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Employees in numbers

At 31 December 2017, the Moncler Group had a total of 3,498 employees – a 9% increase over 2016, equal to 282 additional employees – with increases in headcount in almost every country where the Group operates.

GEOGRAPHIC AREAS AND PROFESSIONAL CATEGORIES

By geographic area, the majority of Moncler’s workforce is concentrated in EMEA. By country, most employees are con- centrated in Italy (23%), Romania (26%), and Japan (12%).

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 (52% 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 (35%) is in the 31-40 age group; the average age is 36.5 years.

As regards length of service, the majority of employees (87% of the workforce) has been employed for 0-5 years, which reflects the rapid expansion recently experienced by the Group.

Most employees (74%) have a medium/high level of ed- ucation (41% hold a university degree or equivalent, and 33% a high school diploma).

EMPLOYEES BY AGE GRUOP
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.

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.

This approach, along with a strong organisational integration on a global scale, has led to the creation of significant value for the Group.
Over 98% of senior managers in the various Regions were hired locally, with no substantial difference in gender.

LOCAL SENIOR MANAGEMENT
EMPLOYMENT CONTRACTS

A total of 77% of employees have a permanent employment contract, an increase over the previous year, with about 92% of them working full-time.

Temporary employment contracts are mostly related to the seasonality of certain business and sales activities.

In 2017, 113 temporary employment contracts became permanent.

At year-end 2017, other forms of collaboration (such as internships, professional collaborations, etc.),

as permitted by law and in relation to business needs, had involved 292 additional people.

TEMPORARY AND PERMANENT EMPLOYMENT CONTRACTS
TURNOVER

In 2017, the Group hired about 1,600 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, 58% of new hires were under 30, confirming the Company’s ambition to invest in new generations.

During the year, a total of 1,300 employees left the Com- pany, of whom about 600 for the termination of temporary contracts. With regard to the 26%3 negative turnover recorded, it is important to mention that it was mainly due to the de- parture of retail personnel,

who accounted for 50% of the exiting employees, a phenomenon to be expected given the competitive dynamics of the sector.

EMPLOYEE TURNOVER

NOTES

1 Employees are divided into ve categories: workers, white-collars, professionals, managers, and executives/senior executives. Executives and senior executives include the rst and second highest level decision-makers in a Company division or business unit; they contribute to the de nition 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 signi cance to the organisation. They may be in charge of coordinating a team of technical experts.
White-collars are tasked with speci c operational responsibilities and/or duties assigned by a senior of cer.
Workers perform operational duties within the Company.

2 In 2017, 164 employees could not be mapped as information on education level was not available.

3 The negative turnover was calculated by relating the number of permanent employees (654) who left the Company in 2017 with the total number of permanent employees (2,542) at 31 December 2016.

4 The gure refers to both temporary and permanent employees.

5 The gure includes 88 exiting temporary employees at 31 December 2016.

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