Case Abstract
In June 2004, Jim Morrison, Human Resources Manager of Michelin’s Bridgewater Plant, was reflecting on the Aboriginal Workforce Participation Initiative (AWPI) Partnership Agreement that the company signed the previous November. He had a nagging feeling that there was little progress in increasing the representation of Aboriginal peoples at Michelin, and wondered why it was so difficult to get results. At the same time, he wondered about the Advisory Council that was one of the key aspects of the agreed partnership process. Was it really necessary? Wouldn’t it be easier and more effective for the company to work directly with the partner organisations, rather than set up this council? How would it work – and what would be its added-value?
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