Sopra Steria - 2020 Universal registration document


Social responsibility: A committed and responsible collective effort

2020 achievements The circumstances surrounding the Covid-19 crisis led to a more rapid expansion of digital training offerings. The Group also rolled out a reskilling policy to address production overcapacity in some entities and business sectors hit particularly hard by the crisis. Update and rollout of the Group’s Core Competency p Reference Guide , now including video portraits giving an overview of the Group’s businesses to show them in a clearer light (100% of scope); All employees are assessed against the same criteria. There p were 4,117 promotions, with women accounting for 35% of the total. The number of promotions represents 9.8% of the permanent contract workforce in post all year long (1) (94% of scope for promotions); The scope of the People Dynamics approach was extended to p cover the whole of the Group; Decline in the number of training hours delivered to 1,207,065 p hours, including 16,700 hours of reskilling, representing a slight decrease of 4.4% relative to 2019, when 1,263,354 hours of training were delivered (100% of scope; workforce excluding interns). This decline was due to several factors, including the impact of the Covid-19 pandemic and the greater proportion of online training, with an average number of training hours adapted to the prevalence of remote training; In France, the budget allocated to training equates to 4.6% of p total payroll (42.8% of scope); Digitisation of training offering: p 90% of employees trained through e-learning modules, up • from 88% in 2019, 88.4% of employees trained through e-learning modules, • excluding compliance modules, up from 28% in 2019, 8% of employees completed Group compliance e-learning • modules, down from 82% in 2019, given that no new Group compliance e-learning modules were launched in 2020. 2019-2021 performance indicators Development of digital training offering: goal of training 30% of p employees via digital channels (excluding Group compliance e-learning) within three years achieved at 88.4%, thus well beyond the target. The Group reaffirms its commitment to combat discrimination, based on the principle of equal opportunity. The Group is keen to create a caring environment where everyone works together to foster inclusion and well-being. As such, it endeavours to recruit employees from a diverse range of backgrounds and to treat all employees fairly. This approach is underpinned by four inclusive policies: A gender equality policy; p A disability policy; p An intergenerational policy; p A policy promoting diversity and access to employment for young p people. is designed to develop women within the Group and support their career development at every level of + '( ). # &* ! $%%$')*# ).

the business. This policy is implemented through specific actions to ensure that women are ultimately represented at every level of the company – particularly in management positions and on senior management bodies – in proportion to their percentage of the total workforce. Increasing the proportion of women in the workforce a. and in management positions The Group has implemented a diversity programme backed by Executive Management, “TogetHER For Greater Balance”, to involve employees in an innovative collective intelligence exercise designed to tease out ideas and best practice. This long-term programme is helping raise awareness of the need to increase the proportion of women in the digital sector, where they are significantly under-represented. It also aims to promote initiatives and success stories, which are gathered and shared throughout the year. They are made available via a dedicated platform accessible to all employees. The goal of sharing initiatives in this way is to inject fresh momentum by inspiring people and encouraging interaction between countries. The six types of initiatives collectively identified and implemented are as follows: Setting numerical targets to track changes in how well p women are represented within the workforce and in management positions (proportion of women recruited; overall proportion of women in the workforce; proportion of women promoted); Launching Group awareness campaigns under the p “TogetHER for Greater Balance” banner, backed by Executive Management, to reaffirm the Group’s commitment to diversity; Training employees at every level to lead the cultural and p behavioural change needed to allow women to advance (addressing the impact of stereotypes on decision processes, sexual harassment, sexism, etc.); Supporting career development for women through p mentoring programmes; Promoting role models through testimonials, talks, webinars, p and internal and external multimedia campaigns involving inspiring women in the Group; Fostering gender diversity networks to identify and attract p women in the digital sector through talks, notably at secondary schools and higher education institutions. Increasing the proportion of women in senior b. management positions Building on its experience with the gender equality programme Toget’HER for Greater Balance, the Group’s Executive Management has drawn up an action plan and targets to increase the proportion of women in senior management positions, in line with the recommendations of the AFEP-MEDEF code. In the context of this action plan, senior management positions are broadly defined as including all of the highest echelons in the Group’s organisation: the Executive Committee, of course, but also “upper management”, corresponding to the 3% of employees on permanent employment contracts belonging to the two highest echelons. This second, less visible category is very important for the functioning of the Group’s organisation and includes future Executive Committee members.

A promotion corresponds to a change of level/classification relative to the permanent contract workforce at 31 December a year earlier. (1)



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