SUSTAINABILITY PLAN In 2021 the 2020-2025 Strategic Sustainability Plan was also ex- tended to Stone Island and expanded with new targets confirming the commitment to sustainable development and how environ- mental and social responsibility is increasingly an integral part of the Group s business model. The Plan focuses on five strategic priorities: climate change, circular economy, responsible sourc- ing, valuing diversity and support for local communities.
ACT ON CLIMATE CHANGE Reducing emissions. Embracing clean energy. Safeguarding biodiversity
THINK BOLD & CIRCULAR Designing to last. Using low-impact materials. Cutting waste
BE FAIR Ensuring trust. Tracing and sourcing responsibly
NURTURE UNIQUENESS Welcoming everyone. Celebrating diversity everywhere. Expressing ourselves always
GIVE BACK Supporting local communities. Donating time and value. Sharing warmth
The Moncler Group s Sustainability Plan includes targets for re- ducing environmental impact, including the recycling of pro- duction waste, the widespread use of sustainable nylon, the elimination of single-use plastic, the traceability of raw materi- als and the continuous improvement of social and environmen- tal standards along the supply chain through close collaboration with its production partners. Awareness-raising initiatives are al- so planned to promote and enhance diversity and strengthen an increasingly inclusive culture. The Group is also committed to support local communities with high social value projects for the community, and to protect 150,000 vulnerable children and fami- lies from the cold. For details of all the targets of the Plan, see the following pages.
In 2021, targets related to biodiversity, the Group s water footprint, merino wool, cotton and diversity and inclusion were al- so added.
In identifying the strategic drivers and relative Plan s com- mitments, the priorities set in the 2030 Agenda for Sustainable Development (Sustainable Development Goals SDGs) were also taken into account, thereby contributing to achieving them.
Of the 17 macro objectives described in the SDGs (such as ending poverty, fighting inequality and tackling climate change), the Group contributes to eleven of them directly or through organ- isations with which it collaborates.
SUSTAINABILITY PLAN PROCESS The Sustainability Unit works in collaboration with the heads of the other relevant departments, to identify areas for improvement and the relevant projects and on the basis of which it formulates a draft for the Sustainability Plan (planning phase).
The Plan is then submitted to the Moncler and Stone Island Strategic Committee, which analyses its content and feasibility. In the final stage, the Plan is assessed by the Control, Risks and Sustainability Committee, which verifies its consistency with the Group s strategy and expresses its opinion to the Board of Direc- tors, responsible for final approval.
Responsibility for achieving the objectives set out in the Sustainability Plan lies with the liaison officers of the depart- ments involved, who have the resources, tools and know-how nec- essary for its implementation (management phase). Within the MBO (Management By Objectives) system, social and environ- mental targets related to the fulfilment of the Sustainability Plan are set for everyone involved in the implementation of the Plan it- self. With regard to medium-/long-term incentive plans, the share plan 2020 Performance Shares Plan , also include an ESG Per- formance Indicator, linked to the achievement of specific Sustain- ability Plan targets.
To ensure compliance with the commitments made, the Sustainability Unit asks for regular progress reports on the proj- ects and, in turn, informs the Control, Risks and Sustainability Committee (control phase).
The Plan is then updated annually in order to report on the status of projects and to set new objectives with a view to contin- uous improvement, in the awareness that sustainability is not a destination, but a process of continuous improvement.
70 71 MONCLER GROUP
2021 RESPONSIBLE BUSINESS MANAGEMENTRESPONSIBLE BUSINESS MANAGEMENT