Sustainability Statement Own workforce (S1) 04 4.8.2 DEPLOYING THE STRATEGY THROUGH A CONSISTENT SET OF POLICIES AND THE ICARE LEADERSHIP MODEL The Group’s workforce strategy is overseen by the Corporate Personnel Department, which is led by the Chief Personnel Officer, a member of the Group Executive Committee. The Department is tasked with defining workforce policies, ensuring their implementation and sharing its expertise. Deployment of the strategy is based on a foundation of seven policies designed to foster social cohesion and equity through respect for people and facts, support Michelin’s employer appeal and sustainable employability for everyone, and ensure compliance with applicable regulations and international standards. These foundational policies align with the impacts and risks identified in the double materiality assessment and the related governance mechanisms as follows: Impacts, risks, and opportunities Policies Governance mechanisms Attracting and retaining talent Living wages and social protection floor Employee health and safety 1. Recruitment and hiring Social cohesion 2. People development Social cohesion 3. Employee and team compensation and social protection Social cohesion 4. Diversity, equity and inclusion (DEI) Social cohesion 5. Employee relations European Works Council 6. Health, safety, quality of worklife Employee health and safety 7. Anti-harassment Human Rights/Ethics Committee In recent years, these core procedures have been supported by a leadership model known as ICARE (I for "Inspiring", C for "Create Trust", A for "Awareness", R for "Results" and E for "Empowerment"). It is designed to ensure collective accountability, so that employees at every level of responsibility are empowered to act as leaders. 4.8.3 ACTIVE STAKEHOLDER DIALOGUE, A CORE COMPONENT OF THE WORKFORCE STRATEGY The Group nurtures active, ongoing dialogue with employees throughout the year. Personal and team engagement, one of Michelin’s differentiating strengths, plays an important role in driving operational excellence and meeting business objectives, while fostering empowerment of the engaged teams. By improving engagement conditions and perception of the employee value proposition, the Group is also enhancing its employer appeal. The Moving Forward Together survey, a key social dialogue lever Employee engagement is tracked through the annual global Moving Forward Together survey, which enables employees to express their views on the Group’s progress towards its strategic goals and on their daily employee experience. The annual findings provide a key lever for managers at every level to foster constructive social dialogue and drive continuous improvement. The steady increase in the engagement rate over the years attests to the ongoing efforts to instill a stimulating, inclusive workplace environment. Calculated based on four Moving Forward Together survey questions, the rate has risen from 80% in 2019 to 84.7% in 2024 (up one point from 2023). This means that it has already met the target for 2030 and must now be consolidated. I c R A E LEADER INSPIRING CREATE TRUST EMPOWERMENT AWARENESS RESULTS 264 2024 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN
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