Sustainability Statement Own workforce (S1) 04 Every work-related accident is investigated to determine the cause, with a comprehensive review of the technical, organizational and behavioral aspects. These reviews are often conducted with employee representatives. Incidents with a negative impact are tracked monthly by the Group Executive Committee during a session dedicated to safety issues, which may involve the presentation and analysis of a confirmed accident. Incident rates are also tracked monthly, with the results distributed and discussed by site, region and business process (e.g. Manufacturing, Distribution, R&D, Retail, Logistics). Processes are also in place for engaging with the workforce about health and safety issues (see the Employee Relations Policy described above) and to enable employees to express their concerns or needs, without fear of reprisal, either to their direct managers or through other, more confidential channels such as the ethics hotline, their representatives, their unit’s personnel manager or the Medical Department. Lastly, the Total Case Incident Rate (TCIR), which tracks workrelated accidents and illnesses across the Group, is one of the criteria for the portion of employee bonuses tied to the Group's performance (see the “Employee Health and Safety” section, below). Key initiatives and resources Initiatives have been undertaken to manage the risk of any negative impacts, with a priority focus on actions that are (i) capable of mitigating impacts on objectives, commitments and perceived stakeholder expectations and (ii) feasible over the medium term. The following are just some of the prevention and improvement measures being deployed at Group-level. n An ISO-compliant management system is in place at the very least in all the production plants n Michelin sites are staffed with risk prevention professionals, such as OSH experts, ergonomists, hygienists, doctors and nurses n Continuous improvement is being driven by risk assessments, workstation mapping, annual or multi-year action plans, and equipment and process upgrades n Training programs are helping to instill a culture of alertness and safety among the entire workforce, based on a proactive mindset and extensive empowerment In 2024, for example: n The Group’s “Life Saving Rules” to prevent or avoid possible life-threatening situations were described and explained in a reference manual specifying the related management principles and other Group policies. Applicable in every Group unit and site, the rules represent the fundamental safety practices that every Group employee, contractor or visitor, without exception, must follow on a given site or in a given operation n A framework for initiatives to impel “Continuous Improvement in Quality of Worklife and Working Conditions” is underway. To reassure external and internal stakeholders that internal procedures and rules are properly applied and that the highestimpact risks are under control, internal control procedures are performed concerning such health and safety issues as exposure to asbestos and chemicals, fire and explosion, ergonomics, workplace accidents, workplace malaise, regulatory compliance, leadership and skills. A total of €56 million was committed to workforce health and safety initiatives in the Group’s production base in 2024. Over €150 million is budgeted over the next five years, to support the Group’s goal of setting the global standard in workplace safety. 4.8.4.3 The Group is ensuring its appeal and ability to retain talented people, now and in the future A strategy consistently aligned with reality For Michelin, improving its employer appeal and ability to retain talented people is a business-critical issue. As part of its AllSustainable strategy, the Group has to attract and retain new talent to protect its independence and continue to innovate. Although Michelin's heritage, robust foundations and powerful corporate culture enable it to outperform the market with a lower overall turnover rate, it considers that turnover represents an important risk, that could have a potential impact on its employer brand and possibly lead to skills shortages. The Covid-19 pandemic and succeeding crises have transformed the world of work, prompting employees to seek more flexible, hybrid working conditions, which means employers have to reinvent themselves to remain attractive. This transformation in life and workstyles has led to higher turnover and employee retention difficulties over certain periods, particularly in the production operations, shared service centers, digital operations and transportation. The Group must also address the outlook and expectations of new generations, such as the members of Generation Z born after 1995. 268 2024 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN
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