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Co-Determination |
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It is the people that make a company what it is and this is especially true with Miele. The cooperation of Miele staff is characterised by employee participation – direct talking as a first medium of communication. Even members of the senior management team are approachable and can be contacted – and this is true as much for administrative staff as for staff from the production lines.
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 Togetherness |
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Employee surveys are carried out regularly in certain sectors, for instance, in the electronics factory in Gütersloh. In 2006, an employee survey on the topic of company culture was undertaken. The questions addressed aspects relating to cooperation and communication, with the main aim of investigating the relationship between the staff and the management. The results were discussed in feedback talks and then introduced as direct measures.
The general works council was, of course, involved in the management’s decisionmaking process. Here, an open and constructive dialogue plays a key role in overcoming the challenges that are being faced. Employee suggestion scheme The employee suggestion scheme can be traced back to the sons of the company's founders. Carl Miele jr. and Kurt Christian Zinkann first called on the workforce to submit suggestions for improvements and methods of increasing efficiency back in 1951. Over the decades, many employees have used this scheme to be involved in product and process improvement. Ultimately, they have made an active contribution towards shaping the company. Irrespective of the quality and feasibility of the suggestions, the large numbers participating in the scheme is evidence of the strong affinity they have with Miele. Today, as back then, the bonus or reward is not the main motivation for employees to show their initiative. The reason for their involvement is the genuine desire to “always be better” in day-to-day production and with the appliances manufactured, and to contribute to the economic success and thus secure one's own job. |
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This is shown alone by the fact that the majority of employees who have submitted a successful suggestion "stay on board", i.e. the transposition of their idea is important and they will continue to be involved in the respective area. This dedicated involvement is beneficial for both parties: in 2007, a total saving of almost EUR 3.5 million was made by implementing ideas submitted (projected over the total benefit for three years). Usually it is ideas from the technical specialists that have the greatest benefit. The bulk of suggestions relate to production, e.g. optimising production equipment and products, where approximately 21% of all improvement suggestions in the last five years have related directly to the subject of environmental protection. Challenges and Targets One example is the topic of temporary employment. Miele employs temporary workers so that it can react to fl uctuations in production and employment. The Miele workers’ council also takes on responsibility for the occupational health and safety, equipment and working hours of the temporary workers. In March 2007, an agreement was reached stating that the number of staff employed as temporary workers would increase from 2.5 % to 4.5 % in the factories. It was also decided that the temporary employment agencies used by Miele must have an unlimited permit(as described in the Law on Temporary Employment), as well as a labour agreement with a trade union belonging to the Confederation of German Trade Unions. As far as international locations are concerned, employee participation is to be guaranteed in accordance with the stateenforced framework conditions. In the Unicov factory there is a workers’ council, whilst the employees are represented by a department of the KOVO trade union, which was founded in February 2008. In Hong Da, the SA8000 social standard is to be implemented and a number of additional workers’ representatives are anchored to this. |
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