4 _251 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Sustainable Development Report NUMBER OF EMPLOYEES AT DECEMBER 31, 2023(1) Africa, India, Middle East North America South America Asia (excluding India) Europe Group total EMPLOYEES ON PAYROLL, consolidated companies, under any form of work contract, excluding temp agency workers 2023 8,295 26,082 8,363 23,213 66,543 132,496 2022 8,258 24,870 8,290 23,550 67,245 132,213 FULL-TIME EQUIVALENT EMPLOYEES OF CONSOLIDATED COMPANIES, excluding interns, work-study trainees, apprentices and temp agency workers 2023 8,211 24,810 7,464 22,501 62,008 124,994 2022 8,216 23,797 7,474 22,656 62,774 124,918 Employees by gender at December 31(1) 2022 2023 Men 80.4% 80.1% Women 19.6% 19.9% (1) In the consolidated companies, under any form of work contract, excluding interns, work-study trainees, apprentices and temp agency workers. Employees by category at December 31(1) 2022 2023 Production operators 62.3% 61.9% Administrative and technical staff and supervisors 7.1% 7% Management staff 30.5% 31.1% (1) In the consolidated companies, under any form of work contract, excluding interns, work-study trainees, apprentices and temp agency workers. 4.1.2.4 a) Human resources planning and development For the new skills development process to work, units and employees should be informed and advised about the talents and skills needed both immediately and over the next three to five years. This means accurately foreseeing both the emergence of new professions, jobs and skill-sets and the ways in which they will inevitably evolve in response to the ever-faster transformation of our ecosystem. The ultimate goal of the Strategic Workforce Planning (SWP) process is to have the right number of skills in the right place at the right time and at the right cost, so that Michelin can realize its ambitions in current and future markets. Aware of these challenges, Michelin implements a SWP process that consists of identifying the Group’s skills and workforce needs over a five-year period and recommending action plans to address them with hiring, reskilling and upskilling solutions. Led by the Competency Managers, the process is carried out in the form of a project in response to a specific problem posed, for example, by a new organization, significant changes in a job family or skill needs, or a strategic issue raised by the Group Executive Committee. AGE PYRAMID(2) (1) The sum of the figures rounded up or down to the nearest whole number generates a one-FTE difference. (2) Concerns all employees except Group managers and senior managers, InTouch classification. ≥65 years 55-64 years 45-54 years 35-44 years 25-34 years ≤24 years 0.5% 11.1% 24.9% 31.6% 25.5% 6.4%
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