technicolor - 2018 Registration document

DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE

HUMAN CAPITAL

Sourcers to ensure each brand has the best access to the talent in the industry. In 2019, the Group will be looking to develop The Focus further with the creation of a Social Recruitment Platform, pioneering the way in which talent is engaged, managed and acquired within the VFX industry. For all other businesses, since 2016, 30 recruiters in all organizations and regions covered by our businesses have had access to and benefitted from support in their professional use of online recruitment tools (such as LinkedIn ). This on-going practice allows Technicolor to extend its scope of research and to reach candidates traditionally invisible to the Group. Lastly, the Group worked in 2015 and has since capitalized on the local deployment of an attractive employer brand that allows candidates to better identify the pillars of Technicolor’s culture and values. Since 2010, Technicolor has been evaluating the individual performance of all employees as part of an annual plan called STEP. This system is built around 2 key moments in the year (January: setting of objectives – November/December: assessment of individual performance based on interviews between employees and managers to assess the achievement of objectives). However, determined to offer the best support possible in alignment with the constant evolution of businesses (project mode, constant technological changes, continuous improvement,...) and the needs of employees (purpose, transparency, feedback in real time,...), the Group launched in March 2018 a pilot for a project to overhaul the system of performance evaluation and employee development. This tool called “TEAM” is based on 4 fundamental principles: contribution replaces the notion of performance: the contribution is • defined in this tool as the global appreciation of the concrete contribution of an individual to the results and successes of the collective; observed behaviors (the “how”) are taken into account in the • evaluation of the contribution as well as the results obtained (the “what”); “continuous” conversations aim at ensuring frequent exchanges • between employees and their managers: setting or modifying objectives or missions, feedback loops on obtained results and observed behaviors; And finally, for those who wish to do so, integration into the • contribution assessment of the justified and formalized opinions of relevant third parties who collaborated with the person evaluated (360 ° feedback). In a competitive environment, the compensation and benefits policies, including the total remuneration policy, are a key pillar of retention of acquired talent. PERFORMANCE, RECOGNITION 5.2.1.3 AND RETENTION GRI [102-36] [401-2] [403-6] [404-3]

In order to better support business developments, Technicolor’s management and talent development efforts essentially rest on HR division business partners (HRBPs) – in collaboration with local HR – who not only have the most detailed knowledge of strategy and jobs development within their business division but are also closer to the needs of managers and employees. On the basis of the Resource & Development Plans drawn up each year by the divisions, the HRBPs define and lead hand-in-hand with the management of their organization a HR strategy for their scope which is based on 3 pillars: Talent acquisition, Performance, recognition and retention, and Talent development. TALENT ACQUISITION 5.2.1.2 Within each division, managers and HR generally identify the types of profiles and skills needed to ensure the success of current and future projects and initiatives. When the profiles or skills identified are not available in the Company, the entire HR team (HRBP and HRCC and CoE) is mobilized to recruit the best talents for our businesses, our projects and our culture. In the case of studios, the project driven nature of the activities requires the launching of massive recruitment campaigns several times a year – several hundred highly qualified jobs – and sometimes multi-country campaigns to accompany the swift launching of large projects (film, series, games,...). In the case of individual recruitments (replacements, job creations, creation of teams), the need is initially qualified by the manager with the help of the local HR who will then ensure appropriate research, contact, and recruitment of candidates. To address these different situations, the Group has invested heavily in the development of its recruitment organization and teams and accompanied the professionalization of their practices. In that respect, we created in 2018 The Focus as being our new in-house recruitment agency, hiring for Technicolor’s award-winning VFX studios – MPC Film, Mr X, Mikros, Technicolor Academy and the newly launched Mill Film. 3,000 people were hired in 2018 through The Focus , due to the demand for the world’s best VFX artists being greater than ever. The Focus as a brand has developed its own unique website to make it easy for artists/candidates to find the right opportunity (whether they’re a recent graduate or already established in the industry) while ensuring the brands are effectively utilizing the resources among themselves and within the industry. With more than 50 major movies and TV projects in our portfolio, candidates working within the setup of The Focus are able to receive better service to their career aspirations and personal affiliations since we can attract and retain talent across our multiple locations and brands. The Focus leverages experienced Recruiters to represent the Brands and their proposition/values, but also takes care to create harmonization in hiring practices and to manage the price point for the most economical values across the businesses – these recruiters are partnered with

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TECHNICOLOR REGISTRATION DOCUMENT 2018