Simona Stavrositu, Michelin Corporate & Business Services (Bucharest) Director
In 2020, probably the most challenging thing for Michelin Corporate & Business Services (both for our people and for our organisation) was to continue to deliver key milestones of important projects, according to our plans, in an unprecedented context.
We had transition projects, improvement and transformation projects that were successfully implemented, thanks to our teams’ efforts, all while we were working remote. All these happened on top of our focus on ensuring the continuity of our operations, under unique circumstances.
I am proud to say that our teams have found solutions to overcome these challenges and to deliver our projects almost at the same pace as was initially planned. I cherish the resilience of our people and organisation; I commend them for their team spirit and their capacity to adapt to the unpredictable, for their continued focus on our shared priorities.
Throughout the year, our ability to #StayATeam, to have fun, to share good practices, to build resilience and help each other is what allowed us to continue our journey. I personally finished 2020 with a great feeling of accomplishment, being proud and happy to be part of Michelin.
Looking at what 2021 has in store for Michelin Corporate & Business Services, various key projects will continue or will be launched this year. For their success, the leadership and contribution of our teams are essential. These projects will undoubtedly create value for the Michelin Group: our goal is to advance in “future-proofing” our teams and their competencies, by focusing on their digital, Lean and leadership skills; we are not alone on this quest: the Corporate & Business Services global strategy and the Michelin leadership model support our ambition.
I think 2021 will be defined by two major factors: an accelerated digital transformation and a blend of on-site and remote work. The companies and state authorities will need to accelerate the way they adjust to the requirements of complex digital interactions – and those who had an early start will have an advantage in this race. Under these circumstances, further developing the digital skills of our employees becomes, more than ever, a must – both for our professional and our personal lives.
I also believe that, when the sanitary restrictions are decreased, companies will adopt a blend of “work-from-the-office” and “work-from-home” regimes, giving their employees the flexibility they have grown accustomed to over the past year. This will serve to meet the safety precautions, but it will also answer some of our concerns regarding the toll that the last year may have taken on our employees’ psychological wellbeing or on their engagement.
In Michelin, we already had a FlexOffice program in place before 2020, and this allowed us to adapt very quickly and easily our working conditions; our plan is to continue with this program and adapt it or enrich it with what we learned in 2020.
As we are starting this new year, with all the new projects, changes and challenges it brings, we are happy to be a part of the ABSL community. The opportunities ABSL is offering us are valued and welcome; whether it’s networking, sharing best practices, getting insights from our fellow members and from the experts, doing benchmark exercises or taking part in studies that benefit us all, we have always found value in this community.