Universal Registration Document 2021

5 DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

Employees’ Engagement Beyond the processes and initiatives described above, we strive to detect any significant trend that may hamper the retention of our talent as this objective is key. In the past years, Technicolor conducted yearly employee satisfaction and engagement surveys on selected businesses and sites. Due to the Covid-19 pandemic and the switch for a large part of our employees to work from home on the one hand, and the Black Live Matters movement surge on the other hand, these surveys have been redirected in 2020 to match with the expectations arising from these events and situations with two worldwide surveys: check employees’ morale and mindset for those employees who were • working from home for long periods, due to the likely effects of the different lockdowns and restrictions; survey the diversity or our employees and understand their perception • about the way diversity is managed by the Company and their expectations. As diversity was understood in a very broad sense, this survey could not be conducted in a few countries where national legislations prevent the collection of such information (data privacy and some personal information). Early September 2021, with the return to the workplace in most locations, all employees were invited to answer to an on-line global engagement survey, covering all topics: Strategic alignment, Career (Growth and Development), Compensation, Communications, Job Enablement, Performance Management, Belonging and Wellbeing, DEI and Managing change. Based on its results, business specific action plans are prepared in order to meet expressed employees expectations. In addition to this global approach, several specific sites surveys were launched to address particular topics: Quality of life at work in Rennes, return to work and listening sessions in several certain DVD Services sites in the USA, climate surveys in Brazil. Apart from surveys, throughout the employee lifecycle, there are several effective processes to ensure continual feedback. This is through qualitative Onboarding and Exit Surveys as vital touchpoints on the employee journey, as well as engaging continually in the year with our employee committees (Balance and Culture Champions – more information below) who are the employees with their ears on the ground in the business. Technicolor Creative Studios remains committed to receiving and acting on that employee feedback – utilizing an internal communications' strategy of “You Said, We Did”. This ensures that employee feedback is worked into our internal strategies of Talent Management. This is then communicated to all employees to show that we are taking their feedback seriously.

TRAINING AND DEVELOPMENT 5.2.1.4 [203-1] [203-2] [404-1] [404-2] [404-3]

In order to guarantee a constant match between the expectations of our customers and the skills of our employees, the Group has set up a training program and pragmatic development approach that is as aligned as much as possible to the business challenges. Training 5.2.1.4.1 Training priorities are set, based on the evolution of existing jobs and technologies, on the identification of new capabilities to develop and on the individual needs of employees in terms of job performance and/or of professional evolution. The creation of specific learning tracks per job has been encouraged in each division, resulting in an optimization of training resources and in an increased number of training opportunities. In order to ensure the same quality level as well as alignment and consistency, development programs regarding Leadership, Management and Technical or Functional skills are coordinated at the Corporate level. In addition, the Talent Development Center of Excellence advises operational managers and Talent & Business Partners on all aspects of training and development, particularly on leadership and management aspects. Talent & Business Partners coordinate the construction and monitoring of Development Plans at division or function level. Trainings are organized at the local level by the People Partners who are responsible for ensuring that training initiatives are optimized across divisions and that they comply with local regulations. While this was still the model, the Covid-19 crisis brought specific priorities to light, in particular: immediate need to move all training to virtual spaces; • an increased emphasis on soft skills' development; and • attention to personal well-being. • Moving training to online platforms was embraced and allowed training to happen in quicker iterations. The focus on soft-skills and well-being resulted in sessions being more focused on how to adapt in this new normal. Remote Working, Change Management, and Returning to the Office campaigns were rolled-out as well as Unconscious Bias Training. An in-depth Unconscious Bias course was attended by 127 of the top executives and leaders of the Group, then cascaded through the organization with the goal of raising awareness of the connection between bias and human potential. Task Forces for Diversity, Equity, and Inclusion, Covid-19 Response, and Return to Office were formed and all worked with the training Center of excellence to make sure employees were equipped with tools, coping mechanisms, and knowledge to continue performing throughout the global crises faced in 2020 and this continued throughout 2021. The process was accelerated by implementing a new global Learning Management System, MyDevelopment. MyDevelopment gave all employees access to a robust soft-skills learning library and compliance training. This platform allowed for easier access to voluntary learning, assigned learning, and progress monitoring.

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