Our actionsPEOPLE
ACTING TO SUPPORT THE PEOPLE WHO MAKE TUDOR WHAT IT IS
At TUDOR, we firmly believe that the success and long-term viability of our company depend above all on the involvement, wellbeing and fulfilment of those who work every day to make it a success. Putting people at the heart of our approach means creating a working environment where physical and mental wellbeing is prioritised, diversity is valued, and every individual's background is recognised as a source of enrichment and innovation.
To put these values into practice, we have carried out a number of initiatives, whilst others are currently underway, as we build this roadmap step by step.
Promoting health and wellbeing at work
Physical and visual ergonomics: In 2024, we launched an ergonomics assessment programme covering more than 260 workstations at our main production sites. This analysis enabled us to adapt our facilities to improve the comfort of our teams and prevent musculoskeletal disorders. We have chosen new chairs suited to each workstation, redesigned the computer workstations and adjusted the workbenches to provide an optimal working environment. We have also stepped up our efforts to promote eye health – crucial to our high-precision craft – by organising free eye test campaigns and covering the cost of glasses where necessary. This focus on visual ergonomics for our spaces and screens is part of our commitment to continuous improvement.
Prevention of psychosocial risks : Mental health is also a key priority. In 2025, all managers completed a two-day training course on psychosocial risks, aimed at improving prevention and fostering a culture of listening within our teams. This initiative was complemented by the creation of a wellbeing group, an internal discussion and support forum designed to support employees with these issues, as well as the roll-out of a more comprehensive company-wide training programme in 2026.
Nutrition and physical activity: In 2025, we launched our first workshop on nutrition and physical activity, which we aim to make a regular event. To support this initiative, we also provide subsidised, balanced meals at our company restaurants and cafeterias.
Promoting a healthy work-life balance
Commuting and flexible working hours: We have revised our commuting policy to offer more flexible, tailored solutions: support for carpooling, secure bicycle storage, and incentives to adopt more sustainable travel methods or use public transport. At the same time, flexible working hours have been extended to all departments, including production, in order to better accommodate individual and family needs.
Self-service sanitary product dispensers and dedicated breastfeeding rooms: In 2025, self-service sanitary product dispensers were installed at our two main production sites. This initiative aims to address the barriers associated with period poverty. In the same spirit of consideration and support, a dedicated breastfeeding room is now available.
Suggestion box: Active listening and freedom of expression also contribute to a balanced working environment. With this in mind, a suggestion box dedicated to sustainability was introduced in 2024. Since then, a substantial number of suggestions has been received each year (18 in 2024, 28 in 2025). All have been reviewed by management, and the majority have led to tangible improvements within the company.
Supporting every career path
Skills development: Throughout their careers, all employees have access to technical, managerial and personal development training, delivered both by the group's training centre and through targeted programmes. Furthermore, the annual performance reviews provide a genuine opportunity to listen and offer support: they help identify career aspirations, pinpoint specific needs and facilitate internal mobility initiatives. The system encourages personal development, supports the pursuit of career goals and boosts team spirit.
Preparing for retirement: At the end of their career, a pre-retirement coaching programme is available to anyone seeking support during this important transition. The sessions are tailored to the individual and take personal, emotional and administrative factors into account.
Knowledge transfer and training future generations: In 2025, we opened our Manufactures Training Centre in Le Locle, offering young people the opportunity to obtain a Production Watchmaker CFC or a Watchmaking Operator AFP, two officially recognised qualifications in the fields of watch exteriors and movements. Each course, which lasts two to three years depending on the chosen specialism, provides a practical immersion in the world of watchmaking, combined with personalised support. The scheme aims to take on new apprentices every year, with the ultimate goal of training up to twelve apprentices at any one time.
