technicolor - 2018 Registration document

DISCLOSURE ON EXTRA-FINANCIAL PERFORMANCE

HUMAN CAPITAL

Mikros A global development program of 792 hours is delivered to leaders & • creative officers to support the implementation of the new organisation and to help the new Service Lines directors in their new role. Training topics include the acquisition of a leadership posture, the development of leadership, the release of energy of their teams, the management of profit and loss account and the understanding of human resources and legal aspects. Connected Home Training plans have been developed to match the resource development plans with dedicated programs targeting : product managers, with training on pre-sales, bid, sales. In 2018, we • ran internally 9 webex sales enablement presentations with a total of 644 attendees; product unit engineers, with in-house training on processes, were • given access to the e-learning platform Pluralsight , which includes live mentoring to provide software development training, technology and business learning. Talent Review and Leadership 5.2.1.4.2 Development A yearly Leadership Talent Review process is conducted in all divisions. The process involves managers at all levels of the organization as well as the members of the Executive Committee and of the Management Committee. All these stakeholders participate in the identification of employees with the right level of potential and performance to feed the pool of future managers at the division or Group level. The members of this talent pool are eligible to benefit from dedicated leadership development trainings, activities and events during the year. Several programs are managed at the Group level : the Leadership Talent Pool • There are 184 High Potential and Group High Potential within the leadership talent pool. Members of the Leadership talent pool assessed their competencies through a 360° evaluation based on the brand-new leadership profile that was collaboratively designed for the Company during the year 2017. Individual Development Plans were drawn and executed from the conclusions of this assessment and implemented in the divisions. the Leadership Development Program • In 2017, based on the new leadership competencies model, a training course was also developed to reinforce the personal development capabilities of HR Team Members so that they may support the development of employee skills aligned with Technicolor’s vision, values and strategy. This initiative resulted in the creation of a pool of 30 fully trained HR professionals, who can act as internal coaches for Group High Potentials (analysis and feedback of 360° assessments, definition of individual development plans, as well as employee individual coaching during the deployment of development plans).

the Management Academy • In addition to the so-called “business” training programs (technical or non-technical) offered within the divisions, the Management Academy plays an important role in the support provided by the Group to managers in all business lines and divisions/functions. Created in 2014, this program defines the common base of management skills expected at Technicolor and maintains a sense of belonging to the Group within the community of 220 managers who already participated in this program. After a 2014 pilot period during which Management Academy sessions were organized, both internally and externally, in the United States, the United Kingdom, France and Belgium, the program evolved periodically in order to create a true reference program dedicated to the management of skills across the Group in 2015, 2016 and 2017. In 2018, 3 sessions of the new program were created and are planned to take place between January and March 2019: 3 days of collaborative training sessions organized in France, the United States and India, impacting 60 managers from all divisions and functions. Participants will also be offered to participate in a complementary session via Webex to reinforce their learning and give them an opportunity to keep working on certain topics that were covered during the sessions. A total of 5,500 hours of training were given to managers worldwide to improve the attitude and management skills of our employees. Focus on divisions A Leadership program in the Production Services division 2018 LEAP (Lead, Energize, Accelerate, Performance) has been piloted within MPC Film. This is a management development program designed to equip and up-skill anyone with management responsibilities. In 2019 this program will be extended to the other brands within Technicolor Film and TV. Coaching is offered to all those in senior management and can be requested throughout the business. Implementing Progression and Succession As talent mobility is higher in the visual effects domain, MPC Film reviews succession and progression plans on a quarterly basis, and on average promotes 10-15% of the population into new roles on an annual basis. In 2018, MPC developed a talent evaluation system in order to leverage the contribution and other performance data we have within our production systems, so that a more objective means of identifying and assessing talent is routinely used to equip managers to make more consistent and objective decision making about staff movements and developments while providing fair and accurate feedback to the workforce. In 2019, we will be introducing a new feedback tool combined with a talent evaluation system to support the notion of talent development and transparent feedback.

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TECHNICOLOR REGISTRATION DOCUMENT 2018