_266 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Sustainable Development Report 4.1.3.4 b) Quality of work-life: listening to needs and measuring performance Improvement plans to address employee needs In a large majority of plants and offices worldwide, initiatives to improve the quality of worklife (QWL) are underway with the active participation of employees and, whenever possible, their representatives. These and other programs to enhance the quality of worklife are being incorporated, with employee input, into each facility’s improvement action plans by on-site Health, Safety and Quality of Worklife Steering Committees. Positive quality-of-worklife scores in the engagement survey The percentage of employees who are satisfied with their quality of worklife was relatively stable in 2023, at 78%. This overall result reflects how employees feel about their work‑life balance and personal job fulfillment, their workplace environment and workstation safety issues. Work-life balance remains a priority for employees. To track it, a new “Balance Index” indicator has been developed, corresponding to three questions in the Moving Forward Together survey(1). The Group hopes to use this new metric to manage attrition, improve engagement and enhance employee well-being. In 2023, the Balance Index stood at 73 points, a two-point improvement on 2022. 4.1.3.4 c) Psychosocial risks: adapting preventive measures to local cultures In a commitment to safeguarding employees from the psychosocial effects of stress and harassment, a variety of programs aligned with local needs and regulations have been deployed to provide: ● primary prevention, through reviews, sensitivity training and initiatives to improve the quality of management. These measures, which help employees to protect themselves and improve managers’ ability to detect and respond to at-risk situations, have been rolled out in most of the Group’s host countries (United States and Canada, France, Hungary, Poland, Romania, Serbia, Spain and the United Kingdom); ● secondary prevention, through training and organizational improvement initiatives, particularly in at-risk segments/jobs. Programs to prevent stress with new workplace organization practices have been introduced in Germany, North America, South America, China, Spain, France, Hungary, Poland, Romania and the United Kingdom; ● tertiary prevention, through coaching, relaxation therapy, support groups and individual counseling. Since 2018, some of the Group’s psychosocial risk prevention programs have been audited by the Internal Control Department, to determine how well the corresponding resources have been deployed during the current period of streamlining corporate operating procedures. Certain individual reassignments are helping to offset the impact of psychosocial risks. Almost all of the plants and offices are leading quality-of-worklife programs that help to attenuate stress or facilitate access to medical or psychological assistance for people seeking support. (1) The organization is taking appropriate steps to help employees stay physically & mentally healthy; I experience manageable levels of stress and tension; Work allows adequate worklife balance.
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