Wet Seal (WTSLA)

Employees

As of January 31, 2009, our operations had 5,896 employees, consisting of 1,851 full-time employees and 4,045 part-time employees. Full-time personnel consisted of 612 salaried employees and 1,239 hourly employees. All part-time personnel are hourly employees. Of all employees, 5,582 were sales personnel and 314 were administrative and distribution center personnel. Personnel at all levels of store operations are provided various opportunities for cash and/or other incentives based upon various individual store sales targets. All of our employees are nonunion, and, in management’s opinion, are paid competitively at current industry standards. We believe that our relationship with our employees is good.

Employees

As of February 2, 2008, our operations had 7,745 employees, consisting of 2,157 full-time employees and 5,588 part-time employees. Full-time personnel consisted of 671 salaried employees and 1,486 hourly employees. All part-time personnel are hourly employees. Of all employees, 7,371 were sales personnel and 374 were administrative and distribution center personnel. Personnel at all levels of store operations are provided various opportunities for cash and/or other incentives based upon various individual store sales targets. All of our employees are non-union, and, in management’s opinion, are paid competitively at current industry standards. We believe that our relationship with our employees is good.

Employees

As of February 3, 2007, our operations had 5,678 employees, consisting of 1,930 full-time employees and 3,748 part-time employees. Full-time personnel consisted of 631 salaried employees and 1,299 hourly employees. All part-time personnel are hourly employees. Of all employees, 5,344 were sales personnel and 334 were administrative and distribution center personnel. Personnel at all levels of store operations are provided various opportunities for cash and/or other incentives based upon various individual store sales targets. All of our employees are non-union, and, in management’s opinion, are paid competitively at current industry standards. We believe that our relationship with our employees is good.

Employees

As of January 28, 2006, our operations had 5,312 employees, consisting of 1,735 full-time employees and 3,577 part-time employees. Full-time personnel consisted of 562 salaried employees and 1,173 hourly employees. All part-time personnel are hourly employees. Of all employees, 4,992 were sales personnel and 320 were administrative and distribution center personnel. Personnel at all levels of store operations are provided various opportunities for cash and/or other incentives based upon various individual store sales targets. All of our employees are non-union, and, in management’s opinion, are paid competitively with current industry standards. We believe that our relationship with our employees is good.

Employees

As of January 28, 2006, our operations had 5,312 employees, consisting of 1,735 full-time employees and 3,577 part-time employees. Full-time personnel consisted of 562 salaried employees and 1,173 hourly employees. All part-time personnel are hourly employees. Of all employees, 4,992 were sales personnel and 320 were administrative and distribution center personnel. Personnel at all levels of store operations are provided various opportunities for cash and/or other incentives based upon various individual store sales targets. All of our employees are non-union, and, in management’s opinion, are paid competitively with current industry standards. We believe that our relationship with our employees is good.

Employees

As of January 29, 2005, our continuing operations had 5,433 employees, consisting of 1,791 full-time employees and 3,642 part-time employees. Full-time personnel consisted of 588 salaried employees and 1,203 full-time hourly employees. All part-time personnel are hourly employees. Of all employees, 5,140 were sales personnel and 293 were administrative and distribution center personnel. Personnel at all levels of store operations are provided with cash incentives based upon various individual store sales targets. All of our employees are non-union, and, in management’s opinion, are paid competitively with current standards in the industry. We believe that our relationship with our employees is good.

On December 28, 2004, we announced the closure of approximately 150 Wet Seal stores, as a part of a store-closing program designed to improve our company’s return to profitability. By March 5, 2005 we had closed 153 Wet Seal stores and approximately 2,000 positions were eliminated as result of the store closures.