04 Sustainability Statement Own workforce (S1) Impacts, Risks and Opportunities (IROs) Brief description Upstream value chain Downstream value chain Own operations Short-term Medium-term Long-term S1 - OWN WORKFORCE Attracting and retaining talent Deterioration of the employer brand and talent turnover; shortage of talent on the market Talent turnover issues may arise due to the nature of the industry (many production plants operate 24/7) and to the geographical location of Michelin facilities. Risk Employee health, safety and well being Deaths, disabilities and injuries In all the Group’s office, production, research, logistics and retail facilities, employees may be exposed to the risk of accidents involving mechanical or electrical installations, materials and finished products handling, chemicals, tooling and shopfloor movements. These risks could result in injuries of varying degrees of severity. Traffic accidents during business travel have also been identified as risks. Negative impact Occupational illnesses caused by exposure to chemicals and harmful substances, including substances of concern and very high concern The tire industry uses a number of potentially hazardous compounds, as well as substances of concern or very high concern. Employees working in research or manufacturing operations are at risk of exposure to chemicals that, if unmitigated, could ultimately lead to illness. This may concern certain products and substances used to make tires, as well as certain compounds that may be found in process fumes. Negative impact Social protection An adequate wage and a social protection floor Adequate wages and social protection benefits for Michelin employees around the world Positive impact Introduction Michelin’s corporate purpose is to “offer everyone a better way forward.” This vision unites everyone in the corporate community through individual and collective initiatives inspired by the Group’s ambitious objectives for 2030. Respect for people is one of Michelin’s founding values and the Group has always been particularly mindful of the well-being of its employees. Today, it is more aware than ever of its responsibility to employees and other stakeholders. For Michelin, business performance is closely tied to employee fulfillment and highquality social dialogue. 4.8.1 A STRATEGY GROUNDED IN EMPLOYEE ENGAGEMENT Michelin’s vision and strategy have always been people-driven, which is why it is so strongly committed to upholding and promoting human rights. The Group’s strategy is deeply grounded in both the engagement and the development of people and teams, which together are one of its differentiating strengths and a decisive factor in meeting its 2030 objectives. Every employee is empowered to grow at Michelin, both professionally, in terms of skills and leadership, and personally, with fulfilling work, health and safety protection, and the guarantee of equal opportunity regardless of social background, gender, age, ethnic origin, sexual orientation, religious beliefs, disability or physical appearance. Regular assessments of employee engagement (via the annual “Moving Forward Together” survey, see below) and inclusive, constructive social dialogue are key success factors in the strategy, which is designed to drive sustainable, balanced performance. Employee share ownership is also an important component in the engagement strategy. The principles embodied in the Group’s workforce policies are informed by international legal instruments(1) and directly guided by its ethical values. (1) These include the fundamental conventions of the International Labour Organization, the UN Guiding Principles on Business and Human Rights, and the Universal Declaration of Human Rights. The principles have also been shaped by input from the many working sessions held with the United Nations Global Compact and other organizations dedicated to these issues. Upstream Downstream OP OP OP OP OP 263 2024 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN
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