of Venice and H-Farm as part of the undergraduate Digital Management programme. This collaboration led to offer internships to students aimed letting them experience daily business life.
In Korea a partnership with the Korea Fashion Design Occupational Training College in Seoul was established, while in the view of Daejeon and Dongtan store openings, collaborations with the Hanbat National University, Pai Chai University, Woosong Col- lege in Daejeon and Jangan University, Suwon University and Hyupsung University in Dongtan have been activated. Close cooperation with the Fashion Management de- partment of Woosong College led to the creation of specific courses on store activity; one of the students, who successfully completed the internship at the Daejeon Outlet, was hired as Client Advisor in January 2022.
In Japan, collaboration with major universities and business schools was strength- ened, including with the Professional Institute of International Fashion of Tokyo, Tokyo Seitoku University, Kyoritsu Women s University of Tokyo and Bunka Fashion College of Tokyo. These collaborations mainly concerned fashion retail courses with the aim of launching an internship programme at the Moncler s most prominent boutiques. 20 internships were set up at the Aoyama boutique and Ginza flagship store in 2021.
In America, it continued the collaboration with Handshake, a platform that allows people to get in contact with thousands of schools across the United States and ex- plore opportunities for being introduced in companies. Also the collaboration with LIM College continued; with this regard, Moncler attended a career night, together with other brands working in the industry, meeting students interested in future career op- portunities. In the New York area, the partnership with the Fashion Institute of Technol- ogy continued.
In Europe, together with the Institut Français de la Mode in Paris two activities have been launched: the first involved 14 students in the Printed Brand Magazine project aimed at creating contents for a Moncler magazine under the guidance of the PR & Communication team; while the second was designed to train 120 French retail employ- ees on issues relating to the fashion and luxury sector. In collaboration with the Glion Institute of Higher Education and Les Roches International School of Hotel Manage- ment, digital career days were organised with the aim of identifying new resources to be employed at Moncler Ski Resorts. In addition, at the Grenoble École de Manage- ment, classes were held for students in the master s degree programme in Fashion Design & Luxury Management. At the École internationale de marketing et management du luxe of Paris, a student was selected to start an internship in the Client Service function.
TRAINING Training plays a key role in the process of people s development. It is a fundamental tool for enhancing and strengthening individu- al skills, for upgrading their knowledge (upskilling) when needed in support of the continuous evolution of the business, and, last- ly, for spreading the Group s values and strategy thus supporting cultural and organisational growth.
Also in 2021 training activities were redesigned to meet the new needs related to the ongoing Covid-19 pandemic. Where pos- sible and in accordance with appropriate safety standards, hybrid forms of in-person and digital training were privileged, in order to maintain the participation high the participation and foster em- ployee learning. In particular, approximately 924,000 euros were invested, mainly linked to the inclusion of new digital contents on the MAKE (Moncler Academy for Knowledge and Excellence) plat- form, which were also extended to the people of Stone Island. More than 118,000 hours of training were provided to around 5,100 em- ployees, of whom 71% were women. The slight reduction (-3%) in training hours was linked to new and more efficient delivery of training courses for employees at production sites, which have in- volved shorter sessions. This new training model, adopted at the production site in Romania, led to a reduction (-20% compared to 2020) in average training hours per capita, equal to 22.4 (approx- imately 27 for women and 13 for men). Simultaneously, training involving employees at both corporate sites and stores increased significantly; in particular, in the former case it doubled and in the latter it registered a 38% increase.
The increase in the use of digital tools led to a 21% increase in e-learning courses and to the involvement of more employees in training activities (+6% compared to 2020). Of the employees who participated in training activities, 54% were white-collars, followed by workers (25%), professionals (11%), managers (8%) and executives and senior executives (2%).
In 2021 the largest investment referred to technical and professional training, which represented 73% of the courses de- livered both to the sales staff and to employees at corporate of- fices. In addition, there was an ongoing commitment to health and safety training, accounting for 20% of all hours delivered.
Technical and professional training took place at various moments during the year. The Brand Protection team explained the importance of knowing and following brand protection proce- dures as a fundamental mean to protect the Company from repu- tational damage and compensation claims.
TRAINING INVESTMENTS
Moncler Group Moncler Brand 2021 2021 2020 2019 Training expenses (euros) 923,801 907,410 537,856 886,578 Hours of training (No.) 118,299 116,753 121,795 103,194 Employees involved (No.)6 5,086 4,800 4,830 4,690
6 Refers to all employees, including those who left the Group during the year, who benefited from at least one training course in 2021.
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2021 NURTURE UNIQUENESSNURTURE UNIQUENESS