DUTCH HAIRDRESSINGDublin, 24, 25 October 2013

Key figures

Branche ANKOWith employees 6.000 3.700Self employed 13.000 1.700

2

DUTCH HAIRDRESSING SECTOR

Total ANKO

Self employed 13.000 1.700

- At home 5.100 700

- Ambulant 5.000 420

- Salon 2.900 580

With employees 6.000 3.700

- Turnover < 175.000 3.800 2.150

- Turnover > 175.000 2.200 1.550 3

SEGMENTATION

4

CHAINS

• 15 Companies (> 10 Filialen)

• 700 Branches

• Chains are increasing

• 1991 10.000

• 2013 20.000

Increase almost fully self employed

5

DEVELOPMENT

6

JOBS

• Total 47.000

• Selfemployed 14.000

• Employees and shopowners 33.000

- Incl. employees 26.000

• Students:- Apprentices 3.500

(1 day school, 4 days salon)- Trainees3.500

(4 days school, 1 day salon)

7

DIVISION OF TURNOVER

x 1.000% Self

employed % Salons

< € 175.000% Salons

> € 175.000

< 10 36 1 0

10 - 35 49 3 0

35 - 100 13 42 0

100 - 175 2 47 17

175 - 375 0 7 62

>375 0 0 21

Total 100 100 100

Average 21.200 108.000 328.000

8

COMPOSITION OF TURNOVER

Mainly hair care

Sales of products• 7% self employed • 11% salons

• € 1.4 Billion excl 6% VAT

• 80% Salons

• 20% Self employed

9

TURNOVER HAIRDRESSING SECTOR

ANKO is the advocate for all salon owners in hairdressing that want to run their business in a professional way

10

MISSION ANKO

• Holding on to the traditional continuity of the past is no option

• The hairdressing sector has changed and will continue to change

• Craftmanship only will not be enough, but is of the utmost importance

• Strenghtening of the whole salon, both employers and employees is needed

11

VISION ANKO

• Growth of self employment• Decreasing income and profitabilty• Recession comes together with

increasing competition and price pressure

• Strong pressure on the traditional salon• Market-oriented chains growing

12

CHANGING MARKET

• Improvement of enterpreneurs’ skills• Equal conditions for all enterprises• The level and image of hairdressing as

an important craft should be improved• Wage vs turnover too often off balance• Extend average lenghth of stay of skilled

employees

13

CHALLENGES

Social dialogue is a long Dutch tradition

Social partners in Hairdressing:ANKO employersFNV Mooi employeesCNV Vakmensen employees

14

SOCIAL PARTNER STRUCTURE

15

SOCIAL PARTNER STRUCTURE

Social partners formally deal with:

• Collective labour agreement• Health and Safety • Pension scheme• EducationBut also discuss other relevant matters for hairdressers

16

SOCIAL DIALOGUE

We see a good functioning social dialogue as an important instrument for the economic development of the hairdressing sector

Thank you for your attention