technicolor - 2020 Universal Registration Document

4 CORPORATE GOVERNANCE AND COMPENSATION CORPORATE GOVERNANCE

REMINDER: EVALUATION IN 2020

Procedure: a questionnaire was drawn up by the Nominations and Governance Committee and sent to all Directors (For the results and areas for improvement of such evaluation, see 2019 Universal Registration Document, Chapter 4, section 4.1.2.3 page 102.)

EVALUATION IN 2021 Procedure: questionnaire drawn up by the Nominations and Governance Committee sent to all Directors. Questionnaire similar to the previous evaluation one but including some additional questions related to the financial restructuring. Themes: Board composition and structure, Board effectiveness, working methods, relationship between Board Members, executive management, shareholders and stakeholders, Succession planning, Committee’s activities, approval and oversight of corporate strategy, financial restructuring. Result and analysis: all Directors filled in the Board assessment form. Summary of key points: Consensus of the Board members that their skills are adequate with the needs of Technicolor, that they are strongly involved and committed • and complementary in their skills; All Board members estimate that they have a good knowledge of the Company’s business. The flow of information has improved especially with • Chief Executive Officer’s reports; In the context of a difficult year 2020 with both Covid-19 and Technicolor’s Financial restructuring, significant improvements are underlined • regarding the information provided and organization of meetings, the leadership of the Chairperson, and the quality of business sessions; Board members are also generally satisfied with their contribution to the Board. Positive contribution also of the Ad Hoc Committee in • the context of the complex financial restructuring; The relationship with the Chief Executive Officer is transparent and allows the Board to conduct its works properly. • Areas for improvement: Several Board members would like to spend more time on the mid to long-term strategic vision, plans and objectives; • Some asked to continue working on succession planning for the CEO and Executive Committee; • ESG matters should be further addressed at the Board and for example at the Nominations and Governance Committee; • Reviews of Risks at the Audit Committee and for presentation at the Board should be strenghthened; • The Board should hold Executive sessions on a regular basis; • Information materials for Board members should still be sent in a more timely and more synthetic manner. •

CHAIRPERSON OF THE BOARD’S 4.1.2.4 MISSIONS AND ACHIEVEMENTS IN 2020 As Chairperson of the Board of Directors, Ms. Anne Bouverot was vested with additional powers, in addition to those vested by law. In the framework of this governance change, the Internal Board Regulations were amended to reflect these additional powers, explained in Chapter 4: “Corporate governance and Compensation”, section 4.1: “Corporate governance” and paragraph 4.1.2.2: “Organization of Board of Directors’ work – Internal Board Regulations” of this Universal Registration Document.

In 2020, in addition to the powers vested to her by the law and within the scope of her additional powers, the Chairperson of the Board: led as Chairperson the Strategy Committee’s meetings and other 1. strategy discussions held during the year; led as Chairperson the Ad Hoc Committee’s meetings and 2. the discussions held in relation with the financial restructuring (equity and debt matters); engaged regularly in discussions with general management on 3. various subjects at their proposal.

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