Sopra Steria - 2020 Universal registration document


Social responsibility: A committed and responsible collective effort

An ongoing career and skills assessment and development • process to maintain staff employability. The relevant information is st out in Section 2.2.2, “Maintaining and developing skills”, of this chapter (pages 108 to 109), An international Group employee share ownership • programme to give all employees a more meaningful stake in the company’s performance. 2020 achievements Attractiveness: Many events continued to run, with modules p and forums adapted to a digital format. Virtual events were held to maintain ties with students and give them opportunities to get to know the Group’s business areas. The Group’s position in rankings was affected by the Covid-19 crisis. Since rankings rely on a certain volume of responses, some organisations decided not to produce a ranking this year due to low numbers of responses. 614 school initiatives, compared with 1,000 in 2019 (76% of • scope: Belgium, Denmark, France, Germany, India, Italy, Morocco, Norway, Poland, Spain, United Kingdom), LinkedIn: 23% more followers (336,762 compared with • 274,000 in 2019), Sopra Steria recognised by employees and applicants: • Happy Trainees France: while Sopra Steria was once again − accredited in 2020, no ranking was drawn up due to the Covid-19 crisis. For reference, Sopra Steria ranked ninth in the 2019 Happy Trainees ranking, Happy Trainees World: the Group was not accredited in 2020 − due to the difficulty of hosting interns and work-linked training students in some countries as a result of the Covid-19 crisis. The Group ranked seventh in the 2019 Happy Trainees World ranking, Happy Candidates: the Group was certified for the second year − running, Potential park: Sopra Steria held on to its place in the top 20. − Technical problems meant the Potential park audit could not be carried out under optimal conditions, resulting in the Group falling four places (from 15 th to 19 th among French companies in the top 100 CAC 40 and SBF 120 companies ranked in relation to their use of digital channels for recruitment in 2019), Universum: amid the unprecedented circumstances of 2020, − Sopra Steria maintained its connections with students by way of virtual events. The Group needs to further step up its presence in schools to build its relationships with students, thus strengthening the Group’s position as a preferred employer. Down six places from 75 th to 81 st place, based on a sample of 36,917 students, The Group was recognised as an “Open Company” by − Glassdoor; Mobility : the internal mobility portal was overhauled and is now p accessible to all Group entities in France. There were 78 intragroup staff transfers in 2020 (275 in 2019), but no interns or work-linked training students (76 in 2019), and 13 destinations, compared with 17 in 2019;

Given the nature of the Group’s business, not all the labour-related challenges set out above are main risks for the company as defined in the Statement of Non-Financial Performance. Only attractiveness and skills maintenance and development are main risks for the Group and treated as such in the “Risk factors” section. The relevant information is set out in Section 1, “Risk factors”, chapter 2 of this Universal Registration Document (pages 36 to 42). Policies, actions and achievements associated with these five challenges are described below. ))' ) # # ' ) # # "$' ) ! #) Employee engagement, motivation and skills are key factors in the Group’s success and depend on its ability to attract and retain talent. To attract and retain more talent, the Group must be a leading player in the digital sector, acting boldly and decisively. To meet this challenge, three innovative policies have been implemented to promote close contact with applicants and employees through personalised support. These policies form part of a long-term strategy aimed at ensuring the transparency of our HR practices. They are broken down as follows: The employer brand policy aims to increase awareness of the p Group among applicants and employees through HR marketing and communications campaigns designed to share the Group’s values; Recruitment policy is based on the principles of equal p opportunity and non-discrimination. This proactive policy contributes to the national effort to foster access to employment for young people by taking on young graduates, interns and work-linked training students. It is aligned with new uses for digital technology and the transparency demanded by today’s job seekers. This policy is structured around four types of actions: Promoting jobs in the digital field to attract more young people • and, in particular, women, Making a meaningful difference: offering an enriching • experience through innovative civic projects. The relevant information is set out in Section 2.2.3, “Diversity and equal opportunity”, of this chapter (pages 109 to 111), Facilitating transparency to meet applicants’ expectations: free • exchanges between employees and applicants via platforms like PathMotion and Glassdoor, Fostering international mobility: offering students and • employees opportunities to broaden their career paths; The retention policy seeks to respond to employees’ p expectations and needs. It is based on a robust induction and integration programme and supported by close relationships between management and staff. The induction and integration programme is a key ingredient in the retention not only of new recruits but also of employees joining the Group through mergers and acquisitions. The policy is served by an action plan structured around three key areas of focus: A specific induction process adapted to the appropriate level • of experience, together with a common “Get on board” seminar aimed at all new recruits. There are two tracks: one for young people and the other tailored to inductees’ seniority. These two processes help new recruits gain an understanding of and share the Group’s culture, values and fundamentals



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