The Michelin Shareholders’ Committee

Becoming a Michelin shareholder at 23 (in 2014) changed my perspective: I was no longer just an employee, but a partner committed to our collective future, which fostered a sense of pride, responsibility, and a deeper connection to the company. Within the CAM, I want to strengthen the dialogue between Michelin and its shareholders and encourage younger generations to invest for the long term. Becoming a shareholder means discovering how patience and commitment turn modest beginnings into lasting impact — and how we grow alongside Michelin.

Employee share ownership is, for me, an opportunity to strengthen our mutual commitment and to contribute directly to the Group’s success. Confident in Michelin’s solidity, I began investing very early through Bib’Action. Joining the CAM would allow me to deepen my understanding of the Group’s strategy and to promote this forward‑looking vision to individual shareholders and our colleagues. I hope to contribute to the cohesion and shared responsibility that are key to Michelin’s strength.

Graduating from Sciences Po, I set out to build a broad, cross‑functional path to understand the economic, human, and strategic challenges organizations face. My experience working with family‑owned shareholding structures give me a strong appreciation of the essential role shareholders play in shaping long‑term vision. Joining the CAM would allow me to bring this fresh, transversal perspective to the committee’s reflections. Michelin is a company in which I see myself long term, and joining the CAM is a concrete way for me to fully commit to it.

I joined the CAM to gain a broader, more comprehensive view of the company and to better understand the strategic decisions that shape our future. It is also an opportunity for me to strengthen my financial skills, which are essential for understanding the role of the shareholder. Finally, taking part in this initiative allows me to engage differently in my work by actively contributing to a collective dynamic that goes beyond my daily responsibilities.

An employee of the Company for more than 25 years, my commitment as a shareholder has been built on two pillars: helping strengthen the Company’s independence and expressing my long‑term confidence in the performance of its teams. Joining the Shareholders’ Committee means going beyond a personal approach to actively support the development of individual and employee share ownership to the level expected by the Group by 2030. A truly inspiring collective adventure !

Sandrine Menard

As a chartered accountant, I chose to invest in Michelin shares, a French company I value both for its principles and for its roots in Clermont-Ferrand, where I myself once lived. When the call for applications was published, I saw it as a great opportunity to build a bridge between finance and shareholders, much like what I do every day with my clients.

Suzanne Peyronny

I became a shareholder because of Michelin’s strong reputation, linked to:

• its local roots (head office in Clermont-Ferrand, employment in the region, possibility to attend General Meetings),

• its values (respect and personal development, capacity for innovation, adaptability…),

• its solid governance.

I also wished to join the Shareholders’ Committee in order to contribute to this relationship of trust and transparency established between Michelin and its shareholders.

André Magalhaes

Being part of this Committee allows me to be actively involved in the life of the Group, even with a modest shareholding. It is motivating to contribute to dialogue between shareholders and to promote Michelin’s strategy. This role gives real meaning to my investment and fills me with pride!

Louis-Augustin Calonne

Having been a shareholder for several years, I would like to join your Committee to contribute attentive listening and an analysis of the relational dynamics between the Company and its stakeholders. Trust—key to sustainable performance—is built through authentic dialogue and psychologically safe transparency. My background as a psychologist leads me to question the mechanisms of engagement (employees, shareholders) in the face of today’s challenges—ecological transition, AI—where people must remain at the heart of strategic decisions.

Norman Hubert

As a Michelin shareholder by conviction, I am committed to a company capable of combining long‑term vision with genuine dialogue. As a finance professor and researcher specializing in AI‑driven transformations, joining the Committee extends my vocation: translating the complexity of financial information into clear, actionable insights. At a time when artificial intelligence is reshaping investor relations, my ambition is to embody this bridge between the Group’s strategic sophistication and individual shareholders, in order to strengthen this essential closeness.