Social responsibility: A committed and responsible collective effort
Social responsibility: A committed and responsible 2. collective effort
2020 context 2.1. The unprecedented economic crisis resulting from the Covid-19 pandemic has had a range of effects, from declines in business levels and a sharp slowdown in recruitment to cancellations of events and the need to move training online, with a pronounced impact on most indicators. Against this backdrop, the Group nevertheless took pains to maintain and strengthen relationships with employees, applicants and students across all geographies, despite lockdown measures. With all employees working from home, regular surveys of the employee climate were carried out and support and communication measures implemented to ensure that the Group continued to listen to and maintain close contact with employees. The relevant information is set out in Section 2.3.3, “Working conditions and organisation" of this chapter (page 114). The Group also reaffirmed its desire to maintain commitments given to applicants and students before the crisis so as to welcome them in the best possible conditions in spite of a complex and unprecedented situation. Digital technology is a strategic sector of the economy and a real necessity at a time when society must reinvent itself while also maintaining a long-term vision. The Sopra Steria Group is transforming itself to increase its value to clients by addressing their business challenges, combining its various service offerings as part of an end-to-end approach and incorporating digital technology at every level. It seeks to continually develop the abilities of its teams, to ensure that they can constantly adapt to technological and market changes. Against this backdrop, Sopra Steria’s ambitions in relation to responsible employment practices entail five types of challenges for the Group: As regards attractiveness , attracting and retaining the very p best digital professionals to support the Group’s development; As regards skills maintenance and development , maintaining p and developing employees’ skills to proactively meet clients’ current and future needs; As regards diversity and equal opportunity , addressing major p public interest issues and preventing any form of discrimination, with a focus on promoting access to employment for people with disabilities, gender equality in the workplace and access to employment for young people; As regards labour relations , forging with employee p representatives a constructive dialogue and negotiations to plan ahead for and support the major changes affecting the Group; As regards health and safety , offering an environment p conducive to quality of life in the workplace. Responsible employment 2.2. challenges
The Group is a participant in the United Nations Global Compact and supports the UN Sustainable Development Goals 3, 4, 5, 8, 10, 11 and 17 related to employment. It adheres to the principles and fundamental entitlements of the Universal Declaration of Human Rights adopted by the United Nations General Assembly in 1948 and the European Union’s Charter of Fundamental Rights, and abides by the eight fundamental conventions of the International Labour Organisation (ILO). The Group is notably committed to: Complying with European Community and domestic labour law p and collective bargaining agreements in each country where the Group operates or, if necessary, put in place measures intended to improve relations between management and labour; Upholding, in particular, freedom of association and the right to p collective bargaining in each relevant country, the elimination of forced or compulsory labour and the effective abolition of child labour. The Group’s corporate responsibility policy is aligned with these commitments. More generally, it aims to abide by the principles of equal opportunity and non-discrimination. The goal is foster a caring work environment where everyone feels recognised and valued irrespective of origin, gender, age or disability. The Group’s ambition is to attract the best professionals and anticipate future skills requirements through a broad training offering. These ambitions and a working environment nurturing professional development and well-being help to attract and retain its talent. Governance All matters relating to talent management, employee training and diversity are managed by the Group Human Resources Director, supported by a network of country and/or subsidiary Human Resources Directors. The Group Human Resources Director reports directly to Sopra Steria’s HR Transformation Director, who is a member of the Executive Committee.