Moncler S p A : 2026 Report on the Policy regarding Remuneration and Fees paid

REMUNERATION REPORT 2026 1

REPORT ON THE POLICY

REGARDING REMUNERATION AND FEES PAID

LETTER FROM THE CHAIR OF THE NOMINATION AND REMUNERATION COMMITTEE 06

INTRODUCTION 09

SECTION I

1. EXECUTIVE SUMMARY 14

2. PURPOSE, GENERAL PRINCIPLES AND DURATION OF THE REMUNERATION POLICY 22

3. THE GOVERNANCE OF THE REMUNERATION PROCESS 23

4. REMUNERATION OF CEO, EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSRs 26

5. NON-EXECUTIVE DIRECTORS' REMUNERATION 38

6. REMUNERATION OF THE BOARD OF AUDITORS 38

7. DEROGATIONS 39

SECTION II

1. INTRODUCTION 42
2. PAY MIX 43
3. ACHIEVEMENT OF VARIABILE INCENTIVE SYSTEM 44
4. EXECUTIVE CHAIRMAN, EXECUTIVE DIRECTORS AND MSR 46
5. NON EXECUTIVE DIRECTORS 48
6. BOARD OF STATUTORY AUDITORS 49
7. CHANGE IN THE REMUNERATION 49
8. TABLES 51

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4 MONCLER 5

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 ott 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 attected 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 taritt 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

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 ott 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 ettorts 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.

Chair of the Nomination and Remuneration Committee

6 MONCLER REMUNERATION REPORT 2026 7

INTRODUCTION

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 Group1.

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.

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 ettect 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.

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REMUNERATION REPORT 2026