4 _245 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Sustainable Development Report In every country represented in the European and Global Works Councils, meetings are periodically organized to share financial and employee relations information with employee representatives. Transparently explaining the issues so that they are understood by all parties creates conditions conducive to responsible dialogue during negotiations. In Germany, reviews of plant performance and market trends led to the decision to close certain facilities and wind down operations. Implementation of the related projects, which have been discussed in detail with employee representatives, will continue in 2024 and 2025 with support plans for each of the employees concerned. Particular attention is also being paid to revitalizing the impacted sites(1). In the United States, the phase-out of tire manufacturing operations at the Ardmore Oklahoma plant due to the technological obsolescence of the production equipment is being accompanied by in-depth interviews with each impacted employee so that personalized support plans can be defined for each one. Particular attention is also being paid, with local partners, to site rehabilitation(1). An increasingly mature social dialogue process and workplace sentiment in every operating region In Western Europe, while conditions in the Passenger car and Truck tire markets have forced the Group to continue reconfiguring its manufacturing footprint, responsible social dialogue has been constantly maintained with employee representatives, so that everyone can work together to jointly define the most effective procedures for implementing the restructuring process. The quality of social dialogue generally improved around the world, and particularly in Europe, as seen in the findings of the 2023 engagement survey. Moreover, the health crisis and the geopolitical instability that impacted every region of the world revealed a very deep social cohesion across all our geographies, by strengthening ties between local management and employee representatives. Led by the Group Director of Social Development, a network of labor relations managers from the Group's 15 leading manufacturing host countries meet regularly to share the latest information on employee sentiment and labor relations in their units, as well as best practices and local experience. A social dialogue indicator Internationally, employees are represented by the European Works Council (CEEM) and the Global Works Council (MWC). 74% of host country organizations with more than 100 employees have an employee representative body(2). ● Total number of countries where the Michelin Group has more than 100 employees: 31. ● Total number of countries represented on the European and Global Works Councils: 23. 91% of employees are represented by an employee representative body(2). ● Total number of Michelin Group employees: 126,628. ● Total number of Michelin Group employees in the countries represented on the European and Global Works Councils: 115,492 Listening to employees via the annual engagement survey Employee engagement is an important driver of operational excellence and the ability to meet the Group’s performance objectives. Michelin has set the particularly ambitious objective of becoming a world-class leader in this area by reaching and maintaining an 85% employee engagement rate. Every year, the Moving Forward Together: Your Voice for Action survey measures the engagement rate and employee feelings about their jobs. In 2023, the survey was conducted Group-wide for the eleventh year running, with a 91% response rate that was two points higher than the year before. Employee confidence in the survey illustrates how managers are increasingly using it to support dialogue in their teams and drive continuous improvement. The credibility of the findings was also raised by the high response rate, with more than 110,000 employees participating. In 2023, the overall employee engagement rate rose by one point, to 84%, with rates showing significant gains among administrative employees and managers and holding steady among production operators. The improvement was achieved in a highly tense environment, roiled by inflation and supply chain disruptions. The survey also showed that the priority issues remained largely the same as in 2022, i.e., (i) preparing employees for new challenges; (ii) simplifying procedures and resolving dysfunctions; and (iii) enhancing well-being in the workplace. (1) See section 4.1.2.3 i) Transparency: information concerning redundancy plans, job retention initiatives and retraining, placement and support programs during the year. (2) Based on the consolidated workforce at April 30, 2023, when the Councils were set up.
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