technicolor - 2020 Universal Registration Document

DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

Diversity, Equity, and Inclusion 5.2.3

GRI [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

The initial work during 2020 was to focus on identifying opportunities to be of service and to step in when gaps were identified. Initiatives included Unconscious Bias training, the “Share Our Stories” podcasts, the my.technicolor.com Intranet resource center, a global DEI research study, and working group establishment. 2021 will involve continued definition of KPIs for DEI, external speaker series, additional working groups (Generations, Cognition, Caste, and Ability), monthly “Share Our Stories” podcasts, continuous updates to Intranet, and a global DEI calendar to celebrate key events. The intent of the “Share Our Stories” series is to highlight individual stories as they relate to DEI in order to gain insight and understanding of the different issues faced around the globe. Staff can join the events live and ask questions, or they may listen to the recordings later. GENDER PARITY A first program was launched in 2014 under the sponsorship of the Executive Committee (EXCOM), in order to improve gender parity, and increase the ratio of women in business roles, management levels and leadership pipeline. Recognizing that, as a business, Technicolor has a stake in, and a responsibility for, gender equality and women’s empowerment, and so the current mission is to advocate, to promote, and to implement gender parity and women’s empowerment in the business, the brands, the workplaces and also the surrounding business communities. Technicolor will base its gender parity goals and initiatives on the United Nations (UN) Women’s Empowerment Principles (WEPs) from UN Women. These goals include equal pay for work of equal value, gender-responsive supply chain practices, and zero tolerance against sexual harassment in the workplace. Specific actions concerning a full range of processes and progress continued during 2020: three women are members of the EXCOM, representing 27% of the total • number of members on December 31, 2020. At the Management Committee (MCOM) level, membership includes seven additional women, together with twelve men. Women therefore represent 33% of the total number of members including EXCOM members; a recruitment policy was adopted to encourage gender parity in Senior • Management positions: Technicolor requires recruitment and personnel search professionals worldwide to ensure that the curriculum vitae of at least one qualified woman is included in every list of finalists submitted for open Senior Management positions within the Company; leadership talent criteria are adapted to secure equity between men • and women in leadership positions, and gender parity is integrated in each division’s Talent reviews, which outcomes are presented to the EXCOM, including dedicated action plans as needed.

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. During 2020, and following the tragic events happened in the USA and the subsequent BLM (Black Live Matters) movement initiative, it became clear that a much stronger and more active culture regarding diversity, equity, and inclusion (DEI) was required from all market leaders 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 Network; and Ethnicity and Race – all of those working groups aligned with consistent guiding principles while embracing important variations at business level, at local level, and in each of the specific working group topical themes. One of the first listening actions was a group-wide, voluntary, and anonymous survey, which will be repeated every six months. This initial survey helped the DEI taskforce understand the diversity of staff and their perceptions about the way DEI is managed by the Company, and also to capture their expectations about actions and support that could come from the Company. This survey also helps to determine critical as well as manageable KPIs that should be monitored. Critical questions were asked to all respondents such as have you experienced discrimination or been discriminated against in the past year or have you observed the effects of discrimination in the workplace in the last year, in order to gain a sense of the current working environment, along with as many details as the respondent was willing to share. These periodic survey results will be used as guidance and on-going direction for DEI policy, program, and projects.

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