NATIONALITY OF LOCAL MANAGEMENT The Moncler Group operates directly in nearly 75 countries, with five regional structures, through local offices, where a senior man- agement teams work in collaboration and synergy with corporate offices to manage the respective area of expertise.
The Group has always implemented a policy aimed at valu- ing qualified local professionals, where they possess the appro- priate skills and characteristics. At the same time, over the past few years, also international profiles have been recruited at the headquarters and are providing significant contribution to shap- ing the global strategy. In 2021 international senior management at Moncler s corporate offices amounted to around 20%.
96% (+26% compared to 2020) of senior managers in the various Regions, without any substantial difference in gender, were hired from the local community.
LOCAL SENIOR MANAGEMENT
PERCENTAGE Moncler Group Moncler Brand 2021 2021 2020 2019 EMEA (including Italy) 98% 96% 100% 100% Americas 92% 88% 100% 100% Asia 97% 97% 97% 97%
EMPLOYMENT CONTRACTS In 2021, 85% of employees have a permanent contract, with 94% of them being full-time.
Temporary contracts, linked to the seasonality of some business and retail operations, remained essentially stable com- pared to the pre-pandemic period (2019). In 2021, 180 tem- porary contracts were converted into permanent contracts, demonstrating the Group s commitment to strengthening and re- taining personnel.
TEMPORARY AND PERMANENT EMPLOYMENT CONTRACTS
MONCLER BRAND
At year-end 2021, 462 people were employed under other forms of collaboration (internships, temporary work, etc.) in accordance with the law and in relation to business needs. Around 80% of these were temporary-work contracts in view of the potential fu- ture integration into the Company s population, while 16% were internships, considered an important way to recruit the Group s future talent. See also pages 241-242.
TURNOVER In 2021, negative turnover was 20%3, compared with 16% in 2020. This figure, considered to be in the norm, depends on the typical dynamics of retail personnel, a phenomenon to be expected giv- en the competitive context of the sector, and is also influenced by post-pandemic trends registered across all sectors.
During the year, over 2,100 people were hired under perma- nent or temporary contracts, of whom more than 66% were women and 55% younger than 30.
In addition, the workforce registered a net increase, with 360 people more, due to the completion of the Stone Island inte- gration process.
About 1,600 people left the Group. See also pages 241-242.
NUMBER Moncler Group Moncler Brand 2021 2021 Employees at 31/12/2020 4,398 4,398 New hires 2,150 2,012 Departures , (1,620) (1,536) Change of perimeter 362 - Employees at 31/12/2021 5,290 4,874
3 Negative turnover is the ratio of permanent employees who left the Group (890) during 2021 to total permanent employees (4,488)
at 31 December 2020. In 2021, Moncler s voluntary turnover was 12.5% (10.5% in 2020; 10.8% in 2019 and 11.5% in 2018).
4 Both temporary and permanent employees. 5 Including 70 employees whose contract expired on 31 December
2020 and not including 83 employees whose contract expired on 31 December 2021.
2021
TEMPORARY
PERMANENT
15.2%
84.8%
MONCLER GROUP
2019 2020 2021
84.8%
PERMANENT
TEMPORARY
10.7% 15.1%15.2%
89.3% 84.9%
96 97 MONCLER GROUP
2021 NURTURE UNIQUENESSNURTURE UNIQUENESS