improve production performance and the quality of Sopra Steria products and services. The effective implementation of actions agreed during steering meetings, audits and reviews is checked by the Industrial Department. With regard to industrialisation, the Group has continued to invest heavily in the resources required to rapidly develop and operate
digital solutions for its clients designed to work in the cloud environment: Digital Enablement Platform (DEP), implementation accelerators for new digital technologies (smart machines, AI/machine learning, blockchain, IoT, etc.), digital factories to enable service offerings combining consulting and software (e.g.
cloud migration and information system modernisation).
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DEVELOPMENT OF SKILLS AND MANAGERIAL PRACTICES ❙
Risk description Developing the skills of our employees and managers is a key factor in adapting the Group to its business challenges and maintaining employability. This also helps to make the Group more resilient and competitive in the face of current and future crises. Difficulties in offering training that is both aligned with the needs of our clients and on a pragmatic level adapted to the necessary adjustment of our organisation and systems could call into question the Group’s ability to serve its strategy and economic targets. Managerial practises and methods should also be reviewed in the light of changes in ways of working, whether as a result of digital transformation or recent external shocks that have put us to the test.
Risk management measures To strengthen its balance and support its growth, Sopra Steria implements a human resources strategy centred on skills development, employability and the engagement of all employees. This strategy has several pillars: an updated and digital Core Competency Reference Guide, p providing a shared framework for understanding the Group’s businesses, for employee evaluation, and for career development; a performance appraisal based on open communication between p managers and their team members, shared with the human resources function and resulting in an individual development plan; a “people dynamics” approach, which involves identifying p transformations in the Group’s businesses over a time frame of one to three years (emerging occupations, sustainable jobs, sensitive jobs, areas in which job offers exceed the number of applicants) and drawing up human resources action plans to integrate, maintain and develop the necessary current and future skills;
a proactive training policy, whose objectives are reviewed and p approved by the Group’s Executive Committee, supported by a revamped Sopra Steria Academy training organisation, with adjustments made to its structure (governance, creation of specific Group and business line academies) as well as its offerings (more streamlined, focused on the corporate plan and the Group’s strategic orientations, Learning Management System). In 2020, 1,207,065 hours of training were delivered despite the repercussions of the health crisis (a decrease of 4.6% compared with 2019); during a time of crisis, an unprecedented effort to boost p employability and support employees, including widespread working from home, reskilling of staff in struggling markets (representing 16,700 hours of training), local support for managers, speeding up the digitisation of training programmes, systems for listening to employees and monitoring risks of work-related stress.