35 - 2020 INTEGRATED REPORT VALUE CREATION CHALLENGE: ENSURING BUSINESS CONTINUITY IN A SAFE AND HEALTHY ENVIRONMENT Since the beginning of the health crisis, the Group has activated crisis units to better cope with changes in the health situation, protect the health of employees and organise business continuity. The role of the Group’s HSE and HR teams was to ensure in particular the consistent implementation of Thales’s health instructions on the sites while taking into account national specificities in accordance with the Group’s policy. Thus, the organisation of work has been reviewed in all of the Group’s countries to address the health crisis and restrictions imposed locally. The quality of IT equipment and tools and the efforts of the IT teams have made the extensive use of teleworking easier. In some countries, a teleconsultation service has been set up by the sites’ health services, as well as psychological support via a telephone platform available to employees. CHALLENGE: ATTRACT, RETAIN AND DEVELOP TALENT The development of Thales’s social media presence continued in 2020, enhancing the Group’s reach and attractiveness. At the end of 2020, more than 721,000 people followed the Group’s news on LinkedIn. In 2020, Thales was ranked third in the Glassdoor ranking of top employers, and fourth in the Universum ranking of experienced engineers. The Group has maintained its commitment to the integration of young people into the workplace through a high level of work-study recruitment and internships (in France, Thales signed 1,295 work-study contracts and 1,270 internship agreements in 2020). Thales reviewed its leadership model in 2020. Called “Leadership@Thales” it details the conduct expected of all Group employees around three themes: “Think big”, “Make it happen” and “Together”. CHALLENGE: PROMOTE DIVERSITY AND AN INCLUSIVE CULTURE Thales believes that diversity and inclusion are essential to remain innovative and perform well in a constantly changing environment. Committed since 2016 to a drive to strengthen the presence of women in management positions, in early 2021 the Group set itself the target of having, by the end of 2023: • 20% of women in the Group’s most senior positions (NR 10 to 12); • 75% of Management Committees with at least three women. In addition, for over 30 years now, Thales has had a policy of promoting disabled employment, reaffirmed in France by the signing of a new three-year collective agreement in November 2020. This policy includes, in particular, the training of disability advisors, the integration of work-study students and trainees with disabilities and the pursuit of the “Disability Confident Organisations” certification process for all sites in France (by the end of 2020, 40 sites will be certified, compared with 31 by the end of 2019). PROTECT, ENGAGE AND INSPIRE OUR EMPLOYEES At the end of 2020, Thales had more than 80,500 employees across the Group’s seven Global Business Units whose efforts throughout the year, despite the exceptional circumstances related to the health crisis, made it possible to meet customer expectations and contribute to the initiatives taken to enhance the Group’s performance. The Group’s human resources policy is based on an inclusive and stimulating approach focused on innovation. In order to rise to the challenges of a world of far-reaching change, Thales wants to give everyone the opportunity to perform at their best and care about others. Key events in 2020 To find out more about the Group’s commitment to its employees, see chapter 5.4 of the 2020 Universal Registration Document. A workforce comprising 26% women 98% of employees have a permanent contract 94% of employees are full-time 37% of employees are under the age of 40 31% of which arewomen 7,427 newly recruited employees in 2020 70 countries 80,500 employees in more than