Universal Registration Document 2021

DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

At times, when governments issued direction to close or to lockdown or to limit operations significantly, all in order to protect public health, there were consequences for staff due to the workplace closure, shortage of work, or project delays. In these cases, Technicolor worked to retain staff by using locally available furlough programs where possible and eligible. These furlough programs were generally designed to retain staff and to subsidize pay in part or in full until such time as operations could resume. Technicolor viewed the retention of staff as a critical action so that the restart or reopening of projects and locations could begin without delay as soon as possible, without the burden of seeking and rehiring talent recently on board. In order to limit permanent lay-off, when furlough and other similar programs were not possible or eligible, when shortage of work and delays of projects happened due to this pandemic, employees were advised to consider temporarily reducing their working time or their remuneration, in jurisdictions where it was legal to do so. Information on benefits, health plan coverage and governmental assistance were also delivered to the impacted employees based on a country approach. When such programs were not possible, we had unfortunately to adapt the workforce to the new situation. Laid-off temporary foreign workers willing to go back to their home country for personal reasons were also impacted at times by the public authorities’ restrictions imposed on air travel, and in these cases support was offered to find flights. When on-location services were essential to project completion for a film, advertising, or episodic project, initiatives such as the SafeSets TM initiative (https://practicesafesets.co/), in alignment with the work requirements of SAG-AFTRA labor union (https://www.sagaftra.org/), were implemented in order to protect the health and safety of all persons working together during each session.

Workers with personal health risk, or who were caring for or in close proximity to members of household at risk due to age or health conditions, were continually advised not to come to the workplace but to remain isolated. Throughout the year, communications about Covid-19 were frequently made to all members of staff, using a variety of methods and media, from a well-developed Intranet page devoted to all things Covid-19, to a series of periodic town hall video meetings with the Chief Executive Officer and executive staff. Additionally, various intermediate communications were made via e-mail or during team meetings or via posters, communication boards, or other physical media. Workers were requested to disclose to Technicolor at any time if they were feeling ill or if they received a positive test result for Covid-19. If on-site during this time, then the worker was requested to exit the facility as soon as possible, and to seek medical care according to local practices and facilities. Their workspace was then targeted for a deep cleaning and disinfection, contact tracing was done, and two levels of communication went out to the site personnel – all personnel were advised that the location had hosted a person confirmed to be infected, and anyone deemed in close contact was advised to isolate for a period according to local guidance, typically 14 days. In all cases, Technicolor remained in close contact with all affected workers in order to offer support and to clearly communicate benefits during this period of recovery as well as to define requirements for returning to work, and this follow-up contact was ongoing until each worker received the all-clear to return to work, whether working remotely or on-site.

HUMAN CAPITAL 5.2 Management and development of talent 5.2.1

5

[103-1 Employment] [103-2 Employment] [103-3 Employment] [103-1 Training and Education] [103-2 Training and Education] [103-3 Training and Education]

A GLOBAL ORGANIZATION 5.2.1.1 Except for administration and support functions, most profiles of Technicolor’s employees are business division specific: Technicolor Creative Studios: creative digital talent combining media • and technology skills with artistic skills for visual effects, animation for film, episodic, advertising and games, including artists, supervisors and producers. This activity, as in any creative industry, is project driven, with a large majority of artists hired using a fixed-term contract tied to the project, and is subject to significant turnover and recruitment rates: artists move easily worldwide from one company to another, to join a more technically challenging project in order to improve their track record and experience, their employability and their remuneration, leading to the creation of some tensions in the labor market. Diversity of employees is a critical success factor for this creative industry. Therefore, volume recruitment is significant and permanent, and

is managed on a worldwide basis, rendering Technicolor’s attraction and retention policies critical; Connected Home: mainly engineer’s skills, with R&D hardware and • software engineers, quality engineers, technical customer support, sourcing and manufacturing engineers, sales engineers, and a limited percentage of production workers. Turnover is limited and recruitment is mainly in Asia and Americas, allowing a relative level of diversity complemented by the diversity of site locations and the internal mobility of employees; DVD Services: line operators, warehouse and material handling • workers, content security specialists, facilities and equipment maintenance technicians, health and safety specialists, supervisors and managers. Activity is seasonal and regularly requires large staffing variations using temporary recruitment (employees and agency workers), in addition to overtime, to offset peak production requirements. Recruitment is local.

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