Delivering Sustainability in Business - Corporate responsibility report – 2014

Driving Sustainability in BusinessCorporate Responsibility Report – 2014

02 | Steria: Corporate Responsibility Report 2014 è www.steria.com

è www.steria.com Steria: Corporate Responsibility Report 2014 | 03

Contents

Steria’s seven corporate responsibility areas 04

A message from François Enaud 05

Measuring three dimensions of sustainability 06

About this report 08

About Steria 10

Promoting sustainable solutions 12

Minimising energy, maximising efficiency 13

Our approach to corporate responsibility 14

Steria and stakeholders 15

Striving for more – Steria’s accreditations 16

Corporate governance in Steria 17

Responsibility in the workplace 22

Workplace case study 37

Responsibility in the environment 38

Environment case studies 41

Responsibility in the community 44

Community case studies 46

Responsibility in the marketplace 48

Marketplace case study 50

Aiming high, hitting our targets 51

GRI index 56


Steria’s seven corporateresponsibility areas

1: This report must be read in conjunction with the Corporate Responsibility information available in our 2013 Registration Document which has been extended this year following new French legal requirements.

Community

Steria demonstrates a commitment to community projects in the countries where we operate through our two foundations in France and in India and through local initiatives.

Clients

Steria delivers services and solutions that enable our clients to become more sustainable and is dedicated to protect clients’ asset.

Governance

Employee shareholding has been a central principle of our business since the company’s creation and supports transparent governance.

Human Rights

The UN Global Compact and its engagements sit at the heart of Steria’s Corporate Responsibility and we apply our Code of Ethics to all our operations.

Living Green

Steria’s Living Green philosophy sees us developing Energy, Travel, and Waste Management initiatives to support a low carbon economy and help make our company and clients to become more sustainable.

People

Steria is dedicated to providing well-being in the workplace, developing employee skills and giving equal opportunities to all.

Business Ethics

Steria extends its Procurement Charter and deploys a Supply Chain programme embracing Environment and Diversity in pursuit of fair operating practices.


At Steria, sustainable development is a powerful means of transformation in our day-to-day business.

Actively contributing to the welfare of the planet is at the heart of the company’s mission. Each year the group strives to take its CSR strategy even further and turn responsible digital transformation into a reality both internally and for our clients.

From leveraging digital technology for the improvement of daily welfare, to optimising natural resource use, Steria takes every opportunity to harness digital innovation in order to offer services that make our world more simple, collaborative and sustainable.

Our long-term strategic priorities centre around four pillars:

• Workplace (social responsibility): Being a responsible employer by promoting a working environment that favours collaborative working and innovation, and applying consistent HR policies across all our operational countries and premises. Leveraging our unique corporate governance model to maximise employee commitment.

• Environment (environmental responsibility): Supporting environmental sustainability by changing to greener practices and reducing our carbon emissions, while helping our clients to become more sustainable.

• Marketplace (economic responsibility): Being a responsible business by adhering to the highest ethical standards and sharing them with our stakeholders.

• Community (societal responsibility): Giving access to education, IT and job opportunities, bridging the digital divide for disadvantaged populations.

In 2013, we achieved several successes in the field of CR, of which we are especially proud. We have notably:

- obtained 100 A, the highest disclosure and performance score in France for CDP1 Climate Change Programme,

- significantly reinforced our awareness and training initiatives in the field of Ethics, rolling out e-Training on over 9000 employees PCs with targeted training for company’s top management,

- implemented a global, independent employee survey across all Steria countries, giving a third party benchmark of employee satisfaction that tells us where to concentrate our future efforts.

Our achievements this past year have galvanized us and reinforced the sense of our mission. In 2014 the tenth anniversary of our engagement with the United Nations Global Compact, we want to continue building on this momentum and extend the depth and reach of our initiatives, with a particular focus on the 7 areas of our CR policy.

More than ever, at Steria we are committed to driving sustainability in business.

A message from François Enaud

1: CDP (ex Carbon Disclosure Project) is an international, not-for-profit organisation enabling companies and cities to measure, disclose, manage and share environmental information.

François Enaud

CEO, Steria Group


Our approach to sustainable development is based on three dimensions; we aim to achieve a balance between our environmental, social and economic performance.

Measuring three dimensionsof sustainability

We are a diverse company with over 20,000 employees spanning 16 countries and three continents, and our impacts, risks and opportunities relating to sustainability are exceptionally varied. While enthusiastically encouraging local initiatives in all our offices worldwide, we want to emphasise that we are ‘One Steria’ with one environmental policy, one Code of Ethics,a consistent HR strategy and a common community engagement. This strategy applies to all our operations, regardless of location – we do not accept double standards across our on-shore, near-shore or off-shore units. We believe in the Power of Sharing – a term coined by Steria to describe the collective benefits of sharing challenges, knowledge, skills and experience, to make something less complicated or better.

Our strategic priorities for the future, across our three dimensions, are:

Our environmental dimension

IT, as an industry, is becoming a relatively large carbon emitter and thereby contributes to one of the largest environmental challenges of our time. The reduction of greenhouse gas emissions is, therefore, our main strategic priority – to reduce our own emissions, as well as enabling our clients to reduce theirs. As a provider of IT services, not only are we well-positioned to reduce our own greenhouse gas emissions, and go further by supporting our clients in reducing their own emissions.

Living Green at Steria

Steria, as a Group, has become carbon neutral for air and road business travel – and is now ranked top performer in our sector in the CDP. In addition to this, some of our country offices, the headquarters of Steria France and Steria Sweden amongst them, are state of the art eco-buildings. We use green energy where possible, and our own ‘Green Agent’ employees ensure that we continuously strive to improve our environmental performance.

Supporting clients in becoming more sustainable

We also believe we have a clear responsibility to help our clients reduce their own emissions and transform themselves into more sustainable businesses. Our applications for smart cities and smart metering help them to understand their energy consumption patterns. Even better, by providing Green IT, we can radically reduce the electricity consumption of our clients’ IT solutions.

You can read more about the strategies and achievements of Steria’s environmental dimension in the chapter ‘The environment’ and on our website at: http://www.steria.com/our-solutions/sustainability/.

Steria and the Triple Bottom Line


Our social dimension

IT, as an industry, has some very specific social challenges. The World Health Organisation has identified work-related stress as a major risk for both physical and mental health. While businesses in every sector must be vigilant about absenteeism, we must also be particularly conscious of work-life balance. This is because modern technology now enables people to work around the clock, blurring the boundary between their professional and private lives. At Steria, the well-being of our employees is paramount, which means work-life balance issues are a serious priority for our company.

On a macro level, the IT sector is part of a bigger social issue about the ‘digital divide’. Although IT is a major facilitator, it can create inequalities between people in terms of having knowledge of, and access to, information and communication technologies. As a socially responsible company, we have made it our priority to address digital inclusiveness. We do this by facilitating access to IT through our educational programmes and scholarships.

You can read more about our efforts and achievements for Steria's social dimension in the chapter 'The Workplace'.

Our economic dimension

Profits are vital to a viable and lasting enterprise. But, at Steria, we also strive to bring economic development to the societies in which we operate. We actively contribute to local communities by creating employment, raising competence and encouraging innovation. This is a particular concern in our India off-shore units, where bringing technology, education and economic development to disadvantaged groups is at the very core of our community engagement programmes.

A key priority in the coming years is to continue implementing our ethical Procurement Policy fully. We will do this by ensuring that we use our purchasing power to support best-in-class companies, and to make certain that we avoid doing business with partners that have unacceptable environmental, social or ethical standards.

You can read more about our efforts and achievements for Steria’s economic dimension in the chapter ‘The marketplace’.

Key highlights of the year:

Steria has always believed in bringing a human touch to technology – combining business performance with social values. This is highlighted by our strong, people-friendly values: Respect | Openness | Simplicity | Creativity | Independence

• Achieving an 100 A rating in the CDP, the best ranking in our industry

• Maintaining our carbon neutrality for air and road business travel

• Increasing the deployment of our Group-wide Sustainability Procurement Policy

• Reinforcing our awareness and training efforts around Ethics

• Independent verification of GHG emissions in UK and India to ISO 14064-3

• Launching CarbonNeutral© certification for Datacentre electricity .

• Receiving Asia’s Best CSR Practice Award from CMO Asia, Asian Confederation of Businesses & World CSR Day

• Winning the Bombay Stock Exchange Social & Corporate Governance Award for Best CSR Practice

• Winning the Corporate Excellence Award for Best Overall CSR Performance


This report is a landmark for us by being our third sustainability report based on the Global Reporting Initiative’s (GRI) guidelines for sustainability reporting. The process of selecting GRI indicators for the report started in 2009 when Steria’s CR team did their first assessment. A dedicated group of senior executives representing the larger Steria areas carefully selected the GRI indicators representing our main impacts and most pressing sustainability issues whilst seeking the opinions of shareholders and other stakeholders. The final selection of indicators is, therefore, a result of a two-year review process between the CR network leaders, Steria’s CR Advisory Board of external stakeholders and Steria’s Executive Committee. This review process with a broader audience ensures that the different perspectives of our stakeholders are taken into consideration in setting the priorities for the report.

In choosing the indicators we emphasised the most relevant and pressing CR issues related to the services that we deliver and the geographic spread of our offices.

The report covers the fiscal year for 2013 and meets GRI’s reporting level B according to our own evaluation. Quantitative and qualitative data has been through an extensive review and approval process internally, including the Group CEO, the Group Legal Director, the Group CR Programme Director and our Director of Communications.

The report covers Steria’s subsidiaries, offices and activities in 16 countries. Data measurement techniques and compilation follow the Indicator Protocol of the GRI guidelines, unless stated otherwise. The report will be published annually.

We aim to cover all material aspects of Steria’s positive and negative impacts on these three dimensions in a transparent way, according to the ideals advanced by the Global Reporting Initiative.

For more information or clarification, please visit us at: www.steria.com

Why this report is so important and how it has been compiled

About this report



For more than 45 years Steria has made available a wealth of expertise and long-term experience of digital technology to clients largely in three key markets: the public sector, utilities and finance. Together, we make the world simpler. The entrepreneurial boldness of our founder Jean Carteron is reflected today in the way we are committed to helping our clients achieve their strategic objectives, in a world that is more collaborative and more sustainable.

Here are our current key facts and figures:

• Our total revenue for 2013 was € 1.75 billion

• Founded in 1969, in Paris, today 68% of our revenue comes from outside France

• We have offices in Europe, India, North Africa and South East Asia

• We are 20,000 people strong, working across 16 countries

• 30% of employees work off-shore or near-shore; one of the highest percentages among European IT companies

• Our off-shore and near-shore delivery centres are located in India, Poland and Morocco

• 24.17 % of our capital was owned by our employees as of 31 December 2013, including ex-employees and the UK trusts (SIP trust, SET Trust and XEBT Trust).

The facts, the figures and the people behind them

On-shore Austria, Belgium, Denmark, France, Germany, Hong Kong, Luxembourg,

Norway, Singapore, Sweden, Switzerland, United Kingdom

Near-shore Poland, Morocco

Off-shore India

About Steria

(*): including “SET Trust” and “XEBT Trust” (4.15% of capital)


We touch the life of millions around the globe each day through our systems, services and processes. Steria has built a pervasive global presence across Europe, India, North Africa and South East Asia. We see our diversity as a powerful asset, embracing many different cultures across the world – each individual bringing an extra dimension to the way we work as a whole. But, although our cultures are diverse, we have a shared vision and shared values. We believe this gives us a cohesion that is a real differentiator.

This international presence can be seen from the top down – our Executive Committee includes five different nationalities. It ensures that all Group businesses, geographies and business lines are represented, as well as the marketing, finance and human resources functions.

We believe that it is our culture of collaborative entrepreneurialism and remaining true to our founding values that has led to our growth and success. Steria was originally founded with the vision to unite strong business performance with solid social values. Steria has maintained a culture of ethical entrepreneurialism ever since.

As innovators for over 45 years, we have risen to the challenge to solve real-world problems across diverse sectors, geographies and technology environments. The last four decades have seen some remarkable changes in the way technology shapes our world. Steria has played a big part in this. We have grown tenfold in size since 1998 and our acquisitions of Mummert (2005) and Xansa (2007) have allowed us to offer our clients a unique portfolio of services from consulting to business process outsourcing – shaping operational excellence for many organisations that we partner.

Singapore

Morocco

Headquarters

Switzerland

Belgium and Luxembourg

Poland

Scandinavia

Germany and Austria

India

United Kingdom

France

0 1 000 2 000 3 000 4 000 5 000 6 000 7 000

80

49

94

161

244

479

1 140

1 679

4 703

5 365

6 299

Employee headcount as of December 31st

Total headcount – 20 293

Employee Headcount as of December 31st


Only collaboration can make today’s world turn. At Steria, we are passionate about our sharing vision and values. We call it the ‘Power of Sharing’ and it is a highly collaborative way of working that has helped make us one of the Top 10 IT services companies in Europe. We have a highly industrialised delivery model that utilises the support of our network of industry-leading service partners, combined with a profound understanding of our clients’ businesses and in-depth expertise in IT and business process outsourcing. From advice to execution, we take on our clients’ challenges and develop innovative solutions to solve them – working with them to transform their businesses and letting them get on with what they do best.

We are constantly mindful, however, that – within our solutions – we must provide responsible products and services. More and more, our focus is on sustainability, and on devising new ways of meeting one of the greatest challenges the world has ever faced – climate change. Yet sustainability is as much an ethical issue as it is an environmental one, calling for a change in mindset as well as in physical practices. At Steria we take both into account, which means we can help our clients manage their carbon footprints much more effectively.

Innovation and sustainability

Promoting sustainable solutions


Enterprises in all sectors trust Steria to provide them with the reliable Consulting, Systems Integration, Business Process Services, Application Management, Testing, IT Infrastructure Management services they need to sustain their operations and, where needed, make change happen as quickly as possible. We also have expertise in cloud consulting, further supporting our clients’ digital transformations.

• Consulting, at the heart of enterprise strategy: We go beyond performance-based approaches to transform intuition and knowhow into innovation.

• Systems Integration, unlocking hidden value. We specialise in handling the complex connections, interfaces and security controls that are integral to successful systems integration. We unlock the value of data sitting in multiple silos and take care of the complex challenges of integrating current and future technologies.

• Application Management, control and agility: Our comprehensive range of Application Management services delivers flexibility through industrialised processes, tools, customised shared delivery model, and the risk-free transfer of applications to technologies delivered on a new service model.

• Testing, increasing speed to market: We ensure that every investment is absolutely in line with our clients’ strategic objectives; focusing on reducing the time and cost of bringing new products and services to market.

• Business Process Services, dynamic transformation: We support our clients with effective Business Process Services that allow us to redesign their vital processes.

• IT Infrastructure Management, getting more from IT: We offer innovative solutions that deliver the outcomes and requirements their organisation needs. Our portfolio embraces remote operations, virtualisation and the Cloud, plus industry-approved processes for strong governance and risk management.

Essential IT-enabled business services

Minimising energy, maximising efficiency

IT Management

Process Management

Vertical BPO

Horizo

ntal

BPOIn

frast

ruct

ure

Man

agem

ent

Application Management

Business Expertise(Consulting)

Solut

ions (Systems Integration)

Horizontal Solutions Verti

cal S

olut

ions

Testing


A structure with clearly defined responsibilities

Group CEO

CR Programme Director

CR Office (Reporting and Marketing)

CR Advisory Board

Executive sponsor for Community

Executive sponsor for Workplace

Network Leader

Network Leader

Executive sponsor for Marketplace

Executive sponsor for Environment

Network Leader

Network Leader

The Group CEO and the Executive Committee – Steria’s Group CEO has ultimate responsibility for our global Corporate Responsibility (CR) programme, with members of the Executive Committee acting as sponsors for designated parts of the programme.

The CR Programme Director – The CR Programme Director is the driving force of Steria’s CR strategy, responsible for developing strategies, policies and measurable objectives and ensuring their implementation, as well as acting as an advisor to the Executive Committee on stakeholder issues.

To improve the reliability and efficiency of the reporting process for social, environmental, economic and societal responsibility, in 2013 a dedicated team was assigned responsibility for overseeing the process of producing the information that appears in this document. This team reports to the Group’s Corporate Responsibility Programme Director and to the Group Financial Director (CFO) as extra financial figures and data are part of Group global reporting.

In addition, we have requested our local Human Resources Directors, Chief Financial Officers and Legal Directors to be the owners of the data reported respectively for Social information, Environmental information (as the Chief Financial Officers usually supervise the Facilities departments) and information related to Ethics and governance.

The CR Network Leaders – Steria has CR Network Leaders, responsible for the areas of, Workplace, Environment, Community and Marketplace. The network leaders are responsible for implementing action plans in each of the four areas throughout the Group, in collaboration with the country network members who manage the implementation within each country.

CR Advisory Board – As a large company, spread across three continents, we wanted to ensure that our top management got systematic, expert advice and insights from the perspective of our stakeholders. This is why we established the CR Advisory Board, consisting of independent CR experts from government, industry and society. The Board meets three times a year to review Steria’s progress from a stakeholder perspective and to advise on how to coordinate our CR activity across the company.

Our approach to corporate responsibility

The way we are organised shows our real commitment to responsible operations. This structure ensures a clear division of responsibility from the top down in whichever location we work. The highest level of our company monitors our CR performance: our Executive Committee reviews our sustainability objectives, action plans and performance on a regular basis. The strategic and practical work is organised as follows:


Internal or external effective corporate responsibility is a collective endeavour. Which is why, at Steria, we engage stakeholder networks and organisations on a global, national and local level. In 2004, we signed the UN Global Compact. This charter encourages companies to promote ten universal principles in the areas of human rights, working conditions, the environment and the fight against corruption. In 2009, we developed our own Code of Ethics – a protocol that ensures healthy practices across the business. Additionally, to ensure closer contact with our stakeholders, we are also active members of several local and European CR organisations, such as the Institut du Mécénat Social. Our Corporate Responsibility programme involves multiple external stakeholders. Our relationships with these stakeholders are the primary responsibility of each CR network leader, relating to their respective field of expertise.

These external stakeholders include:

Making decisions on a global, national and local level

External Stakeholder Major Role Internet Site

CDP CDP is an independent non-profit organisation holding the world’s largest database of corporate climate change information. CDP provides international environment rankings.

www.cdproject.net

ISO 14001 certification companies

Environmental management standard. The certification companies audit our Environmental Management Systems in our offices.

www.iso.org

Global Compact UN initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. The Global Compact provides a globally recognised framework for corporate responsibility.

www.unglobalcompact.org

VIGEO CR rating agency in the areas of environment, social and governance topics. www.vigeo.com

GAÏA Index Sustainability index for midcaps on the Paris Stock Exchange. www.gaïa-index.com

Institut du Mécénat Social A network of companies promoting CR in society. www.imsentreprendre.com

Global Reporting Initiative Association developing and promoting the leading international standard for sustainability reporting.

www.globalreporting.org

Steria and stakeholders


Striving for more – Steria’s accreditations

Although there is always more to strive for, we are very pleased with our CR endeavours and achievements to date. In 2013, we attained the following rewards and certifications:

Award/Certification Purpose CR component Year

ISO 14001 in Belgium, Denmark, France, Austria, Germany, India, Luxembourg, Norway, Poland, Sweden, Switzerland and the United Kingdom

Environmental certification (www.iso.org) EnvironmentProgramme startedin 2009

Independent verification of emissionsto ISO 14064-3

External audit of emissions.Over 80% of emissions from (Scopes 1 and 2) energy consumption and (Scope 3) Business Travel audited and verified

Environment 2011, 2012, 2013

CarbonNeutral® certification for Airand Fleet Travel

Environmental certification (http://www.carbonneutral.com)

Environment 2010, 2011, 2012, 2013

CarbonNeutral© certificationfor Datacentre Electricity

Consumption of electricity in Steria’s datacentres CarbonNeutral© since 2013

Environment started in 2013

Asia’s Best CSR practice Award by CMO Asia, Asian Confederation of Businesses& World CSR Day

Corporate Responsibility best practiceLocal Community Support

2013

Bombay Stock Exchange Social & Corporate Governance Award for Best CSR Practice


2013

Corporate Excellence Award for Best Overall CSR Performance


2013


Groupe Steria has set up an innovative governance system designed to help the Company distinguish itself from the competition, improve its functioning and enhance its appeal. This governance system uses the legal structure of a limited share partnership (Société en Commandite par Actions) under French law (SCA) in an original way where the General Partner is a simplified stock company called Soderi, which represents exclusively the Group employee shareholders.

A clear separation between management and Control bodies

The corporate governance of Groupe Steria is based on a separation between the powers of the Management of the Group that is assured by a Group CEO and the control powers entrusted to a Supervisory Board completely separate from the Management, and reporting directly to shareholders.

Sharing power

Corporate governance in Steria


General Partner Soderi SAS (representing employee shareholders

of the Group)Shareholders

Groupe Steria SCA

General Manager Executive Committee

Soderi SASSupervisory Board

of Groupe Steria SCA

Operational subsidiaries

Two types of partner

The shareholders

Shareholders own shares in the Company corresponding to their role as capital contributors. They meet at least once a year in Ordinary and/or Extraordinary General Meeting(s) of Shareholders in order to decide upon the resolutions submitted for their approval and, notably, to appoint the General Manager, approve his remuneration, approve the annual financial statements and appoint members of the Supervisory Board as well as the Statutory Auditors.

The general partner: Soderi SAS (which represents employee shareholders of the Group).

The General partner is the simplified joint-stock company (Société par Actions Simplifiée), Soderi, whose unique feature is to bring together the community of Group employee shareholders.

The General Manager and the Executive Committee

The Company is run by a single General Manager.

The General Manager is appointed by the General Shareholder’s Meeting, on the proposition of the Supervisory Board and after agreement from the General Partner for a maximum, renewable, term of six years, according to the Articles of Association.

In discharging its management role, the General Manager is assisted by an Executive Committee, which is composed of seven members (excluding the General Manager). The Committee comprises three Senior Executive Vice-Presidents and four Executive Vice-Presidents. The Senior Executive Vice-Presidents hold weekly review with the General Manager. The Executive Committee meets on a monthly basis. The Executive Committee ensures that all Group businesses, geographies and business lines are represented, as well as the marketing, finance, legal and Human Resources functions.

Appointment Approval of major decisions

Appointment Approval of major decisions


Steria structure: Simplified legal organization chart (at Dec.31,2013)

99.9%

100%

100%

100%

100%

47%

99.3%

100%

100%

100%

100%

100%

100%

100% 100%

100%

53%

100%

50%

100%

100%

100%

100%

100%

100%

100%

99.9%

100%

100%

100%

100%

100%

19%

40%

33.33%

100%

GROUPE STERIA SCA

STERIA SA

U-SERVICES

DIAMIS

EUROCIS

STERIA MEDSHORE

STERIA MUMMERT CONSULTING AG

STERIA BENELUX

STERIA SCHWEIZ AG

STERIA A/S (Denmark)

STERIA A/S (Norway)

STERIA A/B (Sweden) STERIA BIOMETRICS AB

STERIA ASIA

STERIA PSF

STERIA MALAYSIA

STERIA HONG KONG

STERIA HOLDINGS Ltd STERIA UK CORPORATE Ltd

DRUID GROUP Ltd

STERIA SERVICES Ltd

STERIA LIMITED

STERIA BSP Ltd

NHS SHARED BUSINESS SERVICES Ltd

STERIA RECRUITMENT Ltd

STERIA MUMMERT ISS GmbH

STERIA MUMMERT CONSULTING GmbH

STERIA POLSKA

STERIA UK Ltd

CABOODLE SOLUTIONS Ltd

STERIA INDIA LIMITED

INTEST STEPARFRANCE

MOROCCO

UNITED KINGDOM

INDIA

POLAND

AUSTRIA

BENELUX

SWITZERLAND

SCANDINAVIA

ASIA

GERMANY

STERIA (MANAGEMENT PLAN) TRUSTEES Ltd

STERIA (RETIREMENT PLAN) TRUSTEES Ltd

STERIA ELECTRICITY SUPPLY PENSION TRUSTEES Ltd


The Supervisory Board

The Supervisory Board has responsibility for on-going control of the management of the Company on behalf of shareholders.

The Supervisory Board has adopted a Charter and Internal Regulations (available on our website); describing professional ethical behaviour and rules to be respected by its members. The Board has created three committees; the Strategy Committee, the Appointments Remuneration and Corporate Governance Committee and the Audit, Internal Control and Risk Committee.

The Supervisory Board performs an annual self-assessment – one of which resulted in a decision to increase the number of women on the board to reflect better the company’s diversity. The Supervisory Board, based on the proposal of the Appointments, Remuneration and Corporate Governance Committee, is continuing its consideration of its composition and possible changes, with the aim of increasing its diversity, the number of women represented, its independence, and the international experience of its members and their expertise, particularly in the Group’s business areas and in finance. In 2011 and 2012, we recruited the first two women on to the board, achieving our target of 20% women members for 2012. It is expected that, in 2014, the Board will welcome a new female member to meet the diversity objectives mentioned above.

The members of the supervisory board are (31 December, 2013):

Jacques Bentz, Chairman of the Supervisory Board, Manager of Tecnet Participations, Information Technologies consultant.

Eric Hayat, Vice-Chairman of the Board, Chairman of Groupement d’Intérêt Public (GIP), Modernisation des déclarations sociales.

Léo Apotheker, Company Director

Patrick Boissier, CEO of DCNS.

Séverin Cabannes, Deputy CEO of the Société Générale Group.

Elie Cohen, Economist – Research Director at CNRS.

Bridget Cosgrave, Founder and Chairman of Every European Digital (EED).

Pierre Desprez, Chairman of the Supervisory Board of the Groupe Steria Mutual Fund (FCPE).

Pierre-Henri Gourgeon, Chairman of PH Gourgeon Conseil.

Laetitia Puyfaucher, CEO of Pelham Media Ltd.

(*): the missions described here are not exhaustive - for more information please refer to http://investors.steria.com/phoenix.zhtml?c=170213&p=irol-govboard

20 %


Soderi

Ever since Steria was founded in 1969, our culture has been based on participative governance built on strong employee shareholding, symbolised by Soderi. Soderi is the company owned by Groupe Steria’s employee shareholders. It is the core element of Steria’s participative governance.

This unique governance model is ground-breaking within the IT industry. It gives our people a significant say in determining our future strategy. Our employees now own 24.17% of the Company, showing that the original idea of the founder Jean Carteron is still alive.

Steria’s 6,000 employee shareholders are able to take part in the company’s strategic decisions through Soderi. The company Soderi is directed by a Chairman assisted by a Board of Directors with 17 members elected by theSoderi partners. The Soderi Board is fully aligned with Steria’s commitment to diversity – among the 17 members, there is a good gender balance (6 women) and a wide blend of different nationalities from France, the UK, Scandinavia, Switzerland, Belgium, Germany and India.

The Board gives prior approval to any resolution put to the Annual General Shareholders’ Meeting of Groupe Steria SCA and to any proposal put forward by the Steria Group CEO relating to a change in the company’s consolidation due, for example, to an acquisition or a significant loan. The Group CEO therefore reports to two Boards: the Soderi Board of Directors and the Groupe Steria SCA Supervisory Board.


We are committed to maintaining the highest standards for our employees, providing a safe and healthy working environment in accordance with the relevant guidelines for every country in which we operate. We operate within the same standards across our on-shore, near-shore or off-shore units.

In all Steria countries health and safety issues are overseen by formal health and safety committees or local HR departments. We had no work-related fatalities in 2013.

Responsibility in the workplace In a company as diverse and international as Steria, ensuring dialogue with our employees and taking into account their well-being is an essential means of boosting involvement and satisfaction.

Workplace MarketplaceEnvironment Community

Main 2013 health and safety figures

CountryExistence of a health and

safety committee

Existence of a formal agreement on health

and safety

Employee representatives taking part

Number of meetingsin 2013

France Yes No Yes 145

United Kingdom (including NHS-SBS)

No1 No Not applicable Not applicable

India Yes No No Not applicable

Germany Yes No Yes 10

Norway Yes Yes Yes 4

Sweden No2 Yes Yes 2

Denmark Yes No Yes 5

Belgium Yes Yes Yes 12

Poland No No Not applicable Not applicable

Switzerland No No Not applicable Not applicable

1: All health and safety issues requiring discussions with employee representatives will be dealt with at the forum organized in the UK. 2: Health and safety issues are managed by HR Manager, security manager and a health and safety-representative from the union..

The data for reporting Workplace Accidents in each country is based on the local legislation and is not consolidated in any centralised IT system.


Well-being at work

Steria believes that ‘well-being at work’ is a key motivator driver for our employees. Our ‘Well-being Policy’ shows our engagements in that domain. Local HR directors are responsible for its implementation as well as for locally adapted initiatives. The policy is focused on four key areas:

1. Creating a working environment where our employees can fully develop their skills.

2. Giving our employees as much flexibility as possible within the scope of their work.

3. Supporting employees in their endeavours to live a healthy lifestyle.

4. Supporting employees in times of need. There is a dedicated tool kit for managers dealing with stress amongst their employees.

Local initiatives to support well-being at work

In France, we launched a programme called ‘Zen IT’, which addressed different areas of needs relating to health well-being and stress related topics.

In the UK, a special training session on time management is deployed regularly to all managers. Remote working is the way we work, it offers a lot of flexibility to employees.

In Germany, the WIN initiative (Working Conditions Improvement Network) has been rolled out in 2013. Projects were launched in the following fields: “Internal processes and services”, “IT”, “Career fulfilment”, “Leadership” and “Well-being in the workplace”. More than 100 employees took part in the initiative. The project was awarded the Excellence in HR prize for SMEs, in the “corporate health” category.

In Poland, a relaxation-room is available 24/7 for all employees. It has been created following Great Place To Work employee survey results and comments.

In India, policies have been put in place to ensure well-being at work: working from home, 15 days compulsory leave, part-time work, crèche or day care facilities for children, training on stress management and well-being. Steria’s sites in India also have fitness centers and libraries. A Health Screening policy has also been implemented covering company sponsored medical check-ups and fully financed annual health check-ups for its employees over 40.

Summary of the main initiatives undertaken to ensure “well-being in the workplace”

CountryArrangements favoring

remote workingHotline

Stress managementtools and training

Other services1

France Yes Yes Yes Yes

United Kingdom (including NHS-SBS)

Yes Yes Yes Yes

India Yes No No Yes

Germany and Austria Yes Yes Yes Yes

Other(at least one country)

Yes Yes Yes Yes

1: Such as laundry services, crèches, sport halls, etc.


Personal development and training

Steria offers all of its employees multiple, varied career opportunities, in every country in which the Group operates. The Global Career Framework is the core HR tool that helps employees to identify and weigh up the options available, and to plan and manage their careers. It provides a clear map of the professional roles available at every career stage, from the most junior to the most senior level. As each position is described and illustrated, this tool is also widely used in annual appraisals to help define targets and build individual development plans.

Sharing the same understanding of skills: the Competency Framework

More recently, Steria has sought to build a competency framework. All of the Group’s countries have helped create this new repository of key competencies, allowing each individual to understand which skills are needed in the IT Service Company.

The Competency Framework is gradually being used in all of the Group’s countries while always respecting local culture, a factor that lies at the core of Steria’s business plan.

Developing expertise and talent: Steria Academy

The IT sector is constantly evolving and requires a real ability to anticipate the professions of tomorrow and thus determine appropriate training policies. Developing and training its employees throughout their careers has always been one of Steria’s key goals. As a business, it encourages all employees to take charge of their own development plan in liaison with their manager.

At both Group and local level, Steria implements a training policy and programme for all, the Steria Academy.

Continuing on from previous years, in 2013 a “Project Academy” was run. A newly developed Sales Academy on “Contract Negotiation” was run for the Executive Comity members and for all employees the eAcademy was launched providing access

to 8 online courses to support Steria 8 core competencies.

Other e-learning initiatives in Steria have seen more than 1,000 employees taking online IT, managerial or language training courses, and this new way of learning is growing. Since 2012, real improvement has been made in the field of professional certification, notably : ITIL, Prince 2, PMI, Testing and Six Sigma.

The training and e-learning programmes form an integral part of a wider system that includes “on the job” training and mentoring. These two practices are also encouraged. It is one of Steria’s convictions that these practices tighten the bonds between teams and management, ensuring the sustainability of our culture and our professional expertise. A Knowledge Management system and an internal social network that is currently being deployed, supports this transition process. It is on this type of internal network that the best Steria experts express themselves, allowing the Company to benefit from specialist expertise.

Each country in the Group maintains a training policy and catalogue of the training courses that are available to employees. Employees are encouraged to have an annual development plan that is agreed with their manager. While we have developed some Group-wide training initiatives, most of our training programmes are currently designed locally, which guarantees that our training programmes are aligned with the evolutions of our businesses.

Responsibility in the workplace (continued)



Key training new initiatives have been implemented in 2013

Thanks to our Skillsoft contract, all countries have developed an e-training offering.

In France, the Steria Academy covers Consulting, Project Management, Sales, Leadership, Technical and soft skills development. In 2013 the Sales Academy has been refreshed to accompany the Trusted Transformation Partner ambitions and large deal selling competencies. The Project Management Academy is one of our must have. It ends with certification. The consulting Academy is one of our major projects.

In the UK, Steria Academy covers Induction, soft skills and technical skills.

Specific training programmes have been developed in 2013:

- Management Essentials: This programme is aimed at our middle management. It covers the essential skills of people management. It is complemented by a programme called Core Management (training on key Steria processes and responsibilities) and Inspiration Leadership.

- Selection Interviewing: This programme is aimed at anyone who is or will carry out selection interviews. It covers the legal and cultural aspects of effective selection.

- Executive Leadership Programme: It has been created for our current list of High Potential employees identified as part of our

talent review process considered to have the potential to reach the executive board in 5 years. The programme spans 2 years.

- Sales Training: We have implemented a number of courses throughout 2013 to help strengthen sales performance. These courses mainly deal with the implementation of sales tools and methodologies: Strategic Selling, Large Account Management Planning and Writing Winning Proposals.

In Germany, The Steria Academy covers soft skills training and Induction Programme. Every new employee starts at Steria with a 3-day induction programme. Every consultant is invited to training for fundamental consultancy skills and basics of project management.. The New Next Generation Leadership Programme has been rolled out for our middle managers. Every manager is invited twice a year to a one day session around leadership topics.

In Norway, The Steria Academy covers induction, consulting skills, tailored professional development and certifications and networked communities. Each employee is encouraged to use time do develop their skills. In 2013, around 250 training sessions were organized through the year.

In Poland, Steria Academy covers soft skills and technical ones. An additional training programme has been developed for the Windows/Unix Talent Pool for future Windows/Unix Administrators, with a blended approach mixing classroom training and e-learning.

Aver

age

hour

s tr

aini

ng

per e

mpl

oyee

40

30

20

10

0

Male

Female

Training – by gender/country

15

6

12

36 37

1714

3

14

31

24

13

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Aver

age

303,606 - Total Training Hours


Employee relations

The third principle of the UN Global Compact states that businesses should uphold the freedom of association and the right to collective bargaining. At Steria, we are committed to this principle. In our Code of Ethics, we state the right to collective bargaining, and this applies to all Steria countries.

Steria has established employee representation forums in most countries pursuant to applicable local laws and regulations.

A European Works Council has been established at Group level. It deals mainly with issues that affect several countries, such as major structural changes and acquisitions or disposals of businesses and activities.

An agreement has been signed on the terms of reference of the European Works Council.

Several collective agreements covering areas such as work schedules and employee health and safety are in force within the Group. These agreements have been established under local legislation in the respective countries.

Where no employee representation structure exists, such as in India and Poland, we give the opportunity to our employees to address their questions and concerns through various channels. In India for example there are the following channels:

- Town-halls: these are quarterly open discussion forum where employees can ask any question to the Senior Management,

- DirectToCEO mailbox: A mailbox accessed directly by CEO, where employees can raise their concerns and make suggestions,

- Secure committees: central email-ids and task force to handle harassment issues (sexual and otherwise) at location and India level,

- Skip meetings: meeting of employee (N) with N+2 , skipping the immediate manager,

- Grievance redressal: redressal procedure to deal with all the grievances logged with HR.



In France, a collective agreement on working from home has been signed in December 2013, and implemented early 2014.


Key 2013 figures on the management of social relations

CountriesExistence of an employee representation structure(1)

Number of representatives elected (12/31/2013)

Number of works councils/forums active in 2013

France Yes 239(2) 151

United Kingdom (including NHS-SBS) Yes 10 9

India No Not applicable Not applicable

Germany Yes 40 72

Norway Yes 5 4

Sweden Yes 3 12

Denmark Yes 4 5

Belgium Yes 24 12

Poland No Not applicable Not applicable

Switzerland No Not applicable Not applicable

1 Forums, works councils, etc. 2 Includes local bodies.


Employee satisfaction and engagement

Employee satisfaction and engagement is important to Steria. To measure how well employees engage the company and its aims, we carry out an employee survey.

In 2013, this survey was organized for the second time via the “Great Place to Work” institute. Surveys like these provide an opportunity to define and review action plans, adjusting them to meet employees’ expectations as closely as possible. In 2013, the response rate to GPTW survey increased from 68% of employees to 70%. Each country will go beyond the survey by encouraging its employees to work together to improve well-being in the workplace with the implementation of local action plans driven by the survey results.

The results of the ‘Great Place to Work’ survey, combined with information from exit interviews, gives us guidance on which areas need improvement, and then these recommendations serve as a good guide as to where to strengthen our efforts in the future.



100%

80%

60%

40%

20%

0%

Male

Female

% of employees receiving regular performance and career development reviews

Fran

ce UKIn

dia

Germ

any a

nd

Aust

riaNo

rway

Swed

enDe

nmar

kBe

lgiu

m a

nd

Luxe

mbo

urg

Pola

ndSw

itzer

land

Head

quar

ters

Aver

age

83% 89

% 100%

92%

48%

41%

72% 78

%

66% 77

%

49%

87%

84% 88

% 96%

88%

47%

82%

28%

90%

62%

64%

57%

86%

60%

50%

40%

30%

20%

10%

0%

Employee turnover rate – by age60%

50%

40%

30%

20%

10%

0%

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

16,7

%

10,3

%

9,2%

26,3

%

16,3

%

15,7

%59

,8%

31,5

%

21,9

%

20,7

%

20,3

%

11,5

%

21%

18,6

%

11,2

%

39,6

%

17,6

%

12,8

%

Male

Female

Employee turnover rate – by gender

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Aver

age

11,6

%

19,8

%

45,6

%

19,4

%

19,1

%

16,5

% 22,8

%

15,2

%

49,1

%

13,4

%

10,7

%

22,8

%

<30

30-50

>50


Permanent

Fixed-term

7000

6000

5000

4000

3000

2000

1000

0

Absence rate - in hours per 100 employees Total workforce by contract typeFr

ance UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Aver

age

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

100%

98%

96%

94%

92%

90%

3,0%3,8%

0,7%1,6%2,4%

1,1%

97,0% 96,2%

99,3%98,4%97,6%

98,9%

Full time

Part time

Total workforce by employment type

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Aver

age

100%

95%

90%

85%

80%

75%

5,4%

13,6%

5,7% 6,4%10,4%

94,6%

86,4%

94,3%100%

93,6%89,6%

5 237

6 564 6 043

3 7265 2375 490

3.5%

3.0%

2.5%

2.0%

1.5%

1.0%

0.5%

0.0%

Absence rate - % of work days

Absence Rate (AR)

Absence Rate (AR)

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Aver

age

2,62%3,28% 3,02%

1,86%2,62%2,75%


Human rights and diversity

Respecting rights and diversity at all times, we are dedicated to recognising human rights in all our relations with employees, clients, shareholders, suppliers and local communities. We never tolerate discrimination or harassment, in any form. Even though we are vigilant, two incidents of discrimination were brought to the management’s attention in 2013. These incidents were dealt with internally and serve as a reminder that we constantly need to stay aware and focus on the way we interact.

Across the company workforce as a whole there is a distribution of 30% women and 70% men. Even though this gender composition is imbalanced, it is above industry standard in many of our countries. Nevertheless, we have several programmes with universities and upper secondary school students to encourage more women to choose technical careers.

There are also local variations, which we are determined to improve. This is a long-term objective and will not be changed overnight. We will work to increase female representation in management positions through awareness programmes and training. The first step is to raise awareness and to make conscious decisions on promotions and recruitment.

Gender split

Group Executive Committee Local Executive Committee Leaders – Global Management Network

Managers – Top 4000

87% Male

13% Female

72% Male

28% Female

83% Male

17% Female

79% Male

21% Female




Global and Local initiatives to promote gender equality

Gender Diversity is a key topic for Steria as a Group. We monitor the gender diversity ratios at management level during our annual people reviews. We are focusing on promotions and encourage managers to have a special focus on women promotions.

Locally, various initiatives have been implemented to promote and encourage diversity, equal opportunities and male/female parity.

In France, discussions on gender parity were held with employee representation organizations. An action plan has been defined for 2014 to promote gender equity, including measures on salary.

In the UK, diversity and equal opportunities topics are included in the suite of management programmes. The same topics are also included in induction programmes.

In Sweden, the Group started partnering with Womentor(1) (http://www.womentor.eu/) more than seven years ago.

In India, Steria promotes women’s education, training and employment, and is taking steps to facilitate their integration and protection, including creating workplace crèches (for children aged three months to five years); education programmes dedicated to girls through the Steria Indian Foundation community initiatives, the application of a very strict anti-harassment policy, supported by a committee to which grievances can be raised, all female employees using company transport between home and work are accompanied by security guard after 19.00 hrs.

Local executive committees – by gender

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

100%

80%

60%

40%

20%

0%

50%25% 21,4%

0%

26,1% 28,1%

50%75% 78,6%

100%

73,9% 71,9%

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

Leaders Global Management Network – by gender

100%

80%

60%

40%

20%

0%

21,2% 18,2%33,3%

3,8%

13,6% 16,6%

78,8% 81,8%66,7%

96,2%86,4% 83,4%

Male

Female

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

100%

80%

60%

40%

20%

0%

20,5% 26,8%14,5% 14,9% 19,6% 21,1%

79,5% 73,2%85,5% 85,1% 80,4% 78,9%

Managers Top 4000 – by gender

(1) Association that works towards equal gender opportunities through sponsorship. The European Federation of Mentoring for Girls and Women (Womentor) was founded in Austria in 2008. It counts 14 members from ten different countries. Its objectives are to reduce the differences in male/female jobs and salaries, to end segregation, and to achieve equal opportunities and respect for the work-life balance. Womentor also supports organizations (members) outside the EU.


60% 60% 60%60%60% 60%60% 60%60% 60% 60%60%



Workforce by employment type and gender Workforce by contract type and gender

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

100%

80%

60%

40%

20%

0%

100%

80%

60%

40%

20%

0%

75,7% 75,0% 76,2%65,7%68,1% 68,1%56,8% 56,6%72,4% 68,1% 69,1%67,1%

4% 0,8% 0,4%0,2%4,7% 0,7%

5,9%2,8% 0,4%11,4%

1,4%

18,9% 22,1% 22,7%32,7%25,6% 29,5%29,5% 39,5%17,2%

27,8% 30,2%32,9%

1,4% 2,1% 0,7%1,4%1,7% 1,7%2,2% 2,4%4,5% 2,6% 0,3%

Male part-time

Male full-time

Female part-time

Female full-time

Male fixed-term contract

Male permanent contract

Female fixed-term contract

Female permanent contract


Total number of new employee hires – by gender

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

1200

1000

800

600

400

200

0

Male

Female

620

374

972

142

426

177 188

593

45 204



Age diversity

The majority of our workforce is between 30 and 50, and it is the relatively younger age mix in India that mainly drives these figures. Most of the other countries, on the other hand, are striving to increase the number of young people employed.

Age issues occupy an important place in France in discussions on diversity. Extensive efforts have been made since 2009 to maintain seniors (over 55) in their positions, enrich skills through training and encourage the exchange of knowledge with new hires. Below is a non-exhaustive list of actions undertaken to address this issue:

• performance and development interviews include a specific section dedicated to information on pension rights; presentation of various training options, employee wishes regarding mobility, career plans and opportunities for mentoring. In addition, managers responsible for conducting interviews with employees aged 55 and over have been specially trained since 2010 on this topic;

• a special kit is given to employees aged 55 and over containing documents with all rules applicable to training access, career termination benefits, etc.;

• Measures to improve working conditions (easier access to part-time hours) and sickness prevention (awareness initiative, strengthening of medical monitoring).

Disability

As well as age range, another approach to diversity in Steria is our commitment to supporting disabled workers. A Steria Group Disability Policy has been designed and communicated throughout the company. The key objectives of this policy are:

- to raise awareness of disability in the workplace and to underline the need for compliance with local laws

- to encourage decision makers working in recruitment to pay special attention to disabled applicants so that we can extend our recruitment base.

Each country now has one HR person appointed who is in charge of seeing that this policy is properly implemented.

Internal accessibility experts are currently working on the implementation of gradual changes to the buildings for accessibility and since December 2012, approximately 85% of the sites offer adequate access.

Because the reporting formats for disabilities and its definitions vary from one country to another, it is currently difficult to collect reliable information in this area in each country, much less at the Group level. In some countries, the percentage of workers with disabilities reported is tracked nonetheless.

30-50

>50


Local executive committees – by age

100%

80%

60%

40%

20%

0%30,8%

69,2%73,9%

50,0%78,6%

100,0%

69,1%

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

50,0% 21,4%26,1% 30,9%

Employees under 30 years old

Employees between 30 and 50 years old

Employees over 50 years old

Age composition

58%

27%

15%


30-50

>50

<30

30-50

>50

<30

30-50

>50

100%

80%

60%

40%

20%

0%

41,3% 48,2%

58,7%47,7%

88,9%

45,3%51,8% 53,4%

Leaders Global Management Network – by age

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

11,1%

54,7% 52,3% 46,6%

Managers Top 4000 – by age

100%

80%

60%

40%

20%

0%

26,4%41,0%

72,7% 74,4%94,7%

67,6%

2,0%0,9% 0,2% 0,9%1,0%

58,0%69,7%

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

Tota

l

5,3%32,2% 23,6% 29,3%

Total number of new employee hires – by age

Fran

ce UK

Indi

a

Germ

any

and

Aust

ria

Othe

r

1400

1200

1000

800

600

400

200

0340

18439

25098

214 233 2

1 330

107 15 4265

305283



Several major initiatives related to disabilities have been undertaken in certain geographical areas.

In France, a policy implemented over a period of four years in collaboration with Agefiph (1) has made it possible for the proportion of persons with disabilities within the Company to increase by more than threefold between 2008 and 2012.

Steria France also signed a three-year agreement in December 2011 (valid until 31 December, 2014) with the unions on the employment of disabled persons. The main objectives of this agreement are:

• to recruit 75 disabled persons within three years;

• to increase the share of Steria employees with disabilities to 2.5% by the end of December 2014.

In 2013, several initiatives were launched to meet these targets:

• flyers were circulated to more than 6,000 employees to acquaint them with Steria’s policy regarding disabled people. The purpose of this is to encourage people with disabilities to come forward;

• an external hotline allows employees to ask questions about disabilities with complete confidentiality;

• follow-up individual interviews offered to all Steria employees with disabilities to support them in their position;

• a large-scale awareness programme was launched : the “Steria mission handicap Tour” , publication of positions available on specialized sites (www.hanploi.com, www.handicap.fr, etc.) ;

• individual support was implemented for disabled people : ergonomic and skills assessments, coaching;

• development of contracts concluded with institutions that employ people with disabilities in the areas of recycling, catering, printing and postal delivery. An agreement was signed in this area with a national subcontracting association gathering companies employing people with disabilities.

Steria is engaged in various discussions with Federation Syntec (2) on issues related to disability which have led to several initiatives, such as the undergoing creation of a job-board with employment opportunities in the IT sectors specially targeted toward persons with disabilities.

In the UK, training on the Disability Discrimination Act, an EU directive to prevent discrimination against disabled persons, is a part of the “Core Management” workshops that are given to all newly hired and promoted managers. A new e-Guide has also been developed. This guide focuses on aspects of disabled employees’ presence in the workplace such as legislation, discrimination and facilities. Steria UK has partnered with companies specializing in occupational health and ergonomics to identify different ways (material and other) for employees who have special needs and their managers to obtain the advice they need. Over the years, various solutions have been adopted to overcome the difficulties they face. Managers are encouraged to consult the HR department, which will help them deal with each specific situation. In the UK, Steria and the public agency Access to Work together ensure that all public assistance directly benefits the person for whom it is meant.


(1) Government organisation in charge of developing and supporting the employment of disabled people. (2) The federation representing the IT services sector


Maintaining skills and adapting training to different functions and responsibilities

Steria is committed to being an active player in the development of employees and their careers and continuously adapts dedicated training curriculums in all job categories, as in France.

Project Managers

In France, The Steria Institute continues to develop a range of training courses devoted to project management and now includes modules on topics such as project implementation, business, personal development and customer businesses.

Architects

The course dedicated to architects has also been modernised and incorporates a new module on technical architecture for infrastructure management. With this new course, trainees benefit from a certification by one of the best engineering schools in France. The course also provides additional training modules to train future IT architects.

Designers and developers

A technical training course on "design and development" has been created. It focuses on maintaining Shared Services Centres employees with state of the art technical skills and enhances employability.

Sales and Bid Managers

The curriculum dedicated to sales and bid management teams has been enhanced thanks to two new modules, “business together” and “sales tools” to be deployed in 2014. Their objective is to promote collaborative working and the use of new project management tools.

Functional teams

In 2013, we also deployed new training modules on topics such as payroll, legal, procurement and HR, thanks to strong partnerships with organizations dedicated to cross-functional training.

Managers

In 2013, the curriculum designed for managers has been redesigned with modules that will be deployed in 2014. It will be part of a comprehensive curriculum to standardize practices, based on Steria managerial behavior standards.

Workplace case studies


To achieve environmental sustainability, we need to change the way companies operate; now and in the future.

We have shown our commitment by signing the ten UN Global Compact principles (http://www.unglobalcompact.org/), and promoting environmental responsibility. As a trusted Transformation Partner to our clients we feel particularly responsible for promoting the Compact’s ninth principle that is to encourage the development and diffusion of environmentally friendly technologies. To Steria’s sustainability services and solutions are empowering a low-carbon economy with Sustainability Consulting, Smart Energy Management, Smart Transport and Green IT offerings.

Our services and solutions focus on three areas:

Sustainability Consulting – Make sustainability a strategic focus by aligning sustainability goals with other business goals; develop performance management frameworks to define, track and report on sustainability; use information technology to manage your sustainability strategy and drive improvements.

Green IT – Identify opportunities to improve the sustainability of the IT infrastructure, for example by virtualising servers, migrating applications to Cloud hosting, designing efficient printer estates or implementing PC Power Management solutions.

IT for Green – Steria provides solutions based on both its business and technology expertise, and has developed suites of IT for Green solutions in Energy Management and in Transport. These solutions allow reduction and optimisation of energy consumption as well as reduction of greenhouse gas emissions.

A Senior Executive Vice President (SEVP) of Steria Group’s Executive Committee is responsible for “Climate Change and the Environment” across Steria. Under the sponsorship of the SEVP, a Network Leader (Head of Environmental Sustainability) leads a Group Sustainability Committee consisting of senior managers/directors from each country. This Committee drives the strategy, plan, operations and performance measures for the company. Each Country Leader in turn drives an environmental agenda locally with support from a local committee and Green Network. The Group Sustainability Committee is an integral part of the Group’s Corporate Responsibility programme. In addition, sustainability services and solutions for our clients are marketed and delivered as part of our vertical client services function.

We regularly update our employees about our strategy, commitment plans and progress and always take account of their feedback and ideas. We’re also encouraging environmental sustainability by obtaining and exceeding ISO14001 requirements, cutting our carbon footprint by 36.6% over a 5-year period from 2009 to 2013. We integrate sustainability into our tenders and proposals. In addition to this, we work with our supply chain to make it more sustainable. As a sharing company, we collaborate with industry, trade and professional bodies on environmental sustainability and – in the interests of transparency – we report externally on our performance levels and aspirations.

Driving Environmental Sustainability is a key enabler to achieving a low carbon economy.

Responsibility for the environment



• Living Green – Our Living Green programme enables every Steria employee to contribute towards making the company more sustainable. In 2013 our ‘Living Green’ programme was recognised with an international CSR Excellence Award and a Green Apple Award.

• Environmental certification – Our operations in Austria, Belgium, Denmark, France, Germany, India, Luxembourg, Norway, Poland, Sweden, Switzerland and the United Kingdom have received ISO 14001 certification for their Environmental Management Systems. We also have had our greenhouse gas emissions from operations in the UK and India independently verified to the ISO 14064-3 standard, and are looking to introduce this verification in other countries in the coming years.

• Energy management – Consumption of energy in buildings is responsible for a significant portion of the Group’s emissions. We have worked for several years to reduce consumption and gradually move to renewable sources of energy for office buildings. We have reduced our energy consumption by 30% reduction over a 5 year period (2013-2009). 28% of the electricity that we consumed in our offices and on-site data centres in 2013 came from renewable sources. With The CarbonNeutral© Company we are progressing a new certification for our datacentres for 2013.

• Management of business travel – Since January 2010 the Group has had CarbonNeutral© certification for travel by air and road. Our plans are to continue to offset travel and carbon emissions from business travel. In 2013 our emissions from business travel were 19% lower than they were 5 years ago (2013-2009).

• Supply chain management – Since 2012 Steria has been part of the CDP Supply Chain Programme. We are focussed on ensuring that our supply chain sustainability management conforms to best practice. We are pleased to note that our key suppliers reduced their emissions in 2013 relative to our base year of 2012.

• Waste Management – We focus on both electronic and general waste generated in our offices. Group-wide we have implemented local arrangements for the disposal of electronic waste. Where possible, we work with specialist organisations to maximise reuse and recycling. In Steria offices that we manage we have implemented general waste segregation and recycling services that minimise waste sent to landfill.

• Water Management –Steria fully acknowledges the growing importance of reducing water consumption. In 2013, we commenced metering and monitoring water consumption at some sites and implementing water-saving measures that include rain water harvesting. In France, we have launched a project to enhance quality of data related to water consumption on our sites and thereby improve management of reduction initiatives.

• Training and engagement of employees in environment protection - To conduct environmental policy, support deployment of environmental management systems, and facilitate employee awareness of environment protection, Steria performs training and engagement, and runs change management programmes to promote CSR, sustainable environment, waste sorting, reduction of energy consumption in the workplace and other activities related to environmental protection.

• Reporting – Openness and transparency to all our stakeholders are core principles of our Corporate Responsibility programme. At least annually we publicise our plans, progress and achievements at summary level through the reference document and in more detail in this GRI-aligned Corporate Responsibility report and in our responses to the CDP Investor, Vigeo and Gaia benchmarks.

• Supporting our clients with sustainability – We take what we do best for ourselves to our clients and work with them to make their businesses more sustainable with our sustainability consulting services and energy and transport management solutions, amongst others.

There are ten key company-wide initiatives that are particularly important to our environmental performance:

RegulatorsRegulators

Partn

ers

Partn

ers

Investors

InvestorsClients

Clients

Employees

Employees Su

stain

abili

ty so

lutio

ns Reporting: CDP, GRI

Travel

Envir

onmental management

ISO 14001 14064-3

Energ

y

WasteSupply chain

LivingGreen

Wat

er


Environmental Performance

The key GRI Indicators that are relevant to our business are:

1. EN3 Direct energy consumption measured in gigajoules by primary energy source: This relates to the oil and gas consumption within our offices and datacentres (GHG Scope 1)

2. EN4 Indirect energy consumption measured in gigajoules by primary source: This relates primarily to our electricity consumption and also to some offices’ district heating (and cooling) within our offices and data centres (GHG Scope 2)

3. EN16 Total direct and indirect greenhouse gas emissions by weight measured in tons of CO2e : This is the total emissions from our EN3 and EN4 (Scopes 1 and 2)

4. EN17 Other relevant indirect greenhouse gas emissions by weight measured in tons of CO2e : This relates to the business travel of employees in delivering services to clients and managing business (GHG Scope 3)

EN16 (Scope 1 and 2 emissions after discounting for purchase of renewable energy) has reduced by 48.9% over the five-year period (2013-2009) against our baseline year in 2008. Similarly, EN17 (Scope 3 emissions) relating to business travel has reduced by 19.3% over the same period. Overall, Steria has reduced its carbon footprint (Scopes 1, 2 and 3: Business Travel & Offsite Datacentres) by 36.6% over the three-year period (2011-2009) against our baseline in 2008.

Responsibility for the environment (continued)

GRI Performance Indicator

EN3 EN4 EN16 EN17

Units GJ GJ tCO2e tCO2e

2013 35 069 153 415 14 497 16 747

2012 39 400 170 569 15 238 16 506

2011 43 414 189 684 24 488 16 243

2010 42 342 221 700 25 183 16 883

2009 49 172 224 106 26 847 17 504

2008 36 727 230 879 28 390 19 289



How employee engagement drove Steria’s environmental sustainability success

In 2013, CDP awarded Steria a perfect score of 100% for Disclosure and ‘A’ for Performance, the first French company in history to achieve this feat, and only one of eleven companies worldwide out of 4,500 in 2013. Steria received a special award at NYSE Euronext in recognition of this achievement.

According to CDP, companies that disclose their greenhouse gas emissions demonstrate that they understand the risks of climate change and that they are prepared to manage them strategically.

We are proud to say we have committed ourselves to environmental sustainability by instilling sound environmental practices in our business operations, and by taking our expertise to our clients to help them become more sustainable.

By engaging our employees in climate change and the challenges that it presents, we aim to become a greener and a more sustainable organisation, and then to engage our clients with our knowledge and experience to support them in becoming more sustainable. We do this in our “Living Green” programme - a perfect example of employee engagement. Through it Steria people can collectively make a big difference to the environmental sustainability of both our company and its clients. We want them to bring their creativity, innovation and passion for sustainability into the company - and to have fun doing it.

Externally, in their Investor report CDP positioned Steria thus: "Employee engagement is an integral part of our sustainable development strategy. Employees help us define and achieve our goals, including those related to emission reduction, [...]: they act so as to carry out the selected initiatives and innovate in submitting their ideas on sustainable development".

Environment case studies

4: Such a contract has also been signed for heating in our new Eolis 2 building in Toulouse.


Environment case studies (continued)

“Living Green” has delivered a multitude of benefits to the company, our employees and our clients, including:

• Reduction in our carbon emissions per employee by over 36% over the past 5 years.

• Carbon neutral for business travel since 2010 and for datacentre energy since 2013.

• Reduction in our energy consumption by 21GWh, a 29% reduction over a 5 year period.

• Saving of over €900k in energy costs in 2012 compared with our baseline year of 2008.

• In the UK, a ‘no bins under desks’ policy, which encourages employees to use the new waste management facilities and to sort waste into Dry Mixed Recycling (DMR) and waste for landfill.

• In Germany, relocating to more energy-efficient offices, and virtualising and rationalising IT infrastructure such as servers and printers.

• In France, 1250 employees have moved into a new generation building, “Green Office”, a large-scale, energy positive office building in Meudon.

• In Sweden, Steria has moved to a cutting-edge green office in Stockholm. Kungsbrohuset is one of the world’s most eco-smart buildings, warmed by the body heat from the 250,000 passengers who pass through the nearby Stockholm Central Station each day.

• In India, activities including a drama on the theme ‘environment’ creating awareness amongst children, planting saplings, setting up a pedal power green café, hosting a Greenpeace kiosk, running an Earth day quiz.

• In the UK, Steria has helped a client, the Land Registry, to reduce its emissions and waste, embed sustainability in its supply chain and support sustainability in local communities.



• Martin Illingworth, Sustainability Manager for Land Registry, said, "Steria has provided valuable expertise on sustainability in line with the Greening ICT requirements, and with their help we are currently meeting Government targets, reporting our progress and engaging stakeholders".

• In Issy-les-Moulineaux in France, Steria and major industrial groups are creating IssyGrid®, the first operational district smart grid in France that aims to enable energy optimisation at neighbourhood level. In response to an increasingly tight and complex energy market, IssyGrid® offers a local response to global environmental challenges.

• In the UK, we work with the local Chamber of Commerce and the University both in Hertfordshire near our HQ to develop a "Smart County in the UK" as part of the Environment Forum of the Chamber.

• In France, with its Smart Energy Management suite of dedicated solutions, Steria supports energy operators, real estate companies and local government organisations in the implementation of their energy performance programmes at the level of residence, building or district.

The above illustrate the power of employee engagement in the company’s strategy for environmental sustainability: most of the initiatives are the result of employees’ innovative ideas. Employees have also played their part in ensuring the success of campaigns such as Move to Greener Offices and ISO 14001 certification.


At Steria, we believe that self-sufficiency and local development comes from strengthening community links, better education and increased employment. Our volunteer-driven community programmes give people in the communities where we operate greater access to education, IT and jobs. We support training programmes with qualifications leading to a job and promoting self-respect. Our employees, largely on a volunteer basis, participate in “community” activities in the countries in which the Group operates. The aim is to encourage their initiatives and to help them find opportunities for personal and professional development that will complement their professional growth. This community platform comes alive through two major Group programmes “One Day Challenge“ and “One Steria One Country One School” (OSOCOS), detailed below and through various local initiatives.

One Day Challenge (ODC): mobilization of the entire company for local communities

The One Day Challenge, an annual Group event, encourages employee initiatives and fundraising for local communities on Steria sites around the world. This event is an opportunity for our employees to share joint activities with charities, clients and partners. The sixth One Day Challenge was held on November 14, 2013. The aim was to draw attention to and raise awareness among all Steria employees on the situation of the most disadvantaged and encourage local volunteering. Despite the continuing economic crisis, this event prepared long in advance exceeded last year’s results. More than €167,000 was collected for about 70 charities and 41 schools, with the help of 680 volunteers and several thousand contributors who spent time organizing activities, participated in fundraising or made a donation. In total, 53 clients and partners participated in joint community activities. Thanks to this collective effort, Steria employees are making a difference for local communities and launching activities of general interest, which can then be pursued locally.

One Steria One Country One School (OSOCOS) programme for access to education

The “One Steria One Country One School” (OSOCOS) programme proposes to the different countries where the Group is present to sponsor a school in India, based on a three-year partnership. In 2013, the programme had participants from Norway, Sweden, Denmark, France, Germany, Belgium, Switzerland, Singapore and Steria Group SCA. Each entity belonging to the programme adopts a school and sponsors the computer center, library, play area and other expenses incurred in setting up the project. Some countries also support the studies of Steria scholars by funding their education.

Interaction between country employees and school children is also planned, for example, through sponsoring school students and teaching in schools. In 2013, two French volunteers implemented a solar IT lab in the Mahabalipuram School sponsored by Steria France and three volunteers from family staff came to India to provide support in the schools.

Helping people to help themselves is the best way to reduce poverty, promote inclusion and encourage self-respect.

Responsibility in the community



Giving access to IT: our main objective is to promote digital inclusion, by supporting IT enablement programmes and activities aiming at social and professional integration. Our focus is on utilising volunteer expertise for charities and NGOs, and promoting the use of best practices from one country to another. The Steria-Institut de France Foundation has already supported 44 projects in France, Morocco, Niger, Benin, Burkina Faso, Cambodia, Vietnam and the Philippines – with the help of nearly 200 Steria volunteers. In India, our aim has been to develop solar-powered computer centres and intelligent classrooms in our sponsored schools, and we are pleased that two more have been installed in 2013, with the support of two volunteers from Steria France on pro-bono missions, and our client NHS SBS UK.

Giving access to employment opportunities: it is the main goal of the SIFGSS Scholarship Scheme, enabling a graduate degree college education to our 208 Steria scholars, including 97 engineers and 111 other graduates: 44 have completed their degree courses and been placed in well-paying jobs, many in the IT industry, including Steria. Others are at various stages of their higher education. In addition we have set up in Chennai in February 2013 a new Career Development Centre, sponsored by Steria Norway, in partnership with the NIIT Foundation, to provide short-term training for young people who need to find a job quickly to take care of their families. We are helping to provide short, IT-based vocational training courses followed by work placements in India’s booming hospitality and retail sectors. A client has also supported two vocational training computer centers in Noida, located within our sponsored schools. They are used by the school as well as villagers after school hours.

66 000 208 91 417

Number of children and young people benefiting

from education or training programmes in Steria-

supported schools

Number of Steria scholars

Number of IT projects contributing to the reduction

of the digital divide

Number of people who have found a job or

decided to continue studies following training in the

Graduate Scholarship Scheme (SIFGSS), the Career

Development Centers in India, the Digital Bridges (Passerelles Numériques) Programme in Cambodia


It’s a record for the Steria One Day Challenge

In the UK, One Day Challenge 2013 witnessed record participation: 141 activities were organised for the benefit of 77 charities with the support of 188 volunteers and 29 clients and partners. Joint activities with Cleveland Police were particularly dynamic as fundraising more than trebled compared to 2012, to reach 3700 euros. Over 400 Steria employees and client staff at Cleveland Police joined forces for 15 different events. For example, volunteers gave up 151 hours of their time on weekends to help the Catcote Academy, a special needs school for 11 to 19 year olds with profound and multiple disabilities. They tidied up a sensory garden and re-designed some waste land next to a café to be used as a garden. With another customer, the Co-operative Banking Group, a joint team of six Steria and six Co-operative Banking Group volunteers spent a day painting, housekeeping and gardening at Ronald McDonald House, linked to the Manchester Children’s Hospital, which provides 60 rooms at no cost to the families of patients in the hospital.

Smart Energy Management brings solar power to Indian school

The Government High School, Mahabalipuram, a very popular tourist destination near Chennai, has 550 students on its rolls. These children belong to very poor families, mainly from rural communities. The school, located close to our Steria Chennai office, is supported by Steria France. This financial support has enabled the creation of a computer centre and digital interactive classrooms thus giving access to the tools of modern technology for an improved learning experience. Steria France has also sponsored the organisation of Summer Camps as well as providing scholarships to 14 bright children to pursue a college education and a graduate degree.

Two French employees from the Energy Department volunteered for 3 weeks to install solar panels to power the computer centre. The erratic power supply and chronic power shortage in Tamil Nadu made this initiative essential to give pupils the full benefit of their computer centre.

The French volunteers were involved in the entire programme. In Sunlit Future, the Pondicherry based vendor's plant, they were involved in the design and fabrication of the solar power system and later in its installation and commissioning on the school roof top. They also took part in various activities with the Chennai Corporate Responsibility team especially “Green Day”, an initiative to raise awareness on recycling. They shared their experience on the Steria France intranet and their writing skills gave life to a book called “Sun at Work”, a testimony on how our business skills on Smart Energy Management and experiences can support community projects.

Community case studies



Reducing the digital divide with innovation and technology

Digital services and information technology can make everyday life easier for differently-abled people: two projects supported by the Steria Foundation in 2013 go a step further in that direction.

Students from the University Paris of Panthéon Sorbonne, who won the student award known as « Bourse de la Fondation » received a grant of 10 000 euros to develop a mobile application. The project called “Intuitive Communication“is designed to help people suffering from speech disorders due, for instance, to physical disability, deafness or autism. The application helps them communicate via a touch-sensitive interface or mouse, using pictograms that symbolise words in a sentence, and text-to-speech technology to relay the output as speech to the listener. The application can be adjusted to each user and to people most in contact with the disabled individual – such as parents, speech therapists, care workers, psychomotor and occupational therapists.

Two Steria volunteers are coaching the students in charge of the project.

The Foundation also supported the Repi’Lib project, conducted by a non-profit organization based in Lyon, ARIMC (Association Régionale Rhône-Alpes des Infirmes Moteurs Cérébraux). This on-line service (www.repilib.fr) for families of differently-abled people makes it possible to provide them with a break in their everyday life and to encourage people with disabilities to live a more independent life. The project allows people willing to volunteer to contact families with specific needs (baby-sitting, escort for holidays etc…) on a dedicated internet site. A Steria volunteer also provides IT expertise to the project team.

A community project powered by diversity

For four years now, Steria has been engaged in IT training of immigrant women in Norway. The training, facilitated by Steria, is performed by volunteer employees. The idea is to help the integration of immigrant women

into the Norwegian society, since many of them are isolated. They do not speak Norwegian, cannot take part in social life and do not work outside their home. The Norwegian authorities have made several attempts to help their integration, based on the use of Norwegian or English, an issue for these women who have a limited knowledge of these languages. Steria approached the Norwegian City Church Mission which, among other things, is engaged in the integration of immigrant women and asked how it could be possible to help. As Steria employees come from a wide variety of ethnic backgrounds, the idea of providing IT training in the appropriate mother tongues was born. The training is performed by Steria employees in their original language and perfectly fits the women’s requirements. It covers basic IT topics such as IT banking services, on-line contacts with local authorities (tax, social security), Facebook and general use of internet. The courses have been held in Arabic, Somali and Urdu so far and more recently in Thai (via an interpreter).


Steria signed the UN Global Compact in 2004, bringing companies together to advance 10 universal principles in the areas of human rights, labour standards, the environment and anti-corruption and thus comply to:

• The Universal Declaration of Human Rights,

• The International Labour Organization's Declaration on Fundamental Principles and Rights at Work,

• The Rio Declaration on Environment and Development,

• The United Nations Convention Against Corruption.

Compliant with UN Global Compact, Steria embraces, supports and enacts, within its sphere of influence its core values:

Human Rights

• Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and

• Principle 2: make sure that they are not complicit in human rights abuses.

Labour

• Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;

• Principle 4: the elimination of all forms of forced and compulsory labour;

• Principle 5: the effective abolition of child labour; and

• Principle 6: the elimination of discrimination in respect of employment and occupation.

Environment

• Principle 7: Businesses should support a precautionary approach to environmental challenges;

• Principle 8: undertake initiatives to promote greater environmental responsibility; and

• Principle 9: encourage the development and diffusion of environmentally friendly technologies.

Anti-Corruption

• Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

Responsibility in the marketplaceHow Steria does business – and how all our actions have an impact in the marketplace – is an important consideration in our commitment to being an ethical business. We aim to provide benefits to society through everything we do and always bear in mind the potential ethical dimension of every service or solution we offer.



The Steria values of trust, openness and respect are captured in our compact Code of Ethics. This Code reflects our corporate standards and aspiration of behaviour for all our employees within the Group and with our business partners. Our aim is to ensure that:

- every Steria employee is aware of his or her role in maintaining the highest ethical standards, embedding these principles into our decision making process, business strategy and daily business activities;

- we set the tone at the top with clear messages on corruption prevention and anti-competitive practices;

- we place emphasis on selecting and retaining suppliers who embrace and demonstrate corporate responsibility standards. Our new procurement system supports this ambition. This is aligned to our Group Procurement Charter, which clearly sets out our business principles when engaging and working with our suppliers.

The Power of Sharing: Engaging dialogue with our stakeholders

Since its creation in 1969, Steria has emphasized the need to develop its business activity while following the strictest ethical guidelines and engaging with stakeholders, which means:

• making sure we clearly identify our key stakeholders;

• engaging with them as effectively as possible to understand any concerns and respond appropriately.

The Group believes that its current key stakeholders are its employees, employee representative organizations, clients, partners and suppliers (including subcontractors), shareholders, bankers, government agencies (national and territorial), NGOs and charities, rating agencies and Corporate Responsibility indexes.

Steria engages in dialogue with its stakeholders whenever possible via our websites, meetings, presentations, surveys, agreements. Steria has made a breakthrough in 2013 enhancing use of social media internally as well as externally.

The Power of Sharing with employees - After successful trials of Yammer to communicate and share internally at country

level (UK and Norway) in 2013, 2014 will see it rolled across the Group to encourage our people to collaborate and share.

The Power of Sharing with stakeholders in the marketplace - Twitter, FaceBook, Linkedin, YouTube, Xing and other social media have been widely used and deployed in 2013.

These initiatives are supported by common Steria social media guidelines. In 2014, we plan to further extend the use of social media and will provide specific training on their use.

Steria acknowledges the strategic imperative of safeguarding information assets, prioritising our clients. To this end we regularly refresh Steria Group IT security policies and standards, run security awareness programs, perform regular audits and harness the expertise of the Steria RightSecurity team. In 2013 we made a significant contribution to European wide discussions on Big Data, Cyber Security, biometrics and data confidentiality.


Raising ethical awareness across the Group

Steria has placed additional emphasis throughout 2013 in developing ethical awareness. We developed and rolled out interactive computer based training on ethical conduct in the marketplace. This interactive application has been rolled out to over 9.500 PCs worldwide to date and continues through 2014. It serves as an everyday reminder of Steria’s ethical commitments and expectations. It includes a video presentation by the General Manager, providing guidance on ethical behaviour and living Steria’s values in our daily business life. This video challenges our employees to reflect on their personal set of values and ethical standards.

In addition to this, we delivered a number of specific training sessions. The Group and Area Executive Committees have been trained and challenged on ethical behaviours; to increase their awareness and personal engagement, setting the appropriate tone at the top. Other local sessions have been held, for example in the UK, sales and finance staff received specific training on anti-bribery and corruption, to increase awareness of the Steria UK bribery policy.

Case study in the marketplace

è www.steria.com Steria: Corporate Responsibility Report 2014 | 51We aimed high. Hitting our targets

52 | Steria: Corporate Responsibility Report 2014 è www.steria.comWorkplace

2014 objectives:

• Implement a new management cycle and processes.

• Develop leadership principles guid-ing manager behaviour.

• Talent: continue improve exper-tise and soft skills through Steria Academy training & learning pro-grammes always adapted to new market challenges.

• 2013 People Survey (GPTW) inter-nal communication on results and collaborative workshops to be ran throughout the organization.

• Encourage new ways of working with SharePoint- dedicated to em-ployees and with Yammer network.

• Harmonization of People Manage-ment process across geographies to manage Group HR Policies and strengthen performance culture.

• Deployment of the new version of the Global Career Framework to improve workforce & strategic re-sourcing analysis as well as encour-age career development at Steria.

• Clarify internal promotion crite-ria and pathways within career framework.

• Reinforced coordination on com-pensation & benefits throughout the group.

• Management of attrition review.

• Roll out Negotiations skills across geographies.

• Diversity: continue development of initiatives on gender equality, disability, age and onboard those topics in each of our HR and man-agement activities.

• Create a Group network to support gender parity and support local initiatives.

• Increase the gender balance in Steria board to 40% women.

• Make a policy statement from gen-eral manager on gender balance.

• To develop skilled, empowered and people-oriented top and middle managers.

• Delivery of management training in 2013 in the areas.

• Resourcing analysis, identification of the main challenges of our management workforce and monitoring progress.

• Local leadership programmes implemented in France, UK, Germany, Norway and India.

• Modernised Manager Kit to support employee annual reviews as a motivating journey.

• To support the growth and development of our people.

• To support every employee by providing a healthy workplace.

• Next evolution of the Steria Global Career Framework.

• Employee survey (GPTW): we achieved a response rate of 70%, compared to 68% in 2011.

• Social Networks and collaborative tools: Yammer and SharePoint to encourage a more attractive and efficient internal communication and collaboration within and across countries. Reinforced use of social network (Linkedin, Tweeter,…) for messaging and to promote recruitment.

• Continued deployment of “People One”, Steria’s HR IS system, to Belgium, Luxembourg and Switzerland. People One now manages 99.5% of Group Steria’s employees.

• New recruitment system to be deployed across Steria.

• Project Academy: a high level training for 30 programme managers across geographies.

• To focus on gender equality to achieve a visible female presence.

• To support the participation of disabled workers.

• To achieve AA standard of the Web Content Accessibility Guidelines on all Steria websites.

• Definition of action plan in France on gender parity.

• Diversity and equal opportunities training in UK.

• Partnering with Womentor in Sweden and Oda, female network for women in the IT industry, in Norway.

• Promotion of women’s education, training and employment in India

• Action plan in progress to promote employment of disabled in France and in UK.

2013 objectives:

2013 achievements:

è www.steria.com Steria: Corporate Responsibility Report 2014 | 53Environment

2014 objectives:

• Continue to promote and sup-port clients with our sustainability consulting and solutions.

• Continue with the ISO14001 certi-fication programme.

• Continue with the IS ISO14064-3 verification programme.

• Working on 2016 objective of achieving CarbonNeutral© status for all energy by 2016.

• Working with our partners and sup-pliers to reduce carbon emissions in the supply chain.

• To continue to report externally through CDP and GRI.

• Reducing carbon emissions per employee to reach 2020 objec-tive of 50% (compared to a 2008 baseline).

• CarbonNeutral© status for electric-ity in Datacentres.

• Working on obtaining 50% of our energy from renewable sources by the end of 2016.

• Working on achieving zero waste to land fills by 2020.

• Continue to promote and support clients with our sustainability consulting and solutions.

• Smart Energy Management projects working with energy operators: Smart Home and Smart Grids projects to enhance efficiency of energy consumption and production.

• Working with its client the Land Registry in the UK, Steria has helped reduce its emissions and waste, embed sustainability in the supply chain and encourage sustainability in local communities.

• To continue with the implementation of ISO14001, the Environmental Management Standard, in our offices in Belgium and Luxembourg.

• ISO 14001 certified Environmental Management System in Belgium and Luxembourg.

• To gain an external environmental Verification Standard such as ISO14064-3 in Energy and Business Travel.

• External environmental Verification Standard such as ISO14064-3 in Energy and Business Travel in UK and in India.

• To continue with our Carbon Neutral Programme for flight and fleet travel.

• Continuation of CarbonNeutral© Programme for flight and fleet travel.

• To continue our progress with our Supply Chain programme with CDP and look to provide guidance and support to our suppliers to become more sustainable.

• CDP Supply Chain 2013 results show reduction in emissions from our key suppliers during the previous year.

• To continue to report externally through Investor CDP and GRI.

• CDP 2013 Investor: first company listed on the French stock exchange ever to receive a perfect score of 100A and a special award at NYSE Euronext.

2013 objectives:

2013 achievements:

54 | Steria: Corporate Responsibility Report 2014 è www.steria.comCommunity

2014 objectives:

• Within the framework of our Group programme to sponsor schools in India, continue to give access to IT labs, libraries, teachers and solar power in schools and continue converting computer centres to run on solar power.

• Promote pro-bono missions for our employees in the Steria sponsored schools in India.

• Engage employees, clients and partners from all geographies in the One Day Challenge community event, raising funds and volunteer-ing for the community and aiming to initiate lasting activities.

• Support new projects acting in favour of digital inclusiveness and engaging young generations to do so, through our students challenge.

• Further develop, with the support of all countries in the Group, our ‘One Steria One Country One School’ Programme, giving children in India access to IT labs, libraries, teachers and solar power in schools.

• Initiate pro-bono missions opportunities for our employees in the Steria sponsored schools.

• A solar computer centre was financed in the Steria France sponsored school. Fundraising during ODC from Steria Norway, Belgium and HQ was dedicated to sponsored schools in India.

• Two French volunteers spend 3 weeks in India for a pro-bono mission where they participated in the installation of a solar powered computer center in a school. Three volunteers from family staff came to India to provide support in the schools.

• Continue engaging our employees, clients and partners from all our geographies in our One Day Challenge community event and challenge last year results.

• More than €167,000 was collected for about 70 charities and 41 schools, with the help of 680 volunteers and several thousand contributors. 53 clients and partners participated in joint community activities.

• Create a new Career Development Centre in Chennai (India).

• In February 2014, the new Career Development Center sponsored by Steria Norway opened in Chennai.

• Support new projects with the Steria – Institut de France Foundation, and organize a student challenge to implement a community project where IT benefits people in need.

• Four new projects to encourage e-inclusion were launched, including the one won by the students of Paris Sorbonne University to support differently-abled people.

2013 objectives:

2013 achievements:


Do you want to know more about Steria? Please visit us at www.steria.com

Marketplace

2014 objectives:

• Elaborate training of the bid and sales teams, focussed on ethics, anti-bribery and corruption, prior-itising ‘at-risk’ geographies.

• Update Procurement Charter and supplier selection criteria to reflect our corporate responsibility com-mitments.

• Extend surveys of our top suppliers beyond sustainability to ethics and workplace compliance.

• Extend the scope of internal audits to include corporate responsibility control objectives; notably supplier selection and renewals.

• Continue to enhance information security controls, incident handling and reporting to safeguard our corporate and client data.

• To pursue training and awareness efforts.

• To increase the engagement of our stakeholders.

• Interactive ethics eLearning module launched on 9,764 employee PCs.

• Ethics training rolled out to new employees

• Procurement Charter extended to 100% of the procurement population to affirm their compliance.

• Efforts on supplier sourcing and assessment regarding CR criteria.

• To develop monitoring initiatives. • CDP Supply Chain 2013 programme engaging our key suppliers.

• Regular refresh of Steria Group IT security policies and standards, as well as security awareness training for our staff across the organisation to safeguard our corporate and client data.

2013 objectives:

2013 achievements:


Strategy and analysis

1.1 Statement from the most senior decision maker of the organisation (e.g. CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy.

The statement should present the overall vision and strategy for the short-term, medium-term (e.g. 3-5 years), and long-term, particularly with regard to managing the key challenges associated with economic, environmental and social performance.

4-5

1.2 Description of key impacts, risks and opportunities. The reporting organisation should provide two concise narrative sections on key impacts, risks and opportunities.

Section One should focus on the organisation’s key impacts on sustainability and effects on stakeholders, including rights as defined by national law and relevant internationally agreed standards. This should take into account the range of reasonable expectations and interests of the organisation’s stakeholders.

6-7

Organisational profile

2.1 Name of the organisation. 1

2.2 Primary brands, products and/or services.

The reporting organisation should indicate the nature of its role in providing these products and services, and the degree to which it utilises outsourcing.

13

2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures.

19

2.4 Location of organisation’s headquarters. 10

2.5 Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

10

2.6 Nature of ownership and legal form. 18-19

2.7 Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries).

10

2.8 Scale of the reporting organisation. 8,14

2.9 Significant changes during the reporting period regarding size, structure or ownership.

8

2.10 Awards received in the reporting period. 16

Report parameters: report profile

3.1 Report profile: Reporting period (e.g. fiscal/calendar year) for information provided.

8

3.2 Report profile: date of most recent previous report (if any). 8

3.3 Report profile: reporting cycle (annual, biennial, etc). 8

3.4 Report profile: contact point for questions regarding the report or its contents.

8

Report parameters: report scope and boundary

3.5 Process for defining report content. 8

3.6 Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).

See GRI Boundary Protocol for further guidance.

8

3.7 State any specific limitations on the scope or boundary of the report.

If boundary and scope do not address the full range of material economic, environmental, and social impacts of the organisation, state the strategy and projected timeline for providing complete coverage.

8

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations.

8

3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

Explain any decisions not to apply, or to substantially diverge from, the GRI indicator Protocols.

8

3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

8

3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

8

Report parameters: GRI content index

3.12 Table identifying the location of the Standard Disclosures in the report.

56-57

GRI indexStandard disclosures


Report parameters: assurance

3.13 Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance provider(s).

8

Governance, commitments and engagement: governance

4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.

18,20,21

4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation’s management and the reasons for this arrangement).

18,20,21

4.3 For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members.

State how the organisation defines ‘independent’ and ‘non-executive’. This element applies only for organisations that have unitary board structures.

18,20,21

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

18,20,21

4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance).

18,20,21

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.

20

4.7 Process for determining the composition, qualifications and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.

18,20,21

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

48-49

4.9 Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles.

Include frequency with which the highest governance body assesses sustainability performance.

18,20,21

4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.

18,20,21

Governance, commitments and engagement: commitments to external initiatives

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation.

32

4.12 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or endorses.

15

4.13 Memberships in associations. 15

Governance, commitments and engagement: stakeholder engagement

4.14 List of stakeholder groups engaged by the organisation. 15

4.15 Basis for identification and selection of stakeholders with whom to engage.

15

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

15

4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting.

15


Performance indicators

Economic indicators

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

10 (Details are available within the Steria 2013 Registration Document)

EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.

44 (Details are available within the Steria 2013 Registration Document)

Environmental indicators

EN3 Direct energy consumption by primary energy source. 40

EN4 Indirect energy consumption by primary source. 40

EN16 Total direct and indirect greenhouse gas emissions by weight.

40

EN17 Other relevant indirect greenhouse gas emissions by weight.

40

Human rights

HR4 Total number of incidents of discrimination and corrective actions taken.

30

HR5 Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights.

48-49

HR6 Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of child labour.

48-49

HR7 Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures taken to contribute to the elimination of all forms of forced or compulsory labour.

48-49

Labour practices and decent work

LA1 Total workforce by employment type, employment contract and region, broken down by gender.

11,29,32

LA2 Total number and rate of new employee hires and employee turnover by age group, gender and region.

28,33,35

LA4 Percentage of employees covered by collective agreements and collective bargaining.

27

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.

22,29

LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programmes.

22

LA10 Average hours of training per year per employee, by gender, and by employee category.

25

LA13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group minority group membership, and other indicators of diversity.

30,31,34,35

Society

SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programmes.

44-47

SO2 Percentage and total number of business units analysed for risks related to corruption.

48-49

SO3 Percentage of employees trained in organisation’s anti-corruption policies and procedures.

48-49

Product responsibility

PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provisions and use of products and services.

49

GRI index (continued)


About Steria

With 20,000 people across 16 countries, Steria delivers end-to-end IT-enabled business services that help private and public organisations meet today’s complex business challenges. As a Trusted Transformation partner with a highly collaborative approach, Steria provides consulting, digital expertise, as well as optimised infrastructures, applications and business process services. With over 20%* of its capital owned by its employees, Steria generated revenues of €1.75 billion in 2013.

Find out more at www.steria.com and @Steria(*): including “SET Trust” and “XEBT Trust” (3.90% of capital)

Further reading

Steria in 2014

2013 Registration document

Transformation for a better worldAt the Heart of Digital TransformationSteria in 2014

http://www.steria.com/corporatebrochure

For further information about our services visit www.steria.com

Groupe Steria SCA43 - 45 Quai du Président RooseveltF-92130 Issy-les-Moulineaux CEDEX FranceTel: +33 1 34 88 60 00 Fax: +33 1 34 88 69 69

Delivering Sustainability in Business - Corporate responsibility report – 2014

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