1. RISORSE UMANE
ORGANIZZAZIONE RETE

2. 2
NORTH AMERICA & CANADA
59%
(+5%)
EUROPE
15,5%
(+9%)
CENTRAL &
LATIN AMERICA
7%
(+64,5%)
AFRICA &
MIDDLE EAST
1%
(+10%)
PACIFIC
7%
(-19%)
ASIA
10,5%
(+35%)
- Group Headcount *-
61.903 60.975 60.767 61.979 64.050
69.216
Complexity at Luxottica: the Global Scope

3. 3
Governing the complexity: 3 Drivers, 3 Layers of accountability,
200+ key positions……1 Leadership mindset
TheWayWeLead
TheWayWeLead
The Way We Lead
Global
Regional
Local
Global
Local
Regional
X # Luxottica 8+ Positions
Business
76
Geography
6
Function
126
1
5
57
44
25
14
32
30

4. 4
Governing the complexity: the crucial Role of Functions
F
B G
F
B G
B G
F
Business
and
Geography
Function
Leadership
• Continue sustaining the global expansion of our retail business with local,
regional and company-wide dedicated organizations
• Keep on setting up local and regional systems of integration to reach
Luxottica full potential as ‘One Company’, multi-business and boundary-less
organization
• Create a formal network of leaders, accountable for leading the functional
community
• Develop common language, tools and KPIs (key processes)
• Set up global, regional & local Shared Services
• Manage a ‘One Function’ portfolio of key projects
• Architects of our G-local organization
• Ambassadors of Luxottica characteristics
• Sensitive to cultural differences
• With enormous energy and ability to energize others

5. 5
Managing a cross-border function at Luxottica
Model Description Sample Mechanisms
Central decision making and
execution
• Single central unit or function,
which sets Policy, makes
decisions and executes them
CENTRALIZED STRUCTURE
• Specialized management roles
• Common improvement process
CENTRALIZED DECISION
MAKING, LOCAL EXECUTION
Decision made or policies defined
centrally but executed locally
(e.g., within country organizations)
ALIGNED EXECUTION Decision making primarily in local
region / country organizations, but
some centrally driven coordination to
ensure alignment and optimization;
local execution
• Formal network of functional
leaders and talents
• Talent managed globally
• Global processing centres or
centres of excellence
• Regional shared services
• Best-practice sharing
• Common tools, calendar &
reporting formats for vital few key
processes / projects
• Metrics & Reporting integrated
globally
• Strong local accountability
and general management
DECENTRALIZED Decision and execution fully local
in each country

6. 6
EUROPE
93NORTH AMERICA
174
CENTRAL &
LATIN AMERICA
22
AFRICA &
MIDDLE EAST
5
- Group Headcount -
PACIFIC
44
ASIA
67
Headcount to HR
Ratio
1:184 1:153 1:167 1:151 1:172
HUMAN RESOURCES ACROSS THE GLOBE = 405
Human Resources

7. 7
Knowledge Based Organization
– Formal Organization – – Networked Organization –
Marketing
Sales –
Region 3
Sales –
Region 2
Sales –
Region 4
Sales –
Region 5
Sales –
Region 1
HR
General Manager
ITPlanning & Control
Sales

8. 8
Knowledge Based HR Organization
Communities of practice:
• Talent Acquisition
• Performance Management
• Compensation and Int’l Mobility
• Talent Development
• Recognition & Communication
POTENTIAL
Loose network of
people
who see value in
sharing and learning
together
COALESCE
Loose network
launches
a community
COOPERATION
Community has
established common
mindset, goals, strategies
and start brokering
capabilities and
resources across the
organization
2012
2013+
2011
KNOWLEDGE
COMMUNITY
Members leverage one
another’s proprietary
knowledge to deliver
superior results
Functions /
Processes
GeographyBusiness
Global
Regional
Local
RESULTS RESULTS
FUNCTIONAL
ATTRIBUTES
2011 2012 2013
RESULTS
By 2013 we will act as a knowledge community

9. 9
AllRelations*–Organization–KeyPeople
 9
Organization Internal Density
G-Corporate 7.73
G-GMO 9.43
G-Oakley & Oliver Peoples 8.08
G-Operations China 7.91
G-Operations Italy 9.45
G-Retail Optical Australia & SEA 8.34
G-Retail Optical Greater China 7.79
G-Retail Optical North America 8.90
G-Retail Sun & Luxury 6.76
G-Wholesale 3.12
G-Wholesale & Retail 1.56
Corporate
GMO
Oakley & Oliver
Peoples
Operations China
Operations Italy
Retail Optical
Australia & SEA
Retail Optical
Greater China
Retail Optical North
America
Retail Sun & Luxury
Wholesale
Wholesale & Retail
MGR
• On this overall map, the sub-organizations appear
as defined networks (see colors) and are
positioned around the Corporate Group.
• There some relevant nodes well positioned within
their sub-organization with a clear role of broker.
These are fundamental for the existence of the
network (blue arrows)
* The map presents the entire network by nodes
(Problem Solving + Energy + Know-how + Bridge)

10. 10
HR: Dimension 1 / Problem Solving

11. 11
HR: Dimension 2 / Problem Know-how

12. 12
HR: Dimension 3 / Energy

13. 13
HR: Dimension 4 / Bridge

14. 14
HR – Portfolio of competency and aspirations
• In the first part of the survey were asked three
questions to detect garrison(CONTRIBUTION)
competence (SKILLS) and preference (LIKE) against
practices / processes within the HR group Luxottica.
• The questions asked to put in order of importance the
first three practices as in the example aside
EXAMPLE
Cluster HR Practices
Comp & International Mobility
Compensation & Benefits
Performance Management
International Mobility
Governance & Board Relations
Payroll and Personnel
Administration
Payroll and Personnel Administration
Diversity & Culture Management Diversity & Culture Management
HR Business Partnership HR Business Partnership (Generalist)
Internal Communication Internal Communication
M&A, Organization & Change
Change Management
Organizational Design
Merger & Acquisitions
Planning, Reporting & HRIS
Payroll and Personnel Administration
Reporting & Analysis
Manpower Planning, Budgeting & Forecasting
HRIS
Talent Acquisition & Development
Learning & Development
Talent Acquisition (Recruiting)
Coaching & Feedback Management
Talent Management
Employer Branding
Vendor Management Vendor Management
Welfare, Employee & Union
Relations
Employment & Labor Law
Industrial Relations
Welfare Management
Contribution_01 HR Business Partnership (Generalist)
Contribution_02 Coaching & Feedback Management
Contribution_03 Manpower Planning, Budgeting & Forecasting
Skilled_01 HR Business Partnership (Generalist)
Skilled_02 Coaching & Feedback Management
Skilled_03 Change Management
Like_01 HR Business Partnership (Generalist)
Like_02 Employer Branding
Like_03 Organizational Design

15. 15
Practices preferences
1.The sum of all the answers to
three questions about the
practices emphasized the
significance of Talent
Acquisition & Development
cluster.
2. M & A, Organization &
Change has collected a large
number of preferences (like)
compare to the contribution
and the skills
PREFERENCE BY VOTE
1
2

16. HR Community Level 1 - Nomination in
• The graph shows the nomination distribution received by HR Leaders
within their peers group
Mr.
Green
Mr.
Red
Mr.
Blue
Mr.
Yellow
Mr.
White
Mr.
Pink
Mr.
Orange

17. What it’s used for?
AREA PURPOSE
Organizational redesign (inclusive
of M&A)
Ability to identify key brokers, ‘movers’ and ‘shakers’ who can drive change
Process Improvement Practice-based processes’ analysis focusing on knowledge flows integral to core process areas
Partnership/Alliances Effectiveness of partnership / alliance in terms of knowledge and information flow, knowledge
transfer and decision making
Succession planning Reveal “true experts” and identify among them who everyone has in his personal network and
where there might be gaps in case of retirement or transfer
Formative Needs Analysis Ensuring that the right people / capability mix is utilized to execute strategic intent
Stakeholder Analysis Ability to identify key brokers, promoters and potential gatekeepers and see the way they related
to each other
Decision Making Process Connectivity of Executive Team and reveal how information enters and leaves the team
Communication Visualize people real connection and interacting way
Innovation chain Reveal how collaboration is currently happening and show potential gaps or suspected
gatekeepers.