TELEPERFORMANCE_Registration_document_2017

RISKS AND CONTROL

2.3 Internal control and risk management procedures

2.3.3 Risk management and internal control system components

Introduction The main directions for internal control are determined in accordance with the Group’s objectives. These objectives have been communicated to the relevant managers and employees in the Group so that they understand and comply with the general policy of the organization. These specifically include the Group’s market positioning, mission, values, management model and Human Resources and social responsibility policy. The risk management and internal control systems rely on these elements. 2.3.3.1 Control environment, values and Code of Ethics The control environment is a fundamental component of risk management and internal control systems and forms the common basis of the systems. The control environment relies on values, organization, responsibilities, behaviors, information systems and procedures. Teleperformance values The Group’s internal control system is based on five core values: Integrity, Respect, Professionalism, Innovation and Commitment. These values infuse the Group’s leadership strategy and form the key value charter for our employees and subsidiaries. The Group’s values are brought to the attention of all Teleperformance personnel. Teleperformance places great emphasis on its managers’ ability to live up to these values on a daily basis. We conduct training sessions specifically focused on these values, so that every manager may understand how they translate into actions and decisions. A Code of Ethics covering Teleperformance’s values, as well as the principles for respecting diversity in dealings with third parties with which the Group is involved, was prepared and published on the Group’s website. Furthermore, in July 2011, Teleperformance joined the United Nations Global Compact. This Compact invites businesses to adopt, uphold and apply a series of fundamental values in the areas of human rights, labor, the environment and anti-corruption in their zones of influence. To achieve this goal, the Group has internally circulated a policy dedicated to the issue and has set up specific training programs. Organization and responsibilities The Group’s organization is based on two categories of services: Core services, i.e . customer relations and technical support services, and Specialized services, which include interpreting, management of visa applications, analytics solutions and debt collection services.

All of the senior managers and executives of corporate functions, including finance, innovation and development, make up the Executive Committee, which is headed by the CEO. The Executive Committee’s role mainly consists of implementing decisions taken by the Board of Directors and senior management. One of the Executive Committee’s roles is to advise the CEO and oversee the development and monitoring of policies that enable the Group to attain its various objectives in terms of global growth, technological decisions, the implementation of identical operating procedures for the entire network, as well as development of Human Resources. Within the linguistic regions, the Group’s organization relies on matrix management structures to establish a direct link across countries, business lines, sales teams and support functions. The objective is to foster the Group’s expansion, in a uniform fashion, with performance regularly and closely monitored by the Board of Directors. Human Resources management Human Resources management is a major component of the internal control system, and even more so given that our business consists of people serving people . Our Human Resources policy for Teleperformance employees is defined by a constant quest for excellence in recruiting, building employee loyalty, developing talent and enhancing employee skills. Our aim is to enable everyone to perform their duties well and for the Group to achieve its objectives. This policy relies on hands-on management and extensive employee satisfaction surveys. In 2017, these surveys were completed by more than 113,000bemployees in 47bcountries. This enabled the Group to continue rolling out numerous processes in order to improve working conditions and employee integration while ensuring employees’ professional and personal fulfillment, which serves as a guarantee of a quality service. Over the past few years, this policy has led to certification, in a number of geographical regions, under the international program of best employers by an internationally recognized firm specializing in Human Resources management. The Group continues to improve the working environment and conditions in its contact centers, and was awarded international quality labels in several countries. Managers receive training in order to acquire and develop their skills. This ensures that everyone within the Group shares the same values and understands our corporate culture. Thanks to a career development program for Contact Center Advisors, which aims to promote our business and the expertise of senior staff, we are able to identify employees with significant potential and prepare them to take up supervisory andmanagerial positions within the Company.

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Teleperformance bb - bb Registration documentbb 2017