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At 31 December 2020 the Moncler Group had 4,398 employees, a slight decrease since the end of 2019 (-4% or 171 fewer employees).
The trend should be viewed in light of the COVID-19 pandemic. Due to the state of emergency, many stores underwent temporary closures, and there was also less traffic – especially tourists – in stores. For the sales network this meant fewer short-term seasonal hires, as well as personnel transfers on the basis of need.
The majority of Moncler’s workforce is concentrated in the EMEA Region, due in part to the production site in Romania, which accounts for 66% of the EMEA workforce.
By country, besides Romania (26%), most employees are concentrated in Italy (24%),
China and Japan (11%), and the United States (7%). White-collar (including retail) workers make up the largest employee category, though their numbers decreased by 10% with respect to 2019 due to the non-renewal of temporary contracts. The fastest-growing categories are managers (+10%)
and professionals (+9%), as a direct consequence of Moncler’s constant investment in coordinating figures who are directly involved in the implementation of key activities and processes.
The greatest concentration of employees by age is the 31-40 age group (38% of the total, a slight increase compared with 2019). Employees over the age of 50 increased by 14% for the year and now make up 13% of the workforce. The average age is 37.8 years, in line with 2019.
As regards length of service, 84% of employees (-7% with respect to 2019) have been working for the Group for 0-5 years. The groups 6-10 years and 11-20 years grew the fastest, by 15% and 16%, respectively, confirming a significant trend towards consolidation and retention.
Most employees (72%) have a medium/high level of education (45% hold a university degree or equivalent, and 27% a high-school diploma).
Moncler operates directly in around 75 countries, with five regional structures, through local offices where senior management teams work in synergy with the corporate offices in their areas of expertise.
Despite the lack of a specific policy, the Company has always favoured the hiring of
qualified local professionals, whose skills and knowledge of the market enable a better understanding of country-specific competitive dynamics and cultures.
This approach, along with strong organizational integration on a global scale, has led to the creation of significant value
for Moncler. About 98% of senior managers in the various Regions were hired locally, with no substantial difference in gender.
A total of 89% of employees have a permanent employment contract, roughly unchanged since 2019, with 93% of them working full-time.
Temporary contracts, reflecting the seasonal nature of various business and retail operations, decreased by 32% compared to 2019 as a result of reduced store traffic and
temporary closures caused by the measures taken to limit the spread of COVID-19.
In 2020, 151 temporary contracts were converted to permanent, demonstrating the Company’s commitment to consolidating the workforce and retaining personnel.
At year-end 2020, 256 people were working for Moncler under other arrangements
(internships, temporary, etc.), as permitted by law and in relation to business needs. A total of 16% of these were internships, which Moncler views as an important way to recruit future talents.
In 2020, negative turnover was 16%3 compared with 21% the previous year. This amount relates mainly to retail personnel and is considered a phenomenon
to be expected, given the competitive dynamics in this sector.
During the year, around 1,300 people were hired under temporary or permanent
contracts, of whom more than 70% were women and 46% younger than 30. About 1,500 employees left the Company.
1 Employees are divided into five categories: workers, white-collars, professionals, managers, and executives/senior executives.
Executives and senior executives are the highest and second highest-level decision-makers in a Company division or business unit; they help define both corporate and division strategy and have a direct impact on 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 organization. They may be in charge of coordinating a team of technical experts.
White-collar workers are tasked with specific responsibilities and/or duties assigned by a senior officer.
Workers perform manual labour within the Company.
2 In 2020, 336 employees could not be mapped as their educational level was unknown.
3 Negative turnover is the ratio of permanent employees who left the Company in 2020 (638) to total permanent employees (3,928) at 31 December 2019.
4 Both temporary and permanent employees.
5 Including 70 temporary employees whose contract expired on 31 December 2019.