2021 Global
Impact Report
Advancing sustainable healthcare
by focusing on our products, patients,
people and the environment

Teleflex 2021 Global Impact Report1CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Contents
About this Report

Employee Recognition

51

Employee Health and Safety: Our Zero Harm Vision for our People

53

3- Auditing and Monitoring:
Understanding how our Policies and Training are Working in Practice31

4- Reporting and Investigations: Encouraging a Speak-Up Culture31- Occupational Health and Safety Management

54

5

Annual Teleflex Enterprise Risk Assessment

31- Identifying and Managing Hazards

55

Teleflex at a Glance

7

Sales and Marketing Practices

32- Employee Consultation

55

Our Products

10

IT Security and Privacy

32- Health and Safety Training

55

Our Impact

13

34- Employee Health and Safety Tracking

55

Information Concerning Forward-Looking Statements
CEO Message
Corporate Social Responsibility Chair Message

3

Planet & Environment

Portfolio Optimization

14

Product Stewardship and Circularity

35

Product Development

14

Responsible Consumption and Production

35

Product Training and Education: Engage, Educate, Align

57

15- Water

35

Medical Education Grants

59

15- Safe Materials and Chemicals

35

Clinical Research

59- Manufacturing

15- Logistics and Distribution

35

Clinical Research Grants

60- Distribution and Logistics

15

Emissions and Climate Change

36

Healthcare Access and Equity

60

15- Emissions and Energy Targets

36

Innovation, Safety and Quality from Concept to Commercialization

61

Corporate Social Responsibility

17- Energy38- Research, Development and Innovation

61

Stakeholder Engagement

20

39- Product Quality and Safety

61

41- Labor and Supplier Standards

61

Our Supply Chain- Global Procurement- Commercial Organization and Customers

Continued Support for Employees through the COVID-19 Pandemic

22

Waste
PeopleProsperity & Sustainable Healthcare

57

24

Talent Management and Development

41

Corporate Governance24

Tuition Assistance42- Teleflex Foundation

62- Board of Directors

24

Benefits

42- Ukraine Support

62

25

Family Support

43- Humanitarian Donations

62

Participating in Public Policy

26

Diversity, Equity, and Inclusion

45

Industry Groups and Trade Associations

26- DEI Leadership

46

Global Reporting Initiative (GRI) Index

67

28- Inclusive Leadership Training

47

Sustainability Accounting Standards Board (SASB) Index

75- The Teleflex Promise: Our Global Code of Ethics

28- DEI in Recruitment

47

United Nations Sustainable Development Goals (UN SDGs)

80- Policies and Procedures: Providing a Framework for Success28- DEI in Retention

48- Training and Communication: Supporting and Reinforcing our Message

30- Pay Equity Analysis 2021

50

- Employee Resource Groups

50

Principles of Ethics & Governance- Executive Compensation

Driving a Culture of Compliance: Integrity in All We Do

Philanthropy

62

Community Engagement

63

TELEFLEX 2021 GLOBAL IMPACT REPORT

2

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

About this Report
Teleflex Incorporated’s second annual Global Impact Report details our
Corporate Social Responsibility (CSR) program and encompasses ourcurrent progress and future aspirations as a company. This report also
showcases practical ways in which we seek to address evolving
Environmental, Social and Governance (ESG) standards to identify andquantify the measures of our sustainability and societal impact.
This report has been prepared in accordance with the Global Reporting
Initiative (GRI) 2021 Standards and in line with the Sustainability
Accounting Standards Board’s (SASB) industry-specific standards for
medical equipment. Tables providing relevant information and mapping of
applicable reporting standards to relevant information included elsewherein this report are included at the end of this report.
Unless otherwise noted, this report provides information as of and for theyear ending December 31, 2021, and includes information from our owned
and operated facilities globally. This report includes certain information
pertaining to our Respiratory business, a significant portion of which wedivested to Medline Industries, Inc. on June 28, 2021. While we haveinternal processes in place to ensure that our reporting is accurate and as
robust as possible, the data in this report has not been externally assured.
Teleflex is considering external assurance in the future.

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

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

3

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

CEO Message
I am pleased to present the Teleflex 2021 Global Impact Report, which
provides an update on our Corporate Social Responsibility (CSR) progress andreaffirms our commitment to sustainability, social responsibility andinclusivity.
At Teleflex, our purpose is to improve the health and quality of people’s lives.
We recognize and value our responsibility to innovate for better patient
outcomes, engage in environmentally-friendly activities and give back tocommunities in which we live and work around the world.
Through our CSR program, we are harnessing the strength of our mission andCore Values to establish meaningful and measurable goals that align with the
UN Sustainable Development Goals.
Working together, we have already made some great achievements, including:Liam Kelly
Chairman, President and CEO•

completing the installation of solar panels at 5 manufacturing sites aroundthe world to reduce our carbon intensity;•

reducing the amount of material used to package several of our products
to lower our consumption and reduce waste;•ongoing diversity, equity, and inclusion initiatives, such as inclusive
training for leaders globally;•leveraging the Teleflex Foundation to support expansion of access tohealthcare and providing humanitarian assistance and emergency support
through our product donation program;•investing in software to aid in tracking our carbon footprint, water usage,and employee health and safety metrics; and•focusing on the environment and the health and wellbeing of others in thecommunities around the world through our employee driven JOIN Act with
Purpose initiative.

Our CSR program, along with our purpose and Core Values, helps to define
our company, shape our corporate culture, guide our business practices, anddirect the way we interact with our stakeholders; from healthcare
professionals and their patients, to our employees and stockholders, to our
suppliers and distributors, and to the countless individuals who make up thecommunities in which we live and work around the world.
This 2021 Global Impact Report demonstrates the progress we have made in
our CSR efforts. We will continue to make CSR a strategic priority tosystematically advance our corporate social responsibility efforts, remaincommitted to our Core Values, and stay true to our purpose to improve thehealth and quality of people’s lives.
Thank you.

Liam Kelly
Chairman, President and CEO

TELEFLEX 2021 GLOBAL IMPACT REPORT

4

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Corporate Social Responsibility
Chair Message

Karen Boylan
Corporate Vice President, Strategic Projects

It is my honor and privilege to serve as the Chair of our Corporate Social
Responsibility Steering Committee, and I am so proud of the amazing work wehave done at Teleflex. We have expanded our CSR program pillars, and weremain committed to furthering our key initiatives in the coming years. We
have both a top-down and bottom-up sustainability strategy. Our CEO andBoard of Directors have direct oversight of the progress and strategy, and our
employees implement changes and create innovative programs.

This report provides a comprehensive review of all the great work we havedone globally and our future plans. Just as with our sustainability progress,
our report is a work in progress as well. We plan to further develop ourreporting efforts each year to help us further align with stakeholder
expectations and evolving standards. This report includes alignment with GRI
and SASB and we are planning to submit to CDP and align with the Taskforce
on Climate-Related Financial Disclosures (TCFD) in 2023.

There is a clear correlation between our mission as an organization, our Core
Values, and Corporate Social Responsibility. CSR is a moving target, and weare working hard for continuous improvement. We know that we have the roleand responsibility to address key sustainability issues; the issues are not local
or regional, but global. As a result, we are taking a global approach to manage
our CSR efforts and, through our pillars, ensure that we integratesustainability into each organizational team, department, and function. For
example, in 2021, we expanded our Employee Resource Groups from a U.S.
centric approach to include global regions. Additionally, we committed to, andhave expanded, our environmental sustainability management resources toinclude more trans-global representation.

We know that, beyond doing the right thing, CSR is a critical tenant to
attracting and retaining great talent, engaging with our stockholders, andimproving our relationships with our customers and patients.
Sustainability is no longer a side topic in business. It is a business
requirement. We are so thankful to have such passionate employees that are
helping us to continue our journey.
Sincerely,

Karen Boylan
Corporate Vice President, Strategic Projects

TELEFLEX 2021 GLOBAL IMPACT REPORT

5

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Teleflex at a Glance

Teleflex 2021 Global Impact Report6CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Teleflex at a Glance
Teleflex is a global provider of medical technologies designed to
improve the health and quality of people’s lives. We apply purpose
driven innovation – a relentless pursuit of identifying unmet clinicalneeds – to benefit patients and healthcare providers.
Our Core Values define our company, shaping our corporate culture,
guiding our business practices, and directing the way we interact
with our stakeholders. Our Core Values revolve entirely around people- from our patients and healthcare professionals to our employees
and stockholders, to our suppliers and distributors, to the countless
individuals who make up the communities we serve around the world.

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

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

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

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

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

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

7

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Headquartered in Wayne, Pennsylvania, USA with operations in 31 countries
and serving healthcare providers in more than 150 countries.

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Our Major Brands
Consolidated
Revenues
2021

employees

Global Reporting
Initiative

Research andDevelopment
Spend$2.809$130.8

Revenues
by Global
Product
Category

Revenues
by EndMarketmillionbillion2021 Revenues

Revenues
by Reporting
Segment

Americas

Asia

Vascular AccessInterventional

Interventional Urology

Hospitals / Healthcare Providers$1.659 billion$297.8 million$700.2 million$427.5 million$341.7 million

89%

EMEA

OEM

Anesthesia

Surgical

OEM

Other

Medical Device
Manufacturers

Home Care$606.8 million$245.7 million$380.1 million$377.8 million$245.7 million$336.6 million

9%

2%

®

You can find more information about Teleflex in our 2021 Annual Report.

TELEFLEX 2021 GLOBAL IMPACT REPORT

8

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Map of Our Global Sites*
Maple Grove
Jaffrey Chelmsford

Plymouth

Mansfield

Reading
Asheboro

Wayne
Morrisville

GERMANY

Trenton

CANADA

Olive Branch

IRELAND
Limerick

Bad Liebenzell
KernenCZECH REPUBLIC
Žďár nad Sázavou
Hradec Králové

USA
Pleasanton
TecateNuevo Laredo

Chihuahua

MEXICOMALAYSIA
Kamunting
Kulim* This map includes our major facilities (50,000 square feet or more) as of December 31, 2021.

TELEFLEX 2021 GLOBAL IMPACT REPORT

9CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Our Products
Our product categories within our geographic
segments include vascular access, anesthesia,
interventional, surgical, interventional urology,
and urology. Each of these categories and the
key products sold therein are described in
more detail here.

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

Vascular AccessInterventional

Our Vascular Access product category offers devices that facilitate avariety of critical care therapies and other applications with a focus on
helping reduce vascular-related complications. These products primarily
consist of our Arrow® branded catheters, catheter navigation and tip
positioning systems and our intraosseous, or in the bone, access systems.

Our Interventional product category offers devices that facilitate a variety
of applications to diagnose and deliver treatment via the vascular systemof the body. These products primarily consist of a variety of coronary
catheters, structural heart therapies, peripheral intervention products
and cardiac assist products that are used by interventional cardiologists,
interventional radiologists, and vascular surgeons. Clinical benefits of our
products include increased vein and artery access and increased support
during complex medical procedures. Our product offerings consist of
a portfolio of Arrow® branded catheters, GuideLiner® and TrapLiner®
catheters, the MANTA® Vascular Closure Device and Arrow® OnControl®
Powered Bone Access System.

Our catheters are used in a wide range of procedures, including theadministration of intravenous therapies, the measurement of bloodpressure and the withdrawal of blood samples through a single puncturesite. Branded under our Arrow® trade name, our pain management
product line includes catheters and disposable pain pumps for regional
anesthesia, designed to improve patients’ postoperative pain experience.

United Nations
Sustainable
Development Goals(UN SDGs)

Our intraosseous access systems are designed for the delivery of
medications and fluids when intravenous access is difficult to obtainin emergent, urgent, or medically necessary cases. Our products offer
a method for vascular access that can be administered quickly andeffectively in the hospital and prehospital environments and include theArrow® EZ-IO® Intraosseous Vascular Access System and Arrow® FAST1TM
Sternal Intraosseous Infusion System.

TELEFLEX 2021 GLOBAL IMPACT REPORT

10CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Anesthesia

SurgicalOur Anesthesia product category is comprised of airway, pain management andhemostatic product lines that support hospital, emergency medicine and militarychannels.

Our Surgical product category consists of single-use andreusable products designed to provide surgeons with devices
for use in a variety of surgical procedures. These products
primarily consist of metal and polymer ligation clips, fascialclosure surgical systems used in laparoscopic surgicalprocedures, percutaneous surgical systems, and othersurgical instruments. Our significant surgical brands include
Weck®, Minilap, Pleur-Evac, Deknatel®, KMedic and Pilling®.

Our airway management products and related devices are designed to enable use ofstandard and advanced anesthesia techniques in both prehospital emergency andhospital settings. Our key products include laryngoscopes, supraglottic airways,
endotracheal tubes, and atomization devices, which are branded under our LMA®,
Rüsch® and MAD trade names. Our pain management product line includes cathetersand disposable pain pumps for regional anesthesia, designed to improve patients’postoperative pain experience, which are branded under our Arrow® trade name.
Our hemostatic products accelerate the body’s natural clotting cascade and are used intrauma situations where bleeding is difficult to control. The portfolio consists of external
hemostatic products used by first responders, interventional products used in thecatheterization lab, and trauma products used by trauma surgeons, which are branded
under our QuikClot® trade name.

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

11

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Urology
Our Urology product portfolio provides bladdermanagement for patients in the hospital andindividuals in the home care markets. The productportfolio consists principally of a wide range ofcatheters (including foley and intermittent), urine
collectors, catheterization accessories and products
for operative endourology, which are marketed
under the Teleflex and Rüsch® brand names. Our
Urology product portfolio is most heavily weighted
in our EMEA segment.

OEM (Original equipment
manufacturer)
Our OEM division develops, designs, andmanufactures MedTech devices, providing
custom-engineered extrusions, diagnostic andinterventional catheters, balloons and balloon
catheters, sheath/dilator sets (introducers)
and kits, sutures, performance fibers andbioabsorbable resins and fibers.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

Portfolio

Summary of Key Products

Vascular Access

Arrow® ErgoPack® Complete CVC System, Arrowg+ard Blue Advance®
PICC and the Arrow® VPS Rhythm® Device with TipTracker™
Technology, Arrow® Integrated Arterial Catheter, Arrow® Endurance™
Extended Dwell Peripheral Catheter System, Arrow® EZ-IO®
Intraosseous Vascular Access System

Interventional

GuideLiner® Catheter, Arrow® OnControl® Powered Bone Access
System, MANTA® Vascular Closure Device, AC3 Optimus™ Intra-Aortic
Balloon Pump

Anesthesia

Rüsch® Single-Use Laryngoscope Blades and Handles, LMA® Airways
with Silicone Cuffs and Cuff Pilot™ Technology, QuikClot® Hemostatic
Products

SurgicalFascial Closure, Percutaneous, Ligation, Instrumentation

Interventional
Urology

UroLift® System, UroLift® 2 System, UroLift® ATC

Urology

Rüsch® MMG H2O Hydrophilic Closed System, Rüsch® Belly Bag,
EasyCath™

OEM

Diagnostic and interventional catheters, mandrel wire, micro-diametertubing, sutures

United Nations
Sustainable
Development Goals(UN SDGs)

TELEFLEX 2021 GLOBAL IMPACT REPORT

12

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Our Impact
Teleflex products are used every day

24,000

2,000

8,000

4,400

In over 24,000 surgical proceduresin the United States

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

200

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

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

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

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

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

13

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeoplePortfolio Optimization

Product Development

Consistent with our strategy to drive durable growth and ourdisciplined portfolio review process, we completed the initial phaseof the divestiture of a significant portion of our respiratory productportfolio to Medline Industries, Inc. on June 28, 2021, pursuant towhich we generated $259 million in cash. The divested Teleflex
respiratory product lines include Hudson RCI® products for oxygen
and aerosol therapy, active humidification, non-invasive ventilation,and incentive spirometers, all of which generated $139 million in
net revenues in 2020.

At Teleflex, our Concept to Commercialization Program istransforming our efforts within new product development.
This program spans the entire product lifecycle: from the Front
End of Innovation through Market Research, Design Controls,
Human Factors, Risk Management, Process Controls to Evidence
Generation and Launch Excellence.

We expect the divestiture of the respiratory assets to improve ourorganic revenue growth rate and gross profit margins over timeand better positions our internal resource allocation and focus on
our key growth drivers.
During 2021, we completed several distributor to direct sales
conversions and we continue to have significant financial
flexibility, with a 1.74x net debt-to-EBITDA ratio (as of the end of
December 31, 2021), and acquisitions remain our key focus forcapital deployment.

We have a commitment to developing the most impactful medical
devices we can for patients, healthcare providers, and caregivers
who use our products.
As part of this commitment, we are working to incorporate
sustainability into all product development efforts, taking apurposeful approach to create meaningful change that supports
our business, our society, and our planet.

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

This will be represented through practices such as:
Delivering products that have fewer materials
and eliminating harmful substances

Reducing water and electricity requirements
during manufacturing

Reducing packaging materials and migrating
towards sustainable solutions

Lowering transportation related
environmental impacts

Prioritizing sustainable work policies
within our full supply chain
The necessity of sustainable product development offers us additional
opportunities for innovation, and to continue our efforts in productstewardship and in operating to the standards expected by ourcustomers, our stockholders, and our partners.

TELEFLEX 2021 GLOBAL IMPACT REPORT

14

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

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 and effective products. In order toachieve 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 fromsuppliers. Our Global Procurement and Global Commodity teams
play an important role in ensuring stability in our supply chain andeffective vendor management. Although we have several sole source
suppliers that play an important role in our supply chain, throughpositive 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 the early stages of new
product development to help identify and select new suppliers to
reduce our reliance on sole source suppliers moving forward.

Our finished goods are delivered to our Teleflex operated
distribution centers and third-party logistics provider (3PL) partners
around the world. We have 21 distribution centers and 3PLs
worldwide, including key regional distribution hubs located in Olive
Branch, Mississippi; Mexico City, Mexico; and Rodgau, Germany.
From our distribution centers, our products reach our customers by
way of freight forwarders over land, by air, and by sea.

Manufacturing
Teleflex has approximately 2 million square feet of manufacturing
space with major manufacturing operations in the Czech Republic,
Malaysia, Mexico, and the United States (“U.S.”) and has
approximately 9,000 employees across our supply chain globally.1
Our own manufacturing is supplemented by purchases of finishedgoods from our network of contract manufacturers.
1

Commercial Organization
and Customers

Our Global
Footprint

21
distribution
centers~2M Sq. ft.
manufacturing space~9,000employees

We market and sell our products through our direct sales force andthird-party resellers to customers within the following end markets
worldwide: hospitals and healthcare providers, medical device
manufacturers and home care. Our sales efforts are supported byour marketing teams and other shared services.

~$1B

1,500+

spend

suppliers

Global supply chain employees, including support staff.

TELEFLEX 2021 GLOBAL IMPACT REPORT

15

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Corporate Social
Responsibility

Teleflex 2021 Global Impact Report16CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Corporate Social Responsibility
Teleflex strives to integrate Corporate Social
Responsibility with our Core Values as a company andinto the culture of Teleflex. It is integral to our strategic
and commercial objectives. CSR is the right thing to
do as a corporate citizen, and it makes good businesssense. Our commitment to CSR allows us to connect
with all of our stakeholders from our employees to ourcustomers, to patients and others through efforts suchas diversity, equity and inclusion, product stewardship,
and community engagement. As an organization, ourproducts are designed to improve the health and qualityof people’s lives, but we cannot stop with our products.
We have organized our CSR Program into four strategicpillars with each pillar consisting of the key priorities for
Teleflex. Our CSR Steering Committee has designated asponsor and a lead for each pillar. The pillar leads havecreated a subcommittee for each of the pillars to create acharter, or a set of objectives, for each pillar of the CSR
strategy. These charters set the direction for each pillar
subcommittee with a clear list of goals to support theobjectives.

The following are our four strategic pillars and theassociated mission statements on which they are focused:
Principles of Ethics & Governance:
Ensure Teleflex is meeting both legal requirements andkey stakeholder expectations with respect to governanceand ethics issues and is reporting on progress.

Principles of Ethics & Governance

Planet & Environment

•
•
•
•

•
•
•
•
•
•

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

Emission Reduction
Product StewardshipResponsible Consumption and Production
Waste Management
Sustainable Procurement
Logistics and Distribution

Planet & Environment:
Through environmental and resource use excellence,both internally and across our supply chain, enhance thesustainability of Teleflex, so we can improve the health andquality of more people’s lives.
People:Inclusively advocating for our people. Inspiring talent
growth through our Core Values and diversity, equity,and inclusion. Nurturing a safe and trusting culture
empowering everyone to bring their true selves to Teleflex.
Prosperity & Sustainable Healthcare:
Generate ideas and develop them into executable projects
that relate to the domains of medical education, research,
philanthropy, community engagement, sustainable
healthcare through development and innovation, productsafety and quality, healthcare access and equity, andproduct stewardship.

PeopleProsperity & Sustainable Healthcare

•
•
•
•
•

•
•
•
•
•
•
•
•

Supporting our Workforce
Talent Management and Benefits
Diversity, Equity and Inclusion
Employee Recognition
Employee Health and Safety

Medical Education
Clinical Research
Philanthropy
Community Engagement
Research, Development and Innovation
Product Safety and Quality
Healthcare Access and Equity
Product Stewardship

TELEFLEX 2021 GLOBAL IMPACT REPORT

17

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

At Teleflex, we believe that all departments and divisions within theorganization need to be at the table, if we are to create an effective andplausible long-term CSR strategy. In 2020, we created a senior-level CSR
Steering Committee, which has direct oversight as well as day-to-day
management of Teleflex’s CSR program.
The members of the Steering Committee consist of senior leaders acrossmost company functions, including Compliance, Clinical and Medical
Affairs, Global Manufacturing and Supply Chain, Investor Relations,
Human Resources, Legal, Strategic R&D, Finance, and Sustainability.
The Chair of the Steering Committee provides frequent progress updates
to the CEO as well as annual reports to the Nominating and GovernanceCommittee of the Teleflex Board of Directors.

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Chairman, President and CEO

Chair of CSR Steering Committee
Sustainability
Strategy
and Reporting
Manager

CSR Steering Committee

Principles of Ethics& Governance
PillarPlanet& Environment
PillarPeoplePillar

Prosperity& Sustainable
Healthcare Pillar

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

Sponsor
Lead
Subcommittee

TELEFLEX 2021 GLOBAL IMPACT REPORT

18

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

To help move our CSR initiatives
and reporting forward, in 2022,
we hired a full-time Sustainability
Strategy and Reporting Manager tooversee our CSR Program and provide
top-level support to our Steering
Committee. This new role will support
us in further developing our impact
report to better align with industry
standards and reporting frameworks.
Our Sustainability Strategy andReporting Manager will also assist
us in providing accurate and timely
responses to our investors, customers,
patients, and other key stakeholders
about ESG matters.

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance“We embed CSR and
ESG into our culture asa corporate citizen. We
need to make sure to tellour story to all of our
stakeholders and I am
working hard to ensurethat everyone at Teleflex
and all of our customers
know where we stand andwhat we are doing to makethe world a better place.”
Derek Noah
Sustainability Strategy
and Reporting Manager

Planet & Environment

PeopleIn 2021, Teleflex made aninvestment in a full-time
Sustainability Director in
our Global Supply Chain
organization. Our Sustainability
Director ensures that we areintegrating our sustainability
objectives into all aspects ofour business operations.

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)“Sustainability is not somethingthat should sit aside fromthe core business but must
be integrated into all roles
and aspects of the business.
Sustainability is most effectively
integrated when all employees
recognize that it is their job tomake Teleflex sustainable andunderstand how to achieve thatin their role.”

David O‘Flynn
Sustainability Director

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Stakeholder
Engagement
In 2021, we completed our initial Stakeholder
Engagement Plan to help us understand what our key
stakeholders care about. We reviewed public policy
statements, talked directly to our customers andinvestors, engaged with professional societies aroundthe world, and solicited feedback directly from ouremployees. We surveyed our employees specificallyaround CSR topics to better understand what theyfind most important to them and to Teleflex. We also
consulted with the CSR Steering Committee and pillar
subcommittees as these groups represent a diverse
set of employee groups ranging from administrative
to manufacturing functions. We are incorporating
all of that feedback as part of our first sustainability
materiality assessment to help determine the focus
and direction of our CSR program. We intend toinitiate a formal third-party materiality assessment
in 2022 to supplement the work completed in 2021
and plan to share the results in subsequent reports.
Over the course of 2022 and beyond, Teleflex plans toincrease our employee engagement through surveys,
newsletters, town halls, dedicated projects, and our
Employee Resource Groups.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Key Stakeholders•

Employees•

Governments and Policymakers•

Group Purchasing Organizations (GPOs)
and Integrated Delivery Networks (IDNs)•

Health Care Professionals and
Health Care Organizations•

Industry Associations andNon-governmental Organizations (NGOs)•

Local Communities•

Patient and Advocacy Groups•

Regulatory and Certified Bodies•

Stockholders•

Suppliers•

Wholesalers and Distributors

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Continued Support
for Employees
through the COVID-19
Pandemic

Teleflex 2021 Global Impact Report21CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Continued Support for Employees throughthe COVID-19 Pandemic
With COVID-19 still a worldwide concern,
we continue to monitor the situation basedon regional and local trends and adjust ourapproach, as necessary. Our Crisis Management
Teams (CMTs) were set up at the global andregional levels to ensure coordination andsharing of information and ideas. We also created
CMTs at each Teleflex location to handle moresite-specific issues, protocols, and employee
communications. We continue to monitor local
health authority requirements and guidanceacross our facilities, in an effort to protect thehealth and safety of our employees and others.
While our manufacturing facilities have remained
open throughout most of the pandemic, most of
our office staff had been working remotely from2020 through 2021. For our office staff, startingat the end of 2021, we have been phasing in our
return to office based on regional status changes
for COVID-19 threats and risks.

To help our employees navigate the pandemic,
we continued to offer the additional measures
we put in place in 2020 to increase flexibility andsupport. We started several initiatives to address
employee stress, to help manage change andpromote healthy practices, including mindfulness
sessions and sharing tips for working virtually.
In the U.S., Teleflex continued to organize ourSupporting Our Working Parents Program inrecognition of the unique challenges faced byparents working from home and juggling family
responsibilities. On top of promoting flexible
work schedules, Teleflex IT support was madeavailable for working parents with children doing
virtual schooling. The Supporting Our Working
Parents Program established a weekly reading
circle for children in kindergarten 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 and negotiateddiscounts with national tutoring organizations forour employees.

“

We want to continue
thanking those front-line
employees who have beenworking hard to ensurethat we can deliver ourworld-class medical
equipment to help save
lives.

”TELEFLEX 2021 GLOBAL IMPACT REPORT

22

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Principles of Ethics& GovernanceTeleflex 2021 Global Impact Report23CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Principles of Ethics & GovernanceStrong corporate governance is at the foundation of a successful business. Teleflex believes in creating anenvironment of good governance and ethics. We rely on the trust of our patients, customers, employees, andinvestors. To earn that trust, we are committed to the highest ethics and governance standards.

Corporate Governance
Board of Directors
We conduct our business in compliance with the requirements
set by federal and state laws and the rules of the New York Stock
Exchange, and we hold ourselves accountable through our Corporate
Governance Principles. This policy addresses the composition andresponsibilities of our Board of Directors and its committees, director
selection, independence, conflicts of interest, compensation andequity ownership, and succession planning.
In 2022, our Board of Directors approved an update to the Nominatingand Governance Committee’s charter to include environmental, social,and governance (ESG) oversight. The Nominating and GovernanceCommittee has oversight with respect to our ESG strategy andpractices and, in coordination with the Audit Committee, our reportingon ESG matters to internal and external stakeholders.

Our Board of Directors is made up of nine total members, eightof whom are independent. Teleflex seeks to assemble a Board
that operates cohesively and works with management in aconstructive way to deliver long-term stockholder value.
The Board believes it operates best when its membershipreflects a diverse range of experiences, areas of expertise andbackgrounds. At the end of 2021, 22% of our Board members
were women, the average age of our Board members was 65,
and the average tenure of our Board members was eight years.

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

The Nominating and 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.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

2022 Mid Year Update
At our 2022 Annual Meeting of Stockholders, Neena M.
Patil, a new director nominee, was elected to our Board.
Ms. Patil, 47, has been the Chief Legal Officer andSenior Vice President, Legal and Corporate Affairs of
Jazz Pharmaceuticals plc, a biopharmaceutical company,
since 2019. Prior to joining Jazz Pharmaceuticals, Ms.
Patil held various senior management and managementlevel positions at several global biopharmaceuticalcompanies over her 20-year career.
Ms. Patil’s executive and senior management experiencein the healthcare industry will allow her to provide
valuable insights regarding a wide range of businessmatters, including commercial matters, operations,acquisitions, and strategic planning initiatives. In
addition, Ms. Patil has been appointed as a memberof the Nominating and Governance Committee of theBoard, where she will assist in providing oversighton a variety of governance matters, including our
ESG programs. The addition of Ms. Patil to our Board
brings female representation on the Board to 33% andimproves the Board’s ethnic diversity.

2

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Executive Compensation
In 2021, Teleflex stockholders approved a nonbinding stockholder proposal recommending the“declassification” of our Board of Directors to
reduce director terms from three years to one year.
In light of stockholder support for the proposal andafter careful consideration, the Board submitted
a proposal for approval by Teleflex stockholders
at our 2022 Annual Meeting of Stockholders
providing for the phased-in declassification of
the Board over a three-year period, which wasapproved by our stockholders at the meeting.
Therefore, we will begin implementing thedeclassification of the Board at our 2023 Annual
Meeting of Stockholders such that, commencing
with our 2025 Annual Meeting of Stockholders,
all Teleflex directors will be elected for a oneyear term expiring at the next annual meeting ofstockholders.

“I am excited to join the Teleflex Boardand help support the company in its
mission of helping to improve the healthand quality of people’s lives,” said Ms.
Patil. “I look forward to being able toprovide insights and perspectives to theBoard in a variety of areas, including
as a member of the Nominating andGovernance Committee and its rolein providing oversight with respect toTeleflex’s ESG initiatives.”

We strive to align our executives’ interests
with those of our stakeholders. Our executive
compensation program consists of both shortterm (annual) and long-term goals which aredesigned by our executive management teamunder the governance and approval (as required)of the Compensation Committee of our Boardof Directors. Our annual incentive plan includes
a component of pay that measures Individual
Performance against 5-7 established objectives,and beginning in 2022, all members of theTeleflex Executive Management team2 have atleast one ESG-specific objective against which
they will be assessed. You can read more about
our executive compensation program in ourannual proxy statement.

Neena Patil
Member of Board of Directors, Teleflex

Executive Management Team is defined as a smaller subset of the Senior Management Team.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

Participating in
Public Policy

Industry Groups andTrade Associations3

The healthcare industry is highly regulated and as such
we believe it is our right and obligation as a corporate
citizen to voice our opinions and views as a medical
technology expert on public policy. We also believe infull transparency related to these efforts. Teleflex public
policy efforts include monitoring and analyzing policy
proposals and, when we see fit, taking a position ona specific issue. Teleflex may engage in public policy
when we see that it may directly affect our business,
impact public health, or limit 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.

Teleflex does not have a dedicated government affairs
team. The main avenue through which we engage inthe political or governmental affairs process is industry
group membership and trade associations. These
groups are focused on issues that are important andspecific to the medical device industry. Groups like
AdvaMed allow companies to come together to discuss
policy issues and research needs. Teleflex uses these
trade groups as a way to voice our opinions, questions,and concerns in support of specific issues we aremonitoring as a company. While Teleflex is a part ofthese organizations as a member and participates inmany of the working groups, events, and advocacy
work, we may not always fully agree with the views,
statements, and opinions of these associations or its
individual member companies. Teleflex reserves theright to remove itself from specific association orindustry group activities when it is appropriate to do soor when not fully aligned.

Teleflex does not provide any direct political donations
or advocacy on behalf of a specific candidate, party,
or committee. We do not provide contributions to anygroups such as governors’ associations, political action
committees or other section 527 entities. As of the dateof this report, Teleflex does not have any employeefunded political action committees, and we did not
engage in any direct lobbying activities in 2021.

PeopleProsperity &Sustainable
Healthcare

Teleflex Industry Groups
and Trade Associations:
•
•
•
•
•
•
•
•

Medical Device Manufacturers
Association
AdvaMedAPACMedIBEC Trade Association
MedTech Europe
SNITEM
BVMed
Confindustria Dispositvi Medici

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Staying engaged with tradeorganizations, and actively
participating on Boards withsocieties such as AdvaMed, gives
Teleflex further line of sight into
the ethical and governancestandards that directly affect ourcustomers and their patients.
Compliance with industry
regulations ties directly into our
CSR program and enables us tomake decisions that move ourbusiness forward.
Liam Kelly
Chairman, President and CEO

Please see our Statement on Engagement on Public
Policy Issues for more information.

3

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.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Teleflex is a relentless advocate for access by patients and physicians to our
medical devices and procedures. For example, we monitor U.S. government
regulations that affect patient access to the prostatic urethral lift procedureusing the UroLift® system. One specific matter Teleflex advocated against was
the methodology used by the Centers for Medicare & Medicaid Services (CMS)
in determining the payment of device-intensive procedures in the office setting.
The increase in the clinical labor rate in the 2022 CMS Medicare Physician
Fee Schedule (MPFS) Proposed Rule reduced physician payments in over 600
office-based procedures among all surgical specialties, including urology.
Teleflex opposed the methodology used in the CMS 2022 MPFS Proposed Rule,and following its release in July 2021, engaged with professional and patientorganizations including AdvaMed, MDMA (Medical Device Manufacturers
Association), and the AUA (American Urological Association) to discuss theimpact of the Proposed Rule. We also met directly with CMS to discuss ourconcerns about the impact of the Proposed Rule on patient access to officebased surgical care as well as eliminating the least costly site of service for
the Medicare program, patients, and surgeons. As a result of the advocacy byindividuals and many organizations, including Teleflex, as well as other factors,
CMS decided in its 2022 MPFS Final Rule to implement a four-year phase-in ofclinical labor rates. Additional actions taken by Congress in late 2021 lessened
the impact of the 2022 MPFS Final Rule.

TELEFLEX 2021 GLOBAL IMPACT REPORT

27

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleDriving a Culture of Compliance:
Integrity in All We Do

In September 2021, Howard Cyr was appointed as our Corporate Vice President
and Chief Compliance Officer. We also added several new members to our Global
Compliance Team, including added resources in North America, Asia, and EMEA,
and reorganized the group to create a separate team dedicated to auditing,monitoring and investigations. This separation allows our Compliance Officers tofocus day to day on business counseling as well as helping to ensure consistency in
our auditing and monitoring and investigations activities. Our Global ComplianceTeam implements and oversees policies and programs related to our legal,
compliance and ethical obligations, but everyone plays a role in driving a strong
ethical culture at Teleflex.

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

The Teleflex Promise:
Our Global Code of Ethics
Our Code of Ethics provides Teleflex employees and partners with aset of standards and behaviors we require for conducting businesswith integrity and with high ethical and legal standards. Our Codeof Ethics is available in 17 languages to allow all our employees andbusiness partners to adhere to global compliance guidelines. Our Codeof Ethics applies to all Teleflex employees and certain third parties
with whom we do business, including resellers, sales agents, andvendors (Third-Party Representatives).

Integrity is central to our Core Values because creating a culture focused on
integrity is important to us. Our Global Compliance Program is led by our Chief
Compliance Officer with oversight by our Business Ethics and Compliance
Committee (BECC), which consists of members of the Executive Management team.
Our Chief Compliance Officer reports directly to our CEO with a dotted line to
the Chairperson of the Audit Committee of our Board of Directors to ensure theCompliance Department operates independently. We then have regional complianceofficers that split the day-to-day responsibilities of implementation of the various
programs and initiatives.

Prosperity &Sustainable
Healthcare“At its core, the Compliance Program isabout protecting Teleflex, our employees, ourcustomers and ultimately patients. It’s aboutliving our Core Values of Building Trust andkeeping People at the Center of everything we
do. We provide many resources and assistanceto help the Company operate in a lawfulmanner.”Howard Cyr
Corporate Vice President
and Chief Compliance Officer

Policies and Procedures:
Providing a Framework for SuccessIn a complex and ever evolving world, ethical challenges and issues
will inevitability arise. It is more important than ever to provide our
employees and Third-Party Representatives with clear guidanceon how to approach specific ethical dilemmas. It is also importantto provide our employees and Third-Party Representatives with aclear understanding of how to interact with Government Officials,
Government Agencies, and Health Care Professionals (which includes
Health Care Organizations) worldwide.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

Teleflex Framework
We are proud of our Anti-Corruption Policy, which provides details on
how to recognize and avoid corruption risks. Teleflex also abides by many
standardized industry codes of conduct, including those published by
AdvaMed (U.S and China), MedTech Europe, APACMed, SAMED (South
African Medical Device), ABIMED (Brazilian Association of the HealthTechnology Industry), and the MTAA (Medical Trade Association ofAustralia).
We require our third-party distributors and agents to complete annual anticorruption training. We have centralized this process through a third-party
management platform. Teleflex also provides our distributors with online
training, and in-person training as part of our regular compliance reviews.
Collectively our Code of Ethics, Anti-Corruption Policy, Corporate
Compliance Program Charter and Integrity Code, provide a frameworkfor our global approach to compliance. Along with our enterprise-wide
policies, each region and country have their own set of Integrity Policies
and Procedures (IPPs), which provides specific guidelines on topics suchas business meals, educational grants, health care professional consultant
engagement, market research and product samples. All the policies
referenced above are provided and readily available to our employees
within our intranet.
For our Interventional Urology business unit, we established a tailored setof IPPs in 2021, in consideration of certain business unit specific marketingand sales practices that provides specialized oversight and controls.
Additionally, during 2021, we updated our Global IPPs in light of changing
guidance in the industry, including the OIG Special Fraud Alert on Speaker
Programs released in November 2020, and added new IPPs on Disclosureof Conflicts of Interest, Requesting Exceptions to our Compliance policies
and procedures, and addressing Reporting of Non-Compliance andPeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Discipline. Lastly, we implemented a new Global Reimbursement and
Health Economics Policy in collaboration with our Clinical and Medical
Affairs team during 2021.
Our Health Care Provider Payment Tracking Policy provides guidance toensure proper disclosure of payments made to Health Care Professionals
in accordance with applicable law. The reporting requirements may varycountry to country and by the nature of the specific transactions. In the
U.S., we report payments broken down by the state (where necessary) andon the U.S. Centers for Medicare and Medicaid Open Payments website.
In Europe, we report payments in several countries and in line with the
MedTech Europe Code. For all our other regions, we report payments at
the level required by law.

Third-Party Representative Framework
It is extremely important that Teleflex’s Third-Party Representatives adhere
to our high standards of business conduct and as such we maintain a
Third-Party Integrity Code, which is available in multiple languages. We
have also made available the Teleflex Integrity Policies and Proceduresto assist Third-Party Representatives with implementing their own
appropriate internal processes. In order to centralize and standardize ourdue diligence, we utilize a third-party management platform to facilitate
the due diligence of our Third-Party Representatives.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Training and Communication:
Supporting and Reinforcing our Message
Teleflex provides a variety of training formats for our employees andcertain Third-Party Representatives, which includes live interactive
group training, one-on-one training, interactive online modules, andvideos. We utilize email and our internal employee newsletter toprovide relevant updates or reminders about specific content.
We require new employees to complete training on, and certify
compliance with, the Code of Ethics through robust interactive
online modules. We also require all our current employees toparticipate in annual training, and we track compliance. In addition,
Teleflex provides live training at all of our regional or country kickoff meetings, as well as periodic training on our Integrity Policies
and Procedures and other relevant topics such as identifying
and preventing financial crimes, sexual harassment, careful
communication, and data protection. We are pleased to report that,in 2021, we achieved a 97% completion rate for our Global Codeof Ethics Training, which is up from 96% in 2020. While 100%
completion may not be obtainable due to the nature of employee
turnover, family or personal leave, and other reasons, we are very
proud of our completion rate. Moving forward, we will continue toremain focused on achieving high completion rates.

material. We expect to be able to take advantage of enhanced
analytics from this training to further enrich our Compliance Program
after it is rolled out in late 2022.
We go through a robust process in creating our training plan eachyear. We consider data from our auditing, monitoring activities, andinvestigations as well as frequently asked questions, enforcement
trends, government, and regulatory guidance. Each year, we also
consider any new or relevant industry or business developmentsor changes. Our employees are busy, and we want to ensure thatthe training content will support them with information that ismeaningful for their day-to-day work. We are always trying to update
and evolve our training and solicit feedback from employees on
our training programs to help us determine how our messages arebeing received and whether they are being understood. In November
2021, we organized a Corporate Compliance and Ethics week, which
included communications each day of the week about different
parts of our compliance and ethics programs. We sent employees
policy documents, guides, and other links to help understand ourcompliance programs.

In 2021, we began working with a new third-party training vendor
to develop interactive training modules for our Integrity Policies
and Procedures. The training will be dynamic based on learners’
job responsibilities and their demonstrated understanding of the

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Teleflex at a Glance

Corporate Social
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Auditing and Monitoring:
Understanding how our Policies andTraining are Working in Practice
Our Compliance Department develops and executes a risk-based
global auditing and monitoring plan annually, which is approvedby the BECC.
This plan typically includes:•

Employee expense audits•

Compliance ride alongs with front line sales personnel•

Live distributor compliance reviews•

Third-party distributor audits•

On-site monitoring of congresses, tradeshows and Teleflex
product training and educational events

Teleflex’s Compliance Department developed and published aninternal report, which provides an overview of the findings andestablishes timelines for completing any necessary remediation
activities. While most of the auditing and monitoring activities would
typically be done in-person, in 2021, as a result of the ongoing
COVID-19 pandemic, we completed as many of these activities as
we could virtually. We were able to successfully conduct distributor
compliance reviews virtually, and our compliance team attended
and monitored virtual congresses, product trainings, and medical
education events. We also completed regional product allocation
audits to ensure our allocation priorities continued to be adhered to,focusing on key products being used to help treat patients sufferingwith COVID-19.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleReporting and Investigations:
Encouraging a Speak-Up Culture
We have created a culture that allows our employees andThird-Party Representatives to report concerns about potential
misconduct and violations of the law and our policies. People
can report concerns or seek guidance through various outlets
including their direct manager, HR, Legal, Compliance, or a
dedicated Teleflex Ethics Line. Our Ethics Line is available
online and via phone 24 hours a day, 7 days a week in multiple
languages to allow this resource to be used globally in all
countries and time zones. People can report issues anonymously
via the Ethics Line. Teleflex encourages people to freely voice
their concerns and maintains a strict policy of non-retaliation.
Any and all reports of potential misconduct are thoroughly
investigated. Corrective actions are taken in accordance with
our policy on Coordinating Disciplinary and ComplianceStandards, if our investigations find any confirmed misconduct
or wrongdoing. We ensure a consistent approach to discipline
globally with appropriate levels of corrective actions, including
additional training, verbal or written warnings, changes in job
responsibilities, and in some serious cases, dismissal. Corrective
action information may be used to focus our training programs or
guide our auditing and monitoring efforts.

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Annual Teleflex Enterprise
Risk Assessment
Each year, we conduct the Teleflex Enterprise Risk Assessment.
Key risks to the company are identified, 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.
In 2021, 156 participants were asked to identify and rank the
top risks in their respective roles and/or areas of expertiseand describe existing or planned mitigation efforts. Feedback
was also gathered on the ongoing impact of COVID-19, ourCompliance Program and other areas of risk. We then conductedinterviews with Executive Management to further discuss theidentified risks.
We utilized an online submission process for our risk assessment
process for the first time to standardize inputs and improve
efficiency of data analysis. This approach also facilitated themeaningful expansion of the process to additional participants.
As a means to continue expanding the participant pool in coming
years, we continue to ask participants to identify additional
members of their teams who might have important insights toshare into the risks faced by their function.

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Teleflex at a Glance

Sales and Marketing
Practices
Our sales and marketing teams are tasked withcreating Marketing Communications materials
that highlight features, benefits, quality, andvalue that our products bring to the healthcarecommunity. As such, we have implemented
policies to ensure our communications arebalanced, within the scope of clearance
or approval, adequately substantiated byappropriate data and compliant with allapplicable legal and regulatory standards. Ourvarious business units and internal departments
work together to review, revise, and approve
our marketing materials and practices before
they are available to the field. Our sales andmarketing practices are continually evolving
and require ongoing evaluation to ensure weare meeting not just the legal standards andrequirements, but also the high standards that
we have set internally as a healthcare company.

4

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

IT Security and Privacy
The Company’s Global Information Security efforts,
under the direction of the Chief Information Officer,
are focused on ensuring the confidentiality, integrity
and availability of our information and our business
partners’ information assets including managing
cyber risks. Our Information Security Program(the “Program”) is aligned to industry standards
including the National Institute of Standards andTechnology (NIST), ISO/IEC 27001 and the Center
for Internet Security (CIS) Critical Controls. The Chief
Information Officer provides select members of ourSenior Management team and the Audit Committeeof our Board of Directors with periodic updates oncontrols and emerging risks. We work with a thirdparty firm to set the scope to perform an external
security assessment to review our information security
controls. Part of reducing our risk is ensuring that
our employees are properly trained and educated incybersecurity. Security awareness training is provided
to all employees along with periodic security update
communications and targeted training for selectgroups based on job responsibility. We comply with
the EU General Data Protection Regulation (GDPR) on
data protection and privacy. We have had no known
information security or data security breaches fromour systems within the past three years.4

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

PeopleProsperity &Sustainable
Healthcare

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United Nations
Sustainable
Development Goals(UN SDGs)“Teleflex Global IT is focused on providing technical services and solutions
that support our internal and external business partners while keeping
security and privacy in the forefront of all we do.”Tim Duffy
Vice President and Chief Information Officer

Teleflex has implemented several initiatives toprotect our systems and data, while supporting ourmost important asset, our employees, when working
either at a Teleflex site or remotely. Examples ofactivities include the following:•

Implementation of controls to protect oursystems and data when Teleflex devices are usedoutside of a Teleflex facility•

24/7 Security Operations Center (SOC)
monitoring and alerts relating to abnormal
system activity and user behavior which may be
indicative of an attack•

Expanding IT Support Services to assist
employees with personal technical issues theyexperience as a result of COVID-19 restrictions
such as connectivity for home schooling•

Expanded policies and training relating toelectronic and physical safeguards whenworking remotely, including phishing email
simulations

Managing third-party risk is also a criticalcomponent of the Program. Processes are inplace to review the controls and procedures
associated with proposed new solutions andthird-party managed technology as part ofvendor selection.
We evaluate solutions and providers from asecurity and privacy perspective to ensure theproper controls are in place to comply withprivacy requirements and security controls arein place that align with Teleflex policy.
Teleflex continues to monitor cyber andinformation security risk and implement andadopt appropriate risk mitigation measures
to meet the expectations of our internal andexternal business partners relative to protecting
information assets.

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Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Planet & Environment

Teleflex 2021 Global Impact Report33CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Planet & Environment
A healthier planet means a healthier society. As ahealthcare company, we have an additional obligation toensure we have a positive impact on the planet.
Environmental sustainability is a high priority at Teleflex.
In 2021, Teleflex invested in increasing our understandingof our positive and negative impacts on the planet, and wehave developed a plan to drive further improvements inthis area.
Teleflex utilizes an integrated Environmental Health and
Safety Management System to help maintain compliancewith relevant laws and regulations. Teleflex has invested insoftware that helps track water and energy usage and waste
output across our business globally. We also use thissoftware to track our scope 1 and 2 greenhouse gas
emissions (GHG). We are excited to have been able to utilize
this software to report the 2019-2021 data included in thisreport, and we continue to analyze and refine the historical
data inputs as well as expand the usage of this software toincrease the capability, completeness and accuracy of ourdata analytics, reporting and disclosure. All reportedchanges in utility and waste figures included in this reportare based on an absolute basis and are not comparative
figures.5

We have a robust governance structure to help ensure wedeliver on our environmental goals and key performance
metrics (KPIs). We have established an owner and a working
group for each KPI and collectively, they solicit input fromacross the business to ensure engagement andcommunication. The teams meet regularly to drive anddeliver individual projects, and all activities are tracked
centrally on our project management platform. We havefound that through measurement and accountability, we canmake significant progress.
Business travel, an area of focus for us, was dramaticallyreduced throughout the COVID-19 pandemic but isincreasing as regions continue to ease COVID-19
restrictions. We are committed to providing a leading levelof service to our customers and patients, and we recognizethat this requires travel locally, regionally, and globally.
Teleflex also recognizes that we are all being challenged toestablish new norms and identify ways to drive efficiency inthe business, and we believe this means using technology to
reduce travel wherever possible.

Our Global Headquarters office in Wayne, Pennsylvania is a UL Verified Health Building
for Indoor Air, and it is LEED Gold and Energy Star certified.
5

Absolute figures refer to total usage/production across the sites for which we have included data.

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CEO Message

Corporate Social
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Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProduct Stewardship
and Circularity

Responsible Consumption
and Production

As a corporate citizen and product manufacturer, we are responsible
for our products across their full lifecycle. We are committed tominimizing our products’ environmental impact throughout allstages of their life cycle – from sourcing and manufacturing tousage and end of life. Product stewardship and circularity are seen
as key components, and we will continue to embed them within
our organization. We continue to examine product designs in aneffort to remove excess material used to manufacture and package
products. Our manufacturing operations are our largest direct sourceof environmental impact, but also a significant opportunity for
improvements.

Water
Water is an increasingly valuable resource. While Teleflex uses
significantly less water than companies in other industries,
we recognize that we must play our part in conserving andprotecting our water resources. Between 2019 and 2021, we
have reduced the absolute water use at our manufacturing anddistribution sites by approximately 6%.6

A key area of continued focus for us is reducing the amountof material used in our product packaging and in our products
themselves. For example, we implemented a number of projects overthe past few years including changing from high impact polystyrene
trays to a flexible form fill seal, moving to pre-filled syringe selection
integrated packaging, reducing the corrugate size used in breathing
circuits, and reducing the size of polybags used to package certain
products. Our UroLift® UL2 System is one such product that has
built-in waste reduction measures. The UL2 System allows healthcare
professionals to re-use one handle during a procedure for all therequired UL2 Cartridges rather than using a separate handle for eachcartridge, thus saving on materials and packaging.

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As an example of these efforts, in Mexico, our Enterprise
Excellence team identified an opportunity to achieve multiple
efficiencies by consolidating materials storage and work inprogress closer to our manufacturing facilities. At the time,
our four on-campus manufacturing buildings, which werelocated within 0.5 km of each other, were served by a materials
storage warehouse 10 km away. Through restructuring, space
was created on campus, resulting in savings of 75,000 km andover 4,000 hours of driving time annually. We also reduced
warehouse space by 15%, which resulted in electricity and gas
usage reductions. The new layout and racking improved safety,
productivity, and inventory management.

Safe Materials and Chemicals
We routinely evaluate the materials and chemicals that we
utilize in our products and consider substituting materials withsafer alternatives wherever feasible. In accordance with EU
Medical Device Regulation (“MDR”), we are in the process of
replacing certain materials in over 1,100 product SKUs andexpect this project to be complete by May 2024.
Logistics and Distribution
Teleflex has grown through acquisition with manufacturinglocations being a product of our growth and investment
strategy. Our Procurement, Logistics and Customer Service
teams are examining ways to decarbonize our productmovement footprint. Our Research and Development team isbuilding sustainability into the start of the process, including
considering package materials, size, and weight with a view todriving efficiencies during transport and storage.

Data includes substantially all of our manufacturing and distribution facilities. The data excludes our commercial facilities and closed facilities as well as certain
facilities obtained through recent acquisitions. We plan to expand the data to include these facilities in the future.

6

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Emissions and Climate Change
Climate change is a defining issue of our time. It is increasingly
well recognized that climate change impacts not only ourenvironment but also our health. As a provider of medical
devices, designed to support our customers and patients inachieving excellence in health outcomes, we have an obligation(beyond being a responsible company that protects stakeholder
value) to also support the ‘first do no harm’ creed. During COP26,
the annual UN Conference of Parties that brings together world
leaders to discuss the climate crisis, we heard the message fromhealthcare professionals and healthcare institutions that theywant to see decarbonization at scale to stave off the worst effects
of climate change and the resulting health impacts. We fully
intend to play our part and lead where we can.
Teleflex, in conjunction with our insurer, has undertaken a
climate risk assessment for our strategic manufacturing anddistribution sites. For the locations identified as being potentiallysubject to more extreme wind, rain, snow, and other climatic
events, we are evaluating and implementing measures to mitigate
the potential impacts of these events.

Between 2019 and 2021, we have reduced our scope 1 and 2
carbon emissions across our manufacturing and distribution
sites by over 3% notwithstanding an increase in sales volumes
over that same period. We will begin to evaluate our scope 3
emissions in 2022 and plan to provide additional data in our 2022
Global Impact Report.7

Emissions and Energy Targets
Teleflex recognizes that we need to fully participate in thechange necessary to address the worst effects of climatechange. It is for this reason that we have committed to setting
Science Based Targets (SBT) and will report progress in our2022 Global Impact Report. We have committed to setting bothnear-term reduction and long-term net zero targets.

Between 2019 and 2021,
reduced scope 1 and 2
carbon emissions across our
manufacturing and distribution
sites by over 3%

Through restructuring, space
was created on campus, resulting
in savings of 75,000 km andover 4,000 hours of driving timeannuallyCountries commit to develop climate-smart health care at COP26 UN climate conference (who.int) and COP26 Health Programme (who.int) and Global health community calls for climate action ahead of
COP26 to avert “biggest health threat facing humanity” | The George Institute for Global Health and Race to Zero | Health Care Climate Action.

7

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CEO Message

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Chair Message

Case Study

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

At our Plymouth, Minnesota, USA facility, the Plant Manager and Manufacturing Engineer recognized
an opportunity to upgrade the HVAC system. The automation and zoning of the HVAC system allowed
for more efficient heating and cooling during periods of low occupancy in the building. The upgrade also
included automatic data logging of temperature and humidity, facilitating more accurate adjustment toachieve the ideal environment and was completed in 2021.

At our Hradec, Czech Republic facility, we identified an opportunity to upgrade the existing air
compressor. As part of the upgrade, we changed from a static to a variable speed drive and installeda more efficient unit. We also included heat recovery as part of the upgrade. The variable speed drive
led to a reduction in electricity use and the heat recovery element led to a reduction in gas usage. The
project commenced in October 2021 and was completed in January 2022.

At our Kamunting, Malaysia facility, we identified an opportunity to improve the efficiency of theon-site HVAC system through the installation of a dual condensing system for air conditioner units. The
function of a dual condensing unit is to increase surface heat dissipation and improve the overall indoor
cooling effect. As a result, once the installations were completed in September of 2021, the site wasable to attain optimal temperatures faster and reduce related energy consumption by up to 18%.

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Renewable Electricity
Energy efficiency is only one part of our plan toreduce our impact on the environment throughenergy usage. In reaching our emissions targets,
Teleflex has, and will, continue to invest inclean energy alternatives. We have invested
in solar photovoltaic (PV) installations at five
manufacturing sites globally. Solar panels werefirst installed in 2015 and since then we haveinstalled approximately 5 MW (megawatt) ofadditional generating capacity. Our renewableelectricity generating capacity has grownsignificantly from 2019 to 2021 with a nearly

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Case Study

EnergyElectricity
Teleflex is committed to reducing our energy
consumption and increasing efficiency. This
commitment is being, and will be, achieved
through numerous projects across the business.
We have outlined 2021-2023 Operational Goals
to reduce our overall purchased energy by 10%.
Between 2019 and 2021, we reduced absoluteelectricity usage across our manufacturing anddistribution sites by approximately 2%.8

Planet & Environment

3-fold increase from 2020 to 2021. During 2021,
we generated over 5 GWh (gigawatt hours) ofrenewable electricity.6 The solar panels at our
Kamunting, Malaysia; Kulim, Malaysia; Tecate,
Mexico; Chihuahua, Mexico; and Puducherry,
India facilities are producing more than 10%of the electricity used at each site. These solar
panels will help reduce CO2 emissions by over
3,000 metric tonnes annually.
Natural Gas
As with electricity, Teleflex is committed tomaximizing natural gas efficiency throughproduction changes and investment. Mainly asa result of air quality improvement technologythat we added to our manufacturing process,our absolute natural gas usage across our
manufacturing and distribution sites increased
over 5% between 2019 and 2021.6

During 2021, we installed a solar panel
system on the roof of our Kamunting,
Malaysia facility. The new solar panel system
not only reduced the site’s carbon footprint
but reduced the reliance on the grid energy
supply. The solar capacity of this system is 2.5
MW (megawatt). From March 2021 to March
2022, the system has generated over 3.5 GWh(gigawatt hour) of renewable electricity, which
resulted in a reduction of nearly 2,500 metrictonnes of CO2.
At our Puducherry, India facility, we
installed 20 KW and 30 KW roof mounted
solar panels in 2015 and 2017, respectively.
In March 2021, an additional 300 KW ofcapacity was installed and went operationalin August 2021. The project is projected toreduce the site’s CO2 emissions by over 200
metric tonnes annually.

Data includes substantially all of our manufacturing and distribution facilities. The data excludes our commercial facilities and closed facilities as well as certain
facilities obtained through recent acquisitions. We plan to expand the data to include these facilities in the future.

6

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

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Waste

Case Study

Teleflex recognizes that where there is waste there are inefficiencies.
We want to ensure we follow the waste hierarchy pyramid bymaximizing reuse and recycling and minimizing what is sent tolandfills. We have outlined 2021-2023 Operational Goals to reduce
our overall waste to landfill by 10%. Our efforts to reuse materials
include programs such as solvent distillation, and our recycling
initiatives include programs focused on paper, metals and plastic.
We have made significant changes across the various waste metrics
through improvements to material loss during the production process
and engagement with our waste collection partners. Between 2019and 2021, our manufacturing and distribution sites have achieved
reductions in hazardous waste and non-hazardous waste by nearly
50% and nearly 7%, respectively, as well as a nearly 27% reduction
in total waste to landfill over that same time period.6

Our Nuevo Laredo, Mexico site’s extrusion process produces awater by-product that is classified as hazardous. Prior to 2020,
the material was sent off site for processing. In 2020, we built awastewater treatment plant that now treats the water to a standard
suitable for disposal into the municipal sewer. This contributed to a
reduction in hazardous waste disposal of over 90% at this facility
between 2019 and 2021.

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Teleflex’s Coventry, Connecticut, USA site has been recovering
solvents for decades. The purpose of the distillation process isto produce clean, clear, recycled propylene glycol methyl ether(PGME) used for washing suture material as part of the dyeprocess, reducing hazardous waste and the volume of new PGME
purchased by the site. In 2010, the still was upgraded with anelectric powered unit which more than doubled its capacity. The
additional distillation further reduced raw materials purchased andhazardous waste disposal. The replacement of the high-pressureboiler with a low-pressure option resulted in fuel savings.

Data includes substantially all of our manufacturing and distribution facilities. The data excludes our commercial
facilities and closed facilities as well as certain facilities obtained through recent acquisitions. We plan to expand thedata to include these facilities in the future.

6

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

PeopleTeleflex 2021 Global Impact Report40CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

PeopleTeleflex is proud of the amazing people that work withand for us. Our employees are essential to our growth –their success is our success. Our Core Values place People
at the center of all we do. We believe our employees are
the strongest and best asset of our company, and we
intentionally invest in them as such.

“Our Core Values are explicit on thispoint: People are indeed at the Center of
All We Do at Teleflex. And that value cuts
across all dimensions of the employee
experience in Teleflex.”
Cameron Hicks
Corporate Vice President andChief Human Resources Officer

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

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United Nations
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Development Goals(UN SDGs)

Talent Management
and Development
We work with our teams to ensure our employees are given opportunities
for growth that are aligned with their aspirations for development within thecompany. We continue to build a culture where employees and managers
support one another to find a path to personal and professional growththroughout their time with us.
The talent management and talent development processes are built on afoundation of regular check-ins between employees and managers and provides
opportunities for listening and creates coaching moments. During these checkins, employees review progress on their self-identified career and development
objectives (Career Pathway) and our managers consider the progress made on
development plans to ensure support and resources are available as needed toenable the strategic growth goals of the individual and the company. This is a
global and enterprise-wise activity and is carried out with all our direct labor in
their local language to maintain the intimacy and impact of the conversation in
a supportive way.
We believe in supporting employees who would like to further their education
throughout their career. On-the-job learning is a significant component of ourdevelopment; it is a part of formal objective setting, and it is complemented
by formal education as well as peer and manager mentoring. We offer internal
educational and training programs, events, and support resources to employees
primarily through our Connect Learning Platform.

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CEO Message

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Teleflex at a Glance

Corporate Social
Responsibility

Through the Teleflex Academy and our Connect
platforms online educational tools, we run a full scheduleof our Core Curriculum programs in each of our regions
throughout the calendar year, providing learning
opportunities for our employees to further develop theirskills and receive training across a broad spectrum of
subject areas. It includes training in professional skills
such as leadership, communications, and businessacumen, as well as Teleflex specific training and relevant
product training for internal employees. Our program
offerings can be delivered successfully both virtually andin person in multiple languages and we are continually
expanding our digital library for ‘learning on-the-go'or the ‘just-in-time' cohort of employees who work
remotely.
The Connect Learning Core Curriculum includes a
specific progressive leadership framework for all thosein leadership roles as they move through the levels fromTeam Leader to Executive. The main areas include: The
Essentials of Management, “Good to Great” Coaching,Teleflex Leadership Development, Inclusive Leadership,
and Teleflex Strategic Leadership. We have added
specific training and programs aimed at assisting
employees navigate work in a pandemic, working from
home, leading teams virtually, addressing emotions atwork and, mindfulness and resilience.

9

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleHours of training 2021 for full-time non-manufacturing
employees (via Connect Learning Platform):
By Gender

By Position• Female (11,810)• Senior Management9 (1,877)• Male (15,061)• Manager (16,424)• Undeclared (97)

• Individual Contributor (8,667)

Our recently redesigned coaching program, “Good to Great Coaching,”
which was relaunched in 2021, introduces 1:1 coaching to leaders
throughout the organization while at the same time promoting a culturalshift towards an environment of self-awareness and development; to inspirea workplace where employees embrace and welcome feedback and learn
to actively listen and challenge all perspectives. Coaching brings focus on
the future and on creating action plans to achieve goals and outcomes. A
coaching culture supports the individual and larger team, empowering all to
be at their best in any situation – to learn how to create a future they desire
and move from the present reality toward that desired future state.
We also piloted a formal mentoring program as another way to develop
and foster talent in 2021 which will be expanding in 2022. Mentoringis a supportive learning relationship between an individual (‘Mentor’)who shares knowledge, experience, and wisdom with another individual(‘Mentee’) who is ready and willing to benefit from this exchange, for the
purpose of enriching the Mentee’s professional journey. Mentoring focuseson helping Mentees manage five aspects: skills development, problem
solving, goal setting, career planning, and networking. This is a 6–12-monthprogram in which the Mentee and Mentor meet at minimum once a monthand set up clear action plans for addressing key development areas.

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Tuition AssistanceIn addition to our internal training and education resources, we support
those who wish to go back to school or enhance their current skillset withexternal education. We offer full-time U.S. employees assistance throughreimbursement of fees for tuition, laboratory, registration, and othermandatory fees and expenses for a selection of job-related courses. Whereavailable, our regions have a variety of programs with local rules andcriteria that apply.

Benefits
We are committed to offering a competitive benefits package to ensure
we attract and retain the top talent needed to continue to deliver on ourcommitments to customers, patients, employees, and stockholders. We arein an “employee’s market” right now, and we believe our compensation
offering is aligned to competitive market pay levels and are in line withour culture and Core Values. We structure our compensation to include arole-appropriate mix of base salary, short-term cash incentives and longterm incentives. Our mission as a company is to improve the health andquality of people’s lives and that starts with our own employees. We offer
our employees health and dental benefits, as well as retirement plans. We
have also implemented policies addressing paid time off, flexible work
schedules, employee assistance, parental leave, and family benefits, among
others. In an age where COVID-19 is still a large concern for many people,
we have also added a telemedicine benefit for our U.S. employees, which
can help increase patient safety and reduce the overall cost of the medical
appointment. Each region and country have specific benefits and policies
that are developed based on their applicable rules. You can learn more
about our U.S. benefits here.

Senior management is defined as Vice President and above.

TELEFLEX 2021 GLOBAL IMPACT REPORT

42

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Family Support
We live in a highly diverse world and have a highly diverse workforce. As such,
we believe there is no “one size fits all” family support and leave program. For
many, creating and growing a family is one of the most important milestones
in one’s life, and we want to ensure that we support that milestone as muchas we can. Teleflex has a Family Friendly Benefits Program for our full-time
employees in the U.S.
That program includes our Parental Leave Policy, which offers both the birthing
parent and non-birthing parent up to six additional weeks of paid time off
following the birth of a child. We also allow those parents that have adopted achild the same level of leave. We know that each journey of growing a family
is unique and that sometimes those journeys can benefit from more support.
We provide enhanced support for growing families through adoption witha company contribution to help defray the costs. We also provide enhanced
coverage as part of our medical plan for employees seeking fertility treatments
such as intrauterine insemination (IUI) and in-vitro fertilization (IVF). Globally,
we provide parental leave in accordance with all local regulations.

1011

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

U.S. Employees Eligible for Parental Leave in 2021
Male

2,033

Female

1,715

Other

3

Total

3,751

# of U.S. Employees that Used Paid
Parental Leave in 202110

Unpaid Parental
Leave Used11

Returned
to Work% Returned to Work
After Leave

Male

67

10

65

97 %

Female

57

29

56

98 %

Total

124

39

121

98 %

Includes parental leave that was initiated in 2021.
Unpaid parental leave is used after paid parental leave is exhausted.

TELEFLEX 2021 GLOBAL IMPACT REPORT

43

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleI feel so fortunate to work for a company like Teleflex, that truly puts
people at the center of everything they do. Last year, I had the blessingof getting pregnant with our second child. With my first son I worked
for a different organization and was only able to take 8 weeks off fromwork - that included 6 weeks of short-term disability and 2 weeks of
PTO that I had been saving just so that I could extend my leave. At
Teleflex I was able to take a full 12 weeks of paid leave and did nothave to use a single hour of PTO. I am forever grateful to work for acompany that has developed a parental leave policy which gives ALL
parental figures 6 additional weeks of fully paid leave. Adjusting tohaving two children was not easy, but Teleflex supported me throughevery step of the process, including coverage of my responsibilities
while I was out on leave and support in transitioning back to work. The
fact that I did not have to use any PTO means that I still have theopportunity to take time throughout the year to be at daycare events formy children, take them on vacation, or to just give myself a personal
day here and there when I need it (which let’s be honest, all newparents do!). Having a full 12 full weeks off helped me to bond with ournewest child, figure out a solid home routine to create balance, andhelped me feel more energized about returning to work.

2021 – the year I became a first-time Mom. I am
most grateful to have been able to take 14 weeks athome with our daughter. It was so important for our
newly growing family to be together for that time
without having to worry about not getting paid. I
was able to maximize my time off with merging mytime off with regular leave and then jumping right
into the 6 weeks of pay with the company’s new
Parental Leave. That is something my husband andI appreciated most: the extra newborn snuggles.
Thank you, Teleflex, from the bottom of our hearts!

Thank you, Teleflex!

My wife and I were able to take advantage ofthe amazing benefits Teleflex offers to new and
expecting parents, which gave us peace of mind
and allowed us to focus on spending timewith our new baby.

Sarah Woo
HR Generalist, Vascular

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Monica Koehler
Associate Scientist, R&D - Combination Technologies,
Vascular DivisionMatt Tomkin
Vice President - Corporate Development

TELEFLEX 2021 GLOBAL IMPACT REPORT

44

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

Diversity, Equity, and Inclusion

By creating a diverse workforce, we create a workplace that fosters creativity
and innovation. Diversity creates an inherent entrepreneurial spirit which isfirmly rooted in our Core Values. We know that diversity, equity, and inclusion
drive value for employees, patients, customers, and stockholders by allowing
for a broad range of perspectives and experiences to enrich our offering tothese communities.
We want to ensure that our employees hear from us about our progress and all
the resources available to them. In 2021, we introduced the quarterly Diversity,
Equity and Inclusion Newsletter. In each edition, we share global DEI updates
as well as news and stories from each respective region, giving thoughtful
insight into the many different cultures within our company.
We encourage our employees to share their thoughts, opinions, and experienceat Teleflex. In May 2021, we opened a Global DEI Survey for all our full-timesalaried employees globally and some of our hourly employees at global supply
chain sites to give employees the opportunity to help further shape the cultureof our workplace. We are pleased that our participation levels were 50%
globally in the survey.

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Each of our regions evaluated and identified how they will activate DEI
in 2022 and beyond. Based on the survey results, below are a few of theregional changes or additions that will be made:We are committed to advancing Diversity, Equity and Inclusion (DEI) in allits forms across our workforce and maintaining a positive and inclusive work
environment. The rich diversity of Teleflex talent is valued and intentionallywoven into the fabric of how we make decisions and operate as a company.
Building on this commitment, our Global DEI Council was formed.
We remain true to our mission, “To provide oversight, counsel and visibility
to the importance, initiatives and progress related to Diversity, Equity andInclusion in Teleflex.”

People“Fostering a culture of inclusion
forms part of our Core Values
and is key for all our employees
to experience a sense of
belonging in their teams
and enjoy their workplace.
Being comfortable to be yourauthentic self at work enables
us to focus and take care of ourcustomers.”
Monika Vikander-Hegarty
Vice President
Human Resources,
Global Commercial and Talent
Development Officer

EMEA

LATAM

We plan to initiate conversations around
DEI at individual and team levels to continue
to ‘build trust’ and enhance a sense of
belonging for each person in Teleflex.

We will look to integrate our Employee
Resource Groups locally by expanding theopportunities for participation across theregion.

APAC

U.S. AND CANADA

We will plan to get ‘REAL’ about DEI,
with steps towards Revealing relevant
opportunities, Elevating equity initiatives,
Activating diversity, and Leading
inclusively.

We will continue to champion DEI by
improving representation across theorganization, embracing and respecting
our cultures, and developing meaningful
metrics for future accountability.

Teleflex Global DEI Objectives•

Ensure Teleflex Core Values are lived throughout the company every day, at every level.

•

By indicator of diversity, the percentage of Teleflex employees by employment category
will reflect the talent market(s) in which we work and compete.

•

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

•

Ensure the rich, diversity of Teleflex talent is valued and intentionally woven into thefabric of how we make decisions and operate as a company.

TELEFLEX 2021 GLOBAL IMPACT REPORT

45

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

DEI Leadership
Our commitment to diversity, equity and inclusion comes from the top.
Our Global Corporate DEI council is co-chaired by our CEO and our
U.S. and Canada Regional Chair.
We have four regional DEI councils, which are headed by championsfrom the Global DEI Council. The mission of our Global Corporate DEI
Council is to provide oversight and visibility and to counsel on theimportance of a focus on DEI, global and local initiatives, and progresswithin Teleflex.
The Regional DEI Councils serve the key function of engaging
and supporting local teams in implementing Teleflex’s Global DEI
objectives. Feedback communication channels have been establishedin each of the regions to ensure that our organization is truly listening
to our employees and supporting locations to facilitate an inclusive
working environment.
As we move from awareness to action, we will continue to reservea safe place to have tough and challenging conversations. Basedon employee requests, we will bring in new topics focused on
Stereotypes, Diversity -vs- Inclusion, Microaggressions, Intentional
Inclusion, and Generational Diversity – Finding Common Groundand Bystander Intervention. These conversations will go below thesurface to help create an employee experience that fosters a sense of
belonging and purpose.

Liam Kelly

Chairman, President and CEO
Co-Chair of Global Corporate
DEI Council

Sunny Sohal

Account Manager, Airway and Anesthesia
EMEA Regional Council Chair

Shanté Demary

Director of Strategic Pricing and Contract Management
Co-Chair of Global Corporate DEI Council andUS and Canada Regional Council Chair

Dennis Diaz

Head of Manufacturing, Mexico
LATAM Regional Council Chair

Ruby Liu

RA Director, China
APAC Regional Council Chair

We will, with intention, weave our Core Values,
Diversity, Equity and Inclusion into our processes andpractices that in turn reinforce company culture.
Making sure everyone from individual contributors
to those in leadership roles demonstrates belonging.
An Inclusive Teleflex begins with YOU!”
Shanté Demary

TELEFLEX 2021 GLOBAL IMPACT REPORT

46

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Inclusive Leadership Training
In 2020, we partnered with The Humphrey Group to develop
and implement our Inclusive Leadership program with
our executive management. The Humphrey Group are
established experts in the area of DEI, specializing in how
to introduce core concepts and maintain open dialogue
throughout a global organization. We know that inclusivity
does not stop at the top, and we wanted to hear fromcolleagues in every part of the organization and from every
level. In 2021, we expanded the implementation of Inclusive
Leadership to include all managers and introduced our
Inclusive Mindset program for all our non-manager staff.
The main objectives of the programs are supporting ourpeople to:•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 theinclusivity they wantContinued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

As we continue to deliver our Inclusive Leadership andMindset programs globally, we are committed to developing
and offering educational opportunities to support on-goinglearning from these programs. In 2021, we released an
Unconscious Bias educational video for all employees toaccess through our Learning Management System (Connect
Learning Platform).

DEI in Recruitment
One of the best ways we can increase our DEI efforts isin our recruitment of new talent and employees. Our DEI
Council has worked with HR to ensure that we are providing
managers with a diverse slate of candidates. We currently
use various recruitment avenues including sourcing frommultiple social media outlets, co-op placements, local
universities, and technical institutes. We also work withnumerous external recruiting firms that focus on diversity ofage, race, ethnicity, and gender.

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

2021 Global Hires by Gender
GenderTotal Hires% of Total

Male

1,727

42.8 %

Female2,305

57.2 %

Undeclared

1

0.0 %

Total

4,033

100 %

Age Band

Total Hires% of Total

Less than 30

2,14353.1 %

30-39

1,137

28.2 %

40-49

501

12.4 %

50+

252

6.3 %

Total

4,033

100 %

2021 Global Hires by Age

2021 Hires by Region•

Learn the tactics of inclusive communication

RegionTotal Hires% of Total•

Become comfortable using common and less common
DEI terms

Asia-Pacific961

23.8 %

Europe, Middle East, Africa

355

8.8 %

Latin America

1,838

45.6 %

North America

879

21.8 %

Total

4,033

100 %

TELEFLEX 2021 GLOBAL IMPACT REPORT

47

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

DEI in Retention
At Teleflex, we are very proud of our work to
improve our diversity but also to have beensuccessful in retaining that diversity throughcareer planning and talent management. At theend of 2021, approximately 23% of members ofsenior management were women, and the averageage of our senior management team was 50.9
At the end of 2021, 59% of our global workforce
was female and 38% of our U.S. workforce
were non-white. While we are very proud of ouroverall company workforce diversity, we knowthat these are not the only measurements ofdiversity. Teleflex is actively working to enhanceand improve our diversity as you move up in
management and leadership. We know that themore diverse viewpoints you have in leadership,
the better a company performs.

9

Senior management is defined as Vice President and above.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleGlobal Gender

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

United Nations
Sustainable
Development Goals(UN SDGs)

U.S. Ethnicity
2019
#

%

2020
#

%

2021
#

2019
#

%

Male

5,858

40.6 %

5,728

41.2 %

5,859

40.8 %
59.1 %

AmericanIndian / Alaskan
NativeFemale8,560

59.3 %

8,147

58.6 %

8,501

Other

18

0.1 %

20

0.2 %

15

0.1 %

Total

14,436100 %

13,895100 %

14,375100 %SENIOR MANAGEMENT

2019
#

%

2020
#

%

2021
#

Male

67

76.1 %

72

77.4 %

Female21

23.9 %

21

Total

88

100 %

93

WORKFORCE

Sustainability
AccountingStandards Board(SASB) Index

%

2020
#

%

2021
#

%

18

0.5 %

16

0.4 %

15

0.4 %

Asian

588

14.7 %

559

14.5 %

502

13.5 %%

Black
Hawaiian / PacificIslanderHispanic

543

13.6 %

504

13.0 %

484

13.0 %

10

0.2 %

9

0.2 %

6

0.2 %

280

7.0 %

274

7.1 %

273

7.3 %

75

77.3 %

White

2,426

60.6 %

2,368

61.2 %

2,311

62.0 %

22.6 %

22

22.7 %

Two or more races

79

2.0 %

75

1.9 %

77

2.1 %

100 %

97

100 %

Choose not to answer 57

1.4 %

65

1.7 %

56

1.5 %

Total

4,001

100 %

3,870

100 %

3,724

100 %

SENIOR MANAGEMENT

2019
#

%

2020
#

%

2021
#

%

AmericanIndian / Alaskan
Native

1

1.5 %

1

1.4 %

1

1.4 %

Asian

5

7.3 %

5

7.2 %

3

4.1 %

Black
Hawaiian / PacificIslanderHispanic

1

1.5 %

0

0.0 %

0

0.0 %

0

0.0 %

0

0.0 %

0

0.0 %

2

2.9 %

2

2.9 %

2

2.8 %

White

58

85.3 %

60

87.0 %

64

88.9 %

Two or more races

1

1.5 %

1

1.5 %

1

1.4 %

Choose not to answer 0

0.0 %

0

0.0 %

1

1.4 %

Total

100 %

69

100 %

72

100 %

WORKFORCE68

TELEFLEX 2021 GLOBAL IMPACT REPORT

48

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Region%Asia Pacific3,672

25.4 % 3,493

25.1 % 3,633

25.3 %

Europe, Middle
East, Africa

2,957

20.5 % 2,766

19.9 % 3,037

21.1 %

Latin America

3,777

26.2 % 3,734

26.9 % 3,947

North America

4,030

27.9 % 3,902

Total

14,436

100 %

2019
#

Asia Pacific2020#

13,895%2020#

Planet & Environment

People

2

2.3 %

4

Europe, Middle
East, Africa

18

Latin America%

Less than 30

3,530

24.5 % 3,242

23.3 % 3,509

24.4 %

30-39

4,104

28.4 % 3,796

27.3 % 3,943

40-49

3,796

26.3 % 3,789

27.5 %

50+

3,006

28.1 % 3,758

26.1 %

Total

14,436

100 %

100 %

Average

39.7

14,375

WORKFORCE%SENIOR MANAGEMENT

%
4.3 %

4

4.1 %

20.5 % 20

21.5 % 21

21.7 %

0

0.0 %

0.0 %

0

North America

6877.2 % 69

Total

88

100 %

0

93

2019
#

Less than 30

2020#

Global Reporting
Initiative

2019#

Less than 1

27.4 %

27.3 % 3,792

20.8 % 3,068
100 %

13,895

Sustainability
AccountingStandards Board(SASB) Index

%

2020
#

2,547

17.6 %

1-2

3,857

26.4 %

3-5

22.1 % 3,131

21.8 %

100 %

100 %

%

40.3

%

2020
#

0

0.0 %

30-39

4

4.6 %

40-49

32

0.0 %

50+

74.2 % 72

74.2 %

100 %

100 %

97

Prosperity &Sustainable
Healthcare

United Nations
Sustainable
Development Goals(UN SDGs)

Global Tenure
2019
#

%

2021
#

2021
#
%

SENIOR MANAGEMENT

Principles of Ethics& Governance

Global Age
2019#

WORKFORCE

Continued Support for
Employees through the
COVID-19 Pandemic

2021#

14,375

%

2021
#

%

1,689

12.2 %

2,706

18.8 %

26.7 %

3,869

27.8 %

2,766

19.2 %

2,796

19.4 %

2,963

21.3 %

3,328

23.2 %

6 - 101,876

13.0 %

2,048

14.7 %

2,284

15.9 %

11 - 141,453

10.1 %

1,232

8.9 %

1,024

7.1 %

15+

1,907

13.2 %

2,094

15.1 %

2,267

15.8 %

Total

14,436100 %

13,895100 %

14,375100 %Average

6.8

7.2

7.1

SENIOR MANAGEMENT

2019
#

%

2020
#

%

2021
#

%

WORKFORCE

%

40.0

%

2021
#

%

0

0.0 %

0

0.0 %

Less than 1

6

6.8 %

4

4.3 %

7

7.2 %

5

5.4 %

8

8.3 %

1-2

9

10.2 %

14

15.0 %

7

7.2 %36.4 % 32

34.4 % 38

39.2 %

3-5

14

15.9 %

8

8.6 %

15

15.5 %

52

59.0 % 56

60.2 % 51

52.5 %

6 - 1030

34.1 %

30

32.3 %

24

24.7 %

Total

88

100 %

100 %

100 %

11 - 1415

17.1 %

16

17.2 %

20

20.6 %

Average

50.9

15+

14

15.9 %

21

22.6 %

24

24.8 %

Total

88

100 %

93

100 %

97

100 %

Average

10.2

93
51.3

97
50.3

10.8

10.8

TELEFLEX 2021 GLOBAL IMPACT REPORT

49

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility“As an LGBTQ+ employee, I strive tostrengthen the company culture by bringing
my authentic self to the workplace in
my capacity as a PRISM leader and an
R&D Engineer. Valuing authenticity anddemonstrating belonging throughout all
identities and backgrounds, PRISM strives
to generate diversity, equity, and inclusion
outcomes at all levels of the organization.
We foster support for LGBTQ+ employees
and allies through policies and practices,diversity recruitment and education, andcommunity engagement. We reinforce
company culture by putting people at thecenter of everything we do.”Amanda Guido
R&D Engineer and PRISM ERG Leader

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

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeoplePay Equity Analysis 2021
As part of our DEI strategy for 2021, we identified the need toassess our pay equity as an organization. The goal of this work was
to determine if, as an organization, we have any systemic bias withrespect to gender and ethnicity in our compensation programs. We
completed a gender pay equity analysis globally, however, due to dataand privacy legislation, it has only been possible to conduct ethnicity
analysis in the U.S. To do this, we engaged external advisors to conduct
an independent pay equity analysis, which considered factors such asrole similarity, experience level, education, performance, and tenure.
We are proud to report that no systemic gender or ethnicity bias in ourcompensation programs was identified.

Employee Resource Groups
Our employees created and launched our Employee Resource Groups
in 2016. Managed by employees, Employee Resource Groups (ERGs)
are examples of how we have invested in our employees, people, andculture. Our ERGs help employees to improve, succeed and excel in
their careers through various workshops and virtual events.
As part of our Global DEI Strategy, we identified the need to expand
these opportunities for our employees to participate locally in ERG
groups that are important and appropriate for each region. As such wehave expanded participation of ERGs to all our regional sites.
By the end of 2021, we had 15 distinct ERGs with approximately 2,000
members, which equates to approximately 15% of our workforce.

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Our Employee Resource Groups put together many
resources, events, and communications for the company
throughout the year. Below are a few of the key stories:

Juneteenth(AAPN)
Teleflex hosted anumber of events tocelebrate the African
American community
and the abolition ofslavery. These events
included Juneteenth
Jeopardy, a happy
hour, and a “BuyBlack” campaign
event.

International
Women’s Day (WILL)
We launched an internal and external
communications campaign highlighting halfa dozen women leaders throughout our
global offices and sites. This campaign
included social media posts, email, andvideos from each spotlighted leader. We
also had an employee led lunch and learn,“Choose to Challenge: Perseverance.”

Pride Month (PRISM)
On June 8, PRISM hosted an
Intersectionality virtual event with a leader
from Teleflex to create an open dialogue,
which was one of many events hosted
throughout the month.

Customer Experience
Week (OXYGEN)

Global Employee Healthand Fitness Month

This week of events andprogramming helped our
employees to learn how to build
relationships, meet and learn
about their colleagues, and how
to face challenges from
customers.

WILL hosted physical andmental wellness events topromote the benefits of ahealthy lifestyle to employees.

TELEFLEX 2021 GLOBAL IMPACT REPORT

50

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Employee Recognition

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleTeleflex C.A.R.E Principles are:

To recognize and honor our employees’ dedication,
innovation, and integrity, we encourage our managers
and employees to regularly reward achievements andcelebrate milestones.

• Connect Personally – taking the time to understand whatcustomers and colleagues value and their definition of success.

We launched our Teleflex Smiles Program which enables
employees to provide on-the-spot recognition to peers
for their use of the C.A.R.E Principles and Teleflex Core
Values. It is simple: employees give teammates ‘Smiles’
or nominations which translate into points that can beaccumulated and redeemed for Teleflex gear or directed
to a charitable donation. The program is currently
available to U.S. and Canada based employees and will
be rolled out to other regions later in 2022 and 2023.
The Smiles Program was created in response to feedback
received via U.S. employee engagement surveys. The
goal of the Smiles program is to celebrate employee
contributions while increasing recognition of customercentric behavior to ultimately improve Teleflex’s ability toprovide a world class customer experience.

• Resolve Quickly – committing to timely replies to questions andconcerns and making people feel heard.

• Anticipate Needs – staying ahead of the curve and always thinking
about where things go next to deliver exceptional experiences.

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

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Teleflex also grants global, regional, and business unit awards suchas the Impact Award, C.A.R.E. Award, and various awards focusing onsales goals.
The prestigious Teleflex Chairman’s Award recognizes employees
who make a significant business impact while exemplifying Teleflex’sCore Values. All full and part-time employees and teams globally are
eligible, finalists are determined by a global Award Committee, andthe ultimate winner(s) are selected by the Teleflex Chairman.

Chairman’s Award Criteria
Significant and measurable business impact in oneof the following areas:• Innovation
For example, process or system improvement, productintroduction, technological advancement.
• Customer Focus
For example, retention of key external customer, going
above and beyond for an internal customer.
• Productivity
Driving change that translates to measurable increased
productivity.
• Sustainability
Helping Teleflex act with even greater purpose relative tothe sustainability of our business, our environment, andthe causes closest to us in our local communities.

TELEFLEX 2021 GLOBAL IMPACT REPORT

51

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Contents

The winners of the 2021 Teleflex Chairman’s Award were:About this Report

Information Concerning Forward-Looking Statements

3

Understanding how our Policies and Training are Working in Practice30

Employee Recognition- Reporting and Investigations: Encouraging a Speak-Up Culture

30

Employee Health and Safety: Our Zero Harm Vision for our People

4

CSR Chair Message

5

Zealand
OurNew
Products
Our Impact

WhenOptimization
the New Zealand Ministry of Health faced
Portfolioa criticalshortage of filters, they called John for
Product
Development
quickly navigated the global supply
Ourhelp.
SupplyHe
Chain
chain
to
locateTeleflex inventory outside of New- Global Procurement
Zealand, gathered clinical data to demonstrate- Manufacturing
product suitability for use and training, and- Distribution and Logistics
secured rapid product delivery, enhancing- Commercial Organization and Customers
Teleflex’s positioning with the Ministry andCorporate Social Responsibility
impacting thousands of patient lives.
Stakeholder Engagement

Continued Support for Employees through the COVID-19 Pandemic
Principles of Ethics and GovernanceCorporate Governance- Board of Directors- Executive Compensation
Participating in Public Policy
Industry Groups and Trade Associations
Driving a Culture of Compliance: Integrity in All We Do- The Teleflex Promise: Our Global Code of Ethics- Policies and Procedures: Providing a Framework for SuccessAnnual Teleflex Enterprise Risk Assessment

Sales and Marketing
Practices6• Malaysia
Crisis Management
Team(Kamunting
andITKulim,
SecurityMalaysia)& Privacy
10
13

Planet and Environment

Composedof: Mohamad
Zaidi Ismail,Charles
Product Stewardship
and Circularity
14
Schrenk,
Muneswaren
Gandhi,Lin
Im
Tan,
Responsible Consumption and
Production
14
Bathmanathan
Kallianna
Gounder,
Norsurianti- Water
15
Karim,
Sharifah Shafini
Tungku Syed Petra,- Safe Materials and Chemicals
15
Maruthavaanam Ponnusamy, Azhar Ahmad- Logistics and Distribution
15
Ahmed Rifaie, Muniandy A/L Songappen
15
15

Emissions and Climate change- Emissions and Energy Targets

As a result of COVID-19, the Malaysian- Energy
17
government set stringent parameters for
Waste
19
allowing
our manufacturing
facilities to operate
People21
at full capacity. Teleflex was required to conduct
Management
andprovide
Development
23
bi-weekly
testingTalent
for all
employees,
23
acceptable
PPE, Tuition
ensureAssistance
employee permits met
Benefits
23 formatting
shifting
standards, and maintain a
Support status at the site
24
minimumof 90%Family
vaccination
to maintaina steady
product
supply.
This teamDiversity,
Equity,and Inclusion
25
implemented
an internal
online tracking tool
- DEI Leadership25
in less27than two weeks
andcollected- Inclusive manually
Leadership Training
data forhelping to ensure
DEI in Recruitment
27 production- associates,
employeesafety.
- DEI in Retention
27- Training and Communication: Supporting and Reinforcing our Message

42- Auditing and Monitoring:

CEO Message• JohnTeleflex
at a Reidy,
Glance Regional Sales Manager,- Employee Resource Groups

329- Pay Equity Analysis 2021

30

42

- Occupational Health and Safety Management4546- Identifying and Managing
Hazards
47
31• Specialty EPIC Center Team• IT Cyber
Security Team (Chihuahua, Mexico;(Maple Grove, MN, Plymouth,
MN andGurnee,Hradec, Czech Republic; Morrisville, NC and- Employee
Consultation
47
31
Illinois, USA; Limerick, Ireland)
Wayne,PA,
USA)- Health and Safety Training
47
33
34

- Employee Health and Safety Tracking

48

Composed of: Nate Rhodes,
Kirchgessner,
Prosperity
and SustainableComposed
Healthcare of: Matt Bartush, Angelo Candler,
49
34 John
Greg Gabay, Philip O’Malley,
Jason
Purcell,Pavel
Gonda,
Will
HardemanJason
Lesko,
Product Training and Education: Engage, Educate, Align
49
34
Patrick Campion, Ray Ledinsky
Bobby Neal, Alan Olivas, Nick Sabinske, 51
Medical Education Grants
34
Eric Scott
Clinical Research
51
34This team drove the implementation of theClinical Research Grants
52
35
IDEA Process in our OEM EPIC Centers in
To meet compliance requirements, this teamHealthcare Access and Equity
52
35
Limerick, Ireland, Maple Grove, Minnesota and,
implemented a multi-factor authentication VPN
Innovation, Safety and Quality from Concept to Commercialization
52
35
most recently, in Plymouth, Minnesota. EPIC
solution - a process that typically takes up to four
Research, Development and Innovation
53
38
addresses the four key components
of- newmonths - in just 47 days. The new technology- Product Quality and Safety
40
product development (Engineering,
Prototyping,
was deployed to 7,000 Teleflex VPN users, 53
Labor
and
Supplier
Standards
41
Innovation, and Collaboration) and emphasizes
with no disruption to employee productivity.53
Philanthropy
54
user needs and customer41focus. In 2021,
team
The solution strengthened our cyber security,- Teleflex
54
41
members opened the Plymouth
locationand Foundation improved user experience, and ensured
UkraineSupport42
immediately exceeded expectations
for securingtransparent access to Teleflex resources for 54- Humanitarian Donations
54
44
new business and collaboratingwith customers.
employees working remotely due to COVID-19.
They significantly outpaced
targetCommunity
Engagement55
45 their originalfor 2021 Non-Recurring Engineering
revenue.
Global Reporting Initiative (GRI) INDEX
60
46
46

Sustainability Accounting Standards Board (SASB) Index

64

47

United Nation Sustainable Development Goals (UN SDGs)

67

49

TELEFLEX 2021 GLOBAL IMPACT REPORT

52

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Employee Health and Safety:
Our Zero Harm Vision for our People
At Teleflex, we focus on Occupational Health and Safety (OHS) as a top priority for our
manufacturing sites. Our Global Environmental Health and Safety (EHS) Management
System platform is in place to protect our most valuable assets – our people. We are fullycommitted to complying with all relevant occupational health and safety legislation globally,
and we seek to continually move towards our Zero Harm Vision.
We believe that occupational health is an implicit part of occupational safety and risk
controls. The main difference between the two is that safety refers to a specific incident
or situation whereas health is about the long-term health of the employee. Occupational
health management at the site level utilizes the same mechanisms as those employed for
occupational safety. All employee health information is kept fully confidential, via our securedata protections which are built into our systems.
Our health and wellness programs include working initiatives related to nutrition, buildingin adequate physical activity, stress management, heart health and more to help our
employees improve their health and wellbeing.

“The health and safety of our employees is paramount andthe management effort by our sites and their leadershipis a continual focus. I am proud of our Zero Harm Vision,
knowing that this program is making a meaningful impact
on our employees.”
Brian Greham
Global EHS Director

TELEFLEX 2021 GLOBAL IMPACT REPORT

53

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Occupational Health and Safety Management
At Teleflex, we have implemented a global
occupational health and safety management
system, which is aligned to ISO 45001 (OSHManagement Systems). Each site also has a CoreManagement System (CMS), which is governed
by our Global Environmental Health and
Safety (EHS) Manual and covers all personnel(employees, contractors, visitors, etc.) acrossour Global Operations and OEM businesses.
Commercial sites are governed by a simplified
occupational health and safety management
protocol and each CMS site must also have aprofessional acting as EHS advisor.

Quality is driven by the requirement to identify
and align with published best practice risk
controls, with oversight by each site EHS
Advisor and governance via Regional EHS
Managers. The EHS Risk Management process
is first utilized when implementing the initial
CMS at the specific site and re-triggered by thesite‘s management of change (MOC) program,which helps capture change in the workplace,equipment, systems and people. This is done byincident investigations; observation programs;
task design/standard operating procedures,monitoring and supervision, and audit output.

EHS risk management is a continual focus, andas such, the Teleflex EHS Risk Management
Process is used to identify work-related hazards,
apply the hierarchy of controls (in order toeliminate hazards and minimize risks) andidentify the right blend of best practice risk
controls. We utilize the Plan, Do, Check, Act(PDCA) model to drive continual improvement ofoccupational health and safety. Non-Conformity
detection and resolution (via corrective actions)also drive continual improvement, as do site
based EHS Committees, with governance andauditing driven by the Global EHS Function.

The MOC process triggers the reapplicationof our EHS Risk Management Process whenchange is identified. Each CMS also has an EHS
Improvements Register (EHSIR), which acts
as a non-conformity register, driving continual
improvement.
A focus on our 4P’s model means a strategic
approach to managing: Place (of work, i.e., safe
‘workplaces’), Plant (safe plant and equipment),
Process (management systems) and People.
We continue to upgrade and improve ourfacilities and offices across our global footprint

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Occupational Health and Safety
Governanceto help ensure safe workplaces for our
employees and others on site. We continuallyassess our facilities and the equipment usedwithin them to ensure health and safety
considerations are built into their selection, use,
operations, and maintenance.
We focus on our management systems at eachlocation to help ensure governing structures
facilitate our Zero Harm Vision, and wecontinually invest in our people via OHS training
to help ensure we keep them safe and manage
occupational health effectively.

CEO

Chief HR
Officer

VP, HR Global
Operations

Global EHS
Director

In 2022,we will strive
for continual improvement
toward ourZero Harm Vision.

Regional EHS
Senior Manager(APAC)

Regional EHS
Senior Manager(US and EMEA)

Regional EHS
Manager(Mexico)EHS Advisors(site level)

TELEFLEX 2021 GLOBAL IMPACT REPORT

54

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleIdentifying and Managing Hazards

Employee Consultation

Within each site’s CMS, there is a process for workers to report
work-related hazards and hazardous situations. Employees cando this via our Zero Harm Grassroots Teams, EHS Observations
Incentive Drivers, and consultation mechanisms like our EHS
Committee interface. Teleflex’s ethics program provides protection
to employees from any reprisals or retaliation and our Open and
Just Culture – our open and honest reporting environment program– helps eliminate misplaced culpability. Employees can also remove
themselves from work situations that they believe could cause
injury or ill health and report such situations through our various
reporting mechanisms.

It is particularly important for our employees to have a voice whenit comes to their health and safety. Our Global EHS Manual requires
each site to facilitate employee communication channels and relay
information or concerns to management about health and safety
process changes, changes to site rules, or management systems.
Within each site’s Core Management System, employees can utilize
our Grass Roots Zero Harm teams, the EHS committee interface or
our Open and Just Culture. This also helps to encompass local orregional employee representative organizations (such as unions)
into the communication and consultation processes. Each site has
a local EHS committee in which employees can participate andconsult. Information about work-related incidents and the output ofinvestigations to address nonconformities is readily available at site
level.

Our incident investigation process was created under the Risk
Management Program (RMP) umbrella and aligns with Teleflex’s
global standards for EHS incident management. The standard
requires all EHS incidents to be investigated and at least
one nonconformity to be identified (with corrective actions).
Identification of root cause and corrective action(s) is themechanism to determine where improvements are needed in theoccupational health and safety management system.

12

Health and Safety Training
At Teleflex, health and safety training is required for all employees.
Through the site’s CMS, each site identifies specific training that isrequired for all employees. Before any new employee starts working
at a site, they must attend induction training, which includes bothan orientation and any required EHS trainings. Supervisors andmanagement are also required to complete the same trainings.
Each site EHS Training Register captures aspects such as: training

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

requirements, required frequency of retraining, completion target
dates, and completion status. The training courses detail the roles
and responsibilities for the specific jobs as well as the potential
consequences of non-conformity with EHS risk controls. Eachsite also has mechanisms in place to manage and identify any
contractor or visitor business relationships that may require specificoccupational health and safety risk management for sites.

Employee Health and Safety Tracking
We track and monitor Occupational Safety and Health indicators
including health and safety incidents, via multiple classifications
covering non injury, injury and ill-health. We also use theinternationally comparable DART Rate (days away/restricted ortransfer rate), which is a calculation of the number of work-related
injuries or illnesses per 100 employees. Through our ‘Zero Harm’
strategy and processes, we have maintained a low level of overall
injury severity rate per 100 employees with our 2021 DART rateof 0.59, an improvement from 0.76 in 2020 and 0.94 in 2019 andcompares favorably to the industry. We have not experienced awork-related fatality by either an employee or on-site contractor
at our manufacturing and distribution facilities in the past three
years.12 In 2022, we will strive for continual improvement toward
our Zero Harm Vision.

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

55

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Prosperity & Sustainable
Healthcare

Teleflex 2021 Global Impact Report56CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Prosperity & Sustainable Healthcare
At Teleflex, we are in the business of improving the healthand quality of people’s lives. In working towards thatmission, improving access to all our products, providing
product training offered in-person and virtually, increasing
medical education, and improving our clinical trial diversity
are some of our top priorities.
We recognize that the data derived from clinical researchneeds to reflect the demographics of the intended population.
Our teams are also driven by a need to help the local
communities in which we live and work. We establisheda philanthropic foundation as well as an employee-driven
community engagement team, JOIN, because we believe it isimportant to leave a positive impact on the community.

"Our dedicated team of professionals
executed on key initiatives that supported
healthcare providers around the world
who deliver essential care. We believe
all patients deserve access to innovativetechnology."

Product Training and
Education: Engage, Educate,
Align
To help ensure that all healthcare professionals are using Teleflex
products in a safe and effective manner, we provide comprehensive
product training and education that is focused on increasing
procedural confidence and advancing patient care. The training weprovide allows healthcare professionals to increase their clinicalcompetencies, regardless of the care setting. We regularly seek
ways to evolve and innovate with respect to our training programs,
and we utilize our partnerships with medical organizations andacademic institutions to aid in these efforts. We use hands-on skills
labs, procedural training, our Teleflex Academy online learning,speaker series, and conferences to provide a holistic educational
approach. The Teleflex Academy training content is created with
regional considerations taken into account and is available inmultiple languages. We focus our product training and education
on addressing unmet educational needs and requirements of ourcustomers, regardless of size or location.

Michelle Fox
Corporate Vice President andChief Medical Officer

TELEFLEX 2021 GLOBAL IMPACT REPORT

57

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

In 2021, we expanded our offerings on Teleflex Academy, whichwere accessed by clinicians across 88 countries, with healthcare
staff accumulating over 56,000 continuing education credits,
collectively. In addition, to help ensure educational offerings
are available more broadly, our Clinical and Medical Affairs
teams in Southeast Asia and Latin America prioritize training for
emergency services personnel in rural areas.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Case Study•

Our Clinical and Medical Affairs team attended the 20th
International Meeting of the Polish Society of Anesthesiology
and Intensive Care in 2021. The team delivered two
procedural vascular workshops “Right Line, Right Now
in Intensive Therapy.” The main focus of the course wason maintaining vascular health and preservation and thecorrect choice of devices to support the use of the right line,
for the right patient, at the right time, in different clinicalsituations. The lecture and practical workshop served togive participants knowledge, skills, and practical experiencein ultrasound assessment, needling techniques, PICC andmidline placement, and the use of Arrow® EZ-IO® for vascularaccess.

•

It is extremely important that our sales team understands
exactly how our products are used by healthcare
professionals. Product training is a very important tool togain knowledge and improve skills about a certain productrange – even for products that have been in our portfolio
for years. For example, in October 2021, during the sales
meeting in Germany, our Clinical and Medical Affairs teamgave a product training on our Vascular Access business unit
followed up by a hands-on workshop.

Throughout 2021, we utilized existing, and implemented
new, digital learning platforms to support our customers andhealthcare professionals, while maintaining appropriate safety
requirements. Between both our in-person and virtual platforms,
we educated more than 130,000 healthcare professionals on thesafe and effective use of our products in 2021, which is up from60,000 in 2020.

TELEFLEX 2021 GLOBAL IMPACT REPORT

58

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleMedical Education Grants

Clinical Research

Teleflex is committed to supporting independent educational
endeavors that are consistent with our mission to improve healthoutcomes. All unsolicited Medical Education Grant requests formonetary and/or in-kind support are reviewed by our regional
Grant Panels including representatives from our Business
Units, Finance, Compliance and chaired by Clinical and Medical
Affairs.

Obtaining robust clinical evidence supporting our products isparamount at Teleflex. We use our clinical research team as away to develop new products and expand existing products.

Teleflex provides Medical Education Grants
for the following categories:• Continuing medical education programs presented byaccredited providers• Education programs for healthcare professionals• Medical society grant funded programs
Guidelines for Medical Education Grants:• Educational focus• Independence• Balance• Broad audience

Prosperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

We conduct clinical research using the principles of Good
Clinical Practice and adhere to all local and regional regulatory
requirements. Our clinical research is managed by Global
Clinical Operations in coordination with regional Clinical andMedical Affairs team members. All clinical research initiated by
Teleflex is reviewed by an institutional review board or ethics
committee.
Minorities and other special groups have been underrepresented in clinical trials in the past, but we want to change
that. We recognize that there is a need and value to expand
diversity and inclusiveness in clinical research.13 Teleflex iscommitted to developing clinical trials that clearly represent
the demographic diversity of the populations in the regions
where the research is being conducted and where the productwill be going to market. Considering diversity in the clinical
trial population will help to ensure that the products are being
developed to meet the needs of the specific population. We add
any Teleflex initiated research on ClinicalTrials.gov and any
patients that are interested in volunteering for a trial can findmore information there.

See, e.g., https://www.fda.gov/consumers/minority-health-and-health-equity/clinical-trial-diversity andhttps://acrpnet.org/2020/08/10/representation-in-clinical-trials-a-review-on-reaching-underrepresented-populations-in-research/

13

TELEFLEX 2021 GLOBAL IMPACT REPORT

59

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Clinical Research Grants
Teleflex has its own robust clinical research arm, but we know it is important for theentire medical community to have access to resources to continue clinical research.
We provide research grants and support to healthcare providers in areas that arecomplementary to Teleflex’s business and products. All incoming requests arereviewed and managed by Global Clinical Operations, which is a part of our Clinicaland Medical Affairs Organization. This team reviews the requests to 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 applicable laws and regulations. Healthcare professionals
from private practices, hospitals, academic medical centers, and universities are all
eligible recipients for our research grants. As of December 31, 2021, Teleflex had 11
open grants which include grants across various business units, with a total value ofover $580,000.

Healthcare Access and Equity
Clinical and Medical Affairs actively expanded geographic availability of key
educational offerings by adding virtual options where possible. Translation of focus
programs to various local languages was also completed, and the courses wereadded to the Teleflex Academy website. These efforts have ensured relevant content
is widely available to clinicians using Teleflex products, expanding our ability tosupport the safe and effective use of our products. This has also been done in amanner that takes into account local language and cultural considerations. Clinicaland Medical Affairs plans to continue its efforts to expand in this area, making
content accessible in more languages and geographies to ensure equitable access to
educational programs.

TELEFLEX 2021 GLOBAL IMPACT REPORT

60

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Innovation, Safety andQuality from Concept toCommercialization
In 2020, we launched our Concept to Commercialization(C2C) process, which is intended to transform patient carethrough a standardized product development process.
The C2C process lays out how Teleflex executes productdevelopment across all business units. We look at the entire
product lifecycle from concept, design, manufacturing, anduse of product to ensure a data driven approach, clarity of
expectations and measures of success. Human Factors is an
obvious and critical element of our C2C product development
process. By integrating Human Factors, we are ensuring
we use the knowledge about human capabilities (physical,
sensory, emotional, and intellectual). The integrationof Human Factors also means that we understand thelimitations, characteristics and needs of our end users. We
believe that Human Factors sets our product design up for
success early in the development process and results in lessrework, fewer customer complaints and ultimately drives
patient safety and an overall better user experience.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Research, Development and Innovation

Labor and Supplier Standards

Our main Research and Development objectives are to provide
innovative new, safe, and effective products that enhance clinical value
by reducing infections, improving patient and healthcare professionalsafety, enhancing patient outcomes, and enabling less invasive
procedures. We recently created a new state-of-the-art technology
center with improved environmental controls, which is used by our
U.S. R&D team.

We ensure compliance with globally recognized labor standards
established by organizations, such as the International Labor
Organization (ILO) and the U.S. Department of Labor among others,
and is detailed in our Labor Standards Assurance Policy. Our
dedicated Labor Standards Assurance System (LSAS) program inplace is managed by our Purchasing Controls Team and assesses our
suppliers on a range of labor and supplier standards. These issues
range from working conditions in our facilities, and throughout
our supply chain, to ensuring that our sourcing and manufacturing
processes are managed in a sustainable way.

We have developed clinical access partnerships with universities thathave clinical programs and technologies that align with our businesssegments, as part of our strategy to strengthen our early-stage productdevelopment portfolio and increase the number of products developed
in-house. In addition to our internal R&D, we look to acquire or license
products and technologies that are in-line with our strategic objectives
and enhance our ability to provide a full range of product and service
options to healthcare professionals and thus improve the health andquality of people’s lives.

Product Quality and Safety

To support these efforts, we provide internal training on LSAS andcommunicate and reinforce our expectations with our suppliers. As
part of our onboarding process, each supplier is asked to completea Labor Standards questionnaire and the responses and supporting
evidence is added to the vendor file for future reference. We currently
have over 500 suppliers in our LSAS program, and to date we havenot identified any suppliers that have had significant Labor Standard
issues.

We develop, manufacture, and distribute clinically relevant medical
products, and the quality and safety of Teleflex products and services
is at the core of our business. We have Quality Management Systems
to ensure that products and services meet customer requirements
and comply with the applicable standards and regulations governingthem. Our “Think Quality, Think Teleflex” initiative encourages our
employees to always remain committed to product quality and safety.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Philanthropy
Teleflex Foundation
In 1979, we established The Teleflex Foundation withthe sole objective to positively impact the quality of lifein the community. When we review charities and nonprofits to which we donate, we consider those that would
help to further Teleflex’s purpose of improving the healthand quality of people’s lives. The Teleflex Foundation
puts a specific emphasis on organizations that have thecommitment of, or a direct impact on, our employees,
their families and the communities in which we operate. In
2021, Teleflex donated $1 million to the Foundation, which
will allow the Foundation to further expand its importantphilanthropic work for years to come. We are proud toreport that roughly 90% of the Foundation’s annual budget
is allocated for giving and the remaining 10% goes towards
management of the Foundation’s endowment, administrative
costs, and tax filing expenses. In 2021, the Foundation
donated a total of approximately $195,000.
In addition, the Teleflex Foundation makes an annual gift toAmericares, a global health-focused relief and development
organization that supports people affected by disaster orpoverty.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

Ukraine Support
At the onset of the crisis, a working group was formed
to facilitate an expedited, comprehensive review ofhumanitarian donation requests. Teleflex is working directlywith established humanitarian organizations. All our
financial and product donations are being made to these
global organizations, which are well-positioned to makean immediate difference to those directly impacted by thecrisis. The working group also provided opportunities for
employees to engage, donate, and volunteer to support
those impacted by the crisis.

Humanitarian Donations
Being a global medical device manufacturer, Teleflex
believes we have a responsibility to the public to provide
humanitarian support where needed. Our Humanitarian
Donation Program aids in the event of natural disasters
and to help improve the quality of life of those living invulnerable situations. In developing our program, we used
the World Health Organization (WHO) Guidelines on Medical
Device Donations to help provide structure and guidance.
Donation requests are reviewed by our Humanitarian
Product Donation Working Group, which is chaired by our
Chief Medical Officer and comprised of representatives fromseveral of our non-commercial functions, including Clinicaland Medical Affairs, Compliance, Regulatory and Trade
Compliance.

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

The Teleflex Foundation encourages employee engagement
through the following 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. Our Foundation
Board Officers review these nominations and prioritize them in large partbased on level of employee engagement with the organization, 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.

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Community Engagement
JOIN, our employee-driven community engagement andvolunteerism initiative, continues to be a call to join in
and act with purpose. Our employees have united under
the same common goal and sense of purpose in theireveryday jobs and beyond.
In 2021, our JOIN initiative focused on protecting
nature and caring for our natural environment. We
organize and manage various volunteering events andefforts throughout the year, but we also encourage our
employees to act with purpose at home or during theirpersonal time as well. It can be as small and simple
as planting bee-friendly plants or growing fruits andvegetables at home. We ask all our employees to join inwith us to bring about a positive change in the world.
Our JOIN Champions are individuals in each of ourregional offices and facilities that are dedicated to leading
our local initiatives. They represent the employees at theirsites and assist in the coordination of employee driven
initiatives that are focused on volunteer activities in thecommunity, wellbeing activities for our employees andactivities that focus on the sustainability of our planet.
Throughout 2021, our team was very busy with several
volunteer events and donation drives.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Our employee-driven community
engagement and volunteerism initiative
Here are just a few of the manystories from last year:
What inspires is the strong focus Teleflex has on sustainablesocial development. As a company, we continue to create
excitement, and cultural transformation and inspire people
around the world by JOIN initiatives.

M.R Murugesan
Human Resources Manager, APAC

South Africa Beach Clean
The Teleflex team in South Africa organized a beachclean in Cape Town to help reduce local plastic
pollution and raise community awareness about
the issue of marine microplastic debris. During thisevent, the team collected plastic debris and otherlitter found on the beach and in the water.

Being involved in our JOIN Act with Purpose initiative since
its inception has really enriched my experience at Teleflex.
I continue to be impressed by the motivation and compassionof our employees to make a difference at work and in theircommunities.

Wayne, PA, U.S. Operation Gratitude
In Wayne, Pennsylvania, the Teleflex teampartnered with Operation Gratitude in their
Halloween Candy Give Back Program. Excess
Halloween candy collected throughout the officeand donations were shipped to First Responder,
Military, and Veteran heroes.

Paige Ingelsby
Global Internal Communications Manager

Being a JOIN Champion means a lot to me. I enjoy organizing
activities, but above all, to know that you have helped others is
one of the most rewarding feelings of all. It´s an excellent
opportunity to treasure unique and very valuable experiencesthat would be more difficult to experience in your daily day.

Susana Fernández
Sales and Marketing Assistant CU&IC

Southeast Asia Water Works Program
The Teleflex team in Southeast Asia collaborated
with a local charity to build water filtration systems,
which are to be donated to people in the area who
do not have access to safe drinking water. The
water filtration systems are compact and portable
and are designed to enable emergency crews
to respond quickly to natural disasters and help
prevent avoidable disease outbreaks during suchcircumstances.

TELEFLEX 2021 GLOBAL IMPACT REPORT

63

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Company Awards• Forbes 2021 America’s Best Midsize Employers• Great Place To Work (India) April 21-Mar 22• 2022 Best Place to Work Winner (MedReps)• NSAI Excellence Through People Certified (2021) Platinum Level• Forbes Best Employers For Diversity 2022
• Human Rights Campaign 2022 Corporate Equality Index

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Thanks to All who Supported•

Alberto Toledo, Operations Manager (Mexico)•

Deborah McCarthy-Platz, Facilities and EHS Engineer (U.S.)•

Alyssa Shin, Manager, External Reporting (U.S.)•

Denisse Hernandez, Enterprise Excellence Site Leader (Mexico)•

Amanda Guido, R&D Engineer, Sustaing (U.S.)••

Amee Chokshi, Learning Management Analyst (U.S.)••

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

Derek Noah, Sustainability Strategy and Reporting Manager (U.S.)•

Matt Becka, VP CMA International (U.S.)•

Diana Clifford, VP, Total Rewards (U.S.)•

Matt Tomkin, Corporate VP, Corporate Development (U.S.)

Asweny AP Kolanthaivelu, EHS Engineer (Malaysia)•

Dominik Reterski, Corporate VP, QA/RA (Ireland)•Michelle Fox, Corporate VP and Chief Medical Officer (U.S.)•

Baburaj P, Assistant Manager, Global Supply Chain (India)•

Emma Pollard, Director Global Talent (Netherlands)•

Mohamad Zaidi Bin Ismail, Director of Facility (Malaysia)•

Balachandar Elangovan, EHS Manager (India)•

Emmet Dalton, VP, Global Brands, Digital, and Communications (Ireland)•

Mohd Hafiz Abdul Halim Shah, Senior Energy Engineer (Malaysia)•

Bathmanathan K G, Senior, EHS Manager (Malaysia)•

Fran Kiedeisch, Director, Technical Services (U.S.)••

Brandon Hohl, Director, External Reporting (U.S.)•

Howard Cyr, Corporate VP, Chief Compliance Officer (U.S.)

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

Brendan Delaney, Director of Purchasing Controls (Ireland)

Muhammad Omar Asyraf, Bin Facilities Manager (Malaysia)

Brian Greham, Global Director EH&S (Ireland)

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

•

•

•

P. Gopalakrishnan, Production Planning Senior Manager (India)

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

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

•

•

•
•

Jia Xu, Head of CMA, APAC (China)•

Petr Seifert, Facility Manager (Czech Republic)•

John Deren, Corporate Vice President and Chief Accounting Officer (U.S.)•

Renee Twardzik, Global External Communications Manager (U.S.)•

John Hsu, VP Investor Relations (U.S.)•Sam Miriello, Senior Regional EHS Manager U.S. and EMEA (U.S.)•

Sara Eslinger, Sr. Director, Product Quality Assurance (U.S.)•

Justin McMurray, VP Global Strategic Research and Development (U.S.)•

Karen Boylan, Corporate VP, Strategic Projects (Ireland)

Shanté Demary, Director of Strategic Pricing and Contract
Management (U.S.)•

Cathal O’Reilly, Senior Director Operations Excellence (Ireland)•

Chuck Fliehman, VP, Business Practices, Information Security,
Privacy and Compliance (U.S.)•

Colin Curran, VP Human Resources, Global Operations (Ireland)••

D Mohanaraj, General Manager (India)•

Lawrence Keusch, VP, Investor Relations and Strategy Development (U.S.)•

Shay McMahon, VP, Global Procurement (Ireland)•

Dan Logue, Corporate VP, General Counsel and Secretary (U.S.)•

Liam Kelly, Chairman, President and CEO (U.S.)•

Thomas Powell, Executive VP and Chief Financial Officer (U.S.)•

Daniel Price, Corporate VP, Commercial Finance (U.K.)•

Lukas Koutnik, Senior Enterprise Excellence Engineer (Czech Republic)•

Tim Duffy, VP, and Chief Information Officer (U.S.)•

Danielle O’Brien, Sr. Director, Finance (U.S.)•

Malena Van der Merwe, Tender Manager (South Africa)•

Tosin Lediju, EH&S Engineer (U.S.)•David O’Flynn, Sustainability Director (Ireland)•Marie Hendrixson, VP, Internal Audit (U.S.)•

Whitney Reynolds, VP Global Customer Experience (U.S.)TELEFLEX 2021 GLOBAL IMPACT REPORT

65

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Global Reporting
Initiative

Teleflex 2021 Global Impact Report66CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Global Reporting Initiative (GRI) Index
Statement of use

Teleflex has reported in accordance with the GRI Standards for the period
January 1, 2021, to December 31, 2021.

GRI 1 used

GRI 1: Foundation 2021

GRI 2021
Standards

DISCLOSURE

LOCATION

General Disclosures

GRI 2: General
Disclosures2021

2-1 Organizational details“Teleflex at a Glance”

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

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

2-4 Restatements of information

None

2-5 External assuranceNone

2-6 Activities, value chain and other business relationships

Annual Report (10K)

2-7 Employees“Diversity, Equity, and Inclusion”

2-8 Workers who are not employees

Omitted – information note available at this time.

2-9 Governance structure and composition

Investor Relations

2-10 Nomination and selection of the highest governance body

Investor Relations

2-11 Chair of the highest governance body

Investor Relations

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

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

DISCLOSURE

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

General Disclosures

GRI 2: General
Disclosures2021

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

2-15 Conflicts of interest

Investor Relations

2-16 Communication of critical concerns

Investor Relations

2-17 Collective knowledge of the highest governance body

Investor Relations

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

Investor Relations

2-19 Remuneration policies

Investor Relations

2-20 Process to determine remuneration

Investor Relations

2-21 Annual total compensation ratio

Investor Relations

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

2-23 Policy commitments

Corporate Social Responsibility

2-24 Embedding policy commitments

Corporate Social Responsibility

2-25 Processes to remediate negative impacts

Throughout report2-26 Mechanisms for seeking advice and raising concerns

Code of Ethics

2-27 Compliance with laws and regulations

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

2-28 Membership associations“Industry Groups and Trade Associations”

2-29 Approach to stakeholder engagement“Stakeholder Engagement”

2-30 Collective bargaining agreements

Teleflex Labour Standards Assurance Policy

TELEFLEX 2021 GLOBAL IMPACT REPORT

68

CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

DISCLOSURE

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

Material Topics
GRI 3: Material
Topics 2021

3-1 Process to determine material topics“Corporate Social Responsibility”

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

Economic Performance
GRI 3: Material
Topics 2021
GRI 201:
Economic
Performance2016

3-3 Management of material topics

Annual Report (10K)

201-1 Direct economic value generated and distributed

Annual Report (10K)

201-3 Defined benefit plan obligations and other retirement plans

Annual Report (10K)

201-4 Financial assistance received from government

Annual Report (10K)

Anti-corruption
GRI 3: Material
Topics 2021

GRI 205:
Anticorruption
2016

3-3 Management of material topics“Principles of Ethics & Governance”

205-1 Operations assessed for risks related to corruption“Principles of Ethics & Governance”

205-2 Communication and training about anti-corruption policies and procedures“Principles of Ethics & Governance”

205-3 Confirmed incidents of corruption and actions taken

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

69

CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

DISCLOSURE

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

Anti-competitive behavior
GRI 3: Material
Topics 2021

3-3 Management of material topics“Principles of Ethics & Governance”

GRI 206:
Anticompetitive
Behavior 2016

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

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

EnergyGRI 3: Material
Topics 2021

3-3 Management of material topics“Emissions and Climate Change”

GRI 302:
Energy 2016

302-4 Reduction of energy consumption“Emissions and Climate Change”

Emissions
GRI 3: Material
Topics 2021
GRI 305:
Emissions 2016

3-3 Management of material topics“Emissions and Climate Change”

305-5 Reduction of GHG emissions“Emissions and Climate Change”

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

3-3 Management of material topics“Product Stewardship and Circularity” and “Waste”

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

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

TELEFLEX 2021 GLOBAL IMPACT REPORT

70

CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

DISCLOSURE

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

Employment
GRI 3: Material
Topics 2021
GRI 401:
Employment
2016

3-3 Management of material topics“People”

401-1 New employee hires and employee turnover”DEI in Recruitment” and “DEI in Retention”

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

401-3 Parental leave”Benefits” and “Family Support”

Occupational health and safety
GRI 3: Material
Topics 2021

GRI 403:
Occupational
Health and
Safety 2018

3-3 Management of material topics“Employee Health and Safety: Our Zero Harm Vision for our People”

403-1 Occupational health and safety management system“Employee Health and Safety: Our Zero Harm Vision for our People”

403-2 Hazard identification, risk assessment, and incident investigation“Employee Health and Safety: Our Zero Harm Vision for our People”

403-3 Occupational health services“Employee Health and Safety: Our Zero Harm Vision for our People”

403-4 Worker participation, consultation, and communication on occupational health andsafety“Employee Health and Safety: Our Zero Harm Vision for our People”

403-5 Worker training on occupational health and safety“Employee Health and Safety: Our Zero Harm Vision for our People”

403-6 Promotion of worker health“Employee Health and Safety: Our Zero Harm Vision for our People”

403-7 Prevention and mitigation of occupational health and safety impacts directly linked bybusiness relationships“Employee Health and Safety: Our Zero Harm Vision for our People”

403-8 Workers covered by an occupational health and safety management system“Employee Health and Safety: Our Zero Harm Vision for our People”

TELEFLEX 2021 GLOBAL IMPACT REPORT

71

CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

DISCLOSURE

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

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

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

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

404-2 Programs for upgrading employee skills and transition assistance programs“Tuition Assistance”

Diversity and equal opportunity
GRI 3: Material
Topics 2021
GRI 405:
Diversityand Equal
Opportunity
2016

3-3 Management of material topics”Diversity, Equity, and Inclusion”

405-1 Diversity of governance bodies and employees”Diversity, Equity, and Inclusion”

Public policy
GRI 3: Material
Topics 2021

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

GRI 415: Public
Policy 2016415-1 Political contributions“Participating in Public Policy”

TELEFLEX 2021 GLOBAL IMPACT REPORT

72

CEO Message

Corporate Social
Responsibility
Chair Message

GRI 2021
Standards

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

DISCLOSURE

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

LOCATION

Customer health and safety
GRI 3: Material
Topics 2021
GRI 416:
Customer
Health and
Safety 2016

3-3 Management of material topics“Innovation, Safety and Quality from Concept to Commercialization”

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

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

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

Teleflex did not have any incidents of non-compliance that resulted in a warning (i.e. warning letter),fine or penalty in 2021.

Marketing and labeling
GRI 3: Material
Topics 2021

GRI 417:
Marketing andLabeling 2016

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

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

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

417-3 Incidents of non-compliance concerning marketing communications

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

Customer privacy
GRI 3: Material
Topics 2021

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

GRI 418:
CustomerPrivacy 2016418-1 Substantiated complaints concerning breachesof customer privacy and losses of customer data

”IT Security and Privacy”

TELEFLEX 2021 GLOBAL IMPACT REPORT

73

CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Sustainability AccountingStandards Board(SASB) Index

Teleflex 2021 Global Impact Report74CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

Sustainability Accounting Standards Board (SASB) Index
Topic

SASB Code

MetricDisclosure/Explanation

HC-MS-240a.1

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

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

Description of how price information for eachproduct is disclosed to customers or to their agents.

Prices are communicated through distributors or directly with healthcare providers by way of a contract, tender, pricequote, or similar pricing agreement. In these documents, a selling price is provided, which is either based on theapproved list price (current standard selling prices available to all customers) or approved special price (negotiatedprice specific to the customer). These documents also include the fulfillment conditions for discounts and/or rebates,
if any. As these documents are typically regarded as confidential information, relevant confidentiality clauses will be
included in these purchasing agreements.

Affordability
and Pricing
HC-MS-240a.2• Class 1 recalls14: 2
HC-MS-250a.1

Number of recalls issued, total units recalled.

• # of units: 39,518• % of total Teleflex products sold in 2021: 0.0094%• For more information regarding recalls, please refer to the F.D.A. Medical Device Recall Database

HC-MS-250a.2

List of products listed in the FDA’s MedWatch Safety
Alerts for Human Medical Products database.

MedWatch: The FDA Safety Information and Adverse Event Reporting Program

HC-MS-250a.3

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

MAUDE - Manufacturer and User Facility Device Experience

HC-MS-250a.4

Number of FDA enforcement actions taken
in response to violations of current Good
Manufacturing Practices (cGMP), by type.

None
Note: This response is based on considering an “FDA enforcement action” to be the issuance of an FDA warning letter,
which Teleflex did not receive in 2021.

Product Safety

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

14

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Topic

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

SASB Code

MetricDisclosure/Explanation

HC-MS-270a.1

Total amount of monetary losses as a result oflegal proceedings associated with false marketingclaims.

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

United Nations
Sustainable
Development Goals(UN SDGs)

Teleflex policy strictly prohibits the promotion of a product for off-label use, as well as soliciting requests for
information on off-label use. Teleflex has a comprehensive and robust global off-label use response program designed
to mitigate the risk of off-label promotion and to handle off-label use inquiries in accordance with current FDA andother global regulatory agency requirements. Importantly, off-label use response activities are managed by our medical
and scientific personnel independent from our sales and marketing departments.

EthicalMarketing
HC-MS-270a.2

Description of code of ethics governing promotionof off-label use of products.

As part of our off-label use response program, unsolicited off-label use inquiries and responses are reviewed, tracked,
and auditable in a centralized database maintained by the response program coordinator and Clinical and Medical
Affairs (CMA) personnel. Responses to these inquiries are handled by CMA designees and follow FDA or other global
regulatory agency guidance. Teleflex policy requires these responses be truthful, balanced, non-misleading, andprovide independent, non-promotional scientific or medical information that is responsive to the specific request.
In addition, the CMA designee is required to provide a private response, sent only to the individual requesting theinformation, and must include appropriate statements and disclosures, as well as a copy of the product’s current
labeling.
Teleflex new hires and current employees receive annual training on how to avoid off-label promotion and recognize
off-label use inquiries, which training is tracked by the response program coordinator and commercial personnel.
CMA personnel also receive additional in-depth training on Teleflex’s procedure for unsolicited off-label use inquiry
responses. Failure to maintain current training certifications or any breaches of the off-label use promotion policy may
result in disciplinary action per Teleflex Human Resources policy.

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CEO Message

Corporate Social
Responsibility
Chair Message

Topic

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

SASB Code

MetricDisclosure/Explanation

HC-MS-410a.1

Discussion of process to assess and manage
environmental and human health considerations
associated with chemicals in products, and meetdemand for sustainable products.

"Product Development,” “Product Stewardship and Circularity,” “Responsible Consumption and Production.”

HC-MS-410a.2

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

At Teleflex, we have many reusable products. We have not yet established a system to quantify the extent of producttakeback.

Product Designand Lifecycle
Management

United Nations
Sustainable
Development Goals(UN SDGs)

In 2021, the Teleflex Global EHS function deployed EHS audits on several selected sites through our Compliance
Assurance Program delivered by independent third-party auditors.
HC-MS-430a.1

Percentage of (1) entity's facilities and (2) Tier I
suppliers' facilities participating in third-party audit
programs for manufacturing and product quality.

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

Supply Chain
Management
HC-MS-430a.2

Description of efforts to maintain traceability within
the distribution chain.

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

HC-MS-430a.3

Description of the management of risks associatedwith the use of critical materials.

Conflict Minerals Policy

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CEO Message

Corporate Social
Responsibility
Chair Message

Topic

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

SASB Code

MetricDisclosure/Explanation

HC-MS-510a.1

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

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

HC-MS-510a.2

Description of code of ethics governing interactions
with health care professionals.

Code of Ethics (page 7) and Teleflex Integrity CodeUnited Nations
Sustainable
Development Goals(UN SDGs)

Business Ethics

Anesthesia

Respiratory

40,687,020

Surgical

35,972,054

4,601,382

Urology Care

91,385,999

OEM

140,280,315

Vascular Access

22,073,381

Other774,995

Grand Total15

420,127,203

Interventional Urology

Activity Metric

15

HC-MS-000.A

Number of units sold by product category.

Interventional

83,956,661

395,396

This total excludes any respiratory products that were divested to Medline, Inc.

TELEFLEX 2021 GLOBAL IMPACT REPORT

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

United Nations Sustainable
Development Goals(UN SDGs)

Teleflex 2021 Global Impact Report79CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

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

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex CSR Pillar

Teleflex at a Glance

Corporate Social
Responsibility

UN Sustainable Development Goal

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

Planet &Environment

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

UN Sustainable Development Indicator16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all.

Promote peaceful and inclusive
societies for sustainable development,
provide access to justice for all andbuild effective, accountable andinclusive institutions at all levels.

16.5 Substantially reduce corruption and bribery in all their forms.

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

3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination.

Goal 6 (Clean Water and Sanitation):
Ensure availability and sustainable
management of water and sanitation
for all.

Goal 7 (Affordable and Clean
Energy): Ensure access to affordable,
reliable, sustainable and modern
energy for all.

United Nations
Sustainable
Development Goals(UN SDGs)

6.3 By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving
the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally.
6.4 By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water
scarcity and substantially reduce the number of people suffering from water scarcity.
7.2 By 2030, increase substantially the share of renewable energy in the global energy mix.

7.3 By 2030, double the global rate of improvement in energy efficiency.

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex CSR Pillar

Planet &Environment

Teleflex at a Glance

Corporate Social
Responsibility

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

UN Sustainable Development Goal

UN Sustainable Development Indicator

Goal 8 (Decent Work andEconomic Growth):
Promote sustained, inclusive andsustainable economic growth, full andproductive employment and decent
work for all.

8.4 Improve progressively, through 2030, global resource efficiency in consumption and production and endeavour to decouple economic growth fromenvironmental degradation, in accordance with the 10 Year Framework of Programmes on Sustainable Consumption and Production, with developed
countries taking the lead.

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

9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption ofclean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.

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

11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and otherwaste management.

12.2 By 2030, achieve the sustainable management and efficient use of natural resources.
Goal 12 (Responsible Consumption
and Production):
Ensure sustainable consumption andproduction patterns.

12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed
international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health andthe environment.
12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.
12.6 Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into
their reporting cycle.

Goal 13 (Climate Action):
Take urgent action to combat climatechange and its impacts.

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

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex CSR Pillar

Teleflex at a Glance

Corporate Social
Responsibility

UN Sustainable Development Goal

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

UN Sustainable Development Indicator

Goal 14 (Life Below Water):Conserve and sustainably use theoceans, seas and marine resources forsustainable development.
Planet &Environment

Goal 15 (Life on Land):Protect, restore and promotesustainable use of terrestrial
ecosystems, sustainably manage
forests, combat desertification, andhalt and reverse land degradation andhalt biodiversity loss.

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

14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from land-based activities, including marine debris andnutrient pollution.
15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particularforests, wetlands, mountains and drylands, in line with obligations under international agreements.
15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests andsubstantially increase afforestation and reforestation globally.
15.3 By 2030, combat desertification, restore degraded land and soil, including land affected by desertification, drought and floods, and strive to achievea land degradation-neutral world.
3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including for family planning, information and education, and theintegration of reproductive health into national strategies and programmes.
3.8 Achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective,
quality and affordable essential medicines and vaccines for all.
4.3 By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university.

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

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

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex CSR Pillar

Teleflex at a Glance

Corporate Social
Responsibility

UN Sustainable Development Goal

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

UN Sustainable Development Indicator
5.1 End all forms of discrimination against all women and girls everywhere.

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

5.4 Recognize and value unpaid care and domestic work through the provision of public services, infrastructure and social protection policies and thepromotion of shared responsibility within the household and the family as nationally appropriate.

Goal 8 (Decent Work andEconomic Growth):
Promote sustained, inclusive andsustainable economic growth, fulland productive employment anddecent work for all.

8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities,
and equal pay for work of equal value.

People

5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic
and public life.

8.8 Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants,
and those in precarious employment.
3.1 By 2030, reduce the global maternal mortality ratio to less than 70 per 100,000 live births.
3.2 By 2030, end preventable deaths of newborns and children under 5 years of age, with all countries aiming to reduce neonatal mortality to at least as
low as 12 per 1,000 live births and under-5 mortality to at least as low as 25 per 1,000 live births.

Prosperity& Sustainable
Healthcare

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

3.4 By 2030, reduce by one third premature mortality from non-communicable diseases through prevention and treatment and promote mental healthand well-being.
3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents.
3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including for family planning, information and education, and theintegration of reproductive health into national strategies and programmes.
3.8 Achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective,
quality and affordable essential medicines and vaccines for all.

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CEO Message

Corporate Social
Responsibility
Chair Message

Teleflex CSR Pillar

Teleflex at a Glance

Corporate Social
Responsibility

UN Sustainable Development Goal

Goal 8 (Decent Work andEconomic Growth):
Promote sustained, inclusive andsustainable economic growth, full andproductive employment and decent
work for all.

Prosperity& Sustainable
Healthcare

Goal 9 (Industry, Innovation,and Infrastructure):
Build resilient infrastructure,promote inclusive and sustainableindustrialization and foster innovation.
Goal 11 (Sustainable Cities andCommunities):
Make cities and human settlements
inclusive, safe, resilient andsustainable.

Continued Support for
Employees through the
COVID-19 Pandemic

Principles of Ethics& Governance

Planet & Environment

PeopleProsperity &Sustainable
Healthcare

Global Reporting
Initiative

Sustainability
AccountingStandards Board(SASB) Index

United Nations
Sustainable
Development Goals(UN SDGs)

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

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

11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums.

11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage.

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