A path to ensure a continuous improvement of the Group’s sustainability performance

Today, more than ever, sustainability should be considered a state of mind, a cultural and strategic approach guiding every decision. In a complex global context and at a time when our industry is experiencing a slowdown, sustainability must be a cornerstone upon which we continue to build the future.

For us, this means making responsible decisions every day, continuing to invest in, develop and train our people, and to strive for continuous improvement even when external conditions are uncertain. Together with creativity and technology, sustainability is a key tool to shape and establish a contemporary, robust and resilient business model.

In 2021, as a framework for managing our impact on the economy, the environment and people, we launched the “Be Responsible. Be Brave.” strategy, organised around three key pillars: Protecting our Planet, The New Fashion System and Brave Together. In each of these areas, we set short, medium and long term goals, mapping out a clear, measurable path for the integration of sustainability into our core business and the promotion of circularity and social inclusion.

The results we have achieved in these first few years are a testament to the strength of our commitment.

In 2025, we continued to implement the strategy thanks to the commitment and dedication of the nearly 7,000 people in the Group, who are its driving force and embody its identity.

I am very proud of the environmental results we have achieved, which are particularly significant. We have cut our direct emissions by 50% compared to 2019 and now obtain more than 80% of our electricity from renewable sources across our global operations. This means we have already achieved one of the targets set under the SBTi initiative. We are also working on our decarbonisation strategy, which will involve an ambitious set of targets to be reached over the medium and long term in all areas of the Group’s operations and in the regions where we operate.

At the same time, we have increased the use of certified materials with a lower environmental impact, which now account for 29% of total purchases, significantly above the target set by The Fashion Pact.

These results find concrete application in our brands’ collections. Diesel, for example, produced over 70% of its Ready-To-Wear and Denim collections in line with our Responsible Product Guidelines, which we defined based on industry standards and gradually extended across the Group to introduce common criteria for preferred materials and more responsible processes. In its SS26 pre-collection, Marni reported that over 55% of products sold met these criteria. Jil Sander and Maison Margiela also made significant progress, particularly in leather goods, where the share of compliant products grew significantly in a short time.

We have achieved similarly impressive results in traceability and innovation. Since 2022, we have encrypted over 3 million Jil Sander, Maison Margiela and Marni products on blockchain and provided them with a digital certificate of authenticity. At the same time, we have developed a Digital Product Passport pilot project, which will gradually be introduced for all the Group brands, in anticipation of future changes in European legislation.

The supply chain remains a core component for us, a distinctive asset to be sustained and enhanced. We continued to support our partners through the C.A.S.H. project, with funding now totalling around € 700 million since the program began in 2013. We also worked alongside other groups and companies in the industry on the definition of the Legality Protocol for the Fashion Supply Chain, whose purpose is to promote transparency and fair working conditions throughout the entire Made in Italy supply chain. We will therefore continue to develop collaborations along the supply chain and support it to reduce negative impacts and promote opportunities to make our value chain more resilient.

For us, sustainability starts first and foremost with our people’s mindset. That is why, in 2025, we stepped up our investments in training at all levels of the organisation, from management to the style and product development departments, to ensure that change takes shape right from the early stages of collection design and development, and that sustainability is embedded in the business strategies of all OTB units.

Through OTB Foundation, the expression of our social commitment, we continued to make a meaningful impact in local communities. In our vision, a company creates, produces, sells and generates value, but it also has a responsibility to give some of that value back to those who need it most. In this sense, the Foundation continued to promote educational projects set up to tackle bullying and addiction, emergency response initiatives in Italy and in countries affected by conflict, and action to empower women and combat gender-based violence.

Today, more than ever, I believe our sector must accelerate its path toward sustainability. In a complex environment, it is precisely clarity of vision and the ability to invest over the long term that make the difference. Sustainability, alongside creativity and technology, is the means by which we can keep ahead of change and tackle future challenges.

For us, this is not just a choice, it is the path we have mapped out and will continue to follow with consistency and courage.