Assystem - Registration Document 2016

4

2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)

THE ASSYSTEM GROUP’S CSR STRATEGY

4.1 THE ASSYSTEM GROUP’S CSR STRATEGY

The corporate social responsibility principles underpinning the Group’s strategic business model are a fundamental driver of value creation and business growth. Four challenges are central to Assystem’s CSR strategy:

rollout to all of the Group’s countries and all employees. A series of events will be organised in 2017 to support the rollout, mainly in Germany, the United Kingdom, Spain and Romania, in order to continue the process of raising employee awareness of Assystem’s compliance policies. Through its business, Assystem has occasion to participate in projects that have an impact on the environment. The Group’s public and private sector clients have very clear expectations in this regard and require their service providers to meet high environmental standards. Assystem plays close attention to the environmental performance of its businesses and to developing solutions and services that contribute to reducing the overall carbon footprint of its clients’ products and infrastructure. ● Create value for clients through sustainable and innovative solutions A key priority for Assystem is to guarantee the highest levels of client satisfaction by offering targeted high quality services that help them to transform their businesses and anticipate future needs. As well as focusing on these four challenges, Assystem puts its CSR commitments into practice through the projects undertaken by its E&I and GPS divisions on behalf of clients or with other partners, as explained below. ASSYSTEM, FACILITATING ENERGY TRANSITION AND EFFICIENCY PROJECTS AND THE DIGITAL REVOLUTION ● Manage the Group’s environmental footprint Assystem’s Energy & Infrastructure (E&I) division offers to manufacturers, utilities companies and contractors working in the nuclear, conventional energy, transport infrastructure and life sciences sectors and on other complex infrastructures, the expertise acquired through its long experience in the nuclear industry and in infrastructure engineering in environments that have complex operating conditions and/or stringent safety requirements. Managing nuclear risks is a challenge shared by all E&I activities serving major nuclear industry clients. To accompany the overhaul of general technical regulations applicable to basic nuclear power plants, Assystem’s Nuclear Risks Management Unit has launched a series of initiatives to instil a powerful safety culture among employees. These initiatives respond to a set of commitments described in the Nuclear Safety Culture Charter adopted in 2014. For more information about the E&I division, see Chapter 1 of this Registration Document. The E&I division

● Be a responsible employer

The success of the Assystem business model is attributable to the quality of its teams who are the Group’s most important asset. Their expertise, knowledge and innovation capabilities represent the business growth drivers that enable the Group to create lasting value for clients. There are two priorities in this area. The first is to attract and retain talent from a wide variety of backgrounds. The second is to promote diversity and teamwork, so that the best use is made of each individual’s skills and an environment is created in which employees can achieve their career goals and become engaged members of the community. For example: ● convinced of the value of workplace diversity, Assystem has long been committed to helping people with disabilities to join the workforce, and to acting as a standard bearer in this area. In 2005, the Group pledged to uphold France’s equal opportunity charter, in 2007 a dedicated unit was set up to help employees and managers address the issues faced by disabled workers and in 2013, a three-year corporate agreement on the employment of people with disabilities was signed, which was renewed in 2016, ● teleworking, an increasingly popular method of achieving a good work-life balance, is a key challenge and a pilot scheme was organised in France in 2016. Offering teleworking options makes Assystem a more attractive employer and also helps to reduce the Group’s carbon footprint by cutting down on commuting, ● the creation in 2016 of more than 700 on-line communities connected via WorkPlace promotes collaborative working and the sharing of both ideas and innovations. This corporate social network contributes to more fluid workflows and enhanced internal communications, while also ensuring the dissemination and appropriation of common values, ● Assystem leverages the skills of its experts to develop innovative solutions for the benefit of society. A recent example is the project set up in 2016 with the Clinatec biomedical research centre to develop a Brain Computer Interface designed to improve the quality of life of quadriplegics. For the young engineers chosen to work on the project, this is an opportunity to work on a solution that will change people’s lives while at the same time honing their technological skills, ● Assystem also maintains a sustained constructive dialogue with all the organisations representing its employees. All of these topics and the related initiatives launched in 2016 are described in Section 4.3 (pages 51 to 58) of this report.

● Be an ethical market player

The Group considers that a shared culture of compliance and ethical behaviour is both a necessity and a source of strength. In 2016, a new version of the Assystem Code of Ethics was approved for phased

46

ASSYSTEM

REGISTRATION DOCUMENT 2016