technicolor - 2020 Universal Registration Document

5 DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE CORPORATE SOCIAL RESPONSIBILITY’S CHALLENGES OF THE GROUP

Based on prior experience with workers in close proximity to areas of the world experiencing outbreaks of SARS and H1N1, Technicolor was able to quickly adapt policy and practice to enable healthy and safe working conditions for all essential workers operating on site, while creating the ability to work remotely for almost all other members of staff. While each main business managed in a slightly different manner due to customer needs and variations in infrastructure, the approaches taken consistently relied on multi-stakeholder working groups to update policy and to develop clear written requirements, training and communications, materials and equipment, management controls, and daily working practices adapted to the rapidly changing needs of the Covid-19 pandemic. The guiding principal in all this work was to protect worker health and safety by following the guidance of international health organizations such as the World Health Organization or the Centers for Disease Control, while maintaining compliance with all regulatory requirements at country and local levels for every location where Technicolor operates. Because this guidance changed frequently and at times significantly, the working groups relied on a mix of internal and external subject matter experts to manage the on-going implementation of safe working policy and practice. At the organizational level, decisions were taken to deploy a standard pandemic contingency plan within the business continuity plan (BCP) of each business unit, and also within the BCP at each operating location. As part of this work, written risk assessments were developed so that decisions about personal protective equipment (PPE), health screening of people (workers, guests, or contractors), training and communication requirements, cleaning and disinfecting materials and schedules, social distancing requirements, and other relevant practices could all be thoughtfully aligned with the current best practices and recommendations of all guiding bodies, while including the local operational knowledge and concerns of the affected workers at each site. Real-time dashboards of site status were implemented along two axes. One to know the site status of open, closed, or partially open at various levels and with an indication of number of staff on-site. Two to track and monitor the organizational development and readiness concerning written pandemic plan, written risk assessment, and required training. Once the Covid-19 pandemic was widely recognized as an emerging disease, almost all travel was blocked within Technicolor, and where possible all staff were advised to work remotely – both these actions to protect worker health and to prevent transmission of the illness. While there were many technical challenges for creating the large-scale ability to work remotely and securely, protecting the content and Intellectual Property of all customers, a new need for training and communication on the topic of worker health and safety during prolonged isolation in the remote working location was identified, and specific training and advice was developed and communicated to all staff, including frequent reminders to combat “Covid-19 fatigue” as more months passed.

Ultimately, some travel was permitted based on case-by-case justification and executive approval, and in the same way, remote workers were permitted to return to the workplace based on business needs and approval of their site management and depending on local public authorities’ regulations. At different periods during this pandemic, depending on the rate of change in the Covid-19 knowledge base and regulatory environment, working groups and committees at different levels of the Group were meeting daily or weekly in order to be sure that all actions taken were well-aligned with current conditions and requirements, and that improvements in best practices were rapidly implemented at all Technicolor locations. PPE, primarily masks, were sourced and distributed globally in order to fairly manage the need for masks for all on-site personnel while managing the supply chain as it ramped up to meet the worldwide need. Of course, factory workers did not in general have the option of working remotely, and most industrial operations of Technicolor remained open throughout the pandemic. Factory workers were advised to check their health each day prior to traveling to the workplace, screenings were implemented upon arrival to check for recent symptoms or exposure, including temperature checks when permitted by local regulations, PPE was provided, and facility-based risk mitigation were implemented such as increased frequency for cleaning and disinfecting high-touch surfaces or revised line layouts for enhanced social distancing. Elevators and lifts were designated for reduced capacity due to social distancing requirements, and where practical, stairways were dedicated to only up or only down, in order to limit exposure risks. Ventilation systems were verified as fully maintained, with maximum filtration and introduction of fresh air. In some situations where there was no alternative to small in-person meetings with customers, additional air purifying devices were used at the studio or meeting room level to augment building air quality, and these devices utilized HEPA filtration for particle removal, UV-C irradiation for sanitization of aerosolized particles, or both. 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

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