technicolor - 2020 Universal Registration Document

5 DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE HUMAN CAPITAL

A large proportion of those hired into the Academy have graduated and continued to employment within MPC Film, MPC Episodic and Mr. X. Many have received subsequent contracts and others have gone on to work for our competitors; we see that as a validation of the success of the Creative Academies. As Visual Effects is a show-based cyclical business, artists tend to be contract based and move between a variety of companies on different projects. We believe that since we took a risk and invested on emergent talent and created an excellent experience for their entry to the business, that they are likely to return to one of Technicolor’s FEV units because of the loyalty inspired. Overall, this program allows us to contribute to local economies and employment and can help grow a larger available talent pool for the industry cluster. In 2020, 188 artist trainees (54 women and 134 men) went through the Academy and received 33,435 hours of training, bringing them up to the requested level of expertise for our productions. University Partnerships & Outreach The Focus team continues to build university partnerships to provide curriculum guidance to help ensure skill alignment with market needs, provides mentoring to students, and participates in recruitment initiatives. As an example, in 2020 we further built our relationship with Escape Studios/Pearson College in London by providing mentoring by world class trainers to students on their Compositing and 3D courses. We also participated in a joint Escape Studios/Epic Games (Unreal Engine) new

course delivery to provide feedback and benefit from the latest real time production skills development. Our lead artists, trainers and supervisors continue to contribute to this and other outreach programs. We aim to source a significant proportion of our future junior talent in several disciplines with Academy graduates. Our heads of department have expressed satisfaction with their performance, and we have many cases of Creative Academies graduates performing well above expectations. We see this as a partnership between the Group and local education establishments which helps make the countries we work in attractive to creative talent. To this end, further steps are being taken to better prepare students while they are still in school. Through the robust “Education Partnerships and Engagement strategy”, we continue to work with c. 30 local colleges and universities to build an affiliation basis and offer our help to better prepare their students to work in Visual Effects. Our Creative Academies represents both a central strategic talent initiative and a way for the Group to give back to the community. It helps bring social and economic benefits to the cities we work in as every Academy student will need to live, travel, eat and play in their communities. As these communities become recognized as great places for creative talent, it will attract new work and companies as well as stimulate other spin-off businesses. It is a great example of a win-win situation where doing the right thing is also good business.

Relations with external stakeholders 5.2.8 GRI [102-21] [102-40] [102-42] [102-43] [102-44] [103-1 Indirect economic impacts] [103-2 Indirect economic impacts] [103-3 Indirect economic impacts] [103-1 Training and education] [103-2 Training and education] [103-3 Training and education] [103-1 Local communities] [103-2 Local communities] [103-3 Local communities] [103-1 Public policy] [103-2 Public policy] [103-3 Public policy]

Technicolor’s main activities are in the field of Production Services, DVD Services and Connected Home devices. They require creative talents for innovation of technologies and services and for development of products. This leads Technicolor to maintain relationships with a variety of key stakeholder groups to ensure growth and sustainability of

Within these general categories, specific stakeholders are identified as engagement opportunities based on their nearness to or connection with critical aspects of Technicolor (people, products, services, or property). Dialog may take place in a variety of ways, such as face-to-face meetings, memberships, surveys, contracts, or public event/forum/webinar/panel, as detailed in the below descriptive examples. In 2020, customer satisfaction was monitored and managed through regular video conference calls, email communication and executive review of any customer complaints. In addition, Connected Home also drives customer satisfaction surveys (13 in 2020) for its activities as they involve a large number of customers. Findings of these surveys and meetings are used to correct processes and improve relationships and quality of products and services.

its businesses, primarily: clients and customers; • investors and shareholders; • education bodies; • communities; • suppliers and subcontractors; • public authorities. •

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TECHNICOLOR UNIVERSAL REGISTRATION DOCUMENT 2020