technicolor - 2020 Universal Registration Document

5 DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE CIRCULAR ECONOMY

in DVD Services, sites strive to adapt their footprint to varying • production requirements, decommissioning equipment such as unnecessary cooling towers, while also upgrading necessary equipment with new technological solutions, reorganizing floor layouts and production lines for improved energy efficiency such as in Melbourne and Sydney, Australia or Rugby, UK. The Piaseczno site, Poland, continues to reduce electricity consumption by 452 mWh per year due to the year’s installation of two more efficient offset machines in the Printing Department. The Rugby site, UK, calculated that in one area, adding passive infrared sensors (PIR), and replacing halogen lamps by led lamps, resulted in 167 kg CO 2e reduction per fitting (279 of them), generating a 45% percent reduction in energy consumption; in Production Services sites, a critical energy impact is related to the use • of data centers. To save energy, The Mill site in New York, decided to move the most energy intensive equipment out of their in-house data center and are now using a more efficient and purpose-built external and co-located data center. To generally minimize their climate footprint, some sites located in areas where the national grid does not guarantee electricity from renewable sources have chosen to go for green electricity supply contracts, such as MPC New York and London sites, The Mill New York and London sites, and the London Post site. Canadian sites benefit from a national grid powered by hydroelectricity. Other reducing initiatives took place. The Bangalore site in India

installed sunscreens on façade windows, added EC fans for data centers air conditioning units, and installed proximity sensors in meeting rooms among other improvements. The Adelaide MRX site organized a booking system to precisely calibrate HVAC and lighting needs for work performed out of normal working hours. Shanghai MPC upgraded their HVAC system with more efficient equipment. Of course, due to Covid-19, business travel was drastically reduced, and therefore by necessity the usage of video conferencing systems became the dominant worldwide collaboration tool, with the side benefit of greatly reduced carbon emissions due to travel, facilitating exchanges across sites and teams located thousands of kilometers apart, or between internal teams and customers, suppliers, partners, and generally all stakeholders. The acceleration of the remote working mode certainly did not come without challenges and the Human Resources team developed and published guiding principles for homeworking on the Group Intranet. Additional in some locations and situations; the traditional commute was changed with some members of staff shifting from using the public transportation to walking or bicycling. Consequently, incentives to use the public transportation system were proposed in a few sites and more bike spaces were created in others with some incentives at times also proposed to staff using their bicycles. In Montreal Mr. X site, subscriptions to municipal bike programs were proposed. Bangalore site continued to offer transportation choices.

CIRCULAR ECONOMY 5.5

GRI [102-44] [103-1 Materials] [103-2 Materials] [103-3 Materials] [103-1 Water and effluents] [103-2 Water and effluents] [103-3 Water and effluents] [103-1 Effluents and waste] [103-2 Effluents and waste] [103-3 Effluents and waste]

ANNUAL PERFORMANCE MEASUREMENT PROCESS

This report provides an overview of the activities that Technicolor is taking to fulfill its responsibilities as a global corporate citizen with respect to the Circular Economy. As such, Technicolor is reporting on what it has determined to be the most significant aspects and impacts, both globally and by business unit, for the fiscal year 2020.

A process was implemented in 1997 to allow for the consistent internal benchmarking of key management programs and requirements within each of the Group’s industrial locations, and tracking of site progress toward environmental, safety and resource conservation improvement goals. This process was revised during 2012 to better support the wider network and diversity within the Group’s mix of industrial and non-industrial locations, and it assesses benchmark criteria, helping the Group create consistent global focus and action plans on key programs, requirements and initiatives. EMERGENCY PREPAREDNESS AND RESPONSE Even the best designed programs and procedures cannot eliminate the occurrence of unforeseen events. The development and periodic review of emergency preparedness and response plans is critical to the success of Technicolor’s EH&S program, making these, along with associated training and testing, key components of the EH&S performance measurement process.

CHARTER, POLICIES AND GUIDELINES Please refer to section 5.4 for their description.

ORGANIZATION Please refer to section 5.4 for its description.

REPORTING PERIMETER AND RISK PROFILE Please refer to section 5.4 for their presentation.

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