S P O T L I G H Tengagement of employees rate stood at 80 in 2014.
Michelin’s ambition is to reach and sustain an engagement rate
of 85% by 2020.
EMBRACING EMPOWERMENT
Trust, autonomy and personal development foster the commitment
necessary to any sustainable performance. With the establishment
of Responsible Organisations, Michelin wants to develop
the autonomy of each one in the teams, in order to fi nd a full
development in its Mob and to develop its overall performance.
Performance is based on more delegation, versatility,
cooperation, solidarity and responsibility for manufacturing agents
within teams and at all levels in factories.
The group has confi rmed 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
e[changes, Michelin is developing a wide variety of internal
supports and applications to facilitate communication.
The fi rst 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.
Michelin cares deeply about its people’s development, self-
fulfi lment and commitment. Its ³Moving Forward Together, the
Trademark of a Mutual Commitment” describes what the company
provides for its employees worldwide and what it e[pects of them.
MUTUAL COMMITMENTS IN SIX AREAS
Michelin has set out to continually improve staff career
management, learning and development, and management quality.
The goal is for these assets to be e[perienced everywhere as
group strengths. In the areas of Compensation and Benefi ts, Job
Design and the Quality of Work Life, Michelin wants to be, and
remain, competitive.
CAREER MANAGEMENT With support and guidance from
their line manager and career manager, each employee maps
out possible career paths to help them make career choices. This
hands-on management is Michelin’s way of giving employees the
means to achieve their potential through individualised, varied
career plans.
LEARNING AND DEVELOPMENT At Michelin, from the
induction course to the continuous training plan, learning is an
organised initiative at each step of an employee’s career path.
Employees will be drawing up an individual training plan
with the manager and the training team whenever he or she
enters a new Mob. The employee will also be updated on the
ongoing training plan with his or her manager during Periodic
Development Reviews.
Every day, an average of 4,000 people undergo training within
the group, with an average of 6 hours of training per employee.
MANAGEMENT QUALITY At Michelin, the role of each
manager is to foster a close, trusting relationship that empowers
and develops everyone involved. Managers are required to set
the e[ample, be available and receptive, set high standards,
embody the group’s values, take an interest in everyone and
honour their commitments.
Michelin also supports managers by providing training and
measuring the group’s management quality.
JOB DESIGN Clear deliverables are defi ned for each position.
The company makes a point of offering employees positions that
encourage continuous improvement in serving its customers.
Michelin builds the autonomy of people and teams across
the board, as well as giving each employee a measure of latitude,
which is based on the employee’s profi ciency in the Mob.QUALITY OF WORK LIFE Michelin creates working conditions
that will bring out the best of each employee’s talent, and takes
concrete steps to meet the specifi c needs of each country.
Keeps employees safe by continuously improving safety in the
workplace. Working to improve the workplace environment
Concrete steps are taken to meet specifi c needs of employees
in each country, including includes remotely working, employee life
services, physical fi tness programmes, and medical prevention and
safety programmes.COMPENSATION AND BENEFITS Compensation management
is fair, based on level of responsibility e[ercised and personal
performance. The company provides all employees with a pension,
health coverage and life insurance that refl ect the company’s social
responsibility.
Last but nor least, Michelin wants to give its employees a
stake in its results over the long term. This is why, starting in 2016,
the group decided to create regular opportunities for employees to
invest in their group, via the Michelin Employee Shareholder Plan.
According to Michelin’s website, 95,000 employees own 1.8% of
the company’s capital.