and the residual likelihood of occurrence, i.e. net of the activities implemented or planned by the Group to manage the impacts.

The most significant impacts and the related material topics were subsequently submitted to the Board of Directors, following the assessment by the Control, Risks and Sustainability Committee, for approval for reporting purposes.

This update led to the definition of a list of 18 material topics for the Moncler Group, attributable to each of the five strategic pri- orities of the 2020-2025 Sustainability Plan and listed in alphabet- ical order.

ACT On CLIMATe & nATURe Biodiversity Climate change Waste Water

THInK CIRCULAR & BOLd Innovation, circular economy and preferred materials Packaging Product quality and safety

Be FAIR Animal welfare Responsible sourcing Traceability

nURTURe UnIQUeneSS diversity, equity and inclusion employee experience employee performance and development Health, safety and welbeing

GIVe BACK Client experience and community engagement Give back for social development Partnership for sustainable development

Compared to the list of topics in the 2022 non-Financial Consol- idated Statement, the only change made following the materiality analysis carried out in 2023 relates to the topic of waste and end- of-life products which has been divided, considering end-of-life topic within the topic innovation, circular economy and preferred materials in line with the approach defined by the new european regulations on eco-design (ecodesign for Sustainable Products Regulation - eSPR).

For the correlation between material topics and GRI indica- tors please see the table in the Appendix.

The Moncler Group considers it very important to maintain a con- stant and solid relationship with all its stakeholders. A relationship based on continuous dialogue and active involvement is the ex- pression of the Group s responsibility towards the social context with which it interacts.

Stakeholders represent a wide range of different interests: establishing and maintaining stable, long-lasting relationships is crucial for the creation of shared, long-term value.

Understanding specific needs and priorities allows Mon- cler and Stone Island to manage in advance potential challenges and refine their actions in response to stakeholder interests. Pre- cisely identifying their stakeholders and organising the most effec- tive channels, constantly monitoring their expectations, needs and opinions, are the starting point for setting up an effective engage- ment process.

Through dedicated functions, the Group pursues a proac- tive approach to the many stakeholders with which it constantly interacts around the world, promoting constant dialogue and em- bracing their needs. Both Brands are aware that these occasions for dialogue are mutual opportunities for growth and enrichment. In recent years the Group has been committed to redesigning new approaches to dialogue with the aim of interacting with its commu- nity in an increasingly digital native way.

The following table, which maps the stakeholders, along with their expectations, is updated periodically through internal surveys with the company departments responsible for daily management of relations with each specific category.

DIALOGUE WITH STAKEHOLDERS

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