Annual Digital Accessibility Plan - 2026
Accessibility Policy
Michelin's accessibility policy for making the digital solutions it owns accessible is, first, to integrate digital accessibility into know-how and processes in order to foster the creation of accessible content that reaches a partially compliant level (or meets the A and AA criteria of the WCAG standard) when published, and then to continue improving the level continuously. This approach is embodied in training and equipping stakeholders—designers, developers, content creators, and others. Another aspect of this commitment takes shape through raising awareness among stakeholders in digital projects, whether sponsors, product owners, product managers, project managers, etc. Legal compliance, although an important concern, is not the primary objective.
The intention described above therefore leads to a prioritization focused on improving creation processes rather than aiming for full compliance, in order to enhance user experience. As a consequence, accessibility audits of digital solutions will be conducted after major updates, if such updates are planned, to allow teams to improve accessibility and avoid redundant audits (which increase costs and time investment). Michelin, due to its own solutions and those of its subsidiaries, owns a very large and diverse catalog of websites, intranets, and applications.
The implementation of this policy and the management of resulting initiatives, which are described in this document, are the responsibility of the Digital Accessibility Lead. This lead has the status of project manager and is part of a cross-functional support team within the Information Systems and Operational Digital Transformation Department (DOTI).
Human and Financial Resources Allocated to Digital Accessibility
The accessibility lead is supported by a multidisciplinary team made up of contributors from user experience teams, brand management, and the legal department. The lead collaborates with individuals responsible for standardizing development processes for both external- and internal-facing digital solutions. The lead also works with training, communication, and procurement services. Their integration within the “Responsible Digital” team demonstrates the commitment to creating content that respects all people and the planet.
Organization of Digital Accessibility Consideration
Training and Awareness Actions
A training pathway is being developed. The first modules will be made available by the end of the first half of 2026. The chosen model will be hybrid, combining internally created and delivered modules with external training resources identified and recommended by the accessibility lead. The goal is to best meet the needs of identified accessibility stakeholders within Michelin and to provide them with the most suitable modules.
Finally, the group’s disability network is involved in raising awareness widely.
Consideration of Digital Accessibility in Projects
As mentioned in the group’s policy, the goal is for projects—whether their solution is already online or not—to achieve a partially compliant level of RGAA, then for teams to integrate digital accessibility into their continuous improvement process to meet the European Accessibility Act (EAA).
To achieve this, the project team wants content creators to be trained and to have the right tools available to facilitate accessibility implementation. This includes identifying relevant browser extensions, automated testing tools (Ara, Google Lighthouse), and sharing guidelines.
Consideration of Accessibility in Public Procurement Procedures
Michelin regularly purchases off-the-shelf solutions based on the software-as-a-service (SaaS) model. Two criteria are currently considered: the solution provider has an accessibility policy, and the solution is transparent regarding its level of accessibility. Additionally, a difference in accessibility level should help differentiate between competing solutions.
A process is underway to evolve purchasing criteria to better comply with the EAA. The idea is to consider the current accessibility level of the solution during calls for tender.
Recruitment
Digital accessibility is among the skills sought in new candidates in information services roles.
Additionally, particular effort is being made to ensure that websites dedicated to the recruitment of new talent are as accessible as possible.
User Feedback Handling
User feedback and requests can be sent via a generic email address displayed in the accessibility statement and managed by the accessibility lead, who will support customer service in responding.
Control and Validation Processes
A panel of testers with disabilities exists and can be consulted by project teams to test their solutions across various types of disabilities. This panel is managed and maintained by the accessibility lead.
Technical and Functional Scope
Inventory
Four hundred and forty-three websites have been identified. These include only the sites intended for the group’s customers (B2C) and partners (B2B).
The inventory of digital solutions is broader and includes business applications and intranets.
Evaluation and Qualification
The prioritization of sites for audits and accessibility improvement is based on the following criteria:
Site traffic
Site visibility / Importance for the brand
Update schedule, to avoid auditing a site that is about to undergo a major update
Recruitment websites
Priority Initiatives for 2026
In 2026, priority is given to:
Defining and implementing processes that ensure accessible content by default
Continuing the audit efforts for online solutions and their continuous improvement
Deploying the training catalog
Raising awareness among sponsors about the importance of accessibility