disposal, and the group’s international scope provides a stimulating
multicultural, diverse environment.
Michelin believes that if the company is to “move forward
together” with employees, they must play a key role in shaping the
way their career unfolds. The company encourages employees
to view changes in Mob, Mob position or geographical location as
opportunities for professional development.
The development of each employee in the group is monitored
and assisted by the Personnel Department. The department also
helps them to leverage opportunities to build a career path.
SURVEY FOR EMPLOYEE DEVELOPMENT
The survey 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. 90% of employees
took part in 2016, demonstrating their interest and confi dence in the
approach. The commitment rate worldwide increased compared to
2015, totalling 80%.
Pride at belonging to the group, the importance of quality
in Michelin products and services, the overriding concern for
employee safety and confi dence in the future are the points of
e[cellence 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.
WORKPLACE SAFETY AND DIVERSITY
Based on feedback from the survey Michelin has rolled out an
active health and safety policy and review it annually. The policy
is aimed at preventing risks that could have a negative impact on
employees’ health, safety and ability to work.Results from the policy include:- 22 plants registered no lost-time accidents in 2016.
- 1 million euros have been invested in 2016 to develop new
solutions for workstation ergonomics. - 32,755 progress ideas for improving safety and working
conditions were implemented in 2016.
Introduced in 1927, Progress Ideas give everyone, whatever their
function, the opportunity to get involved in the Company’s life and
progress by suggesting ways to solve problems or improve the
manner in which we do things. In 201, 24,620 people put forward
at least one Progress Idea. This represents a 37% participation rate
at the sites running the programme.
Diversity of employees is an asset and source of creativity
for Michelin. Priority has been given to the feminisation of the
company, particularly to management, and to the emergence of
local management, particularly in growth areas.
One third of administrative, technical, supervisory and
management new hires are now women, and 17.1% women
accounted of the global workforce in 2016
According to latest data, 24.8 of management (managers
and supervisors) are women. Currently, Michelin is working hard
to reach its obMective of 0 of women in managerial positions
by 2020.
Michelin also pursues a proactive employment policy for
people with disabilities, facilitates career development and
organises intergenerational cohabitation.
The survey also stated that in Michelin, the worldwide