M
ichelin has come a long way since
Edouard Michelin bought over a rubber
factory in 1899 and started the business.
The company is a pioneer in
tyre history by contributing to some
important innovations in the industry.
These technological innovations – the removable pneumatic
tyre (Michelin’s fi rst patent) the radial tyre (a technological
breakthrough) which was developed in 1 46 – were e[ploited by
Michelin to become one of the world’s leading tyre manufacturers.
Today, Michelin is led by CEO Jean-Dominique Senard. The
group manufactures tyres for space shuttles, aircrafts, automobiles,
heavy equipment, motorcycles, and bicycles. The company also
designs and distributes top quality services and solutions, including
digital services, maps and guides to help enrich trips and travels.
Headquartered in Clermont-Ferrand, France, Michelin is
present in 170 countries, has 112,800 employees of 120 different
nationalities. The company operates 68 production facilities in 1
countries which together produced 18 million tires in 2016.
The enriching diversity of Michelin’s workforce is a source of
creativity. Respect for individuals, development, dialogue, passion
and confi dence are the bedrock of relations between the company
and its employees.
“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 realise that he has capabilities
that he didn’t know he had and enables him to
move forward.”
-- Edourd Michelin (1928)
A RESPONSIBLE GLOBAL EMPLOYER
Michelin practises social responsibility by including social benefi ts
as part of its remuneration package for employees. In regard
to health insurance, life and disability insurance and pensions,
Michelin tops up national systems to grant benefi ts 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 believes that the company’s performance and the
professional success of its employees go hand-in-hand. In keeping
with this belief, the group launched the “Moving Forward Together”
survey in 2011.
The survey measures employees’ feeling at work and their
level of commitment. It is renewed annually to monitor changes
in employee perception and to measure the effects of the
actions taken.
Michelin wants every employee to fi nd fulfi lment in their Mob.
That is why performance and potential are assessed with a view
to the long-term, and training policies allow each employee to
continue to grow throughout his or her career, while helping to drive
the group’s development.
Michelin takes employees’ professional development as
a vital part of the group’s performance. To support employees’
growth, the company practises individualised career management,
taking into account the competencies, performance and potential
of employees.
Modern training methods are at prepared at employees’S P O T L I G H TMICHELIN’S TALENT
ENGAGEMENT
PRACTICE By Jeff Tan