Sopra Steria - 2019 Universal registration document


Social responsibility: A committed and responsible collective

ATTRACTING AND RETAINING MORE TALENT 2.1.1. The fast-growing digital sector is a strategic sector of the economy making a significant contribution to countries’ growth. This situation implies a highly dynamic global labour market in the sector, leading to a war for talent and a level of turnover reflecting this positive momentum. To attract and retain more talent, the Group must be a leading player in the digital sector, acting boldly and decisively. To meet these challenges, three innovative policies have been implemented to promote close contact with applicants and employees through personalised support. These policies, which form part of a long-term strategy aimed at ensuring the transparency of our HR practices, are broken down as follows: The employer brand policy aims to increase awareness of the 1. Group among applicants and employees through HR marketing and communications campaigns designed to share the Group’s values. The recruitment policy is deliberately aimed at hiring young 2. graduates as well as hosting interns and work-linked training students, thus contributing to the national effort to promote access to employment for young people. It is based on the principle of equal opportunity and non-discrimination. It is aligned with new uses for digital technology and the transparency demanded by today’s job seekers. This policy is structured around four main priorities: promoting jobs in the digital field to attract more young people p and, in particular, young women; making a meaningful difference: offering an enriching experience p through civic projects (see 2019 achievements above); facilitating transparency: free exchanges between employees and p candidates via sites like PathMotion and Glassdoor; fostering mobility: responding to students' wishes for more p fulfilling career options by offering opportunities for international job moves. The retention policy is based on a robust policy of induction and 3. integration – a key ingredient in the retention of both new recruits, most of whom are young, and employees joining the Group as a result of mergers and acquisitions. More generally, it responds to employees’ expectations and needs by offering a stimulating work environment. It is supported by three key processes: a specific induction process for young people and another p tailored to inductees’ seniority. These two processes help new recruits gain an understanding of and share the Group’s culture, values and fundamentals; an ongoing career and skills assessment and development process p to maintain staff employability (see the next section as well); an international Group employee share ownership programme to p give all employees a more meaningful stake in the company’s performance.

2019 achievements The number of new hires declined slightly but was in line with p targets; 10,844 new hires (vs. 11,662 in 2018), with an increase in the proportion of women (33.1%, vs. 32.8% in 2018) and of under-25s (up 16% relative to 2018) hired, in line with the goal of boosting the Group’s appeal as an employer. High-visibility civic projects: HandiTutorat (academic tutoring for p secondary school students with disabilities), HandiVoile (inclusion of disabilities at a sports event) and the Science Factor competition: supporting the winning “Handinumérique” project (a competition to foster the emergence of citizen-led ideas and innovation projects with a positive impact on society, the economy or the environment, involving equal numbers of girls and boys). Increase in the number of interns and students on work placements p thanks to dynamic partnerships with schools: 1,562 interns hosted in 2019, compared with 981 in 2018, an increase of 59.2% across 64.6% of the relevant scope (Belgium, France, Germany, Italy, Luxembourg, Morocco, Netherlands, Spain, Switzerland and Tunisia); 837 students on work placements in 2019, compared with 702 in 2018, an increase of 19.2% across 42.3% of the relevant scope (France); and 1,000 school initiatives in 2019 (51% of the relevant scope: France, Germany, Poland). Moved higher in rankings: p LinkedIn: 41% more followers (274,000 in 2019, up • from 194,000 in 2018), Happy Trainees France: up six places in France (ranked ninth in • the Happy Trainees ranking in 2019 vs. 15 th in 2018), Happy Trainees World: Ranked seventh in Happy Trainees • World ranking in 2019, Potentialpark: up five places in 2019, moving from the 15 th to • the 10 th spot among French companies in the top 100 of the CAC 40 and SBF 120 ranked in relation to their use of digital channels for recruitment, Universum: up four places in 2019 from the 79 th to the 75 th , • based on a panel of 37,578 students. International job moves for employees and students: 275 in 2019 p vs. 196 in 2018, including 76 interns and students on work placements, compared with 112 in 2018 (this decline is due to a change in Indian visa requirements that means French interns can no longer go to India); 17 destinations in 2019 vs. 13 in 2018. Overhauled induction programme to be rolled out in 2020. p Increase in the percentage of employees under 30 in the p workforce: 25.6% in 2019 vs. 24% in 2018 (excluding new hires in the year). Group turnover of 17.7%, slightly up (2018: 16.9%) but still p below the digital sector as a whole in countries where the Group has a presence. This reflects, in particular, the sector’s strong momentum. Findings of the Great Place to Work survey: 78% of p employees responding to the survey felt that “New employees receive a good welcome”.



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