Assystem - 2018 Register document

NON-FINANCIAL INFORMATION STATEMENT CSR-BUSINESS ETHICS GOVERNANCE AND STRATEGY

In this way, we intend to create the necessary conditions for lasting, responsible and shared business growth. In 2017 and 2018, we reviewed the stakeholder map, classifying each stakeholder according to their degree of influence over the Group, the perceived legitimacy of their demands and expectations, and the urgency with which these demands need to be addressed.

Interactions

Expectations

Dialogue method

• Deliver projects • Engagement and service quality • Compliance with safety, security and environmental imperatives • Innovative technological solutions

• Frequent and recurring dialogue in order to partner them in implementing their strategy and addressing their business challenges • Annual satisfaction survey covering 300 clients, with a 90% satisfaction rate • Joint participation in conferences and symposia on future developments in our businesses • EcoVadis Gold CSR rating • Continuous dialogue with competitors, some of which are also partners • Membership of industry organisations (Syntec Ingénierie) • Participation in conferences, debates and trade fairs

Our clients

Our clients are our main source of business referrals. Thanks to them, we generate revenue and create value. Our clients’ business environment influences our own business. Our agile business model and ability to adapt to their environment are essential. Our competitors are in direct competition with us. We operate in the same markets, bid for the same contracts and “source” the same candidates. We offer competing innovations and technological solutions to clients. It is important that we continue to present competitive, attractive and differentiating bids in order to win contracts. We need to develop their employability and promote an open and flexible work environment. There is a shortage of qualified engineers and it is therefore important for us to make Assystem an attractive employer brand. Attracting and hiring talent is crucial to support our growth. Our partners are strategic and complementary. They enable us to access new techniques and skills in order to win new contracts. We create vehicles enabling us to work together on long-term projects. The support of our shareholders is critical to the Group’s medium-term development. They want to be informed about our major decisions and core strategies. They expect us to meet the highest standards of corporate governance.

• Comply with the fundamental principles of healthy competition in accordance with competition law • Contribute to the public debate and industry discussions in order to drive advances in our disciplines and professional practices in accordance with competition law

Our competitors

3

• Interesting engagements • High quality management • Competitive compensation • Attractive employer • Skills development • Workplace wellness

• Engagement survey every two years • High quality dialogue with employee representatives • Live chats with senior management

Our employees Our employees are essential to our value creation process.

• Interesting projects • Career paths and development opportunities • Quality of work life and attractiveness (pride in their employer)

• Presence on engineering school campuses • Sponsoring partnerships with selected schools • Social media presence • Presence at job fairs • Media relations (employer brand) • Creation of project teams to work on common solutions • Publication of the reports required under the applicable regulations • Organisation of General Meetings • Organisation of investor and analyst meetings • Code of Conduct • Securities Trading Code of Conduct

Candidates

• Joint projects built around innovative solutions • Shared project governance • High quality client service • A sustainable business model • Recurring performance • Ethical practices • Transparency about financial and other issues

Our partners

Our shareholders

3.2.3 NON-FINANCIAL RISK FACTORS In a constantly changing international environment, pro-active risk management is key to ensuring our business’s sustainable development and an objective shared by all employees. Our strategy for managing non-financial risks is based on identifying areas for improvement and new opportunities. We are exposed to risks that may have a material adverse effect on the Group, its business, financial position, results or outlook, as explained in Chapter 2 – Risk governance and management, of this Registration Document. The procedures for identifying and managing these risks are also described in Chapter 2. For the purposes of this Non-Financial Information Statement, we performed an additional process-based analysis of the main risks arising from our business’s economic, social and environmental impacts. Among

these, we retained the risks concerning the four pillars of our CSR strategy that affect the six main stakeholders referred to in Section 3.2.2 above. The procedures for identifying and analysing these risks are the same as those described in the discussion of internal control procedures in Chapter 2 of this Registration Document. The risks were identified according to three criteria: impact (severity), probability (occurrence) and detectability. The table below presents the Group’s main inherent non-financial risks. Environmental risks and human rights risks are discussed in Sections 3.2.1, 3.3.2 and 3.5. The effectiveness of action plans addressing these risks is measured using qualitative and quantitative indicators. The analysis scope for these indicators is presented in the methodology note in Section 3.6.

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ASSYSTEM

REGISTRATION DOCUMENT 2018