the welfare plan has an access clause linked to the Group s profitability.
During the year, the Company s welfare initiatives in- cluded nurseries and preschools for the children of employ- ees at the corporate offices in Trebaseleghe (Padua, Italy), the cost of which was covered entirely by Moncler. The se- lected schools offer spaces for up to 33 children of Moncler employees. By the end of 2022, a nursery will be completed for the children of manufacturing employees in Romania, which will host about 60 children.
Since May 2018, Moncler has been a member of Sani- moda, a supplementary healthcare fund for workers in the fashion industry in Italy, which provides healthcare servic- es complementary to those of the Italian national health service. During the year, 728 employees signed up with Sanimoda.
DEVELOPMENT
Identifying and retaining the best talent is of crucial im- portance to the Company. In order to enhance and develop that talent, Moncler follows the PIUMA Leadership Model, an annual performance assessment system that measures the skills people use to achieve their set targets. Based on a solid methodology, it measures performance by assessing the level of knowledge, problem solving and impact on the business, then comparing it with the standard expected for the specific role. This helps verify how well employees fit into their role, while suggesting potential training and de- velopment plans.
The assessment is underpinned by a series of values that everyone in the Company is expected to adopt and promote: integrity, passion, identification with the Mon- cler culture, the ability to establish relationships built on trust, global vision, performance excellence, innovation and talent development.
Conceived to improve business performance, the as- sessment system has a medium/long-term perspective, and is thus one of the key processes for managing and developing people, identifying succession plans, and retaining the best talent within the Company. As such, it is the basis of the salary review process. An important part of the evaluation process is the self-assessment, where employees compare their own perception of their performance with the Compa-
ny s view, leading to more constructive feedback between supervisors and team members.
The assessment process requires managers to appraise their respective teams using a digital platform. Assessments are then reviewed and finalized by a committee of senior ex- ecutives, who compare and calibrate them to ensure objec- tivity and fairness. The process concludes with a feedback session between the supervisor and the team member, who discuss results and areas for improvement and agree on a plan of action to strengthen future performance.
The assessment process applies to all positions world- wide, corporate and retail, and since 2020 includes the man- agement team of the Romanian production site. In 2021 it will be extended to workers in Romania, in a manner consist- ent with the needs of such an important population in terms of size and specificity.
In 2020, 2,708 employees were assessed, 15% more than the prior year, accounting for 97%10 of the eligible workforce.
EMPLOYEE ENGAGEMENT
Moncler sees employee dialogue and engagement as key to fostering the motivation and satisfaction of its people, thus creating strong long-term relationships. To this end, the Engagement & Internal Communication unit, within the People & Organization department, is tasked with develop- ing strategies, actions and tools to engage personnel while promoting a company culture. This year, with the COVID-19 emergency, employee engagement was even more important to foster a sense of closeness among people who had to work remotely, apart from their teams.
Use of the corporate intranet site MONCamp has grown over the years as a way to share information and news and enhance networking among colleagues. The MONCamp news section, based on a specific editorial plan, features news about products, events and people in order to boost knowledge, sharing, and a growing sense of belonging to the Moncler family. The platform s social function has been strengthened and broadened and is now an important means of communication among employees, especially retail workers, who use it to share sales experiences, build client relationships, and promote local events.
Moncler regularly conducts a people satisfaction survey, MONVoice, which aims to offer a snapshot of the Company s positioning in terms of employee engagement and employee enablement. By analysing the individual elements of each of these aspects, Moncler identifies its strengths and areas to be addressed to improve its overall positioning.
In December 2020 the fourth edition of MONVoice kicked off, involving 3,741 people worldwide with a questionnaire of 48 closed-ended questions (17 sections) and two open-end- ed questions designed to gather suggestions on new work- ing methods and on diversity and inclusion activities. Three new sections were added to address changes and key trends of the last year. The first aimed to understand how Moncler people perceived the Company s decisions in response to the pandemic. The second dealt with diversity and inclusion, in an effort to gather employees thoughts and suggestions on this topic. The third investigated the values with which Mon- cler people most identify, those in which they recognize their
PERFORMANCE ASSESSMENT
2020 2019 2018
Employees assessed (No.) 2,708 2,354 2,200
Eligible population covered (%) 97% 92% 95%
10. Percentage calculated on the total workforce with permanent contract at 2020, which served as the benchmark for the 2020 assessment process.
9190 CONSOLIDATED NON FINANCIAL STATEMENT 2020NURTURE GENIUS