Back to the archive

The encyclopedia · People & Management · Operational decision · 2024–2025

Geox declared 130 of its 500 head-office jobs surplus

In September 2025 Geox put 130 of the 500 staff at its Montebelluna headquarters into a restructuring plan, after a first half that lost €4.9 million.

Geox · 2025-09-30

What happened

Geox, the Veneto shoemaker that built a global brand on its breathable-sole patent, announced a restructuring plan on 10 September 2025 declaring 130 positions surplus — esuberi — out of the roughly 500 people employed at its Montebelluna headquarters near Treviso. The announcement followed a first half of 2025 that closed with a €4.9 million loss and revenue down 4.7% against the same period a year earlier.

The figure was confirmed at the second meeting between management and unions, and on 30 September the parties signed an agreement at Geox's headquarters to manage the 130 redundancies without forced layoffs. The instruments are Italy's social shock absorbers: solidarity contracts, which spread reduced hours across the workforce, plus incentives for voluntary departure scaled by seniority — up to a year's pay for the longest-serving employees. The deal was approved by the workers' assemblies.

For Geox this is the second great contraction. The group had already shrunk hard after the pandemic-era crisis, when it was losing over €100 million a year and its Canadian arm filed for bankruptcy. This time the cuts reach the headquarters itself — the functions that design, market and manage the brand — rather than the store network alone.

The setting matters: Montebelluna is the capital of Italy's sportsystem district. A quarter of the anchor brand's head-office workforce declared surplus is read there as a signal for the whole supply chain around it.

Why it happened

  • Cutting a quarter of the headquarters shows demand has not returned: the group already shrank its retail footprint, and now it is shrinking the functions that design and manage the brand itself
  • Solidarity contracts spread the pain instead of concentrating it — reduced hours for many rather than dismissals for 130, which buys time while the market decides
  • The first-half arithmetic is a defensive restructuring, not a growth plan: a €4.9 million loss on falling revenue means the fix being attempted is cost, not demand
  • When the anchor brand of a specialist district cuts its headquarters, the signal travels to every supplier and subcontractor built around it
What it cost130 of 500 HQ jobs declared surpluscostly

The lesson

When a turnaround shrinks the stores but not the losses, the cuts eventually reach the head office. Headquarters is not sheltered from demand — it is where the cuts arrive last.

Aftermath

The agreement runs on solidarity contracts and incentivised voluntary exits, with no forced dismissals; Geox called the deal a balance between protecting workers and the sustainability of the business in a complex market. The unions judged it satisfactory. For Montebelluna the open question is whether the plan stabilises the brand — or merely delays the next round.

Sources

spotted an error? The club wants to know.

Comments · 0

    Sign in to join the comments.

    More like this

    Somewhere, someone solved the problem this company failed at. 2nd Opinion →