Mission & Values

Pirelli employees have the Mission of building international leadership in innovative products and services:

  • Integrity
  • Innovation & Research
  • International drive
  • Portfolio management
  • Distinctive managerial skills

    The identity of the Pirelli Group is historically based on a set of Values that made it possible to consolidate and enrich its Pirelli business culture over the years:

Customer Focus Responsibility and Results Tension Innovation Transparency Speed Integration Professional excellence

Customer focus

Understanding the market place in which Pirelli operates and considering the impact of your actions and behaviors on your customer. Taking every opportunity in your job to represent the customer and his needs.

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Responsibility and tension to results

Striving determinedly for results by making a personal commitment to the definition of plans monitoring their progress and providing concrete output.

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Transparency

Being open and honest about financial results. Being prepared to speak up and disagree if you have an alternative. Accepting different views and encouraging change. Exchanging information across all organizational levels.

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Innovation

Being the first to come up with radical product/service/process solutions that can be implemented. Pursuing excellence, never accepting standard as good enough. Continuously looking for opportunities to improve existing processes and systems.

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Integration

Understanding how a specific action fits into the bigger business picture. Co-operating across and within functions and geographical boundaries towards common goals. Increasing efficiency by minimizing the duplication of efforts.

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Speed

Sensing the urgency to deliver solutions that will delight the customers, ahead of your competitors. Reacting quickly to development needs, effectively identifying the best solutions.

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Professional excellence

Possessing and exploiting technical know-how so as to be the best. Being methodical, sticking to the rules and enjoying what you do.

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Last Revised: 06 2009