Sustainability Statement Own workforce (S1) 04 SOCIAL MATTERS 4.8 OWN WORKFORCE (S1) Three questions for Alexander Law, Chief Social Development Officer “In response to widespread internal and external change, our strategy is focused on fostering employee engagement and attracting and retaining talented people” How would you describe the Group’s commitment to an adequate or a "living wage"? Michelin’s overall performance and sustainable viability are grounded in its ability to strike the right balance between the People, Profit and Planet bottom lines. Our commitment is to guarantee that every Group employee is paid at least the equivalent of the living wage benchmark. This is critical to meeting the Sustainable Development Goals defined in the UN Global Compact, which Michelin has pledged to uphold since 2010. The Group ensures that every employee, regardless of host country or company, is paid at least the equivalent of the living wage benchmark. What are the challenges involved in attracting and retaining talented people? Employee turnover and shortages of the skills we need, including to support the environmental transition, are important risks for Michelin. That’s why we must absolutely strengthen our ability to attract and retain talented people. This is a major challenge for the Group’s operations, in particular to cope with the disaffection with shift work, and for its ambitious 2030 objectives, which is why we’ve deployed a Group-wide action plan focused on three main objectives: defining critical jobs and prioritizing initiatives to retain and/or attract talented people to them, managing appeal through cross-cutting governance, and nurturing the employee experience. The action plan expands on other fundamental risk-management practices being deployed, such as talent planning programs, adequate wage standards, a universal social protection floor and fair pay reflecting each employee’s performance and level of responsibility. Other business-critical processes include personal development, upskilling, hiring, promoting from within and succession planning. What are your main employee health and safety objectives? Employee health and safety is naturally a priority for Michelin, which is being addressed with a three-pronged strategy. First, we’re focusing on prevention, to ensure that everyone stays safe and healthy, in particular by constantly striving to maintain a high-quality work environment. Secondly, we need to help attract and retain talented individuals by continuously strengthening a culture of prevention and supervision, with a special emphasis on ergonomics. And lastly, Michelin takes care that new technologies, in whatever form, are introduced for the benefit of people, both to support their personal growth and to protect their health and safety. 262 2024 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN
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