Universal Registration Document 2021

DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

Some activities of Technicolor experience seasonal peak workloads (such as DVD Services) and require significant interim (agency workers) and temporary (fixed-term) workers to support client requirements, mainly in the distribution and warehouse sites, in addition to overtime. These seasonal workers are typically directly hired over a period of a few months (temporary) or contracted through a third-party labor services company (interim), while overtime is more achievement-related and is used to complete very time-limited peak activity (manufacturing or project development achievement). Interim workers are not included in the year-end Group headcount figures as they are not employees of the Group. The main countries employing seasonal workers were the United States, Mexico, Poland and to a lesser extent Canada and Australia. In the course of 2021, Mexico changed its agency workers legislation, and they must now be replaced by fixed-term contract employees. Technicolor Creative Studios activities such as Visual Effects, Animation and Post-production are mainly project-driven activities and project staffing relies for a significant part on fixed-term contracts (including Intermittents contracts) to be able to adapt team skills mix, experience and size to the requirement and the timeline of the productions, as this is

the common rule in this industry. Although we are fully dependent on the timeline of our customers, we strive to reduce the percentage of the fixed-term contracts in our workforce and to increase proportionally the percentage of permanent employees. Overall, seasonal interim workers represent about 2,549 full time equivalent jobs while at the peak they may more than double the number of workers present on the relevant sites. Fixed-term contracts and intermittents represent about 3,447 full time equivalent jobs across the Group activities. Permanent contracts employees represent about 10,996 full time equivalent jobs across the Group activities. Across Technicolor, total overtime represents about 387 full time equivalent jobs. Working time is managed in the Group’s various sites via software such as ProTime, ADP, Punchout, Kronos, Solus, Sisnom and Casnet. There are also some additional manufacturing related tools that track working time such as Proscope, Laserbase and CETA.

2021

2020

2019

Average number of part time employees

119

175 97% 71%

142 96% 59%

% of part time employees working at least half time % of part time employees working at least 4 days per week

95% 49%

Full time equivalent number of fixed term contract (including intermittents )

3,447 2,549

2,071 3,069

3,831 4,415

Full time equivalent number of agency workers

not available

not available

Full time equivalent number of permanent contract employees Full time equivalent of overtime (including intermittents )

10,996

387

316

606

Diversity, Equity, and Inclusion 5.2.3

5

[103-1 Diversity and equal opportunity] [103-2 Diversity and equal opportunity] [103-3 Diversity and equal opportunity] [103-1 Non-discrimination] [103-2 Non-discrimination] [103-3 Non-discrimination] [405-1] [406-1]

DIVERSITY, EQUITY & INCLUSION IN THE WORKPLACE worldwide, and so Technicolor established a global and Company-wide DEI taskforce in June in order to truly become an inclusive and supportive employer. Using the cyclic process of Listen-Learn-Lead, Technicolor developed specific stakeholder groups and networks, gathered data and assessments, and established critical KPIs at all levels of the Company. The structure that developed began with a top-level task force that supports several topical working groups, all of them making sure to balance the common areas of focus: KPIs; Programs, Policies, and Initiatives; Learning and Development; and Communication. At the same time, the first wave of working groups was launched concerning: Gender Parity; LGBTQ+; Black Employee During 2020, and following the tragic events happened in the USA and Network; and Ethnicity and Race – all of those working groups aligned the subsequent BLM (Black Live Matters) movement initiative, it with consistent guiding principles while embracing important variations became clear that a much stronger and more active culture regarding at business level, at local level, and in each of the specific working group diversity, equity, and inclusion (DEI) was required from all market leaders topical themes. At the end of 2015, a global plan for Diversity and Inclusion was launched. The objective of this plan was to improve processes globally to ensure that practices were not discriminatory at any stage in the Group, but also to promote a mindset of openness and inclusiveness globally and a willingness to bring support and assistance to persons or groups who may be under-represented compared to their regional demographics. The 4 key areas of the plan were gender diversity, disability, age, and ethnicity.

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