TELEPERFORMANCE_Registration_document_2017

ENVIRONMENTAL, LABOR AND SOCIAL INFORMATION

5.2 Staff information

5.2.3 Staff incentive schemes

Given that it employs fewer than 50bpeople, TeleperformancebSE has no staff incentive scheme in place. A number of subsidiaries however have set up such schemes.

For example, Teleperformance France has set up a staff profit- sharing scheme. Introduced in 2009bfor a three-year period, it is now subject to an open-ended agreement.

5.2.4 Work organization

5.2.4.1 Organization of working hours The following statement forms part of the Group’s human rights statement: “Working hours are capped at 48bhours per week, except for overtime, which is applied on an individual basis and always in compliance with local legislation”. Accordingly, the work of staff employed in call centers and sales and administrative offices is organized in strict compliance with the working time legislation, which varies from country to country. Group employees work according to different procedures, depending mainly on clients’ needs and local preferences, in strict compliance with the applicable statutory and regulatory provisions of each country. Thus, the Group has employees under full-time and part-time contracts and also hires temporary workers in order to achieve the degree of flexibility required by its business operations, essentially in Continental Europe, Middle East and Africa. Consequently, the statutory number of daily and weekly working hours varies considerably from one employee or country to the next. In fact, the statutory number of weekly working hours ranges, for example, from 35bhours in France, 40bhours in China and Albania, 45bhours in Turkey to 48bhours in India and Egypt. In the United States, the concept of statutory working hours as defined in France does not exist as such, although the usual practice is 40bhours per week. Teleperformance’s WAHA (Work At Home Agents) platform combines the services of highly qualified and effective advisors, a flexible organizational structure, leading-edge communications technology and the strictest security standards in the market. This service model enables all kinds of applicants to become Contact Center Advisors, regardless of whether they are in remote locations (rural areas), disabled persons (who find it difficult to travel), or persons with a specific profile who do not wish to operate in a traditional call center (seniors, men or women acting as family carers). 5.2.4.2 WAHA programs Core services activities

The WAHA training model guarantees that the Contact Center Advisors will be operational before they support each consumer from their home. The management of remote advisors, which is the result of several years of practice, has become particularly effective in creating close ties, developing loyalty to the Company and to the brand, and maintaining a high standard of quality when dealing with contacts. In the United States, where the practice has been developing for several years, our WAHA agents, generally promoted to this position after having honed their skills in a traditional call center, provide services to clients by working from home. Similar arrangements exist in Indonesia, where a system was set up for several clients last year. In Germany on the other hand, where the systemwas rolled out in December 2015bin order to manage the operations of one client, work-at-home agents are specifically hired for this purpose. This is also the case in the United Kingdom, where the practice has been developed since 2012bwith one client and was extended to a second client in 2016. In India, most of our WAHA agents are women, who appreciate this opportunity to achieve a better work-life balance. Although the proportion of Teleperformance agents working under the WAHA scheme is growing steadily, numbers are still marginal: as of December 31 st , 2017, 1,705 employees were working under the scheme in the Core services category. The Group plans to introduce an incentive system in order to develop this practice more extensively from 2018bonwards. Specialized services: specific features of LLS In the “Specialized services” business category, the Teleperformance Group has seen a significant increase in the proportion of teleworking employees since the acquisition of LanguageLine Solutions (LLS) in 2016. Indeed, around 80% of LLS’s 6,259 employees work from home. LLS offers interpreting services in more than 240blanguages and has defined its mission as “enabling communication and empowering relationships”. This mission is aligned with a broader social commitment to bridging language and cultural barriers and facilitating understanding, irrespective of language, handicap or circumstances.

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Teleperformance bb - bb Registration documentbb 2017