technicolor - 2019 Universal registration document

5 DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

The mission is to shift our culture and improve effectiveness through cultivating awareness, common language, interpersonal skills, and connection in our talent across the globe. Using the 2017 customized leadership competencies model as a foundation, a more agile approach to development was taken in 2019 to support the development of employee soft skills aligned with Technicolor’s vision, values and strategy. The 2019 development initiatives had less focus on “High Potential” labels and more focus on behavior change across all businesses and levels. The result was more employee exposure training to better prepare them to deal with change and get along in their teams, businesses, and in the marketplace. A shift to more virtually delivered sessions, for shorter periods of time, allowed for more participation and increased exposure to colleagues across the globe. This shift allowed 619 unique employees to participate in training and training reinforcements across the organization. This resulted the Talent & Development Center sponsoring 3,912 individual training hours focused on creating a best-in-class baseline for employee soft skills. HRBPs prioritized employees and roles to participate and the T & D Center managed and facilitated the program. Global areas of focus were personal and professional effectiveness, building trust and influence, project management skills, feedback, and change management. the Management Academy • In addition to the so-called “business” training programs (technical or non-technical) offered within the divisions, the Management Academy plays an important role in the support provided by the Group to managers in all business lines and divisions/functions. Created in 2014, this program defines the common base of management skills expected at Technicolor and maintains a sense of belonging to the Group within the community of 220 managers who already participated in this program. After a 2014 pilot period during which Management Academy sessions were organized, both internally and externally, in the United States, the United Kingdom, France and Belgium, the program evolved periodically in order to create a true reference program dedicated to the management of skills across the Group in 2015-2018. In 2019, 3 sessions of the new program were created and took place between January and March 2019: 2 days of collaborative training sessions occurred in France, the United States and India, impacting 42 managers from all divisions and functions. Managers participated in a complementary session via Webex to reinforce their learning and give them an opportunity to keep working on certain topics that were covered during the sessions. Moving forward, the Management Academy will become more agile and continuous. The course “6 Critical Practices for Leading a Team” will be offered periodically throughout the year with business-specific sessions being conducted in Connected Home, HES, and Production Services. Focus on divisions A Leadership program in the Production Services Division 2018 LEAP (Lead, Energize, Accelerate, Performance) has been piloted within MPC Film. This is a management development program designed to equip and up-skill anyone with management responsibilities.

In 2019, this program was extended to the other brands within Technicolor FEV brands. Coaching is offered to all those in Senior Management and can be requested throughout the business. As well as this, the program is being re-energized, ensuring a range of soft skills and diversity and inclusion modules are included. Further in 2020, we hope to digitalize this and bring it in line with our continuous learning ethos. Implementing Progression and Succession As talent mobility is higher in the visual effects’ domain, MPC Film reviews succession and progression plans on a quarterly basis, and on average promotes 10-15% of the population into new roles on an annual basis. By the end of 2019, there were 366 internal promotions across FEV. In 2018, MPC developed a talent evaluation system in order to leverage the contribution and other performance data we have within our production systems, so that a more objective means of identifying and assessing talent is routinely used to equip managers to make more consistent and objective decision making about staff movements and developments while providing fair and accurate feedback to the workforce. In 2020, we are looking at how this can be embedded and expanded across all brands within FEV In 2019, we introduced a new feedback tool combined with a talent evaluation system to support the notion of talent development and transparent feedback. The Continuous Feedback App is accessible throughout the FEV Brands and has changed the way employees think about and track feedback. It empowers individuals to own their development and learning, and to take control of their career trajectory. This tool also works to promote a culture of recognition, between peers and between manager and employee. Job transformation in the Connected Home segment In 2018, as part of its transformation journey, the Connected Home segment initiated a review of all jobs based on 2 axes: “impact in winning deals” and “impact in generating cash”. As a first step, a specific project (“competency quadrant”) was launched in June 2018 for 9 critical jobs before being extended to 13 in 2019. The scope is the following: review of current scope of work, RACI matrix, social map; • definition of “target profile” per individual; • definition of a “target A team profile”; • assessment of all relevant population according to technical and • professional (common to all jobs) competences defined as part of the “target profile”; analyze gaps; • define and implement individual action plan aligned with yearly • contribution objectives and reviewed as part of the yearly contribution assessment; collective action plans such as training for the whole population of a • defined critical job. In December 2019, the completion rate for this project is 74%. It should be fully completed by summer 2020.

TECHNICOLOR UNIVERSAL REGISTRATION DOCUMENT 2019 156