Sopra Steria - 2021 Combined General meeting

2 SOPRA STERIA GROUP PRESENTATION’S IN 2020 Description of the strategy

Description of the strategy

Corporate plan reaffirmed despite the Covid-19 crisis The Covid-19 crisis and its economic consequences have prompted the Group to think about the new outlook for its market and reassess the relevance of its corporate plan for the years ahead. ! # $# Although it has inevitably curbed IT investment in the short to medium term in the hardest hit sectors (tourism/hotels/restaurants, events, transportation and the aeronautics industry, in particular), the crisis has highlighted the extent to which digital technology helps to make companies and public authorities resilient, ensuring that their processes continue to operate, maintaining their ability to interact with their entire ecosystem (particularly for the selling and provision of remote services) and improving their operating performance. The health, organisational and economic effects of the crisis are tending to push many companies and public authorities – apart from in the most severely affected sectors – to step up their digital transformation by focusing in the short to medium term on the projects that are most important to ensuring their resilience, in particular migrating IT systems to the cloud and digitisation/automation of processes. However, the need to keep their budgets balanced could prompt some, for the duration of the crisis, to postpone certain projects based on breakthrough innovation and reduce the cost of running their processes and legacy systems to the bare minimum. Furthermore, all company stakeholders are continuing to raise their expectations in terms of corporate social responsibility, a trend that has been amplified by the Covid-19 crisis, primarily on a social level but also with respect to the environment. Lastly, the difficulties encountered by a certain number of specialist and/or medium-size operators in coping with the crisis are likely to result in acceleration in the consolidation process, which could “reshuffle the cards” among digital services companies and software developers. $" Within this context, while at the operational level the Group may need to temporarily limit growth in its resources and redistribute them according to how the situation develops in different business sectors, on a strategic level, the Group has reaffirmed its corporate plan, is continuing with its transformation, and is ready to adopt an aggressive acquisition policy.

The Group’s aim is to be the benchmark partner for large public authorities, financial and industrial operators and strategic companies in the main countries in which it operates. To achieve this aim, Sopra Steria continues to strengthen its key competitive advantages: business software solutions which, when combined with the p Group’s full range of services, make its offering unique; a position among the leaders in the financial services vertical p (core banking and specialist lenders) bolstered by the success of the Sopra Banking Software solutions; very close relationships with its clients, thanks to its roots in the p regions where it operates and its ability to meet core business requirements without taking the prescriptive approach favoured by certain global providers; a strong European footprint with numerous locations in many of p the region’s countries which, when combined with these close relationships, raises its profile among large public authorities and strategic companies throughout Europe as a trusted and preferred partner for all projects involving digital sovereignty. Lastly, the Group’s mission statement – formally adopted in 2019 – reflects both its values and its desire to help meet the sustainable development goals of its stakeholders and society at large: “Together, building a positive future by making digital work for people.” % # " $# " The Group, currently France’s number-two enterprise software developer, confirms its medium-term target of bringing the share of its solution development and integration activities to 20% of its revenue. Efforts will continue to be focused on enriching the Group’s solutions, adapting them to cloud systems, leveraging API-based access to data and services, integrating new digital technologies, developing managed services, and expanding operations into new geographic markets. The development of Sopra Banking Software, whose aim is to conquer markets beyond Europe, remains a priority. The Group also continues to strengthen its leading position in human resource management and property management solutions. With organic growth as the preferred strategy, the Group remains on the lookout for acquisition opportunities. % # "$ # # % # " In order to position itself even more securely with client decision-makers at the business department level, the Group is continuing its move up the value chain in consulting, and confirms its medium-term target of bringing the share of these activities to 15% of revenue. To do this, it is gradually developing a range of consulting services and capacity in all of the regions in which it operates, using a model that favours synergies with the Group’s other business lines. Consulting will thus spearhead the digital transformation of business lines and information systems for the Group’s clients, while positioning its other IT services activities within an end-to-end approach to this transformation. The priorities in this area are upstream consulting (e.g . digital strategy, operating strategy, IT Confirmed objectives and priority action areas

Strong and original positioning in Europe

Sopra Steria’s ambition is to be a European leader in digital transformation. Its high value-added solutions, delivered by applying an end-to-end approach to transformation, enable its clients to make the best use of digital technology to innovate, transform their models (business as well as operating models), and optimise their performance.



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