Sopra Steria - 2020 Universal registration document


Social responsibility: A committed and responsible collective effort

The proportion on women in the Group’s workforce increased very slightly, from 32% in 2019 to 32.5% in 2020, with women holding 29.9% of engineering, consulting and project management positions (up from 29.3% in 2019). It remains higher than the overall proportion of women in scientific careers (28%). Progress was made in Spain and the United Kingdom, with a significant increase in the proportion of women recruited in these countries. The Group’s compensation policy is a management tool based on recognising each individual’s contribution to the Group’s performance, over and above the requirements of local legislation. It is based on the principle of fair treatment and supported by a system of personalised annual performance appraisals for all employees. Compensation offered is in line with local regulations and exceeds the minimum wage (where one exists) in countries in which the Group has a presence. Principles governing the breakdown of and changes in compensation apply across the Group and are based on the following: Fixed compensation: in keeping with the level of responsibility, p consistent with the Group’s Core Competency Reference Guide; $"% #( ) $#

Variable compensation: to encourage individual and collective p performance for some employees, notably managers, sales staff and experts; An international Group employee share ownership programme to p give all employees a more meaningful stake in the company’s performance. 2020 achievements The ratios set out below are the fruit of a policy aimed at p harmonising HR processes so as to promote fair treatment across all countries in which the Group operates: Ratio for the top 1 % of high earners in the Group (99.9% of • the Group excluding interns, work-linked training students and acquisitions): 86.9 % of employees work in a country where the average of the top 1 % of salaries is less than 4.5 times the average salary in the country, a higher percentage than in 2019, Senior executive fairness ratio: The relevant information is • set out in Section 3.2, “Fairness ratio”, chapter 3, "Corporate Governance" of this Universal Registration Document (pages 91 to 95).


% 2020* 86.9% 13.0%

% (2019)**

% (2018)***

Under 4.5

85.5% 14.4%

84% 16%

4.5 ≤ x ≤ 5

Over 5




99.9% of the Group workforce (excluding interns and acquisitions). * 99.8% of the Group workforce (excluding Cassiopae Tunisia, interns and acquisitions). ** 78% of the workforce (Benelux, France, India excluding Cassiopae, Italy, United Kingdom and Scandinavia; excluding interns and acquisitions). ***

,$' # $# ) $#( # $' # ( ) $# The Group’s policy on the organisation of work schedules, designed to promote work/life balance, is structured around a five-point action plan: Ensuring a satisfactory work rate; p Valuing day-to-day work; p Prompting healthy ways of working; p Managing teams with care and authenticity; p Promoting healthy lifestyles and a healthy environment. p All Group countries switched to working from home to limit the risk of spreading Covid-19. 2020 achievements As a result of the Covid-19 crisis, new working arrangements p were introduced in 2020, with all employees Group-wide working from home. These new arrangements were supported by

communications campaigns, guides for managers and employees, and specific training programmes. Well-being was a major focus of attention, with the HR p community focusing on working conditions for each and every employee. Listening and support mechanisms were put in place. 6.1% of Group employees were part-time (compared with 5.9% p in 2019). Part-time working is never a requirement: it depends on both the employee’s individual choice and compatibility with the department or project concerned. Tools were rolled out to facilitate working from home: practical p guides for managers and staff, webinars on workplace ergonomics. Work/life balance: the “right to disconnect” was introduced and p working from home was rolled out across all countries as a result of the Covid-19 crisis (70.4% in 2019). SBS Wellness Programme: 25 remote sports sessions were run, p with an average of 90 employees per session (5.7% of scope: France, Benelux, MEA, Germany).



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