2020 GLOBAL IMPACT REPORT

2020 Global Impact Report12020 GLOBAL IMPACT REPORT

2Table of Contents
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CEO
Message

Company
Overview

Corporate Social
Responsibility at
Teleflex

Pillar I: Principlesof Ethics &Governance

Pillar II: Planet& Environment

Pillar III: People& Human Rights

Pillar IV: Prosperity& Sustainable
Procurement• History• Living our Values• How we are Organized• Financial Highlights• Our Products• Strategic M&A• New ProductDevelopment• Our Supply Chain• Our Approach to CSR• Stakeholder
Engagement• About this Report• Information Concerning
Forward-Looking
Statements• Corporate Governance• Driving a Culture ofCompliance: Integrityin All We Do• Annual Teleflex
Enterprise Risk
Assessment• Sales & Marketing• Environmental Health& Safety (EHS):
Our Zero Harm Vision
for the Environment• Product Stewardshipfrom Concept toCommercialization• Supporting our People
through COVID-19• Talent Management &Development• Benefits• Family Support• Tuition Assistance• Diversity, Equity &Inclusion• Employee Recognition• EHS: Our Zero Harm
Vision for our People• Continued Pursuit of• Teleflex ProductTraining and
Education: Engage,
Educate, Align• Medical Education
Grants• Clinical Research
Grants• Clinical Research• Philanthropy at Teleflex• Community• Non-GAAP Financial
Measures

Practices• IT Security & Privacy

Excellence in our Global
Facilities• Teleflex Products:
Innovation, Safety &Quality from Concept toCommercialization

Engagement• Labour & SupplierStandards

2020 GLOBAL IMPACT REPORT

3CEO Message
Teleflex is a company that thrives onshared values with people at thecenter of everything we do. We live
each day by our Core Values and our
purpose “to improve the health andquality of people’s lives.” Our morethan 14,000 employees are united in
the understanding that what we doevery day makes a difference.
Our focus on people and commitment
to Corporate Social Responsibility(CSR) has never been more criticalthan during the COVID-19 pandemic.
We quickly mobilized our Global andLocal Crisis Management Teams toensure employee health and safety.

Liam Kelly
Chairman, President, and CEO

As featured in our Frontline Stories
series, some members of our clinicaland sales teams returned to the front
lines of clinical practice during the
pandemic. We also leveraged our
Humanitarian Product Donation
Program to provide support to frontline workers and continued to serve as
an Americares Emergency Response
Partner to aid their global crisis
response efforts.

In 2020, Teleflex’s CSR Steering
Committee established acomprehensive strategic approach
to CSR at Teleflex bringing together
the work that has been ongoing
throughout our organization for many
years. We plan to expand Teleflex’s
CSR Program through the developmentof a 5-year Road Map, setting
meaningful and measurable goals toadvance the progress, transparency,
and disclosure of the program.
Our CSR Program is focused on ourcommitment to working with integrity,
minimizing our impact on the world
around us, empowering andsupporting our employees, andpromoting economic prosperity.
Principles of Ethics & GovernanceTeleflex is committed to ensuring we
act with integrity in all our businesspractices and interactions andremaining compliant with allapplicable laws and regulations. Our
actions are guided each day by theTeleflex Code of Ethics.

Planet & Environment
As an organization, Teleflex is guided
by our Zero Harm Vision and acommitment to sustainable businesspractices. Our dedication in this spaceis demonstrated by our efforts to
reduce excess materials in our
product packaging as well as
installation of solar panels in our
Mexico and Malaysia manufacturing
facilities to help reduce our carbon
footprint. In addition, we are setting
goals to reduce our purchased energy
and waste sent to landfills.

2020 GLOBAL IMPACT REPORT

4CEO Message
People & Human Rights
Dedication to our Core Values, whichplace people at the center ofeverything we do, takes on many
forms. This includes Teleflex’s drive toprovide high quality, innovative
medical devices through both internal
R&D and acquisition, a strongemphasis on talent management anddevelopment, and our commitment toDiversity, Equity & Inclusion (DEI)
through the work of our Global andRegional DEI Councils. DEI educationof our workforce is underway, andprograms are being designed for
employees to get involved at theregional and local levels. We also have
employee-driven initiatives to give
employees the opportunity to connect
with each other, including One Teleflex
and our Employee Resource Groups.

Liam Kelly
Chairman, President, and CEO

Prosperity & Sustainable
Procurement
In an effort to support the expansionof access to healthcare, Teleflex
focuses on groundbreaking clinicalresearch as well as the critical role weplay in educating clinicians on the safeand effective use of our products.
Through our Humanitarian Donation
Program, the philanthropic efforts of
the Teleflex Foundation, and our JOIN
Act with Purpose community
engagement initiatives, Teleflex seeks
to give back wherever possible.
Teleflex is also dedicated tomaintaining robust standards both for
Teleflex and the suppliers with whom
we work to support and expand
economic prosperity.

Forward Focus
I am proud of all the work our
employees are doing to advance our
CSR journey at Teleflex. Guided by ourCore Values and culture, we arecommitted to acting responsibly tosupport our employees, customers,
patients, shareholders, and ourcommunities around the world.
Teleflex has made significant
advances, and I look forward towatching our CSR Program continue
to evolve in the years to come.

2020 GLOBAL IMPACT REPORT

Company Overview

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2020 GLOBAL IMPACT REPORT

6Company Overview
History

Teleflex at a Glance

Headquartered in Wayne, PA, Teleflex is a public company tradedon the New York Stock Exchange that was founded in 1943 as amanufacturer of precision mechanical push/pull controls for military
aircraft. From this original single market, single product orientation,
we expanded and evolved through entries into new businesses,
development of new products, introduction of products into newgeographic or end-markets and acquisitions and dispositions ofbusinesses. Throughout our history, we have continually focusedon providing innovative, technology-driven, specialty-engineered
products that help our customers meet their business requirements.
Beginning in 2007, we significantly changed the composition of ourportfolio of businesses, expanding our presence in the medical device
industry, while divesting our other businesses. In 2011, we became
exclusively a medical device company. Since then, we have continued
to expand our business through a combination of internal researchand development, external partnerships and strategic acquisitions.

Major manufacturing operations in the
Czech Republic, Germany, Malaysia,
Mexico, and the United States

Our Major Brands®

2020 GLOBAL IMPACT REPORT

Living our Values
At Teleflex, our Core Values define our company, shaping
our corporate culture, guiding our business practices, anddirecting the way we interact with our stakeholders. Our
Core Values revolve entirely around people – from ourpatients and healthcare professionals, to our employees
and shareholders, to our suppliers and distributors, to thecountless individuals who make up the communities weserve around the world.

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PeoplePeople are at the center ofeverything we do, and as aresult, they are at the heart ofour values. Our commitment topeople encompasses being
mindful of others andprioritizing respect in every
interaction.

Make it Fun
We are committed to helping
our employees to findfulfillment and enjoyment intheir jobs by achieving newthings, taking pride in theirwork, and taking time out tocelebrate their successes.

How we are Organized
Teleflex has four business segments – the Americas (North
America and Latin America), EMEA (Europe, the Middle
East and Africa), APAC (Asia Pacific), and OEM (OriginalEquipment Manufacturer and Development Services).
Each of our three geographic segments provides acomprehensive portfolio of medical technology products
used by hospitals and healthcare providers. However,certain of our products are more heavily concentrated
within certain segments. For example, most of ourinterventional urology products are sold by our Americas
segment and most of our urology drainage products are
sold by our EMEA segment.

Building Trust
Teleflex is a highly entrepreneurial
workplace, and much of ourcompany's growth has come fromthis trait. We continuously
encourage our people to find new
and innovative ways to demonstrate
their entrepreneurial spirit and add
value to their jobs.

Establishing trust is an importantand continuous process that has
many different levels and meanings.
Trust defines our relationships asindividuals, 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 another tocreate a positive work
environment.

2020 GLOBAL IMPACT REPORT

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$ 435,086$437,068

Variance$ 10.67

5.2%

Variance$11.15(2.2%)$ 9.90Net Revenues

Research andDevelopment$ 119,747$ 113,857$ 106,208$ 84,770$ 2,537,156$ 2,595,362$ 2,448,383
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2020
Net Revenues
by Reporting
Segment

20

Americas

Europe,Middle East
and Africa

Asia Pacific

OEM

58%

23%

10%

9%

$ 437,143

17

2020
Net Revenues
by End Market$ 426,301$ 8.40From Continuing Operations (dollars inmillions, except per share data). A table
reconciling adjusted earnings per share to themost directly comparable GAAP measure canbe found at the end of this Report.1$ 2,146,303

Financial Highlights

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Adjusted Earnings
Per Share1

Net Cash Provided
by Operating
Activities

Hospitals/
Healthcare
Providers

Medical
DeviceManufacturers

Home Care(4.3%)

0%

88%

9%

3%

Variance

Variance

2020 GLOBAL IMPACT REPORTOur Products
Our portfolio is diverse, with solutions in
the fields of vascular access, anesthesia,
interventional cardiology and radiology,
surgical, interventional urology, respiratory,2and urology. Our products are designed toenhance clinical benefits, improve patientand provider safety, and reduce total
procedural costs. We primarily design,develop, manufacture, and supply singleuse medical devices used by hospitals andhealthcare providers for common diagnostic
and therapeutic procedures in critical careand surgical applications.

Arrowg+ard Blue Advance® PICC
Our proprietary coating technologies can be applied
to a range of vascular access products, including
peripherally inserted central catheters (PICC’s),and midlines, helping to provide broad-spectrum
antimicrobial and antithrombogenic catheter
protection. We are leveraging our innovation
strength to expand the use of these technologies to
new applications in markets around the world.

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Vascular AccessOur vascular access product category includes
devices that facilitate a variety of critical caretherapies and other applications with a focus on
helping reduce vascular-related complications. These
products primarily consist of our Arrow® brandedcatheters and related devices including catheter
positioning systems in addition to our intraosseous,or in the bone, access systems. Our catheters areused in a wide range of procedures, including
the administration of intravenous therapies, themeasurement of blood pressure and the withdrawalof blood samples through a single puncture site.
Many of our catheters provide antimicrobial andantithrombogenic protection technology that havebeen shown to reduce the risk of catheter related
bloodstream infections and microbial colonizationand thrombus accumulation on catheter surfaces.
Our intraosseous access systems are designed for thedelivery of medications and fluids when intravenous
access is difficult to obtain in emergent, urgent,or medically necessary cases. Our products offer amethod for vascular access that can be administeredquickly and effectively in the hospital and prehospital environments and include the Arrow® EZ-IO®
Intraosseous Vascular Access System and Arrow®
FAST1 Sternal Intraosseous Infusion System.

Respiratory
Our respiratory products are used in a variety ofcare settings include oxygen therapy products,
aerosol therapy products, spirometry products andventilation management products.2

Arrow® EZ-IO®
Intraosseous Vascular Access System
During 2020, we received an expanded indicationfor our EZ-IO® Intraosseous Vascular Access
System, allowing the device to be used for an
extended timeframe of up to 48 hours whenalternative intravenous access is not available.
This expansion is a prime example of our ongoing
efforts to expand and improve our portfolio basedon clinician feedback.

Anesthesia
Our anesthesia product category is comprised of
airway and pain management product lines that
support hospital, emergency medicine and militarychannels. Our airway management products andrelated devices are designed to enable use ofstandard and advanced anesthesia techniques inboth pre-hospital emergency and hospital settings.
Our pain management product line includes
catheters and disposable pain pumps for regional
anesthesia, designed to improve patients’ postoperative pain experience.

2020 GLOBAL IMPACT REPORT

10Interventional

SurgicalOur interventional product category includes
devices that facilitate a variety of applications todiagnose and deliver treatment via the vascularsystem of the body. These products primarily
consist of a variety of coronary catheters,
structural heart therapies, peripheral intervention
products and cardiac assist products that are usedby interventional cardiologists, interventional
radiologists, and vascular surgeons.

Our surgical product category consists of singleuse and reusable products designed to provide
surgeons with devices for use in a variety ofsurgical procedures. These products primarily
consist of metal and polymer ligation clips, fascialclosure surgical systems used in laparoscopic
surgical procedures, percutaneous surgicalsystems, and other surgical instruments.

Urology

MANTA® Vascular Closure Device
During 2020, we completed full market releaseof our MANTA® Vascular Closure Device, thefirst commercially available biomechanicalvascular closure device specifically designed forlarge bore femoral arterial access site closure.
Engineered to achieve fast, simple deployment
with rapid hemostasis, the MANTA® Device
addresses the challenges of large bore closure
with single, easy-to-use device.

Our urology product category provides bladdermanagement for patients in the hospital andindividuals in the home care markets. The productportfolio consists principally of a wide range ofcatheters (including Foley, intermittent, external,
and suprapubic), urine collectors, catheterization
accessories and products for operative
endourology.

OEM Division
Our OEM division designs, manufactures, andsupplies devices and instruments for othermedical device manufacturers, providing
custom-engineered extrusions, diagnostic andinterventional catheters, balloons and balloon
catheters, sheath/dilator sets (introducers) andkits, sutures, performance fibers and bioresorbableresins and fibers.

The UroLift® System
The UroLift® System represents asignificant breakthrough in the areaof minimally invasive benign prostatic
hyperplasia (BPH) care. During 2020, we
initiated a national marketing campaign
to drive consumer awareness, and weunveiled the UroLift® Advanced Tissue
Control (ATC)TM System, which may
enable urologists to treat challenging
BPH cases more easily. We also initiatedthe roll out of the UroLift® 2 System, andwe remain on track for a full commercial
launch of this next-generation technology
by year-end 2021.

Interventional Urology
Our interventional urology product category
includes the UroLift® System, a minimallyinvasive technology for treating lower urinary
tract symptoms due to benign prostatic
hyperplasia, or BPH. The UroLift® System
involves the placement of permanent implants,
typically through a transurethral outpatient
procedure, that hold the prostate lobes apartto relieve compression on the urethra without
cutting, heating, or removing prostate tissue.

2020 GLOBAL IMPACT REPORT

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Strategic M&A

New Product Development

In 2020, we continued to execute on our strategy of creating value throughstrategic acquisitions.

Teleflex drives to advance the quality of patient and caregivers lives
through innovation in products, processes, and partnerships. We
introduced new products in 2020 targeted at making improvements
to our intra-aortic balloon pumps (IABP) that support treatments forheart failure and structural heart failure and launched the Arrow®
ErgoPack® Complete CVC Insertion System, a critical tool in the fightagainst central line-associated bloodstream infection (CLABSI).

In the first quarter of 2020, we completed the acquisition of IWG High
Performance Conductors, Inc., a leader in medical tubing and wire components
to expand and diversify our OEM division’s already extensive portfolio of
in-house capabilities. The business is made up of two main segments, Minimally
Invasive Medical and High Performance Conductors. Minimally Invasive Medical
focuses on insulated wire and micro-diameter tubing components for medical
devices including intra-cardiac mapping catheters, cerebral protection systems
for TAVR, and RF nerve ablation for pain management. High Performance
Conductors is a leading fabricator of specialty fine and ultra-fine gauge wirefor patient monitoring devices, radiology components, ultrasound equipment,commercial aerospace, and solar.
In the fourth quarter of 2020, we completed the acquisition of Z-Medica, LLC an
industry-leading manufacturer of hemostatic products. Z-Medica’s hemostatic
technologies are helping reinvent hemorrhage control, with cost-effective,
efficient bleeding control solutions being adopted by markets
worldwide. Z-Medica offers three main brands, QuikClot®,
Combat Gauze® and QuikClot Control+®, which utilize aproprietary technology consisting of gauze impregnatedwith kaolin. The technology activates and accelerates the
body’s natural clotting ability. QuikClot Control+
is the first hemostatic dressing indicatedfor temporary control of Class III or
Class IV bleeding in the internalorgan space. Z-Medica’s products
currently focus on the trauma
surgery, EMS, military,
emergency department,
and interventional segments,
with opportunities to expand into
additional indications over time.

During 2020, we also completed the roll-out of our MANTA®
Vascular Closure Device, the first commercially available
biomechanical vascular closure device designed specifically for large
bore femoral arterial site closure. We also continued to collaborate
with the U.S. Army and the FDA to seek a biologics license approvalfor our freeze-dried plasma product. We launched the UroLift®
Advanced Tissue Control (ATC)™ System, and the next generation of
UroLift®, the UroLift® 2 System.

Intra-Aortic Balloon Pumps (IABP)

Arrow® ErgoPack® Complete System

2020 GLOBAL IMPACT REPORT12

Our Supply Chain
Global Procurement

Distribution and Logistics

Teleflex’s Global Procurement organization is committed
to creating mutually beneficial supply base relationships
to assist in providing our customers high quality, safe andeffective 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, and finished goods
from approximately 1,300 suppliers annually.

Our finished goods are delivered to our Teleflex
operated distribution centers and third-party
logistics provider (3PL) partners around theworld. We have 25 distribution centers and 3PLs
worldwide, including key regional distribution
hubs located in Olive Branch, Mississippi, Mexico
City, Mexico, Rodgau, Germany, and Singapore.
From our distribution centers our products reachour customers by way of freight forwarders overland, by air, and by sea.

Our Global Procurement and Global Commodity teams
play an important role in ensuring stability in our supply
chain and effective vendor management. Although wehave several sole source suppliers that play an importantrole in our supply chain, through positive Supplier
Relationship Management activities we maintain trusted
partnerships in an effort to minimize risk to the supply
chain. Global Procurement also works with R&D in theearly stages of new product development to help identify
and select new suppliers to reduce our reliance on solesource suppliers moving forward.

Manufacturing
We manufacture our products at approximately 35
manufacturing sites around the world, with major
manufacturing operations in the Czech Republic,
Germany, Malaysia, Mexico, and the United States(“U.S.”). Our own manufacturing is supplemented bypurchases of finished goods from over 200 contract
manufacturers.

Commercial Organization
and Customers
We market and sell our products through ourdirect sales force and third-party resellers tocustomers within the following end-markets
worldwide: hospitals and healthcare providers,
medical device manufacturers and home care. Our
sales efforts are supported by our marketing teams
and other shared services.

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Customer Experience
At Teleflex, one of our strategic
imperatives is a focus on Customer
Experience. Our goal is to delightcustomers with every interaction,deliver value beyond products,
and increase the lifetime value ofa customer. In order to achieve
the highest customer satisfaction
and loyalty in the industry, we
have executed on a strategy thatis centered around the following
elements:

Culture and People

Radical Simple

Listening Programs

Guided by our Core Values,
we foster a culture thatencourages and rewards
customer-centric decision
making. Through a seriesof training programs, wehave challenged Teleflex
colleagues around the world
to think about what they can
do to “deliver exceptional
everyday” and haveempowered them to deliver.

Throughout the customer
journey with Teleflex weare looking at ways todifferentiate based on
simplicity and ease. This
includes making investments
to expand ordering options
that allow customers tointeract with Teleflex 24/7.

Our focus at Teleflex is tohave a deep understandingof customer needs so that we
can deliver a comprehensive
total experience with a suite ofservices that ensure customer
success. To aid in this effort,
we have deployed listening
programs through the business,allowing us to listen, act andcommunicate in a way thatdrives sustainable change.

To evaluate the effectiveness of our Customer Experience efforts, we are measuring progress
through routine relationship surveys. Between 2017 and 2021, in the U.S., we have seen our net
promoter score (NPS), a customer’s likelihood to recommend Teleflex to a business colleague orcontact, increase 147%. This result is driven by increases in customer satisfaction and a significant
improvement in scores related to customer effort.

2020 GLOBAL IMPACT REPORT

Corporate Social Responsibility at Teleflex

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Corporate Social Responsibility at Teleflex
At Teleflex, we believe that Corporate Social
Responsibility (CSR) is integral to living
our Core Values and meeting our strategic
and commercial objectives. CSR ensures
Teleflex continues to maintain compliancewith global laws and regulations as well as
our ethical obligations. A commitment to
CSR builds trust with our key stakeholders,
including employees, patients, customers
and investors, improves our ability to
manage risk, reduces costs, and benefits
the communities where we operate as we
continue to advance our purpose “to improve
the health and quality of people’s lives.”

We believe people at all levels at Teleflex
should play an active role in creating andmaintaining an effective CSR Program.
In 2020, our CSR Steering Committee
was formed to oversee and consolidate
Teleflex’s CSR efforts into a comprehensive
CSR Program. The CSR Steering Committee
is chaired by our Chief Compliance
Officer and includes members of senior
executive management from key functional
areas across Teleflex. The CSR Steering
Committee provides annual reports to theNomination and Governance Committee of
the Teleflex Board of Directors.

The first priority of the CSR Steering
Committee was to establish Teleflex’s CSR
Pillars aligned with the World Economic
Forum’s September 2020 White Paper on
Stakeholder Capitalism3 and the United
Nations Sustainable Development Goals.4
We are now developing a 5-year Road Map
for expanding Teleflex’s CSR Program,putting us on a path toward setting
meaningful and measurable goals andenhancing transparency and disclosure
relating to our CSR Program.

The following chart shows how our CSR activities and the disclosures in this report align with each Pillar
and which UN Sustainable Development Goals we believe we are addressing through those activities:
Pillar I: Principles of
Ethics & Governance

Pillar II: Planet &Environment

Pillar III: People& Human Rights

Pillar IV: Prosperity &Sustainable Procurement

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Corporate GovernanceCompliance, Integrity & Ethics
Sales & Marketing Practices
IT Security & Privacy

Environmental Health & Safety
Product Stewardship
Material Reduction
Responsible Consumption &Production• Waste Management

Supporting our Workforce
Talent Management & Benefits
Diversity, Equity & Inclusion
Employee Recognition
Employee Health & Safety
Research, Development & Innovation
Product Safety & Quality

Medical Education
Clinical Research
Philanthropy
Community Engagement
Labor Standards & SupplierRequirements

Our Approach
to CSRAt Teleflex we arecommitted to:• Ensuring responsibility
remains a driving factor in
our corporate governance,
continuing to observe strong
business ethics groundedin morality and compliancewhile mitigating risks;• Focusing on people throughprofessional development andemployee programs centeredon health, well-being,
inclusion and safety;• Encouraging and providing
volunteer opportunities
in support of our local
communities;• Seeking out andimplementing
environmentally soundoperational practices aligned
to our Zero Harm Vision; and• Enhancing our humanitarian
aid and medical grants
process to ensure a more
effective approach.

2020 GLOBAL IMPACT REPORTKey Stakeholders:•

Investors•

Employees•

Patient & Advocacy Groups•

Health Care Professionals & HealthCare Organizations•

Industry Associations & NGOs•

GPOs & IDNs•

Regulatory & Certified Bodies•

Governments & Policymakers•

Wholesalers & Distributors•

Suppliers•

Local Communities

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Stakeholder Engagement
Our journey on our 5-year CSR road map started in 2020
with the development of our Stakeholder Engagement
Plan. We began by defining our key stakeholders
and putting together a concrete strategy for seeking
and receiving feedback from those Stakeholders toensure we understand their expectations and interests.
The manner and method of those touchpoints will
differ depending on the stakeholder and will include
everything from reviewing published reports and policy
statements to seeking direct feedback from employees
and customers. Parts of our Stakeholder Engagement
Plan include methodically capturing and leveraging
those engagements and opportunities for meaningful
inputs already happening everyday around Teleflex.
We intend to execute our Stakeholder Engagement Plan
throughout 2021 in order to conduct a thorough CSR
materiality assessment in early 2022.

About this Report
In this report, we refer to our efforts to meet our
obligations as a company to our Stakeholders as
Corporate Social Responsibility (CSR). As used in thisreport, CSR is meant to encompass our aspirations as
a company as well as the practical ways in which weseek to address evolving Environmental, Social andGovernance (ESG) standards in order to identify andquantify the measures of our sustainability and societal

impact. We expect this report will evolve over time as weenhance our abilities to track, measure, and report data
meaningful to these standards.
This report has been prepared with guidance frominternationally recognized reporting guidelines including
the Global Reporting Initiative (GRI) Sustainability
Reporting Guidelines and the Sustainability AccountingStandards Board’s (SASB) industry-specific standards
though this report is not intended to meet thoserequirements.
Unless otherwise noted, the data in this report covers
the period from January 1, 2020 through December 31,
2020 and includes information from our owned andoperated facilities around the world. In addition, thisreport includes certain information pertaining to our
Respiratory business, a significant portion of which wehave divested to Medline Industries, Inc.
While we have internal processes in place to ensure that
our reporting is accurate and as robust as possible, thedata in this report has not been externally assured. We
have previously reported on certain elements of CSR
efforts at Teleflex in our JOIN Impact Reports.
We value feedback from our stakeholders. You cancontact us regarding this report or our CSR Program
generally via email at ESG@teleflex.com.

2020 GLOBAL IMPACT REPORT

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Information Concerning Forward-Looking Statements
All statements made in this report, otherthan statements of historical fact, areforward-looking statements. The words“anticipate,” “believe,” “estimate,”“expect,” “intend,” “may,” “plan,”“will,” “would,” “should,” “guidance,”“potential,” “continue,” “project,”“forecast,” “confident,” “prospects” andsimilar expressions typically are used
to identify forward-looking statements.
Forward-looking statements are basedon the then-current expectations, beliefs,
assumptions, estimates and forecasts

about our business and the industry andmarkets in which we operate. Thesestatements are not guarantees of future
performance and are subject to risks
and uncertainties, which are difficult topredict. Therefore, actual outcomes andresults may differ materially from what isexpressed or implied by these forwardlooking statements due to a number offactors, including those factors describedor incorporated in our filings with the
Securities and Exchange Commission,
including our most recently filed Annual

Non-GAAP Financial Measures
This report refers to certain non-GAAP
financial measures, including, but notlimited to adjusted diluted earnings per
share. Management uses these financial
measures to assess Teleflex’s financial
performance, make operating decisions,
allocate financial resources, provide
guidance on possible future results andassist in its evaluation of period-to-period
and peer comparisons. The non-GAAP
measures may be useful because they
provide insight into management’s
assessment of our business and provide
supplemental information pertinent to acomparison of period-to-period resultsof our ongoing operations. These non-

GAAP financial measures should not
be considered replacements for, andshould be read together with, the mostcomparable GAAP financial measures.
Moreover, our non-GAAP financial
measures may not be comparable tosimilarly titled measures used by othercompanies. Tables reconciling these
non-GAAP financial measures to the mostcomparable GAAP financial measures arecontained within this report.

Report on Form 10-K. We expressly
disclaim any obligation to update forwardlooking statements, except as otherwise
specifically stated by us or as required bylaw or regulation.

2020 GLOBAL IMPACT REPORT

Pillar I: Principles of Ethics & Governance18

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19

Pillar I: Principles of Ethics & GovernanceStrong corporate governance helps
us earn and keep the trust of key
stakeholders and remain focused on
our mission of improving the healthand quality of people’s lives.

Corporate Governance
Board of Directors
At Teleflex, we are committed to maintaining high corporate governance standards andmeeting the requirements of all federal and state laws and the rules of the New York Stock
Exchange. Our Corporate Governance Principles address the composition and responsibilitiesof the board and its committees, director selection, independence, conflicts of interest,
compensation and equity ownership and succession planning.
Our Board of Directors has nine (9) members, eight (8) of whom are independent. In 2020,
Benson Smith retired from the Board of Directors, and Liam Kelly, our President and CEO,succeeded Mr. Smith as Chairman of the Board.

Our Board of Directors has three standing
committees led by independent directors:•

The Nominating & Governance 		Committee•

The Compensation Committee•

The Audit Committee

Charters outlining each Committee’s
mission and the duties and required
qualifications of its members are available
on our website.

Our board members come from a wide variety of backgrounds and industries that brings adiversity of skillsets and thought essential to understanding and addressing the needs of our
stakeholders. As of the end of 2020, 22% of board members were women, and the averageage of our board members was 64.

Senior Management & Compensation
As of the end of 2020, 19% of members of senior management were women, and the averageage of our senior management team was 51.5
Our executive compensation program is designed to promote the achievement ofspecific annual and long-term goals by our executive management team and to align our
executives’ interests with those of our stockholders. You can read more about our executive
compensation program in our annual proxy statement.

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20

Participating in Public Policy
Teleflex operates in a heavily regulated industry and believes it is important to be able to express
its views when it deems appropriate on public policy issues or proposals to policymakers andother stakeholders in a transparent manner. These efforts include monitoring and analyzing public
policy proposals and, from time to time, taking a position on or advocating regarding policies that
directly affect Teleflex’s business or impact public health or access to healthcare. Any public policy
involvement on behalf of Teleflex reflects the interests of Teleflex as an organization and not theinterests of any individual director, officer, or employee.
In 2020, Teleflex did not make contributions to political candidates, parties or committees, in support
or opposition to ballot initiatives or to other groups such as governors associations, political action
committees or other section 527 entities, and as of the date of this report, Teleflex does not have any
employee-funded political action committees. In 2020, Teleflex did not engage in any direct lobbying
activities, and as of the date of this report, Teleflex does not have any employees dedicated to public
policy or government affairs matters. Please see our Statement on Engagement on Public Policy Issues
for more information.

Industry Groups and Trade Associations
The primary way in which Teleflex engages in the political process is through involvement as amember of industry associations and trade groups. Teleflex works with these groups on a variety ofissues of importance to Teleflex and the medical device industry. These groups can help the industry
reach consensus on policy issues and be effective with issue advocacy. With Teleflex representatives
on the boards and committees of industry associations and trade groups, Teleflex can voice questions
or concerns it may have about policy or related activities. Teleflex may not always agree fully with theviews of these associations or its individual member companies. As such, Teleflex reserves the rightto remove itself from related association or industry group activities when it is appropriate to do so.

Industry Groups& Trade Associations6•

Medical Device Manufacturers Association•

AdvaMed•IBEC Trade Association•

MedTech Europe•

SNITEM

•

BVMed

•

Confindustria Dispositvi Medici

2020 GLOBAL IMPACT REPORT

Driving a Cultureof Compliance:
Integrity in All We Do
At Teleflex, working with integrity has always been central to our
corporate values. We strive to create a culture that emphasizes
responsibility and trust at all levels of our organization. Teleflex’s
Corporate Compliance Program is run by our Chief Compliance Officer
and overseen by our Business Ethics and Compliance Committee(BECC), which is made up of members of Executive Management.
The Chief Compliance Officer reports directly to our CEO and the
Chairperson of the Audit Committee to ensure the ComplianceDepartment operates independently.
Our Compliance Department is organized regionally with resources
allocated based on risk. Our Compliance Department implements andoversees policies and programs related to our legal, compliance andethical obligations, but everyone plays a role in driving a strong ethicalculture at Teleflex.

The Teleflex Promise:
Our Global Code of Ethics
The Teleflex Code of Ethics sets forth the standards and behaviors webelieve are necessary for conducting business with integrity, in
accordance with high ethical and legal standards, and with respect foreach other and all those with whom we do business. The Code of Ethics
is available in 17 languages and applies to all Teleflex employees andcertain third parties with whom we do business, including resellers,sales agents, and vendors (Third-Party Representatives).

21

2020 GLOBAL IMPACT REPORT

22

Policies and Procedures: Providing a Framework for SuccessIn a world and industry of rapidchange, it’s increasingly importantthat we provide our employees andThird-Party Representatives clear
guidance on how to handle ethicalchallenges. It is also imperative that
we understand and respect the
obligations of Government Officials
to their respective governments and
Health Care Professionals (which
includes Health Care Organizations)worldwide to act in the best interestof – and make independent
decisions regarding – the healthcare of their patients.
Our Anti-Corruption Policy provides
guidance on how to recognize andavoid corruption risks andspecifically prohibits facilitation
payments. Teleflex also abides by
various industry codes of conduct,
including those published by
AdvaMed (US and China), MedTech
Europe, APACMed, SAMED,ABIMED, and the MTAA.
Together with our Code of Ethics
and Anti-Corruption Policy, ourCorporate Compliance Program
Charter and Integrity Code provide aframework for our global approachto compliance. Our regional andcountry specific Integrity Policies
and Procedures (IPPs) provide clear
and easy to follow guidelines on
topics such as business meals,
educational grants, health care
professional consultant
engagement, market research andproduct samples. All of our policies
and procedures referenced above
are readily available to ouremployees on the Compliancesection of our internal website.
In 2020, we updated our IPPs toalign with changes published to the
AdvaMed Code of Ethics onInteractions with U.S. Health Care
Professionals. In addition, in
response to the changes to ourbusiness as a result of the COVID-19
pandemic, in June 2020, welaunched and trained employees on
new Virtual Interactions with
Healthcare Professionals IPPs
globally.
To ensure our Third-Party
Representatives adhere to our highstandards of conduct, we maintain a
Third-Party Integrity Code, available
in nine (9) languages, and makeavailable our Integrity Policies andProcedures to assist Third-Party

Representatives with implementing
their own appropriate internal
processes to ensure compliancewith our Third-Party Integrity Codeand Code of Ethics. We utilize athird-party management platform tocentralize and standardize due
diligence of certain of our ThirdParty Representatives.
We also maintain a Health Care
Provider Payment Tracking Policy tohelp ensure proper disclosure ofpayments made to Health Care
Professionals in accordance withapplicable law. Reporting
requirements vary by country andby the nature of the transactions. In
the U.S., we report payments at thestate level where necessary and on
the U.S. Centers for Medicare andMedicaid Open Payments website.
In Europe, we report in several
countries as well as pursuant to the
MedTech Europe Code. In all ourother regions we report payments atthe country or state level whererequired by law.

2020 GLOBAL IMPACT REPORT

23

Training and Communication:
Supporting and Reinforcing our Message
Teleflex maintains a robust training
program for employees and certain
Third-Party Representatives. Training ispresented in a variety of formats
including live interactive grouptraining, one on one training,interactive online modules, and videos.
We supplement our training with
updates and reminders to ouremployees via email and our internal
newsletter.
Each year all Teleflex employees are
required to complete training on andcertify compliance with the Code of
Ethics via robust interactive online
modules. We also provide live trainings
at all our regional or country kick-off

meetings and periodic training on ourIntegrity Policies and Procedures andother relevant topics such as
identifying and preventing financial
crimes, sexual harassment, careful
communication, and data protection.
In creating our training plan for theyear, we consider data from our
auditing and monitoring activities andinvestigations, frequently asked
questions, enforcement trends,
government, and regulatory guidanceas well as important developments in
our industry. Where possible we try to
focus our content to our audience tohelp support our business colleagues
with information that is meaningful toCorporate Compliance& Ethics Week
their day-to-day work. We solicit
feedback on our training programs tohelp us determine how our messages
are being received and whether they
are being understood, and we track
training records internally to ensure wehave a complete picture of our training
efforts each year.
We require annual anti-corruption
training for our third-party distributors
and agents. This process is centralized
through our third-party management
platform. We supplement on-line
training with live training as part of ourdistributor compliance reviews and asotherwise needed.

In November 2020, we participated forthe first time in Corporate Compliance& Ethics Week. We provided
daily content to our colleagues allaround the world underscoring theimportance and benefits of a robust
Compliance Program and a strong
Compliance Culture, touching on key
recent developments in guidanceand enforcement in our industry
and introducing a newly developed
Compliance FAQ document. We
supplemented this content each daywith interactive games and quizzes in
an attempt to help our colleagues get toknow their Compliance resources andstay engaged with the content.

2020 GLOBAL IMPACT REPORT

Auditing andMonitoring:
Understanding how
our Policies andTraining are Working
in Practice
Each year the ComplianceDepartment develops a risk based
global auditing and monitoring plan,
which is approved by the BECC. This
plan includes, among other things,
employee expense audits, complianceride alongs with front line sales
personnel, live distributor compliancereviews, third-party distributor
audits, and on-site monitoring ofcongresses, tradeshows and Teleflex
product training and educational
events. Once the activities arecomplete, the ComplianceDepartment issues reportssummarizing the finds andestablishes timelines for completing
any necessary remediation activities.
These auditing and monitoring
activities give our ComplianceDepartment a chance to get to know
people across our organization andunderstand their business goals andthe challenges faced in meeting
them.

24

In 2020, the COVID-19 pandemic
impacted our auditing andmonitoring plan, which became moreheavily weighted than in previous
years in favor of reviews that could
be completed remotely and included
monitoring virtual events. Althoughsome of the activities we typicallyconduct in person were cancelled,
distributor compliance reviews
continued to be successfully
conducted virtually and ourcompliance team attended andmonitored virtual congresses, producttrainings and medical education
events. In addition, as a direct resultof the COVID-19 pandemic, we added
regional product allocation audits toensure our allocation priorities werebeing adhered to, focusing on key
products being used to help treat
patients suffering with COVID-19.

Reporting andInvestigations:
Encouraging a
Speak-Up Culture
Our employees and Third-Party
Representatives are required toreport concerns about potential
misconduct and violations of law andour policies. There are multiple
channels available for reporting suchconcerns or seeking guidance,

including an individual’s manager,
our Human Resources, Legal, andCompliance departments, and theTeleflex Ethics Line. The Ethics Line isavailable online and via phone
24 hours a day, 7 days a week inmultiple languages. Reports can bemade anonymously via the Ethics
Line, but to encourage people tofreely voice their concerns, Teleflex
maintains a strict policy of nonretaliation for reports made in goodfaith.
All reports of potential misconduct
are promptly processed andthoroughly investigated. If ourinvestigations confirm misconduct orwrongdoing, corrective actions aretaken in accordance with our policy
on Coordinating Disciplinary andCompliance Standards. Corrective
action may include additional
training, verbal or written warnings,
changes in job responsibilities, and inserious cases, dismissal. We attempt
to track corrective actions and try tomaintain a consistent approach todiscipline globally. Corrective action
information may be used to focus ourtraining programs or guide our
auditing and monitoring efforts.

2020 GLOBAL IMPACT REPORT

25

Annual Teleflex Enterprise
Risk Assessment

Sales and Marketing
Practices

Each year we select key employees to participate in our global Teleflex
Enterprise Risk Assessment. The risks identified are compiled andcategorized and a report is prepared. The report is presented to
Executive Management and the Board of Directors, and the top risks
and associated mitigation efforts are then monitored by Executive
Management throughout the year.

Teleflex believes that the features, benefits, quality, and value of our products
speak for themselves. We have policies and procedures in place to ensure our
promotional materials and communications are balanced, within the scopeof clearance or approval, adequately substantiated by appropriate data andcompliant with all applicable legal and regulatory standards. Cross functional
teams work together to review, revise, and approve our marketing materials andpractices before they are available to the field to ensure we are meeting the highstandards we have set for ourselves.

In 2020, 97 participants were asked to identify and rank the top risks
in their respective roles and/or areas of expertise and describe existingor planned mitigation efforts. The participant group was significantly
expanded over 2019 (60 participants) as a result of asking participantsin 2019 to identify additional members of their teams who might haveimportant insights to share into the risks faced by their organizations.
We then conducted interviews with approximately half of thoseparticipants to further discuss the identified risks and to get feedbackon our Compliance Program.

IT Security & Privacy
Teleflex takes information security and data privacy seriously. We have an
established information security function focused on ensuring confidentiality,
integrity, and availability of Teleflex information assets. We have implemented
safeguards including an email gateway system and enhanced authentication
controls to protect Teleflex end-users from malicious attacks as well as a suite ofcontrols to prevent, detect and mitigate the risks associated with cyber threats.
Additionally, we have developed and deployed an information security training
and awareness program to better prepare Teleflex end-users to identify, respondto and avoid cyber threats.
In recent years, our policies and procedures have been enhanced in responseto evolving global requirements relative to data privacy. Enhancements include
revised breach response procedures to promptly notify data subjects in the eventof a compromise and data privacy training to Teleflex individuals responsible forcollecting and processing personal data.

2020 GLOBAL IMPACT REPORT

Pillar II: Planet & Environment26

2020 GLOBAL IMPACT REPORT

27

Planet & Environment
At Teleflex, we understand that
our environment is both complex
and delicate, and we continuallywork to help ensure we act inan environmentally sustainable
manner. Managing and limiting
the environmental impact of ourbusiness is a priority for Teleflex.

Environmental Health & Safety (EHS):
Our Zero Harm Vision for the Environment
Teleflex’s EHS vision is that Teleflex cause Zero
Harm to people and the environment. In line withthat vision, we seek to identify and wherever
possible prevent, eliminate or minimize harm to
the environment associated with our facilities,
activities, services and products.
Our Global EHS Policy establishes the parameters
within which we work to achieve this vision andsets expectations for all Teleflex personnel globally.
Our Zero Harm Vision is built on three pillars:
1) Environment;
2) Safety; and
3) Health and Wellness.
For more on our Zero Harm Vision as it relates
to employee safety and health and wellness, see
below “EHS: Our Zero Harm Vision for our People”
on page 40.

In focusing on the environmental pillar of our Zero
Harm Vision, we work to act collectively and as
individuals to reduce our environmental impact.
We regularly identify and implement simple
ways to reduce energy consumption and water
consumption such as turning off equipment when
not in use, installing low energy lighting, andemphasizing better task and activity planning.
In addition, our Global Procurement team works
to facilitate making choices which promote Zero
Harm to the environment. Teleflex also utilizes EHS
Management Systems to help maintain compliancewith relevant laws and regulations by assessing andcontinually improving our practices, policies, andprocedures.

2020 GLOBAL IMPACT REPORT

28

Product Stewardship from
Concept to Commercialization
As a medical device manufacturer, Teleflex is
responsible for our products from design toproduction to sale and post-market, and we seek tominimize our products’ environmental impact
throughout all stages of their life cycle. This
concept of Product Stewardship is embedded in
our policies and processes, and Teleflex has
programs in-place to help us meet this commitment
while ensuring the safety and efficacy of our
medical devices.
Across our product portfolios, we have
implemented various initiatives aimed at improving
our carbon footprint through improving process
efficiency, reducing product and component
tourism (products moving between locations morethan once during manufacture or packaging), andmaterial reduction.

UroLift® System

Material Reduction andSubstitution: Reducing
Consumption and Waste andUsing Safer Alternatives
Teleflex has focused on several different ways toreduce materials to minimize our environmental
impact, including through reducing overall material
use and waste as well as limiting the use ofhazardous materials.
Reducing the amount of material used to package
our products means lowering our consumption andreducing waste. Key initiatives have included
changing from high impact polystyrene trays to a
flexible form fill seal for over 100 product codes,
moving to pre-filled syringe selection integrated
packaging for over 500 product codes, reducing thecorrugate size used in breathing circuits, andreducing the size of polybags used to package
certain products, which has eliminated over 15,000
pounds of plastic per year. The introduction of the
UroLift® UL2 System is expected to result inmeaningful waste reduction and annual packaging
material savings, in part due to the fact that the

UL2 System allows healthcare professionals to reuse one handle during a procedure for all therequired UL2 Cartridges rather than using aseparate handle for each cartridge.
Across several key portfolios we have examined
product designs in an effort to remove excessmaterial used to manufacture products, eliminate
unnecessary components, and remove extra items
packed with products, such as printed instructions
for use where possible, to reduce waste. Thesechanges have resulted in a reduction in Teleflex’s
use of resin for product production by over 5
million pounds per year.
Teleflex is committed to substituting materials withsafer alternatives wherever feasible. In connection
with initiatives to ensure compliance with the EU
Medical Device Regulation (“MDR”), we are in theprocess of replacing certain materials in over 1,100
SKUs, which is projected to be complete by May
2024. The removal of these substances aligns withregulatory guidance in place to improve patient
safety and quality of medical devices.

2020 GLOBAL IMPACT REPORT

29

Global Operations
Our manufacturing operations are Teleflex’s single largest sourceof environmental impact, but also present our greatest opportunity
for making improvements and making a difference.
In 2020, we began deploying software across our Global
Operations and OEM sites that gives us the ability to track ourconsumption of water, gas, and electricity as well as our output of
hazardous and non-hazardous waste to landfill, treatment, andrecycling. This software will also, in the future, give us thecapability to track our carbon footprint and will facilitate betterdata analytics, reporting, and disclosure. As we work on gathering
data to be able to set meaningful and measurable long-term goals
to reduce our environmental impact, in 2020, we challenged
ourselves to try to reduce our waste sent to landfills andpurchased energy by at least ten percent (10%) over the next
three years, 2021–2023.

Waste Management
Teleflex has adopted industry leading best practices to address
our hazardous and non-hazardous waste management. We areconstantly seeking to improve our waste management processes
and become more efficient in our use of materials to reduce ouroverall waste generation. We are also committed to good recycling
practices.
In order to meet our goal of reducing our waste to landfill by atleast ten percent (10%) in the next three years, we arechallenging ourselves to identify waste currently being sent tolandfill that can be diverted to treatment or recycling facilities aswell as leveraging efforts of our Global Procurement team tominimize consumption and looking to implement enterprise
excellence and cost improvement projects to reduce waste.

3 Year Global Operations Goals 2021–2023:

10%

reduction in our waste
sent to landfills

10%

reduction in purchased
energy2020 GLOBAL IMPACT REPORT

30

Tecate, Mexico

Kamunting, Malaysia

Kamunting, Malaysia

Energy Consumption: Our Solar Panel Project
One key mechanism by which we intend to meetour goal of reducing our purchased energy by atleast ten percent (10%) over the next three years isthrough the completion and utilization of several
solar panel installation projects at our main
manufacturing locations in Malaysia and Mexico.
The solar panel project at our Kulim, Malaysia
facility was the first to become fully operational on
June 1, 2020. The Kulim solar panel system has
capacity to facilitate a reduction of consumed
energy by over thirteen percent (13%) annually atthat facility, which is projected to help us reduce
our CO2 emissions by approximately 500 metrictons annually.7
In February 2021, we completed a solar panel
project at our Kamunting, Malaysia facility. The
Kamunting solar panel system has capacity tofacilitate a reduction of consumed energy by overtwelve percent (12%) annually at thatfacility, which is projected to help us reduce ourCO2 emissions by approximately 2,000 metric tons
annually.7
In addition to the solar panel projects in Malaysia,
we commissioned a solar panel project at our
Chihuahua, Mexico facility that has been fully
operational since December 2020. The Chihuahua
solar panel system has capacity to facilitate areduction of consumed energy by over four percent(4%) annually at that facility, which is projected tohelp us reduce our CO2 emissions by approximately
500 metric tons annually.7
We also commissioned a solar panel project at our
Tecate, Mexico facility in 2020, which started
energy generation in February 2021 and became
fully functional in April 2021. The Tecate solar
panel system has capacity to facilitate a reductionof consumed energy by over ten percent (10%)
annually at that facility, which is

projected to help us reduce our CO2 emissions byapproximately 500 metric tons annually.7
Unlike our other projects, the solar panels at the
Tecate facility have been installed in the parking
lot, providing the added benefit of creating new
covered car ports for our employees.
We are considering plans for solar panel projects atother sites globally, which will be able to provide
additional electricity production as they comeonline in the future.
We will continue to look for other ways to reduce
our electricity consumption and adopt other clean
energy solutions and innovations.

2020 GLOBAL IMPACT REPORT

Pillar III: People & Human Rights

31

2020 GLOBAL IMPACT REPORT

32

People & Human Rights
Supporting our People through COVID-19
From patients who benefit fromthe use of our products every day,to healthcare professionals treating
those patients to the thousandsof employees working in our
manufacturing facilities, our offices
and out in the field all around theglobe, people are at the center of
all we do at Teleflex.

During the COVID-19 pandemic, Teleflex provided support for employees globally, both for those who
were required to adjust to working remotely as well as those front-line workers on the manufacturinglines and in the distribution centers everyday keeping our operations running and our products reaching
our customers and their patients.
Crisis Management Teams (CMT) were set up at the global and regional levels to ensure coordinationand sharing of information and ideas. CMT’s were also established at each Teleflex location to address
specific local issues, protocols, and employee communications.
With employee safety as our primary focus, special considerations have been implemented
in facilities where our front-line workers continue to work through the pandemic, including:• Providing masks and disinfection products in all facilities;• Re-designing production areas, installing plexi-glass partitions and adding break areas where feasible
to allow for proper social distancing;• Restructuring shift schedules to provide separation of workers between shifts;• Adding janitorial staff and cleaning cycles to routinely disinfect of high touch areas; and• Implementing temperature scanners at employee entrances.

2020 GLOBAL IMPACT REPORT

We put additional measures inplace to help our employees
navigate the pandemic. Our
benefits group in the U.S. worked
hard to ensure our employees
had increased flexibility andsupport. Site CMTs and humanresources (HR) in the U.S.
partnered with doctors and nurses
from our Clinical and Medical
Affairs team to triage employeeswith symptoms to help ensure
quarantines were implemented
appropriately and in accordancewith CDC guidelines to protect
all of our employees. We added
hazard pay for hourly employees
at certain of our manufacturing
sites and distribution centers,
and, where feasible, we ensured
that employees were paid forabsenteeism due to COVID or
COVID-like symptoms without
having to use PTO.
Our sales team started a “ThankYou” campaign creating video
testimonials thanking our front-line
workers for their extraordinary
efforts to keep our production anddistribution running smoothly. We

33also started several initiatives toaddress employee stress, to help
manage change and promotehealthy practices including
mindfulness sessions and sharing
tips and tricks for working virtually.
In the U.S., Teleflex established a
Supporting Our Working Parents
Program in recognition of theunique challenges faced by parents
working from home and juggling
family responsibilities.
On top of promoting flexible
work schedules, Teleflex IT
support was made available forworking parents with children
doing virtual schooling. The
Supporting Our Working Parents
Program established a weekly
reading circle for children inkindergarten through second
grade and provided weekly online
educational programs for older
children, including a Mad Science
series. In addition, we started a Get
Offline & Outside Challenge andnegotiated discounts with nationaltutoring organizations for our
employees.

Front-Line Stories
Teleflex is so thankful for all of ouremployees who are working to improve
the health and quality of people’s lives
with the work they do each and everyday. In 2020, Teleflex launched a series of
Frontline Stories on Teleflex.com to honor
those Teleflex employees who returned to
the frontlines of their healthcare specialty
to help in the fight against COVID‑19.
These stories of resilience, hard work andincredible dedication have served as asource of hope and inspiration in thesechallenging times.

2020 GLOBAL IMPACT REPORT

34

Talent Management & Development
We are committed to providing our employees with
opportunities for growth, development, and careeradvancement and to building a high-performance
culture that supports our Core Values throughout theemployee lifecycle.
We have implemented a talent management processthat provides regular coaching check-ins between
employees and their manager to review theemployee’s developmental objectives and career
progression.
We also regularly review our talent portfolio andsuccession plans to ensure we can deliver on our
strategy as a company. This process is enterprise-widewith regular time set aside by our leadership to review
progress on development plans and ensure supportand resources are available to maintain momentum
and alignment with business needs.
In addition, we offer a number of internal educational
and training resources to employees throughout ourorganization. Among these resources is the Teleflex
Academy, a curriculum that provides learning
opportunities for our employees to further develop
their skills and receive training across broad subject
areas such as leadership, communications, diversity,
equity and inclusion, sales, customer service, andbusiness acumen.
We have facilitator teams around the world to be able
to deliver programs in many of the countries in which
we operate and in multiple languages.

As part of our talent development strategy, in 2020
we defined our Teleflex Academy development
expectations for all employees.
We have established a Core Curriculum for all those inleadership roles providing a clear framework forprogression from newly appointed team leaders
through our senior leadership team tailored to theirlevels and needs with our programs, including:
The Essentials of Management, Good to Great
Coaching, Teleflex Leadership Development, andTeleflex Strategic Leadership.
We also continued to add timely and relevant
programs to our curricula including programs on
leading teams virtually, addressing emotions and workand mindfulness and resilience. For information on
our new Inclusive Leadership Program, please see theDiversity, Equity & Inclusion section below.
We also completed a successful ‘pilot’ of theCompassionate Leadership Academy Program in 2020.
This comprehensive development program offers tools
and support to enable our managers to build highperforming teams through gaining a deeper
understanding of oneself and helping to understandothers. We plan to roll-out the Compassionate
Leadership Academy Program company-wide in 2021.

In 2020...
• We introduced 8 new programs
to our Teleflex Academy curricula.
• We more than doubled the training
modules available on Teleflex Academy.
• Over 1,300 employees took advantage
of our Teleflex Academy development
opportunities, an over 150% increasein participation from 2019.

Global Talent Development
Spotlight:
In December 2020, our Global Talent
Development team hosted a Festive
Wellness Week making daily guided
mindfulness practices available
focusing on gratitude, sleep, happiness,
physical wellness, and connection.
This program brought together
hundreds of colleagues each day fromaround the world.

2020 GLOBAL IMPACT REPORT

35

Benefits

Family Support

Tuition Assistance

We actively manage our global
compensation and benefit programs
to ensure we can attract and retain thecritical talent we need to continue todeliver on our commitments toemployees, customers, patients, andshareholders.

Ours is a multigenerational,
geographically diverse workforce.
There’s no “one size fits all” benefits
program. Each of us has different
preferences, changing priorities andlife milestones. One of life’s major
milestones is growing one’s family.

Teleflex supports the continued
professional development of ouremployees. In addition to the training
programs provided directly by Teleflex,
Teleflex also maintains a Tuition
Assistance Program.

We believe our compensation offeringis aligned to competitive market pay
levels and, along with our culture andCore Values, acts to incentivize theright behaviors and actions to achieve
the best results for the organization.
We structure our compensation to
include a mix of pay components ofbase salary, short-term cash
incentives and long-term incentives.
We offer our employees health,welfare, and retirement benefits andhave implemented policies addressing
paid time off, flexible work schedules,
employee assistance, parental leave,and family benefits, among others.

To demonstrate our continued
investment and commitment in our
most valuable asset at Teleflex, wehave a Family Friendly Benefits
Program for our full and part-time
employees in the U.S. That program
includes our Parental Leave Policy,
which offers up to six additional
weeks of paid time off for parents
following the birth or adoption of achild, providing employees withflexibility to balance work and withthe life changing event of welcominga child into a family.
The program also provides enhanced
support for families growing theirfamilies through adoption and thoseseeking fertility treatments. Globally,
we provide parental leave inaccordance with all local regulations.

This program provides opportunities for
employees to be reimbursed for thecosts for tuition, laboratory, registration,and other mandatory fees and required
textbooks for certain kinds of job-related
courses.

“Teleflex’s parental leave policy
provided me the opportunity to takepaid leave with the birth of my thirdson. The policy drastically reduced
stress for our family and allowed me
to bond with our new baby and takecare of my wife in the postpartum
period. I am proud to work for an
organization that recognizes theimportance of supporting its
employees and their families during
what is a challenging time.”
Joe Aaron,
Project Manager, Anesthesia,
Morrisville, North Carolina, USABest Place to WorkWe devote significant resources tomaking Teleflex a rewarding place
to work, which includes creating adiverse and welcoming corporate
culture, offering meaningful growth
opportunities, and rewarding our
employees for exceptional
performance.
In December 2020, our efforts
were once again recognized by ourmarketplace with Teleflex being
named as one of the Best Places toWork by the MedReps communityof medical sales talent for the
fourth consecutive year.

2020 GLOBAL IMPACT REPORT

36

Diversity, Equity, and Inclusion
Diversity is a belief that isfirmly rooted in our Core
Values and fosters anenvironment of inclusion
and a place of creativity
and innovation. We believethat diversity, equity, andinclusion (DEI) drives value
for employees, patients,
customers, and shareholders
by engaging a broad rangeof perspectives andexperiences to enrich
our offering to thesecommunities.

DEI Leadership
In 2020, we continued to cultivate ourcommitment to diversity, equity, andinclusion through the creation of our
Global DEI Council led by our CEO andfour Regional DEI Councils headed by DEI
Champions from the Global DEI Council.
The Global DEI Council’s mission is toprovide oversight, counsel, and visibility to
the importance, initiatives, and progress
related to diversity, equity, and inclusion at
Teleflex. The Regional DEI Councils serve
the key function of engaging andsupporting local teams in implementing
Teleflex’s Global DEI Objectives. Our
Regional DEI Councils will continue toestablish feedback communication
channels in each of the regions to ensurethat our organization is truly listening toour employees and working to support
their location to facilitate an inclusive
working environment.

DEI in Recruitment andRetention
One of the goals of our DEI Councils is tosupport the attraction, development, andretention of diverse employees inalignment with our Core Values. In ourefforts to provide a diverse slate ofTeleflex Global DEI
Objectives:
candidates to our hiring managers, wedeploy several recruitment channels tosource talent from a variety oforganizations including multiple social
media outlets, co-op placement, local
universities, and technology institutes. We
also work with numerous external
recruiting firms that focus on diverse
candidates.

1. Ensure Teleflex Core Values are
lived throughout the company…
every day, at every level.
2. By indicator of diversity,
the percentage of Teleflex
employees by employment
category will reflect the talentmarket(s) in which we work andcompete.

In 2021, we will continue to look for ways
to strengthen our recruitment processes toensure a locally defined diverse slate ofqualified candidates is presented for eachTeleflex opening prior to commencing
interviews and plan to develop a simple
means of tracking for reporting purposes
for reporting to our DEI Councils.

3. We believe in equal pay
for equal work. Teleflex iscommitted to fair and equitablecompensation, taking into
consideration the elements thatappropriately influence pay (e.g.
experience, geographic location,and individual performance).

In furtherance of our Global DEI
Objectives, throughout 2021, we intend tocompile comprehensive data on
proportional representation at thesupervisor and manager level globally andproportional representation of multicultural
talent at supervisor and manager levels in
the U.S.

4. Ensure the rich diversity ofTeleflex talent is valued andintentionally woven into thefabric of how we make decisions
and operate as a company.

We also plan to expand mentoring
opportunities by matching diverse talent
with senior Teleflex leaders outside of that
individual’s reporting line.

2020 GLOBAL IMPACT REPORT

Inclusive Leadership Training
In 2020, in partnership with The Humphrey Group, our Global DEI
Council and all members of executive management completed acomprehensive Inclusive Leadership Training.
This Inclusive Leadership Training program consisted of online modules
and live virtual sessions and was intended to help participants:• Understand the current landscape of DEI;
• Gain insight into current debates within the discourse;• Clearly articulate each individual’s position on DEI;
• Understand each individual’s role in creating the inclusivity they want;• Learn the tactics of inclusive communication; and• Become comfortable using common and less common DEI terms.
We plan to expand this training program to all managers in 2021 andintend to launch several learning programs designed to support the many
forms of diversity at Teleflex and empower all our employees toparticipate fully in DEI initiatives.

37

2020 GLOBAL IMPACT REPORT38

One Teleflex
One Teleflex was formed in 2016,
spearheaded by employees in ourMorrisville, North Carolina office.
One Teleflex is committed topromoting the global Teleflex DEI
initiatives across all sites andsurrounding communities in the US
and is dedicated to providing
opportunities for employees at
Teleflex sites across the US to
improve, succeed and excel in theircareers through Employee Resource
Group (ERG) communities,
workshops, and virtual events.
In 2020, One Teleflex organized avirtual Creative Conversation Series
open to all Teleflex employees to help
Teleflex build an inclusive culturethat encourages, supports, andcelebrates diversity and inclusion.
One Teleflex has been instrumental inestablishing and expanding our
ERGs. Our ERGs are an additional
channel for Teleflex to invest in our
employees, people, and cultures. Our
first ERG, Women Inspiring Learningand Leadership (WILL), was formed
in 2016. By the end of 2020, we had
six distinct ERGs with over 1,000
members. Our ERGs are managed by
employees and though mostly
focused in our Morrisville, NC officeat present, participation is open to all.
Our ERGs hold regular meetings formembers and host events for thebroader Teleflex community. As aresult of the COVID-19 pandemic, themajority of our ERG events moved
online in 2020. In June 2020, ourAfrican-American Professional
Network employee resource groupheld a virtual lunch-and-learn eventto allow employees to learn more
about the protests sparked by thedeaths of George Floyd, Breonna
Taylor, Ahmaud Arbery and others,
the Black Lives Matter movement,
and ways to lend support and be agood ally to the Black community.
This event also served as a space forBlack Teleflex employees to share
their own experiences with how these
events have impacted their daily lives.
As part of our Global DEI Strategy,
ERG groups are being set up in all of
our regions expanding theopportunities for our employees toparticipate locally in ERG groups thatare important and appropriate foreach region.

Employee Resource Groups• Women Inspiring Learning & Leadership (WILL)• African American Professionals Network (AAPN)• PRISM (LGTBQ)• OXYGEN for Young Professionals & the Young at Heart• Working Parents Network• Veteran’s ERG (VERG)

2020 Creative
Conversations Series
Presented by One Teleflex
The Unconscious Bias:
Unconscious biases, also known as implicit
biases, are the underlying attitudes andstereotypes that people unconsciously
attribute to another person or group ofpeople that affect how they understand andengage with others. In the first session of theCreative Conversations series, we explored
how we unknowingly have unconscious bias
and what we can do to minimize the effects
on ourselves and others.
Awareness to Action:
While we cannot completely rid ourselves of
unconscious bias, we can learn how torecognize it and lessen its impact in theworkplace. These are skills that everyone canlearn. In this training, through discussion andexercises, participants moved fromawareness to action, learning how tointerrupt bias and leverage the full potentialof diverse teams and colleagues in theworkplace.
The Influence of Inclusion:
Diversity does not exist without inclusion.
When all employees feel included, they feel asense of belonging that drives increased
positive performance and createscollaborative teams. This session helped us
to find ways to move beyond diversity andcreate a more inclusive workplace.

2020 GLOBAL IMPACT REPORT

39

Employee Recognition
To recognize and honor our employees’ dedication, innovation, and integrity we empower our managers toregularly reward achievements and celebrate milestones of our employees. In addition to regional andbusiness unit specific awards and programs, we also solicit nominations from around the globe for theannual Teleflex Chairman’s Award.
The Teleflex Chairman’s Award recognizes employees who make a significant business impact while
exemplifying Teleflex’s Core Values. This prestigious award is open to full and part time employees or teams
from anywhere in the world and is voted upon annually by the Teleflex Executive Committee.

The winners of the 2020 Teleflex Chairman’s Award were:•••

Linda Whelan, L&D Director of Global Transportation, located in Athlone, Ireland.
Linda and her team developed a robust, scalable web-based Transport Management System (TMS) thatprovides complete transparency of freight spend and an internal portal for tracking shipments.
Cathal O’Reilly, Senior Director, Operations Excellence, located in Athlone Ireland.
Cathal led efforts in implementing a disciplined process to manage continuous improvement projects(CIPs) for our global supply chain and deploying lean tools and training around the globe.
The One Teleflex Team comprised of Damien Bridges, Booker Bullock, Stephanie Carola, Rachel
Chalhoub, Samantha Clark, Shante Demary, Nicole Eloyan, Brian Gall, Cari Gardener, Harry Green,
Darrell Jones, Stephanie Munise, Alisha Robinson, Sarah Woo, and Kelly Yocina, located in Morrisville,
North Carolina and Pleasanton, California. The One Teleflex team is comprised of volunteers devoted touniting and celebrating our diverse workforce. Through the unique challenges of 2020, One Teleflex
brought communities together through new and expanded ERGs, initiatives to support working parents
during the pandemic, and their educational ‘Creative Communications’ series that fostered andstrengthened internal dialogue around diversity and inclusion.

Chairman's Award Criteria
Significant and measurable business impact
in one of the following areas:• Innovation
For example, process or system
improvement, product introduction,technological advancement.
• Customer Focus
For example, retention of key externalcustomer, going above and beyond for aninternal customer.
• Productivity
Driving change that translates tomeasurable increased productivity.
• Sustainability
Helping Teleflex act with even greater
purpose relative to the sustainability of ourbusiness, our environment, and the causes
closest to us in our local communities.

2020 GLOBAL IMPACT REPORT40

EHS: Our Zero Harm Vision for our People
In line with our Zero Harm Vision, we strive to protect
the safety and health of Teleflex personnel and theenvironments in which we operate. We have a vested
interest in protecting our most valuable assets – ouremployees. Everyone is a steward of EHS, fostering aculture of being actively responsible in all ouroperations. We remain fully committed to complying
with all relevant EHS legislation and to achieving our
vision. We have and will continue to expend resources
to construct, maintain, operate, and improve ourfacilities across the globe for environmental, health,safety, and sustainability of our operations.
In response to the risks associated with the COVID-19
pandemic, we have expended resources to implement
various safety measures, including implementing social
distancing protocols and expanding personal protective
equipment availability and usage, across our facilities
globally in an effort to protect the health and safety of
our employees and others.

Employee Safety
Teleflex tracks key Occupational Safety and Healthindicators including all EHS Incidents and theinternationally benchmarked DART Rate.
Through our Zero Harm strategy and supporting
programs, we have maintained a low level of overall
injury severity rate per 100 employees with our 2020
DART rate of 0.76 comparing favorably to the industry.8
We have set continual improvement targets to further
decrease our total injury and DART rate per 100
employees per year in 2021.

Going forward, we aim to continue to find ways toreduce our Zero Harm Score. Our Zero Harm Score is asingle point, high level EHS Management Indicator
calculated by a weighted mix of EHS Incident and NonConformity metrics.9
We plan to accomplish this through a multi-faceted
approach, including implementation and adherence to
EHS Management Systems, best practice hazard
controls, and other EHS initiatives, all aimed atlowering incident frequency and severity and improving
performance regarding EHS Non-Conformities.

How we aim to keep our
employees safe:•

EHS Culture Shift
A move to progressing our EHS culture
maturity forward.

•

Identifying Hazards
The critical first step in managing
something is awareness and knowing
about it.

•

Reducing Risk
Focus on continual, universal
familiarity with, and application of the‘Hierarchy of Controls’.

•

Investigating Incidents
Learn from all incidents – particularly
those that have no injury.

Health and Wellness
Occupational health management is a criticalcomponent of effective safety management, and we areaware of the interface of non-occupational health andwellness (the active process of becoming aware of andmaking choices toward a healthy and fulfilling life).
Our EHS Group collaborates with our global functions
like Human Resources, harnessing talent and reach tocooperate on health and wellness programs, including
working initiatives related to nutrition, building-in
adequate physical activity, stress management, heart
health and more in an effort to help our employees
improve their health and wellbeing.

2020 GLOBAL IMPACT REPORT

41

Continued Pursuit of Excellencein our Global Facilities
Teleflex’s facilities are constructed to ensure ourworkspaces promote optimal physical health andan environment of overall care and well-being forour staff. Our scientific environments are designed
to encourage and foster creativity, communication,and innovation.
In 2020, we made significant efforts to expand theuse of natural light at a number of campuses andadded collaborative work areas that enable
employees to have greater flexibility and more
networking opportunities in an environment thatencourages and nurtures their ability to do theirbest work. We look forward to our employees being
able to fully benefit from these spaces in the future
as we continue to emerge from the effects of the
COVID-19 pandemic.
In 2020, our Kamunting, Malaysia team moved into
newly constructed state-of-the-art office space withspacious meeting and training rooms with
abundant natural light and additional collaborative
space. The new building extension was designed toaccommodate significant certified Class 8 Clean
Room space and Controlled Room space. There is acovered linage walkway from all the buildings to
the cafeteria, which is designed to encourage
employee mobility. In addition, renovation workand landscaping dramatically transformed theinternal and external face of the facility to promote
the health and wellness of our personnel.

In addition to the creation of the employee carports
as part of our Solar Panel Project, in 2020, our
Tecate, Mexico facility was expanded to host
additional space for employee services including a
new training room and collaborative desk spaces.
The expansion also includes a new warehouse
space that roughly doubles the site’s prior capacity,and significant additional certified Class 8 Clean
Room space.
Our Kulim, Malaysia facility was expanded in 2020
to accommodate additional certified Class 8 Clean
Room space, Controlled Room space and newwarehouse space. The expansion also includes new
rest areas for all employees and new training rooms
to allow all our employees to enhance their skills.
Additional rest areas and a cafeteria upgrade arestill in progress.
External infrastructure with new parking areas andadditional landscaping have been designed toprovide employee mobility. A rainwater harvesting
system has also been installed at our Kulim facility
to help conserve water.

2020 GLOBAL IMPACT REPORT

42

Teleflex Products: Innovation, Safety & Quality
from Concept to Commercialization
Teleflex is committed to transforming patient carethrough a unified product development process thatdelivers the right product, to the right market, at theright time. Teleflex’s concept to commercialization(C2C) process was launched in 2020 to ensure new
products are robustly designed to fulfill unmet clinicalneeds and developed to deliver the maximum benefits
to healthcare professionals and patients.
The C2C process defines best practices for productdevelopment across all areas of Teleflex involved in thedesign, manufacture, and commercialization of new
products. Ensuring a standardized approach, clarity of
expectations and measures of success. A criticalelement of our new C2C product development process
is the integration of Human Factors into all aspects ofdevice design and design improvements. Having one
standardized approach also provides an opportunity for
employees involved in the development of new products
to achieve mastery in the C2C process creating aroadmap of development opportunities.

Research, Development& Innovation
At Teleflex, Research and Development supports our
objectives to provide innovative new, safe, and effective
products that enhance clinical value by reducing
infections, improving patient and healthcare
professional safety, enhancing patient outcomes, andenabling less invasive procedures. We continue toinvest in our internal R&D function, having recently
moved part of our R&D team in the U.S. to a state-ofthe-art technology center with improved environmental
controls.
As Teleflex continues to look for ways to strengthen our
early-stage product development portfolio and increase
the number of products developed in-house at Teleflex,
we have sought to establish early-stage unmet needdiscovery opportunities through clinical accesspartnerships with universities that have clinicalprograms and technologies that align with our businesssegments.
In addition to our internal R&D, we also acquireor license products and technologies that are consistent
with our strategic objectives and enhance our ability toprovide a full range of product and service options tohealthcare professionals.

Innovation Spotlight:
Despite the extraordinary challenges
brought on by the COVID-19 pandemic,
2020 marked the successful launch of
the Arrow® ErgoPack® Complete CVC
Insertion System, a critical tool in the fightagainst central line-associated bloodstream
infection (CLABSI). The cost of treating an
infection places significant burden on healthcare systems around the globe. Teleflex
prides itself on listening to the needs of ourcustomers. After watching thousands ofhours of central line procedures, we appliedthese customer learnings and enhanced thedesign of our popular ErgoPack® System.
Designed to meet independent third-party
guidelines, the ErgoPack® Complete System
features the antimicrobial Arrowg+ard
Blue Plus® CVC, the Arrow® GlideWheel™
Advancer designed for better control, a kinkresistant nitinol guidewire and a transducer
probe cover. These healthcare professionalinspired enhancements have been
implemented to help customers improve
workflow efficiencies and reduce infections,
thereby reducing the costs associated withtreating infections. In 2020, we also readiedto launch the next phase of the ErgoPack®
Complete Family with the Arrow® ErgoPack®
Complete MAC and PSI Systems to expand
our ability to meet our customers’ needs.

2020 GLOBAL IMPACT REPORT

Product Quality and Safety
Teleflex is dedicated to the development, manufacture,and distribution of clinically relevant medical products
based upon healthcare professionals’ requirements.
The quality and safety of Teleflex products and services
is at the core of our business. Teleflex has establisheda Quality Management System (QMS) to ensure that
products and services meet customer requirements andcomply with the applicable standards and regulations
governing them. Teleflex employees are committed to
product quality and safety through our "Think Quality,
Think Teleflex" initiatives.

Quality Policy, the QMS &Quality Planning
Teleflex provides high quality, compliant medical
devices, and outstanding customer service to support
healthcare providers and enhance patient outcomes.
Enabled by Teleflex Management, every employee has
ownership of the effectiveness of our QMS. We strive
for continuous improvement and encourage anenvironment that promotes proactive change.
The QMS is defined and managed as a series ofinterlinked processes where management processes
are connected to product lifecycle processes andunderpinned by supporting processes.
• QMS processes apply a risk-based approach basedon their effect on the safety and performancerequirements of the medical device, and on meeting
applicable regulatory requirements.

43• The requirements for key process inputs, outputs,
and interactions are described in the QMS
documents associated with those processes.
Procedures for quality planning establish and define
the practices, resources, and activities relevant to thedesign, manufacture, and distribution of thecomponents, devices, and services.
In 2020, we continued to execute on our plans toensure compliance with MDR, which imposes stricter
requirements for the marketing and sale of medical
devices (as compared to the predecessor Medical
Device Directive), including in the area of clinicalevaluation requirements, QMS, economic operatorsand post-market surveillance.

Management Responsibility &Management Controls
Management commitment to quality is demonstrated
by establishing and communicating the quality policy
and objectives, maintaining an adequate organizational
structure, planning for quality, assigning amanagement representative at each facility, andperiodically reviewing the QMS to ensure its
continuing suitability, adequacy, and effectiveness tomeet the standards and regulations for medical device
manufacturers.

Innovation Partnerships:
In October 2020, Teleflex and the Universityof North Carolina at Chapel Hill launched
an innovation partnership focused on
identifying novel unmet needs for vascularaccess in oncology patient population.
This partnership builds on a strong cultureof innovation that includes key partners
such as the North Carolina Clinical andTranslational Sciences Institute, UNC Healthand Lineberger Comprehensive Cancer
Center. The vision of the partnership is toaccelerate the front end of innovation for
Teleflex, while also forging a new model fortranslational science at UNC. At its core,
the effort blends expertise across provider
stakeholders, clinical data mining andproduct development to address shifting
trends in healthcare and patient care.

2020 GLOBAL IMPACT REPORT

Maintaining the Effectiveness of the
Quality Management System
The following QMS processes ensure continuous
delivery of high-quality medical devices andequipment that meet customer requirements, aresafe and effective, and enhance medical care:
Customer-Related Processes
Customer requirements are determined prior toprovision of product and/or services according toestablished procedures to ensure requirements are
fulfilled. In addition, feedback is monitored to ensure
the organization has met customer requirements.
Design Controls
Design activities are controlled and monitored toensure that specified design requirements are met.
The objective of design activities is to delivercustomer focused products and services which meetor exceed customer expectations for product safety
and performance while remaining compliant with
global regulatory requirements. Teleflex establishes
contracts and agreements to ensure customer
requirements are clearly defined and reviewed.
Purchasing and Distributor Controls
Teleflex has controls over outsourced processes
affecting product conformity to facilitate compliancewith requirements. The Purchasing Control process
was established 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.

44

Production and Process Controls
Teleflex establishes and maintains procedures that
describe the process controls necessary to ensure
our products conform to their specifications. The
procedures are utilized to develop, conduct, control,and monitor production processes.
Post Market Support
The Post Market Support process includes customer
feedback and inquiries, the complaints process,medical device, and vigilance reports, and reviewing
the post-production phase of the product. The
process is monitored, measured, and analyzed for
effectiveness and to support global quality
objectives.
Risk Management
Teleflex establishes, documents, and maintains a risk
management process to manage safety risks for
medical device products through the lifecycle.
Nonconformance (NC) and Corrective andPreventive Action (CAPA)
Teleflex drives continuous improvements via the NC
and CAPA processes. The CAPA process manages
the investigation, risk assessment, and correction ofsystemic nonconforming events, and potential
nonconforming events. The NC process controls
product not conforming to specified requirements.
Teleflex ensures nonconforming product is
controlled to prevent its unintended use or delivery.
Field Corrective Action (FCA)
Teleflex takes all customer complaints related to thequality and safety of our products into consideration.
All complaints are reviewed, evaluated, andinvestigated to allow for corrective and preventive
actions to be taken as necessary. Teleflex

communicates recalls and advisory notices to its
affected customers and regulators for product safetyor quality issues.
Audits
Quality audits independently measure and monitor
the QMS to confirm it is effective and maintained
and complies with applicable standards andregulations.
Management Review
Reviews are undertaken at regular intervals by, or on
behalf of, executive management, including at our
manufacturing sites and distribution centers, toassess the suitability, adequacy, and effectiveness of
our quality system relative to our quality policies andobjectives. Quality and process issues are escalatedusing a Quality Data Metrics process.
Certification and Compliance
Teleflex follows national and international standards
and regulations, where applicable, documented
within global policies and global
and/or facility level procedures relevant to thespecific activities.

Our Certifications:•

ISO 13485 Quality
Management System
Medical Devices•

ISO 9001 Quality
Management

2020 GLOBAL IMPACT REPORT

Pillar IV: Prosperity & Sustainable Procurement45

2020 GLOBAL IMPACT REPORT

46

Prosperity & Sustainable Procurement
In furtherance of our mission of
improving the health and qualityof people’s lives, Teleflex believes
in continuing to expand access toour products, providing engaging
and in-depth product training,supporting medical education andclinical research and giving backto the communities in which welive and work.
Teleflex is also committed tomaintaining robust standards
both for Teleflex’s labor force andthe suppliers with whom we workin an effort to support economic
prosperity worldwide.

Teleflex Product Training and Education:
Engage, Educate, Align
Robust product training and education arefoundational to ensuring healthcare professionals
are using Teleflex products in a safe and effective
manner.
Our comprehensive approach to product educationand training is designed to inspire confidence
and advance care. Clinically relevant education
empowers healthcare professionals to increase
their competency, no matter where they work. We
regularly partner with medical organizations andacademic institutes to create and offer new training
programs.
Our product training and educational offerings
consist of hands-on skills labs, procedural training,
online learning through Teleflex Academy, speaker
series and conference support. Content on the
Teleflex Academy is oriented for adult learning,region specific and available in multiple languages.

Teleflex’s product training and education focuseson addressing unmet educational needs andrequirements of our customers, regardless of size
or location. In Latin America, our Clinical andMedical Affairs team prioritizes providing training
to emergency services personnel in rural areas toensure our educational offerings are available to all
who need them.
During 2020, we created new digital learning
environments that are enabling us to continue tosupport our customers and healthcare professionals
while maintaining appropriate safety requirements.
In fact, despite the restrictions of COVID-19, we
educated more than 60,000 healthcare professionals
on the use of our products during 2020.

2020 GLOBAL IMPACT REPORT

Medical Education Grants
Teleflex is committed to supporting independent educational
endeavors that are consistent with our mission to improvehealth outcomes. All unsolicited Medical Education Grant
requests for monetary and/or in-kind support are reviewed
by our regional Grant Panels including representatives fromour Business Units, Finance, Compliance and Clinical andMedical Affairs.
Teleflex provides Medical Education Grants for the following
categories:• Continuing Medical Education programs presented byaccredited providers;• Education programs for Health Care Professionals; and• Medical Society Sponsored programs.

Clinical Research Grants
In addition to our own clinical research, Teleflex also
provides research grants and support to healthcare
providers in areas relevant to Teleflex’s business. All
requests are reviewed and managed by our Global Clinical
Operations team, part of our Clinical and Medical Affairs
department, who ensure that all supported studies are
conducted in accordance with the applicable study protocol,
applicable institutional policies, generally accepted
standards of Good Clinical Practice (GCP), and all applicablelaws and regulations. Grant-eligible recipients may include
healthcare professionals from private practices, hospitals,
academic medical centers and universities.

47

2020 GLOBAL IMPACT REPORT48

Clinical Research
Teleflex recognizes the value andimportance of robust clinical evidence
relating to our products. In support ofthe development of new products andexpansion of indications for our existingproducts, Teleflex invests heavily inclinical research.
Teleflex is committed to conducting
clinical research using the principles
of Good Clinical Practice and adhering
to all local and regional regulatory
requirements. Clinical research ismanaged by our Global Clinical
Operations team in cooperation with
regional Clinical and Medical Affairs
team members. All clinical research
initiated by Teleflex is reviewed by an
institutional review board or ethics
committee.
Teleflex recognizes that there is a needto and value in expanding diversity
and inclusiveness in clinical researchbecause minorities and other specialgroups have been under-represented
in clinical trials in the past.10 Teleflex iscommitted to designing clinical trials
that are inclusive and represent thedemographic diversity of the populationsin the regions where the research is
being conducted. Teleflex recognizes
that diversity in research benefits all of
the population by ensuring our products
are developed and qualified to meetthe needs of the total population. All

qualifying Teleflex initiated research isregistered on ClinicalTrials.gov, allowinginterested patients to find applicable
trials for which they can volunteer.
In 2020, Teleflex initiated several
real-world studies, including studies
relating to the UroLift® System and ourArrowg+ard Blue AdvanceTM PICCs. In
June 2020, Teleflex also announced thefirst patient enrollments in a clinicalstudy that will evaluate the performanceof Teleflex coronary guidewires andspecialty catheters in Chronic Total
Occlusion (CTO) percutaneous coronary
intervention (PCI) procedures, which iscurrently an investigational indication
for these products. Enrolling up to
150 patients across 13 investigationalsites in the US, the CTO-PCI Study is
a prospective, single-arm IDE study
employing the primary angiographic
endpoint of successful (intralumenal)
guidewire placement beyond the CTO.
Study devices include the GuideLiner®
V3 catheter, TrapLiner® catheter,
Turnpike® catheter, and a series offive coronary guidewires (SpectreTM
Guidewire, R350TM Guidewire, RaiderTM
Guidewire, WarriorTM Guidewire andBanditTM Guidewire). Each study device
is currently commercially available in
the US under a more general indication.
These products are investigational
devices for clinical evaluation as used in
the CTO-PCI study. The CTO-PCI study

will evaluate the performance of theentire range of Teleflex complex PCI
products in the most demanding PCI
environment: chronic occlusive coronary
disease. The resourcing of this study
by Teleflex reflects our commitment toproviding the most advanced tools forour customers and their patients.
As a result of our efforts to conduct
research and generate data to support
our products combined with input fromhealthcare professionals using our
products every day. In October 2020,
we received 510(k) clearance from the
U.S. Food and Drug Administration(FDA) to expand the Indications for
Use of the Arrow® EZ-IO® Intraosseous
Vascular Access System. The Arrow®
EZ-IO® System is now available with the
expanded indication stating use of thedevice may be extended for up to 48
hours when alternate intravenous accessis not available or reliably establishedin adults, and in pediatric patients 12
years and older. In patients who require
longer-term access, the expanded
indication gives healthcare professionals
additional time to establish vascularaccess safely, choosing the appropriate
device and optimal site of insertion tomeet the patient’s clinical needs.

“The expanded indications of
the Arrow® EZ-IO® System are ofparticular importance in a timeof constrained resources andpatient surge.”
Michelle Fox,
Corporate VP & Chief Medical Officer

2020 GLOBAL IMPACT REPORT

49

Philanthropy at Teleflex
Teleflex Foundation
The Teleflex Foundation was formed in 1979 to positively
impact the quality of life in Teleflex communities. We achieve
this goal by supporting qualified charities and non-profits tofurther Teleflex’s purpose of improving the health and qualityof people’s lives around the globe, with a particular emphasison organizations that have the commitment of or a direct
impact on our employees and their families.
The Teleflex Foundation encourages the philanthropic spirit
and active engagement of Teleflex employees through thefollowing programs:• 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. These nominations arereviewed and prioritized by the Foundation’s officers inlarge part based on level of employee engagement with theorganization, for example as a volunteer or benefactor.
• Matching Gifts
The Teleflex Foundation matches employee gifts of $50
and above to eligible charities and non-profits up to $2,000
per donor on an annual basis.
• Team Volunteer Program
The Teleflex Foundation provides grants of $1,000 for
teams of 5 or more Teleflex employees participating in
events to raise money for eligible charities and non-profits.

In addition, the Teleflex Foundation makes an annual gift
to Americares, a global organization that supports people
affected by disaster or poverty. In April 2020, Teleflex’s
donation to Americares went to support needs resulting fromthe COVID-19 pandemic.

Humanitarian Donations
As a global medical device manufacturer, Teleflex believes
it has a responsibility to maintain a targeted needs-based
Humanitarian Donation Program to provide assistance in theevent of natural disasters and to help improve the quality oflife of those living in vulnerable situations. Our Humanitarian
Donations policy was developed in line with World HealthOrganization (WHO) Guidelines on Medical Device Donations.
Donation requests are reviewed by our Humanitarian ProductDonation Working Group made up of representatives fromseveral of our non-commercial functions, including Clinicaland Medical Affairs, Compliance, Regulatory and Trade
Compliance
As a result of the COVID-19 pandemic, we saw the volumeof requests for humanitarian donations rapidly expand. In
an effort to respond quickly and efficiently, in April 2020 we
set up a COVID-19 dedicated process to review and process
COVID-19 related humanitarian donation inquiries. Our
COVID-19 Humanitarian Donation Program facilitated the
donation of medical devices commonly used in critical andintensive care environments to treat COVID-19 patients, such
as Personal Protective Equipment including face masks withshields, gowns and masks, and products across Respiratory,
Vascular, Anesthesia and Emergency Medicine, to meeturgent needs faced by health care providers and patients.

Additional Avenuesof Support
We also provided support
to the Emergency Medicine
Foundation’s new Health
Disparities Research Grant, which
has been providing COVID-19
research grants to find solutions
to this and future pandemics.

Teleflex is an Americares
Emergency Response Partner.

2020 GLOBAL IMPACT REPORT

50

Community Engagement
JOIN, our employee-driven initiative,
continues to be an invitation to join
in and act with purpose. At Teleflex,
we are united by a common senseof purpose that what we do every
day makes a difference. Dedicatedand committed to supporting local
charities and causes that are close to
our hearts, the stories shared by our
employees highlight how taking partin worthwhile events also createsa greater sense of meaning andpurpose.
As we continue on our journeyahead, it is exciting to see how ourvolunteering efforts are continuously
evolving, demonstrating thegenerosity of the human spirit,
inspiring each other along the way
to make the world a better place.
Employees at Teleflex continue toembrace sustainability throughout
the business with a growing appetite
to take action and improve our
impact on the environment. Under
the JOIN umbrella, employees havebeen joining in and giving backto those who need it the most.
These acts of kindness continue toinspire those around us, and reallydemonstrate how our employees areliving our Core Values.

In response to the COVID-19
pandemic, our employees seized theopportunity to support each otheracross the globe within Teleflex inaddition to supporting their local
communities.
Our JOIN Yammer group, whichis the second largest group on the
Teleflex Yammer Platform, launcheda JOIN initiative called “JOIN In
it Together” in April 2020. The
campaign encouraged employees tostay connected through Yammer byposting their stories and experiences
as we navigated through COVID-19.
Throughout the period of theinitiative, employee visits to thepage, posts, views, and likes all rosesignificantly in comparison to thepreceding 6 months. This employee
driven initiative served as a greatsource of support to our employees
around the globe as we all dealt
with the unique challenges of the
COVID-19 pandemic.

2020 GLOBAL IMPACT REPORT

51

JOIN Stories from around Teleflex
Seeds of Growth (France)

Helping Hands (Singapore)

Autumn Drive (USA)To further support our JOIN Protecting Pollinators
initiative, Team Teleflex France employees were
gifted with a letter printed on seed paper. Each paper
contained wildflower seeds integral for pollinatorsurvival for our employees to plant in their gardens.

Team Teleflex Singapore held a virtual JOIN event in
partnership with the Helping Hands Program. The team
were given kits to assemble prosthetic arms while using
only one hand to understand the challenges faced by an
amputee. The team also decorated pouches for the arms
and wrote notes for the recipients.

Team Teleflex Arlington Heights held a virtual
fall food drive. The team donated everyday nonperishable food items to the Wheeling Township
Food Pantry that were distributed to local people inneed during the holidays.

A Journey of a Thousand Miles (Ireland)Light a Sparke (South Africa)

The Beauty of Books (Japan)

Team Teleflex Limerick, Ireland raised money
for PPE for the local Milford Care Centre. The
team took on the challenge of circumnavigating
Ireland throughout the month of July andtracking their steps to raise funds for thisworthy cause.

Team Teleflex South Africa got busy knitting and joined
local NPO “Light a Sparke” in the ‘Beanies for Preemies’
initiative which donates beanies for premature babies tothe public hospitals in South Africa. This much-needed
cause helps underprivileged communities by keeping
newborns warm and giving them a stronger chance ofsurvival by stabilizing their body heat.

Team Teleflex Japan held an event to support a program
run by the Shanti Volunteer Association (SVA) to deliver
picture books to children in Laos. The association aims toincrease literacy by helping to improve small libraries in
Asian schools and villages. Our team worked together togather book donations and add translation notes to help
the children read in their native language.

2020 GLOBAL IMPACT REPORT

52

Labor & Supplier Standards
Teleflex is committed to ensuring compliance toglobally recognized labor standards establishedby organizations such as the International Labor
Organization and the U.S. Department of Labor
among others. Our Labor Standards Assurance
System (LSAS) is designed to ensure that working
conditions in our facilities, and throughout our
supply chain, are safe, that all employees aretreated with respect and dignity, and that sourcing
and manufacturing processes are managed in anenvironmentally and socially responsible fashion.
To support these efforts, we provide internal
training on LSAS and communicate and reinforce
our expectations with our suppliers. As of the dateof this report, our LSAS Policy has been issued toover 500 of our suppliers.
Teleflex is dedicated to upholding the humanrights of all employees, whether full-time, parttime, temporary, student, contract, or other
employment status, and treating them with dignity
consistent with standards and practices recognizedby the international community. We expect our
suppliers to do the same. This includes prohibiting
discrimination, harassment, involuntary labor,child labor, and restrictions on the right to freelyorganize as well as complying with all applicablelaws, rules, and regulations around working hours,
wages, and benefits.

As of the end of 2020, approximately eight percent(8%) of our employees in the U.S. and in othercountries were covered by union contracts orcollective bargaining arrangements. It is likely thata portion of our workforce will remain covered bycollective bargaining and similar agreements forthe foreseeable future.

Environmental Health and Safety
Teleflex expects its suppliers to share our visionof striving to cause Zero Harm to people and theenvironment. For more on our Zero Harm Vision
as it relates to our employees and the environment,
see above.

Supplier Ethics & Compliance
Teleflex is committed to working with suppliers
that observe the highest standards of ethicalconduct and take prompt and appropriate
measures to address non-compliance with ourrequirements and expectations. Those expectations
include prohibition and prevention of bribery andcorruption, maintaining robust measures to ensure
privacy and information security, conducting
business in a fair and transparent manner, andprotecting whistleblower confidentiality andprohibiting retaliation.

Supplier Diversity
Teleflex strives to provide opportunities to diverse
suppliers, both large and small, to provide goods
and services to Teleflex as part of our corporate
procurement process. The use of diverse suppliers
is an integral part of Teleflex’s purchasing
procedures, and Teleflex recognizes that supplier
diversity creates a competitive advantage andpositively impacts the global community. We
believe that our success and the success of oursociety depends on enabling diverse businesses toshare and grow in the global market.
Teleflex is committed to ensuring that supplier
diversity is an integral part of our business by:• Establishing reasonable and attainable goalsconsistent with applicable country diversity
guidelines and Teleflex’s policies and practices
in order that qualified, competitive diverse
suppliers are given fair opportunity andconsideration to participate in the procurementof goods and services, and maintaining businessprocesses to measure and report our success.
• Providing all Teleflex personnel who are
involved in the acquisition of goods and services
adequate tools and training to enhance theirunderstanding of and ability to meet Teleflex’s
supplier diversity goals and objectives.

2020 GLOBAL IMPACT REPORTSupplier Quality
Teleflex strives to continuously improve the quality,
reliability, and cost of all its procured products andservices. All direct material suppliers and third-party OEM
suppliers are required to comply with Teleflex’s quality
standards.
At a minimum, Teleflex suppliers must demonstratecompliance with the following:• Products purchased will conform to all productspecifications.
• Suppliers will not change the method or location of
their manufacturing facility without sufficient priornotice.
• Suppliers will not change any material used in the
production of the device or raw material without
sufficient prior notice.
• Suppliers will be continuously monitored for quality anddelivery performance metrics.
We also work closely with our strategic suppliers todevelop continuous improvement projects that will bringvalue to our organization, such as:• Value engineering• Improved product quality• Improve supply chain metrics (on time delivery,lead time, etc.)• Cost reductions• Productivity improvements• New products or existing product enhancements• Lean Six Sigma and Six Sigma projects• Package design and development53

2020 GLOBAL IMPACT REPORT

Teleflex Incorporated
Non-GAAP Reconciliations

54

ADJUSTED EARNINGS PER SHARE RECONCILIATION(dollars in millions, except per share)

ADJUSTED INCOME RECONCILIATION

2017

2018

2019

2020

Amounts attributable to common shareholders:income (loss) from continuing operations, net of tax$ 155.3$ 3.33$ 196.4$ 4.20$ 462.0$ 9.81$ 335.8$ 7.10Restructuring, restructuring related and impairment items

$
$

20.3
0.44

$
$

82.3
1.76

$
$

33.4
0.71

$
$

Acquisition, integration and divestiture related items

$
$

36.8
0.79

$
$

59.5
1.27

$
$

52.1
1.11

$ (28.0)$ (0.59)

Other items

$
$

4.1
0.09

$
$

2.8
0.06

$
$

8.2
0.17

$
$

0.8
0.02

MDR

$
$

0.0
0.0

$
$

0.0
0.0

$
$

3.2
0.07

$
$

11.3
0.24

Intangible amortization expense, net of tax

$
$

71.1
1.52

$ 122.9$ 2.63$ 121.9$ 2.59Amortization of dept discount on convertible notes, net of tax

$
$

0.6
0.01

$
$

$
$

Tax Adjustment, net of tax$ 101.4$ 2.17$ (0.6)$ (0.01)$ (155.8)$ (3.31)$ (12.0)$ (0.25)

Shares due to Teleflex under note hedge

$
$

$
$

$
$

$
$

Adjusted income from continuing operations, net of tax
Adjusted earnings per share from continuing operations$ 389.5$ 8.40

0.0
0.05

0.0
0.0

0.0
0.0

$ 463.5$ 9.90

0.0
0.0

0.0
0.0

$ 525.0$ 11.1562.3
1.32$ 134.3$ 2.84
$
$

0.0
0.0

0.0
0.0

$ 504.5$ 10.67

References:
1
2
3
4
5
6
7
8
9
10

See table above.
On June 28, 2021, we completed the sale of a significant portion of the Respiratory business to Medline Industries, Inc.
Measuring Stakeholder Capitalism: Towards Common Metrics and Consistent Reporting of Sustainable Value Creation, World Economic Forum White Paper, prepared in collaboration with Deloitte, EY, KPMG and PwC, September 2020
available at http://www3.weforum.org/docs/WEF_IBC_Measuring_Stakeholder_Capitalism_Report_2020.pdf.
UN Sustainable Development Goals available at https://sdgs.un.org/goals.
Includes management group listed at Teleflex.com
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.
Based on project technical design specifications, internal calculations, and local invoicing. Data regarding projected reduction in carbon emissions sourced using U.S. Environmental Protection Agency’s Energy and the Environment Greenhouse Gas Equivalencies Calculator.
DART rate is for Global Operations and OEM only. DART rates reflect cases with days away from work, job restrictions or transfers. Industry DART rates are available from the U.S. Bureau of Labor Statistics.
The DART Total for “Medical Equipment and Supplies Manufacturing” (SIC 3391) is 1.1.
ZHI (EHS non conformity metric), TIR (Occupational Health & Safety incident frequency rate) & DART (Occupational Health & Safety incident severity rate).
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/Teleflex, the Teleflex logo, Advanced Tissue Control (ATC), Arrow, Arrowg+ard Blue Advance, Bandit, Combat Gauze, Deknatel, ErgoPack, EZ-IO, GlideWheel,
GuideLiner, LMA, MANTA, Pilling, QuikClot, QuikClot Control+, R350, Rusch, Spectre, TrapLiner, Turnpike, UroLift, Warrior, and Weck are trademarks
or registered trademarks of Teleflex Incorporated or its affiliates, in the U.S. and/or other countries.
© 2021 Teleflex Incorporated. All rights reserved. MCI-2021-0374