2022 Global
Impact Report
Advancing sustainable healthcare
by focusing on our products, patients,
people and the environment

Teleflex 2021 Global Impact Report1Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesContents

Welcome

About this report
CEO Message
Corporate Social
Responsibility Chair
Message

Teleflex
at a Glance

4
5

6

Our Core Values
Our History

8
8

Snapshot10

Map of our Global Sites

11

The Teleflex Purpose

12

Company Updates

13

Our Products

13

Our Impact

15

Portfolio Optimization

16

Customer Experience17

Our Supply Chain

19

Corporate
SocialResponsibility

Principles of
Ethics &Governance

Planet& Environment

PeopleCorporate Social
Responsibility

Corporate Governance 29

Product Design andCircularity

Talent Recruitment

49

Exceptional Employee
Experience (E³)

55

21

Meet our Corporate
Social Responsibility
Leaders

24

Materiality Assessment

25

Stakeholder
Engagement

26

CSR Highlightsfrom 2022

27

40

Prosperity& Sustainable
Healthcare

32

Industry Groups andTrade Associations

Responsible Consumption
and Production
41

32

Climate Change

43

Learning andDevelopment

57

Energy45

Benefits

58

Family Support

58

Enterprise Risk
Management

36

Sales and Marketing
Practices

36

Information Security
and Data Privacy

37

Diversity, Equity &Inclusion at Teleflex

74

Sustainable Healthcare 83

Participating in Public
PolicyA Culture of Compliance 33

Prosperity

ESG
Disclosure
Index

59

Product Quality
and Safety

87

Labor and SupplierStandards

90

Global Reporting Initiative(GRI) Index95
Sustainability AccountingStandards Board (SASB)
Index
101
Taskforce on
Climate-Related Financial
Disclosures (TCFD)
106
United Nation Sustainable
Development Goals(UN SDGs)
109

Employee Recognition 68
Employee Healthand Safety

71

TELEFLEX 2022 GLOBAL IMPACT REPORT

2

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

WelcomeWelcome to the Teleflex 2022 Global Impact Report.
Here you will find information on how Teleflex isadvancing sustainable healthcare by focusing on
our products, patients, people and the environment.

●

About this Report

4●

CEO Message

5●

Corporate Social Responsibility
Chair Message

6

TELEFLEX 2022 GLOBAL IMPACT REPORT

3

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

About this Report
Teleflex Incorporated’s third annual Global Impact Report details our
Corporate Social Responsibility (CSR) program and encompasses ourcurrent progress and future aspirations as a company. This report also
showcases practical ways in which we seek to address evolving
Environmental, Social and Governance (ESG) standards to identify andquantify the measures of our sustainability and societal impact.
This report has been prepared in accordance with the Global Reporting
Initiative (GRI) 2021 Standards, the Sustainability Accounting Standards
Board’s (SASB) industry-specific standards for medical equipment, and theguidelines of the Taskforce on Climate-Related Financial Disclosures(TCFD). Tables providing relevant information and mapping of applicable
reporting standards to relevant information included elsewhere in thisreport are included at the end of this report.
Unless otherwise noted, this report provides information for the year ending
December 31, 2022, and includes information from our owned and operated
facilities globally. While we have internal processes in place to ensure that
our reporting is accurate and as robust as possible, the data in this report
has not been externally assured. Teleflex is considering external assurance
in the future.

Information Concerning
Forward-Looking Statements
All statements made in this report, other than statements of historical fact,
are forward-looking statements. The words “anticipate,” “believe,”“estimate,” “expect,” “intend,” “may,” “plan,” “will,” “would,” “should,”“guidance,” “potential,” “continue,” “project,” “forecast,” “confident,”“prospects” and similar expressions typically are used to identify forwardlooking statements. Forward-looking statements are based on the thencurrent expectations, beliefs, assumptions, estimates and forecasts about ourbusiness and the industry and markets in which we operate. Thesestatements are not guarantees of future performance and are subject to risks
and uncertainties, which are difficult to predict. Therefore, actual outcomes
and results may differ materially from what is expressed or implied by theseforward-looking statements due to a number of factors, including thosefactors described or incorporated in our filings with the Securities andExchange Commission, including our most recently filed Annual Report on
Form 10-K. We expressly disclaim any obligation to update forward-looking
statements, except as otherwise specifically stated by us or as required bylaw or regulation.

We value feedback from all of our stakeholders. You can contact us
regarding this report or our CSR Program at CSR@teleflex.com.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

CEO Message
I am pleased to present the Teleflex 2022 Global Impact Report, which provides
an update on our Corporate Social Responsibility (CSR) progress and reaffirms
our commitment to sustainability, social responsibility and inclusivity.
As an organization, we have a three-year strategy to drive long-term durable
growth and we will achieve this growth by staying focused on four strategic
priorities: We will drive sustainable constant currency revenue growth,achieve margin and earnings expansion, optimize our product portfolio, andadvance corporate social responsibility and an inclusive culture.
The integration of CSR into our three-year business strategy strengthens ourcommitment and efforts in working towards a more sustainable and inclusive
society. It is important to our stakeholders. It is important to Teleflex.
Along with our Core Values, CSR helps to guide our business practices, anddirect the way we interact with our stakeholders; from healthcare
professionals and their patients to our employees and shareholders, to our
suppliers and distributors, and to the individuals in the communities where
we live and work around the world.
In 2022, we continued our CSR efforts and focused on the long-term vision
for our CSR program. A few key highlights included:

inform and educate employees, and structure our global employee
resource groups.
● Continuing our efforts to educate clinicians and improve access totraining: In 2022, we trained 185,000 healthcare professionals globallyand delivered over 475 virtual education programs across four regions
to over 7,000 clinical customers.
● Rolling out new tools to support ethics training: We developed newinteractive training modules for our Integrity Policies and Procedures,
enabling training based on the learners’ job responsibilities and theirdemonstrated understanding of the material.
By strengthening our sustainability efforts as a company, we can becomea better partner to all of our key stakeholders.
Around the globe, over 15,500 Teleflex employees are united in theunderstanding that what we do every day makes a difference and together
we can live our purpose to improve the health and quality of people’s lives.
Thank you,

● Setting Science-Based Targets for reducing greenhouse gases: We
committed to setting near-term and long-term net zero emissions
reduction targets for scope 1, 2, and 3 emissions in 2023.
● Developing a three-year roadmap for our DEI strategy: We haveestablished key parameters that will govern how we measure progress,

Liam Kelly
Chairman, President and CEO
Liam Kelly
Chairman, President and CEO

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Corporate Social Responsibility
Chair Message
When I was nominated as the Chair of our CSR Steering Committee in 2020,
I was enthusiastic and respectful of the different topics, trends,
terminologies, and the significance of the task ahead. However, I quickly
realized that CSR is not an individual or singular effort, but rather acollective effort across the organization. This collective effort is what theSteering Committee is leading. I am fortunate to have amazing colleagues
who work diligently on each CSR pillar and are passionate about our CSR
program. While we have dedicated roles for CSR at Teleflex, it is certainly ateam effort which includes all functions, departments, and regions.

Our third annual report provides the most comprehensive review of the great
work we have done globally to improve our corporate social responsibility,
thus far. Last year, we developed our report in alignment with GRI and SASB
and this year we are happy to share that this report is also in alignment withthe guidelines outlined by the Taskforce on Climate-Related Financial
Disclosures (TCFD).

I am so proud of the substantial progress our team has made regarding our
CSR efforts. 2022 was a significant year for Teleflex. We added moreresources to our CSR initiative, we conducted our largest and mostcomprehensive employee engagement survey, and we expanded our DEI
efforts globally. One of our biggest accomplishments that I am pleased toshare is our work on climate change action. In 2022, we committed tosetting Science Based Targets for our climate change goals, and we also
conducted our first external greenhouse gas inventory for scope 1, 2, and 3.
We know that climate change is more than just a regulatory hurdle, butrather a global risk that we must manage closely. Teleflex also sees climatechange as an opportunity for us to focus on efficiency of energy usage andclear cost savings.

Sincerely,

CSR is an opportunity to attract and retain great talent, engage with ourstockholders, and improve our relationships with our customers and patients.

Karen Boylan
Corporate Vice President, Strategic Projects

Karen Boylan
Corporate Vice President, Strategic Projects

TELEFLEX 2022 GLOBAL IMPACT REPORT

6

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Teleflex at a Glance●

Our Core Values

8●

Our History

8●

Snapshot10●

Map of our Global Sites

11●

The Teleflex Purpose

12●

Company Updates

13●

Our Products

13●

Our Impact

15●

Portfolio Optimization

16●

Customer Experience (CX)17●

Our Supply Chain

19

TELEFLEX 2022 GLOBAL IMPACT REPORT

7

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Teleflex at a Glance
Teleflex is a global provider of medical
technologies that enhance clinical benefits,
improve patient and provider safety andreduce total procedural costs. We primarily
design, develop, manufacture and supply
single-use medical devices used by hospitals
and healthcare providers for diagnostic andtherapeutic procedures. We are home toindustry-leading brands, with solutions in
the fields of vascular access, interventional
cardiology and radiology, anesthesia,
emergency medicine, surgical, and urology.
We market and sell our products to hospitals
and healthcare providers worldwide througha combination of our direct sales force anddistributors.

Our Core Values
Our Core Values define our company, shaping
our corporate culture, guiding our businesspractices, and directing the way we interact
with our stakeholders. Our Core Values revolve
entirely around people - from our patients andhealthcare professionals to our employees andstockholders, to our suppliers and distributors,
to the countless individuals who make up thecommunities we serve around the world.

Our History
Teleflex began more than 70 years ago in 1943
with one simple product - a multi-strand helicalcable and a gear that could convert push-pullmotions into rotary motions for military aircraft.
From this original single market, single productorientation, we expanded and evolved throughentries into new businesses, development of
new products, introduction of products into newgeographic or end-markets and acquisitions
and dispositions of businesses. Throughout
our history, we have continually focused onproviding innovative, technology-driven,
specialty-engineered products that help ourcustomers meet their business requirements.
Beginning in 2007, we significantly changed
the composition of our portfolio of businesses,
expanding our presence in the medical device
industry, while divesting all of our otherbusinesses, which served the aerospace,automotive, industrial and marine markets.
Following the divestitures of our marine businessand cargo container and systems businesses in
2011, we became exclusively a medical devicecompany. Since then, we have continued to
expand our business through a combination ofinternal research and development, external
partnerships and strategic acquisitions.

Building Trust
Establishing trust is an important and continuous
process that has many different levels and meanings.
Trust defines our relationships as individuals, teams,
and as a company. Our employees trust us to give them
the tools that they need to succeed, we trust them
to be accountable, and they trust one anotherto create a positive work environment.

PeoplePeople are at the center ofeverything we do, and as a result,they are at the heart of our Core
Values. Our commitment to people
encompasses being mindful ofothers and prioritizing respect inevery interaction.

Entrepreneurial Spirit
Teleflex is a highly entrepreneurial workplace, andmuch of our company’s growth has come from this trait.
We continuously encourage our people to find new andinnovative ways to demonstrate their entrepreneurial
spirit and add value to their jobs.

Make it Fun
We are committed to helping
our employees to find fulfillment
and enjoyment in their jobs byachieving new things, taking pridein their work, and taking time out tocelebrate their successes.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

History Timeline
2022

2021

2020

2020

2019

2018

Acquires
Standard Bariatrics
and Titan SGS

Divests portionsof Hudson RCI

Acquires HPC &Z-Medica LLC,
expands capacity
at Kulim Plant

2007

2010

2011

2012

2013

2014

Acquires
Arrow
International

Opens
Penang Innovation
CentreBecomes
Pure Play
Medical Device
Business

Acquiresassets of LMA
International N.V.

Acquires
VidacareCorporation

Acquires
Mayo
Healthcare

2004

1994

1993

1991

1989

1943

AcquiresHudson RCI

Acquires General
Medical OEM
Division

Acquires
Edward Weck
Incorporated

Acquires
Pilling

AcquiresWilly Rüsch AG

Teleflex
Incorporated
in USA

Acquires
OpenedCompletes
Essential Medical
Wyomissing, PA
Kamunting Plant
expansion including Vascular Technology and completes
Chihuahua Plant
R&D Center
the installation of a
expansion
solar panel system

2017

Acquires
Vascular Solutions
and NeoTract

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Snapshot
Headquartered in Wayne, Pennsylvania, U.S. with operations in 31 countries
and serving healthcare providers in more than 150 countries
Consolidated
Revenues
2022

By the Numbers

Our Power Brands

Approximately

15,500$2.791

employees

billion2022 Revenues

Revenues
by endmarket2022

Revenues
by Global
Product
Category

Revenues
by Reporting
Segment

Americas

Asia

Vascular AccessInterventional

Interventional
Urology

Hospitals/ Healthcare Providers$1,653.7 million$306.3 million$683.6 million$445.0 million$322.8 million

88%

EMEA

OEM

Anesthesia

Surgical

OEM

Other

Medical Device
Manufacturers

Home Care$558.4 million$272.6 million$388.9 million$392.9 million$272.6 million$285.2 million

10%

2%

®

You can find more information about Teleflex in our Annual Report.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Map of our Global Sites*
Maple Grove

Jaffrey Chelmsford

Plymouth

Reading
Wyomissing
Cincinnati
Asheboro

Mansfield
Wallingford
Coventry
Wayne
Morrisville

GERMANY
Bad Liebenzell
KernenFellbach

TrentonOlive Branch

CANADAUKCZECH REPUBLIC

BeaconsfieldŽďár nad Sázavou
Hradec Králové

AthloneLimerick

USA

JAPAN

IRELAND

CHINA

VaredoTokyo

Shanghai

ITALY

Pleasanton
TecateMadridChihuahua
Nuevo Laredo
Mexico City

MEXICOLe Faget

SPAIN FRANCE

INDIA
Puducherry

MALAYSIA
Kamunting
Kulim

SINGAPORE
Singapore

AUSTRALIA
Sydney* Locations with 50 or more employees as of December 31, 2022.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

The Teleflex Purpose
English: Improve the health and quality of people’s lives.
Español (Spanish): Mejorar la salud y la calidad de vida de las personas.
Português (Portuguese): Melhorar a saúde e a qualidade de vida das pessoas.
Deutsch (German): Die Gesundheit und Lebensqualität der Menschen verbessern.
Français (French): Améliorer la santé et la qualité de vie des gens.
Italiano (Italian): Migliorare lo stato di salute e la qualità di vita delle persone.
Cestina (Czech): Pomáhat lidem ke zdravějšímu a spokojenějšímu životu.
Nederlands (Dutch): De gezondheid en kwaliteit van mensenlevens verbeteren.

中國的 (Chinese): 提高人民的健康和生活水平。
日本語 (Japanese): 人々の健康と生活の質を改善します。

TELEFLEX 2022 GLOBAL IMPACT REPORT

12

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesCompany Updates
Our Products
Our product categories within our geographic segments
include vascular access, anesthesia, interventional, surgical,
interventional urology, respiratory and urology. Each of thesecategories and the key products sold therein are described in
more detail below.

Vascular Access
Our Vascular Access product category offers devices that facilitatea variety of critical care therapies and other applications with afocus on helping reduce vascular-related complications. These
products primarily consist of our Arrow® branded catheters,
catheter navigation and tip positioning systems and our
intraosseous, or in the bone, access systems. Our catheters areused in a wide range of procedures, including the administrationof intravenous therapies, the measurement of blood pressure andthe withdrawal of blood samples through a single puncture site.
Many of our catheters provide antimicrobial and antithrombogenic

Arrow® EZ-IO® Intraosseous
Vascular Access System

Arrowg+® Blue Plus® CVC

protection technology that have been shown to reduce the risk ofcatheter related bloodstream infections and microbial colonizationand thrombus accumulation on catheter surfaces.
Our intraosseous access systems are designed for the delivery of
medications and fluids when intravenous access is difficult to obtainin emergent, urgent or medically necessary cases. Our products
offer a method for vascular access that can be administered quickly
and effectively in the hospital and pre-hospital environments
and include the EZ-IO® Intraosseous Vascular Access System andArrow® FAST1™ Sternal Intraosseous Infusion System.

Anesthesia
Our Anesthesia product category is comprised of airway, pain
management and hemostatic product lines that support hospital,
emergency medicine and military channels.

Interventional
Our Interventional product category offers devices that facilitatea variety of applications to diagnose and deliver treatment via thevascular system of the body. These products primarily consistof a variety of coronary catheters, structural heart support
devices, peripheral intervention products and mechanicalcirculatory support platform used by interventional cardiologists,
interventional radiologists and vascular surgeons. Clinical benefits

Arrow® AC3 Optimus
Intra-Aortic Balloon Pumpof our products include increased vein and artery access, postprocedure closure, and increased support during complex medical
procedures. Our primary product offerings consist of a portfolioof Arrow® branded Intraaortic balloon pumps and catheters,
GuideLiner®, Turnpike® and TrapLiner® catheters, the MANTA®
Vascular Closure device and Arrow® OnControl® powered bonebiopsy system.

MANTA® Vascular Closure Device

Our airway management products and related devices are designed
to enable use of standard and advanced anesthesia techniquesin both pre-hospital emergency and hospital settings. Our key
products include laryngoscopes, supraglottic airways, endotracheal
tubes and atomization devices, which are branded under our
LMA®, Rusch® and MAD® trade names.

Arrow® OnControl® Power Bone Biopsy

LMA® Supreme

TELEFLEX 2022 GLOBAL IMPACT REPORT

13

Welcome

QuikClot® Control+ Hemostatic Dressing

Teleflex
at a Glance

Corporate Social
Responsibility

MiniLap® Percutaneous
Surgical System

Our pain management product line includes epidurals, cathetersand disposable pain pumps for regional anesthesia, designed
to improve patients’ post-operative pain experience, which arebranded under our Arrow® trade name.
Our hemostatic products accelerate the body’s natural clotting
cascade and are used in trauma situations where bleeding isdifficult to control. The portfolio consists of external hemostats
used by first responders, interventional products used in thecatheter lab, and trauma products used by trauma surgeons, which
are branded under our QuikClot® trade name.

SurgicalOur Surgical product category consists of single-use and reusable
products designed to provide surgeons with devices for use in avariety of surgical procedures. These products primarily consist of
metal and polymer ligation clips, fascial closure surgical systems usedin laparoscopic surgical procedures, percutaneous surgical systems
and other surgical instruments. Our significant surgical brands include
Weck®, MiniLap®, Pleur-Evac®, Deknatel®, KMedic® and Pilling®.
In 2022, we expanded our product portfolio with the acquisition ofStandard Bariatrics, Inc. (“Standard Bariatrics”) and the Titan SGS®
brand, a powered stapling technology for bariatric surgery.

Principles of Ethics& GovernanceWeck® EFx Shield
Fascial Closure System

Planet &Environment

UroLift® 2 System

PeopleProsperity &Sustainable Healthcare

Rüsch® Gold Latex Foley Catheter

ESG Disclosure
Appendices

AIM (Advanced Interventional
Micro-Catheter) Portfolio

Interventional Urology

Urology

Our Interventional Urology product category includes the UroLift®
System, a minimally invasive technology for treating lower
urinary tract symptoms due to benign prostatic hyperplasia, orBPH. The UroLift® System involves the placement of permanent
implants, typically through a transurethral outpatient procedure,that hold the prostate lobes apart to relieve compression on theurethra without cutting, heating or removing prostate tissue. Our
Interventional Urology product portfolio is most heavily weighted
in our Americas segment.

Our urology product portfolio provides bladder management forpatients in the hospital and individuals in the home care markets.
The product portfolio consists principally of a wide range ofcatheters (including Foley and intermittent), urine collectors,
catheterization accessories and products for operative endourology,
which are marketed under the Teleflex and Rusch® brand names.
Our urology product portfolio is most heavily weighted in our
EMEA segment.

Respiratory
Our respiratory products are used in a variety of care settings andprimarily consist of humidification and oxygen therapy products.
The Respiratory business divestiture included products marketed
under the Hudson RCI® brand name that comprised oxygentherapy products, aerosol therapy products, spirometry products
and ventilation management products.

OEM (Original equipment
manufacturer)
Our OEM division, which includes the TFX Medical OEM,TFX OEM, Deknatel® and HPC Medical brands, provides custom
extrusions, micro-diameter film-cast tubing, diagnostic andinterventional catheters, balloons and balloon catheters, filminsulated fine wire, coated mandrel wire, conductors, sheath/dilator introducers, specialized sutures and performance fibers,
bioabsorbable sutures, yarns and resins.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Our Impact
Teleflex products are used every day

24,000

2,000

8,000

4,400

In over 24,000 surgical proceduresin the United States

To care for more than 8,000 patients in the Intensive Care
Unit from neonates to adults

200

To treat nearly 200 men with benign prostatic
hyperplasia (BPH)

By Interventional Cardiologists, Radiologists, and Vascular
Surgeons in over 2,000 patients who require vascularintervention

By emergency responders to treat 4,400 patients in the field,
including more than 900 cardiac arrests

3,500
By Interventional Cardiologists to treat over 3,500 Interventional
Cardiology procedures

Statistics included in the graphic above were calculated based on the 2020 sales data, and management assumptions and estimates.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Portfolio Optimization
Consistent with our strategy to drive durable growth, in September
2022, we acquired Standard Bariatrics, Inc., which commercialized
the Titan SGS® stapler, an innovative powered stapling technology
for bariatric surgery.

Standard Bougie, 38 FR

Titan Standard Power Unit

Standard Trocar

Standard Clamp

The Titan SGS® stapler addresses unmet needs in sleeve
gastrectomy by offering surgeons the longest continuous staple
cutline of 23 centimeters.1, 2 This first-of-its-kind stapler may help
users achieve more consistent and symmetrical sleeve pouch
anatomy, setting their patients up for optimized outcomes. While
every patient’s anatomy is different, the Titan SGS® long staple

line enables surgeons to plan and place staples in one firing,
minimizing variations sometimes associated with the use ofmultiple overlapping short-cartridge staple firings.1, 3 Additionally,
the design may result in a more secure staple line and fewer
chances of leaks, as evidenced with higher burst pressures.4

Titan SGS® Stapler

1 Salyer, C. E., Thompson, J., Hoffman, A., Burstein, M. D., Enochs, P., Watkins, B. M., Kuethe, J., & Goodman, M. D. (2022). Multisite Study of Titan SGS Stapler in longitudinal gastric resection. Surgical Endoscopy.
https://doi.org/10.1007/s00464-022-09051-x.
2 Salyer, C., Goodman, M., Kuethe, J., Watkins, B., Enochs, P., Hoffman, A., & Thompson, J. (2021). Multisite Study of Titan SGS Stapler in Longitudinal Gastric Resection.
3 Toro, J., Lin, E., Patel, A., Davis, S., Sanni, A., Urrego, H., Sweeney, J., Srinivasan, J., Small, W., Mittal, P., Sekhar, A., & Moreno, C. (2014 Sept.). Association of Radiographic Morphology with Early Gastroesophageal Reflux
Disease and Satiety Control after Sleeve Gastrectomy. Journal of the American College of Surgeons, 219(3), 430–438. https://doi.org/10.1016/j.jamcollsurg.2014.02.036.
4 Salyer, C., Spuzzillo, A., Wakefield, D., Gomaa, D., Thompson, J., & Goodman, M. (2021 July). Assessment of a novel stapler performance for laparoscopic sleeve gastrectomy. Surgical Endoscopy, 35(7), 4016–4021.
https://doi.org/10.1007/s00464-020-07858-0.

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Teleflex
at a Glance

Welcome

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Prosperity &Sustainable Healthcare

PeopleESG Disclosure
Appendices

We come together to bring important promises to life for ourcustomers. We do much more than just make and sell products,
what we do is bigger than any of our individual tasks. We connect
personally with customers to understand their perspectives.
We anticipate their needs based on the insights we develop andrespond quickly with thoughtfulness and innovation. We exceed
expectations by delivering exceptional experiences. Our commitment
to the customer experience is not limited by our job titles. Every
employee at Teleflex can and does have an impact on the customer.
In the United States, we use the Net Promoter Score (NPS) tomeasure the effectiveness of our Customer Experience efforts.
21

Where we started...
44

Where we were...
54

Where we are...
60

54

NPS

Wrap in a purposefully delightful
and caring customer experience

e
c
n

C
e
tur
ul

The Teleflex customer is at the heart of who we are. We support ourcustomers in multiple ways through products, education, research
and advances in technology. By helping our customers succeed, we
support patients and drive our own positive business outcomes.

Exper
ie

Customer Experience (CX)

Exceptional
Everyday

Foster a high performance
culture that inspires people

P urp seo
Build and deliver quality products
and services that meet modern needs

Where we‘re going...

NPS is a recognized customer loyalty score that assesses
customers’ willingness to recommend a product, service, orbrand. Since establishing a baseline measurement in 2018, we
have increased our NPS by 33 points to 54 in the Americas. While
we are very proud of this achievement, we strive to expand ourprogram across other regions, and our goal is to achieve andmaintain a score of 60+.

This requires driving a culture of customer-centricity. Each year wecelebrate our customers by having a week dedicated to learning about
them, the patients they serve, and how our employees impact theirwork. CX Week 2022 marked our 5th anniversary of this important
forum, which is recorded and made available to all employees. It isonly through our customers – healthcare providers from around theworld – that we impact patient outcomes and improve lives.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Patient safety is paramount in everythingthat we do in healthcare. The main
reason I use the Arrowg+ard® productline is the protection that it provides.
Tom Petry,
PA, Director of Vascular AccessCorporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

You want to be able to treat your patient
like you would treat yourself or yourfamily. And you feel good enough to say‘I really helped those people. Nobody
knows about it; nobody knows I was
there. But I know, and I feel good, andI will get up and do it all again tomorrow.
I’ll do it every day.’
Sarah Polo,
RB, MSN, CRNI55 These statements reflect the personal experiences and opinions of these clinicians.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Our Supply Chain
Global Procurement

Distribution and Logistics

Teleflex’s Global Procurement organization is committed tocreating mutually beneficial supply base relationships to assist
in providing our customers with high quality, safe and effective
products. In order to achieve this commitment, we rely on a broad
network of suppliers for the materials and services that are vital to
our business. Teleflex purchases raw materials, components, andfinished goods from suppliers. Our Global Procurement and Global
Commodity teams play an important role in ensuring stability in
our supply chain and effective vendor management. Although
we have several sole source suppliers that play an importantrole in our supply chain, through positive Supplier RelationshipManagement activities, we maintain trusted partnerships in aneffort to minimize risk to the supply chain. Global Procurement also
works with R&D in the early stages of new product development
to help identify and select new suppliers to reduce our reliance onsole source suppliers moving forward.

Our finished goods are delivered to our Teleflex operated
distribution centers and third-party logistics provider (3PL)
partners around the world. We have 21 distribution centers andthird-party logistics providers (3PLs) worldwide, including key tier1 regional distribution hubs located in Olive Branch, Mississippi,
U.S.; Port of Tanjung, Pelepas, Malaysia; Shanghai, China; Sydney,
Australia; and Rodgau, Germany. From our distribution centers,
our products reach our customers by way of freight forwarders
over land, by air, and by sea.

Manufacturing
Teleflex has approximately 2 million square feet of manufacturing
space with major manufacturing operations in the Czech
Republic, Malaysia, Mexico, and the United States (U.S.) and has
approximately 9,000 employees across our supply chain globally.6
Our manufacturing capabilities are further supplemented throughour strong network of contract manufacturers for a variety offinished goods.

~2M square feet
Manufacturing space~9,000
Employees
globally

Commercial Organization and Customers
We market and sell our products through our direct sales force andthird-party resellers to customers within a variety of end markets
worldwide, including hospitals and healthcare providers, medical
device manufacturers and home care providers. Our sales efforts
are supported by our marketing teams and other shared services.

21

Distribution centers
and third-party
logistics worldwide

6 Global supply chain employees, including support staff.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Corporate Social
Responsibility●

Corporate Social Responsibility●

Meet our Corporate Social Responsibility

21

Leaders

24●

Materiality Assessment

25●

Stakeholder Engagement

26●

CSR Highlights from 2022

27

TELEFLEX 2022 GLOBAL IMPACT REPORT

20

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Prosperity &Sustainable Healthcare

PeopleESG Disclosure
Appendices

Corporate Social Responsibility
Corporate Social Responsibility is one of the four main
corporate objectives of our 2023-2025 strategy to deliver longterm durable growth. The integration of CSR into our three year
strategy strengthens our commitment and efforts in working
towards a more sustainable and inclusive society. We have heard
from all of our key stakeholders that CSR is important to them.
We strive to be a CSR leader in the business community. While
improvements in CSR can come with a business or financial
benefit, ultimately, we are focused on doing the right thing forour employees, customers, patients, all of our stakeholders, andsociety as a whole. Managing a business with CSR as a major
focus is the right way to operate.
CSR at Teleflex is structured based on four pillars, with each pillar
focusing on a set of specific topics and priorities. We developed
these pillars based on a number of internal and external factors andconsulting with various functions within the organization. In 2020,
we established our senior-level CSR Steering Committee, which has
oversight and management of Teleflex’s CSR program. Each key pillar
is managed by a lead who is responsible for day-to-day improvements
and management, as well as by a sponsor who is an executive-level
member who provides oversight and strategic guidance. The Chairof the Steering Committee provides monthly progress updates to theCEO, as well as periodic updates to the Nominating and GovernanceCommittee of the Teleflex Board of Directors. The Chair also provides
an update to Executive Management7 on a regular basis. Our CSR
pillar leads manage all pillar plans and strategies moving forward.
In 2022, we continued to mature in our CSR efforts and focusedon the long-term vision for our CSR program as well as for eachindividual pillar. A few key highlights include committing tosetting climate change action targets aligned with the Science

Teleflex Strategy

1.

Drive sustainable
revenue growth2.

Achieve margin andearnings expansion

2023

2025

Long-term

3-year strategy

durable growthIntegration

Based Targets Initiative, conducting our first third-party materiality
assessment, submitting our first EcoVadis assessment, and hiring
another full-time internal CSR resource. In 2022, we also initiatedthe process for developing our CSR Roadmap to 2030. This roadmap
will incorporate programs, initiatives, and activities we as a company
plan to work towards in our CSR journey. This roadmap is set to be
finalized in 2023, and we plan to share some of the key activities
from the roadmap in the next report.

3.

4.

Optimize our
product portfolio

Advance corporate social
responsibility and an
inclusive culture

MSCI

A

ESG RATINGS
CCC

B

BB

BBB

A

AA

AAA

We are proud to share that in 2022, Teleflex received arating of A (on a scale of AAA-CCC) in the MSCI ESG Ratings
assessment. This is an improvement from BB in May 2020.8

7 Executive Management Team is defined as a smaller subset of the Senior Management Team.
8 The use by Teleflex of any MSCI ESG Research LLC or its affiliates (“MSCI”) data, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponsorship, endorsement, recommendation,or promotion of Teleflex by MSCI. MSCI services and data are the property of MSCI or its information providers, and are provided ‘as-is’ and without warranty. MSCI names and logos are trademarks or service marks of MSCI.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Prosperity &Sustainable Healthcare

PeopleESG Disclosure
Appendices

Our CSR Pillars
Planet &Environment

Principles of Ethics& Governance

Prosperity &Sustainable Healthcare

People● Corporate Governance● GHG Emission Reduction● Talent Management● Philanthropy● Public Policy● Sustainable Procurement● Community Engagement● Compliance, Integrity and Ethics● Circular Economy and ProductSustainability● Employee Engagement
and Communication● Enterprise Risk Management● Sales and Marketing Practices● Information Security and Data
Privacy● Grants● Learning and Development● Logistics and Distribution● Benefits and Family Support● Responsible Consumption
and Production● Diversity, Equity & Inclusion● Product Training and Education● Sustainable Products● Healthcare Access and Equity● Employee Recognition● Product Safety and Quality● Employee Health and SafetyPrinciples of Ethics& Governance:
Ensure Teleflex is meeting both legal
requirements and key stakeholder
expectations with respect togovernance and ethics issues and isreporting on progress.

Planet &Environment:
Through ethical, environmental
and resource use excellence, bothinternally and across our supply chain,enhance the sustainability of Teleflex,
so we can improve the health andquality of more people’s lives.



People:Inclusively advocating for our people.
Inspiring talent growth through ourCore Values and diversity, equity &inclusion. Nurturing a safe and trusting
culture empowering everyone to bring
their true selves to Teleflex.

Prosperity &Sustainable Healthcare:
Generate ideas and develop them into
executable projects that relate to thedomains of medical education, research,
philanthropy, community engagement,sustainable healthcare throughdevelopment and innovation, productsafety and quality, healthcare accessand equity, and sustainable products.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

The members of the Steering Committee
consist of senior leaders across mostcompany functions, including:Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Chairman, President and CEO● Compliance● Clinical and Medical Affairs● Global Manufacturing and Supply Chain● Commercial Business Units including R&D● Investor Relations

Chair of CSR Steering Committee● Global Brand, Digital and Communications● Human Resources● Legal● Commercial Regions● Finance● Sustainability

Senior Manager,
Sustainability
Strategy
and Reporting

CSR Steering Committee

Principles of Ethics& Governance
PillarPlanet& Environment
PillarPeoplePillar

Prosperity& Sustainable
Healthcare Pillar

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Meet our Corporate Social Responsibility Leaders
What key challenges did you face indriving CSR at Teleflex in 2022?
One of the biggest challenges we faced
at Teleflex in 2022 was prioritizing which
CSR projects we were going to focus on
during the year. There are so many greatideas and projects that our employees andSteering Committee have suggested, but weneeded to hone in on some of our top areas.
Our materiality assessment has helped us todecide on which top areas to consider first.
Personal Highlight or Win in 2022?
I am really proud that our sustainability
reporting capabilities and maturity has
grown tremendously since 2021. Last
year, we reported against GRI and SASB
for the first time and this year we haveadded TCFD. We also submitted our
EcoVadis assessment, a leading thirdparty sustainability assessment based oninternational standards.
What personally inspires you to improve
CSR at Teleflex?
I am an avid scuba diver in New Jersey, and I
see some of the most beautiful and enchanting
creatures and structures underwater. I am also
a new father, and I want to ensure that mychildren are able to enjoy all of the wondersof nature that I have in my life.

Derek Noah
Senior Manager,
Sustainability Strategy
and Reporting

What drives you to improvesustainability at Teleflex?
In a world of many zero-sum games,
sustainability affords the opportunity for
all stakeholders to win. Sustainability has
a basis in fairness and justice. Fairness
to future generations and justice for themost vulnerable. We must do what we
can to provide the best possible solutions
for people today, but not at the expenseof future generations. Sustainability is alens through which we can make decisions
that seek to balance these competing andsometimes divergent interests. Supporting
sustainability at Teleflex means playing
my part in building a company that is best
positioned to meet the challenges of the
future, while also supporting our purposeof improving the health and quality ofpeople’s lives today.

David O’Flynn
Sustainability Director

Why did you join Teleflex?
My role at Teleflex not only offered me
the opportunity to work on projects thatare close to my heart, but to do this in apurposeful company with a mission focusedon improving people’s lives.

What is the most rewarding part of your job?
Having a role in the decisions being taken
today that positions Teleflex and our
stakeholders for greater success in the future.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesMateriality Assessment

One of the interesting findings from the assessment was that internal
stakeholders found social and governance topics more importantcompared to environmental topics, whereas external stakeholders
found all three topic areas roughly equally as important. We would
also like to note that even though GHG emissions and climatechange strategy was not above the line on our materiality matrix,
at Teleflex, we still find this to be an extremely important topic for
us to focus on and thus you will see throughout the report our workand progress on climate change action.
The results from this materiality assessment were presented to the
CSR Steering Committee and shared with Executive Management
within Teleflex. The main use case for the results of the materiality
assessment will be to inform any changes, updates, or adjustments
to our CSR strategy. We have also used the results to advise any new
areas of disclosure in our Global Impact Report or other avenuesof CSR reporting. We plan to conduct a materiality assessment on
a periodic basis to ensure we are continuing to update our top key
topics based on evolving stakeholder feedback and priorities.

Increasing
Importance

Priority topics across internaland external stakeholders:
Product Quality& Safety

Product Lifecycle
Management

Business Ethics● Product Lifecycle Management

Supply Chain
Management● Access to Healthcare● Ethical Marketing

GHG Emissions
Shareholder...
Climate Change
Strategy

Executive
Remuneration

Bribery &Corruption

Engagement& Satisfaction
Board
Independance

Human Capital
Development

Waste
Management

Whistleblower
Program● Bribery and Corruption● Health and Safety● Compliance Procedures

Energy Use &Management

Board Oversightof ESG

Water Use &Management

Health & Safety

Environmental
Management

Board Diversity● Product Quality and Safety● Business Ethics

Access to
Healthcare
EthicalMarketingExternal Stakeholder Perspective(Degree of stakeholder concern)

In 2022, Teleflex completed our first third-party materiality
assessment with Nasdaq Corporate Solutions, LLC. We conducted
the analysis with our key stakeholders top of mind and usedvarious strategies to learn what specific issues or topics each ofthese stakeholders held as most important. The process included,
but was not limited to, a review of our top investor policies, voting
patterns, and holdings focused on ESG; analysis of three major
ESG rating agencies; review of multiple major sustainability
reporting frameworks; panel interviews with 20 internal employees
and executives; internal employee surveys sent to 80 employees;
and a peer benchmarking exercise.

Compliance
Procedures
Diversity,
Equity& Inclusion

Human CapitalManagement

Data Privacy& Cybersecurity

Internal Business Perspective(Impact on Business)

Increasing
Importance

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Stakeholder Engagement
In 2021, we completed our initial Stakeholder
Engagement Plan to help us understand what
our key stakeholders care about. In 2022,
we continued to engage with those same
stakeholders in various ways.

Key Stakeholders:● Employees● Governments and Policymakers● Group Purchasing Organization (GPOs)
and Integrated Delivery Network (IDNs)● Healthcare Professionals and
Healthcare Organizations

Key Engagement Activities in 2022:
Event/Activity Stakeholder Group Summary
Analyst andInvestor Day 2022

Stockholders
and Analysts

At the event, a portion of the agenda was dedicated to CSR, with Karen Boylan, the Chair of our CSR
Steering Committee presenting our CSR strategy and plans to our stockholders.
2021 Results and2022 Strategy
Overview Townhall

Employees

Earlier in 2022, many of our senior leaders participated as speakers in the 2021 Results and 2022
Strategy Overview Townhall web meeting. The Townhall was hosted for all employees to learn about
our 2021 results and our 2022 strategy plans. The recording was later available on demand.

Trade Association
Meetings

Industry
Associations

Throughout 2022, employees and leaders from Teleflex joined various trade and industry association
meetings. Organizations included Mass Medic, AdvaMed, MDMA, United Specialists for Patient
Access, and MedTech Europe.

Biweekly Company
Newsletter

Employees

We publish a biweekly company-wide newsletter, which is sent to all employees with a Teleflex email
address. This newsletter provides updates to employees around important company news such as
upcoming new hires, events, trainings, and/or business updates. There are also a number of otherfunctional newsletters sent to employees such as our Diversity Equity & Inclusion (DEI) newsletter andGlobal Talent Development newsletter.

Meetings with
Congressional
Members

Governments

In November and December 2022, our Chief Medical Officer and Vice President, Reimbursementand Health Policy met with several Senators and Representatives about various ongoing or future
legislation related to health access and reimbursement.

MedicalConferences
and Tradeshows

Healthcare
Professionals

Teleflex attended many medical and clinical conferences, tradeshows, and events throughout 2022 toprovide information and demonstrations of our products to healthcare professionals. Below are just a
few of the many events:● Industry Associations and Nongovernmental Organizations (NGOs)● Local Communities● Patient and Advocacy Groups● Regulatory and Certified Bodies● Stockholders● Suppliers● Wholesalers and Distributors

In May 2022, we hosted an in-person Analyst and Investor Day in New York City, U.S. which was open to allof our investors and streamed live for other interested parties. The event provided an opportunity for Teleflex
management to share updates around business changes, strategic priorities, and allowed for open dialogue.

REHACARE International 2022
Sep 14 - Sep 17 Messe Dusseldorf, Dusseldorf, Germany
ANZET22
Aug 12 – Aug 14 Broadbeach, Australia
Emergency Nursing 2022
Sept 30 – Oct 3 Denver, Colorado, U.S.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Prosperity &Sustainable Healthcare

PeopleESG Disclosure
Appendices

36%

16%

Reduction of over 16% in natural
gas usage over past three yearsof our Board members
are women

9%

nt

ed

uc

s

$700,000+a ti o n g r a

185,000+
Healthcare providers
educated on safe and effective
use of our products

97%

of employees returned
to work afterparental leave

$2.7

s

millionea
rc h g r ant

of new U.S. hires came via
employee referral

33%

Nearly 9% reduction in our scope 1 and 2
carbon emissions over past three years

in me
d
e
id

al
dic

Pro
v

of U.S. employee are non-whiteof global workforce
is female

27%

l
ica

known information security
or data security breaches11

59%

in clin
n
e

re s

O

Zero

NearlyGiv

CSR Highlights from 2022

NearlyNearly36%

50%
of new U.S. hires
were non-white

reduction in hazardous waste
over past three years

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesPrinciples of Ethics& Governance
Executive Pillar Sponsor
Howard Cyr - Corporate VP, Chief Compliance Officer●

Corporate Governance29●

Participating in Public Policy

32●

Industry Groups and Trade Associations

32●

A Culture of Compliance33●Enterprise Risk Management

36●

Sales and Marketing Practices

36●

Information Security and Data Privacy

37

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesPrinciples of Ethics & GovernanceTeleflex prides itself on doing business centered around strong corporate governanceand robust ethics. If we lose the trust of our employees, customers, investors, patients,and society at large, we can no longer do business.

Corporate Governance
We operate in compliance with the rules set by the national andstate governments in which we operate as well as in alignment withthe rules of the New York Stock Exchange, and we hold ourselves
accountable through our Corporate Governance Principles.
These principles address the composition and responsibilitiesof our Board of Directors and its committees, director selection,
independence, conflicts of interest, compensation and equity
ownership, and succession planning.

Our Board of Directors has three standing committees
which are all led by independent directors:●

Nominating and Governance●Compensation

●

Audit

Each committee is given specific roles and has a charter
which outlines each committee’s role and responsibilities. The
charters are published on the investor page of our website.

Board of Directors
At Teleflex, our Board of Directors is made up of nine (9) total
members, eight (8) of whom are independent. At the end of 2022,
33% of our Board members were women, the average age of our
Board members was 64.1, and the average tenure of our Board
members was 7.6 years.

2022

Board members
were women

33%

64.1

In 2022, our Board of Directors updated the Nominating andGovernance Committee’s charter to include new responsibilities
regarding Environmental, Social, and Governance (ESG) oversight.
The Nominating and Governance Committee now has oversightwith respect to our ESG strategy and practices and, in coordination
with the Audit Committee, our reporting on ESG matters to internaland external stakeholders.

average age of our
Board members
Average tenure was
7.6 years

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Board Refreshment
Our Nominating and Governance Committee is responsible for
identifying qualified individuals to be considered for election to our
Board. Each search is unique, and we look for specific skills andbackgrounds for each new board candidate. Directors are expected
to possess the highest character and integrity, and to havebusiness, professional, academic, government or other experience
which is relevant to our business and operations. In addition, we
also seek candidates with the potential to contribute to the diversityof the Board, including with respect to gender, race, ethnicity,
national origin and other differentiating characteristics. Moreselection details and information can be found in our Corporate
Governance Principles.

Stockholder Proposals
In 2021, Teleflex stockholders approved a nonbinding stockholder
proposal recommending the “declassification” of our Board of
Directors to reduce director terms from three years to one year.
In light of stockholder support for the proposal and after carefulconsideration, the Board submitted a proposal for approval by
Teleflex stockholders at our 2022 Annual Meeting of Stockholders
providing for the phased-in declassification of the Board overa three-year period, which was approved by our stockholders
at the meeting. Therefore, we will begin implementing thedeclassification of the Board at our 2023 Annual Meeting ofStockholders such that, commencing with our 2025 Annual
Meeting of Stockholders, all Teleflex directors will be elected for a
one-year term expiring at the next annual meeting of stockholders.

Principles of Ethics& Governance

Planet &Environment

In addition, at our 2022 Annual Meeting of Stockholders, Teleflex
stockholders approved a non-binding stockholder proposal seeking
to replace supermajority voting rights included in our charterdocuments with simple majority voting. In light of stockholder
support for the proposal and after careful consideration, the Board
submitted a proposal for approval by Teleflex stockholders at our2023 Annual Meeting of Stockholders providing for the amendment
and restatement of our certificate of incorporation to eliminate thesupermajority voting provisions.

Executive Compensation
It is important to us to align our executives’ interests with those of
our stakeholders. Our executive compensation program includes
both short term (annual) and long-term goals, which are designed
by our executive management team under the governanceand approval of the Compensation Committee of our Board of
Directors. Our annual incentive plan includes a component of paythat measures individual performance against several establishedobjectives. Beginning in 2022, all members of the Teleflex
Executive Management7 team have at least one ESG-specificobjective included in their individual performance objectives. You
can read more about our executive compensation program in ourannual proxy statement.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesIn 2022, Neena M. Patil was elected as a new director
at our 2022 Annual Meeting of Stockholders. Ms.
Patil, 48, has been the Chief Legal Officer andExecutive Vice President, Legal and Corporate Affairsof Jazz Pharmaceuticals plc, a biopharmaceuticalcompany, since 2019. Ms. Patil’s executive and senior
management experience in the healthcare industry
will enable her to provide valuable insights regarding awide range of business matters, including commercial
matters, operations, acquisitions, and strategicplanning initiatives. Ms. Patil’s legal background
renders her particularly well qualified to assist theBoard in addressing a variety of public company,
board governance and public policy matters, as wellas helping to provide oversight regarding our ESG
programs. Ms. Patil is a member of our Nominatingand Governance Committee. The addition of Ms. Patilto our Board increased our female representation on
the Board and improves the Board’s ethnic diversity.

Neena Patil
Member of Board of Directors, Teleflex

TELEFLEX 2022 GLOBAL IMPACT REPORT30

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices2023 Mid-Year Update
Board Membership
In February 2023, our Board of Directors, upon therecommendation of our Nominating and GovernanceCommittee, nominated Jaewon Ryu, M.D. as a new director
nominee for election to our Board. Dr. Ryu was nominatedto fill the vacancy that will be created upon George Babich,Jr.’s retirement from the Board at the expiration of his current
term at our 2023 Annual Meeting of Stockholders. Teleflex
extends its gratitude to Mr. Babich for his contributions to
our company during his tenure on the Board.

Dr. Jaewon Ryu, M.D.
New director nominee, Teleflex

Dr. Ryu, 49, has been the President and Chief Executive Officerof Geisinger, an integrated healthcare system with a clinicalenterprise, health plan, a school of medicine and research andinnovation functions, since June 2019. He joined Geisinger in
October 2016 and served as Executive Vice President and Chief
Medical Officer until December 2018. From December 2018 toJune 2019, he served as Interim President and Chief Executive
Officer of Geisinger. Prior to joining Geisinger, Dr. Ryu served
as President, Integrated Care Delivery for Humana, Inc., ahealth insurance company, from January 2014 to September
2016. Previously, he served in various leadership capacities at
the University of Illinois Hospital and Health Sciences System
and Kaiser Permanente, after having practiced as a corporate
healthcare attorney and worked in government roles at the Centers
for Medicare and Medicaid Services and the Department of
Veterans Affairs.

Stockholder Right to Call a Special Meeting of Stockholders
As part of our ongoing stockholder engagement process,during the winter of 2022, we engaged with holders ofapproximately 50% of our outstanding common stock on
governance matters. During this process, when asked about
the advisability of providing stockholders the right to calla special meeting of stockholders, all of the investors withwhom management engaged supported such a right. In lightof this feedback, in February 2023, the Board amended andrestated our bylaws to allow stockholders holding, for one
continuous year, at least 20% of the voting power entitled tovote generally in the election of directors the right to call a
special meeting of stockholders, subject to the requirements
and procedures set forth in our bylaws.

Dr. Ryu’s extensive experience in the areas of care delivery andpayment will enable him to provide meaningful perspectives withrespect to a wide range of business matters, including with respect
to our strategic initiatives. His knowledge and background in legal
and regulatory aspects of the healthcare industry and government
policy will enable him to provide valuable industry insights. The
addition of Dr. Ryu further improves the Board’s ethnic diversity.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Participating in Public Policy
Public policy can have a huge impact, positive and negative, on thehealthcare industry and medical device industry in particular. As
such, we believe it is our obligation as a corporate citizen to voice
our opinions and views as a medical technology expert on public
policy. We monitor ongoing regulatory and legal requirements
in countries where we operate and analyze policy proposals and,
when we see fit, take a position on a specific issue. Teleflex may
engage in public policy when we think it may directly affect ourbusiness, impact public health, or limit access to healthcare.
As of a matter of corporate policy, Teleflex does not provide
any direct political donations or advocacy on behalf of a specificcandidate, party, or committee, nor do we provide contributions to anygroups such as governors’ associations, political action committees
or other section 527 entities. As of the end of 2022, Teleflex does
not have any employee-funded political action committees.
By supporting legislation, with the support of patient advocacy
efforts, we look to increase patient access via patient medical
policy coverage in a variety of nations and in support of United
Nations (U.N.) initiatives. One example of this advocacy initiativeis the reimbursement partnership with the American Urological
Association (AUA) on diversity, equity & inclusion (DEI) initiatives.
In 2022, we hired Arnold and Porter, a third-party legal firm, toPrinciples of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendicesassist in direct lobbying related to Centers for Medicare & Medicaid
Services (CMS) changes. This effort was to support patients’
access to UroLift®. In 2022, Teleflex leaders met with numerous
Congressional Members, staff and committees both as Teleflex
and as participants in trade associations. Our lobbying efforts were
specifically related to the 2023 Medicare reimbursement rates andlegislation and interest in removing administrative burdens related
to prior authorization. In 2023, we plan to continue our efforts andfocus on CMS reimbursement.
Please see our Statement on Engagement on Public Policy Issues
for more information.

Industry Groups and Trade
Associations
We feel that we can properly engage on any political or public
policy matter effectively through our participation and engagementwith industry group membership and trade associations.
Organizations such as the Medical Device Manufactures Association
provide an opportunity for companies to come together in a precompetitive landscape to discuss policy issues, research needs, andother challenges facing the industry. We voice our opinions, posequestions, and raise concerns through these organizations.

2022 Teleflex Industry Groups and Trade
Associations9:●

AdvaMed●APACMed

●

BVMed

●

Confindustria Dispositvi Medici●

IBEC Trade Association●

Medical Device Manufacturers Association●

MedTech Europe●

SNITEM

In 2022, Teleflex joined the AdvaMed Environmental,
Health and Safety Awareness Working Group. This
Working Group meets to discuss relevant topics in theindustry such as the use of per-and polyfluoroalkyl
substances (PFAS), U.S. Environmental Protection
Agency (EPA) and U.S. Occupational Safety and HealthAdministration (OSHA) updates, and other sustainability
related issues. We look forward to helping to advancethese conversations within the industry.

9 Includes industry and trade groups of which Teleflex is a member and for which Teleflex pays at least $25,000 per year in membership dues or fees.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

A Culture of Compliance
Compliance is foundational for Teleflex as it moves forward in
its CSR efforts. Our Global Compliance Program is focused on
key components of running an ethical company. Our Global
Compliance Team implements and oversees policies and programs
related to our legal, compliance and ethical obligations. Our
Program is headed by our Chief Compliance Officer (CCO) in
conjunction with our Business Ethics and Compliance Committee(BECC), which consists of members of the Executive Management
team. Our CCO reports directly to our CEO with a dotted line to the
Chairperson of the Audit Committee of our Board of Directors – thisallows for complete independence of the Compliance Department.
We then have regional compliance officers that manage the dayto-day responsibilities. Our Compliance team also has a dedicatedteam focused on auditing, monitoring, and investigations. This
structure allows our compliance officers to focus day to day on
business counseling as well as helping to ensure consistency in
our auditing and monitoring and investigations activities. We
also retain outside counsel to periodically review and harmonize
policies and to ensure they are up to date based on local, regional,
and national requirements. While we have a dedicated teamfocused on compliance, at Teleflex, all of our employees from top
to bottom play an important role in driving a strong ethical culture.

Principles of Ethics& Governance

Planet &Environment

Management Structure

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Our Policies and Procedures
Audit Committeeof the Boardof Directors

CEO

BECC

CCO
Compliance Officer,
IU and Americas

Compliance Officer,
North America

Compliance Officer,
APAC

Deputy Compliance
Officer, EMEA

Teleflex has several policies that guide how we operate and do
business. These policies set the foundation for our culture of
ethical behavior and good corporate conduct and are accessible
for all employees and relevant for everyday work. Collectively our
Code of Ethics, Anti-Corruption Policy, Corporate Compliance
Program Charter and Integrity Code, provide a framework forour global approach to compliance. Teleflex also operates in linewith many standardized industry codes of conduct, including
those published by AdvaMed (U.S. and China), MedTech Europe,
APACMed, SAMED (South African Medical Device), ABIMED(Brazilian Association of the Health Technology Industry), and the
MTAA (Medical Trade Association of Australia).
Below are details on our global policies:
Code of Ethics● Set of standards and behaviors we require for conducting
business with integrity and with high ethical and legal standards.

Business Ethics and Compliance Committee Members:●

Chairman, President and Chief Executive Officer (Chair)●Chief Compliance Officer and Corporate VP●

Chief Financial Officer and Executive VP●

Corporate VP of Commercial Finance●

Chief Medical Officer and Corporate VP●General Counsel and Corporate VP●

Chief Human Resources Officer and Corporate VP●

VP of Internal Audit●

Chief Accounting Officer and Corporate VP●

President Global Commercial and Corporate VP● Available in 17 languages to allow all our employees andbusiness partners to adhere to global compliance guidelines.
● Reviewed on an annual basis to consider any changes or updates.
Anti-Corruption Policy● Provides information on how we identify and reduce any
potential corruption risks.
● Defines what is considered corruption and provides some examplesof possible scenarios of which employees should be aware.
Corporate Compliance Program Charter● Sets out the way in which our Compliance Program is to be
structured and governed as well as the responsibilities of theProgram.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Integrity CodeGlobal Reseller Management● A set of policies to ensure Teleflex conducts business ethicallywhen it comes to interactions with healthcare professionals(HCP), patients, governments, and other external professionals.

● Lays out procedures and requirements for resellers to comply
with other Teleflex policies such as our Code of Ethics andAnti-Corruption Policy.

● Policies include subject matters such as HCP engagement,
educational and research grants, gift and entertainment, andhumanitarian aid and charitable donations.
Along with our enterprise-wide policies previously shared, eachregion/country and specific business units have their own set ofIntegrity Policies and Procedures (IPPs) which are readily available
on our intranet to our employees in the languages in which Teleflex
operations. These separate IPPs provide more specific guidelines
on topics such as business meals, educational grants, HCP
consultant engagement, market research and product samples.
Below are additional internal policies that Teleflex makes available
for all employees:
Global Reimbursement and Health Economics Policy

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesTravel and Expense Policy● This Policy establishes guidelines governing the reimbursementof travel and other business-related expenses. Individual
business units may also have requirements on specific traveland business expenses that are more restrictive.
We have also developed a Third-Party Integrity Code, whichis available in nine different languages, in an effort to ensure
all of our Third-Party Representatives10 adhere to our highstandards of business conduct. In expectation that our Third-Party
Representatives will develop their own integrity policies, we havemade the Teleflex Integrity Policies and Procedures available to themto aid in their development. In order to centralize and standardize
our due diligence, we utilize a third-party management platform tofacilitate the due diligence of our Third-Party Representatives.

● This policy explains internal processes for providing Healthcare
Professionals and Government Officials with coding, coverage,
payment, reimbursement, and health economics information
related to Teleflex products, as well as Teleflex’s efforts toengage with payers and GOs relating to obtaining coverage for,and access to, Teleflex products.

10 Teleflex considers Third-Party Representatives resellers, sales agents, and vendors.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Training and Communication
Our policies are only as good as the understanding andcomprehension of the content in the policies. As such, Teleflex
utilizes various formats, tools, and methods of communication
to train and communicate our policies and procedures to ouremployees and to certain Third-Party Representatives. These
training tools include live interactive group training, one-on-one
training, interactive online modules, and videos which are available
in multiple languages. We also utilize ad-hoc emails and our internal
employee newsletter to provide relevant updates or reminders
about specific content. Teleflex is proactive in identifying any trends
where training may be helpful in providing our employees withmore clarity or guidance to mitigate any compliance risks.
We track employee completion rates for our annually required
training on our Code of Ethics for both new and current employees
and send out reminders to ensure compliance. We are happy toreport that, in 2022, we achieved a 96% completion rate for our
Global Code of Ethics Training, which is down slightly from 2021
which was 97%. While 100% completion may not be obtainable
due to the nature of employee turnover, family or personal leave,
and other reasons, we are very proud of our high completion rate.
We continue to remain focused on achieving high completion rates
each year and getting as close to 100% as possible.
In addition, Teleflex provides training for various other policies
and programs including at all of our regional and country kick-off
meetings, as well as periodic trainings for our Integrity Policies
and Procedures and other relevant topics such as identifying
and preventing financial crimes, sexual harassment, careful
communication, and data protection.

Principles of Ethics& Governance

Planet &Environment

In 2022, we rolled out our new interactive training modules for ourIntegrity Policies and Procedures (IPP) which we developed with athird-party training vendor. The training is based on the learners’
job responsibilities and their demonstrated understanding of thematerial.
In November 2022, we held our annual Corporate Compliance andEthics week, which included communications each day of the week
about different parts of our compliance and ethics programs. We
sent employees policy documents, guides, and other links to help
understand our compliance programs.
Auditing and Monitoring
We have a program dedicated to auditing and monitoring ourcompliance risks which include the following activities:● Employee expense audits focused on transactions with HCPs
● In-person distributor compliance reviews● Third-party distributor audits

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Reporting and Investigations
We have a culture of honesty and integrity at Teleflex. Our IPP
on Reporting Non-Compliance and Enforcement shows ourcommitment to doing business with integrity. In this policy, we
encourage all our employees and Third-Party Representatives toreport any concerns about potential misconduct and violationsof the law and our policies. People can utilize various outlets
to report concerns or seek guidance from their direct manager,
HR, Legal, Compliance, or the dedicated Teleflex Ethics Line.
Teleflex encourages people to freely voice their concerns andmaintains a strict policy of non-retaliation. Anyone can reportissues anonymously via the Ethics Line which is managed by anindependent company. All reports are investigated thoroughly, andcorrective actions are implemented if needed. Our CCO reports
on all complaints on a quarterly basis to both the BECC and to
the Audit Committee of our Board of Directors. We also sharereports with our outside auditors to provide an additional layer of
independence and transparency.

● On-site monitoring of congresses, tradeshows and Teleflex
product training and educational events● Continuing usage of a leading third-party due diligencesoftware platform
Teleflex’s Compliance Department develops and publishes aninternal report each year, which provides an overview of thefindings. Findings and activities are reviewed and approved on anannual basis by the BECC.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Enterprise Risk Management

Sales and Marketing Practices

As a part of our Enterprise Risk Management process at Teleflex,
we conduct an annual Enterprise Risk Assessment where key
risks are identified, compiled, and categorized into a report that ispresented to Executive Management and the Board of Directors.
The top risks and associated mitigation efforts that were identified
are then monitored by Executive Management throughout
the year. Our risk assessment process is managed through an
online submission tool which allows us to ensure we are getting
participation from all necessary teams, departments, and regions
around the world.

Being in the medical technology industry, we consider ethicaland responsible sales and marketing of our products to be a toppriority. When our sales or marketing teams are creating newcontent or materials, they are entrusted to highlight the features,
benefits, quality, and value of our products clearly and truthfully
to the healthcare community. As such, we have several policies toensure our marketing and sales processes and procedures are bestpractice and in compliance with all applicable legal and regulatory
standards including:2022 Enterprise Risk Assessment

Global Standard Operating Procedure (SOP) on Marketing
Communications

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

CMA Policy on Responding to Requests Related to Off-Label
Information● Relevant employees are trained to promptly refer requests foroff-label information to Teleflex Clinical and Medical Affairs(CMA) to be handled in accordance with current FDA and otherapplicable legal and regulatory requirements in the jurisdictions
in which we do business.
Healthcare Provider Compensation Determination Policy● This policy outlines the method to determine the fair market
value of compensation to be paid to a covered recipient inaccordance with public disclosure requirements and Teleflex
policies, as well as the Sunshine Act, AdvaMed, and other legal,
regulatory and ethical guidelines.

In 2022, Teleflex asked roughly 170 employees and executives to
identify and rank the top risks based on their roles and/or areas ofexpertise and describe existing or planned mitigation efforts forthese specific risks. We then conducted interviews with Executive
Management to further discuss the identified risks and determine
next steps.

● This policy outlines the requirements and processes forapproval of various types of marketing communications relating
to our products and services.
● The approval process includes different functions within theorganization, including representatives from Marketing, Clinicaland Medical Affairs, Regulatory Affairs, and Legal.

● We have an internal document that outlines the clear andtransparent process in which our sales team is compensated,
and the standards set for payout.

Integration of Corporate Social Responsibility Risks

Healthcare Provider Payment Tracking Policy

Teleflex included a dedicated section of the Enterprise Risk
Assessment (ERA) to corporate social responsibility risks for the
first time in 2022, reiterating to our employees that we take CSR
seriously. While there are plenty of business opportunities for
Teleflex related to CSR, there are key risks identified in our 2022
assessment for us too. We will continue to improve the CSR sectionof the ERA moving forward.

● Provides guidance to ensure proper disclosure of payments madeto Healthcare Professionals in accordance with applicable law.

Our various business units and other functional departments work
together very closely when reviewing, revising, and approving
our marketing materials before they are available. Our sales andmarketing practices are continually evolving based on best practiceand ever-changing business standards. We do not see this as justa legal or compliance requirement but rather how we operate as ahealthcare company with high ethical standards.

● In the U.S., we report payments broken down by the state(where necessary) and this can be viewed on the U.S. Centers
for Medicare and Medicaid Open Payments website.

Sales Compensations Terms and Conditions● In Europe, we report payments in several countries and in linewith the MedTech Europe Code.
● For all our other regions, we report payments at the level
required by law.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesInformation Security
and Data Privacy
Teleflex’s global information security and data privacy program,
under the management of our Chief Information Officer (CIO),
is focused on ensuring the confidentiality, integrity and theavailability of Teleflex’s information assets. Our program is aligned
to industry standards including the National Institute of Standards
and Technology (NIST), ISO/IEC 27001 and the Center for Internet
Security (CIS) Critical Controls. Our Global IT leadership teammeets on a weekly basis which includes a standing agenda item
to review new trends and risks relative to security as needed. The
CIO provides updates on the security posture of the organization
to the Audit Committee of our Board of Directors on an annual
basis, if not more often based on the need. We also work with athird-party firm to perform an annual external security assessmentof select information security controls from the perspective of an
attacker. Teleflex has a master Global IT and Cybersecurity Policy
with over a dozen additional internal policies that govern specifictopics including mobile computing, access management, disasterrecovery, and vulnerability management. We have had no known
information security or data security breaches from our systems
within the past three years.11 We continue to monitor information
security and data privacy risks as well as regulatory requirements
to ensure we have the appropriate risk mitigation measuresin place to meet the expectations of our internal and externalbusiness partners.

11 We define information security/data security breaches as an incident that results in the confirmed disclosure - not just potential exposure - of data to an unauthorized party.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

How We Protect Our Systems and Data

Training, Education, and Simulations

Teleflex has implemented a range of initiatives to protect oursystems and data, while supporting our most important asset - ouremployees - when working either at a Teleflex site or remotely.

Part of reducing our risk is ensuring that our employees areproperly trained and educated in cybersecurity. Security awarenesstraining is provided to all employees on an annual basis along withperiodic security update communications and targeted training
for select groups based on job responsibility. Recent training has
included an emphasis on IT privileged access risks and Business
Email Compromise (BEC) as most organizations are seeing an
increased volume of these types of attacks.

Below are some of the many activities and programs we have in place:● Implementation of controls to protect our systems and datawhen Teleflex devices are used outside of a Teleflex facility or
employees are working remotely.
● Our 24/7 Security Operations Center (SOC) which monitors andalerts us based on abnormal system activity or user behavior
which may be indicative of an attack.
● Controls to reduce the risk of malware propagation in the eventof a security incident.
● Our Acceptable Use and Responsibilities Policy outlines therequirements, prohibitions, and company practices that apply tothe use of Teleflex’s Systems, Information Assets, and Thirdparty systems supporting Teleflex business activities by
employees and authorized agents of Teleflex.

Phishing simulations are an important element of an effective
information security program. We perform phishing simulations
throughout the year to better understand areas for increased
training and awareness.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesProtecting Teleflex information assets andthat of our Business Partners is vital tobeing a good Corporate Citizen andminimizing risk to our Global Supply
Chain.
Chuck Fliehman,
Vice President, Information Security
and Privacy

Third-Party Risks
Third-party risks are a growing concern not just for Teleflex but for
all organizations. Managing these risks is a critical component ofour program. We have policies and procedures in place to review
the internal controls associated with proposed new softwareor hardware solutions and third-party managed technology aspart of our vendor selection process. We evaluate solutions andproviders from a security and privacy perspective to ensure theproper controls are in place to comply with privacy requirements
and promote the confidentiality, integrity and availably of Teleflex
systems and data.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Planet & Environment
Executive Pillar Sponsor
James Winters - Corporate VP, Manufacturing and Supply Chain●

Product Design and Circularity●

Responsible Consumption and40

Production

41●

Climate Change

43●

Energy45

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Planet & Environment

Like our other pillars, our Planet and Environment pillar has a pillar
lead, our Sustainability Director, and a pillar sponsor, our Corporate
VP, Manufacturing and Supply Chain. The pillar also has a
subcommittee made up of key people from our manufacturing
facilities, logistics, procurement, commercial, product development
and enterprise excellence functions. Our Planet and Environment
subcommittee meets regularly to drive and deliver individual
projects, and all activities are tracked centrally on our project
management platform.

Prosperity &Sustainable Healthcare

ESG Disclosure
Appendices

Product Design and Circularity
As a product manufacturer, we are committed to minimizing our
products’ environmental impact throughout all stages of theirlifecycle – from sourcing and manufacturing to usage and endof life. Circularity begins at the product design phase, and weare working hard to embed sustainability and circularity into ourorganization and the R&D process. We continue to expand ourdesign process to improve the sustainability performance of our
products including removing excess material used to manufacture
and package products, considering whether a product can be used
more than once, and the recyclability of our products. For example,
our UroLift® UL2 System allows healthcare professionals to re-use
the handle during a procedure rather than using a separate handle
for each stage, thus saving on materials and packaging.

As a healthcare company, we are focused on the health andwellness of society and that means that environmental sustainability
is a top priority. We know that a healthier planet means healthierpeople. We have made great strides in better understanding ourpositive and negative impacts on the environment and havecreated a plan to work towards a better planet.
We use an integrated Environmental Health and Safety
Management System to help maintain compliance with relevantlaws and regulations regarding potential water, waste, and air
pollutants. Teleflex also has invested in a software solution thathelps track our water, waste, and energy data across our businessglobally and we continue to analyze and refine the historical data
inputs as well as expand the usage of this software to increase thecapability, completeness and accuracy of our data analytics,
reporting and disclosure. This software also helps us to track ourscope 1 and 2 greenhouse gas emissions (GHG). All reported
environmental data and figures included in this report are based on
an absolute basis.

PeopleWe are continuing our focus on reducing the amount of material
used in our product packaging and in our products themselves.
Over the past few years, we have worked on the below projects to
reduce material usage:

Our Kulim, Malaysia Plant Manager, Muneswaren A/L
Gandhi receiving the 2022 ESG Recognition Award during
the Association of Malaysian Medical Industries (AMMI)
Annual Gala Dinner. This recognition is to acknowledge AMMI
members’ efforts in ESG initiatives by embracing ESG as anintegral part of doing business globally. This award has become
an inspiring milestone for Teleflex Kulim as we continue tostrengthen our efforts in ESG and make Teleflex Kulim a greatplace to work for all our employees.

● Changing from high impact polystyrene trays to a flexible form
fill seal package● Moving to pre-filled syringe selection integrated packaging● Reducing the corrugate size used for breathing circuits● Reducing the size of polybags used to package certain products

Embed
sustainability
andcircularity

Product
recyclability
Reducematerial usage

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Circularity at Heart
Our ligation product offering is a great example of productcircularity. At Teleflex, we produce reusable ligation products
which are cleaned and sterilized after use and are ready for the
next procedure. During the life of the warranty of these products
and subject to a customer’s compliance with the terms of thewarranty, we repair or replace the product for free. On average, wetake back about 35,000 appliers per year globally and repair andreturn over 90% to our customers. In some circumstances, we takeback devices and refurbish them and sell them to new customers
under a refurbish code. Those products that cannot be repaired
are sent for recycling of the metal components. We produce highquality products in the hopes they can remain in use for a long time
without needing replacing. The different appliers we provide canlast anywhere from 8 years to 20 years or more. We estimate thatby using our reusable products, healthcare professionals displaceapproximately 3.5 million single use appliers on annual basis.

Principles of Ethics& Governance

Planet &Environment

Responsible Consumption
and Production

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Waste

Water
While water is technically a renewable resource, fresh and clean
drinkable water is not, and we know that it is important for us tomonitor and reduce our water usage when possible. Teleflex must
play our part in conserving and protecting our water resources.
Between 2019 and 2022, we have increased the absolute water use at
our manufacturing sites by over 5%.12 Much of the increases in water
usage over the last year can be attributed to a change in our cleaning
process which was done to improve product quality and safety as
well as two on-site water leaks which were identified and fixed. At
one site we are replacing the old underground water main pipingwith a new main piping above ground, to reduce the risk of future
leaks and to aid monitoring.

Reducing waste in our processes is not just an environmental win
but also a business win. When there is waste, that means there
are potential inefficiencies in our process and wasted resources.
We have made significant changes across various waste metrics
through improvements to material loss during the production
process and engagement with our waste collection partners. Where
possible, we focus on reuse of materials. If that is not possible,
then we prioritize recycling. If we cannot reuse or recycle, we send
that material to incineration or landfill. Our reuse program includes
initiatives such as solvent distillation, and our recycling programs
include initiatives focused on paper, metals and plastic. Between
2019 and 2022, our manufacturing locations, distribution sites, andlargest commercial offices have achieved reductions in hazardous
waste of nearly 36% and have remained constant in non-hazardous
waste. We also saw an over 31% reduction in total waste to landfill
over that same time period.13

2019

2022

2019

2022

in total waste
to landfill

31%

in hazardous
waste

36%

Reductionby over

Reductionby nearly

12 Data includes substantially all of our manufacturing, distribution facilities, and four largest commercial locations. The data excludes our smaller commercial facilities as well as
certain facilities obtained through recent acquisitions. We plan to expand the data to include these facilities in the future.
13 Data includes substantially all of our manufacturing, distribution facilities, and four largest commercial locations. The data excludes our smaller commercial facilities as well as
certain facilities obtained through recent acquisitions. We plan to expand the data to include these facilities in the future. Data also excludes some historical diesel usage and refrigerant emissions.

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Welcome

Teleflex
at a Glance

Recycling the
Non-Recyclable

Principles of Ethics& Governance

E-Waste Initiative

At our Exton and Wyomissing facilities
in Pennsylvania, U.S., our team realizedthat we were generating waste from someplastic trays that were not accepted by ourcurrent recyclers. Instead of landfilling any
more trays, the teams began warehousing
the plastic trays with the hope of finding an
industrial recycling facility that would takethem. After contacting various industrial
recycling facilities in the region, they found afacility that was willing to accept the plastic
trays. The program started in January 2022,
and since then we recycled an estimated5,000 pounds of trays.

10%

Corporate Social
Responsibility

In 2022, we put a heavier focus on e-waste
in our corporate offices around the worldand have been able to recycle almost 400
computers and laptops with many hard
drives, servers, and other network equipment.

Target: In 2021, we set operational
goals to reduce our overall waste tolandfill by 10% from 2021-2023.

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Safe Materials and Chemicals

Logistics and Distribution

Teleflex has initiated a European Union Medical
Device Regulation Compliance Program (the “MDR
Program”) to manage compliance to the European
Union Medical Device Regulation 2017/745 (the“MDR”) within the required timelines. The MDR
Program scope includes the following activities
to ensure certification to the MDR:

Our Procurement, Logistics and Customer
Service teams have been examining ways todecarbonize our footprint as it relates to the
movement of our products from manufacturing
to distribution to end point. Through our R&D
teams’ sustainability checklist, we consider
package materials, size, and weight as a way tomove towards decreasing transportation, storage
costs and footprint.

● Assessing and implementing updates needed
to meet MDR “state-of-the-art” requirements● Assessing and implementing updates needed
to ensure devices are designed andmanufactured in such a way to reduce as far
as possible the risks posed by substances orparticles that may be released by the device● Submitting technical documentation files to
notified bodies and responding to anyquestions● Successfully completing quality management
system audits
Every business unit at Teleflex is committed
to achieving MDR compliance and managing
the transition from Medical Device Directive to
Medical Device Regulation with minimal impact
to customers and patients.

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Climate Change
Climate change is one of the largest global issues we are facing,and climate change will continue to become a larger concern for
the world and businesses. We know that climate change is not justan environmental threat but also a threat to human health and is apriority for Teleflex.
Greenhouse Gas Emissions
We have been collecting our scope 1 and 2 GHG emissions data via
our sustainability software solution and have engaged an external
consulting agency to perform a scope 3 scoping exercise andcalculation. Between 2019 and 2022, we have reduced our scope
1 and 2 carbon emissions across our manufacturing locations,distribution sites, and four largest commercial offices by nearly 9%13
notwithstanding an increase of 7.5% in revenue over that same period.

2019

Scope 1 and 2
manufacturing,
distribution, andcommercial offices

2022

Reduced carbon
emissions by nearly9%

Emissions Reduction Targets
In April 2022, Teleflex committed to setting both near-term
reduction and long-term net zero targets in line with the Science
Based Targets Initiative (SBTi) recommended methods. We
submitted our targets for approval with SBTi in April 2023. We
believe the Science-Based Targets framework provides a clearlydefined framework to help us decarbonize our energy supply andsupply chain as well as reduce climate change-related risks.

Climate Strategy
There are a number of ways that Teleflex plans to reduce our carbon
footprint. We are considering different avenues as it relates to clean
energy such as additional on-site renewables, power purchaseagreements (PPAs), and securing energy attribute certificates suchas renewable energy certificates. As part of our commitment to
reducing greenhouse gas emissions, we are taking steps across ourbusiness to reduce the risk from refrigerant gases leaking into theatmosphere. In 2022, across five sites, we have replaced over 30
chiller, refrigerant, and HVAC units. This resulted in the removal ofozone depleting refrigerants (R-22), lowering our global warming
potential risk, and reducing power demand by over 500kW.
We know that since the COVID-19 pandemic, business travel has
been dramatically reduced. However, as countries and borders havere-opened, we will continue to increase our travel as needed. We
know that to provide a high level of customer service to our patientsand customers, there will be some local, regional, and global travel
required. However, we are committed to limiting travel where
possible. Since the pandemic, we have seen that using technology
to meet virtually can be just as productive as in-person meetings.
We continue to improve the measurement of our business travel
and look forward to reporting on these data points in the future.
Our logistics partners will be considering various options formoving to lower carbon transportation options in the future.
Through engagement of our insurer’s engineering resources, amultiyear program has been developed that will lessen extreme
weather and climate impacts to the business. This program has
identified location specific improvements that will benefit Teleflex’s
resilience and lessen potential business impacts.

TELEFLEX 2022 GLOBAL IMPACT REPORT

43

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Climate Risk Management
At Teleflex, we have various ways to both identify and manage
climate-related risks. In 2022, we introduced a CSR section into ourannual enterprise risk assessment, and greenhouse gas emission
reductions was one of the CSR topics that employees and leaders
assessed. Climate-related risks are identified more locally and canbe addressed through Business Continuity Plans (BCPs).
Our Global Supply Chain BCP’s are formal documents and plans
maintained with respect to each of our manufacturing sites thatoutlines the procedures for responding to disruptive incidents
as well as how to continue (or recover) its activities within apredetermined timeframe. The BCPs can take into account climaterelated risks including severe weather and flooding.

Principles of Ethics& Governance

Planet &Environment

Our Global Crisis Management Team (GCMT) provides leadershipand oversight with respect to global crisis management at Teleflex,
which would include any climate-related crisis management
scenario. The GCMT will engage with local site management and/or a local crisis management team as applicable and dependent on
the crisis scenario.
The GCMT is composed of:● Global Crisis Lead – Corporate VP, Strategic Projects● Executive VP and Chief Financial Officer● Corporate VP, Manufacturing and Supply Chain● Corporate VP, General Counsel● Corporate VP and Chief Compliance Officer● Corporate VP, Quality Assurance/Regulatory Affairs● Corporate VP and Chief Human Resources Officer● Corporate VP and Chief Medical Officer● Corporate VP and President, Global Commercial● VP, Global Brand, Digital and Communications

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Climate Change Governance
The Nominating and Governance Committee of the Board of
Directors provides oversight on all ESG and CSR matters including
climate-related risks and opportunities. Previous briefings to theCommittee have included updates based on current CSR programs,
initiatives, and current work. The Committee is also provided withclimate change updates, which includes regular updates on our
climate change reporting process and on our progress in setting
Science-Based Targets. Moving forward, the Committee will review
and provide oversight with respect to our plans for achieving Net
Zero and will continue providing oversight with regard to our plans
to manage climate change risks.
At Teleflex, we have strong climate leadership from the managementlevel and have added greenhouse gas emission reduction into
our organizational risk process. Teleflex manages our CSR
topics and issues including climate change through our CSR
Steering Committee which is made up of senior leaders within
the organization and is chaired by our Corporate Vice President,
Strategic Projects. Through our Planet & Environment pillar, weare setting an ambitious strategy for our CSR program. Climatechange risks and opportunities will be managed under the Planet& Environment pillar of our CSR program which is directly leadand managed by our Sustainability Director with sponsorship andoversight from our Corporate VP, Manufacturing and Supply Chain.
As needed, climate change-related risks and opportunities will be
brought to the CSR Steering Committee for larger discussion.

TELEFLEX 2022 GLOBAL IMPACT REPORT

44

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

EnergyOur Global Headquarters office in Wayne, Pennsylvania, U.S. is a
UL Verified Health Building for Indoor Air, and it is LEED Goldand Energy Star certified.
Electricity
Electricity usage is a key area of focus in reducing our greenhousegas emissions at Teleflex. We are focused on both reducing
unnecessary usage of energy and increasing energy efficiency in
our processes. This commitment is being, and will be, achieved
through numerous projects across the business such as LED
lighting retrofits, motion sensor lighting, high-efficiency HVAC
systems, and better process practices.
Between 2019 and 2022, we reduced absolute electricity usage
across our manufacturing locations, distribution sites, and fourlargest commercial offices by over 7%.13

2019
Absolute
electricity
usage

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Using Ultrasonic Leak Detectors
for Compressed Air System Audits
Reducing Energy
Usage by Going WhiteIn 2022, at our Coventry, Connecticut, U.S. site, we installeda new, white-colored roof with R-30 insulation to help reduce
the extra heat that the building would otherwise absorb with ablack or darker color roof. By making the roof a white color, thesolar reflectance - or albedo - helps to reflect sunlight and heataway from a building, reducing roof temperatures. The EPA
estimates that doing this could reduce roof temperatures by
up to 50–60°F (28–33°C) compared to conventional materials
during peak summer weather.14

We conducted an audit at our Wyomissing, Pennsylvania, U.S. Tech
Center on the compressed air system in 2022. While this facility israther new, we felt it to be important to audit our systems to ensure
maximum efficiency. Through a visual and physical audit, we foundmultiple air leaks and continued the audit with an ultrasonic leakdetector. Over a few weeks, we found over a dozen air leaks intotal. Along with fixing any air leaks that we found with the hosesor quick disconnect fitting, we have also added labels to all valves
to ensure employees are shutting them when not in use. Based on a
before and after pressure test, the air loss was substantially reduced
from 38 PSI lost compared to 1.67 PSI lost over the same 5-minutetime frame. We estimate that just from this one audit, we will see asavings of over 17 MWh annually.

2022

Reduction by over7%

14 https://www.epa.gov/heatislands/using-cool-roofs-reduce-heat-islands#:~:text=Reduced%20energy%20use%3A%20A%20cool,pollution%20and%20greenhouse%20gas%20emissions.

TELEFLEX 2022 GLOBAL IMPACT REPORT

45

Welcome

Energy Management
System in Czech
Republic
In 2022, we installed a state-of-the-art
energy management system (EMS) at our
two Czech Republic manufacturing sites.
Between the two sites, we have installedover 130 measuring points for tracking
electricity, natural gas, and pressure air
flow. The EMS will be used to evaluate
where there are savings opportunities.
Projects under review may include, but
are not limited to, fixing compressed air,installing solar power onsite, continuing
LED lighting retrofits, and changing fromgas boilers to heat pumps.

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Elektroměr hlavní (Main electricity meter)

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Plynoměr hlavní (Main gas meter)

1500

50

3.549,1m3

137,9 MWh 1000

25
500
0

0
1.lis

3.lis

5.lis

7.lis

1.lis

3.lis

Elektřina rok od roku (Electricity year over year)

Plyn rok od roku (Gas year over year)

1000K

50K

2020

2021

2022

Průměr (Average)

500K

0

2019

2020

bře

dub kvé

2021

5.lis

2022

7.lis

Průměr (Average)

25K

led

úno

bře

dub kvé

čer

čvc

srp

zář

řii

lis

pro

0

led

úno

čer

čvc

srp

zář

řii

lis

pro

TELEFLEX 2022 GLOBAL IMPACT REPORT

46

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Renewable Electricity

Natural Gas

We know that renewable energy is a key component in reducing
our carbon emissions. Over recent years, we have invested in solar
photovoltaic (PV) installations at five manufacturing sites globally.
The first set of solar panels were installed in 2015 and since thenwe have installed approximately 5 MW (megawatt) of additional
generating capacity with more planned for 2023. During 2022, we
generated over 6.7 GWh (gigawatt hours) of renewable electricity.
These solar panels help to reduce CO2 emissions by over 3,800 metrictonnes annually.

While much of our energy usage is electricity, we do havesignificant natural gas usage on site as well. We continue to roll out
projects to maximize our natural gas efficiency through productionchanges and investment. Through site investments and as a resultof site consolidation, we saw a reduction in our absolute natural
gas usage across our manufacturing locations, distribution sites,
and four largest commercial offices by over 16% between 2019and 2022.13 We will continue to look at areas for Teleflex to reduce
our natural gas usage moving forward.

2022

Generated over

6.7 GWh

renewable electricity

10%

Reduce CO2
emissions by over

3,800
tonnes annually

2019
Absolute
naturalgas usage

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices2022

Reduction by over16%

Target: In 2021, we set operational goals to reduce
our overall purchased energy by 10% by 2023.

TELEFLEX 2022 GLOBAL IMPACT REPORT

47

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesPeopleExecutive Pillar Sponsor
Cam Hicks - Corporate VP, Chief Human Resource Officer●

Talent Recruitment

49●

Exceptional Employee Experience (E³)

55●

Learning and Development

57●

Benefits

58●

Family Support

58●

Diversity, Equity & Inclusion
at Teleflex

59●

Employee Recognition

68●

Employee Health and Safety

71

TELEFLEX 2022 GLOBAL IMPACT REPORT

48

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

PeopleOur people are at the center of everything we do. It istheir passion that drives our commitment to our patients,
innovation, and our customers. What makes Teleflex a peoplefocused organization goes beyond a mission statement. Our
employees are invaluable, and we would not have seen successas a company without their dedication and hard work. Our
employees trust in us, and we take that responsibility seriously.

Teleflex was named a MedReps.com 2023 Best Places toWork, earning the Number 1 spot for large companies andmaking this the sixth consecutive year the company has beenon the list. MedReps asked medical sales professionals acrossNorth America to rank their most desirable medical devicecompanies and to rate their top choice organizations on
attributes including compensation, innovation, career growth
opportunities, leadership, culture, diversity, equity & inclusion,
reputation and flexibility and remote work options. “It’s great
to be named a Best Place to Work for the sixth consecutive
year,” said Liam Kelly, Chairman, President, and CEO of
Teleflex. “Teleflex’s people are passionate about driving
innovation and serving our customers to help positively
impact the health and quality of people’s lives.”

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Talent Recruitment
Teleflex is an ever-growing organization and, as we hire in our
many departments, teams, and regions around the world, we
put a focus on showing candidates why Teleflex is such a special
place. Careers can go far at Teleflex – challenging work, learningand development opportunities, and talented coworkers all make
Teleflex a great place to build a career.
Glassdoor Ratings15

Overall

4Culture & Values



4

Diversity & Inclusion



4

Work/Life/Balance



4

Senior Management 3.7

Competition & Benefits 3.8

Career Opportunities 3.8

81%

Recommend
to a friend

91%

Approve of CEO

71%

Positive Business
Outlook

15 The Glassdoor ratings reflect the data as of December 2022 and may change in the future.

TELEFLEX 2022 GLOBAL IMPACT REPORT

49

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Recruitment and Onboarding
We have a number of ways in which we recruit new talent as we
look to fill open roles within Teleflex. We utilize various tools,
resources, and avenues to reach potential candidates such as job
posting websites like LinkedIn, Glassdoor, Indeed and MedReps
as well as university job boards, independent recruiters, andinternal referrals. Our recruitment team also attends career fairs atuniversities and colleges that are within close proximity to our sites.

2022

In 2022, we updated the Teleflex LinkedIn Life page toprovide potential candidates with more information about
the Teleflex culture and atmosphere.

Our winning culture

Global reachCore Values

At Teleflex, we are connected through a common sense of
purpose and shared values.

We are a company with global scale that is built on innovation andbrand power.

It is our passionate people and our winning culture that make
Teleflex a great place to work and grow. Driven by our purpose
to improve the health and quality of people’s lives, Teleflex
employees are united in the understanding that what we doevery day makes a difference.

Our employees remain a trusted partner to our healthcare
customers across global, diverse markets. With 15,500 employees
in over 30 countries, we serve over 100,000 customers worldwide
and innovate products across 7 clinical therapy areas.

Our Core Values define our company, shape our corporate
culture, guide our business, and direct the way we interact with
our stakeholders. With people at the center of everything we do,
we are committed to providing our employees with opportunities
for growth, development, and career advancement.
Learn about our Core Values

Join our winning culture

TELEFLEX 2022 GLOBAL IMPACT REPORT

50

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Teleflex has a number of programs for college students, graduate
students, and other early career individuals. While we do not have anenterprise-wide internship program, each country and department
does have specific resourcing needs and will hire interns on aperiodic basis. Our U.S. offices maintains an internship program andhires interns each semester based on specific resourcing needs andexpertise requirements.
In China, Teleflex created a trainee program focused on recruiting
and developing new graduates with strong potential and matchedvalues with Teleflex’s Core Values. The program provides graduateswith three job rotations in 18 months, including sales, marketingand commercial operations. Through the job rotations the trainees
will develop their commercial competencies, including businessacumen, sales techniques, product knowledge, and analytical skills.
Graduates will also have the opportunity to receive mentoring fromsenior leaders to advance their career development.
We are happy to say that in the U.S. we have a large numberof new hires that are sourced from employee referrals. This program
has proven to be very successful in hiring good quality and highly
trusted employees. In 2022, 27% of U.S. hires for externally filledroles came via an employee referral and we provided over $460,000
USD in additional compensation to employees as a referral bonus.
While we are happy about the success of this program, we are also
just as happy about the fact that so many employees are proud
enough of Teleflex to recommend potential qualified candidates tous. We expanded our employee referral program in 2022, such that,beginning in 2023, every Teleflex location around the world has theopportunity to incorporate an employee referral bonus into their
recruitment plan, encouraging the referral of qualified candidates
that meet the criteria of the program.
We are very proud of our world-class recruitment process andpride ourselves on an honest, open, and transparent recruiting,interviewing, and hiring process. Throughout the engagement
process with candidates, we make sure to communicate all
timelines, expectations, and compensation ranges in a clear

Principles of Ethics& Governance

Planet &Environment

Despite this being just my first Co-Op rotation of
three with Teleflex, I already feel like I’m a part of theAnesthesia and Emergency Medicine (AEM) team inregard to both work responsibility and culture.
Everyone has been so welcoming, supportive, andhelpful during my time here so far. The projects I’mworking on and skills I’m gaining have allowed me to
explore my passions and interests beyond theconcepts I’m learning in the classroom.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

My cooperative education experience at Teleflex
as part of the Global Packaging Engineering
Team has been incredible. The projects I haveworked on, knowledge I have gained, and mostimportantly the people I have worked with havemade my time at Teleflex extraordinary.
Baylee West,
Rochester Institute of Technology Class of 2023,
Major: Packaging Engineering

Rachel Williams,
North Carolina State University Class of 2025,
Major: Biomedical and Health Sciences Engineeringmanner. We believe our compensation offering is aligned withcompetitive market pay levels and is in line with our culture andCore Values. We structure our compensation to include a roleappropriate mix of base salary, short-term cash incentives andlong-term incentives. In 2022, we sent out over 340 new hire
surveys to those in the Americas with an 87% response rate and

2022
Over
340 newhires surveys

100%
Satisfactionrate

a 100% satisfaction rate.16 We have tracked these rates for years
and, since 2018, we have had a 97% or higher satisfaction rate.
This indicates that employees who join the organization are happy
with the hiring process and felt that the description, details, andinformation provided about the role was accurate and truthful.

2018
New hiresatisfaction
rate

2022
97%
or higher

16 This data does not include the Interventional Urology business as their surveys are managed and tracked outside of the Core Talent Acquisition team.

TELEFLEX 2022 GLOBAL IMPACT REPORT

51

Welcome

Teleflex
at a Glance

When a new hire joins the organization in the
U.S., our Keep In Touch program is kicked
off. The program is run through our Human
Resources team and provides an avenue for us
to ensure that the new employee is happy andcontent in the new role. HR checks in with theemployee on a 3-6-9-month cycle and, if there
are any reasons for concerns or discontent,
the hope is that we can help to solve the issue
before the employee would decide to leave,
encouraging retention from the start of theircareers at Teleflex.

Cam Hicks, our Chief Human Resources Officer,
makes it a point to call or visit with each of our
new salaried hires in the U.S. regardless of theirlocation or function within the organization.

Corporate Social
Responsibility

Principles of Ethics& Governance3

MonthsPlanet &Environment

People6Months

Prosperity &Sustainable Healthcare

ESG Disclosure
Appendices9

MonthsMilestone mark:Milestone mark:Milestone mark:Onboarding andtraining experience

Feedback, culture,values and support

Expectations, recognition,and retention

New employees are clear of what is expectedof them, feel welcomed by managers/
co-workers, and have been introduced tomission, vision, and values. The majority of
new employees found the training helpful,have the resources to do their job, and would
recommend it as a great place to work.

The majority of new employees receive regularfeedback, feel supported by their manager
and feel that they made the right choice tojoin Teleflex. The majority of employees feel
productive and engaged and have applied the
Culture, Mission, Vision, and Values to theirrole.

The majority of new employees have regularconversations with the manager and are
confident that their efforts will be recognized.
New employees are familiar with their BU
and executive leadership. The majority of
employees are happy they decided to join
Teleflex and would recommend it as a greatplace to work.

TELEFLEX 2022 GLOBAL IMPACT REPORT

52

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Inclusive Recruiting
At Teleflex, we consider it very important to ensure we are searching
and hiring based on an inclusive process. We have worked hardwith our Global DEI Council to come up with an approach to ourrecruiting method that we feel provides our hiring managers with aslate of candidates that reflects the communities in which we workand serve in all aspects including, but not limited to, gender, ethnic
and racial background, age, military status, and disabilities.

Global New Hires

There are various programs or initiatives we have utilized to ensure
we are sourcing from a diverse candidate pool including working
very closely with over one hundred Historically Black Colleges andUniversity (HBCUs) in the U.S., several Veterans and ex-Militaryorganizations, and other local community organizations. We workwith thousands of community organizations such as the Wounded
Warrior Project, National Urban League, Dress for Success, andother labor groups to look for diverse talent. We also often workwith talent agencies to source candidates, and we have worked
with a number of external recruiting firms that help ensure weare recruiting with diverse slates focus on diversity of age, race,
ethnicity, and gender.

Grand Total

2020

2021

2022

Gender#%#%Female

1,512

58.4%

2,305

57.2%

3,304

58.4%

Male

1,075

41.5%

1,727

42.8%

2,345

41.5%

2

0.1%

1

0.0%

5

0.1%

2,589

100.0%

4,033

100.0%

5,654

100.0%

Unknown/Undeclared

Global New Hires
Age Band

2020

#

2021

%

2022

#

%

#

%

#

%

<30

1,375

53.1%

2,143

53.1%

3,271

57.9%

30-39

717

27.7%

1,137

28.2%

1,336

23.6%

40-49

345

13.3%

501

12.4%

706

12.5%

50+

152

5.9%

252

6.3%

341

6.0%

2,589

100.0%

4,033

100.0%

5,654

100.0%

Grand Total

TELEFLEX 2022 GLOBAL IMPACT REPORT

53

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Inclusive Recruiting - Continued
We have made it a top priority to ensure that our job descriptions
are gender neutral in phraseology and we have also begun pilot
testing a masked resume process in which the name or any othergender or racially identifying information are removed. Somethingthat we also will be focusing on is the diversity of our interviewers
throughout the process. In 2022, 80% of our panel-based
interviews included a gender-diverse group of employees.

Global New Hires

2020

2021

2022

RegionR Region egion

#

%

#

%

#

%

Asia-Pacific

645

24.9%

961

23.8%

2,010

35.6%

Europe, Middle East and Africa

120

4.6%

355

8.8%

543

9.6%

Latin America

1,209

46.7%

1,838

45.6%

2,087

36.9%

North America

615

23.8%

879

21.8%

1,014

17.9%

2,589

100.0%

4,033

100.0%

5,654

100.0%

Grand Total

U.S. New Hires
Ethnicity
Ethnicity

2020
#

2021
%

#

2022
%

#

%

American Indian/Alaskan Native

0

0%

1

0.1%

3

0.3%

Asian

72

11.8%

97

10.8%

127

12.6%

Black

155

25.4%

222

24.7%

231

22.9%

Choose not to answer

10

1.7%

13

1.5%

25

2.5%

Hawaiian/Other Pacific Island

2

0.3%

1

0.1%

2

0.2%

Hispanic

41

6.7%

65

7.2%

97

9.6%

Two or More Races

13

2.1%

22

2.4%

22

2.2%

White

317

52.0%

479

53.2%

501

49.7%

Grand Total

610

100.0%

900

100.0%

1008

100.0%TELEFLEX 2022 GLOBAL IMPACT REPORT

54

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Exceptional Employee
Experience (E³)

Global Tenure

We believe it is important to provide a positive interaction between
Teleflex and all employees throughout the entire employee process,from candidate selection to employment and through to becoming
an alumnus of Teleflex. By having a high-touch approach to ouremployee management programs, we have been able to keep
employees at Teleflex longer. As of the end of 2022, we had an
average tenure of 6.8 years for our workforce and 11.2 years forsenior management.17 This really speaks to the culture of Teleflex.

2022

Average tenure

6.8 years

for our workforce

Principles of Ethics& Governance11.2 years
For ourseniormanagement

Workforce

Planet &Environment

People2020

Prosperity &Sustainable Healthcare

2021

ESG Disclosure
Appendices

2022

#

%

#

%

#

%

<1

1,689

12.2%

2,706

18.8%

3,543

22.9%

1-2

3,869

27.8%

2,766

19.2%

2,808

18.2%

3-5

2,963

21.3%

3,328

23.2%

3,349

21.6%

6-11

2,048

14.7%

2,284

15.9%

2,454

15.9%

11-14

1,232

8.9%

1,024

7.1%

1,034

6.7%

15+

2,094

15.1%

2,267

15.8%

2,281

14.7%

Grand Total

13,895100.0%

14,375100%

15,469100.0%

Average Tenure

7.2

Global Tenure

7.1

2020

6.8

2021

2022

Senior Management17

#

%

#

%

#

%

<1

4

4.3%

7

7.2%

4

4.4%

1-2

14

15.0%

7

7.2%

11

12.1%

3-5

8

8.6%

15

15.5%

12

13.2%

6-11

30

32.3%

24

24.7%

21

23.1%

11-14

16

17.2%

20

20.6%

20

22.0%

15+

21

22.6%

24

24.8%

23

25.2%

Grand Total

93100.0%

97

100.0%

91

100.0%

Average Tenure

10.8

10.8

10.8

17 Senior management positions are determined by employee job level (E-level) and generally represent employees at Vice President and above.

TELEFLEX 2022 GLOBAL IMPACT REPORT

55

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Global Workforce Turnover Rate
(Voluntary and Involuntary)
2020

2021

2022

22.6%

28.2%

31.2%

Global Senior Management17(Voluntary and Involuntary)
2020

2021

2022

10.0%

24.2%

15.4%

We know engaged employees are enthusiastic about their work,
find a greater sense of purpose, and ultimately perform better. An
engaged workforce helps build on our existing culture at Teleflex
and plays a key role in delivering our long-term growth strategy
and customer focus. For this reason, we seek to understand theemployee experience more broadly. In 2022, we implemented our
first Global Employee Experience Survey across multiple areas of
the business. The survey was launched to over 6,000 employees,
and we received participation from over 5,000 employees. We are
extremely happy to share that we received an average participation
rate of 83% and a strong employee satisfaction score amongst the2022 surveys. The survey has given employees the opportunity
to voice their concerns and needs. Through the Glint survey
platform, we have the ability to assess our organizational healthand engagement levels to understand our key strengths andEven in a role like mine, that can feel so far
removed from the customer, I can look at thedata and know there is a story beyond thenumbers that involves a person or maybe even afamily. Knowing that I was a piece of making
sure the patient received the care that theyneeded is very fulfilling.
Miles Montanaro,
Sr. Sales Operations Analyst,
Commercial Operations

opportunities. The feedback received has empowered managers
and leadership to understand, discuss, and address feedback
transparently. With this feedback, we’ll be able to take the mostimpactful actions to increase engagement, build stronger teams, andimprove business performance across our global diverse workforce.
The Employee Experience Survey is a crucial step forward inunderstanding our teams and continuing to put people at the centerof everything we do.
One of the key employee engagement and communication toolsthat we have at Teleflex is our internal social networking site

A couple of years ago we had a software glitch in
our CRM system that created delays in shipments
to our customers. I was deeply moved after thinking“What if it was one of my family members whose
surgery got delayed?” When we say we are here to
improve the health and quality of people ‘s lives, it’svery true and we must seriously consider ourpriorities and the impact to the patient.
Jomy Joseph,
Senior Abap Developer,
Global IT

hosted by a leading software provider. This platform allows our
employees to communicate with one another in an informalmanner and share company or department updates. The site
provides a way for our Employee Resource Groups to communicate
about different events or activities going on.
In the event an employee does decide it is time for them to leave
Teleflex and move on to other opportunities, we conduct an exit
interview to understand what the reasons may be for them leaving theorganization. We then analyze the responses and reasons to ensure
we can focus on any key issues or concerns employees may have.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Learning and Development
Learning never stops. As an employer, we believe it is important
to ensure that all of our employees are given ample opportunity
to learn and grow within the company. Employees and managers
are encouraged to meet on a regular basis to check-in and ensurethat each party understands the expectations of one another and towork through any learning opportunities. These check-ins, which
are a global and enterprise-wide process, also provide time for
employees to review progress on their self-identified career anddevelopment objectives (Career Pathway) on a quarterly basis, atminimum. Our managers review the progress the employee has
made on the development plans and provide the necessary supportand resources to enable the strategic growth goals of the individual
and the company.
On-the-job learning is a significant component of our development.
We offer educational and training programs, events, and support
resources to our employees primarily through our Teleflex
Academy and Connect Learning platforms. These platforms
utilize our Core Curriculum programs to provide ample learning
opportunities in each of our regions throughout the calendar
year. The training includes advancing skills in leadership,communications, and business acumen, as well as Teleflex-specifictraining and relevant product training for employees. We also havetraining specific to learning about our Core Values. These learning
opportunities are provided both virtually and in person, as well as
in multiple languages to ensure all regions can utilize these tools.
We have also expanded our digital library for ‘learning on-thego’. Programs within our Core Curriculum and our own Facilitator
Training Course have received valuable external accreditationand certification, which benefits the participants and ensures that
Teleflex continues to operate ‘best-in-class’ learning opportunities.
We are very pleased to announce our latest partnership with LinkedIn
Learning, which will be Teleflex’s newest e-learning resource
available to employees along with the current Connect Learning
platform. LinkedIn Learning allows our employees to access overPrinciples of Ethics& Governance

Planet &Environment

Average number of training hours in 2022
for full-time non-manufacturing employees(via Connect Learning Platform):
By Gender

Female

Male

Other

8.0

7.2

3.8

Senior
By position Management
17

8.6

Manager

Individual
Contributor

Support Staff

10.0

6.8

6.4

16,000 courses covering a wide range of technical, business,
software, and creative topics. LinkedIn Learning is a fantastic
resource for our employees and managers and offers everyone theopportunity to learn at their own pace in multiple languages.
We provide a clear and transparent path towards upward mobility,
leadership growth, and horizontal movement within the organization.
We have a specific leadership training framework for all those inleadership roles as they move through the levels from Team Leader
to Executive. We are happy to share that 24% of open roles in 2022
were filled with internal candidates with many of these being a
promotion in title or role. This not only provides a great opportunity
for current employees, but also allows Teleflex to hire within, reducehiring costs and hire an individual we already know and trust.

16,000LinkedIn
Learning
coursesMove throughthe levels fromTeam Leader
to Executive

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Our “Good to Great Coaching” Program provides 1:1 coaching
to leaders throughout Teleflex while at the same time promoting
a cultural shift towards an environment of self-awareness anddevelopment. Coaching brings focus on the future and on creating
action plans to achieve goals and outcomes. By creating a cultureof coaching we can support the individual and larger team at thesame time by empowering all to be at their best in any situation.
With the addition of 8 new coaches in 2022, we now have 23
certified International Coaching Federation (ICF) coaches acrossthe organization, allowing us to expand this opportunity to more
employees who embrace the Core Values of Teleflex.
Our Mentoring Program is also another way to develop and foster
talent. The Mentor, the person who shares knowledge, experience,
and wisdom, and the Mentee, the person who is ready and willing
to benefit from this exchange, establish a formal supportive
learning relationship for the purpose of enriching the Mentee’s
professional journey. Our mentoring program focuses on helping
employees manage five key aspects of professional development:
skills development, problem solving, goal setting, career planning,
and networking. Our program is set up to be a 6-12 monthengagement in which the Mentee and Mentor meet at minimum
once a month and set up clear action plans for addressing key
development areas. In 2021, as part of our pilot launch, we had
a total of 19 pairs in the global program. This year, we haveexperienced an increase in the number of mentors (35 - up by84%) and mentees (38 - up by 100%) as compared to the previous
year. We will continue to develop more employees and drive moreengagement globally to further support employees’ development
and living our Core Values by putting people at the center.

2022
24%

Were filledwith internal
candidates

Open roles

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

In 2023, we will be adding new software to improve our Global
Coaching and Mentoring program experience and effectiveness.
This software is a new support structure and platform that will
facilitate the organization, management and measurement ofeffective mentoring and coaching programs. It will allow us tobetter facilitate the matching process, schedule sessions and trackprogress, resulting in an enhanced learning and user experience of
our employees and reducing potential restrictions while satisfying
our requirements. It will also provide analytics that will benefit our
talent development efforts in the long run.
We encourage and support employees who decide to go back to schoolor enhance their current skillset with external education. We offer fulltime U.S. employees financial assistance through reimbursement offees for tuition, laboratory, registration, and other mandatory fees andexpenses for courses and programs that expand or continue education
related to an employee’s role. Where available, our regions have avariety of programs with local rules and criteria that apply.

Benefits
Teleflex prides itself on offering comprehensive and competitive
benefits packages to ensure we are taking care of our employees,
not just from a compensation standpoint but also on a personallevel. By making benefits a key focus for our employees, we areable to attract and retain top talent in an “employee’s market.”# of U.S. Employees that Used Paid
Parental Leave in 202218

Principles of Ethics& Governance

Planet &Environment

We offer our employees health and dental benefits, as well as
retirement plans. Each region and country also have specificpolicies addressing paid time off, flexible work arrangements,
employee assistance, parental leave, and family benefits, among
others. While the COVID-19 pandemic may have entered a newphase, it is still a large concern for many people. We continue tooffer a telemedicine benefit for our U.S. employees. This benefit
not only can help increase employee safety but also reduce theoverall cost of the medical appointment. Each region and country
have specific benefits and policies that are developed based on theirapplicable rules. You can learn more about our U.S. benefits here.

Up to

6

98%

weeks of paid
family leavein the U.S.

U.S. Employees whotake parental leave
return to work

Starting in 2023, Teleflex will provide our full-time U.S. employeeswith the ability to be reimbursed for reasonable travel expenses for
specialized services, such as bariatric surgery, organ transplants
and abortions, if those services are not available in their local
community or region. Recent developments in the U.S. haveunderscored the importance of efforts - including by Teleflex, bothfor our employees and our customers - to ensure equitable accessto healthcare, across the spectrum of critical services.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Family Support
By putting our employees at the center of everything we do that
also means that we put their families at the center as well. For
many, creating and growing a family is one of the most significant
milestones in one’s life, and we want to ensure that we support
that milestone as much as we can. Our Family Friendly Benefits
Program for our full-time employees in the U.S. includes ourParental Leave Policy, which offers all parents up to six weeks ofpaid time off following the birth of a child. We also provide up
to six additional weeks of unpaid parental leave for the birthing
and non-birthing parents. For those families that have adopted
children, we also provide the same level of leave. We are happy toshare that in the U.S., 98% of employees who take parental leave
return to work. For those that are adopting, we provide an adoption
reimbursement program for up to two adoptions per employee.
Globally, we provide parental leave in accordance with all local
regulations and based on regional differences.
Teleflex also provides support for growing families who may needsome additional medical support. We offer an additional level ofbenefits through our partner, Progyny. Progyny offers specialized
resources and financial support for those seeking fertility
treatments such as intrauterine insemination (IUI) and in-vitro
fertilization (IVF).

Unpaid Parental
Leave Used19

Returned to Work

% Returned to Work
After Leave

U.S. Employees Eligible for
Parental Leave in 2022

Male

48

14

47

98%

2,014

Female

36

28

35

97%

1,686

Other

-

-

-

-

7

Total

84

42

82

98%

3,707

18 Includes parental leave that was initiated in 2022.
19 Unpaid parental leave is used after paid parental leave is exhausted.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Diversity, Equity & Inclusion
at Teleflex
At Teleflex, our Core Values define our company; shaping ourculture, guiding our business practices, and directing the way
we interact with our stakeholders. Rooted in our Core Values,
Diversity, Equity & Inclusion (DEI) plays an essential role in how we
fulfil our purpose of improving the health and quality of people’s
lives – and this doesn’t stop with our products.
We recognize and value the role Teleflex plays in innovating for
better patient outcomes and access. As a result, we remain focusedon cultivating a workforce that reflects the communities in which
we work and serve, drawing on the perspectives, experiences,and entrepreneurial spirit of Teleflex employees to inform all ourbusiness activities.

Principles of Ethics& Governance

Planet &Environment

In 2022, Teleflex was evaluated by the Human Rights Campaign’s
Corporate Equality Index, a national benchmarking tool on corporate
policies, practices and benefits pertinent to lesbian, gay, bisexual,
transgender and queer employees. This initiative was supported
by our PRISM ERG, focused on LGBTQ+ in the U.S. and marked
our first submission of this kind. The Corporate Equality Index
focuses on key criteria of workforce protections, inclusive benefits,
supporting an inclusive culture and corporate social responsibility
and responsible citizenship. Receiving a score of 90 out of a possible
100, this benchmark represents one of the many ways in which
Teleflex is committed to advancing DEI across our organization.

Teleflex Global DEI Objectives:
1. Ensure Teleflex Core Values are lived throughout thecompany… every day, at every level.

As a global provider of medical technologies, our people,
customers, patients, and shareholders look to us as leadersin advancing sustainable healthcare. Through embedding theprinciples of DEI into our activities, decisions, governance,
innovations, and culture, we contribute to the achievement ofaccessible, equitable and sustainable healthcare solutions for all.

2. By indicator of diversity, the percentage of Teleflex

Informed by our Global DEI objectives, in 2022 we focused ourefforts on supporting and delivering key strategic projects inTeleflex that built on our progress to date, to support the sustained
growth of DEI awareness and engagement in our organization.

4. Ensure the rich, diversity of Teleflex talent is valued andemployees by employment category will reflect the talentmarket(s) in which we work and compete.

3. We believe in equal pay for equal work. Teleflex is committed
to fair and equitable compensation, taking into consideration
the elements that appropriately influence pay (e.g. experience,
geographic location, and individual performance).

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesDiversity, Equity & Inclusion is a journey
for everyone at Teleflex, at every level of thebusiness. We need to be open and honest,
brave, and at times, venture outside of our
comfort zone as we work to build a cultureof inclusion that empowers our people to reach
their full potential. We will continue to celebrate
our commonalities and our differences.
A sense of belonging is what ties diversity,
equity & inclusion together. We are
better together!
Shanté Demary,
Global DEI Co-Chair,
Regional Council Chair
U.S. and Canada

intentionally woven into the fabric of how we make decisions
and operate as a company.

TELEFLEX 2022 GLOBAL IMPACT REPORT

59

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility“This ranking is a true benchmark in how
far we have come as an organization interms of diversity, equity & inclusion, and a
representation of how people are at the centerof everything we do at Teleflex,”“Particularly, since this was our first year toparticipate in this ranking, it is encouraging
to have this external validation of the great
progress we have made. We are proud to havea diverse workforce and remain committed to
LGBTQ+ equality and inclusion.”
Cam Hicks
Corporate Vice President andChief Human Resources Officer

2022
Human
RightsCampaign

Score of90

Corporate
Equality
Index

Principles of Ethics& Governance

Planet &Environment

Engagement on DEI
We want to ensure that our employees hear from us about ourprogress and all the resources available to them. We do this invarious ways including through our quarterly Diversity, Equity &Inclusion Newsletter, our internal social networking sites, and bydisseminating information through senior leaders and managers
to their employees. In each edition of our DEI newsletter, we shareglobal DEI updates as well as news and stories from each region,
giving thoughtful insight into the many different cultures within
our organization.
In 2022, we implemented a deep dive into the employee
experience of DEI at Teleflex. In partnership with The Humphrey
Group, we conducted over 20 in-depth interviews with influential
and key leaders throughout the organization. These leaders were
given the opportunity to share their experiences, confidentially. In
addition, the Humphrey Group facilitated employee focus groups
across the company to enable robust feedback. We also sent out
an anonymous DEI survey to about 500 employees across thebusiness. The interviews, focus groups, and survey results wereused to review trends, sentiments and suggestions for next steps in
our DEI journey.
In 2022, our South Africa Team created “The Blue Room,” which is an
opportunity for employees to share elements of their culture with theirpeers. It has served as a great way to acknowledge all the different
cultures and backgrounds in such a diverse country, and it creates agreat forum for education and encourages inclusivity and belonging.
Employee Resource Groups (ERGs)
We know and have seen firsthand that having Employee Resource
Groups (ERG) is an effective way to help all employees feel agenuine sense of equity and belonging. These voluntary, employeeled groups, which were created in 2016, foster a diverse andinclusive culture and environment while improving employee
engagement. As we continue to learn and grow in this space, we

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendicesunderstand that being aligned with our Core Values and businessobjectives, we will influence processes like career development,
recruiting and retention.
● Women Inspiring Learning and Leadership (WILL)● African American Professionals Network (AAPN)● PRISM (LGTBQ+)● OXYGEN for Emerging Professionals● Working Parents Network● Veteran’s ERG (VERG)
Based on need and interest, we are proud to have expanded
our Employee Resource Groups globally; supporting roughly
2,000 members, which equates to approximately 15% of ourworkforce. Spreading awareness, promoting allyship and creating
inclusive work environments is important. Diversity of thought andperspective improves problem solving and increases creativity.
We will hold space for professional development and networking
opportunities. Education and communication will remain a priority
as we build a happier and healthier work culture. In 2022, our
ERGs coordinated a range of impactful activities for their members,
communities, teams and colleagues around the world that focusedon initiatives such as supporting working parents and caregivers,
coordinating mentorship and development opportunities,
promoting cultural awareness and understanding, and connecting
employees with shared experiences, interests or backgrounds.
Below are a few examples of those activities:● Our U.S. Working Parents Network hosted a Teleflex Easter
Egg Hunt in our Morrisville, NC office for employees and theirfamilies. Everyone could enjoy hunting for colored eggs,
winning raffle prizes and getting pictures while visiting our own
Teleflex Easter Bunny.
● Our EMEA Working Parents & Caregivers ERG planned various
interactive meetings and events, in 2022, ranging from financial
planning, menopause awareness, work life balance, and manyother topics.

TELEFLEX 2022 GLOBAL IMPACT REPORT

60

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices● The OXYGEN for Emerging Professionals ERG hosted a talk on“Knowing Your Audience” and focused on tips and tricks for
successful presentations for all types of audiences.
● For Black History Month, the AAPN ERG hosted a presentationand open discussion focused on “The Effects of Black
Stereotyping” and they also held “Reflection Fridays” allthroughout February, which allowed AAPN members to reflect
for 15 minutes as a group to honor Black History, trailblazers,
and milestones.
● For Pride Month, our PRISM ERG produced a video interview
with two Teleflex employees and the VP of Program Design at
The Humphrey Group. This interview consisted of discussions
around misperceptions faced by the LGBTQ+ community, how
to celebrate Pride Month as an ally, and to share their personal
stories related to Pride.
● During their June meeting, the Veteran’s ERG had aconversation about how to utilize Special Operations Forces
skills, learnings, and mindsets and apply them to the civilian
community and world.
● Throughout Women’s History Month, the WILL ERG hosted“Ladies Who Lunch” events every Wednesday to network. Eachlunch offered a different discussion topic ranging from
historical women that have inspired us to women in our
personal lives that have inspired us.
● Elevate – Women in Leadership (EMEA) ERG worked with Esker
House in 2022, a local Irish charity. This charity is dedicated toworking with women and their families who are the victims ofdomestic violence. Teleflex fundraised thousands of euros forthe organization and hosted Deirdre Berry, the manager ofEsker House, to educate employees on signs of domestic
violence and how they can support others.

TELEFLEX 2022 GLOBAL IMPACT REPORT

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Interview with Sunny Sohal, EMEA Regional DEI Council Lead
Tell us about yourself and your role at Teleflex? How did you
get involved in DEI with the company?
I joined Teleflex in the Summer of 2019 as an Account Manager
for Airway and Anesthesia and have since been promoted to
Product Specialist for Anesthesia in the UK.
My background in Marketing strategy, and my eagerness toutilize more of my Marketing experience within Teleflex, hashelped me to create a support structure around my sales teamthrough strategic, targeted, and succinct messaging and I
believe this is key to commercial success. I also look to amplify
an inclusive culture. In my experience a positive and nourishingculture helps people thrive. When researching Teleflex in myrecruitment process, it was the Core Values, JOIN and thepeople-centric focus that attracted me to the role.
People often comment that it was unfortunate to start right before
COVID; however, I believe having the view and experience ofTeleflex before, during and amidst the recovery stages gives
me great understanding of the aptitude and adaptability of theorganization. It helped strengthen new relationships, in a time thatwas profoundly challenging, particularly for healthcare workers.
The moment I heard Liam Kelly talk about Diversity, Equity &Inclusion at a Townhall back in June 2020, I knew I wanted to bea part of the DEI journey and I haven’t looked back since. Whenthe EMEA DEI Council was formed in November 2020, I joined
as a Council Member. Earlier this year, I became the Chair of the
EMEA Council and a member of the Global DEI Council. Diversity,
Equity & Inclusion is a passion project for me and working for an
organization that is dedicated to its people is a blessing.

Why do you feel involvement in DEI is so important?
The importance of people and equity was instilled in me by myparents and its impact has ensured that creating safe spaces andpositive environments, where I can, is always a priority. I am aqualified youth worker and have been involved in community
work from a very young age. I have experienced environments
where inclusivity is not a priority and I have seen how it canerode an organization starting with the culture and people.
Everyone in Teleflex has the ability to make a positive impact.
We can take responsibility and ownership of the environments
we create and the impact of that environment on others. Whenan inclusive environment is thriving, it gives each employee theopportunity to put aside any barriers they may face outside ofwork and feel fully seen and appreciated in the workplace.
DEI also encourages diversity of thoughts, ideas, and ways ofworking. No one feels the pressure of fitting in or going along with thestatus quo, as this mindset has been proven to hinder organizational
success. Allies and advocates are so important in this space. The
word privilege is often incorrectly used and now has too many
connotations. However, it is important to understand where yourvoice is better received and where you are more easily seen whenothers are not. Look around, what seems unfair? Once you notice,amplify, become an ally. Use your influence in areas where otherpeople have none to help create a thriving and inclusive environment.
How does the EMEA DEI Council bring the principles of DEI
into their work at Teleflex?
Working on projects with the Global DEI Council and the EMEA
Regional Council has been an incredible experience. It really is a
privilege to be able to share this passion with so many people

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Sunny Sohal
EMEA Regional DEI Council Leadin Teleflex. We build on the strategy that comes from our Global
DEI Council, and by promoting inclusivity and diversity ofthought, we make it real with our employees across EMEA. We
have so many wonderful examples across the entire region.
The EMEA Council recently introduced an Open Forum section to ourmonthly meetings. This gives the EMEA Council a dedicated space todiscuss areas of opportunities and continuously identify further needs,
in addition to carrying out our current objectives. Our Q3 Newsletter
explored inclusive meeting etiquette to ensure that how we planand prepare for our meetings is as inclusive as possible.
We, as a council, have discussed the importance of sharing stories,
as stories are so powerful. At our recent meeting, members reflectedon how the Inclusive Leadership Program and their Council role has
empowered them to speak up and call people in situations where
they may not have previously had the confidence to do so.
Our South Africa Team has recently introduced the “Blue Room,”which dedicates time for employees to share stories about theirculture; our Iberia team has recently launched an Equity Plan that
ensures their structures remain equitable; and our Ireland team has
been doing fantastic work raising awareness about gender-based
domestic violence.
These are all great examples of how the EMEA Council, and its
stakeholders, are bringing the principles of DEI into their work at Teleflex.

TELEFLEX 2022 GLOBAL IMPACT REPORT

62

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

DEI Metrics
At the end of 2022, 59% of our global workforce was female andover 36% of our U.S. workforce were non-white. At the end of 2022,
over 25% of our members of senior management were women, andthe average age of our senior management team was 51.17 While weare very proud of our overall company diversity, we continue to lookfor ways to further enhance and improve our diversity.

2022

Global Gender
Workforce
Workforce

2021

2022

#

%

#

%

#

%

Female

8,147

58.6%

8,501

59.1%

9,089

58.8%

Male

5,728

41.2%

5,859

40.8%

6,372

41.2%

Other

20

0.2%

15

0.1%

8

0.0%

13,895100.0%

14,375100.0%

15,469100.0%

Approximately

Grand Total

Global workforce
was female

Global Gender

59%

2020

2020

2021

2022

SeniorManagement17
Workforce

#

%

#

%

#

%

Female

21

22.6%

22

22.7%

23

25.3%

Male

72

77.4%

75

77.3%

68

74.7%

Grand Total

93100.0%

97

100.0%

91

100.0%

Region

2020

2021

2022

Workforce
Workforce

#

%

#

%

Asia-Pacific

3,493

25.1%

3,633

25.3%

4,458

28.8%

Europe, Middle East and Africa

2,766

19.9%

3,037

21.1%

3,126

20.2%

Latin America

3,734

26.9%

3,947

27.5%

4,042

26.1%

North America

3,902

28.1%

3,758

26.1%

3,843

24.9%

Grand Total

13,895100.0%

14,375100.0%

15,469100.0%#%TELEFLEX 2022 GLOBAL IMPACT REPORT

63

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

over

2022

36%

U.S. workforce
were non-white

Region

2020

2021

2022

SeniorManagement17
Workforce

#

%

#

%

#

%

Asia-Pacific

4

4.3%

4

4.1%

3

3.3%

Europe, Middle East and Africa

20

21.5%

21

21.7%

17

18.7%

North America

69

74.2%

72

74.2%

71

78.0%

Grand Total

93100.0%

97

100.0%

91

100.0%

U.S. Ethnicity

2020

2021

2022

Workforce
Workforce

#

%

#

%

#

%

American Indian/Alaskan Native

16

0.4%

15

0.4%

16

0.4%

Asian

559

14.5%

502

13.5%

514

13.5%

Black

504

13.0%

484

13.0%

462

12.1%

Choose not to answer/Other

65

1.7%

56

1.5%

60

1.6%

Hawaiian/Other Pacific Island

9

0.2%

6

0.2%

8

0.2%

Hispanic

274

7.1%

273

7.3%

315

8.3%

Two or More Races

75

1.9%

77

2.1%

75

2.0%

White

2,368

61.2%

2,311

62.0%

2,356

61.9%

Grand Total

3,870

100.0%

3,724

100.0%

3,806

100.0%TELEFLEX 2022 GLOBAL IMPACT REPORT

64

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

over

2022

25%

or our members ofsenior management
were women

U.S. Ethnicity

2020

2021

2022

SeniorManagement17
Workforce

#

%

#

%

#

%

American Indian/Alaskan Native

1

1.4%

1

1.4%

1

1.4%

Asian

5

7.2%

3

4.1%

3

4.2%

Choose not to answer

0

0.0%

1

1.4%

1

1.4%

Hispanic

2

2.9%

2

2.8%

2

2.8%

Two or More Races

1

1.5%

1

1.4%

1

1.4%

White

60

87.0%

64

88.9%

63

88.8%

Grand Total

69

100.0%

72

100.0%

71

100.0%

Global Terminations

2020

2021

2022

GenderGender

#

%

#

%

#

%

Undeclared/Unknown

2

0.1%

6

0.2%

1

0.0%

Female

1,905

59.6%

2,363

57.9%

2,878

59.7%

Male

1,288

40.3%

1,709

41.9%

1,945

40.3%

Grand Total

3,195

100.0%

4,078

100.0%

4,824

100.0%

Global Terminations
Age
Band
Gender

2020
#

2021
%

#

2022
%

#

%

<30

1,277

40.0%

1,760

43.2%

2,253

46.7%

30-39

1,009

31.6%

1,132

27.8%

1,192

24.7%

40-49

475

14.8%

659

16.1%

698

14.5%

50+

434

13.6%

527

12.9%

681

14.1%

3,195

100.0%

4,078

100.0%

4,824

100.0%

Grand Total

TELEFLEX 2022 GLOBAL IMPACT REPORT

65

Welcome

2022

Teleflex
at a Glance51

Corporate Social
Responsibility

average ageof our senior
management teamPrinciples of Ethics& Governance

Global Age

Planet &Environment

People2020

Age
Age Band
Band

#

<30

Prosperity &Sustainable Healthcare

2021

ESG Disclosure
Appendices

2022

%

#

%

#

%

3,242

23.3%

3,509

24.4%

4,080

26.4%

30-39

3,796

27.3%

3,943

27.4%

4,203

27.1%

40-49

3,789

27.3%

3,792

26.4%

3,909

25.3%

50+

3,068

22.1%

3,131

21.8%

3,277

21.2%

Grand Total

13,895100.0%

14,375100.0%

15,469100.0%

Average Age

40.3

40.0

2020

Senior Management17

39.4

2021

2022

Age
Band
Gender

#

%

#

%

#

%

30-39

5

5.4%

8

8.3%

3

3.3%

40-49

32

34.4%

38

39.2%

35

38.5%

50+

56

60.2%

51

52.5%

53

58.2%

Grand Total

93100.0%

97

100.0%

91

100.0%

Average Age

51.3

50.3

51.2

TELEFLEX 2022 GLOBAL IMPACT REPORT

66

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

DEI GovernanceInclusive Leadership Training

To manage and improve our diversity at Teleflex, we formed
our Global DEI Council. The council’s mission is “to provide
oversight, counsel and visibility to the importance, initiatives andprogress related to Diversity, Equity & Inclusion in Teleflex.” The
Global DEI council is co-chaired by our CEO, Liam Kelly, and our
U.S./Canada Regional Chair, Shanté Demary, and is made up ofvarious functional leaders within the organization. We then have 4
Regional DEI Councils, which are led by respective regional leadersfrom the Global DEI Council. With over 97 members from aroundthe world, our Regional DEI Councils in APAC, EMEA, LATAM
and the U.S. and Canada are representative of employees from alllevels, functions, and regions of Teleflex, acting as a hub of activity
to promote the importance of DEI in Teleflex within their region.
Our Regional DEI Councils are essential to the success of DEI in
Teleflex, providing our employees with opportunities to participate
and engage with the promotion of DEI in Teleflex.

We previously partnered with The Humphrey Group, a leading
communication and training firm who are experts in the DEI space,to help develop and implement our Global Inclusive Leadershipprogram with our senior management. We know that inclusivity
does not stop at the top, and we wanted to hear from employees
in every part of the organization and from every level. We initiallylaunched the program in 2020 and have since expanded theimplementation of our Inclusive Leadership Program to include
all managers globally. We have also created our Inclusive Mindset
program for all our non-manager employees, and we added an
Unconscious Bias educational video to our Learning Management
System (Connect Learning Platform).
The main objectives of these inclusive programs are supporting
our people to:● Understand the current landscape of DEI● Gain insight into current debates within the discourse

CEO, Chairman, andPresident (Co-Chair)● Clearly articulate each individual’s position on DEI● Understand each individual’s role in creating the inclusivity
they want

US/CA Regional
Lead (Co-Chair)● Learn the tactics of inclusive communication● Become comfortable using common and less common DEI terms

LATAM Lead

APAC Lead

EMEA LeadPay Equity Analysis
We know that the level of diversity in our workforce and senior
management is not the only measurement of DEI. Pay equity is a
key component of our DEI strategy and in 2021 we conducted a pay
equity analysis amongst our workforce. The goal of this analysis
was to determine if, as an organization, we have any systemic
bias with respect to gender and ethnicity in our compensation
programs. We completed a gender pay equity analysis globally,
however, due to data and privacy legislation, we were only able

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendicesto conduct ethnicity analysis in the U.S. We worked with external
advisors to conduct the analysis to ensure independence and factors
such as role similarity, experience level, education, performance,
and tenure were all considered. We are proud to report that nosystemic gender or ethnicity bias in our compensation programs
was identified. We plan to conduct this type of analysis on a regularbasis to ensure we continue to compensate our employees equallybased on their skills, experience, and performance only and plan to
do another analysis in 2023.
DEI Strategy for 2023 and Beyond
Since the establishment of our Global and Regional DEI Councils
in 2020, support for DEI has continued to grow with an increasing
number of employees participating in events, workshops, andactivities across the business. The role that DEI plays in advancing
our culture and growing employee engagement is vital to thecontinued success of our organization. As a result, Teleflex
identified the need to determine a strategic direction for DEI and,in consultation with our DEI Councils and employees, we defineda Global DEI Strategy for Teleflex that will launch in 2023. To
develop this strategy we conducted leadership interviews, many
focus groups, hundreds of surveys, and several workshops.
This Global DEI Strategy focuses on three key pillars ofCommunication, Education and Employee Resource Groups (ERGs)
and seeks to bring a consistent approach to how we embed theprinciples of DEI in our communications, provide our employeeswith opportunities to learn and engage with DEI and how wesupport the growth of our ERGs across the business.
In addition, in 2023 our Global DEI Strategy will be supported by
the development and launch of a DEI Playbook that will support
Teleflex employees in understanding the governance, engagement,
communication, education, and applications for DEI in Teleflex andhow through DEI, we can all drive meaningful change across theorganization.

TELEFLEX 2022 GLOBAL IMPACT REPORT

67

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Employee Recognition

Principles of Ethics& Governance

Planet &Environment

C.A.R.E. Principles

It is important employees are recognized for their achievements,
dedication, innovation, and integrity. While we encourage allof our leaders and managers to regularly reward achievements
and celebrate milestones with their employees, we also have a
few formalized programs and awards that help to elevate theseachievements on a company wide level.

● Connect Personally – taking the time to understand whatcustomers and colleagues value and their definition of
success.
● Anticipate Needs – staying ahead of the curve and always
thinking about where things go next to deliver exceptional
experiences.

Smiles Program● Resolve Quickly – committing to timely replies toquestions and concerns and making people feel heard.

In 2022, we launched our Teleflex Smiles Program, which provides
individual employees the opportunities to offer recognition topeers for outstanding effort in relation to our C.A.R.E. Principles
and Teleflex Core Values. The goal of the Smiles program is tocelebrate employee contributions while increasing recognitionof customer-centric behavior consistent with our Core Values
to ultimately improve Teleflex’s ability to provide a world-classcustomer experience. The program is rather simple: employees cangive teammates ‘Smiles’ or nominations which translate into points
that can be accumulated and redeemed for either Teleflex swag
such as bags or jackets or donated to a charitable organization.
Over the course of only nine months in 2022, almost 10,000
employees sent over 17,000 fellow colleagues more than 75,000
Smiles (376 Smiles daily) across 64 locations. The program waslaunched in the U.S. and in Canada and has since been rolled out
in EMEA and Latin America with APAC locations to be added in
2023. The Smiles Program was created in response to feedback
received via U.S. employee engagement surveys.

● Exceed Expectations – making efforts to surprise and delightwith every interaction to earn people’s trust and loyalty.

2022

AwardsTeleflex honors employees throughout the organization throughvarious awards, which focus on different achievements or criteria.
Teleflex also grants global, regional, and business unit awards
based on varying criteria such as sales goals or exceeding
employee expectations.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Impact Award
The purpose of this award is to reward outstanding contributions
that have a significant impact on the business. The award ismeant to recognize full-time or part-time employees that havedemonstrated a specific achievement above and beyond therequirements and expectations for their position and have achieved
outstanding results, while having modeled and demonstrated
behaviors in line with the Teleflex Core Values. While peers canrecommend the nomination of an employee, all nominations are
submitted by managers.
C.A.R.E. Award
The C.A.R.E. award rewards full or part-time U.S. and Canadian
employees who have provided exceptional customer experiences
through the demonstration of the C.A.R.E. Principles. For thisaward, peers can submit the nomination form directly to thenominee’s manager for official approval before being submitted.
Teleflex Chairman’s Award
The most prestigious and sought-after award is the Teleflex
Chairman’s Award. This award recognizes employees who makea significant business impact while exemplifying Teleflex’s Core
Values. All full and part-time employees and teams globally are
eligible, and nominations can be submitted by anyone throughout
the organization. The finalists are determined by a global Award
Committee and the winner is then ultimately selected by theTeleflex Chairman.

>75,000
SmilesTELEFLEX 2022 GLOBAL IMPACT REPORT

68

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesContents
The winners of the 2022 Teleflex Chairman’s Award were:
Individual Winner

Jordan Pressley
While designing a new needle size for the EZIO
product line, Jordan learned of an initiative
regarding needle packaging already in process.
To improve the overall product usability,
Jordan integrated in the initiative within his
design scope. Using a manual process, Jordan
conducted a product analysis and isolated
potential variability issues. Based on this, Jordan
designed a new manufacturing and assembly
line, that enabled the team to maintain theprocess and ensure a seamless design transfer.

Individual Winner

Erin Hill
Beyond performing her sales responsibilities,
Erin voluntarily worked with clinical and legal
functions to develop training material, enhance
product training models, and provide expertiseto help business units perform at a higher
level. At the company’s request, Erin prepareda critical presentation, planned five hands-on
product demo workstations, and shared her
clinical knowledge with key customers. Her
expertise earned Teleflex approved access to
support cases and afforded the company greater
access to these customers.

Individual Winner

Marcos Morales
Already facing industry-wide raw material
shortages, a Teleflex packaging facility waspresented with significant new challenges,
including a constraint for a specific film used
across its production. To ensure uninterrupted
production, Marcos identified alternative
materials, provided required information to
R&D, and coordinated process validation for
the forming and sealing parameters using thealternative film. This was completed in less than
two weeks, allowing the facility to maintain
operations and meet customer demands.

Team award

Kulim Capacity Ramp-up
Task ForceTeam members: Ameer Najwan bin Mohd
Shafiee, Nasyitah binti Sulaiman, Muhamad
Shauwal bin Shariff, Zulhusni bin Saad,
Muhamad Hanif bin Samsudin, Patmanathan
a/l Karthigesan, Suhaila bt Ahmad,
Muneswaren A/L Gandhi, Quah Eng Hong,
Sharifah Shafini Tungku Syed Petra.
The Kulim site team was informed they had eightmonths to prepare for a substantial increase inannual production volume of Silicone products.
A task force was established and quickly
conducted a capacity gap analysis, considering
critical factors such as cleanroom space,technology changes, supply chain lead times,
and workforce requirements and training. As aresult of their efforts, the Kulim site met the newcapacity requirements ahead of schedule withzero quality and safety issues.

TELEFLEX 2022 GLOBAL IMPACT REPORT

69

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Contents
Star Stories

Principles of Ethics& Governance

Planet &Environment

Peoplehighlight the impact of our people and our products across business
units, departments, and functions. This new process was created in- Auditing
and Monitoring:
response
to employee
feedback requesting more visibility into the great
Understandinghow
our
Policies
and Training
Working
Practicethings happening across thedifferentgroupsarewithintheinlarger
Global 30- Reportingand Investigations:
Encouraging
a Speak-Up
CultureCommercialorganization.
Any employee
canshare a Star
Story via a 30

Starthis
Stories
is a new program launched in 2022 to celebrate the power
About
Report3of the Teleflex
team. Teleflex
Star Stories
are designed to recognize andInformation
Concerning
Forward-Looking
Statements
3celebrate
CEO
Messagethe contributions of our Global Commercial workforce and 4

Prosperity &Sustainable Healthcare

ESG Disclosure
Appendicessubmission form and these stories may be shared internally to celebrate
the impact of our employees based on a number of different areas:
Resource
Groups
impact- Employee
of Teleflex
products
on patient care, employees demonstrating 42
42
CoreEmployee
Values, Recognition
examples of CX excellence, impact of JOIN activities, orEmployee
Healthand Safety: Our Zero Harm Vision for our People
45
Diversity,
Equity& Inclusion.

CSR Chair Message

5

Annual Teleflex Enterprise Risk Assessment30- Occupational Health and Safety Management46

Teleflex at a Glance

6

Sales and Marketing Practices

31- Identifying and Managing Hazards

47

Our
ProductsMold Tool Supply
Injection

10

Our Impact

STAR: Matt Carnovale, Staff Injection
MoldingEngineer
Product
Development

13

Portfolio Optimization

14

Our
Supply Chain
Situation:
Matt Carnovale, Staff Injection Molding Engineer,

15

14- Global Procurement
identified
a single source challenge with the design and build of 15- Manufacturing
Injection
Mold tools after the working relationship with the single15- Distribution
and Logistics
supplier
had becomestrained. Injection mold tools are used to 15- Commercial
Organization
and Customers
makecritical plastic
components
used in many Teleflex products. 15
There wasalso
no assigned Commodity Manager, so the issue was
Corporate
SocialResponsibility
17
not receiving
the visibility needed to appropriately prioritize.
Stakeholder
Engagement
19
Continued Support for Employees through the COVID-19 Pandemic

21

Principles
Ethicsand Governancestrategyoffor
injection
mold tools to help address internal process

23

Task: Matt determined they needed a new multi-source supply

Corporate
Governanceimprovement
opportunities and ensure reliable, quality supply to 23- Boardof Directors
meetdemandand facilitate transfer project timelines.
- Executive Compensation

23
24

Actions: With help from a few others along the way, Matt
Participating in Public Policy
25
identified and assessed more than a dozen suppliers to determine
Industry Groups and Trade Associations
25
the value-based leaders, as well as identify those suppliers who
Driving a Culture of Compliance: Integrity in All We Do
27
could support the less complex, quick turnaround requests. He- The Teleflex Promise: Our Global Code of Ethics
27
created an RFQ workbook to communicate project needs such that
- Policies and Procedures:a Framework
Success
apples-to-apples
quotesProviding
would bereceived, forand
he mentored the 27- Training andCommunication:
Supporting
Reinforcing
our Message
site-basedengineers
to permit
them toand
construct
RFQs,
analyze 29
quotes, and make sound tooling only business decisions. Matt alsoestablished a matrix to facilitate the final award selection, using
various weighted categories to score the group of suppliers.



IT Security& Privacy
Pediatric
Laryngoscopes
Supply31

Planet and Environment

33

STAR:
Kathryn
Global Associate
Product StewardshipandMayeux,
Circularity
Product
Manager
Responsible Consumption
and Production- Water A customer relied on a regular supply of specialty
Situation:- Safe Materials
anddifficult
Chemicalsintubation cases, but supply chain
pediatric
blades for- Logistics
andthisDistribution
challenges
had
product on sporadic rolling backorders.
Emissions and Climate change

34
34
34
34
34
35

Task: We had to identify a solution that ensured we could meet the- Emissions and Energy Targets
35
need of this customer, without impacting critical inventory levels- Energy
35
available for other customers.
Waste

38

Action: Katy Mayeux quickly acted, calculating the estimatedPeople40monthly
run rate forthecustomer, and comparing it to incoming 41
Talent Management
andDevelopment
inventory
to determine exactly how much she needed to have
Tuition Assistance41
toBenefits
meet their needs. She then put the product on constraint and 41
checked the report daily to make sure we were filling this large
Family Support
42
customer’s orders first before releasing them to other customers.
Diversity, Equity, and Inclusion

44

Results:
The customer was extremely impressed by Teleflex’s 45- DEI Leadershipcommitment
to ensuring
the continuous supply of the product 46- Inclusive Leadership
Training
they- needed
despite the volatile supply situation.
DEI in Recruitment
46- DEI in Retention

47- Pay Equity Analysis 2021

49

- Employee
Consultation
Adhesive
Supply

47- Health and Safety TrainingSTAR:
RobertoBenavides- Employee
Health and
Safety Tracking Casso, SeniorEngineer
Prosperity and Sustainable Healthcare

47
48
49

Product Training
and Education:
Engage,Educate,Situation:
An adhesive
shortagethreatened
toAlignput a critical product 49
Medical
Education
Grants51
on backorder. With limited resources and rigorous validation
Clinical Research51
requirements,
the process of quickly getting a new adhesive
Clinical for
Research
Grants unlikely.
52
approved
use seemed
Healthcare Access and Equity

Task: They would need to act quickly and attempt to expedite theInnovation, Safety and Quality from Concept to Commercialization
approval process for a new adhesive to avoid the critical product- Research, Development and Innovation
going on backorder.
- Product Quality and Safety

Actions:
RobertoBenavides
Casso, Senior Engineer, assembled- Laborand SupplierStandards
a team,communicatedtheurgencyand potential impact it could
Philanthropy
have onour supply chain, and ensured all testing was completed- Teleflex Foundation
and appropriately recorded. He arranged meetings and followed- Ukraine Support
up with approvers to expedite the approval process and identified- Humanitarian Donations
potential roadblocks before they came up.
Community Engagement

52
52
53
53
53
54
54
54
54
55

Results:
Roberto’s
quick(GRI)
andINDEX
decisive action kept a critical
Global Reporting
Initiative60
productout ofbackorder,
whichBoard
allowedus Index
to continue to supply 64
Sustainability
AccountingStandards(SASB)
life-saving
devicesthat areused in boththe(UNORSDGs)and ICU.
United Nation
Sustainable
Development
Goals
67

Results: As a result of the work, the initial core group of suppliers
has been successfully designed and built multiple mold tools. In
total, over 24 new tools have been quoted, awarded, and several
successfully delivered over the past two years, with more tocome. In addition to the quality and process efficiency gains, thework also delivered cost savings.

TELEFLEX 2022 GLOBAL IMPACT REPORT

70

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Employee Health and Safety
Our purpose as a company is to improve the health and quality ofpeople’s lives and that starts with our own employees. The health,safety, and wellbeing of our employees is an imperative for us.
Our Global Environmental Health and Safety (EHS) Management
System is in place to protect our most valuable assets – our people.
We not only comply with all applicable occupational health andsafety legislation globally and strive to continually move towards
our Zero Harm Vision.
Occupational Health and Safety
We have implemented a global occupational health and safety
management system, aligned to ISO 45001 (OSH Management
Systems). Participating sites implement a Core Management
System (CMS), which is governed by our Global Environmental
Health and Safety (EHS) Manual, (commercial offices are governedby a simplified occupational health and safety management
protocol). Each CMS site across our Global Operations andOEM businesses has an acting EHS advisor, typically an EHS
professional. Employee health and safety at Teleflex is overseen by
our Global EHS Director alongside regional EHS Managers. Our
Global EHS Director reports through our Global Operations HR
organization and all the way to senior management.
Employees and any other personnel at our CMS sites who observe
an EHS related non-conformity can report and escalate thoseconcerns. They can easily remove themselves from work situations
that they believe could cause injury or ill health, while being assured
protection from any reprisals or retaliation. Health and safety

Principles of Ethics& Governance

Planet &Environment

training is an essential part of our EHS program for all personnel at
Teleflex and is customized for each site’s risk profile based on thesite-specific hazards, rules, and requirements. Once hazard controls
are in place the site ‘EHS Performance Evaluation Program’ drives
differing levels of checks to ensure continuity and effectiveness.
Various occupational Health and Safety metrics are tracked at
Teleflex at each CMS site, regionally and globally. One of the main
metrics we use to measure safety is the internationally comparable
DART Rate (days away/restricted or transfer), a calculation of thenumber of work-related injuries or illnesses per 100 employees.
We have continually decreased our DART rate over the past several
years, and we are proud of the hard work to ensure health andsafety at our sites. We have not experienced a work-related fatality
by either an employee or on-site contractor at our manufacturing
and distribution facilities in the past three years.20 In 2023, we will
strive for continual improvement toward our Zero Harm Vision.

Year

DART Rate

2019

0.94

2020

0.76

2021

0.59

2022

0.42

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

EHS Performance Evaluation
ProgramOur two Czech Republic sites have been busy delivering on their‘EHS Performance Evaluation Program.’ The program’s elements
include EHS Monitoring / Supervision activities, Inspections andInternal Audits - all proactive activities designed to identify andcapture EHS non-conformances (NCs). As part of the site’s ‘Zero
Harm Grassroots Program’, they put in place an EHS Observations
Incentive Driver by including the ‘proactive identification of EHS
NCs’ as one of the multiple criteria in their new annual bonus
scheme. Brian Greham, Global EHS Director said, “NCs captured
from ‘proactive activities’ are a monitored metric on the sites’ EHS
Dashboards, and it moves the Czech Campuses further along on
their Zero Harm Journey, driving the sites’ EHS culture forward,
towards EHS Excellence. Aligning to ‘Entrepreneurial Spirit’, thiscreative initiative ultimately makes the Czech Campus a safer andbetter place to work for our people - who remain at the center of
our Core Values.”

To learn more about our employee health and safety program
click here.

20 DART Rate and fatality figures are across our manufacturing and distribution sites.

TELEFLEX 2022 GLOBAL IMPACT REPORT

71

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Health and Wellness
Our health and wellness programs include working initiatives
related to nutrition, building in adequate physical activity, stressmanagement, heart health and more to help our employees
improve their health and wellbeing.
Instructor-Led Mindfulness and Resilience Training
Throughout the learning year, Teleflex offers regular open
enrollment Mindfulness and Resilience training facilitated bycertified internal facilitators. This instructor-led training allows
participants to learn about Mindfulness, True Life Resilience, andguides through live practicing of tools and methodology.

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesContinued Support for Employees through the
COVID-19 Pandemic
Even though COVID-19 trends have evolved, we continue tomonitor the situation based on regional and local trends andadjust our approach, as necessary. Our Crisis Management
Teams (CMTs) were set up at the global and regional levels
to ensure coordination and sharing of information and ideas.
Each Teleflex location also has their own CMT to manage moresite-specific issues, protocols, and employee communications toensure our workforce’s safety. In 2022, we continued to phase in
more return to office working based on regional status changes
for COVID-19 threats and risks.

Festive Wellness Week

Wellness Wednesday

Each year Teleflex hosts a week-long focus on wellbeing andcloses the year with positivity and focus. Each day the Global
Talent Development team hosts live sessions and/or guides
employees towards eLearning resources focusing on a topic
related to physical, mental and emotional wellbeing. Included in
the daily communications are short mindfulness practices that
employees can listen to at a time that suits them best.

Let’s make somebody smile today, you just never know the Impact.

Wellness Wednesday

You never know how much your kindness turned someone’s day around,

Brought to you by your Human Resources Team

ImpactYou never really know the true impact you have on those around you,
You never know how much someone needed that smile you gave them,

The Human Resources team based in the Athlone office partnerwith external vendors to offer Wellness Wednesday. Each week
an email communication will be sent out to all Athlone-based
employees with links to live webinars, encouragement towards
focused behaviors, or links to support systems.

You never know how much someone needed that long talk or kind email,Don’t wait for someone else to be kind first,
Don’t wait for better circumstances or someone to change,
Just be kind, because you never know how much someone needs it.

TELEFLEX 2022 GLOBAL IMPACT REPORT

72

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Prosperity &Sustainable Healthcare
Executive Pillar Sponsor
Michelle Fox - Corporate VP, Chief Medical Officer●

Prosperity

74●

Sustainable Healthcare

83●

Product Quality and Safety

87●

Labor and Supplier Standards

90

TELEFLEX 2022 GLOBAL IMPACT REPORT73

Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Prosperity &Sustainable Healthcare

Prosperity

In this pillar of our CSR program, we are focused on a number of
key areas within Teleflex including improving access to all of our
products, providing product training, increasing medical education,and maintaining our product quality and safety. We know that
improving diversity in our clinical trials and medical advisoryboards will only serve to provide a more comprehensive resultand means of promoting diversity of thought, patient access, andhealth equity. We also know that including sustainability criteria
in our R&D process is key for creating a sustainable future. In our
Prosperity & Sustainable Healthcare Pillar, we also devote muchof our attention to working with the local communities in which
we live and work. We use our philanthropic Foundation to donate
to charities that our employees are passionate about, and our
employee-driven community engagement program, JOIN, helps
to provide employees opportunities to personally donate theirtime. This pillar is focused on the ‘do no harm’ credo in all of its
meanings, including with patients, the community, and the planet.

Giving back is not new to Teleflex. We have been doing so since
1979 when we established The Teleflex Foundation. The sole
objective of the Foundation is to positively impact the quality oflife in the community by harnessing the philanthropic spirit ofTeleflex employees. The Teleflex Foundation puts a particularemphasis on organizations that have the commitment of, or a direct
impact on, our employees, their families and the communities inwhich we operate. We are proud to report that roughly 90% of
the Foundation’s annual budget is allocated for giving and theremaining 10% goes towards management of the Foundation’s
endowment, administrative costs, and tax filing expenses. In 2022,
the Foundation donated a total of approximately $205,000, which
is a 5% increase over last year. In addition, in 2021, Teleflex
Incorporated donated $1 million to the Foundation, which willallow the Foundation to further expand its important philanthropic
work for years to come. A full list of past non-profits we havesupported is available on the Foundation website.

Teleflex Foundation

The Teleflex Foundation encourages employee engagement
through the following programs which align to our company
mission with employee-driven social responsibility:● Make a Difference (MAD) Grant – Each year, The Teleflex
Foundation awards cash grants to healthcare related charities
and other non-profits nominated by our employees. The
Teleflex Foundation Board Officers review these nominations
and prioritize them in large part based on the level of employee
engagement with the organization (for example, as a volunteer
or benefactor). In 2022, 29 eligible healthcare related charities
received MAD Grants.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices● Matching Gifts – The Teleflex Foundation matches employee
gifts of $50 and above to eligible charities and non-profits up to$2,000 per eligible employee on an annual basis. In 2022, over
100 eligible charities received a Matching Gift.
● Team Volunteer Program – The Teleflex Foundation provides grants
of $1,000 for teams of 5 or more Teleflex employees participatingin events to raise money for eligible charities and non-profits.
In 2022, the Foundation identified a means by which certain nonU.S. based charities can satisfy the U.S. IRS 501(c)(3) requirements.
In partnership with our JOIN employee-driven initiative, we
accordingly launched a pilot of our Foundation global expansion in
Ireland, allowing us to financially partner with some of the non-U.S.
based charities that our Teleflex colleagues passionately and locallysupport. Based on the experience of this pilot, our intention is toexpand this offering into other global regions in the future.
In addition, the Teleflex Foundation makes an annual gift to Americares,
a global health-focused relief and development organization that
supports people affected by disaster or poverty. Americares wasfounded 40 years ago as a health-focused relief and development
organization. Today, emergency response remains a cornerstoneof their work. Annually they respond to an average of 30 natural
disasters and humanitarian crises - both large and small - combining
rapid responses with long-term recovery and disaster risk reduction
efforts. Teleflex has been working with Americares since 2014.

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Corporate Social
Responsibility

Principles of Ethics& GovernanceCommunity Engagement

We will JOIN and Act with Purpose.
In 2014, we officially launched our JOIN Act with Purpose program, whichis powered by our employees with the mission of acting with purpose toadvance Teleflex’s commitment to our community. When we speak about
JOIN, we say, ‘JOIN IN, Act with Purpose.’ This is because the name
‘JOIN’ is also a call to action to get involved together.

VOLUNTEERING

Through our Volunteering
pillar, we hope to drive ouractivities to support charitableorganizations close to the heartsof our employees in the form ofvolunteering hours and charitable
donations.

JOIN
ACT WITH PURPOSEHEALTH

Our Health pillar focuses on
Teleflex’s place as a stakeholder incommunity healthcare to actively
support the health and quality ofpeople’s lives. Some initiatives
supported by our Health Pillar are
employee mental health awareness,blood donations, internal training
on healthcare needs and partneringwith our communities in supporting
local healthcare needs.

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

JOIN, Act with Purpose is a community engagement and volunteerism initiative created by our
employees who are united under the same common goal and sense of purpose in their everyday
jobs and beyond. Our over 40 JOIN Champions globally are individuals within each of ourregional offices and facilities that are dedicated to leading our local initiatives. They represent theemployees at their locations and assist in the coordination of employee driven initiatives that arefocused on volunteer activities in the community. They help to provide leadership at the office orsite and are able to focus efforts on localized community organizations and impact.

COMMUNITY SUPPORTOur Community Support
pillar shines a light on thelocal communities of our sites
worldwide. Through global andregional partnerships with localorganizations, we work closely
to identify community needs andprovide support wherever possible.

LOCAL INITIATIVESThe Local Initiatives pillar focuseson site-specific JOIN activities.
Our steering committee supports
our local JOIN champions in theirefforts to organize JOIN eventsby providing communication andreporting tools to ensure there islarge engagement in JOIN activities
throughout all our sites worldwide.

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Appendices

Meet a few of our JOIN Champions

The importance of nature and life requires atransformation of thinking about the needs ofour global community. If you are going to
make a change, you must decide what kind ofdifference you want to make, and it requires agood heart, sacrifice, and sincerity. And that’s
why I joined the JOIN team, so I can help
Teleflex employees give their heart in thisspirit together.
Hasniza Che’Ni,
Operations Training Manager;
Kamunting, Malaysia

Through our JOIN activities, we share a dreamof a better world by spreading joy and working
towards our Core Values at the same time.
Helping people through our initiatives is not
the only benefit of JOIN, but it is also a way toconnect hearts, lives and stories supporting
good causes.
Alessandra Chignolli,
HR Assistant;
Varedo, Italy

Being a local JOIN Champion has provided mewith the opportunity to get involved in and giveback to my local community while also
motivating other employees at my facility tohelp people in need. I have also gotten the
chance to “meet” new colleagues from all over
the world and share ideas as part of the larger
JOIN team. Making these connections bothwithin Teleflex and outside in our communities
has made my job rewarding and has helped me
develop further in my career.
Hayley Guyette,
HR Generalist;
Jaffrey, NH, U.S.

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While local JOIN Champions organize and manage
various volunteering events and efforts throughout
the year, we also encourage our employees to act
with purpose at home or during their personal time aswell. It does not need to be a large event or impact, it
can be something as small as a local beach cleanup,
creating a community garden, or just as simple asrecycling at home. We ask all our employees to JOIN
in with us to bring about a positive change in theworld. JOIN typically has a theme each year to focus
on and we decided for 2021 and 2022 both we would
focus on ‘protecting nature and caring for our naturalenvironment’.

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Cradles to Crayons

StraWoman Run

Our Wayne, Pennsylvania, U.S. office partnered with Cradles to
Crayons. Cradles to Crayons is a non-profit organization benefiting
the youth of the greater Philadelphia area with a mission to provide
children in struggling families with the essential items they needto thrive at school, participate more fully in life, and just be a kid.
Our employees collected items such as clothing, books, hygiene
products, and more which were then packaged and distributed to
local disadvantaged children.

Employees, friends, and families of our Italy office participated in
StraWoman run. The StraWoman is the non-competitive run/walkdedicated to the passion for sport and fun, in support of research forfemale pathologies. The participation fee, in fact, is entirely donatedto the research. StraWoman’s Scientific Partner is Humanitas
Medical Care, which created Humanitas Foundation for Research,a non-profit organization that works every day to build a safer andmore serene future, where preventing disease is easier.

Our JOIN program was very active in
2022 and want to share some of thegreat stories from this past year:● Cradles to Crayons● StraWoman Run● Gardening for Good
● Cycling Towards Zero Emissions● Pollinator Month● Earth Day Clean Up● Toy Donation● Share Your Holiday

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ESG Disclosure
Appendices

Gardening for Good

Cycling Towards Zero Emissions

Pollinator Month

Employees from our office in Tokyo, Japan participated in a local
volunteer garden project helping to maintain flower beds. Under theguidance of a local horticulturalist, the team picked up fallen leaves,
cut weeds, picked flower husks, and cut back flowers. The teamplanted Spanish lavender, which is resistant to heat and will help toreduce the need for ongoing maintenance.

September 21 was Zero Emissions Day in China and over 20
Beijing office employees participated in this cycling event, aiming
to promote green transportation in the city. Employees cycled
in Beijing Shougang Park, an industrial site which completed
the “Green and Low-carbon Action Plan,” transformed from aniron and steel plant into a cultural and industrial relic. It deeply
integrates environmental protection into its entire high-quality
development process. It is also one of the 2022 Beijing WinterOlympic Venues.

June was National Pollinator Month and some of our employees
in both our Mansfield, Massachusetts and Coventry, Connecticut,
U.S. offices got together to support and maintain pollinators in ourarea by creating pollinator gardens at our sites and homes. Thesegardens supply food in the form of pollen and nectar that ensure
these important animals stay in our area and keep pollinating
our crops and plant life. Employees were also able to start theirown mini-pollinator gardens so they could bring them home andtransplant them into their own pollinator garden.

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PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesEarth Day Clean Up

Toy Donation

Share Your Holiday

Employees and their families from our Zdar nad Sazavou, Czech
Republic office worked with Čistá Vysočina (Clean Highlands), a
local environmental organization focused on cleanup programs,
on Earth Day to clean up their local community.

Our Talent Acquisition team in Morrisville, North Carolina, U.S.
organized a toy drive through and donated sensory and tactile
toys to the Child Life Services Department at WakeMed Hospitalto help the children cope with the anxieties and stresses of
hospital visits.

JOIN Morrisville and the following Employee Resource Groups
WPN, AAPN, Oxygen, and PRISM organized another successful
year of “Share Your Holiday.” Volunteers wrapped andorganized gifts before delivering them to a specific location.

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Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Medical Education Grants
Teleflex supports medical education that meets defined clinicaleducational needs. We provide monetary or in-kind support for
accredited medical educational programs or events which promotescientific or educational discourse and that are consistent with our
mission to improve health outcomes. Grant requests are reviewed
by our regional Grant Panels, which include representatives fromour Business Units, Finance, and Compliance and is chairedby Clinical and Medical Affairs. One of the key sections of theapplication process is a needs assessment. All educational grant
requests must include a needs assessment that clearly defines
the unmet educational need or gap that the proposed activity willaddress. We provide grants for the following categories: continuing
medical education programs presented by accredited providers,education programs for healthcare professionals, and Medical
Society grant funded programs. The educational endeavors that we
do support will never be used or tied to the past or future use of
our products. In 2022, we provided 70 medical educational grants
equaling over $800,000 compared to 37 grants equating to over
$700,000 in 2021.

2021

37 Medical
educational grants$700,000

2022

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17%

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

Target: We commit to increasing the dollar amount given
in grants by 17% by the end of 2023 compared to 2022.

Cadaveric Workshop at
ANESTHESIOLOGY2022
ANESTHESIOLOGY2022, an annual gathering of theAmerican Society of Anesthesiologists (ASA), had nearly
11,500 registrants and featured continuing educationlectures on such topics as clinical and operationalinnovations, leadership development, diversity, equity& inclusion and much more. There was a wide range ofhands-on educational opportunities including difficult
airways workshops and POCUS certification as well as
cadaveric, acupuncture, chronic pain workshops, andmore. The Invasive Cadaveric Procedural Skills Lab Boot
Camp featured brief tutorials and live demonstrations ofAdvanced Skills That Every Physician Anesthesiologist
Should Know. The Medical Grant from Teleflex wasused for the transportation, storage and use of several
cadavers, as well as technicians from MERI who oversaw
the use of the cadavers. The grant also helped to cover
costs for equipment such as gloves, gowns, shoe covers,
body bags, suction equipment, Laryngoscopes, tubes,
forceps, needles, catheters and more.

Stop the Bleed
STOP THE BLEED® is a national campaign to encourage
bystanders to become trained, equipped, and empoweredto help in a bleeding emergency before professional
help arrives. It is a public/private partnership led by the
Department of Defense and many other stakeholders. Its
goal is to train 200 million people so that they know what
to do in case of a bleeding emergency. The Stop the Bleed
Coalition’s approach to meet its mission has been to build
a community of individuals and organizations interested
in the campaign and to engage them in four key areas– current campaign news, STOP THE BLEED® training,
STOP THE BLEED® equipping and building further
awareness of the campaign. To date, the campaign
has trained over 100,000 people. The Teleflex medical
education grant in this case involved our donation of over
4,600 QuikClot Public Access Bleeding Control Dressings(538 QC) with a value of nearly $100,000.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Summer Pathways to Healthcare
Clinical and Research Careers
Program (SPP) – DEI Spotlight
The Henry Ford Medical Group runs the SPP program
which aims to increase the likelihood that metro
Detroit high school students from racial/ethnic groups
underrepresented in medicine (URiM) and who facesignificant structural vulnerabilities pursue careers as
healthcare clinicians or researchers. This inaugural 4-weekprogram successfully supported 15 high school students
throughout the academic year with the help of over 50
faculty, fellow and resident physicians and researchers(senior mentors), and other college and graduate students.
The high school students were introduced to interactive
clinical and research topics, leadership and collaborativeskills, study and note taking skills, and affirming scientificsocialization. The students also participated in hands-on
learning with simulated clinical skills (suturing, ultrasound,laparoscopic surgery, and sim-man and virtual reality
clinical scenarios) and shadowed clinicians in their chosenclinical settings. At the end of the program, each student
presented health equity projects on health disparities
and solutions impacting their communities. The $25,000
Medical Education Grant from Teleflex was used topurchase program supplies, fund 15 scholar stipends uponcompletion of the program, and five graduate student
mentor stipends.

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PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Ukraine Support and Russian Operations

$3.4m
$4.4m

On February 24, 2022, Russia invaded the Ukraine and since then,there have been many casualties and millions of refugees. Teleflex
quickly created a working group with oversight from our Crisis
Management Team to facilitate an expedited, comprehensive
review of humanitarian donation requests from the Ukraine.
Teleflex is working directly with established humanitarianorganizations and all our financial and product donations are being
made to these global organizations, which are well-positioned
to make an immediate difference to those directly impacted by
the crisis. The working group also provided opportunities for
employees to engage, donate, and volunteer in order to support
those impacted by the crisis.

Target: We commit to increasing the dollar amountallocated for directed grants to $3.4 million in 2023.

Teleflex paused commercial activities in Russia in February
2022. Teleflex considered our responsibility as a medical device
manufacturer and distributor to continue to provide products thatwould improve the health and quality of people’s lives. Teleflex reestablished commercial activities in Russia in September 2022 withstrict controls in place aligned with U.S. and EU sanctions.

Target: We commit to increasing the dollar amountallocated for IIS grants to $4.4 million in 2023.

Clinical Research Grants
The medical field would not be as advanced as it is today without
independent research but not everyone has the same level of accessto funding and resources. Teleflex is focused on helping to advance
independent research. We provide research grants and support tohealthcare providers in areas that are complementary to Teleflex’s
business and products. All incoming requests are reviewed andmanaged by Global Clinical Operations, which is a part of Clinicaland Medical Affairs. This team reviews the requests to ensure thatall supported studies and research are conducted in accordancewith the applicable study protocol, applicable institutional policies,
generally accepted standards of Good Clinical Practice (GCP),

and all applicable laws and regulations. Healthcare professionals
from hospitals, academic medical centers, universities, and private
practices are all eligible recipients for our research grants. In 2022,
we issued 8 directed grants totaling just over $1 million and 13
Investigator Initiated Study (IIS) grants worth over $1.7 million.

2022

8 directed grants
just over$1 million

13

Investigator
Initiated
Study grants$1.7 million

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Sustainable Healthcare
Product Training and Education
Teleflex products are only one part of the patient care experience– the healthcare professional on the other side of that product isdirectly responsible for the delivery of care. It is vital to ensurethat all healthcare professionals are using our products in a safeand effective manner. Teleflex has a robust product training andeducation program that is focused on increasing procedural
confidence and advancing patient care. We utilize our partnerships
with medical organizations and academic institutions to aid in
our efforts to evolve our training programs. We offer cadaveric
and high-fidelity simulation programs for procedural education.
To assure access to education, healthcare professionals are able
to benefit from virtual and in person case support, peer to peer
preceptor and proctorships. Comprehensive online learning arealso made available through Teleflex Academy our online learning
platform, speaker series, webinars, and conferences to provide aholistic educational approach for our product training.

Principles of Ethics& Governance

Planet &Environment

Several of our courses and programs can provide professionals with
continuing education contact hours through our partnerships with
California Board of Registered Nursing, and the Continuing Respiratory
Education (CRCE) system of the American Association of Respiratory
Care (AARC), and American Association of Critical Care Nurses.
Expertise matters. So does experience. That’s why the accomplishedinstructors who teach Teleflex Clinical Education make sucha difference. Our programs are created from the collaborationof international practitioners who are involved in the research,
writing, reviewing, and process development of course work. These
healthcare professionals have significant experience with clinicalresearch and training. They possess practical, insightful, andevidence-based understanding of the intricacies of medical devices
and are motivated to share their knowledge with others.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Learning the Basic of Airway
Management:
We have an e-learning course available on Teleflex Academy thatprovides healthcare professionals with didactic information andeducation on the basics of airway management. This includes
an overview of a definitive airway algorithm and description andimages of the use of airway adjuncts such as oral airways, nasal
airways, and bag valve mask use. The key objectives of this course
are to: discuss ventilation vs oxygenation, discuss definitive airway
algorithm, overview of basic airway adjuncts, oral airways, nasal
airways, and bag valve mask use.

We are extremely proud to report that throughout 2022, between
both our in-person and virtual platforms, we educated more than
185,000 healthcare professionals, up over 40% from 2021, in 115
countries, up over 30% from 2021, on the safe and effective useof our products, with healthcare professionals accumulating over
37,000 continuing education credits.

2022

Educated> 185,000 healthcare professionals

Up over

40%
from 2021 in

115 countries

Used with permission

19%

Target: We commit to increasing the number of healthcare
professionals trained each year by 19% by the endof 2023 compared to 2022.

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Using Technology to Advance
Medical Education
Arrow® EZ-IO® System Mobile App
This new app, launched in 2022, provides the clinical instruction
and information healthcare professionals need for our EZ-IO®
system. This app allows for easy on-the-go training with videos,
step-by-step instructions, and other clinical information.

The All New
Arrow® EZ-IO®
System Mobile App

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Collaboration with FundamentalVR,
to Improve Training Through Virtual
Reality Simulation
FundamentalVR, a world leader in virtual reality (VR) integration for
medical simulation, worked with Teleflex to develop a VR training
platform to accelerate the effective use of the company’s UroLift® 2
System, an innovative technology for treatment of benign prostatic
hyperplasia (BPH), commonly known as enlarged prostate. The VRtraining platform, which was launched in August 2022, integrates
tactile feedback and a digital representation of the UroLift® 2 System
to provide urologists with a “hands-on” VR experience that canaccelerate their learning.

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PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

Educational Access and Equity

Clinical Research

Healthcare Access and Equity

It is important for Teleflex to offer training and education of
our products to all of our customers regardless of their size andlocation. Our focus is on the knowledge gaps that we can help to fill.
Clinical and Medical Affairs (CMA) expanded geographic availabilityof key educational offerings by adding virtual options where
possible. Our CMA teams are committed to ensuring educational
offerings are available regardless of geography and setting. In
addition, since the beginning of the COVID-19 pandemic, we havecontinued to expand our online and virtual training opportunities
to allow healthcare providers near and far access to our educationand training to expand their knowledge and procedural skill.
Our Teleflex Academy training content is available in multiple
languages, and we develop the materials with the various regionaland cultural differences where these products are used. These
efforts have ensured relevant content is widely available toclinicians using Teleflex products, expanding our ability to support
the safe and effective use of our products. CMA plans to continue
its efforts to expand in this area, making content accessible inmore languages and geographies to ensure equitable access to
educational programs.

Our Clinical Research team is paramount to providing healthcare
professionals and the medical community with robust evidence thatoutlines our products’ clinical benefits. We use this team to help todevelop new products and expand existing products by conducting
clinical research using the principles of Good Clinical Practiceand adhering to all local and regional regulatory requirements.
Our clinical research is managed by Global Clinical Operations
in conjunction with regional Clinical and Medical Affairs teammembers and any clinical research initiated by Teleflex is reviewed
by an institutional review board or ethics committee. Any Teleflex
initiated research can be found on ClinicalTrials.gov and any
patients that are interested in volunteering for a trial can find more
information there as well.

We work to ensure our products are made available for as many
patients as possible. One of the ways we do this is through ourhumanitarian product donation program. Our humanitarian
donation program aids patients in need after a natural disasteror other global crisis. In developing our program, we used theWorld Health Organization (WHO) Guidelines on Medical Device
Donations to help provide structure and guidance. Donation
requests are reviewed by our Humanitarian Product Donation
Working Group, which is chaired by our Chief Medical Officer andcomprised of representatives from several of our non-commercial
functions, including Clinical and Medical Affairs, GeneralCompliance, Trade Compliance and Regulatory. All humanitarian
product donation requests can be made through our website.

Diversity in Clinical Research

To provide a timely response to requests for humanitarian donations
throughout the COVID-19 pandemic, we set up a dedicated process
to review and process COVID-19 related humanitarian donationinquiries. Our COVID-19 Humanitarian Donation Program facilitatedthe donation of medical devices commonly used in critical andintensive care environments to treat COVID-19 patients, such as
Personal Protective Equipment including face masks with shields,
gowns and masks, and products across Respiratory, Vascular,
Anesthesia and Emergency Medicine, to meet urgent needs facedby healthcare providers and patients.

The World Health Organization (WHO) recognizes the need for a
global digital health strategy to advance health equity.21 Teleflex
delivered on health equity and customer experience goals by
assuring healthcare professionals have access to education
wherever they are located.

Teleflex is focused on Diversity, Equity & Inclusion when it comesto its own workforce and organization but that is not the only
place where we have influence or power when it comes to DEI.
We know that, as a medical technology manufacturer, we have an
obligation to create products that are useful and safe for all genders,races, ethnicities, and backgrounds. We know that minorities
and other diverse groups have been underrepresented in clinical
trials in the past in all healthcare, but Teleflex is acting to helpchange that. There is a clear need and value to expand diversity
and inclusiveness in clinical research.22 We first need to look atwhere the product will be going to market and determine the local
demographics of those locations to ensure we can represent thediversity of that population. Considering diversity in the clinical trial
population will help to ensure that the products are being developed
to meet the needs of the specific population and not based on a
population that is unrepresentative of that market.

21 https://www.who.int/docs/default-source/documents/gs4dhdaa2a9f352b0445bafbc79ca799dce4d.pdf.
22 See, e.g., https://www.fda.gov/consumers/minority-health-and-health-equity/clinical-trial-diversity and https://acrpnet.org/2020/08/10/representation-in-clinical-trials-a-review-on-reaching-underrepresented-populations-in-research/.

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Responsibility

Concept to Commercialization Process

Our vision is New ProductDevelopment Excellence.
At Teleflex, our Concept to Commercialization Program (C2C) istransforming our efforts within new product development. Our
C2C process is utilized for all our product development across all
business units. This program spans the entire product lifecycle:
from the Front End of Innovation through Market Research, Design
Controls, Human Factors, Risk Management, Process Controls to
Evidence Generation and Launch Excellence. We utilize Human
Factors Engineering as a critical element of our C2C productdevelopment process. Human Factors Engineering considers theinteractions among humans and other elements of a system tohelp design products in order to optimize human wellbeing andoverall system performance. By integrating Human Factors, weare ensuring we use the knowledge about human capabilities(physical, sensory, emotional, and intellectual). We believe that
Human Factors sets our product design up for success early inthe development process and results in less product redesigns,
fewer customer complaints, fewer recalls, and ultimately drives
patient safety and an overall better user experience. We have a
C2C training platform hosted on our team site with basic training,
workshops, self-paced training, and a number of other courses for
employees to complete. We have a commitment to developing themost impactful medical devices we possibly can for the patients,
healthcare providers, and caregivers who use our products.

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Research, Development and Innovation
Our main focus when developing new products is to provide
innovative, safe, and effective products that enhance clinical valueby helping to improve patient and healthcare professional safety,
enhance patient outcomes, and enabling less invasive procedures.
In the U.S., we have recently created a new state-of-the-art
technology center with improved environmental controls to aid in
our new product development process.
As part of our strategy to strengthen our early-stage productdevelopment portfolio and increase the number of products
developed in-house, Teleflex has developed clinical accesspartnerships with universities that have clinical programs andtechnologies that align with our business segments. We also lookto acquire or license products and technologies that are in-line with
our strategic objectives and enhance our ability to provide a fullrange of product and service options to healthcare professionals
and thus Improve the health and quality of people’s lives.

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesWe are working to incorporate sustainability into all productdevelopment efforts, taking a purposeful approach to create
meaningful change that supports our business, our society,and our planet. In 2022, we began developing a training
process for new product development that includes key
sustainability attributes or impacts with our Sustainability
Director. We also began developing a process for our R&D
team to consider various sustainability characteristics
including, but not limited to design considerations forreusability and recycling; packaging design, storage, andtransport optimization; hazardous waste and material
considerations; manufacturing and supplier process and/or site selection to minimize environmental impact. Our
R&D team will begin considering sustainability starting fromconcept and design. The necessity of sustainable productdevelopment offers us additional opportunities for innovation,and to continue our efforts in product stewardship and inoperating to the standards expected by our customers, ourstockholders, and our partners.

Our research and development capabilities, commitment toengineering excellence and focus on low-cost manufacturing
enable us to bring to market cost effective, innovative productsthat improve the safety, efficacy and quality of healthcare. Our
research and development initiatives focus on developing theseproducts for both existing and new therapeutic applications, aswell as developing enhancements to, and product line extensionsof, existing products.

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CODA 2022 Conference:

Product Quality and Safety

Michelle Fox, our Chief Medical Officer joined a panelpresentation facilitated by Nick Watts, Chief Sustainability
Officer of the NHS at CODA 22 in Australia to discuss what issustainable healthcare and what is needed to move towards
a more sustainable healthcare system. Michelle spoke aboutcarbon footprinting, target-based change making, and specific
U.S. sustainability trends we are seeing.

Quality is an imperative at Teleflex. Our patients and healthcare
professionals rely on Teleflex to provide safe, effective anddependable products. Our quality objective is to provide the best
quality products to society. It starts with the product planning anddesign phase and goes all the way to our manufacturing employees
who are some of the most critical assets in ensuring we meet highquality standards. Whether an employee is an engineer who iscreating the initial design or making an enhancement for a future
product, a line assembler, inspector, box handler or supervising line
manager, we regard every role as a critical touchpoint in delivering
quality products. We have built a culture focused on making
high quality products through Lean Manufacturing, including
continuous improvement Kaizen events, clear and relevant
systematic processes and training to give manufacturing teams

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendicesa better understanding about the importance and use of eachcomponent or device to help them ensure quality manufacturing
practices. We also reinforce the importance of our employees’ roles
in improving the health and quality of people’s lives.
Quality Management System
Teleflex has multiple Quality Management Systems (QMS) toensure that products and services meet customer requirements andcomply with the applicable standards and regulations governingthem. Our Global QMS is defined and managed as a series ofinterlinked quality management systems where management
processes are connected to product lifecycle processes andunderpinned by supporting processes. QMS processes apply
a risk-based approach based on their effect on the safety andperformance requirements of the medical device, and on meeting
applicable regulatory requirements.

Our message of quality is delivered throughout our quality pillars:

Teleflex Quality Pillars

We WillHigh Quality

Provide safe and effective products that perform to customer requirements

Compliant Medical Devices

Establish and maintain an effective quality system that complies with domestic and international standards
and regulatory requirements which will result in compliant medical devices

Outstanding Customer Service

Supply products in a timely fashion and respond to customer requests to drive customer loyalty

Support Healthcare Providers

Support the needs of healthcare providers and the patients they serve

Enhance Patient Outcomes

Design, manufacture and distribute products that enhance patient outcomes

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Corporate Social
Responsibility

Quality and Safety Controls
Teleflex established procedures that describe the process controls
necessary to ensure our products conform to their specifications.
The procedures are utilized to develop, conduct, control, andmonitor production processes. We also have a documented risk
management process to manage safety risks for medical device
products through the lifecycle.
In designing or redesigning any products, design controls arein place to ensure we are meeting the full customer and patientneeds. The objective of design activities is to deliver customer
focused products and services which meet or exceed customer
expectations for product safety and performance while remaining
compliant with global regulatory requirements.
We also have controls over outsourced processes that may affectthe product conformity. The Purchasing Control process wasestablished to help select, assess, and approve suppliers related
to product, material, services, or QMS processes. The Distributor
Control process was implemented to help ensure our distribution
partners are aware of Teleflex’s technical, regulatory, commercial,financial, legal, and business requirements to which they are
expected to adhere.
We use a process to collate feedback from customers and patients
through customer inquiries, complaints, and vigilance reports to
help inform any product updates or changes needed in the future.
We also use this feedback process to monitor, measure, andanalyze effectiveness of our global quality objectives. Teleflex takes

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

all customer complaints related to the quality and safety of our
products into consideration. Complaints are reviewed, evaluated,
and investigated to allow for corrective and preventive actions to
be taken as necessary.

There is a management representative at each facility, and periodic
reviews of the QMS to ensure its continuing suitability, adequacy,
and effectiveness to meet the standards and regulations for medical
device manufacturers.

Quality audits independently measure and monitor the QMS to
confirm it is effective and maintained and complies with applicablestandards and regulations. We also perform in-house producttesting on our products to ensure they meet all applicable standards
before being utilized by healthcare professionals or patients.

Reviews are undertaken on a regular basis at our manufacturing
sites and distribution centers, to assess the suitability, adequacy,
and effectiveness of our quality system relative to our quality
policies and objectives. Quality and process issues are escalatedusing a Quality Data Metrics process. Our QMS program isoverseen by our Corporate VP, Quality Assurance and Regulatory
Affairs with direct oversight from our CEO. Senior management
and our CEO are given an update on status, concerns, or any
updates on a monthly basis at minimum.

Recalls and advisory notices are communicated to affectedcustomers and regulators for product safety or quality issues.
Recall information can be found in the SASB Index in the appendix.
Supplier Quality Expectations
As we focus on our core manufacturing processes, our Suppliersmust strive to perfect their core competencies. Suppliers to Teleflex
are required to demonstrate and provide evidence that they meetcertain criteria including product quality, defect-free products, andmaintaining a quality system of their own. More information onthese expectations can be found on our website.
Quality and Safety Oversight
We have a clear and well-defined governance and oversight
structure to ensure our QMS process and guidelines are working
properly. We have an established communication process to ensure
the quality policy and objectives are provided to all employees.

Teleflex has established a Product Safety Review Board (PRSB).
This board provides a committee level review of evaluations wherea Field Safety Corrective Action (FSCA) is potentially warranted.
Health Hazard Evaluations address known or potential productsafety concerns and compliance related issues. Whilst thesedecisions have historically been made by, and are procedurally
finalized by QA Leadership, the committee will have the opportunity
for a cross-functional board to review. CMA will serve as anequitable partner in decision-making for safety concerns in thefield. Additionally, the PSRB is intended to ensure key functional
areas are aligned on the corrective action strategy, risks andeffectivity plan associated with the strategy, and resources required
for associated actions, such as rework, scrap, and CAPA.

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Responsibility

Principles of Ethics& Governance

Planet &Environment

Employee Engagement on Quality and Safety

Quality and Safety Certifications

Communication and engagement with our employees are criticalto ensuring we maintain the quality and safety of our products. All
manufacturing and site-level employees are given annual training on
product quality and safety based on the procedures and processes
laid out in the QMS and are accessible on our internal intranet. We
also arrange periodic town halls with manufacturing employees
to allow for open communication between staff and managers.
Our employees can also utilize our “Think Quality. Think Teleflex”
intranet page to communicate amongst themselves. We also havesite-by-site employee awards that we hand out based on exceptional
employee performance or reporting of quality control concerns.

Teleflex follows national and international standards and regulations,where applicable, documented within global policies and globaland/or facility-level procedures relevant to the specific activities.
Quality Assurance and Regulatory Affairs (QA/RA) ensures applicable
Corporate, ISO and regulatory standards and procedures areadhered to, and delivered products and/or services meet specified
performance requirements, including but not limited to:PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices● ISO 13485 Quality Management System Medical Devices● ISO 9001 Quality Management● Title 21 CFR Part 820 Quality System Regulation● Medical Device Directive 93/42/EEC as amended● Medical Device Regulation 2017/745 as issued● Canadian Medical Device Regulations SOR/98-282● Australian Therapeutic Goods (Medical Devices) Regulations(TG(MD)R Sch3)● Resolution RDC No. 185/2001 (Brazil – Technical Regulation
Regarding the Registration of Medical Products at ANVISA, as
well as its Alteration, Revalidation or Cancellation)● Resolution RDC No. 16/2013 (Brazil – Technical Regulation for
Good Manufacturing Practices of Medical Devices and In Vitro
Diagnostic Devices)● Resolution RDC No. 15/2014 (Brazil – Requirements Related to
the Proof of Compliance with Good Manufacturing Practices forClass III and IV Registrations)● Japan Pharmaceutical and Medical Device Act – Minister of
Health, Labor and Welfare (MHLW) – Ministerial QMS Ordinance● Korea Medical Devices Act 6909 and Enforcement Regulations
and Korean Standard for Manufacture and Quality Managementof Medical Devices
Teleflex provides high quality, compliant medical devices, withoutstanding customer service to support healthcare providers andenhance patient outcomes. We strive for continuous improvement
and encourage an environment that promotes proactive change.

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Labor and Supplier Standards
We hold ourselves and our suppliers accountable with globally
recognized labor standards established by organizations, such as
the International Labor Organization (ILO) and the U.S. Departmentof Labor among others. Our Labor Standards Assurance Policy
is available on our website for our employees and suppliers tohave easy access. We have a Labor Standards Assurance System(LSAS) program in place which is managed by our Purchasing
Controls Team and assesses our suppliers on a range of labor andsupplier standards. The standards range from working conditions
in manufacturing facilities, and throughout our supply chain,
to ensuring that our sourcing and manufacturing processes aremanaged in a sustainable way. We also work with our suppliers toprovide clear and transparent information on any conflict minerals
we may use. For additional information, refer to our Conflict
Minerals Policy Statement and report.23
Supplier management and supplier development are something
we take very seriously within Teleflex and rolls into our supplieraudit and supplier quality program. Our Supply Chain and Quality
leaders meet monthly for a supplier quality review down to theindividual supplier level. The team reviews and signs off on any
action plans and corrective action plans for those suppliers that
require improvement.
We provide internal training on our LSAS program for employees,
and we also communicate and reinforce our expectations with our
suppliers. When suppliers are initially onboarded with Teleflex,
they are required to a complete Labor Standards questionnaire andthe responses and supporting evidence is added to the vendor filefor future reference. We have an approved audit schedule for our

Principles of Ethics& Governance

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ESG Disclosure
Appendices

We have received Level 3 re-certification of our Labor
Standards program which complies with the U.K.
National Health Service (NHS) Labour Standards
Assurance System (LSAS) program requirements. This is
our second year of level 3 certification. Within the LSAS
program specifically, we have over 500 suppliers in our
program, and to date we have not identified any suppliers
that have had significant Labor Standard issues.

suppliers with the frequency of audit driven by supplier risk. Thisrisk is assigned based on a set of criteria as detailed within our
documented procedures.
Teleflex is dedicated to upholding the human rights of all employees,
no matter their employment type, and treating them with dignity
consistent with standards and practices recognized by theinternational community. We expect our suppliers to do the same.
This includes prohibiting discrimination, harassment, involuntarylabor, child labor, and complying with applicable laws, rules, andregulations around working hours, wages, and benefits. We also
fully support our employees and employees of our suppliers, tohave the right to collectively bargain and freely associate.
We make every effort to be inclusive of all suppliers regardlessof race or ethnicity. Our Supplier Diversity & Small BusinessStatement outlines our practices on working with diverse
suppliers, both large and small, to provide goods and services
to Teleflex as part of our corporate procurement process. We
ensure that qualified, competitive diverse suppliers are given fair
opportunity and consideration to participate in the procurementof goods and services.

23 Conflict minerals refer to tin, tantalum, tungsten and gold (commonly referred to as “3TG”), regardless of where they are sourced, processed or sold.

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ESG Disclosure
AppendicesCompany Awards●

Company Awards

92●

Thanks To All Who Supported

93

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PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesCompany Awards● 2023 Best Place to Work Winner (MedReps)● NSAI Excellence Through People Certified (2021) Platinum Level● Forbes Best Employers For Diversity 2022
● Human Rights Campaign 2022 Corporate Equality Index● Forbes 2021 America’s Best Midsize Employers● Great Place To Work (India) Feb 2023 - Feb 2024
● Forbes Best-In-State Employees (2020)

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Appendices

Thanks To All Who Supported
MX Alberto Toledo, Operations Manager, Mexico

US John Mooney, Internal Audit Manager, U.S.

US Alyssa Bae, Manager, External Reporting, U.S.

IE

Karen Boylan, Corporate VP, Strategic Projects, Ireland

US Amee Chokshi, Learning Management Analyst, U.S.

IE

Kirsty ByrneCondon, Global Corporate Brand and DEI Executive, Ireland

US Brandon Hohl, Director, External Reporting, U.S.

US Lauren Madalian, Group Compliance Administrator, U.S.

IE

Brendan Delaney, Director of Purchasing Controls, Ireland

US Lawrence Keusch, VP, Investor Relations and Strategy Development, U.S.

IE

Brian Greham, Global Director EHS, Ireland

US Liam Kelly, Chairman, President and CEO, U.S.

US Cameron Hicks, Corporate VP and Chief Human Resource Officer, U.S.

ZA Malena van der Merwe, Tender Manager, South Africa

US Chuck Fliehman, VP, Business Practices, Information Security, Privacy and Compliance, U.S.

IE

IE

Colin Curran, VP Human Resources, Global Operations, Ireland

Maria Quaid, Director, HR, Ireland

US Marie Hendrixson, VP, Internal Audit, U.S.

US Colin Edwards, Scientific Program Manager, U.S.

IE

US Daniel Logue, Corporate VP, General Counsel and Secretary, U.S.

UK Matt James, President EMEA and Global Urology Care, U.K.

UK Daniel Price, Corporate VP, Commercial Finance, U.K.

US Michael DiGiuseppe, President, Latin America and Commercial Operations, U.S.

US Danielle O’Brien, VP Finance - Assistant Corporate Controller, U.S.

US Michael Rogers, EHS Engineer, U.S.

IEDavid O’Flynn, Sustainability Director, Ireland

Mary O’Malley, Senior Design Manager, Marketing Communications International, Ireland

US Michelle Fox, Corporate VP and Chief Medical Officer, U.S.

US Deborah McCarthy-Platz, EHS and Facilities Engineer, U.S.

IE

US Derek Noah, Senior Manager, Sustainability Strategy and Reporting, U.S.

MY Mohd Hafiz Bin Abdul Halim Shah, Facilities Senior Team Lead, Malaysia

US Diana Clifford, VP, Total Rewards, U.S.

US Nicole Keck, Senior Analyst, People Analytics, U.S.

Monika Hegarty-Vikander, VP, Human Resources, Global Commercial and Talent Development, Ireland

IE

Dominik Reterski, Corporate VP, QA/RA, Ireland

US Patrick Gotebeski, Internal Audit Manager, U.S.

US

Eliza Filipancic, Project Specialist, Clinical and Medical Affairs, U.S.

CZ Petr Seifert, Facilities Manager, Czech Republic

NL Emma Pollard, Director Global Talent Development, Netherlands
IE

Emmet Dalton, VP, Global Brand, Digital, and Communications, Ireland

US Renee Twardzik, Senior Manager - Global Corporate Communications, U.S.
IT

Roberta Griggio, Deputy Compliance Officer, EMEA, Italy

US Eric Halsey, Senior Global Marketing Manager, Surgical, U.S.

US Sam Miriello, Senior Regional EHS Manager U.S. and EMEAUS Erica Battin, Global HR Business Partner, U.S.

US Sara Eslinger, Senior Director, Product Quality Assurance, U.S.

SG Evelyn Sin, VP, HR - APAC and EMEA, Singapore

US Saron Djeregna, Global Manager, Risk Management, Training and Transparency, U.S.

US Fran Kiedeisch, Director, Technical Services, U.S.

US Shanté Demary, Director of Strategic Pricing and Contract Management, U.S.

UK Gideon Lake, EMEA Strategic Accounts Director, U.K.

US Sharon Haughney, Director, Talent Acquisition-The Americas, U.S.

US Greg Stotts, President and General Manager OEM, U.S.

US Stephen Young, Senior EHS Engineer, U.S.

US Howard Cyr, Corporate VP, Chief Compliance Officer, U.S.

US Thomas Powell, Executive VP and Chief Financial Officer, U.S.

IE

James Winters, Corporate VP, Manufacturing and Supply Chain, Ireland

US Tim Duffy, VP, and Chief Information Officer, U.S.

US Jay White, Corporate VP and President, Global Commercial, U.S.

US Tosin Lediju, EHS Engineer, U.S.

CH Jia Xu, Head of CMA, APAC, China

US Val Veitengruber, VP, Reimbursement and Healthcare Policy, Interventional Urology, U.S.

IN

Jitesh Kumar, Senior Engineering Manager, India

US Whitney Reynolds, VP Global Customer Experience, U.S.

US John Deren, Corporate VP, and Chief Accounting Officer, U.S.

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Appendices

ESG Disclosure
Appendices●

Global Reporting Initiative (GRI) Index●

Sustainability AccountingStandards Board (SASB) Index●

101

Taskforce on Climate-Related
Financial Disclosures (TCFD)

●

95

106

United Nations Sustainable
Development Goals

109

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Appendices

Global Reporting Initiative (GRI) Index
Teleflex has reported in accordance with the GRI Standards for the period
January 1, 2022, to December 31, 2022.

Statement of use
GRI 1 used

GRI 2021 STANDARDSGRI 1: Foundation 2021

DISCLOSURE

LOCATION
General Disclosures

GRI 2: General
Disclosures 2021

2-1 Organizational details"Teleflex at a Glance"

2-2 Entities included in the organization’s sustainability reporting"About this Report"

2-3 Reporting period, frequency and contact point“About this Report”

2-4 Restatements of information

None

2-5 External assuranceNone

2-6 Activities, value chain and other business relationships

Annual Report (10K)

2-7 Employees"Diversity, Equity & Inclusion at Teleflex"

2-8 Workers who are not employees

Omitted – information not available at this time.

2-9 Governance structure and composition

Investor Relations

2-10 Nomination and selection of the highest governance body

Investor Relations

2-11 Chair of the highest governance body

Investor Relations

2-12 Role of the highest governance body in overseeing the management of impacts"Corporate Social Responsibility"

2-13 Delegation of responsibility for managing impacts“Corporate Social Responsibility”

2-14 Role of the highest governance body in sustainability reporting“Corporate Social Responsibility”

2-15 Conflicts of interest

Investor Relations

2-16 Communication of critical concerns

Investor Relations

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GRI 2021 STANDARDS

Principles of Ethics& Governance

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PeopleProsperity &Sustainable Healthcare

DISCLOSURE

ESG Disclosure
Appendices

LOCATION
General Disclosures

GRI 2: General
Disclosures 2021

2-17 Collective knowledge of the highest governance body

Investor Relations

2-18 Evaluation of the performance of the highest governance body

Investor Relations

2-19 Remuneration policies

Investor Relations

2-20 Process to determine remuneration

Investor Relations

2-21 Annual total compensation ratio

Investor Relations

2-22 Statement on sustainable development strategy“CEO Message” and “Corporate Social Responsibility Chair Message”

2-23 Policy commitments

Corporate Social Responsibility

2-24 Embedding policy commitments

Corporate Social Responsibility

2-25 Processes to remediate negative impacts

Throughout report2-26 Mechanisms for seeking advice and raising concerns

Code of Ethics

2-27 Compliance with laws and regulations

As a public company, we report information regarding material legal proceedings in
our Exchange Act filings. Please see the Company’s relevant Exchange Act filings for
additional information.

2-28 Membership associations"Industry Groups and Trade Associations"2-29 Approach to stakeholder engagement"Stakeholder Engagement”

2-30 Collective bargaining agreements

Teleflex Labour Standards Assurance Policy

Material Topics
GRI 3: Material Topics 2021

3-1 Process to determine material topics“Materiality Assessment”

3-2 List of material topics“Corporate Social Responsibility”

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PeopleDISCLOSURE

Prosperity &Sustainable Healthcare

ESG Disclosure
Appendices

LOCATION
Economic Performance

GRI 3: Material Topics 2021

GRI 201: Economic
Performance 2016

3-3 Management of material topics

Annual Report (10K)

201-1 Direct economic value generated and distributed

Annual Report (10K)

201-3 Defined benefit plan obligations and other retirement plans

Annual Report (10K)

201-4 Financial assistance received from government

Annual Report (10K)

Anti-corruption
GRI 3: Material Topics 2021

GRI 205: Anticorruption 2016

3-3 Management of material topics“A Culture of Compliance”

205-1 Operations assessed for risks related to corruption“A Culture of Compliance”

205-2 Communication and training about anti-corruption policies and procedures“A Culture of Compliance”

205-3 Confirmed incidents of corruption and actions taken

As a public company, we report information regarding material legal proceedings in
our Exchange Act filings. Please see the Company’s relevant Exchange Act filings for
additional information.

Anti-competitive behavior
GRI 3: Material Topics 2021
GRI 206: Anti-competitive
Behavior 2016

3-3 Management of material topics“A Culture of Compliance”

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

As a public company, we report information regarding material legal proceedings in
our Exchange Act filings. Please see the Company’s relevant Exchange Act filings for
additional information.

EnergyGRI 3: Material Topics 2021

3-3 Management of material topics“Energy”

GRI 302: Energy 2016

302-4 Reduction of energy consumption“Energy”

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PeopleDISCLOSURE

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ESG Disclosure
Appendices

LOCATION
Emissions

GRI 3: Material Topics 2021

3-3 Management of material topics”Climate Change”; “Taskforce on Climate-Related Financial Disclosures(TCFD)”GRI 305: Emissions 2016305-5 Reduction of GHG emissions”Climate Change”

Waste
GRI 3: Material Topics 2021
GRI 306: Waste 2020

3-3 Management of material topics“Waste”

306-1 Waste generation and significant waste-related impacts“Waste”

306-2 Management of significant waste-related impacts“Product Design and Circularity”

Employment
GRI 3: Material Topics 2021

GRI 401: Employment 2016

3-3 Management of material topics“People”

401-1 New employee hires and employee turnover”Inclusive Recruiting” and “Exceptional Employee Experience (E³)”

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees”Benefits”

401-3 Parental leave”Family Support”

Occupational health and safety
GRI 3: Material Topics 2021

GRI 403: Occupational
Health and Safety 2018

3-3 Management of material topics”Employee Health and Safety”

403-1 Occupational health and safety management system”Employee Health and Safety”

403-2 Hazard identification, risk assessment, and incident investigation”Employee Health and Safety”

403-3 Occupational health services”Employee Health and Safety”

403-4 Worker participation, consultation, and communication on occupational health and safety”Employee Health and Safety”

403-5 Worker training on occupational health and safety”Employee Health and Safety”

403-6 Promotion of worker health”Employee Health and Safety”

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships ”Employee Health and Safety”
403-8 Workers covered by an occupational health and safety management system”Employee Health and Safety”

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GRI 2021 STANDARDS

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PeopleDISCLOSURE

Prosperity &Sustainable Healthcare

ESG Disclosure
Appendices

LOCATION
Training and education

GRI 3: Material Topics 2021
GRI 404: Training and
Education 2016

3-3 Management of material topics”Learning and Development”

404-1 Average hours of training per year per employee”Learning and Development”

404-2 Programs for upgrading employee skills and transition assistance programs”Learning and Development”

Diversity and equal opportunity
GRI 3: Material Topics 2021

3-3 Management of material topics”Diversity, Equity & Inclusion at Teleflex”

GRI 405: Diversity and Equal
Opportunity 2016405-1 Diversity of governance bodies and employees”DEI Metrics”

Public policy
GRI 3: Material Topics 2021

3-3 Management of material topics“Participating in Public Policy”

GRI 415: Public Policy 2016415-1 Political contributions$0.00 USD in 2022

Customer health and safety
GRI 3: Material Topics 2021

3-3 Management of material topics“Product Quality and Safety”

416-1 Assessment of the health and safety impacts of product and service categories

Teleflex reviews its products for health and safety impacts based on our QMS (Quality
Management System) and the governing regulations, particularly ISO13485 and
21CFR820, Teleflex does not differentiate reviews for improvement or safety impact byproduct or service category.

416-2 Incidents of non-compliance concerning the health and safety impacts of products
and services

Teleflex did not have any incidents of non-compliance that resulted in a warning (i.e.
warning letter), fine or penalty in 2022.

GRI 416: Customer Healthand Safety 2016

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Appendices

LOCATION
Marketing and labeling

GRI 3: Material Topics 2021

GRI 417: Marketing andLabeling 2016

3-3 Management of material topics”Sales and Marketing Practices”

417-2 Incidents of non-compliance concerning product and service information and labeling

As a public company, we report information regarding material legal proceedings in
our Exchange Act filings. Please see the Company’s relevant Exchange Act filings for
additional information.

417-3 Incidents of non-compliance concerning marketing communications

As a public company, we report information regarding material legal proceedings in
our Exchange Act filings. Please see the Company’s relevant Exchange Act filings for
additional information.

Customer privacy
GRI 3: Material Topics 2021

3-3 Management of material topics”IT Security and Data Privacy”

GRI 418: Customer Privacy
2016418-1 Substantiated complaints concerning breaches of customer privacy and losses ofcustomer data

”IT Security and Data Privacy”

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ESG Disclosure
AppendicesSustainability AccountingStandards Board(SASB) Index

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PeopleESG Disclosure
AppendicesSustainability Accounting Standards Board (SASB) Index
GRI 2021 STANDARDS
Topic

Affordability and Pricing

DISCLOSURE

LOCATIONSASB Code

MetricDisclosure/Explanation

HC-MS-240a.1

Ratio of weighted average rateof net price increases (for all
products) to the annual increasein the U.S. Consumer Price Index

Teleflex works with distributors and healthcare providers to agree to a price that is fair. This process
differs product to product and country to country. Teleflex does not provide pricing information at thistime. Factors that affect price would typically be the commercial competitive environment, geographicalmarket, volume commitment or duration of contract commitment, and customer segment (e.g. hospital,
distributor, military).

HC-MS-240a.2

Description of how priceinformation for each product isdisclosed to customers or to theiragentsPrices are communicated through distributors or directly with healthcare providers by way of a contract,tender, price quote, or similar pricing agreement. In these documents, a selling price is provided, which
is either based on the approved list price (current standard selling prices available to all customers) orapproved special price (negotiated price specific to the customer). These documents also include thefulfillment conditions for discounts and/or rebates, if any. As these documents are typically regarded asconfidential information, relevant confidentiality clauses will be included in these purchasing agreements.

HC-MS-250a.1

Number of recalls issued, total
units recalled● 2022 Class 1 recalls24:• # of units: 6,221,750• % of total Teleflex products sold in 2022: 1.4%
● For more information regarding recalls please refer to the F.D.A. Medical Device Recall Database

Product Safety

HC-MS-250a.2

List of products listed in the FDA’s MedWatch: The FDA Safety Information and Adverse Event Reporting Program
MedWatch Safety Alerts for Human
Medical Products database

HC-MS-250a.3

Number of fatalities related to
products as reported in the FDA
Manufacturer and User Facility
Device Experience

HC-MS-250a.4

Number of FDA enforcement actions Nonetaken in response to violationsof current Good Manufacturing
Note: This response is based on considering an “FDA enforcement action” to be the issuance of an FDA
Practices (cGMP), by typewarning letter, which Teleflex did not receive in 2022.

MAUDE - Manufacturer and User Facility Device Experience

24 Differences compared with data on FDA websites may be due to timeframe (the date Teleflex takes an action may differ from the date FDA classifies that action), definition of “recall” (FDA data includes actions taken even if the product is not removed orcorrected), and classification by product group vs. product code (FDA counts each impacted product code within a product family as a distinct recall).

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at a GlanceGRI 2021 STANDARDS
Topic

Ethical Marketing

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

DISCLOSURE

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

LOCATIONSASB Code

MetricDisclosure/Explanation

HC-MS-270a.1

Total amount of monetary losses as aresult of legal proceedings associatedwith false marketing claims

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

HC-MS-270a.2

Description of code of ethics
governing promotion of off-label
use of products

Teleflex policy strictly prohibits the promotion of a product for off-label use, as well as soliciting requests
for information on off-label use. Teleflex has a comprehensive and robust global off-label use response
program designed to mitigate the risk of off-label promotion and to handle off-label use inquiries inaccordance with current FDA and other global regulatory agency requirements, without inhibiting lawful
scientific exchange. Importantly, in adherence to FDA guidance our off-label use response activities aremanaged by our medical and scientific personnel independent from our sales and marketing departments.
As part of our off-label use response program, unsolicited off-label use inquiries and subsequent
responses are reviewed, tracked, and auditable in a centralized database maintained by the response
program coordinator and Clinical and Medical Affairs (CMA) personnel. Responses to these inquiries
are handled by trained CMA representatives and follow FDA or other global regulatory agency
guidance. Per FDA guidance, this policy requires these responses to be truthful, balanced, nonmisleading, and provide independent, non-promotional scientific or medical information that is
responsive to the specific off-label use request. In addition, the CMA representative is required toprovide a private response, sent only to the individual requesting the information, and must include
appropriate statements and disclosures, as well as a copy of the product’s current labeling.
Teleflex new hires and current employees receive annual training on how to avoid off-label promotion,
recognizing off-label use inquiries, and the potential consequences of off-label promotion. Training
is tracked by the response program coordinator and CMA personnel, who receive additional in-depth
training on Teleflex’s procedure for responding to unsolicited off-label use inquiries. Completion rate
in 2022 for the general off-label use response training has reached 95.2% (USA). Failure to maintaincurrent training certification or any violations of the off-label use promotion policy may result in
disciplinary action per Teleflex Human Resources policy.

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Teleflex
at a GlanceGRI 2021 STANDARDS
TopicCorporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

DISCLOSURE

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

LOCATIONSASB Code

MetricDisclosure/Explanation

HC-MS-410a.1

Discussion of process to assess
and manage environmental andhuman health considerations
associated with chemicals in
products, and meet demand forsustainable products"Product Design and Circularity”; “Responsible Consumption and Production”; “Research, Development
and Innovation”

HC-MS-410a.2

Total amount of products
accepted for take-back andreused, recycled, or donated,broken down by: (1) devices andequipment and (2) supplies

At Teleflex we have several reusable products. While we take back some products for repair or recycling,
we have not yet established a system to quantify the extent of product takeback.

HC-MS-430a.1

Percentage of (1) entity’s
facilities and (2) Tier I suppliers’
facilities participating in thirdparty audit programs for
manufacturing and productquality

In 2022, the Teleflex Global EHS function deployed EHS audits on several selected sites through ourCompliance Assurance Program delivered by independent third-party auditors.

HC-MS-430a.2

Description of efforts tomaintain traceability within the
distribution chain

We have traceability from raw material to distribution to end customer through various processes andcontrols. From the time we purchase raw materials until they are received at our manufacturing sites, weare able to track those materials through our logistics carrier via a carrier tracking reference and TMS(Transport Management System) reference linked to the shipment. From manufacturing to distribution
centers and from distribution centers to end customers the same process is used. Once the products
reach the end customer, proof of delivery is required to ensure receipt. The entire process is tracked
through our enterprise resource planning (ERP) system with the purchase order number, customer orvendor information, container reference number, house of bill lading, and any other shipping information.

HC-MS-430a.3

Description of the managementof risks associated with the useof critical materials

Conflict Minerals Policy

Product Design andLifecycle Management

Supply Chain Management

For more information regarding our management of suppliers and audits please refer to the below websites:● https://teleflex.com/global/suppliers/ethics/Teleflex-LSAS-Policy-04-24-01-2020.pdf● https://teleflex.com/usa/en/suppliers/teleflex-supplier-expectations/

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Teleflex
at a GlanceGRI 2021 STANDARDS
TopicCorporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleDISCLOSURE

ESG Disclosure
Appendices

LOCATIONSASB Code

MetricDisclosure/Explanation

HC-MS-510a.1

Total amount of monetary losses
as a result of legal proceedings
associated with bribery or
corruption

As a public company, we report information regarding material legal proceedings in our Exchange Act
filings. Please see the Company’s relevant Exchange Act filings for additional information.

HC-MS-510a.2

Description of code of ethics
governing interactions withhealthcare professionals

Code of Ethics (page 7) and Teleflex Integrity Code

HC-MS-000.A

Number of units sold by productcategory

Business Ethics

Anesthesia
Interventional Urology
Interventional

Activity Metric

Prosperity &Sustainable Healthcare

83,708,361
382,038
4,788,104

OEM

170,908,107

Other

749,927

Respiratory

34,869,353

Surgical

32,361,505

Urology Care

94,179,378

Vascular Access

21,570,833

Grand Total

443,517,607

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesTaskforce on
Climate-Related Financial
Disclosures (TCFD)

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Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
AppendicesTaskforce on Climate-Related Financial Disclosures (TCFD)
The Taskforce on Climate-Related Financial Disclosures provided a standards framework for companies to report on their climate governance, strategy, risks, opportunities, and metrics and targets. The disclosuresin this report follow the recommendations and guidance set out in “Implementing the Recommendations of the Task Force on Climate-related Financial Disclosures” (October 2021).

Topic

Governance

Strategy

Description

Recommended disclosures

Response

Disclose the organization’s governance aroundclimate-related risks and opportunities. Disclose
the actual and potential impacts of climate-relatedrisks and opportunitiesa) Describe the board’s oversight of climate-relatedrisks and opportunities.

“Climate Change Governance”

Disclose the actual and potential impacts ofclimate-related risks and opportunities on theorganization’s businesses, strategy, and financial
planning where such information is material.

a) Describe the climate-related risks andopportunities the organization has identified
over the short, medium, and long term.

b) Describe management’s role in assessing
and managing climate-related risks andopportunities.
Teleflex Annual Report (10K), page 25b) Describe the impact of climate-related risks andopportunities on the organization’s businesses,
strategy, and financial planning.
c) Describe the resilience of the organization’s
strategy, taking into consideration different
climate-related scenarios, including a 2°C or
lower scenario.

We plan to do a third-party scenario analysis in
2023. We will report on the findings in subsequent
reports. We may consider risks such as flooding
from sea level rise, risks from severe weather, andwater stress areas.

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Topic

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

Description

Recommended disclosures

Response

Disclose how the organization identifies, assesses,
and manages climate-related risks.

a) Describe the organization’s processes for
identifying and assessing climate-related risks.

“Climate Risk Management”

ESG Disclosure
Appendicesb) Describe the organization’s processes for
managing climate-related risks.

Risk Managementc) Describe how processes for identifying,assessing, and managing climate-related risks
are integrated into the organization’s overall risk
management.
Disclose the metrics and targets used to assess
and manage relevant climate-related risks andopportunities where such information is material.

Metrics and Targetsa) Disclose the metrics used by the organization toassess climate-related risks and opportunities
in line with its strategy and risk management
process.

“Emissions Reduction Targets”b) Disclose Scope 1, Scope 2, and, if appropriate,
Scope 3 greenhouse gas (GHG) emissions, and therelated risks.
c) Describe the targets used by the organization to
manage climate-related risks and opportunities
and performance against targets.

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Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

United Nations Sustainable
Development Goals(UN SDGs)

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Welcome

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

United Nation
Sustainable Development
Goals (UN SDGs)
The Sustainable Development Goals are the framework of ourtime to guide responsible actions across all facets of society. By
mapping action to the SDGs and mapping the SDGs to our strategy it supports the development of a more rounded and integrated
approach, increasing the impact of our sustainability strategy.

Teleflex 2022 Global Impact Report110Welcome

Teleflex CSR Pillar

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

UN Sustainable Development Goal

Goal 16 (Peace, Justice, and Strong Institutions):
Principles of Ethics& Governance

Promote peaceful and inclusive societies for sustainable development, provide access to justicefor all and build effective, accountable and inclusive institutions at all levels
Goal 3 (Good Health and Wellbeing):
Ensure healthy lives and promote well-being for all at all ages
Goal 6 (Clean Water and Sanitation):
Ensure availability and sustainable management of water and sanitation for all

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

UN Sustainable Development Indicator16.3 Promote the rule of law at the national and international levels and ensure equal
access to justice for all
16.5 Substantially reduce corruption and bribery in all their forms
3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous
chemicals and air, water and soil pollution and contamination
6.3 By 2030, improve water quality by reducing pollution, eliminating dumping andminimizing release of hazardous chemicals and materials, halving the proportion of
untreated wastewater and substantially increasing recycling and safe reuse globally
6.4 By 2030, substantially increase water-use efficiency across all sectors and ensuresustainable withdrawals and supply of freshwater to address water scarcity andsubstantially reduce the number of people suffering from water scarcity

Planet & Environment

Goal 7 (Affordable and Clean Energy):
Ensure access to affordable, reliable, sustainable and modern energy for all
Goal 8 (Decent Work and Economic Growth):
Promote sustained, inclusive and sustainable economic growth, full and productive
employment and decent work for all

Goal 9 (Industry, Innovation, and Infrastructure):
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster
innovation

7.2 By 2030, increase substantially the share of renewable energy in the global energy mix
7.3 By 2030, double the global rate of improvement in energy efficiency
8.4 Improve progressively, through 2030, global resource efficiency in consumption andproduction and endeavour to decouple economic growth from environmental degradation,in accordance with the 10 Year Framework of Programmes on Sustainable Consumption
and Production, with developed countries taking the lead
9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, withincreased resource-use efficiency and greater adoption of clean and environmentally soundtechnologies and industrial processes, with all countries taking action in accordance with
their respective capabilities

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Teleflex CSR Pillar

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

UN Sustainable Development Goal

Goal 11 (Sustainable Cities and Communities):
Make cities and human settlements inclusive, safe, resilient and sustainable
Goal 12 (Responsible Consumption and Production):
Ensure sustainable consumption and production patterns

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

UN Sustainable Development Indicator

11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by
paying special attention to air quality and municipal and other waste management
12.2 By 2030, achieve the sustainable management and efficient use of natural resources
12.5 By 2030, substantially reduce waste generation through prevention, reduction,
recycling and reuse
12.6 Encourage companies, especially large and transnational companies, to adopt
sustainable practices and to integrate sustainability information into their reporting cycle

Goal 13 (Climate Action):
Planet & Environment

Take urgent action to combat climate change and its impacts

13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural
disasters in all countries
13.3 Improve education, awareness-raising and human and institutional capacity on
climate change mitigation, adaptation, impact reduction and early warning

Goal 14 (Life Below Water):Conserve and sustainably use the oceans, seas and marine resources for sustainable
development
Goal 15 (Life on Land):Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage
forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
Goal 3 (Good Health and Wellbeing):
Ensure healthy lives and promote well-being for all at all ages

14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particularfrom land-based activities, including marine debris and nutrient pollution

15.3 By 2030, combat desertification, restore degraded land and soil, including land
affected by desertification, drought and floods, and strive to achieve a land degradationneutral world
3.7 By 2030, ensure universal access to sexual and reproductive health-care services,
including for family planning, information and education, and the integration of
reproductive health into national strategies and programmes

People
3.8 Achieve universal health coverage, including financial risk protection, access to quality
essential health-care services and access to safe, effective, quality and affordable essential
medicines and vaccines for all

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Teleflex CSR Pillar

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

UN Sustainable Development Goal

Goal 4 (Quality Education):
Ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

UN Sustainable Development Indicator

4.3 By 2030, ensure equal access for all women and men to affordable and quality technical,
vocational and tertiary education, including university
4.4 By 2030, substantially increase the number of youth and adults who have relevant skills,
including technical and vocational skills, for employment, decent jobs and entrepreneurship
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levelsof education and vocational training for the vulnerable, including persons with disabilities,
indigenous peoples and children in vulnerable situations
4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promotesustainable development, including, among others, through education for sustainable
development and sustainable lifestyles, human rights, gender equality, promotion of aculture of peace and non-violence, global citizenship and appreciation of cultural diversity
and of culture’s contribution to sustainable development

PeopleGoal 5 (Gender Equality):
Achieve gender equality and empower all women and girls

5.1 End all forms of discrimination against all women and girls everywhere
5.4 Recognize and value unpaid care and domestic work through the provision of public
services, infrastructure and social protection policies and the promotion of shared
responsibility within the household and the family as nationally appropriate
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at
all levels of decision-making in political, economic and public life

Goal 8 (Decent Work and Economic Growth):
Promote sustained, inclusive and sustainable economic growth, full and productive
employment and decent work for all

8.5 By 2030, achieve full and productive employment and decent work for all women andmen, including for young people and persons with disabilities, and equal pay for work ofequal value
8.8 Protect labour rights and promote safe and secure working environments for all workers,
including migrant workers, in particular women migrants, and those in precarious employment

Teleflex 2022 Global Impact Report113Welcome

Teleflex CSR Pillar

Teleflex
at a Glance

Corporate Social
Responsibility

Principles of Ethics& Governance

UN Sustainable Development Goal

Goal 3 (Good Health and Wellbeing):
Ensure healthy lives and promote well-being for all at all ages

Planet &Environment

PeopleProsperity &Sustainable Healthcare

ESG Disclosure
Appendices

UN Sustainable Development Indicator

3.1 By 2030, reduce the global maternal mortality ratio to less than 70 per 100,000 live births
3.2 By 2030, end preventable deaths of newborns and children under 5 years of age, with allcountries aiming to reduce neonatal mortality to at least as low as 12 per 1,000 live births
and under-5 mortality to at least as low as 25 per 1,000 live births
3.4 By 2030, reduce by one third premature mortality from non-communicable diseases
through prevention and treatment and promote mental health and well-being
3.7 By 2030, ensure universal access to sexual and reproductive health-care services,
including for family planning, information and education, and the integration of
reproductive health into national strategies and programmes
3.8 Achieve universal health coverage, including financial risk protection, access to quality
essential health-care services and access to safe, effective, quality and affordable essential
medicines and vaccines for all

Community &Sustainable Healthcare
Goal 8 (Decent Work and Economic Growth):
Promote sustained, inclusive and sustainable economic growth, full and productive
employment and decent work for all

8.2 Achieve higher levels of economic productivity through diversification, technologicalupgrading and innovation, including through a focus on high-value added and labourintensive sectors
8.7 Take immediate and effective measures to eradicate forced labour, end modern slavery andhuman trafficking and secure the prohibition and elimination of the worst forms of child labour,
including recruitment and use of child soldiers, and by 2025 end child labour in all its forms
8.8 Protect labour rights and promote safe and secure working environments for all workers,
including migrant workers, in particular women migrants, and those in precarious employment

Goal 9 (Industry, Innovation, and Infrastructure):
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster
innovation

9.5 Enhance scientific research, upgrade the technological capabilities of industrial sectors
in all countries, in particular developing countries, including, by 2030, encouraging
innovation and substantially increasing the number of research and development workers
per 1 million people and public and private research and development spending

Teleflex 2022 Global Impact Report114Teleflex CSR Pillar

UN Sustainable Development Goal

Goal 11 (Sustainable Cities and Communities):
Make cities and human settlements inclusive, safe, resilient and sustainable

UN Sustainable Development Indicator11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic
services and upgrade slums
11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage

Teleflex 2022 Global Impact Report115Teleflex, and the Teleflex logo, are trademarks or registered trademarks of Teleflex Incorporated or its affiliates, in the U.S. and/or other countries.
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