LensCrafters 2015 Annual Report Download - page 19

Management Report as of December 31, 2015 Page 15 of 35
5. HUMAN RESOURCES
Group workforce
As of December 31, 2015, Luxottica Group had 78,933 employees, of which 60.7% were dedicated to the retail business,
12.7% to the wholesale business and 25.9% to production and distribution activities. Central Corporate services based in
Milan represent 0.7% of the total Group workforce.
In terms of geographical distribution, 53.6% of the total Luxottica workforce operates in North America, 15.9% in Europe,
23.2% in Asia-Pacific, 6.7% in Latin America and 0.6% in the Middle East and South Africa.
Business Area
N
o. Employees 2015
%
2015
Retail 47,942
60.7%
Operations
20,420
25.9%
Wholesale 10,023
12.7%
Corporate
548
0.7%
Total Group 78,933 100.0%
Geographic Area No. Employees 2015 % 2015
North America 42,313
53.6%
Asia Pacific 18,313
23.2%
Europe 12,579
15.9%
Latin America 5,255
6.7%
Middle East & South Africa
473
0.6%
Total Group 78,933 100.0%
The success of Luxottica and its Human Resource management strategy in 2015 was based on the following elements:
dedicated focus on the employee development of key skill sets, realization of career potential and a merit-based work
environment free of discrimination. The strategic pillars set forth above are detailed in the initiatives and activities described
below.
Development and Organizational Wellness Initiatives
Planning and Professional Development
In 2015, Luxottica further developed its initiatives supporting Professional Requirements Planning and Technical and
Managerial Career Development. It also consolidated strategies at the regional level, allowing a greater attention to the
specific needs of management in different markets. The Talent Management and Leadership Planning process, based on a
shared and synchronized global calendar, identifies and promotes employees who demonstrate the potential to take on
increasing responsibilities within the organization. A desire for strong leadership at every organizational level resulted in the
launch of several initiatives. The Group concluded the Pipeline Program which started in 2014, and targeted the most
talented leaders in the organization. This one-year program offered four different training events where high-potential
participants could leverage different learning methods, develop leadership skills and meet their international colleagues
from London to Palo Alto and from Singapore to Milan. A second edition of this program has been planned for 2016.
Another program called Leadership Lab helps managers from different businesses and geographies across Europe create