Moncler — Remuneration Information 2026

Mar 31, 2026

1 REMUNERATION REPORT 2026

REPORT ON THE POLICY REGARDING REMUNERATION AND FEES PAID ⁰⁶

09

REMUNERATION REPORT SECTION I

REMUNERATION PAID SECTION II

• EXECUTIVE SUMMARY 1
• PURPOSE, GENERAL PRINCIPLES AND DURATION OF THE REMUNERATION POLICY 2
• THE GOVERNANCE OF THE REMUNERATION PROCESS 3
• REMUNERATION OF CEO, EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSRs 4
• NON-EXECUTIVE DIRECTORS' REMUNERATION 5
• REMUNERATION OF THE BOARD OF AUDITORS 6
• DEROGATIONS 7

LETTER FROM THE CHAIR OF THE NOMINATION AND REMUNERATION COMMITTEE

INTRODUCTION

• 1 INTRODUCTION
• 2 PAY MIX
• 3 ACHIEVEMENT OF VARIABILE INCENTIVE SYSTEM
• 4 EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSR
• 5 NON EXECUTIVE DIRECTORS
• 6 BOARD OF STATUTORY AUDITORS
• 7 CHANGE IN THE REMUNERATION
• 8 TABLES

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considered more than satisfactory, including with respect to ESG policies and the challenges assigned to each individual.

In line with the principles of transparency and ease of reading, Section II sets out in detail the quantitative data relating to the various objectives underlying variable and long term remuneration.

As can be readily observed, for the first time not all members of Top Management achieved maximum performance objectives, both in relation to variable remuneration and long term incentives. These outcomes are the result of choices fully consistent with the policies adopted, combined with certain factors that, in the current year, could be considered one off in nature. Deliberately, and as a matter of prudence, no extraordinary nature was invoked for any of these variables. This further underscore, in a highly meaningful way, Top Management's approach to the objectives set under both the MBO system and the three-year plan.

As of this year, the attribution of performance shares over a two cycle timeframe has ceased. Given that this mechanism, particularly in light of the recent share price volatility across the sector, has led to significant asymmetries among beneficiaries, it will be appropriate in the future to carry out all necessary assessments from the perspective of fairness and meritocracy.

A further development at the beginning of 2026 concerns the appointment of Bartolomeo "Leo" Rongone as Chief Executive Officer of the Moncler Group, following an important strategic decision aimed at further strengthening and enhancing the Group's distinctive capabilities.

Finally, we would like to emphasise the full continuity of remuneration policies applicable to the remainder of Top Management, as well as the unchanged approach to valuing all talents by rewarding the results achieved and ensuring consistency between remuneration, sustainability strategy and market best practices.

I trust that the efforts made over the course of the year by the Committee, in cooperation with Management, in adopting this Policy and in preparing the accompanying Report designed to strike a balance between the new challenges Moncler has chosen to address with the appointment of a new key executive and the historically adopted policy that has consistently delivered excellent results — will enable you to find all the information you require.

On behalf of the Committee, I would like to thank you in advance for the interest and support you will continue to show.

Dear Shareholders,

In my capacity as Chair of the Nomination and Remuneration Committee, and on behalf of the Board of Directors of Moncler, I am pleased to present the Report on the Remuneration Policy for 2026 and on the fees paid in 2025.

First of all, I would like to thank Diva Moriani, who held this role prior to me and with whom I am pleased to continue working within the same Committee, together with Anna Zanardi. I would also like to thank all stakeholders for the valuable and constructive input provided over recent months.

The Policy we are presenting this year is in fact also the result of the ongoing dialogue we maintain with market representatives, with a view to identifying areas for improvement in line with international best practices, and above all to maximising the transparency of the information provided and ensuring that such information is set out clearly and comprehensively, particularly where it relates to the Group's choices concerning aspects that are directly, but also indirectly, connected to remuneration strategies and mechanisms.

As has been reiterated on several occasions, the distinctive size and structure of the Moncler Group require a high level of attention to a number of aspects, particularly from a retention perspective, including one off arrangements, where the structure of each remuneration package has always represented a key element. While the overall approach understandably remains closely linked to the Group's economic and financial performance, the ability to attract, retain and motivate top talent continues to be a primary objective.

In an objectively complex context, characterised by recent developments that would have been difficult to foresee, Moncler has consistently demonstrated its ability to maintain excellent — and in some respects unique — performance, also thanks to its human resources policies, achieving results that clearly reflect and enhance the commitment of Top Management and of all the Group's people.

As is well known, geopolitical variables have increasingly affected economic activity in recent years. At the same time, Moncler's reference sector has been impacted by national policies (such as the so called "luxury shame"), by post pandemic pricing strategies not always fully aligned with long term objectives, and, more significantly, by the uncertainties arising from tariff policies, particularly in the United States. Despite this backdrop, Moncler's results continue to rank among the best in its sector.

A group such as Moncler is able to address these challenges with confidence thanks to the scale it has achieved. It is for this reason that, within Section I of the Remuneration Policy, the benchmarking section has been further refined and expanded. The analysis has been conducted not only with reference to revenue size, but also taking into account market capitalisation and the Group's presence in an increasingly global market. This has led to the decision to benchmark against peers with genuinely comparable characteristics, rather than against groups that are objectively heterogeneous for various reasons, yet too often incorrectly referenced.

Turning more specifically to the Remuneration Policy, no material changes have been introduced with regard to the balance between fixed and variable components or between short and medium term incentives, as Moncler has long adopted an equilibrium that is

LETTER FROM THE CHAIRMAN OF THE NOMINATION AND REMUNERATION COMMITTEE

ALESSANDRA GRITTI

Chair of the Nomination and Remuneration Committee

The Report is submitted to the Shareholders' vote pursuant to Article 123-ter of the Consolidated Law on Finance and consists of two Sections:

• • SECTION I illustrates the Policy adopted for 2026 by the Company with respect to the remuneration of Directors, Statutory Auditors and Managers with Strategic Responsibilities and thus indicates the principles and purposes pursued and the governance of the process;
• • SECTION II provides a representation, also in analytical form, of each of the items relating to the remuneration received or accrued by the members of the Board, the Board of Statutory Auditors and the Managers with Strategic Responsibilities during the Fiscal Year.

The 2026 Policy has been defined taking into account the evolutionary path that has characterized Moncler's remuneration framework, incorporating the feedback collected throughout the engagement process with Proxy Advisors and Investors, while at the same time ensuring the highest level of transparency in the definition of criteria and remuneration elements.

Compared with previous years, the 2026 Policy introduces new elements that reflect the appointment of the new CEO and the resulting governance structure of the Group, with Bartolomeo "Leo" Rongone as Group CEO and Remo Ruffini as Executive Chairman of the Group 1 .

These changes not only reflect the strategic priorities associated with the role of the new CEO, but were also necessary to secure his appointment to the Group. The adjustments therefore aim to ensure a remuneration package that is overall competitive relative to his previous positioning. They are therefore exceptional in nature, having been adopted exclusively on the occasion of his entry into the Group and applying solely to his first mandate.

No changes have been made to the principles governing the remuneration of the rest of Top Management: for them, the 2026 Policy has been designed in substantial continuity with the past, with the sole exception of a change relating to the short -term variable component (cap on the MBO). In this regard, it should be noted that, concurrently with the arrival of the new CEO, Remo Ruffini, as mentioned, will serve as Executive Chairman and will maintain responsibility for Creative Direction, while also continuing to play a primary role in the governance and strategic direction of the Group.

INTRODUCTION

¹ The Board of Directors appointed by co-optation Bartolomeo Rongone as a new member of the Board of Directors at its meeting held on 19 February 2026 and also appointed him as Chief Executive Officer with effect as of 1 April 2026. Bartolomeo Rongone will remain in office as Director until the next Shareholders' Meeting, scheduled for 21 April 2026, which will be also called upon to resolve on his confirmation in the role of Director.

The following Paragraph illustrates the elements that make up the remuneration of the CEO and of the other beneficiaries of the Policy. In general terms, compared with the previous policy (adopted for 2025), the main changes are the following:

2 For the MSRs, the percentage is adjusted to include strategic and financial Function-level objectives.

POLICY 2025

Moreover, in line with the ongoing alignment with stakeholder expectations and market best practices, the Policy:

• • has a one year duration, in continuity with 2025;
• framework adopted by Moncler as a whole.

• provides detailed disclosure of the benchmarking analysis for the Executive Chairman, the CEO, the Chief Corporate & Supply Officer and the MSRs. Compared with last year, and also in response to certain observations received during the engagement activities, the graphical representation of the positioning of their respective remuneration packages has been comprehensively revised in order to offer a more complete and comparative overview of the remuneration

Fixed component		Determined according to the role and delegated powers, ensuring competitiveness with respect to the market and internal equity.	The remuneration level of the new CEO has been adjusted, taking into account the compensation levels of his previous position.
Short-term variable	Structure	Annual cash incentive based on Group objectives.	Structure	No changes.
component (MBO)	Cap	150% of the fixed component, beyond which no additional incentive can be paid.	Cap	200% of the fixed component.
	KPIs	85% consisting of economic financial objectives, and the remaining 15% consisting of qualitative/project based KPIs, of which 10% ESG and 5% People Engagement2	KPIs	With a view to streamlining the MBO system, the ESG KPI (linked to the achievement of the objectives set out in the new 2026–2028 Sustainability Plan) increases its weighting from 10% to 15%. The indicator now also covers people-related topics, which under the previous MBO system were addressed through a dedicated People Engagement KPI with a weighting of 5%. The 85% weighting assigned to the economic-financial objectives is confirmed.
Medium-long term variable component (LTI)	Structure New plans	Share based incentive linked to medium long term performance objectives under the Performance Share plans (with a three year vesting period). No new Plan.	Structure	in addition to the Performance Share Plans, a Restricted Share Plan is provided for the new CEO (in order to compensate medium-long-term components no longer available following the termination of his previous employment and therefore upon joining Moncler); the plan is also share-based, subject to continued relationship with Moncler, and not linked to performance objectives.
			New plans	The 2026 Performance Share Plan for the entire Management and the 2026 Restricted Share Plan for the sole CEO (subject to approval by the 2026 Shareholders' Meeting).
Benefit		They include company cars, life insurance, retirement plans and prevention programs.	No changes.
Severance and non-compete		The total amount, including any non-competition agreements, does not exceed 2 years of fixed and variable remuneration (the latter calculated as the average of the last 3 MBOs paid).	No changes.

Furthermore, in continuity with the review process initiated last year, certain changes have been made to the structure of the Report, with the aim of enhancing clarity and improving the accessibility of information for all stakeholders.

POLICY 2026

SECTION I REMUNERATION REPORT

EXECUTIVE SUMMARY PURPOSE, GENERAL PRINCIPLES AND DURATION OF THE REMUNERATION POLICY THE GOVERNANCE OF THE REMUNERATION PROCESS REMUNERATION OF CEO, EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSRs NON-EXECUTIVE DIRECTORS' REMUNERATION REMUNERATION OF THE BOARD OF AUDITORS DEROGATIONS

1. EXECUTIVE SUMMARY

1.1 CEO

FIXED COMPONENT

BENEFIT

They include company cars, life insurance, retirement plans and prevention programs.

STRUCTURE AMOUNT

Determined according to the role and delegated powers, ensuring competitiveness with respect to the market and internal equity. € 2,500,000

3 The medium to long term component is annualised taking into account the biennial grant frequency. The granted value, equal to Euro 7 million, is annualised by considering two grant cycles over a five year period: 7*2 / 5 = 2.8.

MEDIUM-LONG TERM VARIABLE (LTI)

SHORT-TERM VARIABLE (MBO)

Target Max Cap € 2,500,000 € 5,000,000 200% of the fixed component

Annual monetary incentive based on Group objectives.

PERFORMANCE OBJECTIVES

55% Group Ebit 30% Group Free Cash Flow 15% Group ESG

1.2 EXECUTIVE DIRECTORS AND MSRs

FIXED COMPONENT

BENEFIT

They include company cars, life insurance, retirement plans and prevention programs.

Determined according to the role and delegated powers, ensuring competitiveness with respect to the market and internal equity.

SEVERANCE

Specific circumstances determining entitlement and criteria for setting the amount are provided. In 2026, they find application to a MSRs.

The total amount, including any noncompetition agreements, does not exceed 2 years of fixed and variable remuneration (the latter calculated as the average of the last 3 MBOs paid).

2026 PERFORMANCE SHARES PLAN

Structure, performance objectives and vesting period aligned with CEO's 2026 Performance Shares Plan.

Executive Chairman: € 1,500,000 Chief Corporate & Supply Officer: €940,000 MSRs (average figure): €579,000 STRUCTURE AMOUNT Executive Chairman: Target Max Chief Corporate & Supply Officer: Target Max MSRs (average figure): Target Max 168%* 202%* 167%* 200%* 140%* 168%* Executive Chairman: Target Max Chief Corporate & Supply Officer: Target Max MSRs (average figure): Target Max 67%* 143%* 49%* 105%* 44%* 92%* *of the fixed component MEDIUM-LONG TERM VARIABLE (LTI) *of the fixed component

Incentive structure aligned with the CEO's.

PERFORMANCE OBJECTIVES

Executive Chairman and Chief Corporate & Supply Officer Objectives defined in line with those applicable to the CEO.

MSRs

Objectives defined based on the structure applicable to Executive Directors, in relation to the responsibilities assigned.

SHORT-TERM VARIABLE (MBO)

Share-based incentive related to medium to long-term Group goals represented by the 2026 Performance Shares Plan and by the 2026 Restricted Shares Plan.

1) 2026 PERFORMANCE SHARES PLAN

PERFORMANCE OBJECTIVES 70% Group Net Income 15% Group Free Cash Flow 15% Group ESG

VESTING PERIOD: three years.

INCENTIVE ACCRUAL: achievement of the performance objectives on a cumulative basis at the end of the vesting period.

2) 2026 RESTRICTED SHARES PLAN

VESTING PERIOD: three years.

INCENTIVE ACCRUAL: conditional upon the CEO's continued relationship with Moncler throughout the vesting period and not subject to any performance conditions.

Annualised LTI value equal to € 2,800,0003

Overall € 7,000,000 with the 2026 Performance Share Plan component at target), of which:

1) PERFORMANCE SHARES

2) RESTRICTED SHARES

Target Max €4,500,000 €5,400,000

€ 2,500,000

The payout is determined on the basis of achievement levels (threshold, target, maximum) with linear progression between levels.

1) 2026 PERFORMANCE SHARES PLAN

The objectives (Net Income, Free Cash Flow and ESG are measured on objectives defined ex ante with a minimum, target and maximum threshold; the payout is proportional to the level of achievement and ranges from 80% to 120%.

For the ESG objective, payout levels are determined with respect to the achievement of 3 objectives and the attainment of a high sustainability performance rating (operating as over-performance) awarded by one of the leading ESG rating agencies in all three consecutive years (please refer to Paragraph 4.4.2).

2) 2026 RESTRICTED SHARE PLAN (CEO ONLY)

The 2026 Restricted Share Plan does not provide for performance objectives. The Shares are granted subject to the beneficiary's continued relationship with Moncler until the end of the three year vesting period. No performance ranges are therefore provided.

ECONOMIC AND FINANCIAL OBJECTIVES

The final bonus may be increased up to 150% based on the Group's EBIT performance, triggered from 101% of the target EBIT level.

MULTIPLIER

	Threshold	Target
Level of OBIETTIVI NON FINANZIARI achievement	50%	100%
Payout	50%	100%

The payout is calculated as for the financial objectives, but limited at target level.

NON-FINANCIAL OBJECTIVES

PERFORMANCE RANGE

	Threshold	Target	Maximum
Level of achievement	-5/-2% vs target	Budget of fiscal year	+7/+10% vs target
Payout	50%	100%	150%

OBIETTIVI NON FINANZIARI 150% Level of achievement Payout 107% 101% → 107% →

	Threshold	Target	Maximum
Level of achievement	-10% vs target	Cumulated target	+5% vs target
Payout	80%	100%	120%

Payout

Max

Intermediate results are calculated

by linear interpolation.

There are differentiated performance

ranges per KPI.

Payout 0% for results below the threshold level.

150% for results above the

maximum level.

Intermediate results are calculated by linear interpolation.

Payout		0% for results below the
		threshold level

Max of 120% for results above the maximum level

1.3 BUSINESS STRATEGY AND REMUNERATION POLICY

The Remuneration Policy supports the achievement of the objectives defined in Moncler's Business Plan and is characterized by the following.

The profitability of the business is at the heart of the short- and medium- to long-term incentive systems, with focus on EBIT and Free Cash Flow, and make the variable component strongly linked to the Pay for performance principle.

• ESG topics are at the heart of the Group's strategy and are declined in the

• ESG objectives account for 15% of the MBO component and 15% of the LTI component represented by the Performance Share Plans.

The variable portion represents a significant component of the remuneration package of the Executive Chairman, the CEO and other recipients of the Policy: the mediumto long-term component (LTI) is paid in Shares to ensure alignment with the mediumto long-term interests of Shareholders and stakeholders in general.

Soundness of economic and financial performance
Sustainability	Sustainability Plan 2026-2028 (SIDE by SIDE"). component represented by the Performance Share Plans.
Shareholders' medium- to long term interests
Remuneration of the generality of employees	MBO and LTI systems are governed by the same regulations.

The principles of the incentive system in the Policy apply to all the employees, as the MBO and LTI systems are governed by the same regulations.

MEDIUM- TO LONG-TERM VARIABLE (LTI)

ABS	MBO	LTI
25%	1€m 26%	1€m 49%	1.9€m
FIXED 25%		VARIABLE 75%

CHIEF CORPORATE & SUPPLY OFFICER

ABS 32%	MBO 15% 1€m 0.5€m	LTI 53%	1.6€m
FIXED 32%		VARIABLE 68%

Target Max

ABS 34%	0.6€m 0.3€m	MBO 15%	LTI 51%	0.9€m
FIXED 34%			VARIABLE 66%

Target

ABS		MBO		LTI
27%	0.6€m	26%	0.6€m 47%		1.1€m
FIXED 27%				VARIABLE 73%

DRS (avg)

Max

Target						Max
ABS		MBO		LTI		ABS		MBO		LTI
32%	2.5€m 32%		2.5€m	36%	2.8€m	23%	2.5€m	47%	5€m	30%	3.2€m
FIXED 32%				VARIABLE 68%			FIXED 23%		VARIABLE 77%

CEO

1.5 AGM VOTING RESULTS

The remuneration policy for the 2025 financial year, with a one year duration, was approved by the Shareholders' Meeting of 16 April 2025 – which also appointed the current Board of Directors – obtaining a large qualified majority among shareholders. Both Section I (policy) and Section II (compensation paid in 2024) were approved with a voting percentage exceeding 89%, highlighting the significant level of support expressed by shareholders.

Below are the outcomes of the shareholders' votes relating to the Policy. From 2020 to 2024, the duration of the Policy was aligned with the term of office of the Board; starting from 2025, the duration has been reduced to one year.

SECTION II (REMUNERATION REPORT)

Istitutional investors (% voting institutional investors)

Total shareholders (% voting participants)

Below are the results of the votes concerning the section on compensation paid.

shareholders.

The graphs below illustrate the pay mix for Executive Directors and MSRs (average figure).

The variable component accounts for more than 70% of the total and more than 2/3 of it is paid in Shares4, subject to lock-up restrictions.

1.4 PAY MIX

Target				Max
ABS	MBO	LTI		ABS		MBO		LTI
30%	1.5€m 20% 1€m 50%		2.5€m	23%	1.5€m 32%		2.1€m 45%		3€m
FIXED 30%		VARIABLE 70%			FIXED 23%			VARIABLE 77%

EXECUTIVE CHAIRMAN

4 The mid- to long-term component is annualised taking into account the two-year assignment frequency. For the Executive Chairman, the value assigned every two years and amounting to Euro 6.3 million is annualised by considering two assignment cycles over 5 years: 6.3*2 / 5 = 2.5.

Istitutional investors

SECTION I (REMUNERATION POLICY)

The policy for the generality of employees is characterized as follows.

1.7 THE POLICY FOR THE GENERALITY OF EMPLOYEES

The Policy is based on the following principles, which are generally applicable to all the employees.

Rewarding employees based on their performance and achievements, thus

Offer market-competitive compensation packages to attract and retain top talent.

Ensure that all employees are paid fairly, without discrimination based on gender,

To promote equal opportunities for professional growth and development for employees, by monitoring remuneration levels in order to prevent potential

Meritocracy	incentivizing excellence and commitment.
Competitiveness
Equity	age, ethnicity or other personal characteristics.
Equal opportunities	disparities, including gender pay gaps.
Sustainability	responsible behaviors.
Transparency

Integrate ESG objectives into variable compensation components, incentivizing

Clearly communicate the criteria and processes for determining remuneration so that employees understand how they are evaluated and remunerated.

• Defining criteria: external market comparison, internal equity, role characteristics, responsibilities and

• distinctive competencies.
• of offered packages.

• Process: subject to annual review taking into account principles of internal equity and market competitiveness

• Eligible population: over 85% of the more than 1,700 eligible employees (Professional, Manager, Executive,

• Objective: The objectives, which are predominantly economic and financial in nature, are predefined and measurable and also include ESG objectives, structured both as quantitative objectives and as project-

• Senior Executive) are included in the variable systems.
• based/qualitative objectives linked to the launch or development of specific initiatives.
• key individuals of the Group.

• System: MBO schemes apply to the corporate population and to managerial retail staff; sales-based commissions apply to the retail population; and a collective variable component applies to non desk worker employees. In addition, LTIs, structured as Performance Share Plans, are in place for managerial roles and

• Types of benefits: welfare, prevention programs, retirement plans and insurance coverage for the

• managerial population.
• time).

• Application: offered to all employees regardless of contract type (fixed-term, permanent; full-time, part-

FIXED REMUNERATION

VARIABLE REMUNERATION

BENEFITS

1.6 ENGAGEMENT

In 2025 as well, the Company, through the Chair of the Nomination and Remuneration Committee, the Lead Independent Director and the Secretary of the Board of Directors, maintained a constructive dialogue with Proxy Advisors and Investors regarding, among other things, the previous remuneration policy.

In particular, 24 meetings were held with Proxy Advisors and institutional Investors, during which the components of Moncler's remuneration framework were analysed and discussed, as well as the aspects of the policy and/or the report on which the Proxy Advisors had highlighted certain areas for improvement. Representatives from the Investor Relations & Strategic Planning and Sustainability Functions also participated in these meetings.

The feedback and recommendations that emerged from this dialogue, as well as the outcomes of the 2025 Shareholders' Meeting votes, were reviewed and considered during the meetings of the Nomination and Remuneration Committee in preparation for the new 2026 Policy.

Engagement activities will clearly continue in 2026 and, ahead of the forthcoming Shareholders' Meeting, will constitute an important opportunity to illustrate the main developments related to the arrival of the new CEO and the elements characterising the 2026 Policy. At the same time, the indications that will be collected during the post-meeting phase will also be taken into account, in order to incorporate any useful insights for potential future improvements.

Ahead of the Shareholders' Meeting of next 21 April, 20 meetings are planned.

The Remuneration Policy aims to attract, retain and motivate key people, in line with the Group's culture and values. This is done through a transparent and concrete link between variable compensation and the actually achieved performance, according to a "No pay for failure" dynamic.

The elements that characterize the Remuneration Policy support the achievement of the Group's strategic guidelines and are functional to the pursuit of the Company's sustainable success.

2 PURPOSE, GENERAL PRINCIPLES AND DURATION OF THE REMUNERATION POLICY

2.1 PURPOSE AND GENERAL PRINCIPLES

BALANCE BETWEEN FIXED AND VARIABLE COMPONENTS	The variable component is adequately balanced against the fixed component and is structured consistently with the Company's strategic objectives and risk profile. It represents the most significant part of total remuneration.
PERFORMANCE OBJECTIVES	They are predetermined, measurable, include ESG objectives, and are linked to a short term (MBO) and, with regard to the Performance Shares Plans, medium- to long-term (LTI) horizon.
MAXIMUM LIMIT	The MBO includes a maximum cap, equal to 200% of the fixed component of the compensation package beyond which no additional incentive can be paid (even if performance exceeds the maximum range defined by the system). As regards the component represented by the Performance Share Plans, the LTI provides, in the event of results higher than the maximum level (over-performance), a maximum payout equal to 120% of the target incentive.
TIME DEFERRAL (LTI LOCK-UP)	Part of the medium-long-term component (30% of the shares granted, net of the shares that may be sold to cover tax and social security obligations) is subject to a lock-up restriction (until the end of the mandate for Executive Directors and for at least 24 months for MSRs).
CLAW BACK E MALUS CLAUSES	It is envisaged that the Company may request the return of variable components already paid or withhold deferred amounts in case of misinformation, fraudulent behavior, or other specific individual circumstances.
SEVERANCE PAY	If provided, it is clear and predetermined, with a maximum limit of 2 years of fixed and variable remuneration (calculated as the average of the last 3 MBOs).

The 2026 Policy shall have an annual duration and, therefore, shall apply until the approval of the financial statements as of 31 December 2026.

2.2 DURATION

3 THE GOVERNANCE OF THE REMUNERATION PROCESS

3.1 BODIES AND PARTIES INVOLVED

The Policy is discussed by the Nomination and Remuneration Committee, approved by the Board of Directors, and lastly submitted to the Shareholders' Meeting. The bodies and parties involved in the definition and approval of the Policy are as follows.

• determines the remuneration of the members of the Board of Directors and the Board of Statutory Auditors, upon appointment and for the entire term of office; • resolves, upon the proposal of the Board of Directors, on share-based remuneration

• casts a binding vote on Section I of the Remuneration Report and an advisory vote on

• determines, upon the proposal of the Nomination and Remuneration Committee and after hearing the opinion of the Board of Statutory Auditors, the remuneration of Executive

• develops, with the assistance of the Nomination and Remuneration Committee, the policy

• defines the objectives of variable remuneration and verifies the level of the objectives'

• implements the share-based remuneration plans approved by the Shareholders' Meeting; • approves the policy to be presented to the Shareholders' Meeting;

• assesses, with the support of the Nomination and Remuneration Committee, the content of the vote on the remuneration report cast by the Shareholders' Meeting so that the relevant functions and bodies may discuss it in the post-Shareholders' Meeting

The Committee performs inquiry, propositional and advisory functions to the Board of

The Board of Statutory Auditors expresses the opinions required by current regulations with reference, in particular, to the remuneration of Executive Directors.

SHAREHOLDERS' MEETING	The Shareholders' Meeting: plans; Section II.
BOARD OF DIRECTORS	The Board: Directors; for the remuneration of Directors and MSRs; achievement; • approves the policy to be presented to the Shareholders' Meeting;
NOMINATION AND REMUNERATION	engagement activity. Directors on remuneration matters. Please refer to Section 3.2.
BOARD OF STATUTORY AUDITORS	with reference, in particular, to the remuneration of Executive Directors.
INTERNAL FUNCTIONS	and, if any, of the succession planning; objectives); with the Proxy Advisors and Institutional Investors;
INDEPENDENT EXPERTS	their reporting.

• People & Organization: ensures technical support for the definition (and subsequent implementation) of the remuneration policy; is guarantor of the remuneration systems, of the analysis of remuneration levels, of the performance management processes

• Finance: provides assistance at all stages of the policy- making process (from the determination of financial KPIs to the verifications of the achievement of related

• Corporate Affairs & Compliance: provides support for the purposes of checks on the consistency of the policy with legal and regulatory provisions, also taking into account best practices and coordinates, along with the Chair of the Nomination and Remuneration Committee and the Sustainability Function, the engagement activity

• Sustainability: provides technical support for the definition of ESG objectives and

Market analyses on benchmark peers are conducted with the help of independent external consultants (for the 2026 Policy, in continuity with past practice, Willis Towers Watson) who provide analysis with respect to remuneration practices and levels to monitor the adequacy of Top Management compensation. Please refer to Section 4.2 of the Report.

3.2 NOMINATION AND REMUNERATION

The Nomination and Remuneration Committee of Moncler is composed of non-Executive Directors, the majority of whom are independent, and the Chair is selected from among them. All members possess appropriate knowledge and experience in financial matters and remuneration policies. The Committee in office at the date of this Report was appointed by the Board on 16 April 2025 and will remain in office until the approval of the financial statements for the 2027 financial year, with the following composition:

The Committee performs propositional and advisory functions for the Board of Directors. In particular, it formulates proposals on the remuneration of Directors and MSRs, sets and verifies the performance objectives on which the variable component is based on, monitors the implementation of the Board's decisions on remuneration, reviews the remuneration policy report, periodically assesses the adequacy of the adopted policy, provides opinions on appointments, and oversees the self-assessment process of the Board and Committees.

During the Fiscal Year, the Committee held 6 meetings with an average duration of 2 hours. The main activities that the

Committee undertook during the Fiscal Year are represented below.

5 Roberto Eggs will step down from his role as Chief Business & Global Market Officer and Executive Director as of 1 March 2026; he will continue his collaboration with the Group in the capacity of Non Executive Director of Moncler.

2025	ACTIVITIES
JANUARY - MARCH	• Analysis of the remuneration benchmarking for the Executive Chairman (also CEO in 2025), the Executive Directors, the Managers with Strategic Responsibilities and the Executive Chairman's direct reports; • Review of the outcomes of the Board of Directors' and Board Committees' self-assessment process (Board Review); • Review of a salary review proposal concerning one MSRs and one direct report of the Executive Chairman; • Verification of the achievement of the objectives related to the 2024 MBOs and to the first vesting cycle (2022–2024) of the 2022 PS Plan; • Definition of the 2025 MBOs; • Preparation and review of the Remuneration Report; • Assessments regarding the continued fulfilment of the independence requirement by two Directors; • Committee report to the Board of Directors on the activities carried out in the second half of 2024.
APRIL - JUNE	• Proposal regarding the allocation of the remuneration for the Board of Directors and the determination of the compensation of the Executive Directors pursuant to Article 2389 of the Italian Civil Code; • Analysis of the engagement activities carried out ahead of the 2025 Shareholders' Meeting and review of the voting outcomes.
JULY - SEPTEMBER	• Induction session on the Group's organisational structure; • Appointment of a Manager with Strategic Responsabilities; • Committee report to the Board on the activities carried out during the first half of 2025.
OCTOBER - DECEMBER	• Review of the profile and remuneration package of the new CEO, as well as the related benchmarking analysis; • Preliminary review of certain proposals for the Remuneration Policy; • Discussion regarding the Board Review process.

As of the date of approval of this Report, three meetings of the Committee have already been held, which addressed, among other things: the review of the draft Report; the termination of Roberto Eggs and the new organisational structure following his departure from the role of Executive Director5 ; the analysis of the remuneration benchmark for Top Management; the verification of the achievement of the objectives relating to the short-term component (2025 MBO) and the medium-long term component (second cycle of the 2022 Performance Share Plan); the outcomes of the Board Review; the review of the 2026 PS Plan and the 2026 RS Plan, both to be submitted to the forthcoming Shareholders' Meeting.

26 MONCLER 27 REMUNERATION REPORT 2026

The remuneration system adopted by Moncler and set forth in the Policy is structured as follows.

4 REMUNERATION OF THE EXECUTIVE CHAIRMAN, CEO, EXECUTIVE DIRECTORS AND MSRS

4.1 STRUCTURE

4.2 REMUNERATION BENCHMARKING

The Policy provides for continuous monitoring of the national and international regulatory framework, of best practices in remuneration, and of general market trends in terms of pay-mix, remuneration levels and incentive structures, in order to ensure competitiveness and to guarantee the Group's ability to attract, retain and motivate key profiles.

The Company's established approach is to conduct, on an annual basis, two separate analyses which—up to the previous Policy—concerned the Executive Chairman (also CEO in 2025) on the one hand, and the other beneficiaries of the Policy on the other. In continuity with the past, and in light of the appointment of the new CEO, the two analyses now concern the Executive Chairman and the CEO, and, subsequently, the other beneficiaries.

This approach, developed according to a methodology designed by the independent consultant Willis Towers Watson, is based on rigorous criteria aimed at ensuring full comparability between Moncler and the selected benchmark.

The positioning resulting from the two analyses is presented below and illustrated in detail in the following two paragraphs.

For the remuneration packages of the Executive Chairman and the CEO, as part of the ongoing market monitoring activity and in continuity with 2025, the reference panel has been maintained unchanged. It is composed of companies which, in terms of size, sector and country of origin, as well as international footprint and business model, are overall comparable to Moncler. The panel continues to represent a valid benchmark for Moncler in terms of the competitiveness of its remuneration offering and its ability to attract and retain talent.

4.2.1 EXECUTIVE CHAIRMAN AND CEO BENCHMARKING

For the assessment of the dimensional comparability of the peer group, the methodology adopted is based on three criteria: (i) number of employees, (ii) revenues and (iii) market capitalization. The analysis ensures dimensional comparability of the peer group, with particular focus on market capitalization. Moncler, whose market capitalization is above the median value of the reference group, is therefore positioned overall at the 50th percentile relative to the companies identified in the panel. This result reflects the predominant weight attributed to market capitalization compared to the other two dimensions considered in the benchmarking by the independent consultant.

The panel also ensures adequate representation of the Fashion & Luxury sector and geographical balance: it includes comparable Italian and European companies that constitute the Company's main reference market.

Within this analysis, the Executive Chairman's remuneration package is slightly below the median level while the CEO's remuneration package is positioned between the median and the 75th percentile of the reference peer group.

	• Adidas
--	----------

• Burberry Group
• Davide Campari
• Ermenegildo Zegna
• Ferrari
• Frasers Group Plc
• Hugo Boss • Kering

• Hermes

• LVMH
• Pandora
• Prada

PEER GROUP FOR THE CEO AND EXECUTIVE CHAIRMAN

• Puig Brands
• Puma
• Salvatore Ferragamo
• The Swatch Group

4.2.2 BENCHMARKING OF OTHER EXECUTIVE DIRECTORS AND MSRs

The competitiveness of the remuneration packages of Top Management (Chief Corporate & Supply Officer and MSRs) has been assessed, in continuity with previous years, against a panel composed exclusively of companies in the luxury sector.

To take into account the dimensional differences among the companies, the comparison was carried out based on the organizational weight of the positions, calculated according to the position-weighting methodology used within the Moncler Group. In order to compare these roles with market benchmarks, the Willis Towers Watson grading methodology was applied, which evaluates positions on the basis of managerial responsibilities (accountability), know-how and managerial and problem-solving capabilities. The Group positions thus weighted were then compared with the corresponding market benchmark.

The analysis conducted confirms the strong positioning of Moncler's remuneration packages relative to the market: the Chief Corporate & Supply Officer is positioned slightly below the 75th percentile, while the Managers with Strategic Responsabilities are positioned slightly above this threshold.

• Alexander McQueen	• Gucci
• Balenciaga	• Hermes
• Bottega Veneta	• Hugo Boss
• Boucheron	• Kenzo
• Burberry Group	• Kering
• Chanel	• L'Oreal
• Christian Dior	• Lacoste
• Ermenegildo Zegna	• Loro Piana
• EssilorLuxottica	• Louis Vuitton LVMH
• Fendi	• Mark Jacobs
• Ferrari	• Nike

TOP MANAGEMENT PEER GROUP

• Pandora

• Puma
• Ralph Lauren
• Richemont
• Saint Laurent
• Salvatore Ferragamo
• SMCP
• Tod's
• Valentino
• Versace
• YOOX

It is determined based on the role and assigned responsibilities, considering market remuneration levels for comparable roles.

It consists of a short-term cash component (MBO) and a medium- to long-term share component (LTI). Performance objectives are predetermined and measurable.

In line with market practices, they include the use of company cars and insurance policies (life, accident, supplementary health coverage).

FIXED COMPONENT

VARIABLE COMPONENT

BENEFIT

		Benchmark - Total Annual* Remuneration
Chairman
	€ 5,085	€ 6,321	€ 8,998
CEO
Chief Corporate &	€ 5,085	€ 6,321	€ 8,998
Supply Office	€ 1,754	€ 2,680	€ 3,125
MSRs
	€ 1,058	€ 1,438	€ 1,832
	25th	Median	75th

The short-term variable component (MBO, Management by Objectives) incentivizes recipients of the Remuneration Policy to achieve key annual objectives (economic/financial, ESG and linked to strategic projects).

The MBO system provides for:

• full alignment with the Budget for the relevant fiscal year, as the KPIs are in line with what is provided in the annual Budget;
• an increase in the incentive for results above those predetermined at target level;
• likewise, a significantly reduced payout, to the extent of 50% of the value at target, in the event of performance below the target level;
• a maximum cap, equal to 200% of the fixed component, beyond which no incentive can be paid out.

The MBO consists of two dimensions: a collective one, to incentivize performances that relate to the overall dimension for the Group, and an individual one, to recognize individual contributions to the achievement of strategic objectives of the Function.

The payment of the MBO is always subject to verification of the achievement of the objectives defined at the beginning of the relevant financial year. Exclusively in the case of hiring during the financial year (to potentially compensate for components accrued with the previous employer and no longer accessible), a bonus may exceptionally be granted for the first year of employment, either fully or partially guaranteed, or fully or partially linked to qualitative objectives of significant strategic-operational relevance, in any case in an amount not exceeding 50% of the fixed component.

4.3.1 FUNCTION AND STRUCTURE OF THE MBO

4.3 ANNUAL VARIABLE INCENTIVE - MBO

The MBO balanced score card of the Executive Chairman, the CEO and Chief Corporate & Supply Officer consists of 85% economic/financial objectives and the remaining 15% on quantitative and qualitative /project based KPIs.

For MSRs, the percentage of influence of the objectives set out in the above table is modulated to include strategic and financial objectives of the Function, focused on economic/financial and operational performance, internal efficiency as well as certain projects relevant to the Function to which they belong. These objectives include, among others, sales and profitability objectives as well as project objectives related to the achievement of milestones relevant to the specific Function.

4.3.2 PERFORMANCE OBJECTIVES

OBJECTIVE AND WEIGHT	DESCRIPTION
EBIT 55%	Earnings Before Interest and Taxes (Operating Result). Indicator of operating profit before financial charges and taxes.
FREE CASH FLOW 30%	Cash flow as reported in the reclassified consolidated statement indicated in the Management Report, "Performance Update" section, included in the consolidated financial statements of the Moncler Group, pre-IFRS 16 and net of "Changes in other assets/(liabilities)"
ESG 15%	Annual objectives of the new Sustainability Plan 2026-2028 ("SIDE by SIDE").

The MBO system involves the application of a linear performance curve and a multiplier.

6 All objectives are outlined in the Consolidated Sustainability Statement published annually on www.monclergroup.com website, "Sustainability/Reporting"

4.3.4 CALCULATION MECHANISM

This KPI relates to the achievement of the objectives of the Sustainability Plan 2026-2028 ("SIDE by SIDE"), with reference to the relevant year, related to the five pillars of the sustainability strategy. These objectives specifically relate to clear strategic priorities: fighting climate change and protecting nature, with an increasingly circular approach to products; promoting high social standards along the supply chain; the continuous strengthening of customer relationships; maintaining strong relationships with clients, supporting local communities; fostering the development and well being of employees6.

The progress of the objectives is constantly monitored through a digital project-management tool that allows for periodic verification throughout the year of the progress made on each objective for the purposes of the final assessment.

4.3.3 FOCUS KPI ESG

A performance curve is applied to the economic-financial objectives (i.e., EBIT and Free Cash Flow) with a threshold,

target and maximum level. Depending on the target value, the payout is determined as follows:

• 50% upon reaching the threshold level,
• 100% at target level,
• 150% at the maximum level.

There is no payout in case of performance below the threshold level and, in parallel, there is no higher payout in case of performance exceeding the maximum level; for intermediate results, the calculation of the relevant payout is done by linear interpolation.

Level of achievement	KPI 1 (EBIT)	KPI 2 (Free Cash Flow)	Payout
Threshold	-2% vs target	-5% vs target	50%
Target	Budget of the fiscal year	Budget of the fiscal year	100%
Maximum	+7% vs target	+10% vs target	150%

% MBO PAYOUT

Non-financial objectives are evaluated according to a scale with a threshold level of 50% of the relevant target. For this type of object, there is no payout level above 100% in the event of results above the target level.

Non-financial objectives

% MBO PAYOUT

	Level of achievement	Payout
Threshold	50%	50%
Target	100%	100%

PERFORMANCE CURVE

Economic-financial objectives

Section.

			Target		Achievement	Payout
%	KPI	€ MBO		Scale	%	%
			Max	+ 7% vs bgt	107%	150%
55%	EBIT GRUPPO MONCLER	550,000	Target	Budget	100%	100%
			Min	-2% vs budget	98%	50%
			Max	+ 10% vs bgt	110%	150%
30%	FREE CASH FLOW	300,000	Target	Budget	100%	100%
			Min	-5% vs bgt	95%	50%
15%	ESG	150,000		Target ad hoc	50-100%	50-100%
		1,000,000				[A]
					% Multiplier	x 107% → 150% =
					MBO Payout	[B]

The total value of the MBO determined as above is subject to a cap as the payout disbursed cannot exceed 200% of the fixed remuneration.

LEVEL OF	101% -	102% -	103% -	104% -	105% -	106% -	107% -
ACHIEVEMENT	101.99%	102.99%	103.99%	104.99%	105.99%	106.99%	>107%
% MULTIPLIER	107%	114%	121%	129%	136%	143%	150%

The multiplier is linked to Group EBIT performance and acts on the total balanced payout of the score card: it is activated exclusively from 101% achievement of the Group EBIT target, according to the following scale.

Multiplier

The incentive calculation mechanism is depicted in the chart below which is structured on the balanced score card applied to the Executive Chairman, the CEO and to the Chief Corporate & Supply Officer: the sum of the payouts of the individual objectives , calculated according to the performance scale applicable to each, is then multiplied according to the applicable Multiplier level, thus providing the MBO payout . The same calculation mechanics are also applied for MSRs, taking into consideration the relevant objectives assigned annually to each of them. [A] [B]

• the 2026 Performance Share Plan (the 2026 PS Plan), with a three-year vesting period and performance objectives;
• the 2026 Restricted Share Plan (the 2026 RS Plan), with a three-year vesting period, without performance objectives and subject solely to a continued-relationship condition.

4.4 LTI

BENEFICIARIES

2026 PS PLAN 2026 RS PLAN

4.4.1 NEW PLANS Share-based plans represent the medium-long-term variable incentive tool adopted by the Company. The 2026 Policy includes two new plans that are submitted for approval to the Shareholders' Meeting convened for 21 April 2026: • the 2026 Performance Share Plan (the 2026 PS Plan), with a three-year vesting period and performance objectives;	BENEFICIARIES	In continuity with past practice: Executive Chairman, CEO, Executive Directors, Managers with Strategic Responsabilities as well as employees, collaborators and external consultants of the Group who hold strategic roles or provide a significant contribution. Beneficiaries are identified by the Board of Directors, upon recommendation of the Nomination and Remuneration Committee.	CEO
the 2026 Restricted Share Plan (the 2026 RS Plan), with a three-year vesting period, without performance • objectives and subject solely to a continued-relationship condition.	CYCLES	One single cycle (2026–2028)	One single cycle (2026–2028)
The 2026 PS Plan is proposed to the Shareholders' Meeting in continuity with past practice, as Moncler's remuneration policy has historically provided, as its sole LTI component, Performance Share Plans. These plans are characterized by a biennial grant frequency, which significantly strengthens the retention leverage of the medium-long-term incentive component, also considering that such component represents the most substantial portion of the remuneration package for the beneficiaries of the Policy. At the same time, the 2026 RS Plan is introduced for the first time, designed as a retention instrument intended exclusively for the CEO. The Plan is aimed at compensating certain medium-long-term remuneration elements (accrued and/or in the process of accruing) that are no longer accessible following the termination of the relationship with his previous employer, in connection with his appointment as CEO of Moncler. The Plan therefore addresses the specific need to secure the CEO's onboarding and is intended to apply solely to this unique circumstance. The 2026 RS Plan does not include performance objectives and is based solely on continued relationship with Moncler, with the retention of the relationship as its only condition.	PURPOSE	• Link the incentive system of managerial roles and key people of the Group to the Company's actual performance and value creation; • further strengthen retention policies aimed at fostering loyalty and incentivising the continued employment of key personnel within the Moncler Group; • further enhance attraction policies aimed at managerial and professional talent, supporting the ongoing development and reinforcement of Moncler's key and distinctive capabilities.	• Designed to compensate remuneration components no longer accessible following the termination of the relationship with the previous employer; • foster retention: incentivise the continued employment of strategic profiles in a competitive environment; • ensure leadership continuity: secure stability in key roles critical for the execution of the corporate strategy.
	FEATURES	Free assignment of Shares (from treasury share buy-back programmes carried out in previous years). Specifically: allocation of "Moncler Rights", each granting the right to receive one Share free of charge upon achievement of the performance objectives.	Free assignment of Shares (from treasury share buy-back programmes carried out). Specifically: allocation of "Moncler Rights", each granting the right to receive one Share free of charge upon continued relationship with the Company throughout the three year vesting period.
	LOCK-UP	Yes, a number of shares equal to 30% of those granted (net of the shares sold to cover tax and social-security obligations), and: • for the Executive Chairman, CEO and Executive Directors, until the end of the mandate in place at the grant date; • for the Managers with Strategic Responsabilities, for 24 months from the grant date.	Yes, in line with the provisions of the 2026 PS Plan.
	KPI AND PAYOUT	KPI see Paragraph 4.4.2.	KPI continued relationship with the Company (retention objective).
		in case of results above Payout the maximum performance level (over performance), a maximum payout equal to	Payout 100% of the target value (no entry threshold and no over performance).

120% of the target incentive is foreseen.

The 2026 PS Plan provides for the following KPIs.

4.4.2 2026 PERFORMANCE SHARES PLAN: KPI AND PAYOUT

KPI AND WEIGHT	DESCRIPTION
NET INCOME 70%	The cumulative net income as reported in the consolidated income statement indicated in the Management Report/"Operating Performance" section, included in the consolidated financial statements of the Moncler Group.
FREE CASH FLOW 15%	The cumulative cash flow as reported in the reclassified consolidated cash flow statement indicated in the Management Report/"Performance Update" section, included in the consolidated financial statements of the Moncler Group pre-IFRS 16 and net of the "Changes in other assets/(liabilities)".
ESG 15%	• The achievement of at least 65% of yarns and fabrics used in the 2028 collections made from "preferred" materials7 ; • the use of electricity exclusively from renewable sources by 50% of key suppliers8;
	• the completion of five three year programs dedicated to the corporate population, aimed at promoting continuous training and skills development, as well as strengthening employees' sense of belonging and the well being of the Group's people.
	Furthermore, an additional objective is provided for the purposes of any potential over performance achievement, reflecting the attainment of a high sustainability performance rating awarded by one of the leading ESG rating agencies, including, for example, S&P Global, CDP, MSCI, Sustainalytics and FTSE4Good9

7 Materials that aim to have a lower impact compared to the conventional solutions used by the Moncler Group (for example recycled, organic, from regenerative agriculture, or certified according to specific standards).

8 Suppliers selected based on emissions impact, expenditure relevance and strategic importance to the business.

9 This objective is linked to Moncler achieving a score equal to or higher than 80 in the S&P Global Corporate Sustainability Assessment or, alternatively, achieving an A or A rating from CDP Climate Change, an A, AA, or AAA rating from MSCI Research, recognition by Sustainalytics with the Industry Top Rated Badge or the Regional Top Rated Badge, or inclusion in the FTSE4Good Index Series. Should S&P Global introduce significant methodological changes that affect the sector's average scoring, the 80 point threshold may be adjusted accordingly.

The performance conditions and resulting payout operate as follows:

Access threshold (resulting in an 80% payout):

• for economic financial indicators, it corresponds to the achievement of 90% of the set target;
• for the ESG KPI, it corresponds to the achievement of at least 2 ESG targets in the target period.

Maximum payout (120% of target incentive):

	WEIGHT		PERFORMANCE / PAYOUT
KPI	%		MINIMUM	TARGET	MAXIMUM
NET INCOME	70	Performance	-10%	Cumulative target under the Business Plan	+5%
		Payout	80%	100%	120%
FREE CASH FLOW	15	Performance	-10%	Cumulative target under the Business Plan	+5%
		Payout	80%	100%	120%
ESG	15	Performance	Achievement of at least 2 ESG objectives during the Vesting Period	Achievement of the 3 ESG objectives during the Vesting Period	Achievement of the 3 ESG objectives during the Vesting Period and obtaining a high rating of the Group's sustainability performance by one of the leading ESG rating companies
		Payout	80%	100%	120%

• for the economic financial indicators, it operates upon reaching 105% of the set target;
• three consecutive years.

• for the ESG KPI it operates upon achievement of the three ESG targets in the target period and upon obtaining at least one high rating for the Group's sustainability performance from one of the leading ESG rating companies in all

The structure and related performance scale of 2026 PS Plan is depicted below.

A minimum, target and maximum level is set for each of the objectives against which the level of achievement of results is measured. The assignation of Shares is thus determined proportionally to the achievement of results and is calculated linearly for intermediate results.

The achievement of results below the minimum threshold with respect to the individual objectives results in the lack of assignation of Shares for the individual performance objective to which that result refers to. In fact, performance conditions operate independently of each other.

In the case of over-performance (i.e., exceeding the target level) the corresponding payout is increased linearly up to a maximum of 120% of the target value.

Performance conditions and payout

MBO	LTI
Termination of relationship If the termination occurs before the payment date, there is no bonus payment.	Termination of relationship In case of Bad leaver (e.g., resignation, revocation for just cause): • the beneficiary will have no right to the Moncler Rights awarded, which will be extinguished. • no compensation and/or indemnity will be payable by Moncler for any damage and/or prejudice suffered by the beneficiaries. In case of Good leaver (retirement, expiration of term of office, death) the beneficiary (or his heirs) will retain rights to the Moncler Rights on a pro-rata temporis basis.
Change of control There is no specific discipline.	Change of control and extraordinary events (takeover bid, delisting) There is a possibility to apply for early assignment of Shares (resulting in an acceleration of the vesting period), on a pro-rata temporis basis, subject to verification of the achievement of the objectives by the Board of Directors.

4.6 INDEMNITY

The Remuneration Policy envisages the possibility for Moncler to sign agreements with Executive Directors and/or Managers with Strategic Responsibilities regulating ex ante the economic aspects in the event of termination, including early termination, of the relationship at the initiative of the Company or the person concerned or in the event of nonrenewal (indemnity / so-called parachute). Such agreements are subject to the prior evaluation and approval of the Board of Directors, having heard the favorable opinion of the Nomination and Remuneration Committee. Indemnities may be provided in the following cases:

• • removal of the Director from office in the absence of a just cause (including cases in which the termination of the office is as a result of the Board of Directors' forfeiture due to the activation of the simul stabunt simul cadent clause in the Bylaws or corporate transactions such as, inter alia, mergers, spin-offs, demergers);
• • failure to reappoint the Director following the expiration of the term of office;
• • termination of employment by the Company for reasons of an objective nature;
• • consensual termination of the relationship.

The Remuneration Policy also includes the option to provide severance packages upon termination of the office by the relevant beneficiary.

4.5 TERMINATION OF THE RELATIONSHIP

The effects of termination with respect to the vesting of short-term (MBO) and medium-to-long-term (LTI) incentives under this Policy are summarized below.

In the event that both indemnity clauses and non-compete agreements as described above are applied in respect to Executive Directors and/or Managers with Strategic Responsibilities, their total amount may not exceed two years of fixed and variable remuneration (the latter calculated as the average of the last 3 MBOs paid), except as a result of specific legal provisions and/or in execution of the relevant national collective labor agreement.

4.7.1 CEO

The agreement between the Company and Bartolomeo Rongone, which governs his directorship with the Company until the date of approval of Moncler's financial statements as at 31 December 2030, provides for the following.

4.7.2 CHIEF BRAND OFFICER (Manager with strategic responsabilities)

The existing contract between the Company and Gino Fisanotti, Manager with Strategic Responsibilities as well as Chief Brand Officer of Moncler, under which his directorship with the subsidiary Industries S.p.A. is governed until the date of approval of Industries' financial statements as of 31 December 2026, provides for the following.

4.7.3 CHAIRMAN AND CEO OF STONE ISLAND (Manager with strategic responsabilities)

The agreement currently in force between the Company and Robert Lance Triefus, which governs his directorship relationship with the subsidiary Stone Island until the date of approval of SPW's financial statements as at 31 December 2026, provides as follows.

10 Please refer to Paragraph 3.6 of Section II of this Report.

Unless the contract is replaced during the term of office or upon its expiry by a different agreement at the same terms and conditions (e.g., by an employment

CASE	TREATMENT
Termination without just cause	Indemnity (parachute) equal to Euro 1,035,00011
Non-renewal

4.7 NON-COMPETE AGREEMENTS

The Remuneration Policy provides for the possibility of entering into non-compete agreements with respect to Managers, Executives, as well as Executive Directors and Managers with Strategic Responsibilities that provide for (i) a maximum term of one year and (ii) consideration that ranges up to 100 % of fixed gross annual remuneration (the variable component being excluded) as well as additional provisions in line with market best practice.

CASE	TREATMENT
Termination without just cause	Indemnity (parachute) equal to Euro 1,200,000
Non-renewal

CASE	TREATMENT
Termination without just cause	the last MBO payments (within the three year period)
Non-renewal
Non-compete	Euro 2,500,00010

Severance payment (parachute) equal to 24 monthly instalments, calculated including the annual remuneration and the average value of the last MBO payments (within the three year period)

Severance payment (parachute) equal to 24 monthly instalments (calculated as above) if it occurs at the end of the first mandate (2028), or Euro 2,500,000 if it occurs at the end of the second mandate (2031)

¹¹ contract).

4.8 CLAW BACK AND MALUS

The short-term incentive (MBO) and long-term incentive (LTI) schemes both include claw back/malus mechanisms.

In particular, the Company may request the repayment, in whole or in part, of variable remuneration components (or withhold deferred components) whose granting was based on data or information that are subsequently found to be manifestly incorrect, or determined in the presence of fraudulent behaviour or gross negligence by the beneficiaries.

5 NON-EXECUTIVE DIRECTORS' REMUNERATION

Pursuant to the provisions of the law and the Bylaws, the remuneration of Non-Executive Directors is resolved upon by the Shareholders' Meeting: only a fixed component is provided for, appropriate to the competence, professionalism and commitment required by the tasks assigned to them on the Board and in the Board Committees.

The remuneration approved by the Shareholders' Meeting of 16 April 2026 is equal to:

• • Euro 100,000 gross per year for each Non-Executive Director;
• • Euro 30,000 gross per year for participation in each Board Committee.

There is a Directors & Officers Liability (D&O) insurance policy and reimbursement of expenses incurred by reason of their office. No short- or medium- to long-term variable incentive components or benefits are applied.

6 REMUNERATION OF THE BOARD OF AUDITORS

The remuneration of the Board of Statutory Auditors is proportionate to the technical competence, experience, and commitment required by the role held as well as the dimensional and sectorial characteristics of the Company. For all members of the Board of Statutory Auditors, remuneration is composed exclusively of a fixed portion, which is not linked to the economic results achieved by the Company.

The compensation approved by the Shareholders' Meeting of 18 April 2023 is:

• • Euro 80,000 gross per annum for the Chairman of the Board;
• • Euro 60,000 gross annually for each Statutory Auditor.

The Directors & Officers Liability (so-called D&O) insurance policy is also provided for the Statutory Auditors.

At the Shareholders' Meeting scheduled for 21 April 2026, Shareholders will be called to appoint the new Board of Statutory Auditors and to determine its remuneration, taking into account the recommendations set out in Art. 5 of the Corporate Governance Code.

7 DEROGATIONS

The Board, within the limits permitted by the applicable statutory and regulatory provisions, may temporarily derogate from the components that make up the Policy if this is necessary for the pursuit of the medium-long term interests and financial sustainability of the Group as a whole, or to ensure its ability to remain in the market. This flexibility can be exercised by following Moncler's rigorous governance processes, complying with the RPT Procedure and providing full disclosure to the market.

The Nomination and Remuneration Committee, supported by the People & Organization and Corporate Affairs & Compliance Functions, is the body entrusted with the task of verifying the presence of situations in which it is necessary to exercise this flexibility, and to make any proposals for temporary derogations to the Remuneration Policy to the Board of Directors. The process also makes it necessary to involve the Related Party Transactions Committee, in accordance with the provisions of the RPT Procedure. All concerned individuals shall refrain from participating in Board discussions and resolutions regarding their own remuneration. The application of any derogation is disclosed through the subsequent report, accompanied by the reasons that prompted the Company to temporarily apply exceptions.

The elements that can be derogated, according to Policy 2026, are as follows:

• the award of an annual bonus (replacing or supplementing the one already provided for in the Remuneration Policy) linked to performance objectives and quantitative parameters other than those provided for in the

• Policy;

• the adoption of a medium- to long-term incentive system other than that based on the allocation of Shares.

DEROGABLE ELEMENTS

The exceptional circumstances in which exemptions can potentially be applied are as follows:

• need to favor the entry and retention of profiles possessing specific skills and professional characteristics

• situations of high market discontinuity or hypothetical extraordinary operations concerning the Group that make it necessary to adopt appropriate corrective measures to preserve the substantial and economic

• deemed indispensable for the achievement of Group objectives;
• content of the components of the Policy for which the derogation is allowed.

CIRCUMSTANCES

SECTION II REMUNERATION PAID

INTRODUCTION PAY MIX ACHIEVEMENT OF VARIABILE INCENTIVE SYSTEM EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSR NON-EXECUTIVE DIRECTORS BOARD OF STATUTORY AUDITORS CHANGE IN THE REMUNERATION TABLES

1 INTRODUCTION

This Section describes the remuneration paid to the recipients of the Remuneration Policy during the Fiscal Year. The remuneration is reported on an accrual basis with reference to the fixed compensation accrued in 2025 and the short and long-term variable incentives accrued based on the performance achieved in 2025 and payable/assignable in 2026.

This Section provides disclosure on all relevant aspects of the implementation of the Remuneration Policy and, in particular, on the achievement of short-term (MBO) and medium-to long-term (LTI) objectives.

The compensation paid, as verified by the Nomination and Remuneration Committee, was found to be consistent with the Remuneration Policy in force, particularly in terms of consistency between the accrued bonuses and the degree of achievement of the set objectives. According to the Committee's assessment, the Remuneration Policy was found to be substantially consistent with the market references observed, both in terms of overall positioning and pay mix.

The audit firm appointed to carry out the statutory audit of the financial statements (Deloitte & Touche S.p.A.) has verified the preparation of Section II of this Report through a formal check of the publication of the information contained therein. For the purposes of this Section, it should be noted that the BOARD OF DIRECTORS in office at the date of the Report was appointed by the Shareholders' Meeting of 16 April 2025 and will remain in office until the approval of the 2027 financial statements. The following Executive Directors are in office at the date of the Report:

• 1) Remo Ruffini, Executive Chairman of Moncler;
• 2) Luciano Santel, Executive Director of Moncler, Group Chief Corporate & Supply Officer and Manager in Charge pursuant to Art. 154-bis of the Consolidated Law on Finance;
• 3) Roberto Eggs, Executive Director of Moncler and Chief Business Strategy & Global Market Officer.

It should be noted that:

• (a) Bartolomeo Rongone will join Moncler as CEO with effect from 1° april 202612, and his appointment will subsequently be submitted for approval to the Shareholders' Meeting of 21 April 2026. At the same time, Remo Ruffini will serve as Executive Chairman, maintaining responsibility for Creative Direction and continuing to play a primary role in the governance and strategic direction of the Group;
• (b) as of 1 March 2026, Roberto Eggs will step down from his role as Executive Director and Chief Business Strategy & Global Market Officer, while retaining the position of Non-Executive Director of Moncler.

The BOARD OF STATUTORY AUDITORS in office at the date of the Report was appointed by the Shareholders' Meeting of 18 April 2023 and will remain in office until the approval of the financial statements for the relevant financial year;

The MANAGERS WITH STRATEGIC RESPONSIBILITIES in office at the date of the Report are:

• 1) Francesca Bacci, Operations & Supply Chain Director;
• 2) Gino Fisanotti, Chief Brand Officer;
• 3) Mariolina Piccinini, Chief Marketing and Corporate Strategy Officer;
• 4) Andrea Tieghi, Senior Director of WW Retail Business and Development;
• 5) Robert Lance Triefus, Chairman and CEO of Stone Island.

2 PAY MIX

Shown below is the proportion13 between fixed and variable compensation of the recipients of the Remuneration Policy, calculated based on the remuneration items accrued during the Fiscal Year.

EXECUTIVE CHAIRMAN (and also CEO in 2025)

ABS	MBO	LTI
30%	18%	53%
FIXED 30%		VARIABLE 70%

MSRs

EXECUTIVE DIRECTOR AND CHIEF CORPORATE & SUPPLY OFFICER

EXECUTIVE DIRECTOR AND CHIEF BUSINESS STRATEGY & GLOBAL MARKET OFFICER (in 2025)

FIXED 38%

ABS	MBO	LTI
38%	12%	50%

VARIABLE 62%

¹² The Board of Directors appointed by co-optation Bartolomeo Rongone as a new member of the Board of Directors at its meeting held on 19 February 2026 and also appointing appointed him as Chief Executive Officer with effect as of 1 April 2026. Bartolomeo Rongone will remain in office as Director until the next Shareholders' Meeting, scheduled for 21 April 2026, which will be also called upon to resolve on his confirmation in the role of Director.

¹³ Fixed compensation is considered to be compensation for office, compensation for participation in Board-committees, non-monetary benefits and other compensation; short-term variable compensation includes profit sharing, bonuses and incentives; long-term variable compensation represents the fair value of equity compensation.

vs Target

			Target			Achievement*		Payout Payout
								C=AxB	B
%	KPI	€ MBO		Scale	Curve	€	%	€	%
			Max	1,005.6 €M	150%
55%	EBIT MONCLER GROUP	550,000	Target	939.8 €M	100%	940.1 €M	100.1	551,155	100.2
			Min 921 €M		50%
			Max 641.1 €M		150%
30%	FREE CASH FLOW**	300,000	Target	582.8 €M	100%	524 €M	90.0	0	0
			Min	553.6 €M	50%
10%	ESG	100,000		34/36 KPI ESG 2025	50- 100%	35/36 KPI achieved	100.0	100,000	100
5%	PEOPLE ENGAGEMENT	50,000		MONVoice*** - overall 74-78%; - DE&I 75-79%		- overall 76%; - DE&I 75%	100.0	50,000	100
		1,000,000						701,155
						% Multiplier		N/A	D
							MBO Payout		E=CxD
						% MBO Payout		-29.9%

%	KPI		Target			Achievement**	Payout	Weighted Payout
		€			€	%	%	%
		Max	2,058.9	120%
70%	NET INCOME	Target	1,960.9	100%	2,008.5	102.4	109.7	76.8
		Min	1,764.8	80%
		Max	1,988.8	120%
15%	FREE CASH FLOW*	Target	1,894.1	100%	1,804.7	95.3	90.6	13.6
		Min	1,704.7	80%
		Max	3 KPIs + rating	120%
15%	ESG	Target	3 KPIs	100%	3 KPIs + rating	Maximum	120.0	18.0
		Min	2 KPIs	80%
						Weighted Payout		108.4%

Based on the level of achievement of each KPI, therefore, the payout percentage (determined by applying the performance curve) as well as the multiplier percentage (linked to Moncler's EBIT performance) applied to the MBO of the Executive Chairman is shown below.

* Achievement level accrued at constant exchange rates.

** Free Cash Flow adjusted for changes in other assets/ (liabilities).

*** MONnvoice: overall engagement rate calculated as the average of favorable responses (on a scale from 1 to 5, responses 4 and 5) over the total questionnaire; DE&I engagement rate calculated as the specific result of favorable responses on the cluster of questions related to DE&I topics.

3 ACHIEVEMENT OF VARIABLE INCENTIVE SYSTEM

3.1 ANNUAL VARIABLE INCENTIVE – 2025 MBO

To assess the level of achievement of MBO objectives, the Board reviews the Business Plan and related financial objectives, comparing them with market forecasts, so-called consensus. The Board verifies that the Business Plan does not deviate significantly from the consensus and, if it does, assesses with Management any deviations.

Specifically, the MBO objectives of the Executive Chairman as well as the other Executive Directors, were achieved as follows.

FINANCIAL OBJECTIVES	Group EBIT achieved 100% of the ex ante target. This level of achievement does not trigger the application of the multiplier, which has therefore not been applied. Group Free Cash Flow achieved 90% of the target.
ESG	35 out of the 36 objectives of the Sustainability Plan with deadline 31 December 2025 were achieved, as further detailed in Annex 1 to the Report and in the Consolidated Sustainability Report14.
PEOPLE ENGAGEMENT	KPI achieved at target level: the overall engagement objective, set between 74% and 78%, was achieved at 76%, and the specific DE&I dimension objective, set between 75% and 79%, was achieved at 75%.

3.2 VARIABLE MEDIUM-LONG TERM INCENTIVE - LTI

At the meeting of 19 February 2026, the Board, following the review conducted by the Nomination and Remuneration Committee and, with regard to the ESG KPI, by the Control, Risks and Sustainability Committee, verified the level of achievement of the objectives under the second vesting cycle (2023–2025) of the 2022 PS Plan, and the Shares were therefore released accordingly.

Below is the achievement level of the KPIs with the corresponding payout percentage.

** Pre IFRS 16, net of change in other assets / (liabilities) *** Achievement level accrued at constant exchange rates.

Net Income achieved at 102.4% compared to target set ex ante; Group Free Cash Flow achieved at 95.3% compared to target.

All three ESG objectives were achieved during the reference period. In the course of 2025, the audit firm Deloitte & Touche S.p.A. carried out agreed upon procedures on the three ESG objectives included in the 2022 Plan, with reference to the International Standard on Related Services (ISRS) 4400 (Revised) Engagements to Perform Agreed-Upon Procedures issued by the International Auditing and Assurance Standards Board (IAASB), as well as Assirevi Research Paper No. 250, entitled "Procedures Requested by the Company". The procedures performed confirmed the correct measurement and the achievement of the three ESG objectives.

14 Please refer to Section SBM-1 of the 2025 Consolidated Sustainability Statement.

FIXED REMUNERATION	The fixed compensation for the Executive Chairman amounts to Euro 1,535,165, of which Euro 1,520,000 was received from Moncler, Euro 10,000 from Industries, and Euro 5,165 from Stone Island.
ANNUAL VARIABLE COMPENSATION: MBO 2025	The amount of Euro 701,155 was accrued based on the achievement level of the 2025 MBO objectives, as detailed in Paragraph 3.1, and the application of the performance curve and the corresponding multiplier.
MEDIUM-LONG TERM VARIABLE COMPENSATION (LTI)	Remo Ruffini is a beneficiary of the 2024 Plan, under which he was granted 95,181 Moncler Rights by resolution of the Board on 24 April 2024.
BENEFIT	The benefits include a company car for a total of Euro 18,029, received from Moncler.

4.1.2 EXECUTIVE DIRECTOR AND CHIEF CORPORATE & SUPPLY OFFICER

FIXED	The fixed compensation amounts to Euro 965,165, of which Euro 770,000 was received
REMUNERATION	from Moncler, Euro 190,000 from Industries and Euro 5,165 from Stone Island.
ANNUAL VARIABLE	The amount of Euro 329,543 was accrued based on the achievement level of the
COMPENSATION:	2025 MBO objectives, as detailed in Paragraph 3.1, and the application of the
MBO 2025	performance curve and the corresponding multiplier.
MEDIUM-LONG TERM VARIABLE COMPENSATION (LTI)	Luciano Santel is a beneficiary of the 2024 Plan, under which he was granted 60,432 Moncler Rights by resolution of the Board on 24 April 2024.
BENEFIT	Benefits include a company car, life insurance, accident insurance and supplementary health insurance for a value of Euro 45,674.

In 2025, Executive Director and Chief Corporate & Supply Officer Luciano Santel, received a total of Euro 1,340,382, as detailed below.

4.1.1 EXECUTIVE CHAIRMAN (AND, IN 2025, ALSO CEO)

In 2025, the Executive Chairman Remo Ruffini, received a total of Euro 2,254,349 as detailed below.

4.1.3 EXECUTIVE DIRECTOR AND CHIEF BUSINESS STRATEGY & GLOBAL MARKET OFFICER (IN 2025)

In 2025, in his capacity as Executive Director and Chief Business Strategy & Global Market Officer, Roberto Eggs received a total remuneration of Euro 1,677,569, as further detailed below. It should be noted that, as of 1 March 2026, Roberto Eggs will step down from his role as Chief Business Strategy & Global Market Officer and as Executive Director, while retaining the position of Non Executive Director. In accordance with the provisions already set out in his Directorship Agreement, upon the termination of his role, the payment of the fixed and variable remuneration accrued in 2025, as well as that accrued on a pro rata temporis basis up to the termination date, was provided for.

The fixed compensation amounts to Euro 2,340,167, of which Euro 450,000 were received from Moncler, and Euro 1,890,167 from Industries.

Benefits include a company car, life insurance, accident insurance and supplementary health insurance for a value of Euro 127,436 of which Euro 16,789 were received from

In 2026, 142,480 Shares were released to certain MSRs as part of the second cycle of the 2022 Plan. This assignment was made following the verification of the achievement of objectives by the Board of Directors on 19 February 2026, as detailed in Paragraph

MSRs are also beneficiaries of the 2024 PS Plan, under which they were granted 146,044 Moncler Rights by resolution of the Board on 24 April 2024.

FIXED REMUNERATION
ANNUAL VARIABLE COMPENSATION: MBO 2025
MEDIUM-LONG TERM VARIABLE COMPENSATION (LTI)	3.2.
BENEFIT	Moncler, and Euro 110,647 from Industries.

The amount of Euro 1,464,284 (of which 216,397 from Moncler and 1,247,887 from Industries) was accrued based on the achievement level of the 2025 MBO objectives and the application of the performance curve and the corresponding multiplier.

In 2025 MSRs received a total of Euro 3,931,887, as illustrated in the table below.

4.1.4 MSRs

The fixed compensation amounts to Euro 1,223,165, of which Euro 1,218,000 was received from Moncler, and Euro 5,165 from Stone Island.

Benefits include a company car, life insurance, accident insurance and supplementary

The amount of Euro 420,693 was accrued based on the achievement level of the 2025 MBO objectives, as detailed in Paragraph 3.1, and the application of the

FIXED REMUNERATION	received from Moncler, and Euro 5,165 from Stone Island.
ANNUAL VARIABLE COMPENSATION: MBO 2025	performance curve and the corresponding multiplier.
MEDIUM-LONG TERM VARIABLE COMPENSATION (LTI)
BENEFIT	health insurance for a value of Euro 33,711.

Roberto Eggs is a beneficiary of the 2024 Plan, under which he was granted 60,432 Moncler Rights by resolution of the Board on 24 April 2024. In connection with the termination of his role, the Board of Directors, on 19 February 2026,– upon the favourable opinion of the Nomination and Remuneration Committee – approved, in favour of Roberto Eggs, the retention on a pro rata temporis basis of the rights under the relevant Plan, corresponding to a number of shares equal to 43,646, which will vest subject to the achievement of the applicable performance targets.

4 EXECUTIVE CHAIRMAN, EXECUTIVE DIREC-TORS AND MSR

4.2 SEVERANCE

During the Fiscal Year no indemnities or other benefits were paid for the termination of office or termination of employment.

Although it relates to the current financial year (and therefore to 2026 and not to 2025, which is the subject of this Section), it should be noted that, following the termination of Roberto Eggs' role as Chief Business Strategy & Global Market Officer and Executive Director, an amount of Euro 1,598,000 is expected to be paid to him in 2026, in accordance with the Directorship Agreement, by way of severance (parachute), which, as provided under the Policy, does not exceed two years' remuneration.

4.3 MALUS

During the year, no ex pos^tcorrection mechanisms were applied to the variable component (malus or return or clawback of variable remuneration).

4.4 DEROGATIONS

In the course of 2025, in the context of the negotiations aimed at Bartolomeo Rongone's entry into Moncler as Chief Executive Officer, the Board of Directors approved the possibility to temporarily derogate from the Policy (pursuant to Article 123-ter of the Consolidated Law on Finance), providing for the payment of certain remuneration components – the amount of which, in part, was not yet determined as of the date of this Report – the details of which will be disclosed, as required by law, in the forthcoming reports.

Consistently with the provisions of the Policy applicable in the event of exceptional circumstances, such derogation was intended to facilitate the entry and retention of "individuals with specific skills and professional characteristics deemed essential for the achievement of the Group's objectives".

With reference, instead, to the severance and non competition arrangements – described in Paragraph 4.7.1 of Section I of this Report – the Board of Directors resolved to derogate from the general rule governing the combination of severance indemnities and non competition agreements, with the result that the potential combined payments could, in theory, exceed two years of fixed and variable remuneration (calculated on the basis of the three year average of the MBO). It should be noted that no payments, whether in respect of severance or non competition, were made to Bartolomeo Rongone in 2025; accordingly, such derogation is to be regarded as theoretical and potential, rather than actual.

5 NON-EXECUTIVE DIRECTORS

In accordance with the resolution passed by the Shareholders' Meeting of 16 April 2025:

• a. each Non-Executive Director was paid gross annual remuneration of Euro 100,000;
• b. the members of Moncler's Board Committees were paid additional emoluments of Euro 30,000 gross per annum for participation in each Committee.

Details of the remuneration for the Fiscal Year are shown in Table 1. Table 4 shows the shareholdings held by the considered individuals.

6 BOARD OF STATUTORY AUDITORS

The Ordinary Shareholders' Meeting held on 18 April 2023 appointed the Board of Statutory Auditors in office as of the date of the Report, granting them a fixed remuneration of Euro 80,000 gross per year for the Chairman and Euro 60,000 gross per year for the other Standing Auditors.

Details of the remuneration for the Year are shown in Table 1.

There are no monetary and non-monetary benefits for the Statutory Auditors except for the insurance policy.

7 CHANGE IN THE REMUNERATION OF THE MANAGEMENT AND CONTROL BODY, THE GROUP'S RESULTS AND THE AVERAGE REMUNERATION OF GROUP EMPLOYEES

The table below shows the change in the total remuneration paid to the Directors and Statutory Auditors of Moncler in office at the date of this Report, Moncler's financial performance in terms of EBIT, and the annual gross remuneration of full-time employees over the five-year period 2021–2025.

For this purpose, total annual gross remuneration has been considered, including the fixed component, the short-term variable component, and the fair market value of the long-term variable component. The following chart illustrates the changes in the remuneration of the Chairman (and CEO during the period under review), the Executive Directors and employees.

It should be noted that the change in remuneration actually received by the Executive Directors between 2024 and 2025 is mainly attributable to the payout of the short term variable component (70% of the target incentive, compared with 133% in 2024), as well as to the impact of the medium to long term variable component, as detailed in Table 3A below.

	Role	2021-2022 Variation	2022-2023 Variation	2023-20234 Variation	2024-2025 Variation
Alexandre Arnault	Non-Executive Director	-	-	-	N/A
François-Henri Bennahmias	Independent Director		-	-	N/A
Cesare Conti	Independent Director	-	-	-	N/A
Marco De Benedetti	Non-Executive Director	89.5%	20.6%	0%	-26.6%15
Bettina Fetzer	Independent Director	-	43.7%	0%	21.3%16
Gabriele Galateri di Genola17	Non-Executive Director	94.9%	21.3%	0%	0%
Alessandra Gritti	Independent Director	132.9%	24.9%	0%	13.3%18
Diva Moriani	Non-Executive Director	89.5%	20.6%	0%	-13.3%19
Sue Nabi	Independent Director	-	-	-	N/A
Maria Sharapova	Independent Director	-	43.7%	0%	0%
Geoffroy van Raemdonck	Independent Director	-	-	-	N/A
Anna Zanardi	Independent Director	-	-	-	N/A
Riccardo Losi	Chairman of the Board of Statutory Auditors	0%	23.5%	8.0%	0%
Carolyn Dittmeier	Statutory Auditor	0%	32.6%	10.3%	0%
Nadia Fontana	Statutory Auditor	0%	32.6%	10.3%	0%

TABLE 1: REMUNERATION OF THE MEMBERS OF THE MANAGEMENT AND CONTROL BODIES AND OF THE MANAGERS WITH STRATEGIC RESPONSIBILITIES

Name and	Position	Period when the	Expiry of term	Fixed remuneration	Compens. for	Variable non-equity compensation		Non	Other		Fair Value of	Indemnities for end of office or
surname	held	position was held	of office	for the positiod20	particip. in	Committees21 Profit sharing	Bonuses and other incentives24	monetary benefits22	compens.	Total	equity compens.23	termination of employment
	Executive Chairman and, in 2025, also CEO	2025	Approval of financial statements for y/e 31/12/2027
Remo Ruffini	Remuneration of the company preparing the financial statements		1,520,00025			701,155	18,029		2,239,184	2,084,464
		Remuneration from subsidiaries and associates		15,16526						15,165
		Total		1,535,165			701,155	18,029		2,254,349	2,084,464
	Non Executive Director	2025	Approval of financial statements for y/e 31/12/2027
Alexandre Arnault		Remuneration of the company preparing the financial statements		70,959						70,959
		Remuneration from subsidiaries and associates
		Total		70,959						70,959
François Henri Bennahmias	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
	Remuneration of the company preparing the financial statements		70,959						70,959
		Remuneration from subsidiaries and associates
		Total		70,959						70,959
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Cesare Conti		Remuneration of the company preparing the financial statements		70,959						70,959
		Remuneration from subsidiaries and associates
		Total		70,959						70,959
	Non Executive Director	2025	Approval of financial statements for y/e 31/12/2027
Marco De Benedetti		Remuneration of the company preparing the financial statements		100,000	17,425					117,425
		Remuneration from subsidiaries and associates
		Total		100,000	17,425					117,425
	Non Executive Director (in 2025) 27	2025	Approval of financial statements for y/e 31/12/2027
Roberto Eggs		Remuneration of the company preparing the financial statements		1,218,00028			420,693	33,711		1,672,404	1,323,461
		Remuneration from subsidiaries and associates		5,16529						5,165
		Total		1,223,165			420,693	33,711		1,677,569	1,323,461
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Bettina Fetzer		Remuneration of the company preparing the financial statements		100,000	21,288					121,288
		Remuneration from subsidiaries and associates
		Total		100,000	21,288					121,288

The table, instead, shows the changes relating to the other members of the Board of Directors and of the Board of Statutory Auditors.

15 The change is due to the termination, in April 2025, of the role as a member of the Control, Risk and Sustainability Committee and of the Nomination and Remuneration Committee.

16 The change is due to the appointment as a member of the Related Party Transactions Committee, effective as of April 2025.

17 On 19 February 2026, the Board of Directors acknowledged the resignation of Gabriele Galateri di Genola, effective as of 1 April 2026, and appointed by co-optation Bartolomeo Rongone as a new member of the Board, appointing him Chief Executive Officer. Furthermore, following the resignation of Gabriele Galateri di Genola, who also served as a member of the Control, Risk and Sustainability Committee, the Board resolved to replace him by appointing non Executive Director Marco De Benedetti as a new member of said Committee, effective as of 1 April 2026.

18 The change is due to the appointment as a member of the Control, Risks and Sustainability Committee, effective as of April 2025.

19 The change is due to the termination, in April 2025, of the role as a member of Related Party Transactions Committee. 20 Accrual remuneration resolved by the Shareholders' Meeting are shown.

• 21 Accrued remuneration resolved by the Board of Directors are shown.
• 22 23 Non-monetary benefits may include a car, supplementary life insurance, accident insurance, supplementary healthcare insurance. The portion of share-based remuneration accrued in the fiscal year is shown and is calculated by distributing the fair value of the instruments on the award

24 date, calculated using actuarial techniques, over the vesting period. The annual incentive (MBO) is paid in 2025, following the approval of the financial statements for the year ending 31 December 2024, and subject to verification of the achievement of objectives.

25 Of which, Euro 20,000 as remuneration for the position of Executive Director of Moncler.

26 27 28 Of which, Euro 10,000 as remuneration for the position of Executive Director of Industries and Euro 5,165 as remuneration for the office of Director of SPW. The amounts indicated in the table were paid to Roberto Eggs in connection with his role as Executive Director and Chief Business Strategy & Global Market Officer held in 2025. As of 1 March 2026, Roberto Eggs will step down from this position while continuing to serve as a Non-Executive Director of Moncler. Of which 30,000 Euros as remuneration for the office of Executive Director of Moncler.

29 Remuneration for the office of Director of SPW.

8 TABLES

Name and surname	Position	Period when the	Expiry of term of office	Fixed remuneration	Compens. for particip.	Variable non-equity compensation		Non	Other		Fair Value of	Indemnities for end of office or
	held	position was held		for the positiod	in	Committees Profit sharing	Bonuses and other incentives	monetary benefits	compens.	Total	equity compens.	termination of employment
	Non-Executive Director	2025	Approval of financial statements for y/e 31/12/2027
Gabriele Galateri di		the financial statements	Remuneration of the company preparing	100,000	30,000					130,000
Genola		Remuneration from subsidiaries
		and associates Total		100,000	30,000					130,000
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Alessandra Gritti		the financial statements	Remuneration of the company preparing	100,000	81,28830					181,288
		Remuneration from subsidiaries and associates
		Total		100,000	81,288					181,288
	Non-executive Director	Until 16 April 2025	Approval of financial statements for y/e 31/12/2024
Jeanne Jackson	Remuneration of the company preparing the financial statements		29,041						29,041
	Remuneration from subsidiaries and associates
		Total		29,041						29,041
	Non-executive Director	2025	Approval of financial statements for y/e 31/12/2027
Diva Moriani		the financial statements	Remuneration of the company preparing	100,000	38,71231					138,712
		Remuneration from subsidiaries and associates
		Total		100,000	38,712					138,712
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Sue Nabi		Remuneration of the company preparing the financial statements		70,959						70,959
		Remuneration from subsidiaries and associates
		Total		70,959						70,959
	Independent Director	Until 16 April 2025	Approval of financial statements for y/e 31/12/2025
Guido Pianaroli		Remuneration of the company preparing the financial statements		29,041	17,425					46,466
		Remuneration from subsidiaries and associates
		Total		29,041	17,425					46,466
	Non-executive Director	Until 16 April 2025	Approval of financial statements for y/e 31/12/2024
Carlo Rivetti		Remuneration of the company preparing the financial statements		29,041						29,041
		Remuneration from subsidiaries and associates						1,845		1,845
		Total		29,041				1,845		30,886
	Executive Director	2025	Approval of financial statements for y/e 31/12/2027
Luciano Santel		Remuneration of the company preparing the financial statements		770,00032			280,462	35,480		1,085,942	1,323,461
		Remuneration from subsidiaries and associates		195,16533			49,081	10,194		254,440
		Total		965,165			329,543	45,674		1,340,382	1,323,461

Name and	Position	Period when the	Expiry of term	Fixed remuneration	Compens. for particip.	Variable non-equity compensation		Non monetary	Other	Total	Fair Value of equity	Indemnities for end of office or
surname	held	position was held	of office	for the positiod	in	Committees Profit sharing	Bonuses and other incentives	benefits	compens.		compens.	termination of employment
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Maria Sharapova		the financial statements	Remuneration of the company preparing	100,000						100,000
		Remuneration from subsidiaries and associates
	Total			100,000						100,000
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Geoffroy van Raemdonck	Remuneration of the company preparing the financial statements		70,959						70,959
	Remuneration from subsidiaries and associates
		Total		70,959						70,959
	Independent Director	2025	Approval of financial statements for y/e 31/12/2027
Anna Zanardi		the financial statements	Remuneration of the company preparing	70,959	21,288					92,247
	Remuneration from subsidiaries and associates
		Total		70,959	21,288					92,247
	Chairman of the Statutory Board	2025	Approval of financial statements for y/e 31/12/2025
Riccardo Losi		the financial statements	Remuneration of the company preparing	80,000						80,000
		Remuneration from subsidiaries and associates
		Total		80,000						80,000
	Standing auditor	2025	Approval of financial statements for y/e 31/12/2025
Carolyn Dittmeier		the financial statements	Remuneration of the company preparing	60,000						60,000
		Remuneration from subsidiaries and associates
		Total		60,000						60,000
	Standing auditor	2025	Approval of financial statements for y/e 31/12/2025
Nadia Fontana		the financial statements	Remuneration of the company preparing	60,000						60,000
		Remuneration from subsidiaries and associates
		Total		60,000						60,000
		2025	Permanent Time
Managers with Strategic		the financial statements	Remuneration of the company preparing	450,000			216,397	16,789		683,186	661,730
Resp. (5)		Remuneration from subsidiaries and associates		1,890,167			1,247,887	110,647		2,740,151	3,752,847
		Total		2,340,167			1,464,284	127,436		3,931,887	4,414,577

32 Of which, Euro 20,000 as remuneration for the position of Executive Director of Moncler.

33 Of which, Euro 5,165 as remuneration for the office of Director of SPW.

³⁰ Of which Euro 30,000 as remuneration for the office of member of the Nomination and Remuneration Committee, Euro 30,000 for the office of member of the Related Parties Committee of Moncler, and Euro 21,288 for the office of member of the Committee Control, Risks and Sustainability Committee.

³¹ Of which Euro 30,000 as remuneration for the office of member of the Nomination and Remuneration Committee and Euro 8,712 for the office of member of the Related Parties Committee of Moncler.

35 Under the 2024 Plan, by resolution of the Board of Directors dated 24 April 2024, Roberto Eggs was granted 60,432 Moncler Rights. In connection with the termination of his role, the Board of Directors on 19 February 2026 – upon the favourable opinion of the Nomination and Remuneration Committee –approved the retention, on a pro rata temporis basis, of the rights under the relevant Plan, for a number of shares equal to 43,646, which will vest subject to the achievement of the applicable performance objectives.

STRATEGIC RESPONSIBILITIES

• 36 by the Board of Directors
• 37

	TABELLA 3B: MONETARY INCENTIVE PLANS FOR MEMBERS OF THE BOARD OF DIRECTORS AND THE MANAGERS WITH STRATEGIC RESPONSIBILITIES
		Plan		Bonus for the year36		Bonuses from previous years
Name and surname	Position		Payable/ Disbursed	Deferred	Reporting period	No longer payable	Payable/ Disbursed	Deferred	Other Bonuses
Remo Ruffini	Executive Chairman (and, in 2025, also CEO)	Annual incentive (2025 MBO)
the financial statements	Remuneration of the company preparing		701,155		2025
	Remuneration from subsidiaries or associates
Total			701,155		2025
Roberto Eggs	Executive Director37	Annual incentive (2025 MBO)
the financial statements	Remuneration of the company preparing		420,693		2025
	Remuneration from subsidiaries or associates
Total			420,693		2025
Luciano Santel	Executive Director	Annual incentive (2025 MBO)
the financial statements	Remuneration of the company preparing		280,462		2025
	Remuneration from subsidiaries or associates		49,081		2025
Total			329,543		2025
Responsibilities (5)	Managers with Strategic	Annual incentive (2025 MBO)
the financial statements	Remuneration of the company preparing		216,397		2025
	Remuneration from subsidiaries or associates		739,337		2025
Total			955,734		2025

TABLE 3A: INCENTIVE PLANS BASED ON FINANCIAL INSTRUMENTS OTHER THAN STOCK OPTIONS, FOR MEMBERS OF THE BOARD OF DIRECTORS AND MANAGERS WITH STRATEGIC RESPONSIBILITIES

Name and Position Plan surname		Financial instruments assigned in previous years not vested during the year		Financial instruments assigned during the year		Financial instruments vested during the year which cannot be allocated	Financial instruments vested during the year which can be allocated		Financial instruments accrued during the year
	Number and type of financial instruments	Vesting period	Number and type of financial instruments	Fair value on award date	Vesting period	Date of Allocation	Market price on allocation	Number and type of financial instruments	Number and type of financial instruments	Value at	vesting date Fair value34
Executive Chairman Performance Remo (and, in 2025, also Shares Ruffini CEO) Plan 2024
Remuneration of the company preparing the financial statements	95,181	2024-26									2,084,464
Remuneration from subsidiaries or associates
Total	95,181	2024-26									2,084,464
Performance Shares Executive Roberto Director35 Eggs Plan 2024
Remuneration of the company preparing the financial statements	43,646	2024-26									1,323,461
Remuneration from subsidiaries or associates
Total		43,646 2024-26									1,323,461
Performance Luciano Executive Shares Santel Director Plan 2024
Remuneration of the company preparing the financial statements	60,432	2024-26									1,323,461
Remuneration from subsidiaries or associates
Total		60,432 2024-26									1,323,461
Managers with Performance Strategic Shares Responsibilities (5) Plan 2024
Remuneration of the company preparing the financial statements		146,044 2024-26									3,198,364
Remuneration from subsidiaries or associates
Total		146,044 2024-26									3,198,364
Managers with 2022 Performance Strategic Shares Plan, cycle II Responsibilities (5)
Remuneration of the company preparing the financial statements		131,438 2023-25									2,902,281
Remuneration from subsidiaries or associates
Total		131,438 2023-25									2,902,281

³⁴ The share-based compensation accrued during the fiscal year is shown, calculated by distributing the fair value of the instruments on the assignment date, calculated using actuarial techniques, over the vesting period.

The annual incentive (MBO) is paid in 2026, following the approval of the financial statements for the fiscal year as of 31 December 2025 resolved on

The remuneration indicated in the table relates to the role of Executive Director and Chief Business Strategy & Global Market Officer held by Roberto Eggs in 2025. As of 1 March 2026, Roberto Eggs will step down from this position while continuing to serve as a Non Executive Director of Moncler.

SCHEDULE N.7-TER: SCHEDULE CONTAINING INFORMATION ON THE SHAREHOLDINGS OF MEMBERS OF THE MANAGEMENT AND CONTROL BO-DIES AND OF THE MANAGERS WITH STRATEGIC RESPONSIBILITIES

TABLE 1: SHAREHOLDINGS OF MEMBERS OF MANAGEMENT AND CONTROL BODIES

TABLE 2: INFORMATION ON THE SHAREHOLDINGS OF MANAGERS WITH STRATEGIC RESPONSIBILITIES

Number of managers with strategic responsibilities	Shareholding in	Type of ownership	Number of shares held as at 31/12/2024	Number of shares sold	Number of shares sold	Number of shares held as at 31/12/2025
5	Moncler S.p.A.	Direct - Ordinary Shares	206,802	92,09046	232,38547	66,507
		Indirect - Ordinary shares

The indirect shareholding is held through the company Double R S.r.l. (Double R), which, as at 31 December 2025, is owned 78.055% by Ruffini

This refers to the number of Shares that Double R purchased during 2025 under the share buyback program launched within the framework of the partnership between RPH and LVMH Moët Hennessy – Louis Vuitton, announced on 26 September 2024. For further information, reference is made to the key information of the shareholders' agreement and the investment agreement entered into in connection with the transaction, available on the website

• 38 Free assignment of Shares under the 2022 PS Plan, first cycle.
• 39 Sale of Shares under the performance shares plans of Moncler.
• 40 Partecipazioni Holding S.r.l. (RPH), a company whose share capital is entirely owned by Remo Ruffini.
• 41 www.monclergroup.com, section 'Governance/Documents and Procedures".
• 42 Free assignment of Shares under the 2022 PS Plan, first cycle.
• 43 Sale of Shares under the performance shares plans of Moncler.
• 44 Free assignment of Shares under the 2022 PS Plan, first cycle.
• 45 Sale of Shares under the performance shares plans of Moncler.
• 46 Free assignment of Shares under the 2022 PS Plan, first cycle.
• 47 Sale of Shares under the performance shares plans of Moncler.

Name and surname	Position held	Type of ownership	Shareholding in	Number of shares held as at 31/12/2024	Number of shares purchased	Number of shares sold	Number of shares held as at 31/12/2025
Remo Ruffini	Executive	Direct - Ordinary Shares		215,269	145,03838	63,27539	297,032
	Chairman (and, in 2025, also CEO)	Indirect - Ordinary shares40	Moncler S.p.A.	45,320,174	4,769,75541		50,089,929
Alexandre	Non-Executive Director	Direct - Ordinary Shares	Moncler S.p.A.
Arnault		Indirect - Ordinary shares
François-Henri	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
Bennahmias		Indirect - Ordinary shares
Cesare Conti	Independent	Direct - Ordinary Shares	Moncler S.p.A.
	Director	Indirect - Ordinary shares
Marco De	Vice-Chairman and	Direct - Ordinary Shares	Moncler S.p.A.
Benedetti	Non-Executive Director	Indirect - Ordinary shares
Bettina Fetzer	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares
Roberto Eggs	Executive Director	Direct - Ordinary Shares	Moncler S.p.A.	163,006	92,08742	72,65443	182,439
		Indirect - Ordinary shares
Gabriele	Non-Executive Director	Direct - Ordinary Shares	Moncler S.p.A.	1,420			1,420
Galateri di Genola		Indirect - Ordinary shares
Alessandra Gritti	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares
Diva Moriani	Non Executive Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares
Luciano Santel	Executive Director	Direct - Ordinary Shares	Moncler S.p.A.	78,079	92,08744	39,73245	130,434
		Indirect - Ordinary shares
Maria Sharapova	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares
Geoffroy van Raemdonck	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares
Anna Zanardi	Independent Director	Direct - Ordinary Shares	Moncler S.p.A.
		Indiretto Azioni ordinarie
Riccardo Losi	Chairman of the Board of Statutory Auditors	Direct - Ordinary Shares	Moncler S.p.A.
		Indirect - Ordinary shares

	Name and surname	Position held	Type of ownership	Shareholding in
Carolyn Dittmeier		Standing	Direct - Ordinary Shares
	Auditor	Indirect - Ordinary shares	Moncler S.p.A.
	Nadia Fontana	Standing	Direct - Ordinary Shares
		Auditor	Indirect - Ordinary shares	Moncler S.p.A.

GLOSSARY

PS Plan 2022	The share-based incentive plan named "2022 Performance Shares Plan" approved by the Shareholders' Meeting on 21 April 2022
PS Plan 2024	The share-based incentive plan named "Performance Shares 2024 Plan" approved by the Shareholders Meeting on 24 April 2024
PS Plan 2026	The share based incentive plan named "2026 Performance Share Plan", submitted for approval to the Shareholders' Meeting of 21 April 2026
RS Plan 2026	The share based incentive plan named "2026 Restricted Share Plan", submitted for approval to the Shareholders' Meeting of 21 April 2026
Board of Directors or Board	The board of directors of Moncler
Board of Statutory Auditors or Statutory Auditors	The board of statutory auditors of Moncler
Bylaws	The bylaws of Moncler in force at the date of the Report
Corporate Governance Code or CG Code	The Corporate Governance Code for listed companies in force at the date of this Report, approved by the Corporate Governance Committee and promoted by Borsa Italiana S.p.A., ABI, Ania, Assogestioni, Assonime and Confindustria
Consolidated Law on Finance	Legislative Decree no. 58 of 24 February 1998, as subsequently amended and supplemented
Consolidated Sustainability Statement	The consolidated sustainability statement pursuant to Legislative Decree no. 125/2024
Fiscal Year	The fiscal year ended 31 December 2025 to which the Report relates to The Regulation issued by Consob by resolution no. 11971 of 14 May 1999 on issuers, as subsequently amended and supplemented
Issuers' Regulation or IR	The medium-long term share-based incentive scheme
LTI	People who have the power and responsibility – directly or indirectly – for planning, managing and controlling the Company's activities, as defined in
Managers with Strategic Responsibilities or MSRs	Annex 1 of the RPT Regulation
MBO	The short-term, variable, management by objectives, incentive system
Moncler or Company	Moncler S.p.A., a company having its registered office at via Stendhal no. 47, Milan, fiscal code, VAT ID and Milano- Monza-Brianza-Lodi Companies Register No. 04642290961
Moncler Group or Group	Jointly, Moncler and its direct or indirect subsidiaries pursuant to Art. 93 of the Consolidated Law on Finance at the date of the Report
Nomination and Remuneration Committee or the Committee	The nomination and remuneration committee established within the Moncler Board of Directors pursuant to the Corporate Governance Code
Remuneration Policy or Policy or 2026 Policy	The Company's policy regarding the remuneration of members of the Board of Directors, MSRs and the Board of Statutory Auditors of the Company for 2026

The present report on the remuneration and compensation policy drawn up pursuant to Art. 123-ter of the Consolidated Law on Finance and Art. 84-quater

The procedure adopted by the Company with regard to transactions with related parties in accordance with the RPT Regulation as subsequently

The regulation issued by Consob by resolution no. 17221 of 12 March 2010 on related-party transactions, as subsequently amended and supplemented

The shareholders' meeting of Moncler

Sportswear Company S.p.A., whose share capital is entirely owned by Moncler

Report	of the Issuers' Regulation
RPT Procedure	amended and integrated
RPT Regulation
Shares	The Company's shares
Shareholders' Meeting
SPW or Stone Island
Strategic Committee
Subsidiaries

The advisory committee formed to support the Executive Chairman in defining and implementing strategic guidelines, to link and share activities between the main strategic areas of the Company and the Group

Companies directly or indirectly controlled by Moncler pursuant to Art. 93 of the Consolidated Law on Finance

ACT ON CLIMATE & NATURE

TARGETS 2025 RESULTS

Ongoing

100% carbon neutral at all directly managed corporate sites worldwide (production sites, offices, logistics hub and stores)

Ongoing

100% renewable energy at all directly managed corporate sites worldwide (production sites, offices, logistics hub and stores

Ongoing

90% of low environmental impact vehicles in the Group's corporate car fleet worldwide

Ongoing

LEED certification for new corporate buildings

Ongoing LEED certification for new stores48

Ongoing

Promotion of measures for energy efficiency and renewable energy throughout the supply chain

Reduce CO2 emissions [SDG 7; 13]

Safeguard biodiversity [SDG 6; 12; 14; 15]

2025

• Carbon neutrality maintained at directly managed corporate sites worldwide (production sites, offices, logistics hub and stores)
• 100% of electricity used at all directly managed corporate sites worldwide from renewable sources (production sites, offices, logistics hub and stores)
• 98% hybrid and electric vehicles in the Group's corporate car fleet worldwide
• LEED certification for Building Design and Construction obtained for the new Moncler Headquarters
• Continued the LEED certification process at the Group's new stores worldwide
• Compensated unavoidable residual emissions through projects certified on the voluntary market and focusing respectively on circular economy and renewable energy
• Continued the supply chain engagement programme that includes, in addition to energy assessment activities aimed at identifying concrete actions for the reduction of energy consumption and the promotion of energy from renewable sources, support for suppliers in defining CO2 emissions reduction targets according to internationally recognised standards
• All paper, cardboard and wood materials used by the Group are made exclusively from recycled and/or reused raw materials and/or raw materials certified by the Forest Stewardship Council (FSC) and/or the Programme for the Endorsement of Forest Certification (PEFC)
• Supported a project promoted by the Office National des Forêts (ONF) for the planting of over 900 trees in the municipal forest of Monestier-de-Clermont
• Wool supply chain: continued the regenerative agriculture project in Australia with PUR Projet, with a biodiversity monitoring and carbon absorption system for resilient and fertile ecosystems
• Cotton supply chain: continued support for the Unlock project by extending the programme to new farmers and geographical areas in South Asia; continued collaboration with the Ecosystem Services Market Consortium, continuing projects in Tennessee and launching new projects in Texas

Support for initiatives of Zero Deforestation and sustainable forest management

Ongoing

Launch of regenerative agriculture projects in the cotton and wool supply chains to reduce and/or avoid the impacts on biodiversity

48 Excluding shop-in-shops

Target delayed

Target

partially achieved

Target overachieved Target achieved Target on time

THINK CIRCULAR & BOLD

TARGETS 2025 RESULTS

2025

Over 50% of yarns and fabrics will be from "preferred" materials

2025

50% "preferred" nylon used in the 2025 collections

2025

50% "preferred" cotton used in the 2025 collections

2025

100% of merino wool used in the 2025 collections will be certified mulesing free

2025

70% wool certified under specific standards (for example Responsible Wool Standard – RWS, Nativa, Sustainawool)

Use lower impact materials compared to conventional solutions49 [SDG 12]

• 55% of the yarns and fabrics used in the SS and FW 2025 collections made with "preferred" materials (>43% in the SS and FW 2024 collections)

• 60% of the nylon used in the SS and FW 2025 collections is made of recycled material (>50% in the SS and FW 2024 collections)

• 55% of cotton used in the SS and FW 2025 collections organic or recycled (~37% in the SS and FW 2024 collections)

• 100% of the merino wool used in the SS and FW 2025 collections made with mulesing free certified materials (~93% in the SS and FW 2024 collections)

• 70% of the wool used in the SS and FW 2025 collections made with certified materials, for example Responsible Wool Standard – RWS, Nativa, Sustainawool (~70% in the SS and FW 2024 collections)

Extend the product's ability to last over time [SDG 12]

Ongoing

At least 55% of nylon production scraps (Group's direct production sites and Moncler Brand outerwear suppliers) recycled

Ongoing

Extra-Life "advanced" repair service developed at global level

100% of nylon scraps sent for recycling from own direct sites. Recycling, extended to the Moncler external outerwear production network, reaches more than 55% of total nylon scraps also in 2025

Extra-Life "advanced" repair service for Moncler garments available in all Regions

Ongoing

100% packaging for end clients made with "preferred" materials

Ongoing

Zero single-use virgin plastic from fossil origin

Ongoing

100% of packaging used in logistics processes made with "preferred" materials

Utilizzare un packaging a più basso impatto rispetto a soluzioni convenzionali [SDG 14] Use lower impact packaging compared with conventional solutions [SDG 14]

• 100% of packaging for Moncler and Stone Island end clients made with "preferred" materials
• Zero single-use virgin plastic from fossil origin

100% of the Group's logistics packaging made with "preferred" materials

BE FAIR

TARGETS 2025 RESULTS

Ongoing

100% of down suppliers also compliant with the new "human rights" and "environmental" modules included in the DIST Protocol (Stone Island will adopt the same environmental and social modules in its Responsible Down Standard - RDS certified supply chain)

Ongoing

Key raw materials traced

Strengthen traceability systems of raw materials [SDG 12]

Promote a fair and safe workplace [SDG 8]

2025

At least 80% of "critical suppliers"50 aligned with the highest levels of the Moncler Group's social compliance standard

2025

100% of "critical suppliers" evaluated and involved in a living wage analysis51

Ongoing

Promotion of health, safety and environmental certifications at supplier sites

• 100% of down suppliers also compliant with the new "human rights" and "environmental" modules included in the DIST Protocol (Stone Island adopted the same environmental and social modules in its Responsible Down Standard - RDS certified supply chain)
• Key raw materials (cotton, down, nylon, polyester and wool) traced

• 90% of "critical suppliers" aligned with the highest levels of the Moncler Group's social compliance standard

• 507 ethical, social and environmental audits carried out during the year. 100% of outerwear suppliers audited on ethical and social aspects in the three-year period 2023-2025, and additional monitoring systems introduced (e.g. visits outside working hours, monitoring of energy consumption by time bands)
• 100% of "critical suppliers" evaluated and involved in a living wage analysis
• Continued awareness-raising activities for suppliers to promote the importance of certification processes

50 Includes suppliers selected on the basis of the volume of business conducted with the Group, continuity of the relationship with the Group and sustainability parameters, that are assessed according to different risk levels associated with the type of raw materials, production processes and potential violation of human rights in the country in which they operate.

51 Living wage analyses are valid for three years.

NURTURE UNIQUENESS

2025

Update of the PIUMA Leadership model, the company's performance review system, with a focus on inclusivity

Promote an inclusive culture through training [SDG 4; 5]

Launched BEYOND, the new performance evaluation model

Ensure representation [SDG 4; 5]

2025

≥ 50% women in total workforce

2025

≥ 50% women in all management positions

2025

≥ 50% women in junior management positions

2025

≥ 50% women in top management positions

2025

≥ 50% women in management positions of revenue-generating functions

2025

≥ 50% of women in STEM-related (Science, technology, engineering and mathematics) positions

• 53% women in all management positions
• 55% women in junior management positions
• 43% women in top management positions (percentage increased compared with previous years, but target not fully achieved)
• 54% women in management positions of revenuegenerating departments
• 61% of women in STEM-related positions

2025

Equal pay certification at global level (Moncler Brand perimeter)

2025 Publishing a DE&I report

Ongoing

Strengthening employees protection systems

Creating a system of procedures and policies to support Diversity, Equity & Inclusion (DE&I)

Equal Pay certification achieved for the Moncler Brand worldwide

2025 DE&I Report published in February 2026

Launch of new internal communication campaign on the whistleblowing procedure

Value people [SDG 3]

Ongoing

Annual repetition of the employee satisfaction survey at global level

GIVE BACK

2025

150,000 people in need protected from the cold (2020-2025)

Protect people from the cold

Over 163,000 people in need protected from the cold (2020-2025)

Create shared value [SDG 11]

Ongoing

100% of eligible employees enabled to undertake volunteer activities during working hours

100% of eligible employees enabled to undertake volunteer activities during working hours

Target delayed

Target

partially achieved

Target overachieved Target achieved Target on time