_260 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Sustainable Development Report Employee health and safety governance The Employee Health and Safety Governance body is chaired by the Executive Vice President & Chief Personnel Officer and cochaired by the Executive Vice President, Manufacturing, who are both members of the Group Executive Committee. Led by the Group Health Coordination Director, the body also comprises standing members representing: ● Corporate Departments: Planning, Prevention and Protection, Internal Audit, Risk Management, Internal Control and Quality, Legal Affairs and Sustainable Development and Impact; ● Operational Departments: Manufacturing and Supply Chain; ● Business Lines: High-Tech Materials and Distribution. The Governance body meets twice a year. It determines the related policies, objectives and strategies, and ensures that appropriate resources are allocated to drive the timely, successful completion of the action plans defined and deployed to meet the objectives. 4.1.3.1 Engaging in health, safety and quality of worklife policies In full alignment with its fundamental value of respect for people, Michelin is actively deploying a comprehensive range of health, safety and quality of worklife policies, as described in: ● the 2023 Health and Safety Declaration; ● the 2018 Health, Safety and Quality of Worklife Policy, the updated version of the Health Policy; ● the 2022 Environment, Prevention and Security Guidance Letter. The Health and Safety Declaration states that “above all else, Michelin’s wish is to ensure safe and healthy conditions for everyone working in the Group.” For Michelin, these conditions include the physical and psychological well-being of employees, the quality of the working environment, and a healthy work-life balance. These commitments are based on the recommendations issued by key international organizations, such as the UN, the ILO and the OECD, and prevailing standards and legislation, including ISO 26000 and the French Commercial Code. The Health, Safety and Quality of Worklife Policy defines the Group’s fundamentals and vision, in alignment with its transformation objectives for 2030 and 2050. The Environment, Prevention and Security Guidance Letter specifies the short- and medium-term targets for fulfilling that vision, while setting the guidelines that every unit must follow. The scope of reporting does not include newly acquired companies being integrated into the system, where Group procedures are being deployed through a dedicated process. The Group’s risk management procedures are also being applied to employee health, safety and well-being, as part of a disciplined continuous improvement process. The policies are set out and implemented through the Environment and Prevention Management System, which is based on the international ISO 14001 and ISO 45001 standards. Its application by every employee on every site across the Group (with the exception of companies not yet fully integrated into the system) is delivering consistent outcomes and continuous improvement in performance. The various risks and opportunities have been identified and their impacts assessed. Prevention, protection and response procedures have been defined and implemented and are periodically assessed to manage their impacts. Every Michelin facility is staffed with risk prevention professionals, such as OSH experts, ergonomists and hygienists, and healthcare providers, like doctors and nurses. These professionals share best practices and leverage acquired experience at a regional, national and Group-wide level, as part of a continuous improvement process. In the production operations, the Environment and Prevention Management System is an integral part of the operational excellence fundamentals of the Michelin Manufacturing Way (MMW) management system, which identifies and promotes good manufacturing practices. In this way, a full array of improvement drivers are being activated across the organization. Mandatory training courses and programs are helping to instill a culture of vigilance, engagement and alertness in every employee, both for themselves and for others. The emphasis is on encouraging employees to embrace and demonstrate this culture of safety in the workplace (see section 4.1.3.2). Improvements are guided by specific indicators. To manage risks, effective working methods, rule procedures and practices have been defined and are verified by an internal control process. In recent years, a prioritized risk map has been created, based on data from standardized risk assessments conducted for every workstation. Priorities in the annual or multi-year action plans are set based on field data and the Group’s objectives and targets. The plans are supported by programs to drive continuous improvement both in existing equipment and processes and in the design of new equipment and processes.
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