Assystem - Registration Document 2016

2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)

HUMAN RESOURCES INFORMATION: HR DEVELOPMENT AS A DRIVER OF PERFORMANCE

Workplace safety processes have also been defined in Germany. They are implemented and strengthened through regular controls (particularly for employees who work in laboratories or outside office hours) and dedicated training (since 2016, specific training has been organised for managers on safety issues). In Romania, training is given by the Safety Manager twice a year to employees working in Assystem’s offices (backed up by quarterly e-mails giving additional instructions) and four times a year to employees who work on project sites and in plants. To help prevent the risk of road accidents, employees who drive Assystem vehicles are given medical check-ups once a year. 4.3.4.2 Promoting quality of working life The Group seeks not only to protect its employees’ health and safety but also to offer them the best possible working environment. This aim has led employees in France to be offered the opportunity to work from home (see Section 4.3.1.4 of this Registration Document). In the United Kingdom, employees are offered training in techniques to reduce workplace stress. In Romania, numerous measures are deployed to promote a good quality of working life, such as the Social Club (a relaxation area open to all employees) and the regular organisation of social and sporting events. 4.3.5.1 Supporting young and older employees through dynamic intergenerational transfers 4.3.5.1.1 SUPPORTING YOUNG PEOPLE Providing opportunities to young employees and supporting their career development are key commitments for Assystem. Induction and development programs have been set up in all of the Group’s host countries, to support new hires as they settle into the Company. The Leo program set up in France in 2012 is one example of this policy. The hundred or so interns from target engineering schools who join Assystem each year take part in a specific induction and mentoring program. In 2016, 60% of them were hired at the end of their internship and the aim is to increase the proportion to 70% in the coming years. In Romania, young recruits take part in a one-week induction program and are guided by a mentor. They can also be given help in finding somewhere to live. Around fifteen students are taken on under short-term contracts each year and receive training with a view to subsequently being offered a permanent contract. In the United Kingdom, the hiring of young people is actively encouraged, especially under apprenticeship schemes. They participate in high quality training and skills development programs recognised by such highly respected organisations as the Institution of Mechanical Engineers (IMechE). 4.3.5 NURTURING HUMAN CAPITAL

4.3.5.1.2 OLDER EMPLOYEES In France, the Group has deployed various measures to help older employees maintain and develop their skills (see Section 4.3.3.2 of this Registration Document). In the United Kingdom, older employees are offered flexible and/or reduced working hours. 4.3.5.1.3 INTERGENERATIONAL SKILLS TRANSFERS In all of its host countries, the Group promotes intergenerational transfers of skills through its many partnerships with engineering schools (see Section 4.5.3 of this Registration Document) and in 2017, a charter will be published setting out its policy in this area. In France, the Assystem Institute promotes the transfer of expertise between generations through its training programs (see Section 4.3.5.2 of this Registration Document). In 2013, AEOS and Assystem France each signed a corporate agreement with trade union representatives to set up a “Generation Contract”, a new type of contract introduced in France to encourage the employment of young people and knowledge-transfer from older employees. AEOS and Assystem France have given certain commitments in these contracts concerning: ● improvements to the working conditions of older employees, including through reductions in their working in hours; ● the organisation of intergenerational cooperation, notably through the creation of a technical expertise unit which older employees are invited to join in order to develop and/or lead training sessions at the Group’s own centres and/or at target engineering schools; ● skills and qualifications development and access to training. In the United Kingdom, young hires are helped by their sponsors to ensure that the training course they have chosen is appropriate and will enable them to acquire the skills needed by the Group. In Romania, the Group has a policy of hiring older employees who can pass on their knowledge and expertise to the younger members of the team. 4.3.5.2 Providing training today to meet the needs of tomorrow Developing and constantly upgrading skills is vital to guarantee the long-term excellence of Assystem’s savoir-faire . Thanks in part to the creation of the Strategic Workforce Assystem Planning (SWAP) system, the Group offers all employees a training roadmap aligned with the engagements they are chosen to work on, their skills and the needs expressed by the client, the Company and the employee. SWAP is a shared skills management system that is used to better target the training spend and offer employees the opportunity to drive their own careers. SWAP was initially deployed in France, then ● the hiring of older employees; ● the continued employment of older employees;

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REGISTRATION DOCUMENT 2016