The increasing integration between business decisions and the assessment of their environmental and social impacts is at the core of the Group s ability to create long-term value for all its stakeholders.
Animal welfare
Climate change Poverty and social development
Diversity and inclusion Circular economy
Responsible sourcing
Product quality and safety
New generations Sustainable packaging
Biodiversity
Employee experience Client experience
Health, safety and wellbeing
Employee performance and development
Cybersecurity
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CREATING SUSTAINABLE VALUE
MATERIALITY MATRIX
Moncler considers the materiality analysis as an important tool to identify the most relevant environmental and social priorities that are consistent with its business strategy, and to define the contents of the Consolidated Non-Financial State- ment according to the Global Reporting Initiative (GRI) inter- national reporting standards.
In terms of sustainability reporting, the topics deemed as material (or relevant) are those that have a significant impact on the economic, social, and environmental performance of the Company or that may substantially influence stakehold- ers perceptions and decisions.
Accordingly, the materiality analysis is two-fold, as it takes account of the standpoint not only of the Company, but also of its stakeholders.
The analysis is conducted routinely by the Sustainability Unit with the support of a specialist consultancy firm, through a structured process involving the Group s management. The materiality analysis is a three-step process: identification of all potential material topics of signifi-
cance to Moncler. This involves the analysis of corporate documents (Code of Ethics, Annual Report, Strategic Plan, etc.), external literature on changes in market sce- narios1, sustainability assessment questionnaires by rat- ing agencies, sector studies, media and internet research, multi-stakeholder standards/initiatives2, and dialogue with investors and other stakeholders;
prioritization of the material topics. The topics are prioritized by Moncler s liaison officers, tasked with
DIALOGUE WITH STAKEHOLDERS
Moncler believes in the importance of maintaining strong relationships with all of its stakeholders. Relationships that thrive on constant dialogue and active engagement reflect the Group s sense of responsibility towards the social context with which it interacts.
Stakeholders have a wide range of differing interests, therefore establishing and maintaining stable and lasting rela- tionships is crucial for creating shared, long-term value.
Understanding specific requirements and priorities en- ables Moncler to tackle issues before they become critical, and to fine-tune its actions in response to stakeholders inter- ests. The first step toward building an effective engagement process involves the clear and timely identification of stake- holders, so as to establish the most effective communication channels, while continually monitoring expectations, needs and opinions.
The Group pursues a proactive approach to all stakehold- ers worldwide. It does so through dedicated functions that interact with them continually, promoting ongoing dialogue and remaining responsive to their needs. Indeed, Moncler believes that such interactions are opportunities for mutual
growth and improvement. Over the next few years it will be especially important for the Group to design new forms of dialogue, so it can take an increasingly digital native approach to interacting with the community.
The following table, which maps stakeholders and their expectations, is periodically revised through internal surveys with the company units in charge of everyday relations with each category.
1. World Economic Forum report, the Sustainability Manifesto for Italian Fashion, The State of Fashion 2021, reports and studies of the Nordic Initiative Clean and Ethical (NICE), and the Sustainable Apparel Coalition (Higgs Index). 2. Global Compact, GRI Standards, OECD Guidelines for Multinational Enterprises, The Fashion Pact. 3. Within the scope of the analysis, aspects related to corporate governance, regulatory compliance, economic performance, and brand reputation were considered prerequisites; as such, they were not individually included in the process but are nevertheless accounted for in this Statement.
assessing each topic from the Company s standpoint as well as that of stakeholders, rating each on a scale from 1 to 5;
presentation to the Board of Directors. In 2020, the Materiality Matrix was further updated to reflect the evolution of the business scenario, new emerging topics, and the strategic priorities formalized in the Moncler Born to Protect Sustainability Plan and through discussions with So- cially Responsible Investors (SRIs), other investors, and vari- ous wholesale clients. 15 topics were identified as material3.
The latest Materiality Matrix includes two new topics: cybersecurity and new generations. Cybersecurity plays an important role by making sure Moncler s IT infrastructures hold up and improving its ability to prevent and manage cy- ber attacks, particularly in online sales (especially now that e-commerce is being insourced) and given the greater use of remote working as a result of the COVID-19 emergency. A fo- cus on new generations is one of the five pillars of Moncler s strategy: by strengthening its ability to interpret the evolu- tion of cultural codes, the Company will offer a new concept of luxury far removed from traditional standards.
For the correlation between material topics and GRI indi- cators, please see the table in the Appendix.
59CONSOLIDATED NON FINANCIAL STATEMENT 202058 RESPONSIBLE BUSINESS MANAGEMENT