A responsible employer
Over 110,000 people of 120 different nationalities work in the Michelin Group. This diversity is enriching and a source of creativity. Respect for individuals, development, dialogue, passion and confidence are the bedrock of relations between the Company and its employees.
Acting as a responsible global employer
The number of employees working in the Group are 111.681 in 2015. Temporary contract workers only represent 4.4% of Group employees.
The company's social responsibility is reflected in its policy with respect to social benefits. In regards to health insurance, life and disability insurance and pensions, Michelin tops up national systems to grant benefits that are comparable in most countries in which the group is located.
To improve well-being in the workplace, Michelin contributes to the introducing activities and services that help employees to balance their working and private lives and guard against stress.
Moving Forward Together
Michelin is convinced that the Company's performance and the professional success of each of its members go hand-in-hand. Launched in 2011, Moving Forward Together reaffirms the values that drive the Group, presenting both the Group's commitments and those it expects from its employees.
From the time of hiring, a career path is mapped out beyond the initial position
Michelin wants its employees to find personal fulfilment in the performance of their responsibilities and assesses each individual within the perspective of a career path. Its training policy enables all employees to develop throughout their professional careers, contributing to Group performance. Personal growth and internal mobility are Group priorities.
Ongoing aim for 100% health and safety
Michelin has rolled out an active health and safety policy, aimed at preventing risks that could have a negative impact on employees' health, safety and ability to work.
Michelin views diversity both as a quality that reveals values and an asset for innovation. Through its multi-action program, the Group promotes open-mindedness and combats judgment of values. Priority has been given to encouraging women to join the company, especially at management level, as well as to the emergence of local management, in particular in developing areas.
In addition, Michelin has a proactive policy of employing handicapped people, helping with retirement and organizing multi-generational cohabitation.
Trust, self-management and personal growth nurture the commitment required to drive sustainable performance. By introducing empowering organizations, Michelin wishes to develop the autonomy of each employee, enabling them to find fulfilment in their work and develop overall performance.
This type of performance is based on more delegation, versatility, cooperation, mutual support and responsibility for production operators on their stations both within teams and at all levels of the plant. All production teams now operate in OR mode.
One of our principles is to give responsibility to the person who carries out a given task because he knows a lot about the question. In addition, this often makes him realize that he has capabilities that he didn’t know he had and enables him to move forward.
Dialogue, communication and listening
The Group has confirmed its intention to develop social dialogue as part of a new momentum to transform it into a performance lever. To promote access to information and exchanges, Michelin is developing a wide variety of internal supports and applications to facilitate communication. The first opportunity to dialogue with all employees has been a global opinion survey entitled "Moving Forward Together: Your Voice for Action", measuring how employees feel about their work and their level of engagement. The study is repeated on a yearly basis in order to track developments in employees' perceptions and measure the effects of actions carried out.
Workplace safety and diversity
Did you know?
"Moving Forward Together, Your Voice for Action"
This survey, carried out among all Michelin employees in 26 languages and 53 countries, has been conducted each year since 2013. It is aimed at measuring the commitment of Group employees and canvassing their opinions about well-being in the workplace. 86% of employees took part this year, demonstrating their interest and confidence in the approach. The commitment rate worldwide increased compared to 2014, totaling 77%.
Pride at belonging to the Group, the importance of quality in Michelin products and services, the overriding concern for employee safety and confidence in the future are the points of excellence revealed by the study
Sharing results is an opportunity to engage in dialogue and to collectively consider concrete actions, which can then be implemented at all levels - team, site, country and Group.
The survey will be carried out on an annual basis.
Dare to trust
Michelin Empowering Organizations
Over the past few years, Michelin has been introducing Empowering Organizations (OR) in its plants, aimed at empowering and developing operators within more autonomous teams.
2013 was dedicated to an innovating procedure within the Group; nearly 1,500 employees from 37 manufacturing and maintenance units in 18 different sites were invited to design for themselves both the form and conditions of advanced autonomy. This involved turning the customary order of thinking on its head – instead of asking management to design delegation plans, operators in teams were asked to describe how far they thought they were able to go in terms of autonomy. The objective was not only for the teams to put forward innovating solutions, but also to test these solutions for a one-year period and assess the impacts in terms of industrial performance.
The results were so promising that the Group's Executive Committee has decided to launch this procedure in 6 complete industrial sites as from 2014.