the technical and photographic skills of all Client Advisors when sharing and present- ing products to clients.
In order to promote a uniform and consistent approach to the client and the way the Moncler brand is communicated, and from a multi-channel perspective, in 2021 intense training also continued for the personnel of the most important stores in the wholesale channel, in particular monobrands (shop-in-shop). During the year a training programme on Moncler s history and culture, as well as product knowl- edge, was implemented through e-learning modules. The client experience was thus enriched by a narrative of company s history and an effective presentation of the distinctive features and qualities of Moncler products, always in line with that of the retail channel. Training was also supported by new materials provided during in-store morning briefs and through new digital training tools.
In the retail channel, 2021 marked the conclusion of the first phase of the training programme for Store Managers, focused on the development of managerial and l eadership skills. During the year this programme also involved other management personnel at stores, such as Client Advisor Managers and Store Operation Managers. A new phase will be rolled out in 2022 at global level.
Also 2021, strongly affected by the Covid-19 global health crisis and consequent limitation of movement due to closures and distancing obligations, saw some important collaborations with the Merchandising and Operations department to keep offering increasingly detailed and engaging distance training on products, with a particular focus on materials and collections. During the year, research also continued to identify new and innovative digital tools designed to revolutionise the training experience in future years.
The Pro-Activities programme, established in 2020 as a group learning and cre- ation of peer-to-peer content activity and developed as an ongoing international self-learning and knowledge sharing activity, was completed in 2021. The resulting activities created by the Client Advisors were shared with the sales network to give a greater resonance to the themes of participation and proactiveness.
2022 will be an important year due to the complete revision of the company train- ing tools, which will evolve in light of socialisation and social media concepts.
BUILDING LEADERSHIP
The first edition of the Building Leadership Training Programme, a training programme of approximately 720 hours for the development and enhancement of leaders skills within the organisation, was launched in 2021. The initiative involved 30 employees of corporate offices with diverse skills and backgrounds and was divided into six work- shops focusing on topics such as leadership, importance of feedback, ability to dele- gate, stress management, conflict management and effective communication. An individual coaching programme was also offered to participants in order to reinforce the ability to apply the concepts learned.
REMUNERATION The Moncler Group s remuneration system is designed to attract, motivate and retain people with the professional skills required by the perspectives of business growth. It is based on principles of equity, equal opportunities, meritocracy and competitiveness on the market.
As a listed company, the Remuneration Policy for Group directors and strategic executives is set in accordance with the recommendations of the Corporate Governance Code, with the involvement of the People & Organisation function, the Nomina- tion and Remuneration Committee, the Board of Directors and the Company s Ordinary Shareholders Meeting (see the Report on Remuneration, available in the Governance section at www. monclergroup.com).
The remuneration of personnel takes into consideration specific criteria, including market standards and internal equity, the characteristics of the role and responsibilities, the distinctive skills of individuals, with a view to ensure maximum objectivity, in order to avoid any form of discrimination. In this regard, the Mon- cler Group, aware of the importance of guaranteeing and promot- ing an inclusive culture that aims to eliminate the gender pay gap, has committed to begin, in 2022, a process to achieve the Equal Pay certification. This project will include a comprehensive quan- titative analysis of compensation data and a qualitative review of the distinguishing factors of each employee taking into consider- ation, for example, the professional category, tenure and perfor- mance to obtain Equal Pay certification by 2025.
For several years now, the Moncler Group has been con- ducting an annual salary review process, based on two principles: performance and talent. According to the results of the annual as- sessment and business results, as well as the potential shown, managers can propose remuneration increases for their staff. These increases are then discussed in specific steering commit- tees. The approved proposals take into account individual merit, the contribution to the creation of added value for the Group, fair- ness and competitiveness in relation to the market.
In the countries in which it operates, the Group offers, with- out differences by gender, entry level salaries equal to or above the minimum wage required by law or collective bargaining agree- ments; this was confirmed by the analysis carried out in 2021 on the entire corporate population, including the production site in Romania.
The Global Mobility Policy, adopted at Group level in 2021, sets out company commitments to ensure a fair, competitive, in- centivising and consistent financial treatment of Expatriates at the global level. This policy is a fundamental tool for regulating in- ternational mobility, which increasingly represents a pillar of indi- vidual development and business success.
The remuneration structure of 83% of the eligible profes- sionals, managers, executives and senior executives is made up of both fixed and variable components, appropriately balanced according to their contributions to the company s strategic objec- tives. The variable component may be short-term (Management By Objectives) for store managers and corporate employees; a sales commission for retail staff, both at team and individual lev- el; or long-term (long-term incentive). For the Italian corporate office population up to the managers category, a performance bo-
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