2. 02 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 03 Contents Analysis A message from our CEO 04 Strate Steria and the triple bottom line 06 gy About this report 08 About Steria 10 Promoting sustainable solutions 12 Our approach to corporate responsibility 14 Steria and stakeholders 15 Responsibility is its own reward 16 Corporate governance in Steria 18 Responsibility in the marketplace 22 Marketplace case study 23 Responsibility in the workplace 24 Workplace case study 31 Responsibility for the environment 32GRI index Sustainability case studies Responsibility in the community 34 36 Community case studies 38 We aimed high. How did we do? 40 GRI index 46
3. 04 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 05Group General Manager – CEOA message from our CEO“When Steria was founded in 1969, it was as much a social project IT as an industry has few direct negative impacts on its stakeholders, We are especially proud of becoming carbon neutral for air and roadas an enterprise, and we continue to build our business in a way that compared to many other industries, and IT is often said to contribute business travel, and of moving into our new, state of the art, energypromotes social, environmental and economic sustainability. The global positively to the environment. However, we need to acknowledge positive head office for Steria France. We are also extremely pleased tofinancial crisis has taught us that if financial markets and institutions that emissions from ICT use are estimated at 2% of global total be the highest scoring company in the Carbon Disclosure Project in ourcontinue to dictate the goals of business – making profit our only CO2 emissions – equivalent to the aviation industry. We see it as an industry. We have continued to expand our efforts to bring IT to everybodyconcern – then crisis will be a recurrent reality. At Steria, we believe important responsibility to minimise our own negative impact, as well – today, the majority of Steria countries are sponsoring schools in India bythat long-term value comes from seeing financial growth as a part of as maximising our positive impact: implementing Green IT, and the establishing computer labs and providing scholarships for bright students.a bigger picture, encompassing people, society and the environment. strategic use of IT, can significantly reduce the CO2 emissions of our In 2012, we want to build on this momentum and we recognise thatI firmly believe that a business cannot succeed in a society that does clients. Helping clients minimise their carbon footprint is a key goal for there is still much to be done. We will particularly focus on enforcingnot live up to its responsibilities. We need to go beyond profit to build us. Whilst environmental sustainability is clearly a key concern, we view our responsible procurement policy, on reinforcing our efforts ona stronger bond of trust between finance, business and society. sustainability in its widest sense. For example, we are also committed ethics and anticorruption, and on further developing our ‘One Steria, to contributing to sustainable social and economic developmentThis publication marks our first sustainability report based on the One Country, One School’ Programme. We are also pleased to have in the societies in which we operate, by helping disadvantagedguidelines developed by the Global Reporting Initiative (GRI). We implemented the ‘Great Place to Work’ employee survey across groups cross the digital divide, through training and education.find that reporting is a useful tool, not only to provide transparency all Steria countries, giving a third party benchmark of employeeto our stakeholders, but also to improve the quality of our everyday Our long-term strategic priorities centre around four areas: satisfaction that tells us where to concentrate our future efforts.work with sustainability. • Marketplace – being a responsible service provider, by adhering You are warmly invited to read about our endeavours and achievementsSteria is firmly committed to respecting and promoting international to the highest ethical standards and countering corruption. in 2011, and I welcome your responses and reflections.”norms and principles of corporate responsibility. Following our signature • Workplace – being a responsible employer, by implementingof the Ten Principles in the UN Global Compact in 2004, we developed work-life balance policies and consistent HR policies acrossa Code of Ethics and set up a Corporate Responsibility Programme that François Enaud, all our operations – on-shore, near-shore and off-shore.clearly assigns roles and responsibilities within Steria’s organisational General Manager and CEO of Group Steriastructure. We also established a Corporate Responsibility Advisory • Environment – supporting sustainability, by radically reducingBoard comprising members from government, business, academia our CO2 emissions and helping our clients reduce theirs.and civil society, to get an external perspective on our progress. • Community – enabling disadvantaged people, by bridging the digital divide, giving access to IT, education and job opportunities.
4. 06 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 07Steria and the triple bottom lineOne Steria. Three ways of measuring performanceOur approach to sustainable development is based on the concept Steria has always believed in bringing a human touch to technology – combining business performance with social values.of the ‘triple bottom line’; we aim to achieve a balance between This is highlighted by our strong, people-friendly values: Respect | Openness | Simplicity | Creativity | Independenceour environmental, social and economic performance.We are a diverse company with over 20,000 employees spanning Our strategic priorities for the future, across our Triple Bottom Line, are: Our social bottom line Our economic bottom line16 countries and three continents, and our impacts, risks and Our environmental bottom line IT, as an industry, has some very specific social challenges. The Profits are vital to being a viable and lasting enterprise. But, at Steria,opportunities relating to sustainability are exceptionally varied. While World Health Organisation has identified work-related stress as a we also strive to create economic development in the societies in whichenthusiastically encouraging local initiatives in all our worldwide offices, IT, as an industry, is a relatively large CO2 emitter and contributes to one major risk for both physical and mental health. While businesses we operate. We actively contribute to local communities by creatingwe want to emphasise that we are ‘One Steria’ with one environmental of the largest environmental challenges of our time. The reduction of in every sector must be vigilant about absenteeism, we must also employment, raising competence and encouraging innovation. Thispolicy, one Code of Ethics and a consistent HR strategy. This strategy greenhouse gas emissions is, therefore, our main strategic priority – to be particularly conscious of work-life balance. This is because is a particular concern in our off-shore units in Asia, where bringingapplies to all our operations, regardless of location – we do not reduce our own emissions, as well as enabling our clients to reduce theirs. modern technology now enables people to work around the clock, technology, education and economic development to disadvantagedaccept double standards across our on-shore, near-shore or off-shore As a provider of IT services, not only are we well-positioned to reduce blurring the boundary between their professional and private life. At groups is at the very core of our community engagement programmes.units. We believe in the Power of Sharing – a term coined by Steria our own greenhouse gas emissions, but we also support our clients in Steria, the well-being of our employees is paramount, which meansto describe the collective benefits of sharing challenges, knowledge, reducing their own emissions, by ‘Living Green’ and ‘Selling Green’. A key priority in the coming years is to fully implement our new work‑life balance issues are a serious priority for our company.skills and experience, to make something less complicated or better. ethical procurement policy. We will do this by ensuring that we Living Green On a macro level, the IT sector is part of a bigger social issue use our purchasing power to support best-in-class companies, and 1 Steria, as a Group, has become carbon neutral for air and road business about the ‘digital divide’. Although IT is a major facilitator, it can to make certain that we avoid doing business with partners that travel – and is now ranked top performer in our sector in the Carbon create inequalities between people in terms of having knowledge have unacceptable environmental, social or ethical standards. Disclosure Project. In addition to this, some of our country offices of, and access to, information and communication technologies. You can read more about our efforts and achievements for Steria’s are in state of the art eco-buildings using green energy wherever As a socially responsible company, we have made it our priority economic bottom line in the chapter ‘The marketplace’. possible, and our own ‘Green Agent’ employees ensure that we to address the digital divide. We do this by facilitating access to continuously strive to improve our environmental performance. IT through our educational programmes and scholarships. Selling Green You can read more about our efforts and achievements for Steria’s social Key highlights of the year: bottom line in the chapters ‘The workplace’ and ‘The community’. We also believe we have a definite responsibility to help our clients • Achieving an A-rating in the Carbon Disclosure Project with the to reduce their own emissions. Our applications for smart cities best ranking in our industry and smart metering help them to understand their consumption 3 • Being awarded the Golden Peacock Award for excellence in CR patterns. Even better, by providing Green IT, we can radically reduce the electricity consumption of our clients’ IT solutions. • mplemented the ‘Great Place to Work’ Survey across I all Steria countries You can read more about the strategies and achievements for Steria’s environmental bottom line in the chapter ‘The environment’. • Steria Norway achieving third place in the ‘Great Place 2 to Work’ Survey • results from our yearly community event, One Day Challenge, The were the best ever • Opening of the Green Office in Paris • Defining a Group-wide Work-life Balance Policy Maintained our carbon neutrality for air and road business travel • • Publishing a Group-wide Sustainability Procurement Policy
5. 08 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 09About this reportWhy this report is so importantand how it has been compiled arency TranspThis report is a landmark for us by being our first sustainability reportbased on the Global Reporting Initiative’s (GRI) guidelines for sustainabilityreporting. The process of selecting GRI indicators for the report started in2009 when Steria’s CR team did their first assessment. In identifying ourmain impacts and most pressing sustainability issues, the GRI indicatorswere carefully selected and discussed by a dedicated group of seniorexecutives representing the larger Steria areas, whilst also seeking theopinions of shareholders and other stakeholders. The final selection ofindicators is, therefore, a result of a two-year review process between theCR network leaders, Steria’s CR Advisory Board of external stakeholdersand Steria’s Executive Committee. This review process with a broaderaudience ensures that the different perspectives of our stakeholdersare taken into consideration in setting the priorities for the report.In choosing the indicators we emphasised the most relevant andpressing CR issues related to the services that we deliver and thegeographic spread of our offices.The report covers the fiscal year for 2011 and meets GRI’s reportinglevel B according to our own evaluation. Quantitative and qualitativedata has been through an extensive review and approval processinternally, including the Group CEO, the Group Legal Manager, theGroup CR Programme Director and our Director of Communications.While this is our first GRI-based report, we provide historical datawhere possible to give a clearer picture of Steria’s sustainabilityperformance. There have been no significant changes in the companystructure during the reporting period that affect the reported data.The report will be published annually and covers Steria’s offices andactivities in 16 countries. The data reported includes subsidiaries.Data measurement techniques and compilation follows the IndicatorProtocol of the GRI guidelines, unless stated otherwise.We aim to cover all material aspects of Steria’s positive and negativeimpacts on the Triple Bottom Line in a transparent way, accordingto the ideals advanced by the Global Reporting Initiative.For more information or clarity, please visit us at: www.steria.com
6. 10 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 11About SteriaThe facts, the figuresand the people behind themIn the 43 exciting years that Steria has been operating, we have • 30% of employees work off-shore or near-shore; one of the This international presence can be seen from the top down – As innovators for over 40 years, we have risen to the challenge toseen IT develop from a pioneering science to a leading component highest percentages among European IT companies our Executive Committee includes seven different nationalities solve real-world problems across diverse sectors, geographies andof our economy. In that time, we have established ourselves as a and a fair balance of men and women. It ensures that all Group technology environments. The last four decades have seen some • off-shore and near-shore delivery centers are located in Ourmajor player. The next 40 years will offer new challenges which we businesses, geographies and business lines are represented, as remarkable changes in the way technology shapes our world. Steria has India, Poland and Moroccoare ready to meet head-on. The entrepreneurial boldness of our well as the marketing, finance and human resources functions. played a big part in this. We have grown in size ten times over sincefounder Jean Carteron is reflected today in our drive to devise new • Approximately 21% of our capital is owned by our employees 1998 and, more recently, our acquisitions of Mummert (2005) and We believe that it is our culture of collaborative entrepreneurialismservices and solutions, to react to changes in the market and to thrive Xansa (2007) have allowed us to offer our clients a unique portfolio We touch the lives of millions around the globe each day through our and remaining true to our founding values that has led to our growthwhatever the conditions. Here are our current key facts and figures: of services from consulting to business process outsourcing – shaping systems, services and processes. Steria has built a pervasive global and success. Steria was originally founded with the vision to unite operational excellence for many organisations that we partner.• total revenue for 2011 was €1.75 billion (up from €1.69 billion Our presence in 16 countries across Europe, India, North Africa and strong business performance with solid social values. Steria has in 2010) South East Asia. We see our diversity as a powerful asset, embracing maintained a culture of ethical entrepreneurialism ever since. many different cultures across the world – each individual bringing• Founded in 1969, in Paris, today 70% of our revenue comes from an extra dimension to the way we work as a whole. But, although outside France our cultures are diverse, we have a shared vision and shared values. 1.75 21%• We have offices in Europe, India, North Africa and South East Asia We believe this gives us a cohesion that is a real differentiator.• We are 20,000 people strong, working across 16 countries € 20,000 billion Steria total revenue People working Steria capital owned for 2011 for Steria by its employees Employee headcount France 6,007 India 5,560 United Kingdom 4,264 Germany and Austria 1,648 Scandinavia 917 On-shore Spain 890Austria, Belgium, Denmark, France, Germany, Poland 271Hong Kong, Luxembourg, Norway, Singapore, Benelux 246Spain, Sweden, Switzerland, United Kingdom Switzerland 146 Near-shore Corporate 101Poland, Morocco Singapore 39 Off-shoreIndia 0 1,000 2,000 3,000 4,000 5,000 6,000
7. 12 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 13Promoting sustainable solutionsOnly the best ideas are sustainable Minimising energy, maximising efficiency: welcome to our full-range of IT-enabled servicesOnly collaboration can make today’s world turn. At Steria, we We are constantly mindful, however, that – within our solutions – we Whilst constantly seeking to develop new services and solutions • Application Management helps clients to evolve and fine-tune theirare passionate about our sharing vision and values. We call it the must provide responsible products and services. More and more, our for our clients, we never lose sight of their business needs and application portfolios to meet emerging business challenges. We‘Power of Sharing’ and it is a highly collaborative way of working focus is on sustainability, and on devising new ways of meeting one responsibilities – and we look beyond the initial transformation give our clients access to a comprehensive range of Applicationthat has helped make us one of the Top 10 IT services companies in of the greatest challenges the world has ever faced – climate change. opportunity to operational delivery, day after day. Management services based on leading technologies.Europe. We have a highly industrialised delivery model that utilises Yet sustainability is as much an ethical issue as it is an environmental Our full range of IT-enabled services helps our clients to • Testing, which involves expertise ranging from consulting to deliverythe support of our network of industry-leading service partners, one, calling for a change in mindset as well as in physical practices. minimise their energy use while maximising their efficiency: and experience right across the business process and IT, ensures thatcombined with a profound understanding of our clients’ businesses At Steria we take both into account, which means we can help our clients’ systems are fit for purpose, reliable, secure and scalable.and in-depth expertise in IT and business process outsourcing. From clients manage their carbon footprint much more effectively. • a business advisory partner for our clients, we help Asadvice to execution, we take on our clients’ challenges and develop them to set goals and implement their strategy. We provide • Business Process Outsourcing (BPO) primarily provides middle and backinnovative solutions to solve them – working with them to transform them with all the concepts, methods and process analysis office services. Emphasis is on automation and execution of world-classtheir businesses and letting them get on with what they do best. necessary to plan for successful transformation. business processes to keep critical services running and relevant. These include finance and accounting, procurement and human resources. • Systems integration provides turnkey solutions with full integration into the clients’ environment. Our experience • Infrastructure Management helps clients keep pace with accelerating and expertise means we take care of the complex challenges demands on IT infrastructure while delivering substantial cost of integrating diverse technologies the clients organisation savings, productivity increases and energy efficiency. already has and those it plans to deploy in the future. ess Management Proc Powered by sharing IT Ma nagement s (Systems Integr ion ollaboration ati ut entC l on So structure Managem ) Business Testing Expertise ti o n s Ho riz o nt (Consulting) S o lu ertise al S nfra Ver t c al BP O ut exp ol r ti I io n Ve ic s al B tal on PO t r iz App m en Ho li c a t i o n M a nag e
8. 14 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 15Our approach to corporate responsibility Steria and stakeholdersA structure with clearly Making decisions on a global,defined responsibilities national and local levelThe way we are organised shows our real commitment to responsible The CR Network Leaders – Steria has CR Network Leaders, responsible Internal or external, effective corporate responsibility is a collective contact with our stakeholders, we are also active members of several localoperations. This structure ensures a clear division of responsibility for the areas of Community, Workplace, Environment and Marketplace. endeavour. Which is why, at Steria, we engage with stakeholder networks and European CR organisations, such as the Institut du Mécénat Social infrom the top down in whichever location we work. The highest level The network leaders are responsible for implementing action plans in each and organisations on a global, national and local level. In 2004, we signed France and we also partner with NGOs such as Digital Bridges (Passerellesof our company monitors our CR performance: the Audit Committee of the four areas throughout the Group, in collaboration with the country the UN Global Compact. This charter encourages companies to promote Numériques). Our Corporate Responsibility programme involves multipleof our Supervisory Board reviews non-financial risks annually, and network members who manage the implementation within each country. ten universal principles in the areas of human rights, working conditions, external stakeholders. Our relationships with these stakeholders areour Executive Committee reviews our sustainability performance on a the environment and the fight against corruption. Then, in 2009, we the primary responsibility of each CR network leader, relating to their CR Advisory Board – As a large company, spread across three continents,regular basis. The strategic and practical work is organised like this: developed our own Code of Ethics – a protocol that ensures healthy respective field of expertise. These external stakeholders include: we wanted to ensure that our top management gets systematic, expert business practices across the business. Additionally, to ensure closerThe General Manager and the Executive Committee – Steria’s advice and insights from the perspective of our stakeholders. This is whyGeneral Manager has ultimate responsibility for our global Corporate we established the CR Advisory Board, consisting of independent CRResponsibility (CR) programme, with members of the Executive experts from government, industry and society. The Board meets three External Stakeholder Major Role Internet SiteCommittee acting as sponsors for designated parts of the programme. times a year to review Steria’s progress from a stakeholder perspective Carbon Disclosure Project The Carbon Disclosure Project is an independent non-profit organisation holding the www.cdproject.net and to advise on how to coordinate our CR activity across the company. world’s largest database of corporate climate change information. The CDP providesThe CR Programme Director – The CR Programme Director is the driving international environment rankings.force of Steria’s CR strategy, responsible for developing strategies, policies ISO 14001 certification Environmental management standard. The certification companies audit our ISO 14001 www.iso.organd measurable objectives and ensuring their implementation, as well as companies sites in our various locations.acting as an advisor to the Executive Committee on stakeholder issues. Global Compact UN initiative for businesses that are committed to aligning their operations and strategies www.unglobalcompact.org 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 Group CEO corporate responsibility. VIGEO CR rating agency in the areas of environment, social and governance topics. www.vigeo.com GAÏA Sustainability index for midcaps on the Paris Stock Exchange. www.gaïa-index.com CR Programme Director CR Advisory Board 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 www.globalreporting.org sustainability reporting. Syntec Numerique Steria has a key position in Syntec, our industry association, where the CEO of Steria www.syntec-numerique.fr France is the vice president. Executive sponsor Executive sponsor Executive sponsor Executive sponsor for Marketplace for Environment for Workplace for Community GAÏA CARBON Global Repor Network Network Network Network DISCLOSURE Initiative ting Leader Leader Leader Leader PROJECT Key topics discussed by the CR Advisory Board in 2011: • introduction of key performance indicators and a The Supplier’s Charter • Preparation of a CR report based on the Global Reporting • portfolio of CR projects in India Our • Our ‘One Day Challenge’ VIGEO In Mécé nat du s titut Social Syntec Initiative guidelines
9. 16 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 17Responsibility is its own rewardAlthough there is always more to strive for, we are very pleasedwith our CR endeavours and achievements to date. In 2010 and2011, we attained the following rewards and certifications: Reward/Certification Purpose CR component Year Rating Agency/CR Index 2009/2010 evolution ISO 14001 in 10 Countries Environmental management system certification (see: www.iso.org) Environment 2009, 2010 vs 2008/09 and 2011 VIGEO* Asia’s Best CR Practice Award in Singapore Excellence in the field of CR Community 2011 HR: ▲ Subir Raha Foundation Award at Hyderabad Sharing knowledge and best practices in CR Community 2011 Human Rights: ▲ Environment: ▲ Best CR Practice award by Bombay Stock Exchange, Best CR practice Community 2010 Business behaviour: ▲ for third consecutive year Corporate governance: ▼ INDY’s Best CR Practice Award, presented by Best CR practice Community 2010 Community: ▼ ‘Stars of the Industry’ Nasscom Social Innovation Honours Award 2010 IT led innovation reaching out to communities Community 2010 2009/10 2008/09 Golden Peacock Special Commendation Encouraging initiatives in CR, promoting sustainable development Community 2010 and 2011 GAIA** 85.1% 78.4% for CR excellence 2010/2011, awarded Steria India Foundation Catalan Government Spain Supporting gender equality Workplace 2010 2011 2010 Listed in Norway’s top ten ‘Best Places to Work’ Steria Norway | Employee Opinion survey Workplace 2010 and 2011 CDP 93% 89% Winner of the Grand Prix from the French Federation Employee shareholding, CR component Workplace 2010 of Associations for Employee Shareholding *See www.vigeo.com to access criteria used for rating – VIGEO ratings are provided every 18 months **See www.gaia-index.com to access criteria used for rating
10. 18 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 19Corporate governance in SteriaSharing powerGroupe Steria has set up a particularly innovative and unique governance Two types of partner GROUPE STERIA SCAsystem designed to help the company distinguish itself from the 100% The limited partners (the shareholders) STERIA SCAcompetition and to develop and enhance its appeal. This governance The limited partners provide capital. They own the company’s shares. 100%system uses the legal structure of a limited share partnership (Société en U-SERVICESCommandite par Actions) under French law (SCA) in an original way where They meet at least once a year in Ordinary and/or Extraordinary General 44% INTEST STEPAR 100% FRANCEthe General Partner is a simplified stock company called Soderi, which Meeting(s) of Shareholders in order to decide upon the resolutions 40% DIAMISrepresents exclusively the Group employee shareholders. submitted for their approval and, notably, to appoint the General Manager, 33.33% approve his remuneration, appoint members of the Supervisory Board as EUROCISA clear separation between Management and Control bodies well as the Statutory Auditors and approve the annual financial statements. MOROCCO 100% STERIA MEDSHOREThe corporate governance of Groupe Steria is based on a separation 100% The General partner: Soderi STERIA HOLDINGS Ltd STERIA UK CORPORATE Ltd 100%between the powers of the Management of the Group that is assured The General partner is represented by the simplified joint-stock company 47%by a General Manager and the control powers entrusted to a Supervisory 53% DRUID GROUP Ltd (société par actions simplifiée), Soderi, whose unique feature is to bringBoard completely separate from the Management, and reporting directly 100% STERIA SERVICES Ltd together the community of Group employee shareholders.to shareholders. 100% STERIA LIMITED 100% STERIA BSP Ltd 50% NHS SHARED BUSINESS SERVICES Ltd UNITED KINGDOM 100% STERIA RECRUITMENT Ltd Soderi SAS Limited 100% General Partner Partners STERIA (RETIREMENT PLAN) TRUSTEES Ltd (Employee shareholders) (Shareholders) 100% STERIA ELECTRICITY SUPPLY PENSION TRUSTEES Ltd 100% STERIA (MANAGEMENT PLAN) TRUSTEES Ltd 100% STERIA UK Ltd Groupe Steria SCA 100% CABOODLE SOLUTIONS Ltd Soderi SAS Board Groupe Supervisory Board 99.3% Steria SCA INDIA STERIA INDIA LIMITED Appointment Appointment General Manager 100% STERIA MUMMERT CONSULTING AG Authorisation of major decisions Executive Committee Authorisation of major GERMANY decisions Control 100% STERIA MUMMERT CONSULTING ISS GmbH AUSTRIA 100% STERIA MUMMERT ISS GmbH 100% POLAND STERIA POLSKA 100% STERIA BENELUX Operational BENELUX 99.9% STERIA PSF subsidiaries SWITZERLAND 100% STERIA SCHWEIZ AG SPAIN 100% STERIA IBERICA 100% STERIA A/S (DANEMARK) 100%The General Manager and Executive Committee The General Manager is assisted by an Executive Committee composed SCANDINAVIA STERIA A/S (Norvège) of three Senior Executive Vice-Presidents who meet every week, and 100% STERIA AB (Suède) 100% STERIA BIOMETRICS ABGeneral Management of Groupe Steria comes under the responsibility seven Executive Vice-Presidents. The Executive Committee meetsof François Enaud who has been General Manager since 1998. 100% STERIA ASIA monthly and ensures that all Group businesses, geographies andAppointed at the General Meeting of Shareholders, and proposed ASIA 100% business lines are represented, while also ensuring the representation STERIA MALAYSIAby the Supervisory Board after agreement with the General Partner, of the marketing, finance and human resources functions. 100% STERIA HONG KONGhe stays in office for a maximum renewable term of six years.
11. 20 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 21The Supervisory Board The members of the Supervisory Board after Soderi the General Assembly, May 2012:The Supervisory Board has responsibility for ongoing control of Ever since Steria was founded in 1969, our culture has been Steria’s 6,000 employee shareholders are able to take part in thethe management of the Company on behalf of shareholders. The Jacques Bentz, Chairman of the Board, Manager of Tecnet Participations. based on participative governance built on strong employee company’s strategic decisions through Soderi. Soderi is managedSupervisory Board has a clear Charter and Internal Regulations; these shareholding, symbolised by Soderi. Soderi is the company by a Board of Directors with 17 members elected by the employee Eric Hayat, Vice-Chairman of the Board, Chairman of Groupementdescribe professional ethical behaviour and rules to be respected owned by Groupe Steria’s employee shareholders. It is the shareholders. The Soderi Board is fully aligned with Steria’s d’Intérêt Public (GIP), Modernisation des déclarations sociales.by its members. Within the Board, there are three committees; core element of Steria’s participative governance. commitment to diversity – among the 17 members, there is aa Strategy Committee which is responsible for reviewing the Léo Apotheker good gender balance and a wide blend of different nationalities This unique governance model is ground-breaking within the ITcompany’s medium to long-term development; an Appointments from France, the UK, Germany, Norway, India and Belgium. Patrick Boissier, Chairman and CEO of DCNS. industry. It gives our people a significant say in determining our futureand Remuneration Committee which is responsible for evaluating strategy. Our employees now own 21% of the Company, showing The Board gives prior approval to any resolution put to the Annualnew appointments to the EXCOM and benefits plans; and an Audit Séverin Cabannes, Deputy CEO of the Société Générale Group. that the original idea of the founder Jean Carteron is still alive. General Shareholders’ Meeting of Groupe Steria SCA and to any proposalCommittee which is responsible for controlling risk and accounts. Elie Cohen, Economist – Research Director at CNRS, Professor at put forward by the Steria General Manager relating to a change in theThe Board performs an annual self-assessment – one of which resulted Sciences‑PO-CAE. company’s consolidation due, for example, to an acquisition or a significantin a decision to increase the number of women on the board to better loan. The General Manager therefore reports to two Boards: the Soderi Bridget Cosgrave, Founder and Chairman of EveryEuropeanDigital (EED). rireflect the company’s diversity. The Supervisory Board has, traditionally, Board of Directors and the Groupe Steria SCA Supervisory Board.been male dominated. However, in 2011, we recruited the first woman Pierre Desprez, Chairman of Group Steria Mutual Fund (Employeeon to the board, with a goal of 20% women members for 2012. de Shareholding).A target has been set of 40% of the board to be women by 2014. Pierre-Henri Gourgeon, Chairman of the PH Gourgeon Conseil. so Laetitia Puyfaucher, CEO of Pelham Media. steria By bringing Steria’s employee shareholders into “Broad and open share ownership by employees is Soderi, and giving Soderi the power to participate in another example of Steria’s revolutionary corporate style. the governance of the company, Steria is a pioneer Revolutionary, yes, but not utopian. The principle, enshrined in participative governance. There is no other listed in Soderi is founded on my conviction that economic and company in Europe where the employee shareholders ethical interests are not mutually exclusive, and that financial have such influence in corporate governance. performance follows from employees’ direction of and dedication to a company in whose future they have a stake.” Jean Carteron, founder of Steria.
12. 22 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 23 Marketplace Workplace Environment CommunityResponsibility in the marketplaceHow we do what we do – and how all our actions have an impact – are important considerationsin our commitment to being a sustainable business. We aim to provide benefits to society througheverything we do, and we always bear in mind the potential ethical dimension of every service orsolution we offer.Our commitment to sustainability stems from our founding Steria’s approach to anti-bribery We will implement the following initiatives in 2012: Ensuring a responsible supply chaincommitment to running an ethical business. This is embedded within As part of our commitment to the UN Global Compact • include a review of ethics as part of the annual programme To As a large multinational company, we fully acknowledge our responsibilitythe Steria Code of Ethics, which sets out our beliefs and policies principle on anti-corruption, we will be providing awareness of the Groupe Steria SCA Supervisory Board. to use our resources and influence in an accountable way with ouron such issues as human rights, diversity, labour standards, the modules on corruption and conflicts of interest by developing suppliers, partners and subcontractors. To ensure a responsible supplyenvironment, combating corruption and conflicts of interest. • To have our Area CEOs sign the Code of Ethics publicly. specific training for our local Executive Committees. chain, we intend to launch a Group Procurement Code of Conduct, inTo ensure that all managers and employees live our values, we have taken • include a dedicated session on ethics led by our Group To 2012, which will be clearly communicated to our purchasing community. It is part of our ethical pledge as a business that we will continueseveral steps to improve ethics and compliance awareness throughout CEO in the senior management meeting calendar. Due to the global extent of our supply chain, implementing such a implementing the Code of Ethics throughout 2012 and beyond. Weour organisation. Backed by a practical Book of Internal Control to Code of Conduct requires substantial effort and investment on our need to continuously improve our communication, awareness and As a company, we aim to provide responsible and safe productssystemise implementation, our Code of Ethics is available to everyone part. We will develop a long-term strategy to monitor the progressive training initiatives related to this document, and streamline our and services, and to comply with all relevant laws and regulations.via our intranet. From the start, this code is emphasised in our employee implementation of our CR procurement policy. As an element of this best practice guidelines against corruption across the company. In 2011 we had no significant fines for non-compliance withtraining. It is also signed by our top 400 managers. In addition, we have project we will screen our supply chain for risks related to corruption, product regulations, and we also stepped up our efforts to ensureimplemented a ‘conflicts of interest declaration process’ for the area child labour, unacceptable working conditions and labour union rights. responsible products, by developing our own procurement code.CEOs and CFOs, as well as the Supervisory Board – a process followed up We are determined to protect the people that help make Steria a success.directly by the Groupe Steria SCA Audit Committee at least once a year. An example from the UK – our approach to anti-bribery Case study in the marketplace: Product responsibility: selling biometric solutions responsibly Effective mechanisms in Controls reviewed place to track, monitor, annually as The issue: escalate, resolve and report Monitoring Adequate part of risk assessment and review procedures Privacy of data is a real and present issue surrounding biometrics. Global security of fingerprint data depends largely on which agency or firm captures the data. Robust Our solution: communication Committed to compliance The Steria ‘Biometric Centre of Excellence’ located in Oslo, Norway, and training plans Steria UK’s 400 Communication in place and training Top-level with bribery act has a mandate to ensure that its solutions are not used in any way anti-bribery approach commitment that conflicts with human rights. We are fully aware that human rights are inadequately protected in some parts of the world, making it necessary for us to take our own steps to ensure that we are not complicit in human rights violations. To make sure our products Bribery policy, Fraud policy, Code of are used according to our ethical guidelines, we examine each Amount of top Steria request individually to ensure our products are not used for illegal Ethics and Business Policies Risk managers who have Integrity policy assessment Reviewed annually monitoring. Then we decide whether the opportunity is one we signed the Code of Ethics wish to proceed with, using the guidelines set out at Group level. Through discussions with the Group Risk Manager, a final decision is made, taking both ethical and financial aspects into consideration.
13. 24 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 25 Marketplace Workplace Environment CommunityResponsibility in the workplaceIn a company as diverse and international as Steria, ensuring dialoguewith our employees and taking into account their well-being is anessential means of boosting involvement and satisfaction.We are committed to maintaining the highest standards for our Another important pillar is our annual talent and competency reviewemployees, providing a safe and healthy working environment in Local initiatives to support work-life balance: of all employees. This review, called CEDRE, helps us to balance • the UK a new assessment and development centre was Inaccordance with the relevant guidelines for every country in which our collective ambitions with the talents we already have and those set up in 2011 for the Project Management community.we operate. We operate within the same standards across our • the UK, a training programme on time management is In we need to attract. To support the development of our employees, 100 managers have taken part in this initiative which includeson-shore, near-shore or off-shore units. available from the Learning and Engagement department, as we also provide regular personal development interviews. In these simulations, self-appraisal and development plans. well as e-learning modules which also address the topic. interviews, which take place on an annual basis, the results ofIn all Steria countries health and safety issues are overseen by formal • Norway, Steria implemented training courses comprised of In • France, we launched a programme called ‘Zen IT’, which In previous years are evaluated and targets are set for the new year.health and safety committees or local HR departments. We had zero modules dedicated to consulting, project management, andwork-related fatalities in 2011. addressed different areas of need relating to health and In 2011, we invested in a total of 67,149 days of training for our systems architecture skills. well-being. employees – an average of 3.4 training days per employee. TheWork-life balance • France the integration process has been improved to In • Spain, we launched a work-life balance plan in 2009, taking In number of training days was up by 32% in 2011 compared to 2010. The cost of training dropped, however, due to streamlining facilitate the arrival of new employees by a combinationSteria believes in a healthy balance between our employees’ personal and Steria Spain one step further than the existing Spanish legislation. of training purchases and the introduction of e-learning. of welcome sessions, intranet space, innovative e-learningprofessional lives. This balance is important for employee satisfaction, as For example, various combinations of unpaid leave are offered systems adapted to each individual job profile and integrationwell as for reducing absenteeism and increasing productivity. In 2011, we to employees, with social security charges guaranteed by Steria. The ‘Steria Academy’ is our international training programme for days where employees get to meet managers and broadentherefore launched a Group-wide ‘Work-life Balance Policy’ to support our In 2011, Steria also implemented a new policy about paid Steria’s senior managers, and covers Programme Management, their network of contacts.employees. The local HR directors are responsible for implementing this leave for family illness, medical visits and school meetings. Sales and Marketing and Leadership courses. In the design andpolicy, and we encourage them to implement effective and locally adapted • develop our future leaders in Germany, we launched To • Norway, the topic of work-life balance is addressed In development of the training modules, we always involve seniorinitiatives in 2012 and 2013. A key objective of the policy is to make our a new leadership programme. Over a total of 18 months, both in induction training and in leadership training. members of the organisation. The Academy therefore serves asemployees and managers aware of the type of actions and attitudes they young managers are exposed to different experiences in a platform for knowledge transfer and better dissemination ofcould promote in their employees. The policy is focused on five key areas: • India, we have put a number of policies in place to In the area of personal effectiveness and leadership. The shared tools and practices. This method of organising encourages ensure the well-being of employees at work. These include: networking and building inter-departmental relationships. programme also includes a week’s work experience in a• Creating a working environment where our employees can develop working from home, a compulsory minimum of 15 days Non‑Governmental Organisation. their skills. leave, part-time work, crèche or day care facilities for Within the local entities, Human Resources and Training Management• Giving our employees as much flexibility as possible within the children, training programmes on stress management focuses on the development of technical expertise and innovative limitations of their work. and a Health Screening policy. All employees, across all technologies, as well as on personal and managerial skills.• Supporting our employees in identifying their personal work-life balance. levels, are given funding for an individual health check.• Supporting employees in their efforts to live a healthy lifestyle. Training – by gender/country• Supporting employees in times of need. Personal development and training 10 In the future, our ambition is to strengthen our focus on training and As a company founded to combine business performance with social Days training per employeeA tool kit for managers dealing with stress among their employees has values, Steria has consistently nurtured ethical entrepreneurialism. development by increasing the amount of training offered by the Steriabeen developed. This tool kit will be distributed to all countries in 2012. For us, shareholder value and stakeholder responsibility drive Group Academy, as well as to establish local Steria Academies in each everything we do – including the way we work together. When it country. A key priority for 2012 is training specifically tailored to the 5 challenges of our employees in management positions. comes to creating equal opportunities, we aim to be a diligently ng responsible employer. That means fostering an entrepreneurial spirit throughout the business and creating a working environment that ni provides every employee with pride, enjoyment and purpose. 0 i Training and development is at the heart of ensuring that each of us ay d en ra and d nce UK ia a ny in ar k ore x e e lu rat la n Ind Spa rw knows how we can truly develop our competencies and maximise our nm gap Fr a rm e Pol r po Ben ze r Sw No t Ge De potential. Steria’s Global Career Framework helps employees define Si n Co it Work-life Sw and achieve their personal development goals. The framework helps to define levels of expertise and competency requirements and it supports Male employees to define their career objectives. In this way the framework Female Steria’s policy is to measure training in days. is an important pillar for our training and development strategy.
14. 26 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 27 Marketplace Workplace Environment CommunityEmployee relations % of employees receiving regular performance Human rights and diversity Gender splitThe third principle of the UN Global Compact states that businesses and career development reviews Respecting rights and diversity at all times, we are dedicated to recognisingshould uphold the freedom of association and the right to collective human rights in all our relations with employees, clients, shareholders, Local Excoms Leaders Managersbargaining. At Steria, we are committed to this principle. In our Code 100% suppliers and local communities. We never tolerate discrimination orof Ethics, we state the right to collective bargaining, and this applies to 80% harassment, in any form. Even though we are vigilant, three incidentsall Steria countries. We already have a number of collective agreements 60% of discrimination were brought to the management’s attention in 2011.in place, established under local legislation in the respective country, These incidents were dealt with internally and serve as a reminder that 40%but all employees have the same rights to salaries and company we constantly need to stay aware and focus on the way we interact.benefits regardless of being member of a labour union or not. 20% 0% Across the company workforce as a whole there is a distribution of 30%For trans-European issues, we have created a ‘European Works Council’ women and 70% men. Even though this gender composition is imbalanced, and ay d en d ore nce UK ia a ny in ar k e x e lu rat la n(EWC). The EWC is composed of 14 members, representing ten countries. it is above industry standard in many of our countries. Nevertheless, we Ind Spa rw nm gap Fr a rm e Pol r po Ben ze r Sw NoThe EWC meets on a regular basis, and discusses topics that are relevant have several programmes with universities and upper secondary school Ge De Si n Co it Swfor employees throughout the Group. Examples of recent topics include: the students to encourage more women to choose technical careers. 69% Male 86% Male 79% Maleresults of the ‘Great Place to Work’ employee survey and internal IT tools. 31% Female 14% Female 21% Female There are also local variations, which we are determined to Male Steria average male improve. This is a long-term objective and will not be changedEmployee satisfaction and engagement Female Steria average female overnight. We will work to increase female representation inEmployee satisfaction and engagement is important to Steria. To measure management positions through awareness programmes, recruitmenthow well our employees engage with the company and its aims, we Local executive committees – by gender practices and training. The first step is to raise awareness and tocarry out an employee survey. In 2011 – for the very first time – all Steria make conscious decisions on promotions and recruitment.geographies participated in the ‘Great Place to Work’ survey. The Great 100% 11% 30% 21%Place to Work Institute uses a proven method, developed over the past 80%20 years, to conduct employee engagement surveys that then allow 62%companies to benchmark themselves, both internally and externally 60% 89% 79%against other organisations. The survey is a management tool that allows 40%us to analyse the feedback from our employees and to put in place 38% 70%activities to address any issues and meet employees’ expectations. Each 20%country will follow up the survey, implement their locally specific action 0%plan and exchange best practices between countries. Some countries nce d ia a ny cou t h e r ie s nt ralso participate in an external benchmark and Steria has been ranked / In Fr a rm O UK Ge -lifeamong the top ten Best Workplaces in Norway five years running. Ouraim is to bring the other countries progressively up to the same level. ork e MaleAttrition of employees is also an issue we need to address. W nc FemaleThe results of the Great Place to Work survey combined withinformation from exit-interviews give us guidance on which areasneed improvement, and these recommendations serve as a good balaguide as to where to strengthen our efforts in 2012 and 2013.
15. 28 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 29 Marketplace Workplace Environment Community Age composition The majority of our workforce is between 30 and 50, and it is the relatively Local legislation is a key driver for different initiatives relating to disability. Local initiatives to promote gender equality younger age mix in India that mainly drives these figures. Most of the other In the UK, training about the Disability Discrimination Act is part of a core countries, on the other hand, are striving to increase the number of young management workshop given to all new and newly promoted managers. Several initiatives, across all locations, have been implemented people employed. In France, however, there has been a particular focus on A significant number of workshops for managers took place in 2011. to improve gender equality. Some examples include: senior employee policies. Following meetings in 2009 with trade unions, In France, we signed an agreement with a government organisation • Spain, a programme was launched in 2009 to ensure In the action plan for 2010-2012 will concentrate on maintaining senior four years ago that led to twice as many disabled people being hired equal opportunities between male and female employees, people (above 55) in their jobs. As well as age range, another approach 13% in Steria France than in previous years. This agreement provides as part of a government initiative. Steria is the first IT to diversity in Steria is our commitment to supporting disabled workers. customised services for disabled people (a dedicated hotline, company in Spain to develop an action plan in this area. A Steria Group Disability Policy has been designed and communicated training and transportation) as well as improving recruitment. Topics addressed in the programme include prevention of throughout the company. The key objectives of this policy are: sexual harassment, maternity leave, family-friendly working 30% • raise awareness of disability in the workplace and to underline the To schedules and a female perspective on our recruitment need for compliance with local laws. promotion processes. The programme has been improved throughout 2011 and will be developed further in 2012. • encourage decision makers working in recruitment to pay To special attention to disabled applicants so that we can extend our • Norwegian initiative was started in 2011 to include five A recruitment base. Steria employees in a ‘Role Model Agency’. Its objective is to inspire young people, especially girls, to choose technical We are currently working to meet the standards set in the Web Content studies at university. Schools are encouraged to book role Accessibility Guidelines (WCAG*) for our internet and intranet solutions. models to visit their schools to give talks to their students. In 2012, we completed the rollout of our new ‘Digital One’ platform, ensuring consistency for all country websites across the Group. We are As well as having a fair balance of the genders, we also believe that working with our internal accessibility experts to implement changes 57% it is important to have a diverse range of ages working within our in all our new or revised websites so that each website meets the level business. The age distribution of employees in our company is: A of the WCAG standard as it goes live. Our objective is to achieve • 30% of employees are under 30 standard AA on all our sites by the end of 2012. This means that all our core corporate and country websites will be accessible for people with • 57% of employees are between 30 and 50 disabilities. Whenever possible, Steria has adapted a working environment • 13% are above 50 that is beneficial for all types of disabled people. For instance, home Employees under 30 years old working is offered, most of our major office buildings are accessible to Employees between 30 and 50 years old wheelchair users and we provide special equipment whenever necessary. Employees over 50 years old * http://www.w3.org/TR/WCAG/
16. 30 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 31 Marketplace Workplace Environment Community Employee turnover – by gender Rate of hiring – by gender Case study in the workplace:50% 50%40% 40% Germany: stress and burnout prevention30% 30% The objectives:20% 20% Our aim was to make our employees aware of what stress is,10% 10% how it comes about and what they can do to handle it and 0% 0% prevent burnout. Additional objectives were to make the company aware of stress in the workplace and to prepare everyone and in ay d en d ore and e ay d en d ore nce UK ia a ny ar k x nce UK ia a ny in ar k e x e lu e lu rat rat la n la n Ind Ind Spa Spa rw rw for a big internal project about employee engagement. nm nm gap gap Fr a Fr a rm rm e Pol e Pol r po r po Ben Ben ze r ze r Sw Sw No No Ge Ge De De Si n Si n Co Co it it Sw Sw Why this initiative started: Male Steria average male Male Steria average male It was initiated because burnout is a key topic in the press Female Steria average female Female Steria average female and other media in Germany. It was timed to accompany the implementation of Steria’s family support service. What the initiative involves: Absence days as % of work days External professionals do regular presentations about what stress and burnout are, how they happen and what employees 5% Absence rates differ considerably across our different locations, can actively do to cope. We offer two-day workshops, twice 4% and they often parallel general differences in absence rates a year, where employees learn and practise how to cope with 3% across these countries. Our aim is to have an absence rate stress. And, every month, there is a half hour phone briefing 2% below the relevant average national rate in each country. about stress and burnout – we record these so that they can be downloaded at any time, together with literature and 1% PowerPoint presentations on the subject. Our intranet is a 0 comprehensive source of information on stress, available any and a ny in ay d en d ore e nce UK ia ar k x time and we offer regular sporting activities for all employees. e lu rat la n Ind Spa rw nm gap Fr a rm e Pol r po Ben ze r Sw No Ge De Si n Co it Sw
17. 32 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 33 Marketplace Workplace Environment CommunityResponsibility for the environmentTo achieve sustainability, we need to change theway companies operate, now and in the future.We have shown our commitment by signing the ten UN Global Compact We regularly update all our employees about our strategy, commitment, Reductions in greenhouse gas emissions Our Environmental Strategy basedprinciples, and promoting environmental responsibility. As an IT plans and progress and always take account of their feedback and ideas. on where we can make maximum The Steria perimeter for this performance indicator relates to Scope 1 of the Greenhousecompany we feel particularly responsible in promoting the Compact’s We’re also encouraging environmental sustainability by obtaining and positive impact Gas Protocol and includes Natural Gas and Diesel Oil used for generators and heating.ninth principle which is to encourage the development and diffusion of exceeding ISO14001 requirements, cutting our carbon footprint by 10% overenvironmentally friendly technologies. To do so, we aim to lead by example a three-year period, developing specialist services that help our clients toand to support clients with thought leadership, consultancy services and become greener and embedding green thinking and leadership into our bids, +40%practical technological solutions to their environmental challenges. tenders and proposals. In addition to this, we’re moving towards a greener +33.9% purchasing policy and sharing best ‘green’ practice with suppliers, clientsOur sustainability services and solutions represent our vision of the way +30% and partners. As a sharing company, we collaborate with industry, trade andenvironmental questions need to be addressed: professional bodies on environmental sustainability and – in the interests of Sustainability Consulting – providing expertise and practical advice• transparency – we report externally on our performance levels and aspirations. +20% -13.9% that combines methods, practices and potential partners to provide There are six major company-wide initiatives that are particularly important fully‑integrated solutions. to our environmental performance: +10%• nergy Management – combining expertise, methods and software E Living Green – this initiative helps everyone at Steria contribute • to devise effective energy-reduction strategies based on calculations of personally to a more sustainable world. Key elements include 100% carbon consumption. behavioural change to embrace sustainability, reducing resource use, -5.1% Smart Transport – transforming vehicle fleets to achieve lower fuel• greater recycling and leveraging technology to reduce business travel. -5.4% consumption, optimising routes and avoiding congestion. -10% -5.8% Business travel management – since January 2010, we have become • -9.2% -6.2% -3.6% Green IT – while IT is an enabler of greener, more efficient business• carbon-neutral in both our air and road travel. practices it is also a high-level consumer of energy. We provide solutions, -20% • nergy management – implementation of Steria’s Energy Payment E 2008 2009 2010 including virtualising servers or delivering them from the cloud and and Analytical Service solution (EPAS) across Steria countries and to replacing estates of ‘thick’ desktop client PCs with ‘thin’ ones that use selected clients. less power. Direct energy consumption1 • SO14001 certification – we are already certified in Spain, Poland, I Indirect energy consumption2To give momentum to our sustainability objectives, a Senior Executive Vice Germany, Austria, Norway, Sweden, UK, India, Switzerland and Total direct and indirectPresident sponsors a Committee – the Group Green Committee (GGC). Denmark. We will be continuing our certification during 2012, and greenhouse gas emissions3This committee consists of senior managers or directors from each country beyond, to the rest of the countries. Other relevant indirectwho drive the strategy, plan, operations and performance measures intheir countries. The GGC is an integral part of our Corporate Responsibility Green offers – IT has the power to improve business processes in a • greenhouse gas emissions 4programme. Additionally, since January 2010, Steria has operated a way that significantly reduces our clients’ carbon footprint; and wecross‑border Green Business Community which is responsible for making consistently support them in this.solutions that have been developed in one country available to clients in External reporting – in addition to the Global Reporting Initiative (GRI), • other countries. we participate in the Carbon Disclosure Project (CDP). We are pleased to have scored 93% and to have received an ‘A-‘ rating from the Carbon Disclosure Project 2011, the highest performance for our sector. 1. Steria perimeter for this performance indicator relates to Scope 1 of the Greenhouse Gas Protocol and includes Natural Gas and Diesel Oil used for generators and heating. The 2. Steria perimeter for this performance indicator relates to Scope 2 of the Greenhouse Gas Protocol and includes purchased Electricity for offices and data centres. The 3. The Steria definition includes Scope 1 and 2 of the Greenhouse Gas Protocol. 4. The Steria definition is Business Travel related emission as per Greenhouse Gas Protocol.
18. 34 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 35 Marketplace Workplace Environment CommunitySustainability case studiesFrance: the Green Office® India: the Green Café Denmark: Green ElectricityThe objectives: The objective: The objective:To demonstrate Steria’s commitment to environmental sustainabilityand provide an ecological workplace for our employees. To bring to life an employee idea to provide a fun, green environment. The solution: To reduce emissions from energy consumption to support our carbon reduction initiative. 4,200m2The solution: The solution: As part of the work done by the teams of Green Agents in each country,Steria France has moved into a large-scale, energy-positive office we welcome and explore ideas from employees. One idea was the Green The majority of Steria’s carbon footprint comes from energy usebuilding. The building has a BREEAM Europe Office 2008 certification Café in Pune, India where pedal power is used to generate electricity to and business travel. Uniting Steria’s commitment to sustainability Area covered by solarrating of ‘Excellent’; BREEAM is the world’s foremost environmental power the cafeteria. The café also doubles as a gym where employees and Denmark’s green-conscious outlook, our Danish office has panels on the Steriaassessment method and rating system for buildings. It also has a HQE can get fit while meeting the wider objective of making their workplace transformed its electricity supply to 100% wind power. This green France HQConstruction certification rating of ‘Exceptional’. Our Energy Performance more eco-friendly. Steria has installed six pedal generators that generate initiative was part of the process of becoming certified accordingContract (EPC), the first private EPC for an office building in France, power by conserving the energy produced by people cycling on them. to the ISO14001 Environmental Management System in 2011.ensures that Green Office is run under the best possible economic Three staff pedalling for 15 minutes a day can generate enough energy toand environmental conditions. Its innovative features include: light up a specially designed LED lighting system for four hours – making 15 great savings on the energy bill. The bikes also calculate how many• A bioclimatic design that extends to ventilation, lighting and heating. calories have been burned and show the cyclists the exact value of the• 4,200 square metres of solar panels and a vegetable oil boiler for savings they have generated – making exercise even more rewarding. the production of renewable energies for heat and electricity.• A network intelligence system that controls installations. ISO 14001 Minutes of pedalling• energy monitoring system designed and implemented by Steria An required by three people which manages comfort levels and energy use and production to generate four hours and enables a proactive improvement in our use of facilities, of lighting at Steria leading to better control of energy costs and CO2 savings. India’s Green CaféThrough its experience of Green Office, Steria not only saves hundredsof tons of CO2 emissions a year but has embarked on a continuousimprovement process to lower our carbon footprint, transformingbehaviour in the workplace. We also provide a Steria Smart EnergyManagement solution and offer consulting expertise to our clients. 100% Amount of electricity generated by wind power at Steria Denmark
19. 36 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 37 Marketplace Workplace Environment CommunityResponsibility in the communityHelping people to help themselves is the best way to reducepoverty, promote inclusion and encourage self-respect.At Steria, we believe that self-sufficiency and local development Community programmes: our progressive, worldwide, Giving access to a job: with the aim of providing real, long-termcomes from strengthening community links, better education and programmes form an innovative community model that fully livelihoods for people in need, we developed the ‘One Certifying Trainingincreased employment. Our volunteer-driven community programmes involves Steria, its employees and its clients. The global community Programme’. Started four years ago, it is mainly operational in Cambodiagive people in the communities where we operate greater access to budget for 2011 amounted to €638,000 which included and India. With our partner, Digital Bridges (Passerelles Numeriques) 185 **education, IT and jobs. We have created three related programmes operational and functional costs and employee fundraising. in Cambodia, we support the training of disadvantaged youngstersthat drive our community activities across the Group: in IT network administration and web development. In November Giving access to education: education is one of the main drivers 2011, 50 students – from classes sponsored by Steria – received their• The One IT and Education Enablement programme. of wealth in society and a real initiator of social mobility – particularly diploma after two years of studies, with all finding permanent jobs. in India where our Group has 5,680 employees. The ‘One Steria, One• One Steria, One Country, One School programme in India, where The In India, the idea was to provide short-term training for young people Country, One School’ (OSOCOS) programme recommends that all Group each country in the Group is invited to sponsor a school for three years. who need to find a job quickly to take care of their families. We have countries sponsor one school in India, over a three-year partnership. helped provide short, IT-based vocational training courses followed by• One Certifying Training programme that gives training The Each country adopts one school and allocates a budget that can, for work placements in India’s booming hospitality and retail sectors. So to local people seeking jobs in Cambodia and India. example, be used to open a computer centre, library or a play area. 112 far, 110 students have found permanent jobs following their training. Another significant educational programme is the Graduate ScholarshipBringing greater independence to disadvantaged people Scheme, which aims to give access to higher education to bright *From the very beginning, our founding commitment to community young children in Steria-supported schools. Two promising students 87action has led us to engage in dialogues with society and local from each of our schools are sponsored for four years. So far, we have supported the higher education of 112 students who are studying 70communities. This two-way communication has a specific aim: to help 65people who live with disadvantages to become more independent graduate degrees in engineering, computer sciences or commerce. 62 54and self-sufficient. This belief has generated a number of initiatives Giving access to IT: our main objective is to help reduce the digital 47 50in the many countries where Steria Group is situated. The main 46 divide by supporting IT enablement programmes and activities for social 40objectives are to provide access to education, to IT and to a job, with 28 and professional inclusion. Our focus is on utilising volunteer expertise 28the dedicated help of volunteers and support from our clients. and tutoring for NGOs, and promoting the use of best practices from one 25 25Volunteer-driven programmes: we have a growing number of country to another. For example, in 2011, the Steria-Institut de France 11community programmes that are mainly volunteer-driven and take Foundation supported ten IT projects, of which five new ones benefitedplace in our employees’ free time. These programmes are often also from a total of €48,000. The Foundation was created in 2001, thanks topart of training initiatives. For example, consultants in Germany had a substantial donations from 20 Steria managers, and has already supported 2008 2009 2010 2011‘social week’ in India as part of their Leadership Training Programme, 37 projects in France, Morocco, Niger, Benin, Burkina Faso, Cambodiawhere they contributed through educational and social work in and the Philippines – with the help of over 100 Steria volunteers. Inschools. Whatever we do, the overall aim is to inspire and support India, our aim has been to develop solar-powered computer labs andvoluntary employee projects that encourage personal and professional intelligent classrooms in our sponsored schools, and we are pleased thatdevelopment and complement career growth. In 2011 we held our two of these have now been successfully installed in Chennai and Pune.fourth annual community day, called the One Day Challenge. It was Give access to education Give access to education Give access to IT Give access to a joborganised and run on Steria sites around the world. The goal was to (x 1,000) Number of Steria scholars. Number of IT projects contributing Number of people who havedraw attention to the plight of the most disadvantaged people in the Number of children and young to the reduction of the digital gap. found a job or decided to continuecommunity and to encourage volunteering. Despite the economic people benefiting from education studies following training incrisis, and a tight business agenda, the event produced outstanding or training programmes in the Digital Bridges (Passerellesresults; raising €134,693, with support from 41 of our clients and Steria-supported schools. Numeriques) Programme insuppliers, helping us to support 79 different charities worldwide. Cambodia and the Graduate Scholarship Programme in India. *87: 40 IT labs in each of the Steria sponsored schools in India + 37 IT projects supported by the Steria Foundation. **185: 75 students from the Passerelles Numériques programme in Cambodia out of 261 students + 112 students from the Graduate Scholarship Programme in India.
20. 38 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 39 Marketplace Workplace Environment CommunityCommunity case studiesCambodia: Digital Bridges Project (Passerelles Numériques) India: Graduate Scholarship Scheme Germany: Social Project Week Africa: Telemedicine ProjectThe objectives: The objectives: The objectives: The objectives:Steria funds a project in Cambodia which supportsdisadvantaged young people so that they can benefit from The Graduate Scholarship Scheme was developed three years ago to provide higher education funding for bright children The aim of the Social Project Week is to offer opportunities for practical learning and experience in previously unknown To encourage students to create, and develop, community projects using IT through the creation 50,000a two-year training programme leading to a job. from Steria-supported schools. To date, this programme has areas, such as the day-to-day life of social institutions and of a students’ award by the Steria Foundation. supported the college education of 112 students. projects. This learning improves all aspects of person-to-The help provided: The help provided: person competencies such as sensitivity, communication The help provided:During the past four years, Steria has sponsored the studies of skills, creativity and conflict management. It helps to heighten The winners of the students’ award, the ESIGETEL engineering Number of children and75 students, who all now have a job. In addition, each year, the Steria Sangeetha, the daughter of a security guard perception and awareness of social questions and removes school, aim to implement an experimental project to provide a young people benefitingFoundation sends volunteers to Cambodia who offer technical support on Steria’s campus at Chennai, had a dream prejudices by providing an insight into different ways of remote health system for people with cardiovascular diseases from education or training programmes inand training to the IT and teaching staff. Examples of help include; of becoming an engineer. The Steria India life, benefiting both the participants and the company. in rural areas of Cameroon, based on mobile communications Steria-supported schoolsthe implementation of a staff server, a solution to manage schedules, CSR team decided that Sangeetha must go to such as smartphones. Patients are equipped with mobile The help provided:a document management solution, a mail server, a virtual private college. Sangeetha’s fees were paid and the phones and monitors that check various physical parametersnetwork and an individual development plan for IT staff. With the seeds of the Steria India Foundation Graduate This social project week offers a unique two-way opportunity such as blood pressure, temperature and heart rate. Thesehelp of this project, 525 people have been taken out of poverty and Scholarship Scheme – SIFGSS – were sown. for both parties to find out about each other’s lives. measurements are then communicated to a doctor who canare now contributing to the economic development of Cambodia. Today, four years later, the Steria India CSR One example of this is the Next Generation Leadership get immediate help to his patients if critical data is received. team is proud to announce that Sangeetha is a fully fledged computer engineer, and has decided to join the Steria team at Chennai. Programme, an 18-month long modular training concept. Many managers from Germany have already taken part in this project, offering care for the disadvantaged. 1,300 525 112 How Number of senior managers who have can I taken part in the programme since Help? it started Number of people Number of students taken out of poverty in supported through Cambodia through the college in India Digital Bridges project
21. 40 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 41We aimed high. MarketplaceHow did we do? 2011 objectives: 2011 achievements: 2012 objectives: • ensure that all employees behave To • the annual performance development In • develop communication, To according to our Code of Ethics. interview, the assessment of each awareness and training materials employee starts by evaluating the for the Code of Ethics. alignment of behaviour with our values. • make our Code of Ethics To more interactive and increase • ensure we focus on the importance of To • awareness of the Code of The the level of engagement. adhering to Steria values in all management Ethics was strengthened and the reviews and training sessions. importance of adhering to Steria • train some specific ‘risky’ To values was a focus in all management populations in ethics issues. reviews and training sessions. • the Area CEOs, or SEVPs, For to sign the COE (together • ensure we work with the area procurement To • addition to several local initiatives, In with the Group CEO). departments and suppliers to ensure we are in the process of developing and contractual consistency with our values. implementing a Group Procurement • the CEO to deliver a talk, once For Code of Conduct to ensure consistency a year, on ethics related subjects. across the organisation. • identify CR issues with key To suppliers and implement related contracts and systems.
22. 42 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 43Workplace Community2011objectives: 2011 achievements: 2012 objectives: 2011 objectives: 2011 achievements: 2012 objectives:• ensure we carry out a comprehensive To • engaged our external partner We • develop skilled, empowered To • ensure we plan to expand the To • Following the opening of the CDC in • With the support of all countries in new employee survey in 2011. ‘Great Place to Work’ to conduct and people-oriented top Career Development Centre (CDC) Noida, providing short-term qualifying the Group, we will develop our ‘One an employee survey in 2011. and middle managers. programme in Noida in 2011. training for students supported Steria, One Country, One School’ by Steria, 100 students have since Programme, giving children in India • support the growth and To• ensure we complete the work started To • have begun to develop a company- We been placed in jobs during 2011. access to IT labs, libraries, teachers development of our people. on defining management behaviour wide competency framework during 2011 and solar power in schools. in line with Steria values. We will then which will be completed during 2012. • focus on gender equality to To • o ensure we continue to increase our T • Singapore joined us in 2011, • will engage clients and partners We integrate these definitions with our global achieve a visible female presence. ‘One Steria, One Country, One School’ bringing the total of participating from all our Group countries in our leadership programmes and in all local • support the participation To Programme and expand engagement countries to ten. Our client, CFS One Day Challenge community management training and recruitment. of disabled workers. of our existing sponsors. Britannia, generously contributed. event and aim to achieve fundraising of over €100,000.• ensure we deploy a new manager’s To • launched a policy on work-life We • support every employee by To • uring our community event, the One D • During our One Day Challenge providing a healthy workplace. • will support 30-40 new Steria We tool kit for dealing with stress as well as a balance and a tool kit called ‘How to Day Challenge, we will engage one event, we engaged 29 clients and students from the Graduate work-life balance policy. Both of these will deal with stress’. Both of these topics will • achieve AA standard of To client in each country to participate in 12 partners in nine countries. Programme and place 100 students be integrated into management training. be integrated within our management the Web Content Accessibility Steria’s community programmes. from the Career Development training curriculum in 2012. Guidelines on all Steria websites. Centre into permanent jobs.• ensure we assign at least one woman To • have completed a gender We • will continue to create local We to Steria’s Supervisory Board and evaluate salary evaluation and a woman community activities based gender salary equality in Steria. has been appointed to Steria’s on our Group community Supervisory Board during 2011. platform and/or local needs.• ensure we prepare for Steria participation To • preparation for e-skills week The in the EU e-skills week initiative in 2012. participation did not start in 2011, but has started in some countries in 2012.• o ensure we investigate the attitude T • e began our investigation of diversity W towards diversity among our managers. in 2011 by examining attitudes in the UK, Norway and Spain and have evaluated the findings.• ensure we incorporate software in the To • software is now incorporated in The Master for all Steria laptops to adapt the Human all laptops in France. Other countries Machine interface to any type of disability. are considering the value of translating the software for local use.
23. 44 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 45Environment2011objectives: 2011 achievements: 2012 objectives:• ensure we continue to develop and promote To • Through Steria’s international Green Business Community, we have continued to develop • promote and support clients To green solutions, such as our Travel and Energy and promote our suite of solutions that reduce our clients’ environmental impact, and which with our sustainability consulting Management solutions, which support our broaden the potential market for our services. Steria’s sustainability solutions to clients include and solutions. clients in expanding their sustainability efforts. sustainability consulting, smart energy management, smart transport, all of which promote • continue with the implementation To carbon reductions. of ISO14001, the Environmental Management Standard, in• ensure we develop our business in line with To • Green Business Community had its own Strategic Review and secured Board commitment The France and Belgium. decisions taken during our Strategic Review. to it. Steria have pursued this strategy, establishing sustainability as a feature of our solutions and services. • gain an external verification To of our greenhouse gas emissions such as ISO14064-3.• ensure we continue in our overall To • majority of countries within Steria have baselined their Travel and Energy footprints and The drive to make Steria’s operations even have embarked on carbon reduction projects – reducing travel through better use of technology • continue with our Carbon Neutral To more environmentally sustainable. and switching to greener offices and greener electricity, for example. Programme for air and road travel. • begin Supply Chain Evaluation To• ensure we continue with our carbon neutral To • Steria not only continued with our carbon neutral travel (air and road) programme during with the Carbon Disclosure Project programme relating to business travel. 2011, but has made a three-year commitment (2011-13) for carbon offsetting with The (CDP) relating to climate change CarbonNeutral Company. in France, UK and Germany.• continue to implement our Energy To • Steria is continuing with the implementation of our Energy Management solution • continue reporting publicly To Management solution. (Carbon EPAS), which records buildings-based energy consumption and baseline through programmes such as the information to undertake energy reducing projects. Carbon Disclosure Project, GRI and other initiatives as appropriate.• ensure we continue with our carbon To • Steria has continued its carbon intensity reduction programme, reducing our emissions intensity reduction programme. by 11.3% over two years and beating our target of a 10% reduction over three years.• ensure we continue our transparent To • Steria responded to Investor CDP 2011 (covering calendar 2010) and was awarded a Carbon reporting through the Carbon Disclosure Disclosure score of 93% and a Carbon Performance Leadership Index Rating of ‘A-’, making Project and Global Reporting Initiative. it the top performer in our sector. Steria will participate in CDP 2012 (covering calendar 2011).• 2011, and beyond, we will expand our In • ISO14001 certification has continued, with India, Denmark and Switzerland achieving it during ISO 14001 programme to the remaining 2011. This is in addition to Spain, Poland, UK, Germany, Austria, Norway and Sweden who countries in which Steria operates. have already attained it. Do you want to know more about Steria? Please visit us at www.steria.com
24. 46 | Steria: Corporate Responsibility Report 2011 è www.steria.com è www.steria.com Steria: Corporate Responsibility Report 2011 | 47GRI indexStandard disclosures Performance indicators Strategy and analysis 3.6 Boundary of the report (e.g. countries, divisions, 8 4.4 Mechanisms for shareholders and employees to provide 21 Economic indicators subsidiaries, leased facilities, joint ventures, suppliers). recommendations or direction to the highest governance body. 1.1 Statement from the most senior decision maker of the organisation 4-5 EC1 Direct economic value generated and distributed, including 22-23 (e.g. CEO, chair, or equivalent senior position) about the See GRI Boundary Protocol for further guidance. Include reference to processes regarding: revenues, operating costs, employee compensation, donations relevance of sustainability to the organisation and its strategy. and other community investments, retained earnings, 3.7 State any specific limitations on the scope or boundary of the report. 8 4.5 Linkage between compensation for members of the highest 18-19 and payments to capital providers and governments. The statement should present the overall vision and strategy governance body, senior managers, and executives (including for the short-term, medium-term (e.g. 3-5 years), and If boundary and scope do not address the full range of departure arrangements), and the organisation’s performance EC8 Development and impact of infrastructure investments 36-37 long-term, particularly with regard to managing the key material economic, environmental, and social impacts (including social and environmental performance). and services provided primarily for public benefit through challenges associated with economic, environmental and of the organisation, state the strategy and projected commercial, in-kind, or pro bono engagement. timeline for providing complete coverage. 4.6 Processes in place for the highest governance body 6-7 social performance. The statement should include: to ensure conflicts of interest are avoided. Environmental indicators 1.2 Description of key impacts, risks and opportunities. The 6-7 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, 8 outsourced operations, and other entities that can significantly affect 4.7 Process for determining the composition, qualifications 11, 20, EN3 Direct energy consumption by primary energy source. 32-33 reporting organisation should provide two concise narrative comparability from period to period and/or between organisations. and expertise of the members of the highest governance 27, 28 sections on key impacts, risks and opportunities. EN4 Indirect energy consumption by primary source. 33 body and its committees, including any consideration 3.9 Data measurement techniques and the bases of calculations, 8 of gender and other indicators of diversity. EN16 Total direct and indirect greenhouse gas emissions by weight. 33 Section One should focus on the organisation’s key impacts on sustainability and effects on stakeholders, including including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information 4.8 Internally developed statements of mission or values, codes of 7, EN17 Other relevant indirect greenhouse gas emissions by weight. 33 rights as defined by national law and relevant internationally in the report. conduct, and principles relevant to economic, environmental, 22-23 agreed standards. This should take into account the Human rights and social performance and the status of their implementation. range of reasonable expectations and interests of the Explain any decisions not to apply, or to substantially diverge from, organisation’s stakeholders. This section should include: 4.9 Procedures of the highest governance body for overseeing the 20,22 HR4 Total number of incidents of discrimination and corrective 27 the GRI indicator Protocols. actions taken. organisation’s identification and management of economic, Organisational profile 3.10 Explanation of the effect of any re-statements of information 8 environmental, and social performance, including relevant HR5 Operations and significant suppliers identified in 23 2.1 Name of the organisation. 1 provided in earlier reports, and the reasons for such risks and opportunities, and adherence or compliance with which the right to exercise freedom of association and re-statement (e.g. mergers/acquisitions, change of base years/ internationally agreed standards, codes of conduct and principles. collective bargaining may be violated or at significant 2.2 Primary brands, products and/or services. 13 periods, nature of business, measurement methods). risk, and actions taken to support these rights. Include frequency with which the highest governance The reporting organisation should indicate the nature 3.11 Significant changes from previous reporting periods in the scope, 8 body assesses sustainability performance. HR6 Operations and significant suppliers identified as having 23 of its role in providing these products and services, boundary, or measurement methods applied in the report. significant risk for incidents of child labour, and measures and the degree to which it utilises outsourcing. 4.10 Processes for evaluating the highest governance 20 Report parameters: GRI content index taken to contribute to the effective abolition of child labour. body’s own performance, particularly with respect to 2.3 Operational structure of the organisation, including main 18-19 economic, environmental, and social performance. HR7 Operations and significant suppliers identified as having 23 3.12 Table identifying the location of the Standard Disclosures in 46-47 divisions, operating companies, subsidiaries and joint ventures. significant risk for incidents of forced or compulsory labour, the report. Governance, commitments and engagement: 2.4 Location of organisation’s headquarters. 5 and measures taken to contribute to the elimination Report parameters: assurance commitments to external initiatives of all forms of forced or compulsory labour. 2.5 Number of countries where the organisation operates, and names 10 4.11 Explanation of whether and how the precautionary 32 3.13 Policy and current practice with regard to seeking external 8 Labour practices and decent work of countries with either major operations or that are specifically approach or principle is addressed by the organisation. assurance for the report. If not included in the assurance report relevant to the sustainability issues covered in the report. LA1 Total workforce by employment type, employment 27-28 accompanying the sustainability report, explain the scope and basis 4.12 Externally developed economic, environmental and 15 2.6 Nature of ownership and legal form. 20-21 of any external assurance provided. Also explain the relationship contract and region, broken down by gender. social charters, principles, or other initiatives to which between the reporting organisation and the assurance provider(s). the organisation subscribes or endorses. LA2 Total number and rate of new employee hires and 30 2.7 Markets served (including geographic breakdown, sectors 12-13 served and types of customers/beneficiaries). Governance, commitments and engagement: governance employee turnover by age group, gender and region. 4.13 Memberships in associations. 15 2.8 Scale of the reporting organisation. 8 4.1 Governance structure of the organisation, including committees 18-19 LA4 Percentage of employees covered by collective 26 Governance, commitments and engagement: stakeholder engagement under the highest governance body responsible for specific agreements and collective bargaining. 2.9 Significant changes during the reporting period 8 4.14 List of stakeholder groups engaged by the organisation. 14-15 tasks, such as setting strategy or organisational oversight. LA7 Rates of injury, occupational diseases, lost days, and absenteeism, 30 regarding size, structure or ownership including: 4.2 Indicate whether the Chair of the highest governance body is 18-20 Examples of stakeholder groups are: and total number of work-related fatalities, by region and by gender. 2.10 Awards received in the reporting period. 16-17 also an executive officer (and, if so, their function within the LA6 Percentage of total workforce represented in formal joint 24 4.15 Basis for identification and selection of stakeholders with whom 14-15 Report parameters: report profile organisation’s management and the reasons for this arrangement). management-worker health and safety committees that help to engage. 3.1 Report profile: Reporting period (e.g. fiscal/calendar year) 8 4.3 For organisations that have a unitary board structure, state the 18 monitor and advise on occupational health and safety programmes. number and gender of members of the highest governance 4.16 Approaches to stakeholder engagement, including frequency 15 for information provided. LA10 Average hours of training per year per employee, 24 body that are independent and/or non-executive members. of engagement by type and by stakeholder group. 3.2 Report profile: date of most recent previous report (if any). 8 by gender, and by employee category. State how the organisation defines ‘independent’ and 4.17 Key topics and concerns that have been raised through stakeholder 14-15 3.3 Report profile: reporting cycle (annual, biennial, etc). engagement, and how the organisation has responded to those LA13 Composition of governance bodies and breakdown of employees 27-30 ‘non-executive’. This element applies only for organisations that per employee category according to gender, age group minority have unitary board structures. See the glossary for a definition key topics and concerns, including through its reporting. 3.4 Report profile: contact point for questions regarding the report 8 group membership, and other indicators of diversity. or its contents. of ‘independent’. Society Report parameters: report scope and boundary SO1 Percentage of operations with implemented local community 36-37 3.5 Process for defining report content, including: 8 engagement, impact assessments, and development programmes. SO2 Percentage and total number of business units 22 analysed for risks related to corruption. SO3 Percentage of employees trained in organisation’s 22 anti-corruption policies and procedures. Product responsibility PR9 Monetary value of significant fines for non-compliance with 23 laws and regulations concerning the provisions and use of products and services.