C
M
Y
CM
MY
CY
CMY
K
MONCLER_BTP_01_ACT ON CLIMATE CHANGE [Converted].pdf 1 01/02/2021 19:34
C
M
Y
CM
MY
CY
CMY
K
MONCLER_BTP_03_BE FAIR.pdf 1 01/02/2021 19:41
C
M
Y
CM
MY
CY
CMY
K
MONCLER_BTP_02 THINK CIRCULAR.pdf 1 01/02/2021 19:39
ACT ON CLIMATE CHANGE Reducing emissions. Embracing clean energy
BE FAIR Ensuring trust. Tracing and sourcing responsibly
THINK CIRCULAR Designing to last. Using low-impact materials. Cutting waste
C
M
Y
CM
MY
CY
CMY
K
MONCLER_BTP_05_NURTURE GENIUS.pdf 1 01/02/2021 19:47
NURTURE GENIUS Welcoming everyone. Celebrating diversity everywhere. Expressing ourselves always
C
M
Y
CM
MY
CY
CMY
K
MONCLER_BTP_04_GIVE BACK.pdf 1 01/02/2021 19:43
GIVE BACK Supporting local communities. Donating time and value. Sharing warmth
SUSTAINABILITY PLAN
Moncler was founded in 1952 in Grenoble and has over 60 years of history during which it has written and rewritten its own path, evolving its identity and the way it does business, while always remaining true to its origins. Moncler was born to protect from the cold. Inspired by these roots, it has named its Strategic Sustainability Plan Moncler Born to Protect, a ti- tle that embraces today s great global challenges by extending its natural inclination for protection to the planet and all of its people. With this Plan it renews its commitment to sus- tainable growth and emphasizes how environmental and so- cial responsibility are increasingly vital to its business model, focusing on five strategic priorities: climate change, circular economy, responsible sourcing, valuing diversity, and support for local communities.
Moncler s Sustainability Plan includes environmental im- pact reduction targets such as achieving carbon neutrality, recycling fabric scraps, making widespread use of sustainable nylon, and eliminating single-use plastics. As a further step towards an increasingly circular approach, Moncler will begin to recycle certified down following its DIST Protocol, using an innovative mechanical process that uses about 70% less water than traditional down recycling. See also page 148. The Sus- tainability Plan also focuses on the traceability of raw materials and the continuous improvement of social and environmen- tal standards along the supply chain by working closely with its manufacturing partners. It includes internal and external awareness-raising initiatives to foster and value diversity and promote an increasingly inclusive culture. Moncler is also committed to supporting local communities with projects of high social value, and to protecting 100,000 vulnerable chil- dren and families from the cold. See the following pages for details of all of the Plan s targets.
In defining the strategic drivers and commitments of Moncler Born to Protect, the Group also considered the prior- ities defined in the UN s 2030 Agenda for Sustainable Develop- ment (Sustainable Development Goals - SDGs), thus contribut- ing to their achievement.
Of the UN s 17 SDGs (such as ending poverty, fighting in- equality and tackling climate change), the Group is contrib- uting to 10 of them either directly or through organizations with which it collaborates.
SUSTAINABILITY PLAN PROCESS
The Sustainability Unit works with the heads of relevant de- partments to identify areas for improvement and related pro- jects, on the basis of which it formulates a draft proposal for the Sustainability Plan (planning stage).
The Plan is then submitted to the Strategic Committee, which analyses its contents and feasibility. The final stage in- volves the Plan s assessment by the Control, Risks and Sustain- ability Committee, which verifies its consistency with Group strategy and gives its opinion to the Board of Directors, which is responsible for final approval.
Responsibility for achieving the targets of the Sustainabil- ity Plan lies with the liaison officers, who have the necessary resources, tools and know-how to implement the Plan (oper- ational stage). Within the MBO (Management By Objectives) system, social and environmental targets related to the fulfil- ment of the Sustainability Plan are set for everyone involved
in the implementation of the Plan itself. The performance in- dicators of the medium/long-term 2020 Performance Shares Plan include an ESG performance indicator linked to the achievement of specific Sustainability Plan targets.
To ensure the observance of commitments made, the Sus- tainability Unit asks for regular progress reports on projects, and updates the Control, Risks and Sustainability Committee accordingly (monitoring stage).
The plan is updated each year to report on the status of projects underway, and to set new targets for continuous im- provement, in the awareness that sustainability is not a point of arrival but an ongoing process of improvement.
65CONSOLIDATED NON FINANCIAL STATEMENT 202064 RESPONSIBLE BUSINESS MANAGEMENT