Teleperformance

The role of the administrative, management and supervisory bodies

Composition of administrative, management and supervisory bodies

Board of Directors Composition

The Board of Directors comprises 14 members as of December 31, 2024:

• Chairman: Moulay Hafid Elalamy
• Chief Executive Officer: Daniel Julien
• 2 directors representing employees: Véronique de Jocas and Evangelos Papadopoulos
• Independent members: Varun Bery, Alain Boulet, Brigitte Daubry, Pauline Ginestié, Jean Guez, Shelly Gupta, Kevin Niu, Christobel Selecky, Angela Maria Sierra-Moreno, Carole Toniutti

Diversity metrics

Gender split:

• Women: 7 (50%)
• Men: 7 (50%)

Nationalities represented: 9 nationalities on the Board of Directors as of 2024

Independent directors: 75% of total directors (excluding employee representatives) as of 2024

Management Committee

The Management Committee comprises 55 members total:

• Executive Committee: 10 members

  • Daniel Julien (Chief Executive Officer)
  • Thomas Mackenbrock (Deputy Chief Executive Officer)
  • Olivier Rigaudy (Deputy Chief Executive Officer and Global Chief Financial Officer)
  • João Cardoso (Chief Innovation and Digital Officer)
  • Luciana Cemerka (Chief Marketing Officer)
  • Miranda Collard (Global Chief Client Officer)
  • Éric Dupuy (Global Chief Business Development Officer)
  • Agustin Grisanti (Chief Operating Officer of Core Services)
  • Scott Klein (Chief Executive Officer of Specialized Services)
  • Teri O'Brien (Global Chief Legal and Compliance Officer)

• Plus 45 key Group managers covering: Human capital, Research and development, Security, Technologies, Operations, Transformation, Business development, Finance, Marketing, Legal, CSR, Specialized Services

Management Committee diversity:

• Women: 38%
• 14 nationalities
• Average age: 51 years
• Average seniority: 11 years within the Group

Governance changes in 2024

In August 2024, the Board of Directors implemented a new governance structure:

• Moulay Hafid Elalamy appointed as Chairman of the Board of Directors (effective October 1, 2024)
• Thomas Mackenbrock appointed as Deputy CEO (effective October 1, 2024)
• Daniel Julien confirmed as Chief Executive Officer
• Separation of roles of Chairman and CEO

This structure was designed to:

• Separate the roles of Chairman of the Board of Directors and CEO
• Strengthen TP DNA, particularly in terms of entrepreneurial and business development culture
• Reinforce senior management and implement a succession plan

Board committees with sustainability oversight

CSR Committee

Created by the Board of Directors on December 22, 2020, effective January 1, 2021. Internal regulations approved February 25, 2021.

Composition: 3 members, meeting at least three times a year

Chair: Independent chairwoman, former human resources director of a large group in Colombia, with extensive expertise in social affairs

Members: Include one employee representative director who joined in 2023, bringing operational expertise (particularly in content moderation), membership of the European Works Council and role as Group Global Social Auditor

Role:

• Verify the integration of the Group's social and environmental commitments
• Review regulatory publications
• Assess impacts, risks and opportunities in consultation with the Audit, Risk and Compliance Committee
• Review the sustainability statement included in the Universal Registration Document
• Review the annual Integrated Report, the Vigilance Plan and all information required under CSR regulations
• Examine non-financial risks and their impacts in consultation with the Audit, Risk and Compliance Committee

Topics addressed in 2024:

• Implementation of the CSRD and the CSR audit
• Environmental roadmap, including new SBTi targets validated in 2024 and action plan for improving energy efficiency
• TP diversity, equity and inclusion policy
• TP's approach to human rights
• Results of the living wage analysis conducted in the Group's subsidiaries
• Group-wide implementation of the agreement with UNI Global Union
• Sustainability reporting and non-financial ratings
• Non-financial criteria applicable to executive remuneration

Audit, Risk and Compliance Committee

Role regarding sustainability:

• Oversee matters relating to the preparation and control of accounting and financial information used for sustainability reporting (CSRD)
• Monitor internal control and risk management systems
• Responsibility for sustainability reporting with regard to integrity of information
• Monitor the statutory audit conducted to certify sustainability reporting

Joint meeting: On March 5, 2024, members of the Audit, Risk and Compliance Committee and CSR Committee held a joint meeting to clarify roles regarding sustainability reporting.

Sustainability-related expertise and training

Board training:

• Members of the Audit, Risk and Compliance Committee and CSR Committee attended the Climate Fresk to gain better understanding of climate crisis issues
• Board members trained in implications of and obligations arising from implementation of the Corporate Sustainability Reporting Directive (CSRD)

Board expertise evaluation: Administrative bodies periodically evaluate skills and expertise available and their adequacy for overseeing sustainability matters (as described in chapter 4, sections 4.1.2.1 and 4.1.2.2.4)

Employee representatives: Two employee representative directors sit on the Board of Directors, attending meetings at least four times a year

Integration of sustainability into strategy and business model

CSR Department:

• Reports directly to the Deputy Chief Executive Officer
• Manages Group CSR strategy
• Coordinates sustainability strategy by developing and implementing specific initiatives to achieve set sustainability targets
• Ensures harmonization of CSR practices across Group entities
• Establishes regular monitoring system to assess progress
• Plays central role in managing impacts, risks and opportunities related to the Group's activities in accordance with CSRD requirements
• Responsible for identifying and assessing the Group's main environmental, social and governance challenges
• Key role in reporting process, ensuring relevant information on impacts, risks and opportunities is collected, analyzed and communicated transparently

Local CSR ambassadors: Network present in each country where the Group operates, responsible for:

• Liaising with the Group CSR Department and subsidiaries
• Monitor local application and compliance with Group policies
• Track and report CSR information
• Receive instructions from CSR Director to ensure alignment with Ten Principles of United Nations Global Compact and Group Vigilance Plan

All Group employees: Regularly trained in and informed about CSR issues through training programs during induction process, e-learning modules and awareness campaigns

Frequency of sustainability discussions at board level

• CSR Committee meets at least three times a year
• CSR Committee submits periodic reports directly to the Board of Directors on topics addressed during the year
• Board of Directors receives regular updates on CSR-related topics, including climate-related issues, at:
  • Annual seminar on Group strategy and risk management
  • Ongoing discussions and reports from the Executive Committee throughout the year
  • Board meetings (at least four times a year with employee representatives)
• Board members kept informed of material sustainability impacts, risks and opportunities through regular reports presented by the CSR Committee at Board meetings

Integration of sustainability into remuneration

Annual variable remuneration for executive officers:

• 30% contingent on achievement of the Group's strategic non-financial objectives in 2024

Long-term remuneration (performance shares):

• 20% contingent on achievement of Group's sustainability objectives
• Awarded to executive officers and over 700 key managers
• Environmental performance (including climate change) represents 10% of performance share allotment

Terms determined by: Board of Directors, on recommendation of CSR Committee and Remuneration and Appointments Committee, at meeting on March 6, 2024

Due diligence process

Core elements and corresponding sections:

Stakeholder engagement on sustainability

Board-level reporting:

• Presentation of summary of discussions with staff representatives at Board meetings
• Presentation of results of social dialog to Board of Directors via staff representatives
• Presentation of results of satisfaction surveys
• Presentation of assessment results at CSR Committee meetings
• Analysis of client/customer feedback presented at strategic meetings and management committees
• Monitoring satisfaction rate and quality of services
• Presentation of results of continuous dialog at Board and shareholder meetings
• Presentation of ratings and ratings changes to senior management and Board of Directors
• Presentation of local initiatives at CSR Committee meetings
• Presentation of supplier assessment results at CSR Committee meetings

Stakeholder consultation: Regularly conducted, particularly during double materiality analyses, to assess TP's impacts in terms of sustainability matters

Method: TP's permanent internal and external stakeholder consultation channels ensure that potential risks and impacts arising from the Group's activities are monitored

Independence and effectiveness arrangements

Board independence: 75% of directors are independent (excluding employee representatives) as of 2024

Internal control and risk management:

• Risk management and internal control systems complement each other in controlling the Company's activities
• Internal control system relies on risk management system to identify main risks that need to be controlled
• Risk management system includes controls that are part of internal control system
• Internal control system based on procedures defining main controls and managers to whom these procedures are assigned
• System covers main aspects of sustainability reporting, including social and environmental data
• Data collected from all subsidiaries through monitoring tools integrated into TP's management systems

Oversight: Internal control system overseen by:

• Chairman and Chief Executive Officer
• Deputy Chief Executive Officer
• Management Committee
• Under supervision of Board of Directors
• To verify relevance and appropriateness of system with regard to Group's objectives

Work of Audit, Risk and Compliance Committee: Verifying non-financial information contained in report, as well as internal control and risk system, in conjunction with CSR Committee and statutory auditors, detailed in chapter 4 - Corporate governance

Integration of sustainability-related performance in incentive schemes

Roles covered

Executive officers (corporate officers) are covered. Long-term remuneration is awarded to the entire senior management team and around 700 Group key managers.

Sustainability KPIs tied to remuneration

For 2024, the annual variable remuneration awarded to corporate officers is contingent on the achievement of the Group's strategic non-financial objectives, including GHG emission reduction targets.

Long-term remuneration is contingent on the achievement of the Group's sustainability objectives.

Weighting

• Annual variable remuneration (STI): 30% contingent on achievement of the Group's strategic non-financial objectives
• Long-term remuneration (LTI): 20% contingent on achievement of the Group's sustainability objectives

Governance process

The remuneration criteria were determined by the TP Board of Directors, on the recommendation of the CSR Committee and the Remuneration and Appointments Committee, at its meeting on March 6, 2024. This process ensures that the mechanisms are in line with strategic objectives in terms of corporate social responsibility, while respecting governance best practices.

Sustainable financial instruments

TP has also integrated non-financial criteria into its financing arrangements. On January 31, 2023, the Group signed an agreement with a consortium of 15 banks to set up a €500 million revolving credit facility. This facilities agreement incorporates CSR criteria into the financing terms. The lending rate is contingent on the Group's CSR performance, among other criteria. Updated in July 2024, the criteria are aligned with the Group's material challenges and focus on three key areas: employee satisfaction, internal promotion and combating climate change.

Strategy, business model and value chain

Mission and Activities

Teleperformance (TP) helps organizations manage and enhance their relationships with their customers/citizens, leveraging the best available technologies and human resources while streamlining their business operations.

TP is a global leader in digital business services. The Group implements strategies to optimize and digitally transform customer experience and business processes in order to make interactions "simpler, faster, safer and more efficient".

Distinctive EI/AI approach: TP uses emotional intelligence and artificial intelligence to deliver an exceptional customer experience.

• Emotional Intelligence (EI): Strengthening consumer trust and loyalty through empathy, personalization, complex quests; enhancing the customer experience via active listening, flexibility, conflict resolution
• Artificial Intelligence (AI): 24/7 availability, handling of simple requests, automated responses and recommendations, analytics

The Group's four pillars:

1. People - Leading global delivery platform
2. Domain Expertise - Deep vertical and horizontal expertise servicing global & local clients
3. Process Excellence - Highest operational standards ensured by TP's capabilities & methodologies
4. Technology - AI-enabled suite of TP Applications to augment and enhance operations

Integrated services offering and main client verticals

Integrated Services Offering:

• Front-office services including customer care, technical support and customer acquisition/loyalty
• Back and middle-office services dedicated to corporate functions, including operational consulting for business processes, data labeling and machine learning
• Specialized, high value-added services: online interpreting including sign language, visa application management, accounts receivable management, health advocacy and recruitment process outsourcing

Main Client Verticals:

• Automotive
• Banking, financial services and insurance
• Energy
• Government
• Healthcare
• Retail and e-commerce
• Social media, entertainment and gaming
• Technology
• Telecommunications
• Travel, hospitality and transportation

Global presence

Present in nearly 100 countries, TP manages programs in around 300 languages and dialects in 170 markets.

Revenue: €10bn+ in revenue
Employees: Nearly 490,000 employees

Business segments

Core Services

Core Services cover a broad range of services:

• Front-office services including customer care, technical support, customer acquisition (sales) and loyalty
• Back and middle-office services dedicated to the Company's support functions, including knowledge services in digital transformation, data labeling services, and automated systems learning

Core Services break down into two broad geographical regions:

• Americas: €4,182 million revenue (41% of total Group revenue), 293,234 headcount at 12/31/2024, 26 countries of operation
• Europe, MEA & Asia Pacific: €4,609 million revenue (45% of total Group revenue), 179,345 headcount at 12/31/2024, 47 countries of operation

Total Core Services: €8,791 million (86% of total Group revenue), 472,579 headcount, 73 countries

Breakdown of Core Services revenue (2024):

By linguistic region:

• Americas: 48%
• EMEA & APAC: 52%

By service type:

• Customer & citizen care: 63%
• Technical support: 9%
• Sales: 8%
• Trust & Safety: 12%
• Back-office/BPO: 4%
• Operations consulting and others: 4%

By client sector:

• Media, Entertainment & Gaming: 21%
• Banking, Financial services & insurance: 16%
• Travel & Hospitality: 12%
• Retail & e-commerce: 10%
• Telecom: 8%
• Technology: 8%
• Healthcare: 7%
• Governments: 4%
• Automotive: 3%
• Other: 11%

Specialized Services

Specialized Services include niche, high value-added businesses:

• Interpreting services including sign language (LanguageLine Solutions and ZP Better Together)
• Visa application management and consulate services (TLScontact)
• Accounts receivable management (AllianceOne)
• Online healthcare navigation and support (Health Advocate)
• Recruitment process outsourcing advisory and assistance (PSG Global Solutions)

Specialized Services: €1,489 million revenue (14% of total Group revenue), 17,421 headcount

LanguageLine Solutions is a US leader in remote interpreting services with a portfolio of 30,000 clients.

TLScontact operates from over 150 locations (visa application centers and mobile staff) throughout Europe, the Middle East, Asia and Africa, handling close to four million applications a year (pre-COVID) for 14 governments.

AllianceOne Receivables Management operates 27 centers in the United States, Canada, and nearshore/offshore locations (Colombia, Costa Rica, Jamaica, Mexico, Peru, the Philippines, El Salvador, India, the Dominican Republic).

Health Advocate is a leader in population health, health benefit integration and navigation, and member engagement solutions, founded in 2001 and based in Pennsylvania.

PSG Global Solutions is a leader in recruitment process outsourcing (RPO), founded in 2008, with teams based in the United States and the Philippines.

ZP Better Together (acquisition closed February 5, 2025) is a leader in language solutions for the deaf and hard of hearing in the United States, with annual revenue of around US$230 million and 4,500 employees.

Client portfolio

With more than 1,500 clients, including leading companies spanning a variety of sectors and government agencies, TP's Core Services business has one of the most diversified client portfolios on the market.

Client concentration (% of total revenue):

No single TP client accounts for over 7% of revenue excluding the LanguageLine Solutions, Health Advocate and PSG Global Solutions businesses, or 6% of the Group's total revenue.

The average length of TP's relationships with its top 100 clients is around 13 years.

The Group's assets for transformation

TP's value-creating positioning is based on four assets:

1. High-touch capabilities - Nearly 490,000 employees, around 300 languages and dialects
2. Business expertise by client sector - Verticalization of offering
3. High-tech capabilities - Automation and AI integration
4. Operational excellence - Global operating standards (TOPS and BEST)

TP Cloud Campus (TPCC): An integrated cloud work-from-home and remote management solution deployed Group-wide in 66 countries. Around 35% of the Group's workforce works remotely.

Strategy and development

TP's ambition is to step up its transformation in order to become a strong and undisputed global leader in business services specializing in digital solutions.

The Group's business model is based on a high-tech, high-touch approach, combining expertise in human capital management with investment in technologies aimed at optimizing operating processes and client satisfaction.

Development strategy specific to three areas of expertise:

• Business Process Services: develop specific transformation services by client sector and field of application
• Enhanced verticalization: strengthening global business development based on expertise by client sector
• Targeted acquisitions in high value-added services

Recent acquisitions

2025 Outlook

The Group's annual financial objectives are:

• Accelerated like-for-like revenue growth of between +3% and +5%, excluding the impact of the non-renewal of a significant contract in the visa application management business representing around one point of growth. Unadjusted for this contract, like for like growth objective is between +2% and +4%
• Growth will mainly be driven by business expansion in the second half of the year with expected ramp up of new contracts
• Increase in the EBITA margin before non-recurring items between 0 and +10 basis points
• Sustained strong net free cash flow generation throughout the year and continued deleveraging

Value chain

Upstream:

TP partners with different types of suppliers (around 4,000 suppliers):

• Computer hardware and software
• Telecommunications services
• Temporary service agencies
• On-site services (cleaning, security)
• Labor services
• Advisory services
• Employee transport
• Office rental
• IT equipment

Infrastructure: Over 600 facilities in around 100 countries worldwide, plus TP Cloud Campus enabling teleworking in 66 countries.

Energy: Consumption related to office use and digital footprint (cloud, mostly outsourced data centers). A significant proportion of electricity used comes from renewable sources.

Business activities:

The Group handles millions of omnichannel contacts every day (calls, chats, social media, emails) on behalf of over 1,500 clients. TP supports digital transformation and optimization of client processes through consulting, analytics and automation solutions.

The TP model is based on four levers:

1. Holistic human resources management
2. Subject matter expertise
3. Use of new technologies
4. Operational standards of excellence

Downstream:

The Group is committed to providing optimum quality of service and customer experience and maximizing the satisfaction of end-users and citizens on behalf of its clients.

The Group's activities have a direct impact on local communities where TP facilities are located, promoting local employment. Initiatives include the Citizen of the World (COTW) program and Impact Sourcing.

Sustainability-related goals embedded in the business model

TP aims to achieve total satisfaction among its stakeholders through three commitments:

1. The market's preferred employer: Development of a Great Place to Work® ecosystem; being the best employer in the sector in order to hire, train and retain the best people
2. A trusted partner: For all Group stakeholders by adopting the most stringent ethical standards and delivering long-term value
3. A Force of Good: By contributing to local communities through the creation of meaningful jobs, strong philanthropic commitment and sustainable use of natural resources

Citizen of the Planet (COTP) initiative: Aimed at reducing carbon footprint through specific actions such as the use of renewable energy.

SBTi commitment: TP has committed to the Science-Based Targets initiative (SBTi) to set and achieve carbon emission reduction targets aligned with global scientific requirements. The Group's new greenhouse gas emission reduction targets were approved in 2024 by the Science-Based Targets initiative (SBTi).

CSR criteria in executive remuneration: 30% of the annual variable remuneration awarded to corporate officers is contingent on the achievement of the Group's strategic non-financial objectives. Moreover, 20% of long-term remuneration is contingent on the achievement of the Group's sustainability objectives.

Sustainable financial instruments: The Group's €500 million revolving credit facility (signed January 31, 2023) incorporates CSR criteria into the financing terms. The lending rate is contingent on the Group's CSR performance.

Resources and key inputs

Human resources:

• Nearly 490,000 employees
• Around 300 languages and dialects

Financial resources:

• €10,280M revenue (2024)
• 15% EBITA before non-recurring items
• €1,084M net free cash flow

Infrastructure:

• Over 600 facilities
• Operations in nearly 100 countries
• 66 countries using TP Cloud Campus

Technology:

• AI-enabled suite of TP Applications
• Advanced collaborative tools
• High-performance networks and data centers

Key outputs

TP delivers simple, fast and efficient solutions to consumers on behalf of clients:

• Analyzing client needs and providing customized solutions
• Meeting consumer needs by offering exceptional experiences
• Facilitating clients' business process outsourcing (content moderation, finance, visas, security risk management)
• Supporting digital transformation and optimization of client processes

The Group serves over 1,500 clients across multiple sectors, managing millions of daily interactions across all communication channels.

Interests and views of stakeholders

Identified stakeholder groups and engagement approach

TP maintains ongoing dialog with its main stakeholders through various organizational procedures and engagement mechanisms. The following table summarizes stakeholder interests, engagement methods, and integration into strategy:

Distinction between affected stakeholders and users of sustainability information

Stakeholders are regularly consulted, in particular during double materiality analyses, in order to assess TP's impacts in terms of sustainability matters. TP's permanent internal and external stakeholder consultation channels ensure that potential risks and impacts arising from the Group's activities are monitored.

Affected stakeholders include TP employees, staff representatives, workers in the value chain, end-users, and local communities.

Users of sustainability information include investors and rating agencies.

Integration into decision-making and double materiality assessment

As part of the preparatory work for the CSRD, TP conducted a double materiality assessment in 2023, assessing all the impacts, risks, and opportunities (IROs) related to sustainability matters in terms of impact materiality and financial materiality. In 2024, the Group refined its assessment on the basis of the final version of the European Sustainability Reporting Standards (ESRS) to include all double materiality requirements and incorporate Majorel into its assessment.

The Group clearly identified the scope of ESG issues to be taken into account, incorporating stakeholder feedback in order to enrich strategic thinking and better align the Group's actions with their expectations.

IROs were analyzed and submitted to a panel of internal and external stakeholders, through interviews, in the third quarter of 2023 to enrich the analysis and assess their degree of impact and financial materiality. The panel comprised a representative sample of key TP stakeholders, including staff representatives and clients covering all major geographical regions.

In 2024, the double materiality assessment was fine-tuned by the CSRD steering committee and human resources managers, including Majorel managers. The interviews conducted in 2022 with 40 external stakeholders were also taken into account for the analysis.

Stakeholder consultation under duty of vigilance

Under the duty of vigilance law, measures taken in 2023/2024 included:

• Update of the non-financial risk mapping and materiality matrix, through consultation with key stakeholders, both globally and in key countries
• Continuous strengthening of channels for listening and dialog with employees, strengthening of social dialog in several key subsidiaries and at global level
• Organization of a consultation with stakeholders, including UNI Global, on the duty of vigilance

In December 2023, TP organized a stakeholder consultation on the duty of vigilance, including with regard to human rights.

Global agreement with UNI Global Union

In December 2022, TP and UNI Global Union ("UNI") signed a global agreement to strengthen their shared commitments in terms of employee rights to form trade unions and participate in collective bargaining. This agreement also reflects a determination to improve the working environment, covering 100% of the Group's employees.

Employee engagement mechanisms

A number of centralized employee listening tools have been introduced in recent years to ensure more frequent monitoring of employee satisfaction, including:

• Talent retention surveys designed to verify employee satisfaction after each stage of their career (hiring, induction, training, change of position, annual review, etc.) called "Moments of Truth"
• External surveys through employee reviews on Glassdoor or Indeed
• An HR support service enabling employees to contact the Human Resources Department to resolve their concerns on topics such as scheduling, remuneration, employee benefits, training and career development
• Sentiment Surveys giving employees an opportunity to express their emotions each day by selecting one of five emoticons displayed on the MyTP online platform, on a scale from "very happy" to "very unhappy"

TP has set itself the target of achieving a trust index of over 70% in the annual Great Place to Work® survey, which is incorporated into remuneration and financing criteria.

Whistleblowing mechanism

The Global Ethics Hotline (whistleblowing mechanism) is accessible to internal and external stakeholders, to report on any infringement of human rights or fundamental freedoms, harm to the health and safety of persons or the environment, breach of ethics, corruption or fraud.

Remuneration and financing linked to stakeholder concerns

For 2024, 30% of the annual variable remuneration awarded to corporate officers is contingent on the achievement of the Group's strategic non-financial objectives. Moreover, 20% of long-term remuneration is contingent on the achievement of the Group's sustainability objectives.

On January 31, 2023, the Group signed an agreement with a consortium of 15 banks to set up a €500 million revolving credit facility. This facilities agreement incorporates CSR criteria into the financing terms. The lending rate is contingent on the Group's CSR performance, among other criteria. Updated in July 2024, the criteria are aligned with the Group's material challenges and focus on three key areas: employee satisfaction, internal promotion and combating climate change.

Material impacts, risks and opportunities and their interaction with strategy and business model

Overview

Teleperformance conducted a double materiality assessment in 2023 as part of preparations for the Corporate Sustainability Reporting Directive (CSRD). The Group assessed all sustainability issues in terms of impact materiality and financial materiality, assessing the impacts, risks and opportunities related to each issue, focusing on human rights, health and safety, ethics and compliance, corporate governance, the environment, the value chain and communities.

The double materiality assessment considers that an issue is material if it has a strong impact on stakeholders and the planet and/or the Company's economic performance. All issues with an impact and/or financial materiality greater than 2.5 (major or severe impact) are considered material. The threshold of 2.5, representing the mid-point of the scale, reflects a rigorous assessment methodology to distinguish matters of significant importance to TP and to focus the analysis on issues with a substantial impact in terms of both impact materiality and financial materiality.

Material IROs identified

The double materiality matrix shows material topics across three strategic pillars:

BE A FORCE OF GOOD (Environment)

• E-waste management
• Human rights and fundamental freedoms (value chain)
• Working conditions, health and safety (value chain)
• Reduction of greenhouse gas emissions
• Adaptation to climate change

BE THE MARKET'S PREFERRED EMPLOYER (Social)

• Working conditions
• Health and safety (TP employees)
• Social dialog
• Equal treatment for all
• Training and career development
• Data security and cybersecurity (TP employees)

BE A TRUSTED PARTNER (Governance)

• Ethics and anti-corruption
• Data security and cybersecurity (clients and end-users)

Full list of material IROs

ESRS E1 Greenhouse Gas Emission Reduction

ESRS E1 Climate Change Adaptation

ESRS E5 Resource Use and Circular Economy

ESRS S1 Working Conditions

ESRS S1 Equal Treatment for All

ESRS S1 Labor Relations and Social Dialog

ESRS S1 Health and Safety

ESRS S1 Career Development

ESRS S1 Data Privacy and Data Security for Employees

ESRS S2 Respect for Human Rights and Fundamental Freedoms in the Value Chain

ESRS S4 Consumers and End-Users

ESRS G Governance

Interaction with strategy and business model

TP's strategy is integrated into three strong commitments structuring its CSR strategy:

1. Be a Force of Good: Commitment to the planet
2. Be the Market's Preferred Employer: Commitment to people
3. Be a Trusted Partner: Commitment to integrity

The objectives defined by TP cover all geographical regions and product/service segments, taking stakeholder relations into account. These objectives are applied consistently across the board, without distinction between different regions, client categories or product groups, ensuring a consistent and integrated approach.

TP's value-creating business model is based on integrated and sustainable growth by establishing these three strong commitments. Key resources that support this model include advanced technologies, skilled human talent and strategic partnerships, each playing a crucial role in the organization's effectiveness and sustainability.

Contribution to Sustainable Development Goals

TP has committed to contribute towards the achievement of the Sustainable Development Goals (SDGs) and has identified the main actual and potential, positive and negative impacts affecting its entire value chain, based on SDG targets:

Positive impacts on people and the environment (Internal initiatives and policies):

• 1.1: As a major employer in developing regions, TP strives to offer proper remuneration to all its employees. Inclusion programs
• 4.4: TP lays on a wide range of training courses and development programs for employees
• 5.5: Higher proportion of women in management positions. The TP Women initiative aims to achieve gender equality across the board
• 8.3, 8.5, 8.6: TP is a major local employer
• 10.4: TP has set up programs to hire people from vulnerable groups
• 17.16, 17.17: TP has developed numerous partnerships with public and private organizations. TP has signed an agreement with UNI Global Union to strengthen social dialog within its organization

Mitigation of risks to people and the environment:

• 3.4, 3.8: TP has set up programs for health and wellbeing at work and offers health insurance to employees
• 7.2: Increasing the renewable energy share in TP's energy mix
• 10.4: TP has adopted a diversity and inclusion policy as a means of achieving greater equality
• 13.2: TP is committed to reducing its carbon footprint per employee
• 16.5: Through a robust set of Group policies, TP is committed to complying with national and international standards and regulations that seek to promote the most stringent ethical standards. TP practices zero tolerance towards all forms of corruption and extortion and has developed a global anti-corruption program in line with the French Sapin II Law. Rollout of a hotline policy for all internal and external stakeholders

Description of the process to identify and assess material impacts, risks and opportunities

Governance

TP applies rigorous governance standards in its CSR reporting processes, ensuring transparency, accountability and strategic alignment with the global Sustainable Development Goals. Double materiality falls under the remit of the CSR Department, which oversees the integration of sustainable development principles into all aspects of the Group's business. This involves working with in-house experts from different departments and regional teams, as well as engaging staff representatives. The double materiality assessment is approved by the CSR Committee, the Audit, Risk and Compliance Committee and senior management, who ensure compliance with regulatory requirements and the continuous improvement of the Group's performance in terms of sustainable development.

Framework and scope

As part of the preparatory work for the CSRD, TP conducted a double materiality assessment in 2023, assessing all the impacts, risks, and opportunities (IROs) related to sustainability matters in terms of impact materiality and financial materiality. In 2024, the Group refined its assessment on the basis of the final version of the European Sustainability Reporting Standards (ESRS) to include all double materiality requirements and incorporate Majorel into its assessment.

To determine TP's material issues, the Group applied the double materiality approach introduced under the CSRD's European Sustainability Reporting Standards (ESRS), which focuses on the three pillars of sustainability: Environment, Social, Governance (ESG).

Inputs to the assessment

Internal sources

The Group relied on documents developed internally:

• Materiality analyses covering all issues carried out in previous years following consultation with TP's main stakeholders
• Global analysis of Group risks (ERM)
• Thematic risk mapping developed particularly in accordance with the duty of vigilance: corruption, human rights, environment, health and safety, suppliers
• Employee, client and end-user satisfaction surveys covering all labor issues including health and safety, working conditions, diversity and inclusion

External sources and tools

• International standards (ISO 26000, United Nations Global Compact, Sustainable Development Goals and their targets, GRI standards)
• ESRS (European Sustainability Reporting Standards)
• Industry benchmarks and guidelines
• Media watch
• International indexes to assess the level of country-specific gross risk affecting its operations and value chain and thereby identify areas of vigilance (Global Climate Risk Index, Human Rights Index Score, Corruption Perceptions Index)

Internal experts

Once the scope of ESG issues to be assessed was determined, the Steering Committee, comprising the CSR Department and in-house experts from the various departments and regional teams, translated each of these issues into impacts, risks and opportunities (IRO). The following departments were involved in this process:

• Legal
• Compliance
• Finance
• Audit and internal control
• Human resources, including those responsible for training, diversity and inclusion
• Ethics, including those responsible for the Global Ethics Hotline
• Health and safety
• Procurement

Stakeholder consultation

IROs were then analyzed and submitted to a panel of internal and external stakeholders, through interviews, in the third quarter of 2023 to enrich the analysis and assess their degree of impact and financial materiality. The panel comprised a representative sample of key TP stakeholders, including staff representatives and clients covering all major geographical regions.

In 2024, the double materiality assessment was fine-tuned by the CSRD steering committee and human resources managers, including Majorel managers. The interviews conducted in 2022 with 40 external stakeholders were also taken into account for the analysis. The topics were specifically targeted to the relevant stakeholder groups in order to gather additional insights from those possessing the most relevant knowledge.

Value chain mapping

TP identified and assessed the impacts on people and the environment, as well as the potential risks and opportunities related to its activities. The value chain was also taken into account, both upstream and downstream, with a particular focus on working conditions and data security depending on the business sector. The value chain is described in section 3.1.1.

As part of its work, the Group paid particular attention to:

• the carbon footprint
• dependencies and pressures exerted on nature
• business relationships with the various stakeholders
• the types of pollution generated by the activity (water, air, soil, noise, etc.)
• the geographical areas where the sites are located, in particular the locations of the assets and activities as well as their exposure to the risks of climate adaptation and transition, and biodiversity, to water and marine resource management risks; to political and regulatory issues

Time horizons

Impacts, risks and opportunities (IRO) were also analyzed over different time horizons, in accordance with ESRS recommendations:

• Short term (one year)
• Medium term (two to five years)
• Long term (> 5 years)

Assessment methodology

Impact materiality scoring

Impact materiality has been defined as a combination of:

Impact severity, whether positive or negative, as defined in terms of its scale and extent when it is real, while the potential impact includes these two factors plus the probability of occurrence. This assessment is determined according to three characteristics:

• Scale of the impact (degree of gravity) on the environment and on people, by assessing the degree of gravity/benefit of the impact. Severity was rated on a scale of five levels, depending on the level of impact on the environment or people, ranging from 1 "negligible" to 5 "severe"
• Extent of the impact, taking into account, for example, the percentage of people who could be affected or the number of facilities or regions affected
• Irremediable character, by assessing the extent to which the negative impact can be repaired and the capacity for supporting those affected

Impact likelihood: Likelihood was also rated on a scale of five ranging from "rare", with a probability of occurrence ranging from 5% to 35%, to "almost certain", with a probability of over 90%.

Severity was determined by multiplying the scale of the impact by the extent and the irremediable character. This result was then multiplied by the impact likelihood, then divided by five in order to assess the impact materiality of each issue.

Impact severity x Impact likelihood = Impact materiality

Financial materiality scoring

Financial materiality assesses the risks and opportunities generated by external events and environmental, social and governance factors, with regard to the company's ability to continue generating value in the short, medium and long term.

Financial materiality may arise from operational, strategic, regulatory, reputational, human, environmental or health dependencies and impacts. Dependencies are described in the value chain description in section 3.1.1.

The rating scales were chosen to align with the rating scale used in the global Group risk analysis (ERM - Enterprise Risk Management). Risks and opportunities were treated in the same way as other Group risks, according to the same amounts and the same risk assessment scales.

The risks and opportunities identified were then fed back into the Group's risk management system. The opportunities identified through the double materiality assessment are brought to the attention of senior management and integrated into Group strategy via a structured process.

Severity x Probability of occurrence = Financial materiality

Threshold for materiality

Topics were first sorted in order of priority. Then, the financial materiality threshold was defined according to the financial threshold, in line with the ERM. Finally, the impact threshold was defined so as to mirror the financial threshold in order to maintain consistency. These approval thresholds were established through a collaborative process involving in-house experts. The project team consulted various experts for consolidation and decision-making purposes. The final version was approved by senior management, the Audit, Risk and Compliance Committee and the CSR Committee.

The double materiality assessment considers that an issue is material if it has a strong impact on stakeholders and the planet and/or the Company's economic performance. Therefore, all issues with an impact and/or financial materiality greater than 2.5 (major or severe impact) are considered material (shaded area on the matrix). The threshold of 2.5, representing the mid-point of the scale, reflects a rigorous assessment methodology to distinguish matters of significant importance to TP and to focus the analysis on issues with a substantial impact in terms of both impact materiality and financial materiality.

Normalization to 5-point scale

A structured method was used to transition from material IROs to the material issues illustrated in the double materiality matrix. In each issue category, multiple IROs were identified and assessed individually. Each IRO was rated on the basis of pre-established criteria presented in the calculation methodology. Within the same issue, the IRO with the highest score was selected. This score was then attributed to the issue concerned, in terms of both impact materiality and financial materiality.

The double materiality matrix shows the impact materiality (Y axis) and financial materiality (X axis) for each of the issues, on a scale of 0 to 5. In assessing the IROs, a calculation was carried out to adjust all scores to a scale of 5, for both impact materiality and financial materiality. Each IRO was assessed according to precise criteria as mentioned above, and these scores were standardized in order to ensure consistent comparison. The method used to establish the score out of 5 is to divide the initial score of each IRO by 5.

Frequency of review

TP conducted a double materiality assessment in 2023 as part of the preparations for the Corporate Sustainability Reporting Directive (CSRD). In 2024, the Group refined its assessment on the basis of the final version of the European Sustainability Reporting Standards (ESRS) to include all double materiality requirements and incorporate Majorel into its assessment.

The Group remains attentive to the changing expectations of its stakeholders. If new factors or changes relating to the business model render these matters material, a reassessment may be considered in order to incorporate them into future statements.

Transition plan for climate change mitigation

Scope of the plan

The transition plan applies to the entire organization and all operations across 100 countries, covering approximately 490,000 employees. The plan encompasses all Scope 1, 2, and 3 emissions within the minimum limits of the GHG Protocol, without exclusion. Following the Majorel acquisition in November 2023, the inventory for the 2019 baseline and subsequent years was updated to cover the full scope of the "new" Group.

The plan is fully integrated into the Group's overall strategy, approved by the Board of Directors and regularly monitored by senior management, with annual progress assessments.

Target years and net zero commitment

Science-Based Targets (SBTi validated in August 2024):

• Target year: 2030
• Reduce absolute Scope 1 and 2 greenhouse gas emissions by 56.7% by 2030 (compared to 2019 baseline)
• Reduce absolute Scope 3 greenhouse gas emissions by 27.5% by 2030 (compared to 2019 baseline)
• Aligned with 1.5°C trajectory (Science-Based Targets initiative)

Renewable energy targets:

• 50% by 2026 (increased from previous 30% target)
• 80% by 2030

Baseline year and progress

Baseline year: 2019

2024 Performance vs. 2019 baseline:

• Scope 1+2 emissions: -49% (126,346 tCO2e vs. 248,205 tCO2e in 2019)
• Scope 3 emissions: 0% (476,453 tCO2e vs. 475,203 tCO2e in 2019)
• Renewable energy share: 46.8% (vs. 27.8% in 2022)

Progress toward targets:

• Scope 1+2: 86% achievement of 2030 target
• Scope 3: 0% achievement of 2030 target

Alignment with 1.5°C / SBTi validation

• New emission reduction targets validated by SBTi in August 2024
• Aligned with 1.5°C trajectory (upgraded from previous 2°C trajectory)
• Targets expressed in absolute terms (no longer relative per employee)
• TP is a signatory to the Climate Pledge (2021)
• Member of the United Nations Global Compact (2011)

Key decarbonization levers and pillars

Decarbonization levers (2019-2030):

Strategic pillars:

1. Energy (Renewable Energy & Efficiency):

• Green electricity tariffs
• Energy Attribute Certificates (EAC)
• Solar panels
• Energy management systems
• Green criteria for buildings
• Green IT equipment
• Targeting 50% renewable energy by 2026, 80% by 2030

2. Digital transformation & Process:

• TP Cloud Campus (teleworking solution)
• Migration to cloud (avoided 693 tons CO2 in 2024 via Microsoft Azure)
• Digital solutions for emissions reduction
• On average, a TP advisor working from home generates 55% less GHG emissions per year than an on-site advisor

3. E-waste management & Circular economy:

• Extending equipment lifespan
• Repairing, donating and recycling electronic waste
• STAR-rated and EPEAT-certified electrical and computer equipment

4. Supply chain:

• Supplier engagement programs
• Responsible procurement
• Supplier Code of Conduct

5. Employee engagement:

• Awareness and training programs
• Volunteer campaigns

6. Restoration & offsetting:

• Global partnership with One Tree Planted (over 520,000 trees planted)
• Biodiversity conservation campaigns
• World Cleanup Day participation

CapEx / Investment commitments

Taxonomy-eligible CapEx:

Financial resources allocated to strategic initiatives:

• Capital expenditure (CapEx): Building renovation focused on improving energy efficiency, including:

  • Installation of automated energy systems
  • Renewal of air conditioning and lighting systems
  • Activity 7.7 "Acquisition and ownership of buildings" (long-term leases)
  • Activity 7.3 "Installation, maintenance and repair of energy efficiency equipment"

• Operating expenses (OpEx): Integration of renewable energy into infrastructures

2024 Taxonomy CapEx:

2024 Taxonomy-aligned CapEx (Climate change mitigation):

• Aligned CapEx: €154.0M
• Alignment rate: 32.1%

Executive remuneration linkage:

• Environmental performance (10% weighting) included in performance share allocation criteria
• Based on Scope 1 and 2 GHG reductions between 2019 and 2026
• Affects executive officers and approximately 700 Group key managers

Locked-in emissions and stranded asset analysis

Locked-in emissions identified:

1. Emissions related to building operations:

   • Locked-in where buildings are not renovated/replaced or covered by long-term contracts
   • Mitigation: Use of renewable energy, I-RECs (International Renewable Energy Certificates), and energy consumption reduction

2. Emissions related to data centers:

   • Locked-in where no migration towards more sustainable solutions
   • TP data centers are mostly outsourced
   • Mitigation: Migration to cloud (693 tons CO2 avoided in 2024), favoring most efficient solutions

3. Emissions related to employee commuting:

   • Depend on local infrastructure and geographic constraints
   • Mitigation: Encouraging teleworking where possible to reduce these emissions

4. Scope 3 emissions related to procurement:

   • Result from upstream activities in the value chain
   • TP can influence sourcing choices by selecting more sustainable suppliers but does not have direct control

Statement on locked-in emissions: The Group states that these "locked-in" emissions should not compromise the achievement of the Group's targets.

Stranded assets: No specific stranded asset analysis is disclosed in the transition plan.

Use of carbon credits / removals

Carbon credits: "In accordance with its commitment to the Science-Based Targets initiative (SBTi), TP is not using any carbon credits at this stage to offset its emissions."

Carbon removals: ESRS E1-7 disclosure states the Group has no carbon removals or carbon credit programs currently in place.

Internal carbon pricing: The Group does not yet apply internal carbon pricing, but sets targets for each subsidiary based on the subsidiary's carbon emissions in absolute terms and per employee.

Physical and transition risk analysis

Climate scenarios analyzed:

• SSP2-4.5 (intermediate scenario: ~2°C medium-term, 2.7°C long-term)
• SSP5-8.5 (pessimistic scenario: ~2.4°C medium-term, 4.4°C long-term)

Key vulnerable locations:

• 15% of office space in medium-to-high vulnerability zones
• 14% in low-to-medium vulnerability zones
• 71% in low vulnerability zones
• India and Philippines (30% of total workforce) identified as vulnerable according to ND-GAIN and Global Climate Risk Index

Adaptation measures:

• Business continuity plans for all subsidiaries
• Geographic diversification to implement emergency solutions
• Asset insurance mechanisms
• Green building criteria (LEED standards) for new facilities
• STAR- and EPEAT-certified equipment

Governance and accountability

Board oversight:

• Board of Directors oversees strategy, approach and performance
• CSR Committee (established 2021) reviews climate-related issues
• Annual strategy and risk management seminar
• Updates presented at annual shareholders' meetings

Management responsibility:

• Deputy CEO (also Group Chief Financial Officer) responsible for facility energy performance
• Group CSR Department reports directly to Deputy CEO
• Regional and local CFOs responsible for achieving carbon reduction objectives

Stakeholder consultation:

• Annual plenary meeting with Social and Economic Committee
• CSR report and three-year roadmap presented to employee representatives
• Information made available in Economic, Social and Environmental Database (BDESE)

Monitoring and reporting:

• Integrated Report, GRI
• Task Force on Climate-Related Financial Disclosures (TCFD)
• Carbon Disclosure Project (CDP)
• Alignment with ISO 14001
• Annual progress assessment

Timeline and milestones

Value chain integration

Upstream:

• ~4,000 suppliers
• Supplier Code of Conduct
• Responsible procurement programs
• Renewable energy sourcing

Operations:

• 600+ facilities across 66 countries
• TP Cloud Campus deployment
• Energy efficiency measures
• Green building standards

Downstream:

• Client partnerships on sustainability
• TP Infinity advisory services for digital solutions
• Simulator to quantify GHG reduction from Cloud Campus vs. traditional on-site model (developed with CESG)

Assumptions and dependencies

Implementation depends on:

• Availability of certified renewable energy sources in countries of operation
• Ability to develop energy efficiency measures with lessors (majority of facilities are leased)
• Local infrastructure and geographic constraints for employee commuting
• Quality and availability of Scope 3 data from suppliers and value chain partners

Policies related to climate change mitigation and adaptation

Teleperformance does not disclose a specific named climate change policy in the extracts provided. However, the company describes several policy-related elements:

Environmental Policy

The Group has an environmental policy that is periodically reviewed and consistently applied throughout the Group.

Governance and oversight:

• The Board of Directors oversees the Group's strategy, approach and performance in terms of climate change and the transition plan
• The Board is chaired by the Group Chief Executive Officer
• The CSR Committee (established in 2021) specifically reviews climate-related issues
• The Deputy CEO (who is also Group Chief Financial Officer) is responsible for ensuring that Group facilities operate efficiently and examines their energy performance
• The Group CSR Department reports directly to the Deputy CEO and is responsible for measuring and monitoring the Group's greenhouse gas (GHG) emissions and developing concrete action plans to reduce them, periodically reviewing the environmental policy and ensuring its consistent application throughout the Group
• Regional and local CFOs are responsible for achieving carbon footprint reduction objectives and monitoring the environmental policy in their respective regions

Key principles and content:

• The transition plan is fully integrated into the Group's overall strategy
• The transition plan is approved by the Board of Directors and regularly monitored by senior management
• Annual progress assessment to ensure alignment with strategic objectives and regulatory developments
• The transition plan is presented at annual shareholders' meetings
• The CSR report includes accurate data on environmental impact, carbon emissions reduction and the transition to more climate-neutral activities
• The report and three-year roadmap are presented and discussed annually at a plenary meeting of the Social and Economic Committee

Implementation monitoring:

• Environmental performance, including climate change, is published annually in the TP Universal Registration Document and Integrated Report
• Achieving environmental objectives is one of the long-term remuneration criteria for executive officers and a criterion for performance share allocation, affecting the entire senior management team and around 700 Group key managers (representing 10% of the performance share allotment)
• The Group prepares a Vigilance Plan to present reasonable vigilance measures implemented throughout the Group to identify risks and prevent serious violations to human rights and fundamental freedoms, health and safety, and the environment resulting from TP's activities (available on the Group website)

Decarbonization Strategy

The company has established an overall decarbonization strategy to mitigate environmental and climate change risks:

Key content:

• Switch to greener energy by increasing the percentage of renewable energy in total electricity consumption: aiming to reach at least 50% renewable energy by 2026 and 80% by 2030 (previous target of 30% by 2026 was reached three years early in 2023)
• Achieve high energy performance at the Group's facilities by adopting efficiency measures
• Streamline IT infrastructure by adopting measures to reduce energy consumption in data centers and purchasing STAR-rated and EPEAT-certified electrical and computer equipment
• Optimize resources and reduce waste
• Encourage sustainable practices among employees and suppliers

Link to international frameworks:

• The company has adopted the Task Force on Climate-related Financial Disclosures (TCFD) reporting framework
• The company complies with the CSRD (Corporate Sustainability Reporting Directive)

The extracts do not provide information about a standalone climate change policy document, its public availability URL, or specific references to UNGPs, OECD MNE Guidelines, ILO Conventions, or UNGC in the context of climate policy.

Actions and resources in relation to climate change policies

Overall decarbonization strategy and transition plan

TP's overall decarbonization strategy to mitigate environmental and climate change risks includes:

• Switch to greener energy by increasing the percentage of renewable energy in total electricity consumption: the previous target of 30% by 2026 was reached three years early in 2023. As part of the new decarbonization targets aligned with the 1.5°C scenario, the Group is now aiming to reach at least 50% renewable energy by 2026 and 80% by 2030.
• Achieve high energy performance at the Group's facilities by adopting efficiency measures.
• Streamline IT infrastructure by adopting measures to reduce energy consumption in data centers and purchasing STAR-rated and EPEAT-certified electrical and computer equipment.

Scope: Own operations

Time horizon: Medium to long-term (2026 and 2030 targets)

Decarbonization levers (2019 baseline to 2030 target year)

The Group has identified the following quantified action levers:

Target: Reduce Scope 1, 2 and 3 GHG emissions from 100 (2019 baseline) to 62 (2030 target year)

Key commitments and initiatives

Science-Based Targets initiative (SBTi)

• 2021: Validation of <2°C targets by the SBTi - carbon reduction targets aligned with the <2°C trajectory and validated by the SBTi (targets set for 2026 with 2019 as a baseline)
• 2024: Validation of <1.5°C targets by the SBTi - new targets for 2030, based on the more ambitious <1.5°C trajectory and including the Majorel business
• 2030: Expected achievement of the <1.5°C targets:
  • Scope 1 and 2: 56.7% reduction in absolute terms vs. 2019
  • Scope 3: 27.5% reduction vs. 2019

Scope: Own operations and value chain (Scopes 1, 2 and 3)

Climate Pledge

• 2021: TP became one of the first 100 signatories to the Climate Pledge, a coalition of companies committed to climate action and sharing best practices to reduce emissions throughout the value chain

Scope: Own operations and value chain

Citizen of the Planet (COTP)

• 2008: TP launched its environmental program named Citizen of the Planet (COTP)

Scope: Own operations

United Nations Global Compact

• 2011: TP became a signatory to the United Nations Global Compact

Scope: Own operations and value chain

Energy efficiency measures by subsidiary

TP implements facility-specific energy efficiency measures across its global operations:

Scope: Own operations

Time horizon: Ongoing (short to medium-term)

Additional energy efficiency actions

• Preference for high-energy performance buildings: TP's Global Premises Standard complies with LEED (Leadership in Energy and Environmental Design) standards and favors green buildings wherever possible. Environmental criteria are integrated into the selection criteria for new facilities.
• Conducting energy performance reviews for subsidiaries and identifying opportunities for improvement and energy efficiency

Scope: Own operations

Time horizon: Ongoing

Financial resources allocated

As part of its strategy to decarbonize and mitigate climate risks, TP has allocated financial resources to strategic initiatives:

• Capital expenditure (CapEx): Earmarked for building renovation focused on improving energy efficiency, including:

  • Installation of automated energy systems
  • Renewal of equipment such as air conditioning and lighting systems at a number of subsidiaries

• Operating expenses (OpEx): Allocated to integrating renewable energy into TP's infrastructures, thereby reducing dependence on fossil fuels and promoting a transition towards more sustainable solutions

Note: Specific amounts are not disclosed in the excerpts provided. The investments aligned with the criteria laid down by the European taxonomy for sustainable activities are explained in section 3.3.3.

Scope: Own operations

Time horizon: Ongoing

Resource optimization and waste reduction

TP is making efforts to optimize resources and reduce waste, while encouraging sustainable practices among its employees and suppliers in order to reduce its environmental impact.

Scope: Own operations and upstream value chain

Data center optimization

TP data centers are mostly outsourced; the Group favors the most efficient solutions and migrates a large part of its data centers to the cloud.

Scope: Own operations

Work-from-home deployment

Teleworking is encouraged where possible to reduce emissions related to employee commuting.

Scope: Own operations

Expected outcomes: -11 tCO2e reduction from employee commuting (2030 target)

Building performance and taxonomy alignment

Commitments related to activities 7.7 (Acquisition and ownership of buildings) and 7.3 (Installation, maintenance and repair of energy efficiency equipment):

• Conducted building-by-building analysis on new and renewed leases
• Selected buildings holding category A energy performance certification or ranked among the top 15% energy-efficient offices in the country
• Threshold: primary energy of less than 206 kWhPE/(m²·year) and benchmarks such as LEED Platinum standards

Scope: Own operations

Outlook: TP is committed to prioritizing offices yielding a high energy performance, in accordance with its Green Premises Standard criteria, and investing in improving the energy performance of its facilities.

Climate change adaptation strategy

TP is deploying a proactive approach to climate issues, including:

• Continuing climate-related risk mapping and resilience exercise based on the location of commercial operations
• Analysis included both the IPCC's SSP2-4.5 and SSP5-8.5 scenarios
• Adaptation and continuity plans are in place to anticipate future climate change
• Asset insurance mechanisms

Scope: Own operations

Resources: Non-financial - climate risk analysis based on TCFD recommendations, Global Climate Risk Index, University of Notre Dame Global Adaptation Index (ND-GAIN), COFACE report, Climate Watch and World Resources Institute (WRI) reports

Measurement and monitoring

To achieve specific environmental objectives, TP:

• Measures, monitors and analyzes its greenhouse gas (GHG) emissions
• Developed a best practices guide for resource optimization and energy efficiency
• Implemented environmental initiatives (specific details referenced but not provided in excerpts)

Scope: Own operations and value chain (Scopes 1, 2 and 3)

Performance (2024 results)

• Renewable energy usage in total electricity consumption reached 46.8% in 2024
• Electricity consumption totaled 422,878 MWh in 2024, up 8% compared to 2023
• Total energy consumption: 458,910 MWh in 2024
• Share of renewable sources in total electricity consumption: 43.14% in 2024

Targets related to climate change mitigation and adaptation

Science-Based Targets (SBTi-validated)

Teleperformance's greenhouse gas emission reduction targets were validated by the Science-Based Targets initiative (SBTi) in August 2024, aligned with the 1.5°C trajectory.

Progress to date (2024)

*Excluding Majorel

Target details

Climate change mitigation (Scopes 1+2):

• Metric: Absolute Scope 1 and 2 greenhouse gas emissions
• Target: Reduce by 56.7% by 2030
• Baseline: 2019 (248,205 tCO2e market-based; includes Majorel post-restatement)
• Scope: Global operations (own facilities, electricity consumption, company vehicles, refrigerants)
• Type: Absolute reduction
• Validation: SBTi-validated, aligned with 1.5°C trajectory (August 2024)
• Progress 2024: 126,346 tCO2e (-49% vs. 2019) – 86% of target achieved

Climate change mitigation (Scope 3):

• Metric: Absolute Scope 3 greenhouse gas emissions
• Target: Reduce by 27.5% by 2030
• Baseline: 2019 (475,203 tCO2e; includes purchased goods/services, capital goods, commuting, business travel)
• Scope: Value chain (suppliers, employee commuting, business travel)
• Type: Absolute reduction
• Validation: SBTi-validated, aligned with 1.5°C trajectory (August 2024)
• Progress 2024: 476,453 tCO2e (0% vs. 2019) – emissions rebounded following post-pandemic return to office and business growth

Renewable energy:

• Metric: Proportion of renewable energy in total electricity consumption
• Targets: 50% by 2026; 80% by 2030
• Baseline: 2019 (27.8%, excluding Majorel)
• Scope: Global electricity consumption
• Type: Intensity-based
• Validation: Internal target (not externally validated)
• Progress 2024: 46.8% (previous 30% by 2026 target reached three years early in 2023; target raised)

Climate change adaptation

No quantified adaptation targets disclosed. The company conducts climate risk assessments using IPCC scenarios (SSP2-4.5 and SSP5-8.5) and has identified physical risks, particularly in India and the Philippines (30% of workforce). Adaptation measures include business continuity plans, geographic diversification, and infrastructure resilience measures, but no specific quantified adaptation targets are set.

Energy consumption and mix

Reporting period: Calendar year 2024 (aligned with financial year). Scope covers all Group operations worldwide (66 countries, over 600 facilities). Data includes owned and leased facilities.

Disaggregated energy consumption and mix (ESRS E1-5 / E1-7)

Note: Self-generated renewable energy primarily consists of solar installations at Group facilities. The company reports that 42% of renewable energy comes from Energy Attribute Certificates (EACs), representing 20% of total electricity consumption. The increase in natural gas consumption in 2024 is attributed to recurring power cuts in several countries requiring the use of generators.

Total electricity consumption

Electricity consumption in 2024 totaled 422,878 MWh, up 8% compared to 2023, while the on-site workforce increased from 60% to 65% over the same period.

Energy intensity

2024 energy intensity: 45 MWh per million EUR revenue (458,910 MWh total / €10,280 million revenue)

Methodology notes:

• Total energy consumption includes all fuel, electricity, and self-generated renewable energy
• Renewable energy sources include solar, wind, and hydro
• Scope 2 emissions calculated using both market-based and location-based methods
• Data covers consolidated Group scope following Majorel acquisition (integrated November 2023; baseline and historical data restated to include Majorel)

Gross Scopes 1, 2, 3 and Total GHG emissions

Overview

Teleperformance reports greenhouse gas emissions in accordance with the GHG Protocol across all three scopes. The reporting scope covers the entire Group consolidation scope. The baseline year is 2019, restated to include Majorel following its acquisition in November 2023. The Group reports both market-based and location-based Scope 2 emissions. Scope 3 covers the main categories: purchased goods and services (1), capital goods (2), business travel (6), and employee commuting (7), which together represent 97% of Scope 3 emissions.

Total GHG Emissions by Scope (2019–2024)

Scope 1 – Direct GHG emissions sub-breakdown

Regulated emissions: The company reports 0% of Scope 1 emissions resulting from regulated emissions trading.

Scope 2 – Indirect GHG emissions from purchased energy

Market-based: 103,181 tCO2e (2024)
Location-based: 188,701 tCO2e (2024)

Scope 2 emissions derive from electricity consumption at operating facilities. The Group uses two methodologies:

• Market-based method takes energy sourcing choices into account, reflecting the specific measures to promote renewable energy.
• Location-based method uses the average carbon intensity of electricity in the country/region of operation.

Scope 3 – Indirect GHG emissions from value chain by category

Scope 3 emissions are calculated using the DEFRA database emission factors and the spend-based method (for categories 1 and 2) recommended by the GHG Protocol.

Other Scope 3 emissions (not included in SBTi targets):

Scope 3 categories not applicable to TP: Categories 8–15 (upstream/downstream leased assets, processing of sold products, use of sold products, end-of-life treatment, downstream franchises, investments) are not relevant given TP's service business model.

GHG intensity metrics (2024)

Revenue for 2024: €10,280 million. Total employees: 489,488.

Energy consumption (2024)

Renewable energy share in total electricity consumption: 46.8% in 2024 (vs. 34.7% in 2023, excluding Majorel).

42% of renewable energy comes from Energy Attribute Certificates (EACs), representing 20% of the Group's total electricity consumption.

Biogenic CO2 emissions

The Group generates no biogenic CO2 emissions resulting from the combustion or biodegradation of biomass.

Methodology notes

• Baseline restatement: The 2019 baseline and all subsequent years have been restated to include Majorel (acquired November 2023) and to align with calendar-year reporting (January–December). The restatement was reviewed and approved by the Science Based Targets initiative (SBTi).
• Scope 3 uncertainty: Main uncertainties stem from data variability and quality (especially third-party data), emission factor variation, and the use of spend-based methodologies. The Group uses DEFRA emission factors and Exiobase sector-based factors. In 2024, Exiobase provided an updated database, which was applied to reprocess 2023 data and calculate 2024 data.
• Commuting estimation: Based on primary data from the annual Great Place to Work® survey (59% participation rate), which included questions on means of transport and distance between home and work. In 2024, more granular data was collected (distinction between thermal, hybrid, and electric cars).
• Business travel: Air travel distance totaled 88,605,374 km in 2024 (vs. 95,262,547 km in 2023). Other business travel emissions estimated using Exiobase spend-based factors.
• Purchased goods & services and capital goods: Emissions estimated using spend-based method with Exiobase sector emission factors. Expenses for computer hardware, machinery, equipment, office furniture, and long-term vehicle lease classified under capital goods per GHG Protocol.
• Exclusions: Scope 3 categories 8–15 not applicable. Categories 3, 4, and 5 calculated but not included in SBTi targets (representing <3% of Scope 3 emissions).
• Scope: No joint ventures, associates, or other contractual arrangements involving joint operations. All subsidiaries and entities controlled by TP worldwide are included.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Physical Risks

Criticality is determined on the basis of risk materiality and probability of occurrence. It is presented on a three-level scale: high (● ● ●), intermediate (● ●) and moderate (●).

Transition Risks

The Group has assessed the transition risks, particularly for its main geographical locations, and appropriate adaptation and mitigation plans have been identified. The criticality of each of the risks was assessed with help from CSR ambassadors and environmental experts from TP's main subsidiaries, based on interviews on the magnitude of the impact and probability. These risks are in line with the Group's SBTi targets and take into account the IPCC SSP2-4.5 scenario.

Criticality is determined on the basis of risk materiality and probability of occurrence. It is presented on a three-level scale: high (● ● ●), intermediate (● ●) and moderate (●).

CapEx and OpEx Implications

As part of its strategy to decarbonize and mitigate climate risks, TP has allocated financial resources to a number of strategic initiatives aimed at reducing the Company's environmental footprint.

Capital expenditure (CapEx) has been earmarked for building renovation focused on improving energy efficiency. CapEx covers the installation of automated energy systems and the renewal of equipment such as air conditioning and lighting systems at a number of subsidiaries.

Operating expenses (OpEx) have been allocated to integrating renewable energy into TP's infrastructures, thereby reducing dependence on fossil fuels and promoting a transition towards more sustainable solutions.

The investments aligned with the criteria laid down by the European taxonomy for sustainable activities are explained in section 3.3.3.

Time Horizons

• Short/medium-term: Acute physical risks (extreme climate events), existing regulations, technological risks
• Medium/long-term: Chronic physical risks (temperature increase), emerging regulations, market risks

Methodology

The risks are in line with the Group's SBTi targets and take into account the IPCC SSP2-4.5 scenario.

Policies related to own workforce

Teleperformance has implemented a comprehensive set of policies covering its own workforce, aligned with international standards including the United Nations Global Compact (signatory since 2011), the Universal Declaration of Human Rights, ILO conventions, and the OECD Guidelines.

Code of Conduct

Scope: All Group employees, directors, and stakeholders (employees, service providers, suppliers, clients, shareholders and other external partners including the media and public bodies), regardless of status or duties.

Key content:

• Sets out general ethical principles incumbent on all Group employees
• Refers to the United Nations Global Compact
• Covers anti-corruption and anti-influence peddling
• Defines rules, attitudes, actions and behavior expected by the Group
• Includes zero-tolerance approach to corruption

Governance: Approved and signed by senior management; training mandatory for all employees (89% completion rate as of 2024)

Public availability: Available on the Group's website

International standards alignment: United Nations Global Compact, Universal Declaration of Human Rights, ILO conventions, OECD Guidelines

Monitoring: Training completion tracked; 992 Most Exposed Persons (MEPs) identified with 58% completion of specific training; Code Champions deployed to promote implementation

Code of Ethics

Scope: All Group employees, directors, and stakeholders

Key content:

• Sets forth Teleperformance's values (Integrity, Respect, Professionalism, Innovation, and Commitment)
• Defines principles for respecting diversity in dealings with third parties
• Aims to prevent unethical activities or practices
• Includes prohibition of anti-competitive practices

Governance: Approved and signed by senior management

Public availability: Available on the Group's website

International standards alignment: United Nations Global Compact

Human Rights Policy

Scope: All of TP's operations, whether local, national, regional or international, and concerns all stakeholders

Key content:

• Provides clear guidelines to ensure all TP Group entities implement and comply with specific human rights policies and procedures
• Covers discrimination, harassment, promotion of equality, workplace safety
• Addresses prevention of human trafficking, forced labor and child labor
• Covers working hours, minimum wage standards, freedom of association, collective bargaining, privacy and freedom of expression
• Includes measures to remedy impacts related to human rights (Global Ethics Hotline)
• Protection against potential reprisals for employees and staff representatives

Governance: Responsibility under Human Resources Department and CSR Department, reporting to the Deputy Chief Executive Officer; Board of Directors reviews actions through its CSR Committee; network of local human rights experts established in main subsidiaries in 2024

Public availability: Available on the website and via the intranet, disseminated to employees in several languages

International standards alignment: UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Work, OECD Guidelines, Universal Declaration of Human Rights; draws on CHRB (Corporate Human Rights Benchmark) methodology for self-assessment

Monitoring: Regular review in accordance with current standards; human rights due diligence process; 43 subsidiaries assessed since deployment using documentary audit covering all countries most at risk according to Human Rights Index Score; reassessment of seven subsidiaries with greatest room for improvement in 2023 conducted in 2024; Global Social Auditor conducted over 250 confidential roundtables in more than 60 facilities worldwide in 2024, contacting over 2,200 employees

Diversity, Equity & Inclusion Policy

Scope: All Group employees and subsidiaries

Key content:

• Prohibition of all forms of discrimination
• Gender equality initiatives
• Impact Sourcing programs
• Promotion of equality and respect for diversity

Governance: Implemented in all Group subsidiaries; supported by TP Women initiative (since 2019) to encourage gender equality and improve promotion of female staff in senior positions

International standards alignment: Aligned with Group commitments under United Nations Global Compact and ILO conventions

Monitoring: Employee satisfaction surveys; annual equal pay index (showing pay gap of less than 1% between men and women at Teleperformance France); tracking of gender balance (women represent 53% of Group headcount and 48.2% of management positions as of December 31, 2024)

Health and Safety Policy

Scope: All employees and facilities globally

Key content:

• Workplace accident prevention
• Occupational health and safety management system
• Hazard identification, risk assessment, and incident investigation
• Occupational health services
• Worker training on occupational health and safety
• Promotion of worker health and wellbeing
• Mental health programs

Governance: Network of health and safety experts; local Health & Safety Committees

Monitoring: Mapping of health and safety risks; monitoring of key indicators (occupational illnesses, workplace accidents, days lost for health reasons); Security & Compliance Audits review operational facilities for adherence to Group policies on health & safety; accident rates tracked (workplace accident frequency rate of 0.55 in 2024)

Environmental Policy

Scope: All Group operations and facilities

Key content:

• Commitment to reducing carbon footprint
• SBTi-approved targets (validated in 2024)
• Energy efficiency improvements
• Prioritization of offices with high energy performance
• Green Premises Standard criteria

Governance: CSR Department monitors environmental data; senior management and Board of Directors review monthly

Monitoring: Environmental data (energy consumption, fuel, air travel) reported monthly and closely monitored by CSR Department, senior management and Board of Directors; tracking of SBTi trajectory

Data Privacy Policy

Scope: All employees, clients and end-users

Key content:

• Protection of personal information
• Compliance with GDPR and other data protection regulations
• Information security standards (ISO 27701, PCI, HIPAA)

Governance: Information Systems Department issues directives on security, data protection and business continuity

International standards alignment: ISO 27701, PCI (Payment Card Industry), HIPAA, EU General Data Protection Regulation (GDPR)

Global Information and Security Policies (GISPs)

Scope: All Group entities and employees

Key content:

• Information security standards
• Business continuity requirements
• Data protection measures

Governance: Information Systems Department

International standards alignment: ISO 27701, PCI, HIPAA, GDPR

Anti-Corruption Program (Global Anti-Corruption Program)

Scope: All Group entities and employees globally, aligned with French Sapin II Law

Key content:

• Zero-tolerance approach to corruption and influence peddling
• Prohibition of all forms of corruption, bribery, extortion
• Gifts and hospitality policy
• Prevention, detection and response measures
• Corruption risk mapping
• Due diligence procedures for third parties
• Disciplinary measures for non-compliance

Governance: Reports to Deputy Chief Executive Officer and Group Legal, Compliance and Privacy Department; two anti-corruption officers oversee measures; multidisciplinary team; oversight by Audit, Risk and Compliance Committee of Board of Directors

Public availability: Information available on TP website

International standards alignment: United Nations Global Compact, US Foreign Corrupt Practices Act, UK Bribery Act, French Sapin II Law; working toward ISO 37001 (Anti-bribery management systems) and ISO 37301 (Compliance) certification

Monitoring: Accounting controls at various levels; internal audits to verify subsidiaries' compliance; key performance and compliance indicators evaluated at least annually; regular updates to adapt to new risks

Global Ethics Hotline Policy

Scope: All stakeholders (internal and external), available to 100% of TP's workforce

Key content:

• Whistleblowing mechanism for reporting unethical behavior, acts of corruption, antitrust practices, human rights violations, discrimination, environmental damage, health and safety breaches, fraud
• Confidential reporting channel
• Protection of whistleblowers against repercussions
• Independent analysis by dedicated global team under Group Legal and Compliance Department

Public availability: Accessible at https://tp.integrityline.com/ and policy available on TP website

Monitoring: Regular reports to Audit, Risk and Compliance Committee; 1,643 alerts recorded in 2024, with 499 (30%) identified as confirmed incidents; average resolution time of 60 days

Artificial Intelligence Ethical Charter

Scope: All Group employees

Key content:

• Ethical guidelines for AI use

Governance: Training mandatory for all Group employees since 2024

Taking action on material impacts on own workforce

Training and Skills Development

Artificial Intelligence Training Programme

• Description: Comprehensive information and training programmes for employees on artificial intelligence
• Scope: Own operations
• Time horizon: 2024 (short-term)
• Resources allocated:
  • Non-financial: Over 65,000 employees trained and certified in artificial intelligence in 2024
• Expected outcomes: Preparation of the organization for AI-driven transformation; positioning TP as a leader in AI-driven high-value-added and high-tech services
• Link to policy: Linked to digital transformation and innovation strategy, integrated into TOPS and BEST standards

Employee Skills Development Programmes

• Reference: GRI 404-2 Programs for upgrading employee skills and transition assistance programs
• Section reference: 3.4.1.9
• Expected outcome: Average hours of training per year per employee (GRI 404-1); percentage of employees receiving regular performance and career development reviews (GRI 404-3)

Occupational Health and Safety

Occupational Health and Safety Management System

• Reference: Multiple actions referenced under GRI 403 series (403-1 through 403-10)
• Scope: Own operations and business relationships (403-7)
• Section references: 3.4.1.8 (multiple health and safety initiatives)
• Expected outcomes:
  • Work-related injuries tracking (GRI 403-9)
  • Work-related ill-health monitoring (GRI 403-10)
  • Workers covered by occupational health and safety management system (GRI 403-8)

Diversity and Non-Discrimination

Diversity and Inclusion Initiatives

• Reference: Actions linked to GRI 405-1 (Diversity of governance bodies and employees) and GRI 405-2 (Ratio of basic salary and remuneration of women to men)
• Section references: 3.4.1.6
• Expected outcomes: Incidents of discrimination tracking and corrective actions (GRI 406-1)

Employee Benefits and Social Protection

Benefits Programmes

• Reference: Benefits provided to employees (GRI 401-2); Parental leave (GRI 401-3)
• Section reference: 3.4.1.5
• Expected outcomes: Enhanced employee retention and welfare

Grievance Mechanisms

Mechanisms for Seeking Advice and Raising Concerns

• Reference: GRI 2-26
• Section reference: 3.1.4
• Link to policy: Processes to remediate negative impacts (GRI 2-25, section 3.1.4; 3.2.1)

Collective Bargaining and Social Dialogue

Collective Bargaining Agreements

• Reference: GRI 2-30 and GRI 402-1 (Minimum notice periods regarding operational changes)
• Section references: 3.4.1.7
• Link to policy: Freedom of association and collective bargaining (GRI 407-1)

Characteristics of the undertaking's employees

Total headcount and FTE

Total headcount at December 31, 2024: 489,488 employees

Full-time equivalent (FTE) workforce (2024): 446,337 FTE

The full-time equivalent (FTE) workforce is calculated by dividing the total number of hours paid by the standard number of hours worked during the year. The standard annual number of hours worked is specific to each country, depending on local regulations. This calculation method excludes temporary employees.

FTE workforce by region (2024):

Headcount by gender

Total workforce in 2024 by type of employment contract and gender:

Percentage of women in total headcount (2024): 53.0% (259,377 women) Percentage of men in total headcount (2024): 47.0% (229,239 men)

Headcount by country/region

Top 10 countries by total workforce at December 31, 2024:

The top 10 countries account for 65% of the Group's total workforce (489,488).

Total workforce by geographical region (2024):

Breakdown of employees by region in countries representing at least 10% of total workforce:

Headcount by employment contract type

Total workforce in 2024 by type of employment contract and region:

Employee turnover

Change in total headcount in 2024:

Attrition rate (2024): 5.1% per month on average (61.3% for the year), down seven percentage points on 2023.

• Agent attrition rate: 5.6% per month (67.6% over the year), down six percentage points on 2023
• Attrition rate for supervisors, support functions and management functions: approximately 2% per month

The sector in which TP operates has an intrinsically high staff attrition rate. The COPC industry standard refers to an average annual staff attrition rate of 87% for agent jobs.

New hires

Total hires in 2024: 389,220

Non-employees

Non-employees (independent contractors) at December 31, 2024: approximately 26,000, working as freelancers, primarily for LanguageLine Solutions online interpreting services.

Additional breakdowns

Breakdown by gender at management levels (December 31, 2024):

*Management positions: all employees except agents and supervisors.

Workforce scope and methodology

The consolidation scope of the Group sustainability statement corresponds to that used in the consolidated financial statements. This scope covers all subsidiaries and entities controlled by TP worldwide. Total workforce represents around 490,000 employees in nearly 100 countries. Workforce breakdown data by gender is reviewed and approved by a third party. Information on employee headcount is compiled at the end of the reporting period via a centralized tool managed by the Consolidation Department.

In 2024, around 35% of employees worked from home, using the TP Cloud Campus integrated digital remote working solution.

Characteristics of non-employees in the undertaking's own workforce

Number of non-employee workers

As of December 31, 2024, the Group had approximately 26,000 non-employees, working as freelancers.

Type of non-employees

TP hires independent contractors for the online interpreting services provided by LanguageLine Solutions. These workers are classified as:

• Independent consultants
• Contractors
• Freelancers

Methodology

Non-employees include freelancers, independent consultants and contractors.

Their classification breakdown (by specific subcategory) is not disclosed at this stage, in accordance with phase-in regulations.

Training coverage

All employees, including part-time employees, temporary workers, and subcontractors, are trained in the data security, privacy, and data protection policies.

All Group employees receive training in CSR, compliance and health & safety as part of the onboarding process. This includes part-time employees, temporary employees and subcontractors.

Multi-year comparison

No multi-year data for non-employee headcount is provided in the excerpts.

Collective bargaining coverage and social dialogue

Collective agreements

In December 2022, TP and UNI Global Union ("UNI") signed a global agreement to strengthen their shared commitments in terms of employee rights to form trade unions and participate in collective bargaining. This agreement also reflects a determination to improve the working environment, particularly in terms of health and safety. The agreement covers 100% of the Group's employees. Pursuant to the agreement, UNI, its member trade unions and TP management first implemented the agreement in Colombia, Poland, Jamaica, El Salvador and Romania. The agreement is based on the recognition of fundamental labor rights as established by the International Labor Organization (ILO) and on compliance with the OECD Guidelines for Multinational Enterprises. TP also recognizes UNI as a stakeholder under the French duty of vigilance law.

Certain Group subsidiaries have a specific collective bargaining agreement. If no such agreement exists, the labor laws in the country in question apply. Collective agreements are also regularly entered into each year with staff representatives. These agreements generally provide for the number of working hours, the notice period in the event of departure, salary increases, vacation time, the length of parental leave, payment of public holidays, team rotas, etc.

In addition to the global agreement with UNI covering all Group employees, local unions are recognized in 24 countries, covering 39% of the Group's employees. TP also maintains an open dialog with trade unions in most of the countries where it operates.

Collective bargaining and social dialog coverage by geography

The table below shows the coverage of workplace representation and collective bargaining in countries representing over 10% of the Group workforce. No single country in the European Economic Area (EEA) accounts for more than 10% of the Group workforce. For greater transparency, coverage of the EEA region as a whole has nevertheless been indicated, as has that of Colombia, which accounts for just under 10% of the workforce.

European Works Council

Launched in 2014 and officially registered in 2015, a Works Council currently comprising 19 standing members and one observer represents employees in the EEA countries in which the Group operates. In 2024, the main topics of discussion were the Group's economic and financial position, the integration of the Majorel group into the Europe region, information system reorganization, the impact of AI and the appointment of new Works Council members.

Multiple channels of dialog and consultation

The corporate culture encourages direct access to Group managers and executives. TP has implemented a number of initiatives at its subsidiaries to encourage dialog and discussion with employees. Examples of initiatives include:

• Meetings with management: Organization of regular meetings between management and staff representatives and, where they exist, trade unions
• Chats with the CEO: Offer employees the opportunity to talk about current operations at the facility and share their views, without the involvement of their direct supervisor, and in a friendly atmosphere
• Focus groups: Focus groups between agents and managers
• Intranet and online communication tools: Deployment of an online communication tool enabling employees to anonymously share their concerns with HR and management

Employees can also share their opinions and express their concerns through employee satisfaction surveys, regular chats with the CEO and discussion groups. The Sentiment Surveys help gage employees' feelings on a daily basis and provide appropriate responses. Moreover, the universal Global Ethics Hotline is available to any employee or third party, in all countries where the Group operates, who wishes to report violations, including violations of principles related to freedom of association.

Directors representing employees

Two directors representing the employees were appointed to the Board of Directors. The Social and Economic Committee of Teleperformance SE appointed Ms. Véronique de Jocas as director representing the employees on September 9, 2020. The European Company Works Council (ECWC) appointed Mr. Evangelos Papadopoulos on November 2, 2020. In 2023, their terms of office were renewed according to the same modalities. One of the two employee representative directors also joined the Board CSR Committee in 2023, bringing the benefit of his operational expertise (particularly in content moderation), membership of the European Works Council and role as Group Global Social Auditor.

Diversity metrics

Gender diversity at top management level

Management Committee (2024)

• Percentage of women on the Management Committee: 30%
• Percentage of women on the Management Committee: 38% (2023), 38% (2024)

Board of Directors (2024)

• The Board of Directors includes independent directors with a 75% independence rate
• Gender balance objective: The Board of Directors has set the objective at 30% of women on the Executive Committee. This objective was reached at the beginning of 2024.

Gender split - Total workforce

Breakdown of total workforce by age, gender and region (December 31, 2024)

Age band distribution - Total workforce (2024)

Total workforce by type of employment contract and gender (2024)

Gender pay gap

In 2024, the average gender pay gap at Teleperformance was between 3% and 4% in favor of men, well below the 12% average recorded in the European Union. This figure is calculated on the basis of salaries paid directly to employees, excluding variable remuneration and before taxes and social security contributions. The study was conducted in October 2024 based on wages paid between January 1 and December 31, 2023.

Methodology notes

Data relating to the breakdown of the workforce is compiled at the end of each year to provide an accurate and updated view of the regulatory reporting. The figures are aligned with the information in the financial statements, thereby facilitating data consistency and traceability.

Data concerning employees with disabilities is reported via the consolidated staff data reporting system, based on information collected in the subsidiaries' HR management tools, in compliance with privacy and data protection regulations. In some subsidiaries, such as the United States, the collection of this information is not permitted by local law. Employees are not required to declare this personal information to their employer and do so on a voluntary basis. The data thus collected is partial.

A gender breakdown of training hours is not available in the current reporting systems.

Adequate wages

Benchmark Used

Teleperformance uses WageIndicator (Wage Indicator) as its living wage benchmark. The company has partnered with Wage Indicator since 2019 to conduct analyses benchmarking local TP salaries against the local living wage.

Wage Indicator is described as "a non-profit foundation based in Amsterdam that has developed a highly robust methodology and global database on living wages. It operates national Wage Indicator websites in more than 125 countries, functioning as online local labor market libraries for employees, employers, governments, academics and the media."

Methodology: Wage Indicator estimates the local living wage by gathering local prices for accommodation, food, clothing, water and electricity, transportation, telephony, public education and health through cost-of-living surveys. Data is updated on a quarterly basis. Wage Indicator sets the living wage as a range (low and high brackets), for:

• An individual living alone
• A standard family (two adults and two children)
• A typical family (two adults and a number of children per family in line with the country average)

Intervals reflect price variations within the same city, region or country.

Coverage

100% of employees are paid above the statutory minimum wage (adequate wage).

The company states: "All TP employees are paid above the statutory minimum wage (adequate wage)." and "Throughout its operations, TP pays remuneration in excess of the minimum wage established in each of the countries where the Group operates."

The document references "Percentage of employees paid above a living wage" as a key performance indicator monitored in the internal control system, though the specific percentage is not disclosed in the excerpts provided.

Geographic Scope

The living wage analysis is conducted globally across TP's operations. The company states: "This analysis allows TP to validate and improve its remuneration policy, and to ensure that the Group offers all of its employees a decent wage. It also allows it to track living wage and local cost of living trends so as to anticipate and close any gaps."

The analysis covers the Group's nearly 100 countries of operation.

Targets / Commitments

Value chain extension target: The company commits to "collaborating with the Group's main suppliers to extend access to living wages throughout the value chain by 2030."

The document states the aim is "collaborating with the Group's main suppliers to extend access to living wages throughout the value chain by 2030" under the living wage section.

Methodology Details

• Reassessment frequency: Data is updated quarterly by Wage Indicator
• Living wage definition: "Different from the minimum wage, the living wage is a higher standard corresponding to the minimum income necessary for workers to comfortably meet their basic needs. The goal of a living wage is to allow a worker to afford a decent standard of living through employment. The living wage varies from one city or country to another, depending on the local cost of living."
• Context: The analysis was initiated "Against a backdrop of high inflation in many countries" to ensure "employees continue to receive a living wage"
• The company explicitly distinguishes between minimum wage compliance and living wage commitment: "While meeting the minimum wage is an essential step in protecting employees' rights, this threshold does not always respond to local economic realities. In many countries, the minimum wage may be insufficient to cover basic needs and ensure a decent quality of life, especially where the cost of living is high and the prices of goods and services are rising."

Additional Context

The living wage analysis results are presented to the CSR Committee and Board of Directors as part of the governance oversight. The company is committed to "providing competitive remuneration to all its employees and to promoting higher standards for its sector" as a market leader.

Social protection

Coverage by type of scheme

Teleperformance is committed to guaranteeing all of its employees comprehensive social protection against loss of income due to major events such as illness, unemployment, workplace accidents, parental leave and retirement. However, this coverage depends on the specific regulations of each country where the Group operates, as social protection laws and programs vary from one jurisdiction to another.

All Group employees have access to social protection and health insurance under public or private schemes or both:

• 62% of employees have both a public insurance scheme and a private supplementary insurance scheme provided by TP
• 20% have a public insurance scheme
• 18% (over 88,000 people) are covered by a TP insurance scheme in the absence of a local social security system

The supplementary insurance provided by TP is extended to the entire family group for more than 250,000 employees, thus having a positive impact outside the Company.

Employee benefits

All TP staff receive employee benefits. Employee benefits are organized locally in accordance with established practices in each country. The employee benefits are provided to all employees, whether full-time, part-time or temporary, unless otherwise specified.

Family leave eligibility and uptake

Family leave arrangements vary according to local regulations in each country of operation. TP employees benefit from various types of family leave, including maternity, paternity and parental leave.

All TP employees are eligible for maternity leave, while 94% are eligible for paternity leave (except in some countries including Egypt, Jamaica and Nigeria).

Specific country examples

Philippines: TP provides inclusive health insurance extended to the employees' partners, irrespective of their marital status or sexual orientation.

Portugal: TP has rolled out the TP Feel Well program, which offers psychological and general clinic consultations, medical examinations and other initiatives focused on wellbeing. This program provides ongoing free professional medical assistance at the workplace.

Methodology note

The data is collected on local HR management systems and reported to the Group through an annual internal survey sent round all the subsidiaries. The completeness and reliability of the data thus reported may improve over time thanks to the standardized deployment of the Workday HR management platform across the Group.

At the end of 2022, the Group launched an audit of local supplementary health, death, accident, disability and incapacity cover, with the aim of defining a minimum welfare protection base applicable to all and harmonizing benefits. In 2023, the Group defined an action plan based on the findings of this inventory. The action plan will be implemented in 2025.

Persons with disabilities

Overall percentage

TP pursues a proactive disability inclusion strategy aligned with the principles of the CSRD and ESRS. The Group is committed to creating a working environment accessible to all, by reasonably adapting workstations to ensure that employees with reduced mobility can work under fair and inclusive conditions.

Data concerning employees with disabilities is reported via the consolidated staff data reporting system, based on the information collected in the subsidiaries' HR management tools, in compliance with privacy and data protection regulations. Indeed, in some subsidiaries, such as the United States, the collection of this information is not permitted by local law. Similarly, employees are not required to declare this personal information to their employer and do so on a voluntary basis. The data thus collected is partial, in view of the different regulations and the personal nature of the information.

In order to best estimate the percentage of persons with disabilities in the workforce and mitigate the risk of incomplete reporting, the Group also relies on the results of the confidential annual "Census" survey, to which employees respond on a voluntary basis. On this basis, the Group estimates that persons with disabilities accounted for between 2% and 4% of the workforce in 2024.

Country-specific data

France: 8.7% of the TP France workforce were officially recognized as disabled. In France, regulations set an employment target of 6%, which the Group has exceeded.

Methodology and scope limitations

• Data collection restrictions: In some subsidiaries, such as the United States, the collection of disability information is not permitted by local law
• Voluntary self-identification: Employees are not required to declare this personal information to their employer and do so on a voluntary basis
• Partial data: The data collected is partial, in view of the different regulations and the personal nature of the information
• Supplementary methodology: The Group relies on results from the confidential annual "Census" survey (voluntary employee participation) to supplement official HR system data

Recruitment and initiatives

More than 6,800 persons with disabilities were recruited in 2024.

The Group employs workers with disabilities and complies with applicable local legislation on hiring, non-discrimination and workstation layout. In some subsidiaries, no minimum threshold is required for hiring persons with disabilities. In the other subsidiaries, targets are set in accordance with local regulations on the inclusion of persons with disabilities.

Main local initiatives to promote hiring of persons with disabilities

Training and skills development metrics

Average training hours per employee

Overall average training hours per employee:

Total training provided: 60 million hours of training were provided in 2024.

Breakdown by gender and employee category

A gender breakdown of training hours is not available in the current reporting systems; the Group will work on setting up more detailed reporting.

No breakdown by employee category (executive/management/non-management) is disclosed.

Performance and career development reviews

Performance review coverage:

A performance management process is in place for all employees. Each employee has predefined quantitative and qualitative objectives. All employees receive regular performance reviews, at least once a year, to establish their career paths.

The Group uses a standardized process for performance management. The process uses a single skills matrix. TP has used this process for:

• Annual reviews of all employees from director upwards since 2022
• All employees other than agents since January 2023
• Agents continue to have their annual reviews performed according to the local procedure and will switch to the global platform in due course

No specific percentage breakdown by gender or overall coverage rate is disclosed.

Training investment

No total investment in training (€) is disclosed.

Methodology notes

Training hours per employee calculation: Training hours per employee are calculated by dividing the number of training hours by the average full-time equivalent (FTE) workforce.

Coverage: All Group employees receive training, including part-time employees, temporary employees and subcontractors.

Health and safety metrics

Coverage of health and safety management system

100% of employees are covered by a health and safety management system based on legal requirements and/or recognized guideline standards. As of December 31, 2024, over 80% of employees work in subsidiaries that are ISO 45001-certified, up from 60% in 2023. The Group aims to achieve 100% ISO 45001 certification by 2025.

Health and safety performance indicators

Detailed 2024 health and safety metrics

Methodology notes

Since 2022, the Group has aligned its workplace accident frequency rate definition with the OSHA calculation method: the number of accidents multiplied by 200,000, divided by the number of hours worked. The Group includes all accidents that result in at least one day off work. Each accident is analyzed in detail to determine root cause and improve safety through risk mitigation.

The data covers own workforce (employees). Non-employee data (contractors, freelancers) is not disclosed for health and safety metrics, with the exception of employees working at TP facilities who show zero incidents.

Work-life balance metrics

Family leave entitlement and uptake

Teleperformance provides family leave arrangements that vary according to local regulations in each country of operation. The company ensures compliance with such laws and offers various types of family leave, including maternity, paternity and parental leave.

2024 data:

Scope and methodology:

All TP employees are eligible for maternity leave, while 94% are eligible for paternity leave (except in some countries including Egypt, Jamaica and Nigeria). The data is collected on local HR management systems and reported to the Group through an annual internal survey sent to all subsidiaries. The completeness and reliability of the data may improve over time thanks to the standardized deployment of the Workday HR management platform across the Group.

Return-to-work rate after parental leave

No specific data disclosed for return-to-work rates after parental leave by gender.

Supporting policies

Portugal: TP Portugal has created a guide for employees and managers to facilitate the return to work following maternity leave.

El Salvador: The company has developed a work-life balance policy which includes specific provisions on mothers and breastfeeding.

India: TP offers the right to maternity leave irrespective of seniority as well as a guaranteed return to the same position and salary.

Multi-year comparison

No multi-year comparison data provided for family leave metrics.

Compensation metrics

Pay gap

In 2024, the average gender pay gap at TP was between 3% and 4% in favor of men, well below the 12% average recorded in the European Union. This figure shows the average difference in pay levels between female and male employees, expressed as a percentage. It is calculated on the basis of salaries paid directly to employees, excluding variable remuneration and before taxes and social security contributions.

This study was conducted in October 2024 based on wages paid between January 1 and December 31, 2023.

TP France Gender Equality Index: In 2024, TP France scored 93/100 on the professional gender equality index, up from 84 in 2019 when the index was first published. Companies with a score above 75/100 are considered to be workplaces that promote gender equality.

The French gender equality index evaluates five criteria:

• Reduction of the wage gap between women and men: TP France scored 39 out of 40 in this criterion, which means that salary disparities are less than 1%
• Equal opportunities to earn a raise
• Equal opportunities to gain a promotion
• Women receive a raise when they return from maternity leave, whenever raises have been granted during their absence
• The number of people from the underrepresented gender among the 10 highest-paid employees

Remuneration ratio

Not disclosed for the Group overall scope. The elements for comparing the pay level of executive officers with the Company's performance and the average and median pay level of Company employees are presented in Section 4.2.2.3 of the 2024 Universal Registration Document. This analysis is carried out in accordance with applicable legal provisions for the Teleperformance SE scope and in line with the expected practice for that of French subsidiaries.

Equity remuneration ratio elements: The report notes that such an analysis exists but is limited to French subsidiaries scope and complies with French legal provisions. The Group indicates it will review the possibility of extending the scope of analysis, subject to the availability of data and the relevance of information. The Group's presence in nearly 100 countries, with a contrasting labor market and disparate living costs, complexifies the analysis.

Methodology

The gender pay gap is calculated as an average across the Group. Data concerning employees with disabilities and other diversity metrics are reported via a consolidated staff data reporting system, based on information collected in subsidiaries' HR management tools, in compliance with privacy and data protection regulations. The completeness and reliability of data may improve over time thanks to standardized deployment of the Workday HR management platform across the Group.

The ESRS S1-16 metrics table indicates:

• Unadjusted gender pay gap paragraph 97 (a): Cross-referenced to section 3.4.1.6
• Excessive CEO pay ratio paragraph 97 (b): Cross-referenced to section 4.2.2.4

The remuneration ratio analysis is currently limited to French legal scope requirements and not extended Group-wide.

Incidents, complaints and severe human rights impacts

Types of alerts received via the Ethics Hotline

Teleperformance operates a Global Ethics Hotline (whistleblowing mechanism), accessible to both internal and external stakeholders, to report on any breach relating to human rights and fundamental freedoms, health and safety of persons or the environment, ethics, corruption or fraud. It has been made available to 100% of TP's workforce.

Grievance mechanism

The Global Ethics Hotline was launched in 2018 and submitted to local employee representatives and trade unions in any country where the law required it. The hotline can be accessed at: https://tp.integrityline.com/

The Global Ethics Hotline Policy, which sets out the hotline's purpose, protection, reporting and investigation procedures, is publicly available on the TP website.

Monitoring

TP closely monitors Global Ethics Hotline statistics and resolution rate as part of its system for monitoring measures in place.

Policies related to affected communities

The provided excerpts consist primarily of cross-reference tables mapping ESRS requirements to GRI disclosures and sections within Teleperformance's sustainability report. While these tables reference ESRS S3-1 requirements multiple times, they do not contain the actual policy disclosures themselves.

Referenced Requirements

The cross-reference tables indicate that Teleperformance addresses ESRS S3-1 in the following ways:

• ESRS S3-1 §14, §16 to §17 and §AR 11 is mapped to GRI 2-23 Policy commitments and referenced in section 3.1.1
• ESRS S3-1 §16 (c) regarding non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines is mapped to section 3.5.2
• ESRS S3-1 §16 (b) regarding stakeholder engagement is mapped to GRI 2-29 and section 3.1.4
• ESRS S3-1 §15 is referenced in relation to indigenous peoples' rights

The excerpts note that "communities' economic, social, and cultural rights" and "security-related impacts" are sustainability matters covered for S3 by ESRS 1 §AR 16.

Disclosure Limitation

The actual policy content, names, scopes, governance structures, and implementation details for affected communities policies are not disclosed in the provided excerpts. The excerpts only provide the structural mapping showing where such disclosures should be found in the full report (sections 3.1.1, 3.1.4, 3.5.2, and 3.9).

Policies related to consumers and end-users

Teleperformance has established several policies that relate to consumers and end-users, primarily focused on data security, privacy, and cybersecurity.

Data Privacy Policy

Scope: The policy applies to the whole Group in all countries where it operates.

Key content/principles: The policy expresses the Group's firm commitment to respecting and protecting the privacy and personal data of each individual, including employees, suppliers, business partners, clients and end-users. The policy provides appropriate safeguards when the Group or one of its subsidiaries processes personal data. In accordance with privacy and data protection laws and regulations applicable in EEA countries and the United Kingdom, and based on the Binding Corporate Rules, the policy also constitutes a legal mechanism governing international data transfers within the Group, whenever TP acts as a data controller or processor. Privacy by design and by default requires collecting only such data as is strictly necessary to accomplish a given task. The data is limited to the purpose for which it was collected and then deleted when no longer required, in accordance with the data storage policy and schedule.

Governance: The Chief Privacy Officer (CPO) and the Data Protection Officer (DPO) have primary and overall responsibility for ensuring compliance with the privacy policy. They report directly to a committee of the Teleperformance SE Board of Directors, provide regular reports on privacy and data protection, and ensure that privacy and data protection issues are appropriately addressed at global, regional or local level. The Global Technology, Privacy and Security Committee (TPSC) is the governance body responsible for assessing all new and existing technologies and processes, including AI tools, prior to deployment, ensuring that a Privacy Impact Assessment (PIA) has been completed. In addition to the TPSC, the Global Compliance and Security Council (GCSC) meets quarterly to review security incidents, analyze data privacy issues, assess compliance and third-party risks, ensure continued compliance with the GISPs and privacy and compliance programs, and review internal and external audit findings. Regular activity reports are presented to the Audit, Risk and Compliance Committee of the Board of Directors.

Public availability: Not explicitly stated, though a Global Ethics Hotline is accessible via the Company website.

International standards: The policy is based on the Binding Corporate Rules (BCRs), which have been noted as compliant by the French Data Protection Authority (CNIL) since 2018. The Group's compliance with the Ten Principles of the United Nations Global Compact is referenced in the Vigilance Plan context.

Monitoring implementation: All employees, including part-time employees, temporary workers and subcontractors, are trained in data security, privacy and data protection policies. As of December 31, 2024, 93% had completed their training module. The Group relies on an Internal Audit Department that reviews operational facilities on a rotating 24-month basis or, for major clients, every twelve months to ensure compliance with the GISPs and client requirements. External auditors also conduct periodic audits at selected facilities. A compliance tool has been designed to document activities and measure compliance with security regulations, security standards, and privacy and data protection laws. ISO 27001 and ISO 27701 certifications ensure that the global privacy program is guided by a defined strategy and a control framework. 100% of eligible facilities are ISO 27001-certified.

Global Information and Security Policies (GISPs)

Scope: Applicable to all employees, including part-time employees, temporary workers, and subcontractors.

Key content/principles: The GISPs cover data security, privacy, and data protection. All legal requirements are identified and improvements are implemented where necessary. The policies are deployed at Group and subsidiary level, as well as with suppliers and other stakeholders.

Governance: The Global Compliance and Security Council (GCSC) meets quarterly to ensure continued compliance with the GISPs. The Global Technology, Privacy and Security Committee (TPSC) assesses technologies and processes prior to deployment. The Third-Party Risk Committee ensures that all third-party risks, including personal data security matters, are identified and managed.

International standards: The Group has developed global standards and processes to ensure compliance with the Ten Principles of the United Nations Global Compact and with international labor standards.

Monitoring implementation: All employees are trained in the data security, privacy and data protection policies. Internal audits are conducted on a rotating basis, and external auditors conduct periodic audits to assess compliance with the GISPs. As of December 31, 2024, 93% of employees had completed their training module.

Cybersecurity Program (Project Eagle Eye)

Key content/principles: The Group has implemented Project Eagle Eye, a continuous improvement program that began in Q2 2024 and will continue until 2026. The program aims to set up a global vulnerability program based on key performance indicators, securing of business applications such as Office 365, prevention of data loss/retention of electronic files, and deployment of a secure browser to control the movement of data throughout the IT environment. The Group adopts the principles of the NIST (National Institute of Standards and Technology) Cybersecurity Framework to align with industry best practices.

Monitoring implementation: Cybersecurity training is provided to all employees, with 96% attending the annual cybersecurity refresher training in 2024. Over 100,000 phishing e-mails are sent each month to measure the click rate, which fell from 7% in 2023 to 5.6% in 2024. The Group also organized its annual Cybersecurity Awareness Month with high participation.

Health and Safety Policy

Mentioned in the Vigilance Plan as one of the Group's global policies and codes, though detailed content is not provided in the excerpts relating to consumers and end-users.

Code of Ethics and Code of Conduct

Mentioned in the Vigilance Plan as global standards that include anti-corruption and anti-influence peddling, though detailed content specifically relating to consumers and end-users is not provided in the excerpts.

Incidents of corruption or bribery

Confirmed incidents

Teleperformance reported 2 substantiated corruption incidents in 2024 through its Global Ethics Hotline (out of 15 corruption-related alerts received). The company stated that €0 in fines, sanctions, or compensation were incurred in relation to corruption or serious human rights violations.

Types of alerts received via the Ethics Hotline

Investigation and remediation procedures

Teleperformance operates a Global Ethics Hotline accessible to all stakeholders (internal and external) for reporting unethical behavior, including acts of corruption, antitrust practices, violation of human rights, discrimination, environmental damage, health and safety breaches, and fraud. The hotline is available on the Group's website.

Key features:

• Alerts are treated confidentially, protecting whistleblowers' anonymity
• Analyzed by a dedicated global team under the Group Legal and Compliance Department with no hierarchical link to subsidiaries or regions to guarantee independence
• Regular reports are presented to the Audit, Risk and Compliance Committee of the Board of Directors
• The most serious and material alerts are reported to senior management
• On average, alerts reported through the Ethics Hotline were resolved within 60 days

In 2024, the hotline recorded 1,643 alerts total. Upon investigation, 499 incidents (30%) were confirmed as falling within the scope of the Global Ethics Hotline.

Remediation mechanisms include:

• Disciplinary sanctions and procedures as described in relevant Group policies
• Procedural reviews and ad hoc audits as required

Whistleblowers are protected against any repercussions, as outlined in the Group's whistleblower policy.

Anti-corruption program

Teleperformance has implemented a comprehensive Global Anti-Corruption Program aligned with international standards including the US Foreign Corrupt Practices Act, UK Bribery Act, French Sapin II Law, and similar laws in jurisdictions where it operates.

Training:

• 89% of employees completed Code of Conduct training by end of 2024 (target: >90%)
• In 2024, TP established a new training program for Most Exposed Persons (MEPs), identifying 992 MEPs. 58% of MEPs identified have completed the training

The company is currently conducting external audits with a view to achieving compliance with ISO 37301 standards on compliance management and ISO 37001 standards on anti-corruption management.

Disciplinary actions and contract terminations

The company states that disciplinary action will be applied in the event of failure to comply with principles set out in the Code of Conduct, in accordance with applicable local laws and regulations. However, specific numbers of employees disciplined or contracts terminated due to corruption incidents in 2024 were not disclosed.

Legal proceedings

No legal action for anti-competitive behavior and antitrust practices is currently underway.

Political influence and lobbying activities

Ethical standards and guidelines

According to the GRI concordance table (page 190), Teleperformance states:

No political input, in accordance with TP's Code of Conduct.

The company explicitly declares under ESRS G1 G1-5 §29 (b) / GRI 415-1 Political contributions that it does not make political contributions, in line with its Code of Conduct.

Political contributions

Teleperformance does not make political contributions.

Total political contributions: €0

Lobbying expenditure

No lobbying expenditure data is disclosed in the document.

Trade association memberships

No specific trade association membership data or fees are disclosed in the document.

EU Transparency Register

No information is provided regarding registration in the EU Transparency Register or equivalent.

Payment practices

Schedule of overdue payments to/from suppliers and customers

Teleperformance SE discloses overdue payment schedules pursuant to Article D.441-4 of the French Commercial Code.

Invoices received whose payment is overdue at year-end (2024)

Invoices issued whose payment is overdue at year-end (2024)

Credit terms used

For invoices received (payables):

• Contractual terms
• Legal terms: 30 days

For invoices issued (receivables):

• Contractual: from receipt
• Legal terms apply

Supplier payment practices

The company's sustainability statement mentions "compliance with payment terms" and "long-term partnership" as key principles in supplier relations. Supplier assessment is conducted through Integrity Next, with reinforcement of contractual clauses and sustained communication with suppliers.

Verification

The statutory auditors attest to the fair presentation and consistency with the financial statements of the information relating to payment terms, as required under Article D.441-6 of the French Commercial Code.