Atos - Registration Document 2016

D Corporate Responsibility D.2

Being a Responsible employer

Atos Group Compensation Policy

Reward and Recognition Programs

for IT services and payments solutions, and to become a reference Wellbeing@work Company. Atos’ compensation policy is designed to support the Group 2016 Strategic Ambition to reinforce its position as Tier One Company The Compensation policy is based on Atos Human Resources values and aims: to attract and retain talents; • to reward performance and innovation collectively and • individually in a balanced and competitive way. To reach those objectives, which will be implemented in the countries where Atos operates according to local specificities and Communication Technology) market to ensure the Group competitiveness, both in level and structure, and ensure that regulations, the Group conducts an annual benchmarking exercise with Atos competitors in the ICT (Information and compensation packages are in line with market practices in every location. The Atos Total Compensation Package includes a fixed salary, a incentives such as stock-options and performance shares. variable bonus for eligible employees and benefits aligned with market practice. Key individuals may also receive Long Term and Operating Margin); Financial Objectives, cascading Group targets at employee’s • scope (mainly External Revenue, Order Entry, Free Cash Flow applicable especially to Sales and Global Functions; Quality, such as customer satisfaction survey results, • Efficiency Objectives, such as individual objectives linked to • TOP programs deployment; development and also including the Wellbeing@work initiative roll-out. Managerial or individual objectives, focused on people • Global Variable Compensation Policy to make sure that it is aligned with the Group’s operational strategy and that objectives Each semester, the Group Executive Committee reviews the Variable Compensation Policy encourages the Group employees to deliver the best collective and individual performance. The are SMART (Specific, Measurable, Achievable, Relevant and Time-related). The Executive Committee ensures that the financial results of Atos have a real impact on bonus payouts at all levels and for all functions. Atos variable remuneration This approach fosters ambitious objectives setting, and contributes to the alignment of business and strategic goals with For several years, Atos implemented a semester, and not annual, bonus policy, based on the Bonus Score Card principles. missions assigned to employees. Targets are split in four major categories:

initiative, such as: great contributor to be recognized at fair value, the Group rolls-out major programs, as part of the Wellbeing@work Recognition is a key motivating factor. In order to allow every reward their teams according to three levels (Bronze, Silver and Gold) for exceptional performances. In 2016, 13,821 “Accolade”, which empowers managers to instantaneously • Accolades have been distributed over the countries in which Atos operates in the world; “Success Story Awards” , which rewards the best project • teams working at clients' offices. Group Executive Committee selects the best projects after a first selection done at key players are invited to a dedicated ceremony with the Group Executive Committee. Geographic Business Units and Global Divisions' levels. This program is promoted through extensive communication and

Remuneration analysis

where the ratio between the highest OTE and the median one is below 10 [G4-54] . Atos ensures its competitiveness in the market . It results in 2016 that 25% of the Atos population working in a country

% of the Headcount

Ratio between the highest OTE and themedian OTE

Under 10 10

25% 54% 21%

More than 20

TOTAL

100%

[G4-55]

increased, with more employees now reflected in these two remuneration's levels in local employment markets, both the categories of “<10” and “More than 20” have somewhat In 2016, in line with Atos’ policy to reinforce evolution of categories in comparison to 2015, and consequently a smaller percentage of the workforce is categorized in “10 < X > 20 “. Employee stock ownership andmanagement: long term incentive plans Employee stock ownership plans In 2011, 2012 and 2014, Atos has been running a large possibility to buy Atos shares according to two kinds of vehicles: Employee Stock Ownership plan opened to a large number of employees. These plans, called Sprint, offered to employees the Sprint Dynamic, which offered a 20% discount on Atos • reference Share Price; providing also a capital guarantee in euro. Sprint Secure, which allowed employees to buy units of a • leveraged product benefiting from the share value growth, increase of eligible employees (from 60,000 to 70,000) and participating countries (from 14 to 27). The number of Sprint operations have been implemented with a significant subscribers has increased since 2012, with more than 2,700 Atos employees subscribing in 2014.

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