DEVELOPMENT Identifying and retaining the best talent at the Company is of cru- cial importance. To enhance and develop people Moncler uses the PIUMA Leadership Model, an annual performance assessment system that measures the skills people use to achieve the as- signed targets. Based on a robust methodology, it measures per- formance by assessing the level of knowledge, problem-solving and impact on the business, then comparing it with the standard expected for the specific role. This allows to verify the level of ad- herence of individuals to their role, suggesting possible training and development plans.
The assessment is based on a series of values of which ev- ery employee must be an ambassador and promoter: integrity, passion, identification with company culture, ability to build trust- based relationships, global vision, performance excellence, inno- vation and talent enhancement.
The evaluation system, which aims to improve business performance, has a medium-to-long-term perspective and is therefore one of the key processes for managing and developing people, defining succession plans and retaining the best talent. It is the base of the remuneration review process, ensuring equi- ty, equal opportunities, meritocracy and competitiveness on mar- ket. An important step in the evaluation process is the employee self-assessment that enables employees to compare the percep- tion of their performance with that of the Company, thus making sharing between manager and staff more productive.
The assessment process requires that each manager as- sess their teams using a digital platform. The assessments are subsequently reviewed and finalised by a committee of senior ex- ecutives, with the aim of ensuring the comparison and calibration of the assessments, making them even fairer and more objective. The process ends with a feedback session between the supervisor and the team member, in which the areas for improvement identi- fied are discussed, the results achieved are emphasised and an action plan to strengthen future performance is shared.
The assessment process is applied to all positions, both cor- porate and retail, at a global level, including, from 2020, the man- agement population of the production site in Romania. In 2021 this process was also extended to the worker population in Roma- nia, in a manner consistent with the needs of such an important population in terms of numbers and specificity.
In 2021 4,147 people were assessed at Moncler, 53% more than the previous year, accounting for 100%10 of the eligible popula- tion. The performance evaluation system was extended also to Stone Island employees; about 70 people were assessed representing 20% of eligible population, with the target of achieving 100% by 2022.
PERFORMANCE ASSESSMENT
Moncler Group Moncler Brand 2021 2021 2020 2019 Employees assessed (No.) 4,218 4,147 2,708 2,354 Eligible population covered (%) 94% 100% 97% 92%
EMPLOYEE ENGAGEMENT The Group believes that dialogue and employee engagement are essential to increase the motivation and satisfaction of its people, thus creating strong long-term relationships. The Engagement & Internal Communication unit within the People & Organisation function is tasked with developing strategies, actions and tools for personnel engagement and promotion of corporate culture. Several initiatives were developed in 2021, all of which sharing some distinctive features: developing collaboration between peo- ple, creating opportunities for sharing and knowledge, facilitating the communication of information and creating a common culture and vision in order to increase team spirit at the Moncler Group.
The use of MONCamp, the corporate intranet, has been strengthened over the years as a tool for sharing information and news and for enhancing networking among colleagues. The news section of MONCamp, supported by a specific editorial plan, shares news about products, events and people, thereby boosting knowledge, sharing and a growing sense of belonging to the Mon- cler world. The platform s social function has also been strength-
10 The percentage was calculated on the 2021 workforce with perma- nent contract, which served as the benchmark for the 2021 as- sessment process.
ened and expanded, making it a very important mean in employee communication, especially for retail, where it is used to share sales experiences, build relationships with clients and promote local events. In the light of the integration of Stone Island, MON- Camp will be reviewed and updated at Group level.
In addition, the people satisfaction survey MONVoice, reg- ularly carried out at Moncler, was launched at Group level in 2021. This analysis aims to capture the Company s positioning on two aspects: employee engagement and enablement. By analysing the individual components of each of these two aspects, the Mon- cler Group identifies the strengths and areas to work on to im- prove its overall positioning.
In December 2021, the fifth edition of MONVoice was launched, involving 4,286 people worldwide, with a questionnaire of 51 closed questions and two open questions asking people for suggestions on the areas of improvement of the Moncler Group and the factors that motivate them.
The main areas of excellence resulted to be quality and at- tention to the client , the flexibility and availability of managers in addition to the sense of pride in being part of the Group . Col- laboration and communication between departments continues to be an area to be strengthened, together with the Group s abili- ty to create development opportunities and the reward system .
In order to begin a process of improvement for people, start- ing from people themselves, survey results are shared worldwide through newsletters dedicated to the corporate population and translated into the languages of the Regions in which the Group is present, as well as through dedicated meetings. Moments for sharing results are key to deepen the data that have emerged and then define action plans and improvement projects to meet the expectations and needs of the entire organisation s workforce.
PEOPLE SATISFACTION SURVEY
Moncler Group Moncler Brand 2021 2021 2020 2019 Employees involved (No.) 4,286 3,913 3,741 3,640 Population covered (%) 100 100 100 100 Engagement rate (%) 62 63 72 60 Response rate (%) 88 88 88 88 of whom women (%) 70 72 73 73
Activities designed to create interaction moments between em- ployees and the Group s top management continued during the year. In particular, it continued the Thank Boss It s Friday!, an ini- tiative launched in 2019 where employees share curiosities and offer suggestions to top management with a view to open dia- logue. In 2021 the format evolved and was extended to all func- tion heads, involving more than 11 of them, in addition to the 124 participants at Italian corporate offices. The initiative was also launched in the other Moncler Regions, adapting it to local cul- tures. In APAC, for example, it became a tea-break and involved new employees in particular. In 2022 the format will be further ex- tended to Stone Island to foster mutual knowledge of manage- ment and colleagues within the Moncler Group, and will also be launched at a global level, through the involvement of the Presi- dents of the Regions, with the aim of increasing connection op- portunities for people with different backgrounds and origins.
In line with the objective of creating awareness of what is occurring within the Group and setting up contact opportunities with top management, several meetings were held for all employ- ees, during which financial results were illustrated. These are op- portunities set up at the corporate level to explain and celebrate company results and update the entire corporate population on the most relevant projects. These initiatives have also been repli- cated periodically at local level, in order to deepen the results and objectives of each Region.
In addition, in July 2021 all the Group s employees were in- vited to participate in an update session involving members of the Moncler and Stone Island top management, organised with the aim of sharing the Group s results and future strategic projects.
In the belief that corporate volunteering is not only an in- strument for social responsibility, but also a means of creating a
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