米其林公司的英文介绍
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0.Michelin公司总部介绍：
In 1889 two brothers, André and Edouard Michelin, embarked one of the great human and industrial adventures of our times: one that shaped and continues to drive progress in modern means of transport through constant innovation
From the invention of radial tires to that of Pax System, and from the first gastronomic guide to the steel wheel, Michelin has played an active role at every stage of the automotive adventure.
Michelin made its first racing appearance when Charles Terron won the longest non-stop bicycle race ever to be held: Paris-Brest and back ( 1,200 km). After 71 h and 18 mn of racing and 9 hours ahead of his closest contender, Terron had provided an excellent demonstration of the superiority of the Michelin detachable tire.
Racing is the best laboratory for testing technological innovations in extreme situations. It is a powerful driver of progress. Michelin tires continuously undergo the toughest of all reality checks: championship racing.
1.介绍一
The Michelin journey of discovery began in 1891 when Andre and Edouard Michelin developed the first detachable bicycle tyre. Taking only minutes to repair, the tyre carried cyclist Charles Terront to victory in the now famous Paris to Brest race. The Michelin brothers, however, began a journey that took them much further than the finish line. Their innovation revolutionised the world transport industry.
Delivering over a century of mobile innovations, Michelin today continues the relentless journey to improve your driving experience. Developments such as Michelin Green X™ ‘low rolling resistance’ technology drive the future of tyre manufacturing, promising to reduce global fuel consumption by up to 5%. At Michelin, we also recycle 90% of our waste tyres and promote reforestation of rubber trees.
The Michelin man, Bibendum, represents our commitment to all motorists. Born out of a stack of tyres and the imagination of the Michelin brothers, Bibendum has grown to become one of the 10 most recognised symbols in the world. Using Bibendum as the international symbol of Michelin quality, Michelin has expanded to over 170 countries, with 80 production plants and six rubber plantations.
From Europe to Asia to the Americas, every Michelin manufacturing plant around the world follows the same uncompromising code of quality standards. Michelin makes tyres to improve the driving experience for all motorists. The journey is unending because our destination is always perfection.
From cyclists to Formula One™ champions, people have always been the inspiration for Michelin tyres. The journey to discover innovative mobility solutions has taken Michelin from humble beginnings in France all the way to outer space. Michelin has developed over 3,500 types of technologically advanced tyres for all vehicles; including bicycles, motorcycles, cars, trucks, aircraft and even Formula One™ and the NASA space shuttle. These people with the same passion design your tyres.
2.介绍二
Michelin initiated almost every significant technical development in tyres. It turned the concept of the pneumatic tyre into a practical, production proposition and led the way in applying such concepts first to bicycles, then to motor cars and eventually trucks.
In 1908, Michelin combined the pneumatic tyre with the twinned wheel/tyre arrangement to enable trucks to carry heavier loads without resorting to multiple rear axles.
By 1962, Michelin had developed the first tubeless steel-braced radial truck tyre together with a one piece wheel, which replaced the former wheel assemblies with up to six components and also achieved a significant saving in unsprung weight. From one percent of the market in 1965, tubeless penetration grew to 75 percent in 1987.
From 1976 onwards Michelin developed low-profile tubeless truck and light truck tyres (80, 75, 70 and 65 per cent aspect ratio). The move to low-profile has created space within the wheel rim for better brake cooling, an important factor as permitted weights and average speeds continue to increase.
Low-profile developments include the wide single radial which has increasingly replaced twin wheel and tyre units in trailer applications and more recently on drive axles.
Tyre designers continue to seek ways of improving the overall performance of truck tyres, a task that represents a constant challenge.
3. Michelin 澳大利亚公司介绍
Michelin Australia Pty Ltd was launched in October in 1997 to manage and develop the markets of Australia, New Zealand and some of the Pacific islands like New Caledonia, Fiji, Samoa and Tahiti. Prior to this, the Michelin brand had been in present in Australia for the last 50 years through its importation by sales distributors. Michelin's head office in Australia expanded and was relocated to Port Melbourne in Melbourne in 2001. This office houses all its national management and operational staff, including departments like customer service, product management, marketing, logistics, finance, personnel, communication and information technology.
The office in Port Melbourne is also home to the Michelin Australia Training Centre (MATC). This training centre is one of a few dedicated facilities in Michelin's network of companies in the Asia-Pacific zone. Michelin Australia is supported by a network of regional offices based in Perth, Sydney, Melbourne, Brisbane and Hamilton in New Zealand. Each of these offices has its own sales force covering a wide range of products, brands and geographical territories.
The tyres marketed in Australia include those for passenger car/light truck, earthmover equipment, truck and bus, agricultural and industrial equipment, aviation and motorcycle/bicycle. At least four of the Michelin Group's global brands can be found in Australia/New Zealand: Michelin, BF Goodrich, Komoran and Taurus. As an acknowledged global leader in its business, Michelin's corporate mission is clearly spelt out and practised in a variety of ways around the world:
Michelin's mission is to contribute to the progress of the mobility of people and goods, facilitating freedom, safety, efficiency and also travel enjoyment.
In carrying out this mission, five strategic orientations have been adopted:
Focus our passion to improve mobility. Grow as the most innovative company for tyres, suspension systems and related services.
Offer our customers the best quality products and services at the best price in each market we decide to serve.
Provide growth and fulfilment for our people as they carry out their responsibilities, especially by making full use of the company's diversity and by developing our people's talents.
Durably grow the value of our company by maximising the profitability of our operations and our return on investment.
Recognise and fulfill our company's role as a responsible member of society, by practising the five corporate values:
Respect for customers
Respect for people
Respect for shareholders
Respect for the environment
Respect for facts
4.老板介绍
Ten questions to Jean Moreau
Jean Moreau
Corporate Vice President
- Personnel
How would you describe the people at Michelin?
In a nutshell: Michelin people are passionate about doing a good job. Every day I come across people who love what they do, because they believe in the Company, its mission, the quality of its products and its innovative spirit.
Where does this passion, pride and sense of belonging come from?
For a start, it stems from Michelin’s reputation and the intrinsic quality of the jobs we offer. But that's only part of the story. There's also the day-to-day application of our values: respect for facts with the simplicity and reserve of judgement which this implies, respect for people, and respect for customers. These values promote unity and loyalty.
Does this mean that people wish to remain in employment with Michelin for long periods of time? It is true that our turnover rate is particularly low. One reason for this is the extraordinary opportunities for career development we offer them within the company. People don’t join Michelin just to fill a post, but to take up challenges and grow. These are the principles behind our personnel management policy.
What are the key features of Michelin’s career management policy? We provide people with genuine opportunities for learning and applying different professional skills. Responsibilities change frequently. People have the chance of building a career over time, while living an exciting adventure, often in different countries.
How does this affect personnel management? In the first place, we do not regard People as resources at Michelin. We even use a different name: instead of a “human resources” department, we have a “Personnel ” department. The personal qualities of every individual interest us because we take a long-term view. We are looking for people with personality and human potential, and rarely for a particular skill to fill a particular post. All employees, regardless of position, know they can count on their career manager to help them to develop themselves and advance in their careers.
What is the role of the person’s immediate superior? The immediate superior’s role is to assist team members in performing their current mission by setting targets, providing support in attaining them, assessing performance, designing training itineraries and promoting career development, even outside the sector.
What is the role of the career manager? The career manager takes a broader, more long-term view and looks at both company needs and the prospects for people development. He or she is in charge of the individual’s career development over time and often even takes the lead in initiating change. To ensure continuity, career managers must be well acquainted with individual staff members, their aspirations and their limitations.
Where does the individual employee feature in all this? Each employee is primarily responsible for his or her own career development. Ability and ambition to advance must be reflected in performance. Career advancement involves calling oneself into question, ceaselessly striving to develop and improve and voicing aspirations. We like to represent career management as a triangle to underline the complementary roles of the employee, the immediate superior and the career manager.
Such a policy clearly implies costs, in terms of training for instance, does it not? True, but training is a vital human investment, whether one is acquiring and improving technical skills – some of which are specific to Michelin – or more general skills.
Developing people is based on career-paths and the successful management of new experiences. Training and coaching are vital to this process. Training is also a tool for reinforcing our shared values and culture wherever we operate.
How do you reconcile common values with individual characteristics? It is quite possible to share a common set of values and aims while developing different individual and complementary talents. For example, Michelin strives to be Polish in Poland and Chinese in China. Our diversity is one of our greatest assets. It makes us more creative and reactive which is all to the benefit of our customers. And ultimately, it makes our work that much more stimulating!
