MICHELIN - 2008 ANNUAL REPORT

4
The accident frequency rate was
divided by four in five years.
Michelin at a Glance
Concerning the reclassification of the entire
Toul plant personnel, five groups were
organized in Occupational Transition
Workshops. Of the people who have
attended the workshops, 357 have found
a new job. Counting the twenty employees
who had already found a new position
before launch of the workshops and the
other nineteen who will be reclassified within
Michelin Group, a total of 396 people,
or half of the employees affected, have
a new professional occupation at the time
of writing this Report.
Respecting also means defeating all forms
of discrimination and affording all talented
people a chance to grow. Indeed, Michelin
has long known that diversity boosts
creativity and innovation and enhances staff
flexibility, adaptability and reactivity.
Its Personnel management and development
policies are consistent throughout Michelin
Group entities. Recruitment, integration
and organizational models and management
are all geared to achieving a high degree
of cohesion. In 2008, Michelin defined
a new integration policy to be deployed
in early 2009.
The Company values the talents and
development of each one of its members
and adopts a long-term view. Accordingly,
it implements tailored career paths designed
to promote individual fulfillment together
with ever greater professionalism.
Empowering organizations foster initiative,
the acquisition of new experience and
know-how, recognition, the realization
of motivating career paths together with
integration of local diversity. Michelin
conducts an active training policy that gives
individuals a chance to grow and increase
their professionalism throughout their
careers. More than 80% of employees
assuming new functions benefit from an
individual training program. In 2008, 83%
of Group employees benefited from training
for an individual average of 60 hours
(or 4.2% of working time/head).
In 2008, under the Group’s third Employee
Shareholder Plan, 56% of employees in
55 countries across five continents, applied
for shares. This high participation rate
testifies to its employees’ confidence in
Michelin’s strength and mid-term prospects.
Michelin Performance and Responsibility: a dynamic
approach, new edition of the report due in 2009
Since 2002, Michelin’s Performance and Responsibility approach has guided
the Group’s commitment to sustainable, balanced and responsible development.
Fully integrated into the ongoing action plans and projects and efficiently
supported by teams at every level, the approach reflects the Group’s long-term
view of its development through its contribution to addressing societal issues
based on the implementation of its values: Respect for Customers, Respect
for People, Respect for Shareholders, Respect for the Environment and Respect
for Facts.
The Group reports on the progress of its approach and on its objectives and results
in its Michelin Performance and Responsibility Report published every two years,
and an update in the interim years. This information is available from
the www.michelin.com website and on request from the Investor Relations
Department. The fourth full report will be for the 2007-2008 period (publication
in May 2009).
Other Information
Additional Information Consolidated Financial Statements The Managing Partners’ Report
33