Michelin’s Strategic Partnership with Indigenous People

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?

Authors: Pamela Sloan, David Oliver
Institution: HEC Montreal, Canada
Competition Year2009
Place1st Place
TrackCorporate Sustainability
Key WordsMichelin, Aboriginal Workforce, Partnerships
Permission RightsThis case was published in: Sloan, Pamela & David Oliver (2009) Michelin's Strategic Partnership with Indigenous Peoples (A) The Basis for Partnership, International Journal of Case Studies in Management, 7(2), 1-12.
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posted June 30, 2009

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