4 _253 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Sustainable Development Report 4.1.2.4 c) Employee growth and development A core component of the employee development policy, job mobility is now defined as a “differentiating factor needed to fulfill the Group’s strategic vision. It is an indispensable lever for developing people, enriching their experience and improving their ability to take on broader responsibilities, for their own benefit and for the benefit of the Group.” Offers of job mobility are based on potential reviews that assess behavior, results and skills. The system deployed since 2018 ensures that employees are fully and transparently informed of the performance standards, development aspects and mobility opportunities for a given posting or job, in alignment with the needs of the Group’s organizations and business lines and their own personal aspirations. Team succession plans are now being managed by the team leader, and “underwritten” by the Personnel Department in a support role. As a result, keeping everyone aware of job vacancies is the cornerstone of the Job Posting process, which is now being deployed across the Group as part of the Workday human resource information system. In addition, a continuous skills development process has been introduced with three objectives: ● ensure that the person has the critical skills required for the job, thanks to certification by their manager; ● enable the person to improve their job performance, so as to increase their contribution to the performance of their team or unit; ● guide the person in their career development and offer them opportunities to move to a new posting, job or job family. Employee growth and development are at the very heart of Michelin’s Purpose and the Group strongly believes that successfully adapting to changes in the workplace depends on its ability to prepare employees for the jobs of tomorrow. This means continuously reassessing jobs and skills needs, while enhancing people’s employability to sustain the Group’s performance. This process is structured by regular performance reviews(1) for more than 90% of employees, while a career development system based on People Reviews concerns more than 73%(2). In response to today’s volatile, uncertain, complex and ambiguous world, Michelin has set up a talent campus to support employees in their career development or retraining. Known as the Manufacture des Talents, it enables people to cultivate their lifelong-learning mindset, while helping to enhance the attractiveness of the Group’s host communities and improve talent retention with the promise: “We’re here to help, but the journey is yours.” Manufacture des Talents campuses will eventually be set up in every operating region. The first, which opened in 2022, is a 2,500 sq.m space in Clermont-Ferrand, France that offers Michelin employees a unique learning experience focused on innovation, excellence and inclusion, built around both training courses (job skills and practices) and services (career guidance, etc.). 4.1.2.4 d) A division of roles to support the process Michelin is committed to “enabling every employee to take an active role in managing their career and professional development, with the support of line managers”. Each team has been assigned a Local Development Partner and a network of Local Competency Managers, who all work together with team managers to cover the risk of a skills gap: ● the Development Partner, each team’s initial contact person, whose primary mission is to support managers in leading the personal and professional development of their team members. In terms of risk management, they ensure that Group policies are effectively applied on-site, at the front line. Depending on the circumstances, they are qualified to examine any Personnel-related appeals or requests; ● the Competency Manager, who is an expert both in skills management and in their job family. They support the development partners in ensuring that the new skills management system is being properly deployed and used by managers and employees. 4.1.2.4 e) Enhancing skills through training Investment in employee growth and development in 2023 remained close to that of the prior year. Group employees completed 4.65 million hours of training during the year. The percentage of training hours per total hours worked came to an estimated 2.45%, compared with 2.42% in 2022. The number of hours delivered online was stable, at nearly 820,000 over the year. With an average of 41.6 hours of training per employee, the Group amply exceeds industry standards, in a clear commitment to investing in the employability and adaptability of all its employees. The Learning & Development function comprises 1,055 full-time professionals, of whom more than half are dedicated to training production operators. The “InTouch Learn” learning management system lets employees directly access both global and local training courses and content. Managers are automatically informed when one of their employees signs up for a course. Everyone is therefore free to choose the courses they need, in compliance with local rules. (1) Frequent feedback interviews for categories 1 to 4, InTouch classification. (2) Applies to all employees except production operators.
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