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EMPLOYEES IN NUMBERS

At December 31, 2016, Moncler had a total of 3,216 employees – 792 more compared to the 2,424 employees in 2015 – with increases in headcount in almost every country in which the Group operates. In particular, in April, the Company completed the set-up of its production site in Romania, by hiring about 600 employees in addition to the workforce integrated in 2015 during the acquisition process, bringing the site’s total headcount to 862 employees.

GEOGRAPHIC AREAS AND PROFESSIONAL CATEGORIES

By geographic area, the majority of Moncler’s workforce is concentrated in EMEA. By country, most employees are concentrated in Italy (23.0%), Romania (26.8%), and Japan (10.4%).
White-collars account for the largest number of Company employees – a direct reflection of Moncler’s business model, in which the largest share of workforce is concentrated in the retail area (45.5% of the Company’s total workforce is employed in retail stores).

NUMBER OF EMPLOYEES
EMPLOYEES BY GEOGRAPHIC AREA
EMPLOYEES BY PROFESSIONAL CATEGORY1
AGE, LENGTH OF SERVICE, AND EDUCATION LEVELS

The majority of the Group’s workforce (38%) is in the 31-40 age group; the average age is 37 years.
With regard to length of service, the majority of employees (90% of the workforce) has been employed for 0-5 years, which reflects the rapid expansion recently experienced by the Group.
Most employees (71%) have a medium/high level of edu- cation (37% hold a university degree or equivalent, and 34% a high school diploma).

EMPLOYEES BY AGE GROUP
EMPLOYEES BY LENGTH OF SERVICE
EMPLOYEES BY LEVEL OF EDUCATION2
NATIONALITY OF LOCAL MANAGEMENT

Moncler operates directly in around 70 countries worldwide through local offices, where senior management works in synergy with the Company’s corporate offices to manage the respective areas of competence.

Despite the lack of a specific policy, the Group has always favoured the hiring of qualified local professionals, whose skills and knowledge of the specific markets enable a better understanding of country-specific competitive dynamics and cultures.

This approach, along with a strong organisational integration on a global scale, has led to the creation of significant value for the Group.
Over 97% of senior managers in the various Regions were hired locally, with no substantial difference in gender.

LOCAL SENIOR MANAGEMENT
EMPLOYMENT CONTRACTS

A total of 79% of employees have a permanent employment contract, an increase over the previous year, with about 93% of them working full-time.
Temporary employment contracts are mostly related to the seasonality of certain business and sales activities.

In 2016, 96 temporary employment contracts became permanent.
At year-end 2016, other forms of collaboration (such as internships, professional collaborations, etc.),

as permitted by law and in relation to business needs, had involved 162 additional people.

TEMPORARY AND PERMANENT EMPLOYMENT CONTRACTS
TURNOVER

In 2016, the Group hired over 1,200 people. This growth was mainly driven by the expansion of the network of Directly Operated Stores (DOS), the enhancement of corporate units, and the creation of new organisational divisions. As far as age is concerned, 47% of new hires were under 30, confirming the Company’s ambition to invest in new generations.

Furthermore, changes in the scope of consolidation due to the completion of the set-up process at the production site in Romania led to a net workforce increase of about 600 units.
During the year, over 1,000 employees left the Company, of which 670 for the termination of temporary contracts.

With regard to the 21%3 negative turnover recorded, it is important to mention that it was mainly due to the departure of retail personnel, who accounted for 74% of the exiting employees, a phenomenon to be expected given the competitive dynamics of the sector.

EMPLOYEES TURNOVER

NOTES

1 Employees are divided into ve categories: workers, white-collars, professionals, managers, and executives/senior executives.
Executives and senior executives include the first and second highest level decision-makers in a Company division or business unit; they contribute to the definition of both corporate and division strategy, and thus have a direct impact on their performance.
Managers are responsible for the implementation of certain operating activities and processes, usually by managing a group of people. This category also includes senior managers responsible for implementing corporate or division strategy, through leadership and people management.
Professionals have specialist skills and manage activities or parts of processes that are of significance to the organisation. They may be in charge of coordinating a team of technical experts.
White-collars are tasked with specific operational responsibilities and/or duties assigned by a senior officer.
Workers perform operational duties within the Company.

2In 2016, 149 employees could not be mapped as information on education level was not available.

3The negative turnover was calculated by relating the number of permanent employees (363) who left the Company in 2016 with the total number of permanent employees (1,733) at December 31, 2015.

4The figure refers to both temporary and permanent employees.