TELEPERFORMANCE_Registration_document_2017

ENVIRONMENTAL, LABOR AND SOCIAL INFORMATION

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5.2 Staff information

The average rate of absenteeism was 6.4% in 2017, down from 7.3% in 2016, with a number of regional differences depending on the local social and regulatory environment: thus the English- speaking and Asia-Pacific region posted a rate of 7.4%, the Ibero- LATAM region 5.4% and Continental Europe, Middle Eastb& Africa 6.6%.

5.2.4.3 Absenteeism Given the Group’s business activities, which by their very nature generate a high staff turnover rate, absenteeism is an indicator that is measured on a daily basis, and is subject to a monthly monitoring process, as well as a specific assessment for each subsidiary, facility and region. This index is reviewed by each subsidiary at its Board meetings.

5.2.5 Labor relations

Employee satisfaction An extensive employee satisfaction survey ( E-sat - E mployee Sat isfaction Survey) has been conducted every year since 2008. The aim of the survey is to provide a better understanding of how employees view their activity. The survey is conducted by a team focused on continuous improvement of the methods and processes used. An external partner provides the results of a benchmark survey covering all countries in which the Group operates, thus enabling each subsidiary to compare its results with those of the local market. In 2017, 113,461bemployees working in 63bsubsidiaries in 47bcountries (50.82% of the workforce) replied to the survey. This year, 8bnew subsidiaries took part in the survey for the first time. By providing employees an opportunity to voice their opinions, E-Sat serves as a means of improving working conditions and promoting professional development. Under the responsibility of each local HRD, action plans are drawn up and implemented in each subsidiary on the basis of the results. For the 2017-2018 period, 510baction plans and projects have been drawn up in 55bsubsidiaries. In order to ensure continuous improvement of our results, progress on each project is monitored on a monthly basis by a dedicated head office team. Strict compliance with legislation Given the practices and legislation specific to each country, nearly one third of the subsidiaries included in the scope of this CSR report have their own collective bargaining agreement. If there is no specific collective bargaining agreement, the employment law in the country in question applies, and is often supplemented by collective agreements signed with the staff representatives on an annual basis. These agreements provide for the number of working hours, the notice period in the event of departure, salary increases, vacation time, and usually the length of parental leave, payment of public holidays, team rotas, etc . The Group is currently considering how it will implement recent regulatory provisions regarding the impact of collective agreements on economic performance and employee working conditions, and will endeavor to provide the most relevant information with regard to these matters. The European company Works Council Launched in 2014band officially registered in 2015, a Works Council comprising 24bstanding members represents employees in the 18bEuropean countries in which the Group operates. In 2017, the Works Council met Group management representatives

5.2.5.1 Social dialog

Multiple channels of dialog and communication The Group has defined social dialog as follows in its human rights statement: “Social dialog takes place at different levels within the Company and may exist in different forms depending on the culture, customs, practices and applicable legislation in each country.” In addition to the “open doors” culture widely encouraged by the Group, Teleperformance has set up a number of initiatives at its subsidiaries that are monitored periodically, at the time of the budget review. These initiatives include: ■ Coffee with the Tops: every two months, the Germany CEO visits each facility accompanied by members of the management team; at each facility, he meets a delegation of five volunteer employees and has coffee or breakfast with them; the goal of this friendly meeting with senior management is to give employees a chance to raise current issues and express their opinions without the involvement of their immediate superiors; ■ Our Channel , an online communication tool introduced 2byears ago in El Salvador, provides a direct link to management, either anonymously or not; ■ a quarterly online survey for newly recruited staff in China; ■ in the United Kingdom, monthly staff forums are organized at each center; ■ the opportunity for all employeesb– anonymously or notb– to submit any request or feedback they may have directly, without filtering, to their center director during a monthly or sometimes quarterly “chat”; these regular chats with the CEO are held mainly in Argentina, Albania and the United States; ■ in Canada and the United States, the 24/7 WeCarebHelpline enables employees to anonymously discuss their concerns by phone or email; ■ Focus Groups organized at least every quarter between agents and managers in Colombia, Egypt, Greece, Russia and Albania: managers listen to the agents’ concerns and suggestions; ■ regular meetings, most often on a monthly basis, are organized between management and staff representatives or, where they exist, trade unions.

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Teleperformance bb - bb Registration documentbb 2017