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.
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SOPRA STERIA UNIVERSAL REGISTRATION DOCUMENT 2021
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