2021 Universal Registration Document

4 CORPORATE RESPONSIBILITY

Social responsibility: a committed and responsible Group

% 2020 (2) 86.9% 13.0%

% 2021 (3) 86.9% 13.1%

% 2019 (1) 85.5% 14.4%

Pay ratio: Average top 1% of salaries/Average annual salary

Under 4.5

4.5 ≤ x ≤ 5

Over 5

0.2%

0.0%

0.0%

99.8% of the Group workforce (excluding Cassiopae Tunisia, interns and acquisitions). (1) 99.9% of the Group workforce (excluding interns and acquisitions). (2) 100% of the Group workforce (excluding interns and acquisitions). (3)

Employee share ownership At 31 December 2021, all the holdings managed on behalf of employees accounted for 5.8% of the share capital and 7.8% of voting rights. The Board of Directors decided on 12 January 2022 to implement the We Share 2022 employee share ownership plan in the first half of 2022, with the same characteristics as the previous plans, which have met with great success. Under the new plan, employees thus receive an employer contribution of one free share per share

acquired, with the individual employee contribution capped at €3,000. This plan is in keeping with Sopra Steria’s continuing aim to give employees the opportunity to share in the success of the Group’s corporate plan and performance over the long term. It helps recognise the commitment of Sopra Steria employees to the goals set by the Group. As key drivers of motivation, the We Share plans help the Group retain talent and contribute to the company’s attractiveness during recruitment campaigns.

Achievements: 2019–2021 performance indicator

Target

2019

2020

2021

Increase the % of employees under 30

N/A*

+0.2 point

-4.8 points (1)

The proportion of employees under 30 fell due to the delayed resumption of recruitment. However, recruitment of under-25s increased significantly between 2020 and 2021 (31.7%, vs 29.5% in (1) 2020). N/A: not available. *

2022–2025 performance indicator target: increase the % of employees under 30.

Maintaining and developing skills 2.6. The digital revolution, the expectations of the next generation and the uncertain environment we are currently navigating, all mean we must constantly develop our employees’ skills. It is estimated that nearly 50% of technical or “hard” skills become obsolete in less than five years. Efforts to maintain and develop employees’ skills are underpinned by two key policies: human resources and training. These policies serve the corporate plan and strategic direction, with the goal of ensuring that the Group has access to the appropriate skills at all times and in all places, particularly as project cycles accelerate. Backed by these policies, the Group Core Competency Reference Guide provides a shared framework for understanding the Group’s professions, appraising employees and supporting career development. These two policies and the Core Competency

Reference Guide are among the Group’s key skills development tools and are designed to meet three challenges: Constantly improve our ability to meet client expectations and p serve the Group’s strategy; Boost motivation and build employee engagement; p Drive performance and maintain employability at the leading p edge of technological and business expertise. These policies are also aimed at maintaining a shared culture of purpose that strengthens relationships within the Sopra Steria community. To illustrate the trend, the following table shows selected key figures for training hours in 2021 (excluding work-linked training students and interns):

Training hours

2018

2019

2020

2021

Number of hours and average hours per employee Number of hours and average hours per female employee Number of hours and average hours per male employee

1,244,583 N/A*

1,263,354

29

1,207,065

27

1,219,922

27

N/A*

N/A*

369,505

27

374,536

26

378,547

27

N/A*

N/A*

893,850

30

832,528

27

841,375

27

*

N/A: not available.

112

SOPRA STERIA UNIVERSAL REGISTRATION DOCUMENT 2021

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