Assystem - Registration Document 2016

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2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)

HUMAN RESOURCES INFORMATION: HR DEVELOPMENT AS A DRIVER OF PERFORMANCE

4.3.1.4 Work organisation The Group’s objective is to offer the best possible work environment, in line with its belief that happy employees are motivated and productive. In line with this objective, it endeavours to ensure that employees enjoy a good work-life balance, supports them during key events in their personal lives (such as parenthood, illness, accidents), and leverages new technologies in order to offer flexibility and time-saving measures. At the end of 2015, a pilot teleworking scheme was launched in France. Working from home enables employees to enjoy a better work-life balance by reducing their commuting time and giving them considerable flexibility in the way they organise their personal lives. The teleworking scheme therefore makes Assystem a more attractive employer. The pilot scheme proved successful and negotiations are now underway with trade union representatives to allow all eligible employees of the Group’s French companies to work from home on a volunteer basis in 2017. In Germany, employees have been offered teleworking opportunities for many years and a formal policy will be issued in 2017. The Group also deploys specific measures to facilitate the working lives of employees with disabilities. In France, measures have included modifying disabled employees’ workstation equipment and adjusting their working hours, granting additional days off, paying travel costs in excess of Group policy and financing the installation of special equipment in the employee’s personal car. Measures have also been implemented in the United Kingdom to ensure that all employees have the same chance of succeeding. Based on a prior workstation assessment performed with the assistance of independent occupational health consultants (Everwell), employees with disabilities are given specific equipment and specially adapted office access and working hours. Where needed, sign language interpreters accompany engineers during their meetings with co-workers and clients. Within the Group, average weekly working hours vary depending on the host country and local labour legislation. Lastly, the absentee rate was 3.50% in 2016 versus 4.21% in 2015. 4.3.2.1 Organisation of social dialogue The Group’s Human Resources Departments maintain continuous dialogue with employee representatives and trade unions with the aim of promoting responsible operating methods and practices. They endeavour to make relations with employee representatives a driver of progress within the Group. In France, negotiations are under way with trade union representatives with a view to signing a framework agreement organising social dialogue based on France’s Social Dialogue and Employment Act of 17 August 2015 (“Rebsamen Act”). 4.3.2 PROMOTING AND MANAGING SOCIAL DIALOGUE

Of the total employees hired in 2016 in France by AEOS, Assystem France, Assystem Régions and Athos Aéronautique, 27% were women ( versus 22% in 2010). This performance, which was better than the specific objectives agreed with employee representatives, was achieved despite the shortage of women engineers and the limited number of unsolicited job applications from women received by Assystem and the other companies operating in its industry. In Germany, management is aiming for women to represent one-third of the workforce by 2020. Hiring people with disabilities is another important challenge for the Group. In recent years, various initiatives have been launched to improve its performance in this area, particularly in France. Examples include: ● development of partnerships with job sites and recruitment firms specialised in helping people with disabilities to find work; ● awareness-raising initiatives among managers and other staff responsible for hiring new employees; ● organisation of hiring events (job forums, handicafés, etc.). Regarding employee turnover, a total of 3,418 employees left the Group in 2016 (excluding UK contractors, Insiéma, MPH Global Services and MPH Global Services’ subsidiaries and associates), including 326 employees whose contracts were terminated. 4.3.1.3 Remuneration In 2016, the Group’s payroll costs were as follows (see also Note 5.3.2 to the consolidated financial statements, page 98 of this Registration Document): Tax credits and operating grants are generally recorded as a deduction from payroll costs. Employee benefit obligations reported in the consolidated statement of financial position mainly concern statutory retirement bonuses (see also Note 5.3 to the consolidated financial statements, page 98 of this Registration Document). The post-employment benefit plans covering Group employees are for the most part defined contribution plans. At its meeting on 4 July 2016, the Board of Directors decided to award a total of 300,300 performance shares to a certain number of Group employees. The performance shares will vest in April 2020, provided that the recipients are still employed by the Group and certain performance conditions are met during the vesting period (see also Note 5.3 to the consolidated financial statements, page 101 of this Registration Document). Details of the remuneration and benefits attributed to members of the Board of Directors and executive management in 2016 are provided in Section 2.2.2, pages 27 et seq. of this Registration Document. In millions of euros Wages and salaries 2016 2015 (515.0) (147.4) (662.4) (507.9) (136.9) (644.8) Social security contributions Total

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ASSYSTEM

REGISTRATION DOCUMENT 2016