TECHNICOLOR_REGISTRATION_DOCUMENT_2017

5 - CORPORATE SOCIAL RESPONSIBILITY Employees and workforce

TALENT AND DEVELOPMENT

5.1.5

[GA-LA9] [G4-LA10] [G4-LA11] [G4-LA12] [G4-HR3] [G4-HR12] [G4-DMA Training and education] [G4-DMA Diversity and equal opportunity] [G4-DMA Equal remuneration for women and men] [G4-DMA Labor practices grievance mechanisms] [G4-DMA Non-discrimination]

GRI

The global Talent and Development policies at Group level rely mainly on the following principles. Further to the deep analysis of the learning and development needs and the alignment of training investments with the strategy, Technicolor’s priorities in Talent and Development focus on leadership development, innovation and excellence in execution to support the growth of our divisions and the implementation of the Drive 2020 strategic plan. In parallel, many programs in all divisions and corporate functions enable the identification of the technical and non-technical critical competencies to be developed in the next years. The outputs of these programs are the foundations of a global training and development strategy. Talent review and development of leadership A yearly Leadership Talent Review process is conducted in all divisions and corporate functions. The process involves managers at all levels of the organization as well as the members of the Executive Committee and of the Management Committee in the identification of employees with the right level of potential and performance to integrate the Group’s talent pool. The members of this talent pool are eligible to benefit from dedicated leadership development trainings, activities and events during the year. The total talent pool represents 8.6% of the permanent exempt population of the Group. Members of the Leadership talent pool were led to assess their competencies through a 360 evaluation against the brand new leadership profile that was collaboratively designed for the Company during the year. Individual Development Plans were drawn and executed from the conclusions of this assessment. HR professionals or coaches were assigned to each member of the talent pool to guide and support the execution of the Individual Development Plans and the development of their leadership competencies. The newly designed leadership model was defined based on inputs of more than 400 employees worldwide: it results in a unique set of 18 leadership competencies that are expected from Technicolor leaders to ensure the success of the Company. The related Leadership Development programs defined for 2017 included workshops on “leading with agility” where members of the talent pool reflect and learn how to take action not only on their leadership development but also on recognizing and fostering talents of others. These workshops

took place in Paris and Los Angeles and gathered participants from all geographic regions. Our support to our employees who have been identified as able and willing to take some Group level leadership positions (Group High Potential) has been updated again in 2017 to stick to the needs of the Drive 2020 strategic plan. To do so, we have designed and implemented a dedicated workshop that aimed at developing their strategic skills and their ability to inspire and lead teams. HR Development and Management Academy Based on the new leadership competencies model, a training course was also developed to reinforce the people development capabilities of HR Team Members so that they can support the development of skills aligned with Technicolor vision, values and strategy. This initiative resulted in a pool of 36 HR people fully trained and who can operate as internal coaches for High Potentials. The Management Academy plays an important role in the support HR provides to managers in the Group. After a pilot period during which sessions were delivered both internally and externally in the U.S., UK., France and Belgium in 2014, we evolved the program in 2015 to a truly “bootcamp” for management capabilities at Group level in 2015 & 2016. In 2017, 3 sessions of the new program were delivered: 4 days of collaborative training sessions were delivered in UK., U.S., and India, impacting 59 managers in all divisions and functions. We also provided participants with 4 additional webex to reinforce the learnings and give them an opportunity to keep working on a couple of topics that were covered during the sessions. A total of 13,249 hours of training were delivered to managers world-wide in order to enhance management capacities and posture for our employees. Resource & Development Plans After a pilot phase in 2013, all the divisions and functions now monitor their Resource & Development Plan. The ambition is to provide each division or function with a comprehensive HR road map that is fully consistent with the business needs and strategy evolutions. These plans that rely mainly on the existing HR processes and tools are built by HRBPs hand in hand with their business leaders. They aim at identifying HR priorities for the future and detail specific HR action plans to support the business evolutions: hiring policies, evolution and mobility, learning and development priorities and training plans, and all HR-related actions that could support the business transformation.

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TECHNICOLOR REGISTRATION DOCUMENT 2017