Assystem - 2018 Register document

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

MAIN NON-FINANCIAL RISKS

Main risk mitigation measures

Type

Impact

KPIs

2017

2018

Comments

Opportunities

Chapter(s)

Be an ethical market player Corrruption

• Retain the trust of clients, shareholders and all other stakeholders • Make Assystem more attractive

• Reputational damage • Financial losses • Destabilisation of the Company and its management • Legal risks (including under criminal law) • Staff turnover rate out of control • Loss of critical skills • Inability to pursue the Group’s strategy of qualified candidates to succeed current managers in the medium-term • Shortage

• Pledge to uphold the Global Compact • Code of Conduct plus specific policies

n.d.

n.d.

This indicator will be introduced in 2019 as part of the upgraded approach to comply with the Sapin II Act. Sustained hiring dynamic to offset the high turnover rate inherent in our business

Chapter 2, Section 2.1.4 Chapter 3, Section 3.2.1

% of concerned employees who have received Code of Conduct compliance training

Be a responsible employer Attractive employer/ ability to retain talent

• Employer brand communication and visibility • Intensive hiring campaigns • Succession plans and active

• Stronger

Number of new hires Overall turnover rate

1,225

1,617

Chapter 3, Section 3.3.1 Chapter 4

employer brand

• Optimised

28.7%

27.9%

hiring and staff turnover costs

management of key people turnover programme to prepare the young generation

• Graduate

• Mobility

programme

• Investment

• Staff

• Inability to

Investment in training: Number/% of employees trained Number of hours

1,892 64.86%

2,416 57.51%

Strong training dynamic, increase in employee numbers had a dilutive effect on % trained

Chapter 3, Section 3.3.5

Mismatch between available skillsets and the needs of a changing environment

in resources focused on innovative sciences and tools (data science, cyber, digital, etc.) • HR planning and development, based on profession and skill maps • Specialised internal training institutes • E-learning platform

employability • Attractiveness as an employer • Employee satisfaction • Training of

address/partner the development of new markets

• Less cost-

efficient training

• Faster staff turnover • Employee

59,088

77,281

the young generation

disengagement

• Employee

• Pride in the Group and increased employee engagement • Productivity gains as

• Poor work

Overall engagement score (participation rate)

6.3/10 (68.2%)

(every two years)

Chapter 3, Section 3.3.3

Social dialogue

engagement survey

environment, damage to the Company’s image

• Collective

agreements on the organisation of working hours

• Faster staff turnover

• Local social dialogue structures

employee motivation increases

• Reduced

absentee rate

42

ASSYSTEM

REGISTRATION DOCUMENT 2018