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Transformation for a better world


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Steria CR report 2012

Steria CR report 2012

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  • 1. Corporate Responsibility Report 2012Transformationfor a betterworldè
  • 2. 02 | Steria: Corporate Responsibility Report 2012 è
  • 3. è Steria: Corporate Responsibility Report 2012 | 03ContentsA message from our Group CEO 04Steria and the triple bottom line 06About this report 08About Steria 10Promoting sustainable solutions 12Minimising energy, maximising efficiency 13Our approach to corporate responsibility 14Steria and stakeholders 15Responsibility is its own reward 16Corporate governance in Steria 17Responsibility in the workplace 22Workplace case study 37Responsibility in the environment 38Sustainability case studies 41Responsibility in the community 44Community case studies 46Responsibility in the marketplace 48Marketplace case studies 49We aimed high. How did we do? 50GRI index 56
  • 4. 04 | Steria: Corporate Responsibility Report 2012 è www.steria.comA messagefrom our Group CEO“When Steria was founded in 1969, it was as much a social IT as an industry has few direct negative impacts on itsproject as an enterprise, and we continue to build our stakeholders, compared to many other industries, and IT isbusiness in a way that promotes social, environmental and often said to contribute positively to the environment. However,economic sustainability. At Steria, we believe that long- we need to acknowledge that emissions from ICT use areterm value comes from seeing financial growth as a part estimated at 2% of total global CO2 emissions – equivalent toof a bigger picture, encompassing people, society and the the aviation industry. We see it as an important responsibilityenvironment. I firmly believe that a business cannot succeed to minimise our own negative impact, as well as to maximisein a society that does not live up to its responsibilities. our positive impact; implementing Green IT, and the strategicWe need to go beyond profit to build a stronger bond use of IT, can significantly reduce the CO2 emissions of ourof trust between finance, business and society. clients. Helping clients minimise their carbon footprint is a key goal for us. Whilst environmental sustainability is clearlyThis publication marks our second sustainability report a key concern, we view sustainability in its widest sense.based on the guidelines developed by the Global Reporting For example, we are also committed to contributing toInitiative (GRI)1. We find that reporting is a useful tool, not sustainable social and economic development in the societiesonly to provide transparency to our stakeholders, but also to in which we operate, by helping disadvantaged groupsimprove the quality of our everyday work with sustainability. cross the digital divide, through training and education.Steria is firmly committed to respecting and promotinginternational norms and principles of corporate responsibility.Following our signature of the Ten Principles in the UN Our long-term strategic prioritiesGlobal Compact in 2004, we developed various policies and centre around four areas:procedures such as a Code of Ethics, conflicts of interest •  arketplace – being a responsible service provider Mstatements, Purchasing Charters and well-being guidelines, by adhering to the highest ethical standardsand set up a Corporate Responsibility Programme which and sharing them with our stakeholders.includes specific resources dedicated to CR reporting. Thisprogramme clearly assigns roles and responsibilities within •  orkplace – being a responsible employer by implementing WSteria’s organisational structure. We also established a well-being policies and consistent HR policies across all ourCorporate Responsibility Advisory Board comprising members operations; on-shore, near-shore and off-shore. Leveragefrom government, business, academia and civil society, to our unique corporate governance model to maximiseget an external, independent perspective on our progress. employee commitment. •  nvironment – supporting sustainability by changing to E greener practices and reducing our CO2 emissions, while helping our clients to become more sustainable. •  ommunity – enabling disadvantaged people C by bridging the digital divide, giving access to IT, education and job opportunities.1: This report must be read in conjunction with the Corporate Responsibility information available in our 2012 Registration Document which has been extended this year following new Frenchlegal requirements. 2011 GRI information can be read at
  • 5. è Steria: Corporate Responsibility Report 2012 | 05In 2012, we achieved several successes in thefield of Corporate Responsibility that we areespecially proud of. Most notably, we have:-  Attained the highest disclosure and performance score in our industry amongst companies listed on the Paris Stock Exchange (SBF 250) for the Carbon Disclosure Project2.-  Been named the best company for sustainability among French mid-cap companies in the Gaia index.-  Significantly reinforced our awareness and training initiatives in the field of ethics, with a specific emphasis on the company’s top management.-  Implemented the ‘Great Place to Work’ employee survey across all Steria countries, giving a third party benchmark of employee satisfaction that tells us where to concentrate our future efforts.-  further developed our educational programme We in India for children from impoverished and rural background and continued our contribution to reduce the digital divide with the Steria-Institut de France FoundationIn 2013, we want to build on this momentum and recognisethat there is still much to be done. We will particularlyfocus on enforcing our responsible procurement policy,and on further developing our ‘One Steria, One Country,One School’ Programme, while continuing to improveour Corporate Responsibility reporting processes.You are warmly invited to read about ourendeavours and achievements in 2012, andI welcome your responses and reflections.”François Enaud,Steria Group CEO2: The Carbon Disclosure Project (CDP) is an independent not-for-profit organisation working to drive greenhouse gas emissions reduction and sustainable water use by business and cities. Over3,000 organisations in some 60 countries around the world now measure and disclose their greenhouse gas emissions, water management and climate change strategies through CDP, in orderthat they can set reduction targets and make performance improvements. This data is made available for use by a wide audience including institutional investors, corporations, policymakers andtheir advisors, public sector organisations, government bodies, academics and the public. The CDP acts on behalf of 551 institutional investors, holding US$71 trillion in assets under managementand some 50 purchasing organisations.
  • 6. 06 | Steria: Corporate Responsibility Report 2012 è www.steria.comSteria and the Triple Bottom LineOne Steria,three ways of measuring performanceOur approach to sustainable development is based on the concept of the‘Triple Bottom Line’; we aim to achieve a balance between our environmental,social and economic performance.We are a diverse company with close to 20,000 employees Living Green at Steriaspanning 16 countries and three continents, and our impacts, Steria, as a Group, has become carbon neutral for flight and fleetrisks and opportunities relating to sustainability are exceptionally travel and is now ranked top performer in its sector in the Carbonvaried. While enthusiastically encouraging local initiatives in all Disclosure Project. In addition to this, some of our countryour worldwide offices, we want to emphasise that we are ‘One offices, including Steria France and Steria Sweden head offices,Steria’ with one environmental policy, one Code of Ethics and a are in state-of-the-art eco-buildings using green energy whereverconsistent HR strategy. This strategy applies to all our operations, possible, and our own ‘Green Agent’ employees ensure that weregardless of location – we do not accept double standards continuously strive to improve our environmental performance.across our on-shore, near-shore or off-shore units. We believein the Power of Sharing – a term coined by Steria to describe Supporting clients to become more sustainablethe collective benefits of sharing challenges, knowledge, skills We also believe we have a definite responsibility to help ourand experience, to make something less complicated or better. clients to reduce their own emissions and transform into more sustainable businesses. Our applications for smart cities and smart metering help them to understand their consumptionOur strategic priorities for the future, patterns. Even better, by providing Green IT, we can radicallyacross our Triple Bottom Line, are: reduce the electricity consumption of our clients’ IT solutions.Our environmental bottom line You can read more about the strategies andIT, as an industry, is becoming a relatively large CO2 emitter achievements for Steria’s environmental bottom line inand contributes to one of the largest environmental challenges the chapter ‘The environment’ and on our website at:of our time. The reduction of greenhouse gas emissions is,, our main priority – to reduce our own emissions,as well as enabling our clients to reduce theirs. As aprovider of IT services, not only are we well-positioned toreduce our own greenhouse gas emissions, but we can gofurther by supporting our clients in reducing their own.
  • 7. è Steria: Corporate Responsibility Report 2012 | 07Steria has always believed in bringing a human touch to technology – combining businessperformance with social values. This is highlighted by our strong, people-friendly values:Respect | Openness | Simplicity | Creativity | IndependenceOur social bottom line Key highlights of the year:IT, as an industry, has some very specific social challenges.The World Health Organisation has identified work-related •  chieving an A- rating in the Carbon Disclosure Project Astress as a major risk for both physical and mental health. with the best ranking in our industryWhile businesses in every sector must be vigilant aboutabsenteeism, we must also be particularly conscious of well- • Receiving the Global CR award at the World CSR daybeing at work. This is because modern technology now enables • Being 1st in the GAIA sustainability indexpeople to work around the clock, blurring the boundary betweentheir professional and private life. At Steria, the well-being of our •  eing awarded the Golden Peacock Award for Bemployees is paramount. excellence in CROn a macro level, the IT sector is part of a bigger social issue •  est-ever results from our yearly community event, Babout the ‘digital divide’. Although IT is a major facilitator, it can the One Day Challengecreate inequalities between people in terms of having knowledge •  aintaining our carbon neutrality for air and road Mof, and access to, information and communication technologies. business travelAs a socially responsible company, we have made it our priority • ncreasing the deployment of our Group-wide Ito address the digital divide. We do this by facilitating access to Sustainability Procurement PolicyIT through our educational programmes and scholarships. •  einforcing our awareness and training efforts RYou can read more about our efforts and achievements for around ethicsSteria’s social bottom line in the chapter ‘The workplace’. • ncorporating CR objectives into Group Excom IOur economic bottom line variable payment criteriaProfits are vital to being a viable and lasting enterprise. But,at Steria, we also strive to create economic development in thesocieties in which we operate. We actively contribute to localcommunities by creating employment, raising competenceand encouraging innovation. This is a particular concern in ourIndia off-shore units, where bringing technology, educationand economic development to disadvantaged groups is atthe very core of our community engagement programmes.A key priority in the coming years is to fully implement ournew ethical Procurement Policy. We will do this by ensuringthat we use our purchasing power to support best-in-classcompanies, and to make certain that we avoid doing businesswith partners, suppliers and sub-contractors that haveunacceptable environmental, social or ethical standards.You can read more about our efforts and achievements forSteria’s economic bottom line in the chapter ‘The marketplace’.
  • 8. 08 | Steria: Corporate Responsibility Report 2012 è www.steria.comAbout this reportWhy this report is so importantand how it has been compiledThis report is our second sustainability report based on the We aim to cover all material aspects of Steria’sGlobal Reporting Initiative’s (GRI) guidelines for sustainability positive and negative impacts on the Triple Bottomreporting. The process of selecting GRI indicators for the Line in a transparent way, according to the idealsreport started in 2009 when Steria’s CR team did their first advanced by the Global Reporting Initiative.assessment. In identifying our main impacts and most pressing For more information or clarity,sustainability issues, the GRI indicators were carefully selected please visit us at: www.steria.comand discussed by a dedicated group of senior executivesrepresenting the larger Steria areas, whilst also seeking theopinions of shareholders and other stakeholders. The finalselection of indicators is, therefore, the result of a two-yearreview process between the CR network leaders, Steria’s CRAdvisory Board of external stakeholders and Steria’s ExecutiveCommittee. This review process with a broader audience ensuresthat the different perspectives of our stakeholders are takeninto consideration in setting the priorities for the report.In choosing the indicators, we emphasised the mostrelevant and pressing CR issues related to the services thatwe deliver and the geographic spread of our offices.The report covers the fiscal year for 2012 and meets GRI’sreporting level B according to our own evaluation. Quantitativeand qualitative data has been through an extensive reviewand approval process internally, including the Group CEO,the Group Legal Director, the Group CR Programme Directorand our Director of Communications. The reported datafor 2012 does not include our Spanish entity which hasbeen sold during the last quarter of 2012. Morocco andSingapore data has also been excluded, as these entitiesare not considered as material for CR reporting purposes.The report covers Steria’s offices and activities in 16 countries.The data reported includes subsidiaries (Steria Spain excluded).Data measurement techniques and compilation follows theIndicator Protocol of the GRI guidelines, unless stated otherwise.
  • 9. è Steria: Corporate Responsibility Report 2012 | 09
  • 10. 10 | Steria: Corporate Responsibility Report 2012 è www.steria.comAbout SteriaThe facts, the figuresand the people behind themIn the 44 exciting years that Steria has been operating, Here are our current key facts and figures:we have seen IT develop from a pioneering science to a •  otal revenue for 2012 was €1.83 billion Tleading component of our economy. In that time, we have (up from €1.75 billion in 2011)established ourselves as a major player. The next fourdecades will offer new challenges which we are ready •  ounded in 1969, in Paris, today 70% of our revenue Fto meet head-on. The entrepreneurial boldness of our comes from outside Francefounder Jean Carteron is reflected today in our drive to •  e have offices in Europe, India, North Africa Wdevise new services and solutions, to react to changes and South East Asiain the market and to thrive whatever the conditions. •  e are close to 20,000 people strong, W working across 16 countries •  pproximately 30% of employees work off-shore or A near-shore; one of the highest percentages among European IT companies •  ur off-shore and near-shore delivery centres are located O in India, Poland and Morocco •  2.7% of our capital was owned by our employees as of 2 December 31, 2012* On-shore Austria, Belgium, Denmark, France, Germany, Hong Kong, Luxembourg, Norway, Singapore, Sweden, Switzerland, United Kingdom Near-shore Poland, Morocco Off-shore India(*): including “SET Trust” and “XEBT Trust” (4.15% of capital)
  • 11. è Steria: Corporate Responsibility Report 2012 | 11We touch the lives of millions around the globe each day We believe that it is our culture of collaborativethrough our systems, services and processes. Steria has built entrepreneurialism and remaining true to our foundinga pervasive global presence in 16 countries across Europe, values that has led to our growth and success. Steria wasIndia, North Africa and South East Asia. We see our diversity originally founded with the vision to unite strong businessas a powerful asset, embracing many different cultures across performance with solid social values and has maintainedthe world – each individual bringing an extra dimension to a culture of ethical entrepreneurialism ever since.the way we work as a whole. But, although our cultures As innovators for over 40 years, we have risen to the challengeare diverse, we have a shared vision and shared values. We of solving real-world problems across diverse sectors,believe this gives us a cohesion that is a real differentiator. geographies and technology environments. The last fourThis international presence can be seen from the top down – decades have seen some remarkable changes in the wayour Executive Committee includes five different nationalities technology shapes our world. Steria has played a big part inand a fair balance of men and women. It ensures that all Group this. We have grown in size ten times over since 1998 andbusinesses, geographies and business lines are represented, as our acquisitions of Mummert (2005) and Xansa (2007) havewell as the marketing, finance and human resources functions. allowed us to offer our clients a unique portfolio of services from consulting to business process outsourcing – shaping operational excellence for many organisations that we partner. Employee headcount as of December 31, 2012 Morocco 72 Headquarters 104 Singapore 44 Total headcount – 19,812 Switzerland 152 Poland 380Belgium and Luxembourg 248 Scandinavia 988 Germany and Austria 1,777 India 5,338 United Kingdom 4,376 France 6,333 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
  • 12. 12 | Steria: Corporate Responsibility Report 2012 è www.steria.comPromoting sustainable solutionsOnly the best ideasare sustainableOnly collaboration can make today’s world turn. At Steria, We are constantly mindful, however, that – within our solutionswe are passionate about our sharing vision and values. We – we must provide responsible products and services. Morecall it the ‘Power of Sharing’ and it is a highly collaborative and more, our focus is on sustainability, and on devising newway of working that has helped make us one of the Top 10 IT ways of meeting one of the greatest challenges the worldservices companies in Europe. We have a highly industrialised has ever faced – climate change. Yet sustainability is as muchdelivery model that utilises the support of our network of an ethical issue as it is an environmental one, calling for aindustry-leading service partners, combined with a profound change in mindset as well as in physical practices. At Steria,understanding of our clients’ businesses and in-depth expertise we take both into account, which means we can help ourin IT and business process outsourcing. From advice to execution, clients manage their carbon footprint much more effectively.we take on our clients’ challenges and develop innovativesolutions to solve them – working with them to transform theirbusinesses and letting them get on with what they do best.
  • 13. è Steria: Corporate Responsibility Report 2012 | 13Minimising energy, maximising efficiencyWelcome to our full rangeof IT-enabled servicesWhilst constantly seeking to develop new services andsolutions for our clients, we never lose sight of their businessneeds and responsibilities – and we look beyond the initialtransformation opportunity to operational delivery, day after day.Our full range of IT-enabled services helps our clients to ess Managementminimise their energy use while maximising their efficiency: Proc•  s a business consulting partner for our clients, we A nagement help them to set goals and implement their strategy. We IT Ma provide them with all the concepts, methods and process analysis necessary to plan for successful transformation. (Systems Integ ons rat•  ystems integration provides turnkey solutions with full S uti i t men integration into the clients’ environment. Our experience l on So ) and expertise means we take care of the complex challenges cture Manage of integrating diverse technologies the clients organisation Business Testing already has and those it plans to deploy in the future. Expertise ti o n s Ho riz o nt•  pplication Management helps clients to evolve A and fine-tune their application portfolios to meet (Consulting) S o lu astru emerging business challenges. We give our clients al S access to a comprehensive range of Application Ver ti c al Infr BP O Management services based on leading technologies. tio olu r ti Ve c ns al B•  esting, which involves expertise ranging from T tal on consulting to delivery and experience right across the PO ent r iz business process and IT, ensures that clients’ systems App m Ho are fit for purpose, reliable, secure and scalable. li c a t i o n M a n a g e•  usiness Process Outsourcing (BPO) primarily provides B middle and back office services. Emphasis is on automation and execution of world-class business processes to keep critical services running and relevant. These include finance and accounting, procurement and human resources.•  nfrastructure Management helps clients keep I pace with accelerating demands on IT infrastructure while delivering substantial cost savings, productivity increases and energy efficiency.
  • 14. 14 | Steria: Corporate Responsibility Report 2012 è www.steria.comOur approach to corporate responsibilityA structure with clearlydefined responsibilitiesThe way we are organised shows our real commitment to responsible operations. This structure ensures a cleardivision of responsibility from the top down in whichever location we work. The highest level of our companymonitors our CR performance; our Executive Committee reviews our sustainability objectives, action plans andperformance on a regular basis. The strategic and practical work is organised like this:The Group CEO and the Executive Committee In addition, we have requested that our local Human– Steria’s Group CEO has ultimate responsibility for Resources Directors, Chief Financial Officers and Legalour global Corporate Responsibility (CR) programme, Directors are the owners of the data reported respectively forwith members of the Executive Committee acting as Community & Workplace, Environment and Marketplace.sponsors for designated parts of the programme. The CR Network Leaders – Steria has CR Network Leaders,The CR Programme Director – The CR Programme Director responsible for the areas of Community, Workplace, Environmentis the driving force of Steria’s CR strategy, responsible for and Marketplace. The network leaders are responsible fordeveloping strategies, policies and measurable objectives implementing action plans in each of the four areas throughoutand ensuring their implementation, as well as acting as an the Group, in collaboration with the country network membersadvisor to the Executive Committee on stakeholder issues. who manage the implementation within each country.The CR Reporting Leader – To improve the reliability and CR Advisory Board – As a large company, spread across threeefficiency of the CR reporting process, a person was appointed continents, we wanted to ensure that our top management getsin 2012 to supervise both the information reported within systematic, expert advice and insights from the perspective ofthis document and within our Registration Document. This our stakeholders. This is why we established the CR Advisoryperson is reporting internally to the Group CR programme Board, consisting of independent CR experts from government,Director and the Group CFO, as we consider that the methods industry and society. The Board meets three times a year toand processes applied for managing financial information review Steria’s progress from a stakeholder perspective and tomust be leveraged for non-financial information reporting. advise on how to coordinate our CR activity across the company. Group CEO CR Programme Director CR Advisory Board CR Office (Reporting and Marketing) Executive sponsor Executive sponsor Executive sponsor Executive sponsor for Marketplace for Environment for Workplace for Community Network Network Network Network Leader Leader Leader Leader
  • 15. è Steria: Corporate Responsibility Report 2012 | 15Steria and stakeholdersMaking decisions on a global,national and local levelInternal or external, effective corporate responsibility is acollective endeavour. Which is why, at Steria, we engage withstakeholder networks and organisations on a global, nationaland local level. In 2004, we signed the UN Global Compact.This charter encourages companies to promote ten universalprinciples in the areas of human rights, working conditions,the environment and the fight against corruption. Then, in2009, we developed a Code of Ethics – a protocol that ensureshealthy business practices across the business. Additionally,to ensure closer contact with our stakeholders, we are alsoactive members of several local and European CR organisations,such as the Institut du Mécénat Social in France and wealso partner with NGOs such as Digital Bridges (PasserellesNumériques). Our Corporate Responsibility programmeinvolves multiple external stakeholders. Our relationships withthese stakeholders are the primary responsibility of each CRnetwork leader, relating to their respective field of expertise.These external stakeholders include: External Stakeholder Major Role Internet Site Carbon Disclosure Project The Carbon Disclosure Project is an independent non-profit organisation holding the world’s largest database of corporate climate change information. The CDP provides international environment rankings. ISO 14001 certification Environmental management standard. The certification companies audit our companies ISO 14001 sites in our various locations. Global Compact UN initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. The Global Compact provides a globally recognised framework for corporate responsibility. VIGEO CR rating agency in the areas of environment, social and governance topics. GAÏA Sustainability index for midcaps on the Paris Stock Exchange. www.gaï Institut du Mécénat Social A network of companies promoting CR in society. Global Reporting Initiative Association developing and promoting the leading international standard for sustainability reporting.
  • 16. 16 | Steria: Corporate Responsibility Report 2012 è www.steria.comResponsibilityis its own rewardAlthough there is always more to strive for, we are very pleased with ourCR endeavours and achievements to date. In 2011 and 2012, we attainedthe following rewards and certifications: Reward/Certification Purpose CR component Year Environmental management system certification ISO 14001 in nine countries Environment 2011 (and prior), 2012 (see: Asia’s Best CR Practice Award Excellence in the field of CR Community 2011, 2012 in Singapore Subir Raha Foundation Award Sharing knowledge and best practices in CR Community 2011, 2012 at Hyderabad Best CR Practice award by Best CR practice Community 2011 (and prior), 2012 Bombay Stock Exchange INDY’s Best CR Practice Award, presented Best CR practice Community 2011 (and prior), 2012 by ‘Stars of the Industry’ Golden Peacock Special Commendation for Encouraging initiatives in CR, promoting Community 2011 (and prior), 2012 CR excellence, Steria India Foundation sustainable development Listed in Norway’s top ten Steria Norway | Employee Opinion survey Workplace 2011 (and prior), 2012 ‘Best Places to Work’
  • 17. è Steria: Corporate Responsibility Report 2012 | 17Corporate governance in SteriaSharing powerGroupe Steria has set up a particularly innovative and uniquegovernance system designed to help the company distinguishitself from the competition and to develop and enhance itsappeal. This governance system uses the legal structure of alimited share partnership (Société en Commandite par Actions)under French law (SCA) in an original way where the GeneralPartner is a SAS called Soderi, which represents exclusively theGroup employee shareholders.A clear separation between managementand Control bodiesThe corporate governance of Groupe Steria is based on aseparation between the powers of the Management of theGroup that is assured by a Group CEO and the control powersentrusted to a Supervisory Board completely separate from theManagement, and reporting directly to shareholders.
  • 18. 18 | Steria: Corporate Responsibility Report 2012 è www.steria.comTwo types of partner Soderi SAS Limited General Partner Partners (Employee shareholders) (Shareholders) Groupe Groupe Steria SCA Soderi SAS Board Steria SCA Supervisory Board Appointment General Manager/Group CEO Appointment Authorisation of major decisions Executive Committee Authorisation of major decisions Control Operational subsidiariesThe limited partners (the shareholders) The General Manager/Group CEO and Executive CommitteeThe limited partners provide capital and they ownthe company’s shares. General Management of Groupe Steria comes under the responsibility of François Enaud who has been GeneralThey meet at least once a year in Ordinary and/or Extraordinary Manager/Group CEO since 1998. Appointed at the GeneralGeneral Meeting(s) of Shareholders in order to decide upon Meeting of Shareholders, and proposed by the Supervisorythe resolutions submitted for their approval and, notably, to Board after agreement with the General Partner, he staysappoint the Group CEO, approve his remuneration, appoint in office for a maximum renewable term of six years. Atmembers of the Supervisory Board as well as the Statutory the 2012 General Shareholders’ Meeting, he has beenAuditors and approve the annual financial statements. renewed for a 5 years’ mandate. Within this uniqueThe General Partner: Soderi governance, the General Manager/Group CEO remuneration is approved by the General Meeting’s attendees.The General Partner is represented by the simplifiedjoint-stock company (Société par Actions Simplifiée), The General Manager/Group CEO is assisted by an ExecutiveSoderi, whose unique feature is to bring together the Committee composed of three Senior Executive Vice-Presidentscommunity of Group employee shareholders. who meet every week, and six Executive Vice-Presidents. The Executive Committee meets monthly and ensures that all Group businesses, geographies and business lines are represented, while also ensuring the representation of the marketing, finance and human resources functions.
  • 20. 20 | Steria: Corporate Responsibility Report 2012 è www.steria.comThe Supervisory Board The members of the supervisory board are:The Supervisory Board has responsibility for ongoing control of Jacques Bentz, Chairman of the Board,the management of the Company on behalf of shareholders. The Manager of Tecnet Participations.Supervisory Board has a clear Charter and Internal Regulations Eric Hayat, Vice-Chairman of the Board, Chairman of Groupement(available on our website); these describe professional ethical d’Intérêt Public (GIP), Modernisation des déclarations sociales.behaviour and rules to be respected by its members (includingrules related to conflicts of interest). Within the Board, Léo Apothekerthere are three committees; a Strategy Committee which is Patrick Boissier, Chairman and CEO of DCNS.responsible for reviewing the company’s medium to long-termdevelopment; an Appointments and Remuneration Committee Séverin Cabannes, Deputy CEO of the Société Générale Group.which is responsible for evaluating new appointments to Elie Cohen, Economist – Research Director atthe Excom and benefits plans; and an Audit Committee CNRS, Professor at Sciences-PO-CAE.which is responsible for controlling risk and accounts.* Bridget Cosgrave, Founder and ChairmanThe Board performs an annual self-assessment, one of which of EveryEuropeanDigital (E ED).resulted in a decision to increase the number of women on theboard to better reflect the company’s diversity. The Supervisory Pierre Desprez, Chairman of Steria Mutual FundBoard has, traditionally, been male dominated. However, in 2011 (Employee Shareholding).and 2012, we recruited the first two women on to the board, Pierre-Henri Gourgeon, Chairman of the PH Gourgeon Conseil.achieving our target of 20% women members for 2012.A target has been set of 40% of the board to be women by 2014. Laetitia Puyfaucher, CEO of Pelham Media.(*): the missions described here are not exhaustive - for more information please refer to
  • 21. è Steria: Corporate Responsibility Report 2012 | 21SoderiEver since Steria was founded in 1969, our culture has been Steria’s 6,000 employee shareholders are able to takebased on participative governance built on strong employee part in the company’s strategic decisions through Soderi.shareholding, symbolised by Soderi. Soderi is the company Soderi is managed by a Board of Directors with 17owned by Groupe Steria’s employee shareholders. It is members elected by the employee shareholders. Thethe core element of Steria’s participative governance. Soderi Board is fully aligned with Steria’s commitment to diversity – among the 17 members, there is a good genderThis unique governance model is ground-breaking within balance and a wide blend of different nationalities fromthe IT industry. It gives our people a significant say in France, the UK, Germany, Norway, India and Belgium.determining our future strategy. Our employees who owned22.7% of the company as of December 31, 2012 shows that The Board gives prior approval to any resolution put to thethe original idea of the founder Jean Carteron is still alive. Annual General Shareholders’ Meeting of Groupe Steria SCA and to any proposal put forward by the Steria Group CEO relating to a change in the company’s consolidation due, for example, to an acquisition or a significant loan. The Group CEO therefore reports to two Boards; the Soderi Board of Directors and the Groupe Steria SCA Supervisory Board.
  • 22. 22 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin 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 In all Steria countries, health and safety issues arefor our employees, providing a safe and healthy working monitored by formal health and safety committeesenvironment in accordance with the relevant guidelines for or local HR departments.every country in which we operate. We operate within the same It is important to note that no work-related fatalities have beenstandards across our on-shore, near-shore or off-shore units. recorded in 2012. In addition, at the date of this report, Steria is not able to show consolidated rates of injury. 2012 key figures related to the health and security structures Existence of a formal Employee representatives Existence of a health and Number of meetings held agreement covering health included in these security council1 in 2012 and safety topics structures France Yes Yes Yes 126 United Kingdom No2 No Not applicable Not applicable (including NHS-SBS) India No No Not applicable Not applicable Germany Yes No Yes 41 Norway Yes No Yes 4 Sweden Yes Yes Yes 2 Denmark Yes No No None Belgium Yes Yes Yes 12 Poland No No Not applicable Not applicable Switzerland No No Not applicable Not applicable1: Country-level committee only, does not include ‘site’ meetings.2: Any health and safety matters requiring discussions with employee representatives would be discussed at the UK forum meeting.
  • 23. è Steria: Corporate Responsibility Report 2012 | 23Well-being at work Local initiatives to support well-being at workSteria believes that ‘well-being at work’ is a key motivation UKdriver for our employees. So, in 2011, we launched a Group- A training programme on time management is availablewide ‘Well-being Policy’ to show our engagements in that from the Learning and Engagement department, as welldomain. The local HR directors are responsible for implementing as e-learning modules that also address the topic.this policy, and we continue to encourage them to implementeffective and locally adapted initiatives in 2013. A key objective Franceof the policy is to make our employees and managers aware We launched a programme called ‘Zen IT’, which addressedof the types of actions and attitudes they could promote in different areas of need relating to health and well-being.their employees. The policy is focused on four key areas: Norway1.  Creating a working environment where our employees can fully develop their skills. The topic of work-life balance is comprehensively addressed both in induction training and in leadership training.2.  iving our employees as much flexibility as G possible within the scope of their work. India3.  upporting employees in their endeavours S We have put a number of policies in place to ensure the well- to live a healthy lifestyle. being of all employees at work. These include a compulsory minimum of 15 days leave, part-time work, crèche or day4. Supporting employees in times of need. care facilities for children, training programmes on stressThere is a dedicated tool kit for managers dealing with management and a Health Screening policy. All employees,stress amongst their employees. This was distributed across all levels, are given funding for an individual health check.throughout most of our geographies in 2012. Summary of the key initiatives taken for ‘well-being at work’. Stress management Home office capabilities Helpline Other services3 training and toolkit France Pilot phase Yes Yes Yes United Kingdom Yes Yes Yes Yes (including NHS-SBS) India Yes No No Yes Germany and Austria Yes Yes Yes Yes Other (at least in Yes Yes Yes Yes one country)3: Such as laundering services, crèches, gym club etc.
  • 24. 24 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Personal development and training The following new key training initiatives were implemented in 2012:Training and development is at the heart of ensuring that everyemployee knows how to truly develop their competencies and A three-year-long agreement with the e-learning providermaximise their potential. To achieve this, we developed Steria’s Skillsoft, signed in January 2013, will increase the training‘Global Career Framework’ to help employees to define and offerings to our employees throughout the Group.achieve their personal development goals. This framework In France, Steria continues to make its learning and developmentincludes the definition of key job families, job roles and job curriculum evolve. For example, the Steria Project Institute nowdescriptions common to all geographies; used by Steria to incorporates the Infrastructure Management service line training.identify the necessary resources for projects and to fulfill This curriculum included 399 training courses in 2012 withinvacant positions. At the same time, it helps to define levels of 26 different training programmes. A new module for architectsexpertise and competency requirements and helps employees was also designed for technical infrastructure managementdefine their career objectives. In this way, the framework is an (ATIM). This qualifying course, certified by engineeringimportant pillar for our training and development strategy. schools, includes 18 days of training over nine months. TheA Competency Framework has been developed in collaboration key objective of this initiative is to integrate best practices,with all the countries in Groupe Steria. It underpins the Global especially by sharing architecture expertise in informationCareer Framework and is a major step towards enabling systems integration. Also in France, a new training module foremployees to identify the career path they wish to follow sales (Sales Institut) launched its pilot session with success,in order to develop and fulfill their potential. In 2012, the both in terms of teaching skills, and in the design of the moduledeployment was started with the pilot implementation in the itself, meant to be as operational and close to the participants’UK. A Training Matrix has been designed that sits behind this expectations as possible. 48 people have been trained to date.framework with the objective to help employees understand In Norway, a comprehensive Training Academy has been ongoinghow to master each competency through a set of solutions that since 2008,with the vision to offer an opportunity to develop torange from self-help (reading and using guides) to classroom- each of our employees. This means that our employees shouldbased courses. The training has been delivered to employee find content in the Academy that is useful to them, regardlesssites as well as inviting employees to come to major sites. of what level they are in the organisation, or how long theyIn 2012, 21 courses were run with over 370 attendees. have been with us. This includes induction programmes,Each country in the Group maintains a training policy and basic consulting skills, different programmes related tocatalogue of the training courses that are available to employees. professional development and expert subject matter groups.Employees are encouraged to have an annual development planthat is agreed with their manager. While we have developedsome Group-wide training initiatives, most of our trainingprogrammes are currently designed locally, which guaranteesthat they are aligned with the evolution of our business.
  • 25. è Steria: Corporate Responsibility Report 2012 | 25In the UK, a specific focus has been given to Sales Our priorities for 2013 will be to continue working on theTraining throughout 2012. As an example, a virtual sales targets set last year that address topics like the gender issuecommunity has been created and has targeted two types and defining goals for female participation and gender equality,of course: ‘Strategic Selling’ (with an external partner) and to continue to develop our training initiatives and offerings,and ‘Proposal Management’ (with an external partner). and follow up the results from the ‘Great Place to Work’ survey.During 2012, 283 employees attended these courses.At a Group level, the ‘Steria Academy’ is our international Training – by gender/countrytraining programme for Steria’s senior managers, andcovers Programme Management, and Sales and Marketing Hours training per employeecourses. In the design and development of the training 43 42 38modules, we always involve senior members of theorganisation. The Academy therefore serves as a platform 30 24 21 20 17 17for knowledge transfer and better dissemination of shared 20 15 16tools and practices. This method of organising encourages 10 8 4networking and building inter-departmental relationships. 0 nce UK ia A u ny ia er l a Ind st r Tot O thAnother important pillar is our annual talent and competency a n d e r ma Fr areview of all employees. This review, called CEDRE, helps Gus to balance our collective ambitions with the talents wealready have and those we need to attract. To support the Maledevelopment of our employees, we also provide regular Femalepersonal development interviews. In these interviews,which take place on an annual basis, the results of previousyears are evaluated and targets are set for the new year.
  • 26. 26 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Employee relations In India, for example, there are the following channels:The third principle of the UN Global Compact states that - Town-halls: These are quarterly open discussion forums wherebusinesses should uphold the freedom of association and the employees can ask any question to the Senior Management.right to collective bargaining. At Steria, we are committed - DirectToCEO mailbox: A mailbox accessedto this principle. In our Code of Ethics, we state the right to directly by the CEO, where employees can raisecollective bargaining, and this applies to all Steria countries. their concerns and make suggestions.We already have a number of collective agreements in place,established under local legislation in the respective country. - Secure committees: Central email IDs and a task force to handle harassment issues (sexual as wellFor trans-European issues, we have created a ‘European as other types) at location and India level.Works Council’ (EWC). The EWC is composed of 14members, representing nine countries. The EWC - Skip meetings: Meeting of employee (N withmeets on a regular basis, and discusses topics that are N+2), skipping the immediate manager.relevant for employees throughout the Group. - Grievance redress: Redressing procedure toWhere no employee representation structure exists, such as in deal with all the grievances logged with HR.India and Poland, we give our employees the opportunity toaddress their questions and concerns through various channels.
  • 27. è Steria: Corporate Responsibility Report 2012 | 27 2012 key figures related to the management of Employee Relations Existence of an employee Number of elected representatives Number of working councils/ representation structure* (31/12/2012) forums held in 2012 France Yes 236 151 United Kingdom (including NHS-SBS) Yes 10 10 India No Not applicable Not applicable Germany Yes 36 10 Norway Yes 11 4 Sweden Yes 4 20 Denmark Yes 3 4 Belgium Yes 23 12 Poland No Not applicable Not applicable Switzerland No Not applicable Not applicable* Can take the form of forum(s) or working council(s).
  • 28. 28 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Employee satisfaction and engagementEmployee satisfaction and engagement is important to Steria. Employee turnover rate – by ageTo measure how well our employees engage with the companyand its aims, we carry out an employee survey. In 2011 – for 49.0%the very first time – all Steria geographies participated in 50% 37.2%the ‘Great Place to Work’ survey. The Great Place to Work 40% 31.1%Institute uses a proven method, developed over the past 20 25.0% 24.8% 24.7% 30%years, to conduct employee engagement surveys that then 19.0% 19.4% 19.0% 18.4% 17.8% 14.8% 14.9% 20% 12.8%allow companies to benchmark themselves, both internally 11.1% 10.5%and externally against other organisations. The survey is a 6.6% 5.5% 10%management tool that allows us to analyse the feedback from 0%our employees and to put in place activities to address any nce UK ia A u ny ia er a l Ind st r Tot O th a n d e r maissues and meet employees’ expectations. We have started Fr ato leverage the survey’s results to increase our score in the Gfuture (the survey will be conducted every two years). <30The results of the ‘Great Place to Work’ survey, 30-50combined with information from exit interviews, gives >50us guidance on which areas need improvement, andthen these recommendations serve as a good guide asto where to strengthen our efforts in the future. % of employees receiving regular performance Employee turnover rate – by gender and career development reviews 60% 50.3% 97% 96% 93% 92% 89%100% 88% 84% 91% 89% 50% 83% 82% 79% 78% 80% 37.2% 64% 63% 60% 61% 61% 40% 59% 50% 60% 48% 25.6% 30% 34% 30%40% 30% 21.3% 18.3% 17.3% 17.5% 15.1% 14.9% 14.1% 16% 20% 13.2% 20% 0% 10% nce UK ia Au n d ia ay n em nd ar k rg and nd s al ter ede Ind st r Tot b ou rw a L u x um a r la nm 0% Fr a Pol uar a ny Sw No i t ze De nce UK ia A u ny ia er l ad q a gi rm Ind st r Tot O th Sw a n d e r ma Bel Fr a Ge He G Male Male Female Female
  • 29. è Steria: Corporate Responsibility Report 2012 | 29 Absence in hours per 100 employees Total workforce by contract type7000 100% 0.7% 1.7%6000 98% 3.2% 2.4% 2.5%5000 5.3% 96%4000 6672 6505 94% 98.3% 99.3%3000 97.6% 97.5% 5182 4992 96.8%2000 4557 94.7% 3620 92%1000 90% 0 nce UK ia A u ny ia er l a Ind st r Tot O th a n d e r ma nce UK ia A u ny ia er l Fr a a Ind st r Tot O th a n d e r ma Fr a G G Permanent Fixed-term Absence days as % of work days Total workforce by employment type 0%3.5% 100% 5% 5.2% 5.5%3.0% 95% 7.4%2.5% 12.4% 90%2.0% 100% 3.34% 3.25% 85% 95% 94.8%1.5% 92.6% 94.5% 2.59% 2.50% 87.6%1.0% 2.28% 1.81% 80%0.5% 75%0.0% nce UK ia A u ny ia er l a Ind st r Tot O th a n d e r ma nce UK ia A u ny ia er l Fr a a Ind st r Tot O th a n d e r ma Fr a G GThe reported absence rates per country are consistent with Permanentour historical data and in line with the figures observed Fixed-termwithin our industry.
  • 30. 30 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Human rights and diversityRespecting people’s rights and diversity at all times, There are also local variations, which we are determined towe are dedicated to recognising human rights in all our improve. This is a long-term objective and will not be changedrelations with employees, clients, shareholders, suppliers overnight. We will work to increase female representationand local communities. We never tolerate discrimination in management positions through awareness programmesor harassment, in any form. Even though we are vigilant, and training. The first step is to raise awareness and tofour incidents of discrimination were brought to the make conscious decisions on promotions and’s attention in 2012. These incidents were dealtwith internally and serve as a reminder that we constantlyneed to stay aware and focus on the way we interact.Across the company workforce as a whole there is a distributionof 30% women and 70% men. Even though this gendercomposition is imbalanced, it is above industry standard in manyof our countries. Nevertheless, we have several programmeswith universities and upper secondary school students toencourage more women to choose technical careers. Gender split Group Executive Committee Local Executive Committee Leaders – Global Managers – Top 4000 Management Network 80% Male 75% Male 85% Male 79% Male 20% Female 25% Female 15% Female 21% Female
  • 31. è Steria: Corporate Responsibility Report 2012 | 31Local initiatives to promote gender equality Local executive committees – by genderSeveral initiatives, across all locations, have been implemented 0% 5.9%to improve gender equality. Some examples include: 100% 25.9% 24.6% 80% 40%Norway 60% 60%An initiative was started in 2011 to include Steria employees 100% 94.1%in a ‘Role Model Agency’. Its objective was to inspire 40% 74.1% 75.4% 60%young people, especially girls, to choose technical studies 20% 40%at university. Schools are encouraged to book role models 0%to visit their schools to give talks to their students. nce UK ia A u ny ia er l a Ind st r Tot O th a n d e r ma Fr aIndia GSteria favours the employment of women and takesmeasures to facilitate their integration and protection Leaders Global Management Network – by genderthrough the provision of a company crèche (for 3.3%children between 3 months and 5 years old) and the 100% 18.6% 16.4% 19.5% 15.3%implementation of a very strong anti-harassment policy. 80% 28.6%As well as having a fair balance of the genders, we 60%also believe that it is important to have a diverse 96.7% 84.7% 40% 81.4% 83.6% 80.5%range of ages working within our business. 71.4% 20% 0% nce UK ia A u ny ia er l a Ind st r Tot O th a n d e r ma Fr a G Managers Top 4000 – by gender 100% 19.9% 14.3% 13.8% 25.8% 23.2% 20.8% 80% 60% 40% 80.1% 85.7% 86.2% 74.2% 76.8% 79.2% 20% 0% nce UK ia A u ny ia er l a Ind st r Tot O th a n d e r ma Fr a G Male Female
  • 32. 32 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued) Workforce by employment type and gender Workforce by contract type and gender 1.1% 1.6% 2.1% 2.6% 1.1% 1.1% 2.0% 1.7% 0.6% 2.4% 1.5%100% 100%80% 80% 75.6% 58.0% 60% 60% 67.9% 60% 60% 57.5% 60% 66.2% 60%60% 75.7% 68.1% 68.9% 60% 60% 75.6% 60% 77.2% 68.3% 68.5% 60% 60% 60% 60% 1.2%40% 10.8% 2.6% 4.4% 40% 0.7% 2.9% 1.0% 4% 0.6% 0.1% 5.2%20% 29.6% 32.1% 20% 39.3% 31.4% 19.4% 26.7% 25.6% 22.7% 22.1% 26.4% 29.0% 16.9% 0% 0% nce UK ia A u ny ia er l nce UK ia A u ny ia er l a a Ind Ind st r st r Tot Tot O th O th a n d e r ma a n d e r ma Fr a Fr a G G Male part-time Male fixed-term contract Male full-time Male permanent contract Female part-time Female fixed-term contract Female full-time Female permanent contract
  • 33. è Steria: Corporate Responsibility Report 2012 | 33 Total number of new employee hires – by gender12001000800600 1195 927400 672200 446 374 325 69 275 212 155 0 nce UK ia A u ny ia er Ind st r O th a n d e r ma Fr a G Male Female
  • 34. 34 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Age composition DisabilityThe majority of our workforce is between 30 and 50, and Whenever possible, Steria has adapted a working environmentit is the relatively younger age mix in India that mainly that is beneficial for all types of disabled people. For instance,drives these figures. Most of the other countries, on the home working is offered in most of our geographies. We areother hand, are striving to increase the number of young currently working with our internal accessibility experts topeople employed. In France, in 2013, a particular focus implement changes in our various offices in a staged approachwill also be given to age-related issues, in the context so that each Steria office will be accessible to disabled people. Atof the action plans initiated in 2009 (covering the period the end of December 2012, we estimated that approximately2010-2012) which was focused on maintaining senior 85% of our sites provided a satisfactory disability access.people (from 55 years old) in their jobs, developing theircompetences through training, and enhancing knowledge Age compositionsharing with junior employees. Below, is a non-exhaustivelist of the actions implemented in the context of this plan:-  Performance and Development Interview forms now The includes a specific section dedicated to retirement rights, 30% Employees under 30 years old presentation of various training possibilities, mobility wishes Employees between 30 and 50 years old of the employee, professional projects and descriptions of Employees over 50 years old mentoring opportunities. In addition, our managers in charge of organising interviews with the 55+ group have been 57% progressively trained (since 2010) for that particular purpose.-  special 55+ kit is given to the employee (these include the A rules applicable to access training, retirement indemnities etc). Local executive committees – by age-  specific email address has been created for employees A 100% to ask any question they like on the subject. 20% 80%As well as age range, another approach to diversity in 66.7% 58.8% 70.4% 66.3%Steria is our commitment to supporting disabled workers. 60% 80%A Steria Group Disability Policy has been designed and 40% 80%communicated throughout the company. The key objectives 20% 41.2% 33.3% 29.6% 33.7%of this policy are to raise awareness of disability in the 20%workplace and to underline the need for compliance with 0% nce UK ia A u ny ia er l alocal laws, and to encourage decision makers working Ind st r Tot O th a n d e r ma Fr ain recruitment to pay special attention to disabled Gapplicants so that we can extend our recruitment base. <30 30-50 >50
  • 35. è Steria: Corporate Responsibility Report 2012 | 35 Total number of new employee hires – by age1600140012001000 800 1525 600 400 659 606 200 411 304 230 36 178 182 2 153 14 182 18 114 0 nce UK ia A u ny ia er Ind st r O th a n d e r ma Fr a G Leaders Global Management Network – by age Managers Top 4000 – by age 1.7% 0.3% 1.7% 1.1% 3.4% 1.3%100% 100%80% 80% 57.8% 45.7% 53.3% 57.1% 57.0% 63.4% 70.6%60% 85.7% 60% 74.4% 76.8% 63.4% 94.4%40% 40% 42.2% 54.3% 45% 42.6%20% 36.6% 20% 41.9% 28.0% 23.9% 23.2% 26.4% 14.3% 5.6% 0% 0% nce UK ia A u ny ia er l nce UK ia A u ny ia er l a a Ind st r Tot Ind st r Tot O th O th a n d e r ma a n d e r ma Fr a Fr a G G <30 <30 30-50 30-50 >50 >50
  • 36. 36 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the workplace (continued)Local legislation is a key driver for different initiatives relatingto disability. Several important initiatives related to disabilityhave already been progressed in some of our geographies.Several initiatives led by Steria France (see below) havebeen appraised by Syntec (the national organisationrepresenting IT services industries), including thecreation of a job board to promote and develop openpositions for disabled people in the IT sector.In the UK, training on the Disability Discrimination Act (EUdirective) is a part of a ‘Core Management’ workshop that isgiven to all newly hired and promoted managers. A new eGuidehas been produced for managing employees with a disabilitythat covers information on legislation, disability discriminationand making reasonable adjustments. There is an arrangementwith specialist Occupational Health and Ergonomic Assessmentcompanies, who work with Steria, to identify appropriatesupport (physical and other types) to ensure that employees withparticular needs (and their managers) are able to get the adviceand guidance they need. Over the years, a number of differentsolutions have been implemented to support the difficulties facedby employees with particular requirements and managers areencouraged to consult with HR who can provide initial assistancein identifying what may be possible in such cases. Also, in theUK, Steria has worked with the Government Agency ‘Access toWork’ to ensure that any state-provided support is also deployedwhere appropriate (for example, we have one employee who hasa support officer sitting with them whilst they work to ensurethey are able to continue to fulfill their role satisfactorily).
  • 37. è Steria: Corporate Responsibility Report 2012 | 37 Case study in the workplace: France: Improving the employment of disabled people. The objective: To recruit 75 disabled people in three years, reaching the goal of 2.5% of the Steria workforce by the end of December 2014. Why this initiative started: In France, a successful 4-year policy with Agefiph (a government organisation in charge of developing the employment of disabled people) has led to three times the number of disabled people in the workforce. In December 2011, Steria France signed a 3-year agreement (ending December 2014) on disability with trade unions. What the initiative involves: In order to significantly increase the number of disabled people in the workforce by 2014, the following key initiatives were taken in 2012: -  special disability toolkit has been sent to 6,000 key A employees to make them aware of Steria’s disability policy. The objective is to encourage disabled people to make them known and have access to their rights. -  n external hotline number is now available for each employee, A to answer their questions about disability in total confidentiality. -  follow-up of every disabled Steria employee, with a specific A interviewing process, to ensure they remain in their role. -  ational information campaigns during ‘Disability Week’ N in November with different events and recruitment fairs. -  obs published on specific job boards for people with disabilities J (for example, -  pecific disability envoys have been appointed amongst HR S to deploy the disability policy throughout the organisation. -  special focus on the use of subcontracting with A institutions that employ disabled people (for example, in the areas of recycling, catering, printing and mailing). A special agreement has been signed with a national subcontractors’ association on this subject.
  • 38. 38 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityfor the environmentTo achieve sustainability, we need to change the waycompanies operate, now and in the future.To achieve sustainability, we need to change the way delivering them from the cloud and replacing estates of ‘thick’companies operate; now and in the future. desktop client PCs with ‘thin’ ones that use less power.We have shown our commitment by signing the ten UN To give momentum to our sustainability objectives, a SeniorGlobal Compact principles (http://www.unglobalcompact. Executive Vice President sponsors a Committee – the Grouporg/), and promoting environmental responsibility. As an IT Green Committee (GGC). This committee consists of seniorcompany we feel particularly responsible for promoting the managers or directors from each country who drive the strategy,Compact’s ninth principle that is to encourage the development plan operations and implement performance measures inand diffusion of environmentally friendly technologies. To their countries. The GGC is an integral part of our Corporateachieve this, we aim to lead by example and support clients Responsibility programme. Additionally, since January 2010, Steriawith thought leadership, consultancy services and practical has operated a cross-border Green Business Community thattechnological solutions to their environmental challenges. is responsible for making solutions, that have been developed in one country, available to clients in other countries.Our sustainability services and solutions represent our visionabout the way environmental questions need to be addressed: We regularly update our employees about our strategy, commitment plans and progress and always take account ofSustainability Consulting – providing expertise and their feedback and ideas. We’re also encouraging environmentalpractical advice that combines methods, practices and sustainability by obtaining and exceeding ISO14001 requirements,potential partners to offer fully-integrated solutions. cutting our carbon footprint by 15.2% over a 3-year periodEnergy Management – combining business expertise, methods from 2009 to 2011, developing specialist services that help ourand software to devise effective energy-reduction strategies and clients to become greener, and embedding green thinking anddrastically reduce carbon emissions of homes, buildings and cities. leadership into our bids, tenders and proposals. In addition to this, we’re moving towards a greener purchasing policySmart Transport – streamlining public transport, and sharing best ‘green’ practices with suppliers, clientsoptimising routes and avoiding congestion, transforming and partners. As a sharing company, we collaborate withurban transport to achieve lower fuel consumption. industry, trade and professional bodies on environmentalGreen IT – while IT is an enabler of greener, more efficient sustainability and – in the interests of transparency – webusiness practices it is also a high-level consumer of energy. report externally on our performance levels and aspirations.We provide solutions, including virtualising servers or
  • 39. è Steria: Corporate Responsibility Report 2012 | 39There are eight key company-wide initiativesthat are particularly important to ourenvironmental performance: Inv nts est Clie ors Tra rgy tal mana men ns ge e v ve on Rep En nability solutio l me ir orting: CDP, GRI Env nt Living Green Emp ISO er s -3 stai 40 Su p Partn 64 loyee 0 1 01 14 ste Su pl y ch a ain W s Regulators•  iving Green – Everyone at Steria is encouraged to L •  upply chain management – As our supply chain S contribute personally to a more sustainable world. is a significant part of our emissions, we are focusing Key elements include behavioural change to embrace on our key suppliers to understand their challenges sustainability, reducing resource use, greater recycling, and work to make them more sustainable. and leveraging technology to reduce business travel. •  aste management – We are ensuring our electronic W•  nvironmental certification – We are already certified to E and general waste arrangements fully support our ISO14001 in Poland, Germany, Austria, Norway, Sweden, UK, environmental objectives and minimise any impact. India, Switzerland, Denmark and France. We will be continuing •  eporting – It is vital that we share our strategy, plans R our certification during 2013, and beyond, to the rest of the and achievements with all our stakeholders. We do this by countries and offices. Additionally, we have started external reporting internally via our Intranet and communications verification to ISO14064-3 for our environment data. We have network and externally through our Corporate achieved verification in the UK and India for energy since 2011. Responsibility reporting and by participating in external•  nergy management – As energy is a large part of our E benchmarks such as CDP, Gaia, Vigeo and Verdantix. emissions, we have embarked on energy reduction initiatives •  ustainability solutions to clients – We are keen to S and a gradual move to renewable energy across our offices. take what we do best to our clients to support them•  usiness travel management – Since January 2010, we B to become more sustainable organisations through have become carbon-neutral in both our air and road travel. our sustainability consultancy and solutions. We will be continuing with this in the coming years.
  • 40. 40 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityfor the environment (continued)Environmental Performance*The key GRI Indicators that are relevant to our business are:1. EN3 Direct energy consumption measured in gigajoules 3. EN16 Total direct and indirect greenhouse gas emissionsby primary energy source: This relates to the oil and gas by weight measured in tons of CO2e: This is the totalconsumption within our offices and data centres (GHG Scope 1) emissions from our EN3 and EN4 (Scopes 1 and 2)2. EN4 Indirect energy consumption measured in gigajoules 4. EN17 Other relevant indirect greenhouse gas emissionsby primary source: This relates primarily to our electricity by weight measured in tons of CO2e: This relates toconsumption and also to some offices’ district heating (and the business travel of employees in delivering servicescooling) within our offices and data centres (GHG Scope 2) to clients and managing business (GHG Scope 3) GRI Performance EN3 EN4 EN16 EN17 Indicator Units GJ GJ tCO2e tCO2e 2011 43,414 189,684 24,488 16,243 2010 42,342 221,700 25,183 16,883 2009 49,172 224,106 26,847 17,504 2008 36,727 230,879 28,390 19,289EN16 (Scope 1 and 2 emissions after discounting for purchase of renewable energy) has reduced by 13.7% over the three-year period (2011-2009)against our baseline year in 2008. Similarly, EN17 (Scope 3 emissions) relating to business travel has reduced by 15.8% over the same period.Overall, Steria has reduced its carbon footprint (Scopes 1, 2 and 3) by 15.2% over the three-year period (2011-2009) against our baseline in 2008.* Our current reporting processes for energy consumption and GHG emissions are aligned with the CDP communication calendar. Consequently, we were not able to report 2012 figures in atimely manner for the 2012 Corporate Responsibility Report . We will change our processes in 2013 to meet that target.
  • 41. è Steria: Corporate Responsibility Report 2012 | 41Sustainabilitycase studiesFrance: Decreasing our global Our solutions: Through its experience of Green Office®,environmental footprint. Steria not only saves hundreds of tons Between 2011 and 2012, nearly a third of CO2 emissions a year but also hasThe objectives: of Steria France employees have moved embarked on a continuous improvement into new generation buildings, includingTo demonstrate Steria’s commitment process to lower our carbon footprint, Green Office® in Meudon; a large-scale,to environmental sustainability transforming behaviour in the workplace. energy-positive office building. Theand provide an ecological We also provide a Steria Smart Energy building has a BREEAM Europe Officeworkplace for our employees. Management solution and offer 2008 certification rating of ‘Excellent’. consulting expertise to our clients. BREEAM is the world’s foremost In 2012, we launched the ISO 14001 environmental assessment method certification process for the Green Office. and rating system for buildings. In order to reduce fossil fuel consumption It also has a HQE Construction (and CO2 emissions) associated with certification rating of ‘Exceptional’. the Steria France car fleet, we decided, Our Energy Performance Contract (EPC4), in 2012, to decrease the CO2 limit from the first private EPC for an office building 140 to 130 gr. CO2 /km on our catalogue. in France, ensures that Green Office® is This initiative is also accompanied by run under the best possible economic and the addition of hybrid and electric cars. environmental conditions. Its innovative features include a bioclimatic design that extends to ventilation, lighting and heating as well as 4,200 square metres of solar panels and a vegetable oil boiler for the production of renewable energies for heat and electricity. Its network intelligence system controls installations. Green Office® also has an energy monitoring system designed and implemented by Steria which manages comfort levels, energy use and production, and enables a proactive improvement in our use of facilities, leading to better control of energy costs and CO2 savings.4: Such a contract has also been signed for heating in our new Eolis 2 building in Toulouse.
  • 42. 42 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityfor the environment (continued)India: Promoting environmental Our solutions: February 2012behaviour through Here is a non-exhaustive list of the 90 students have been involved incommunity education. initiatives we took in 2012, mixing cleaning and planting 200 saplingsThe objective: community work and environmental in and around the school campus, topics to find community solutions: along with forest departmentLinking environmental protection and personnel at the Government Highereducation in India by leveraging our January 2012 Secondary School in Thiruporur.significant community network. A group of ten children has enacted a A vermin composting workshop was drama using the theme ‘environment’ held with 52 children. Along with a and creating awareness amongst presentation, children were given the children in Sholinganallur Middle books to explain the importance School on Republic Day celebrations. and benefits of vermin composting. Children also prepared a compost pit in the school courtyard and took the pledge to give their full commitment to keep their environment clean.
  • 43. è Steria: Corporate Responsibility Report 2012 | 43March 2012 – The Earth Hour 20125: April 2012 – Earth Day6: November 2012: One Day Challenge 2012:A student chain was organised in one of Our Noida Green Champions Greenpeace Kiosk: The GreenpeaceSteria’s supported schools – Panchayath celebrated Earth Day with the organisation (NGO) set up a kioskUnion Middle School, Sholinganallur. children of Yash Memorial School in in our Chennai office. They held aMore than 80 children held hands Noida. A quiz competition about ‘Our quiz on environmental issues andand joined together to form a human Earth’ was conducted with all the distributed Green Living Guides tochain for about 200 metres, carrying classes and sections of the school, all the participants. More than 120green slogans, posters and banners covering over 800 students. employees participated in the quiz andfrom 9.30 am to 10 am to create ten employees have enrolled as volunteers June 2012 – World Environment Day7:awareness amongst the local people. for Green initiative programmes. Tree Plantation: 40 saplings were plantedThe CR team organised an Environment in the campus of the GovernmentAwareness event using the interactive Higher Secondary School, Nellikuppam,idea of a model making competition. with the active participation ofThe event was successfully held at students, teachers and the Principal.the Junior High School in Delhi. Green awareness kiosk: A group ofThe CR team organised an Environment children from BKM higher secondaryAwareness Speech competition at school organised a kiosk in our Chennaithe Junior High School. 20 children office, creating awareness about globalspoke for five minutes on a topic warming, climate change and therelated to environmental issues. importance of World Environment Day.The CR Team was part of a candlelitmarch at India Gate, joining hands forEarth Hour. The volunteers came alongwith their families to support the causeand the event was quite a success.5: http://www.earthhour.org6: http://www.earthday.org7:
  • 44. 44 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the communityHelping people to help themselves is the best way to reduce poverty,promote inclusion and encourage self-respect.At Steria, we believe that self-sufficiency and local development The ‘One Steria One Country One School’ (OSOCOS)comes from strengthening community links, better education programme: OSOCOS gives vital access to education.and increased employment. Our volunteer-driven community Education is one of the main drivers of wealth in societyprogrammes give people in the communities where we and a real initiator of social mobility – particularly in Indiaoperate greater access to education, IT and jobs. We support where our Group has a little less than 6,000 programmes with qualifications leading to a job and The OSOCOS programme in India recommends that all Grouppromoting self-respect. Our employees, largely on a volunteer countries sponsor one school in India, over a three-yearbasis, participate in community activities in the countries partnership. Each country supports one school and sponsors thein which the Group operates. The aim is to encourage their computer centre, library, a play area and the expenses of theinitiatives and to help them find opportunities for personal computer teacher. Another significant educational programmeand professional development that will complement their in India is the Steria India Foundation Graduate Scholarshipprofessional growth. This community platform comes Scheme (SIFGSS), which aims to give access to higher educationalive through two major Group programmes (detailed to bright young children from Steria-supported schools. Studentsbelow) and through a large number of local initiatives. from each of our Steria supported schools are sponsored forThe ‘One Day Challenge’, our yearly company-wide community three/four years depending on the courses they opt for. Theevent, encourages employee initiatives and fundraising for countries on the OSOCOS programme in 2012 include Norway,the community in Steria sites all around the world. Through Sweden, Denmark, France, Germany, Belgium, Switzerland,this event, we focus on interactions between our employees, Singapore and Groupe Steria SCA Paris. The OSOCOS programmecharities, customers and partners. The fifth edition of One aims to bring together the different Group companies onto aDay Challenge took place on November 22nd, 2012. The goal single community platform under the banner ‘One Steria’.was to attract interest and educate all employees of the Steria The India CR team is the implementation partner of theGroup about the situation of disadvantaged people, and to OSOCOS programme and, together with India initiatives,encourage local volunteering. Despite the economic crisis and our community programmes have reached out to morea tight business agenda, this event produced record results. We than 48 schools across Chennai, Noida and Pune;made €159,000 for about 89 charities and 48 schools in India, touching the lives of more than 65,000 children.with the help of thousands of volunteers who gave their timefreely to organise activities, fundraise or donate money - overa hundred clients and partners participated in joint communityactivities. Through this collective effort, Steria employees havethe opportunity to make a difference for the community andstart activities of general interest that can continue locally.
  • 45. è Steria: Corporate Responsibility Report 2012 | 45Giving access to IT: Our main objective is to help reduce the Giving access to a job: The aim is to provide real, longdigital divide by supporting IT enablement programmes and term livelihoods for people in need, we developed the ‘Oneactivities for social and professional inclusion. Our focus is Certifying Training Programme’. Started four years ago, it ison utilising volunteer expertise and tutoring for charities and mainly operational in Cambodia and India. With our partner,NGOs, and promoting the use of best practices from one Digital Bridges (Passerelles Numériques) in Cambodia, wecountry to another. The Steria-Institut de France Foundation support the training of disadvantaged youngsters in IT networkwas created in 2001, thanks to substantial donations from administration and web development. In India, the idea was to20 Steria managers, and has already supported 37 projects provide short-term training for young people who need to find ain France, Morocco, Niger, Benin, Burkina Faso, Cambodia, job quickly to take care of their families. We have helped provideVietnam and the Philippines – with the help of over 100 short, IT-based vocational training courses followed by workSteria volunteers. In India, our aim has been to develop solar- placements in India’s booming hospitality and retail sectors.powered computer labs and intelligent classrooms in oursponsored schools, and we are pleased that two of thesehave now been successfully installed in Chennai and Pune. 65,000* 175* 93* 249* Number of children and Number of Number of IT projects Number of people who have young people benefiting Steria scholars. contributing to the reduction found a job or decided to from education or training of the digital divide. continue studies following programmes un Steria- training in the Digital Bridges supported schools. (Passerelles Numériques) Programme in Cambodia, the Graduate Scholarship Programme  and the Career Centers training in India.* Figures are for 2012 and are cumulative since 2008.
  • 46. 46 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceCommunitycase studiesFrance : The GIAA project UK: Matching Funds and Germany: The CSR Awardfor blind people Enabling Grants Scheme The objectives:The objectives: The objectives: The aim of the CSR Award is toGroupement des Intellectuels et Steria UK supports every employee’s acknowledge the commitment ofAveugles Amblyopes (GIAA) is a charity involvement in their chosen charity employees engaged in social andprogramme aiming to develop education, fundraising and community projects environmental projects and to encourageemployment and leisure opportunities through the Matching Funds and all employees to get involved morefor blind people or people with impaired Enabling Grant Scheme. widely in community projects. Eachsight. The Steria – Institut de France year, a company-wide call for projects is Matching Funds recognises theFoundation supports a project to set up launched in September. A panel of Steria considerable time and effortan online, accessible French-speaking managers participates in the jury, with a employees put into charitable fundlibrary, using text-to-speech synthesisers, rating matrix. This event raises awareness raising by matching the amount theyenabling the users to read via sound. of social and green topics, which benefit have raised up to a pre-set limit. both the participants and the company.The help provided: Enabling Grants assists employee The help provided:Three Steria volunteers are helping GIIA volunteers who developto finalise this shared service that is community projects. Project winners involved inalready made up of several thousands charities receive awards ranging The help provided:of books. They are providing skills for from €1,000 to €2,500.project monitoring and web design In 2012, this scheme supported 118 This year the award was given to theand implementation. The Foundation is employee activities and contributed ‘Project Arkadas – Friend’ that focusessponsoring this project with a €5,000 over £29,000 to their chosen charities on the integration of migrants bygrant. This online library, set up with and community projects. For example, organising plays, musicals, excursionsthe participation of three charities ten people took part in a 10km run or language classes for parents. Thehas the ambition to offer online and assault course and raised £345. money will be used to organise events.reading opportunities to all French The scheme provided an additionalspeaking blind people in the world. fund of £250 towards their chosen charity Sight Support Derbyshire.In addition, GIIA benefited from theemployee fundraising efforts during In the case of enabling grants, employeesthe One Day Challenge and received may apply for a grant for ‘start-up’nearly €7,000 to develop employment purposes (including seeking professionalopportunities for blind people. advice) or, in the case of an established community project, for materials to help kick-start an aspect of its activities or to cover the costs of a specific activity being undertaken by Steria volunteers.
  • 47. è Steria: Corporate Responsibility Report 2012 | 47India: Summer Camps for children The help provided: All the children who attended the Summerof Steria-supported schools Camps in India received school bags The summer camps in 2012, in India, as gifts. Apart from Steria Norway’sThe objectives: covered more than 2,500 students sponsorship in Chennai, Steria Germany across Chennai, Pune and Noida. TheseEvery year, as part of the Steria India sponsored the school bags for students in camps provided an opportunity forcommunity model, we conduct a Pune. Boots, one of our clients, sponsored the children to learn some new skillssummer camp for children of Steria- the school bags for the students in Noida. and also have a lot of fun with artsupported schools. These children and painting, music, dance, theatre,come from extremely poor families, photography, computer lessons,and the free meals provided by the tailoring, embroidery, and much more.government at lunchtime is a majorincentive for the parents of these children In Chennai, the ‘Summer Camp 2012’ wasto enrol their children in schools and sponsored by Steria Norway, and overfor the children to stay enrolled. 1,200 children participated in this camp.However, when the schools close for The ‘Summer Camp’ is a full-dayabout two months in summer, the programme and, apart from fun andchildren miss this lunch and most of games, the children are given a hotthem, being very poor, are not sure of nutritious meal for lunch on all tengetting a meal at home. Also, with no days of the camp. Mr. Jaykumar, theschool, these children don’t have much Headmaster of the Government Higherto do. Unlike other children from well-off Secondary School in Nandivaram says:families, there is no cinema, no shops “These summer camps are a great boonand, for many of them, not even meals. for these kids. Not only do they learn new things and have lots of fun, but they are also kept busy and away from mischief. Besides, they get a good lunch, which for many of them would not otherwise have been possible.” In fact, there was so much food available last year that many kids packed some of it and took it home to their families for dinner. Parents were very happy and wished that these camps continued through the summer vacation.
  • 48. 48 | Steria: Corporate Responsibility Report 2012 è Workplace Environment Community MarketplaceResponsibilityin the marketplaceHow we do what we do – and how all our actions have an impact – are importantconsiderations in our commitment to being a sustainable business. We aim to providebenefits to society through everything we do, and we always bear in mind the potentialethical dimension of every service or solution we offer.Our commitment to sustainability stems from our founding In 2012 (and early 2013), we have strongly reinforced ourcommitment to running an ethical business. This is embedded communication and awareness efforts around ethics. Wewithin the Steria Code of Ethics, which sets out our beliefs have implemented an interactive version of our Code ofand policies on such issues as human rights, diversity, labour Ethics, which includes links to various content developedstandards, the environment, combating fraud (including by us as well as others such as the UN and the OECD.corruption, cartels, insider trading) and conflicts of interest. There has also been an initiative to train our ExcomsTo ensure that all managers and employees live out our values, (at Group and Area level, for our key geographies)we have taken several steps to improve ethics and compliance about ethics with specific emphasis on the fight againstawareness throughout the organisation. Backed notably by a corruption together with a presentation of the Europeanpractical Book of Internal Control and variable group and local legal framework and current OECD statistics.policies and procedures to systemise implementation, our Code We have also started to train specific populations such as salesof Ethics is available to everyone via our intranet. It is also and procurement teams in our key geographies, implementing oursubmitted to our top 400 managers for signature every year. new Group procurement tools (to be progressively deployed in our key geographies), addressing specific questions related to Ethics within the RFP process. In addition, all the RFPs launched at Group level now include a specific reference to our Ethics principles.
  • 49. è Steria: Corporate Responsibility Report 2012 | 49Regarding our fight against corruption, we have Due to the global extent of our supply chain, implementing suchspecifically taken the following initiatives: a Charter requires substantial effort and investment on our part. We will continue to develop a long-term strategy to monitor- n the UK, in 2011, we released a ‘bribery’ policy to take I the progressive implementation of our CR procurement policy. into account the requirements of the UK Bribery Act. This We will screen our supply chain for risks related to corruption, document covers both our UK operations and offshore child labour, unacceptable working conditions and labour union employees (in India) who are engaged in the business of rights, notably by implementing more detailed CR criteria within the UK Area, covering 50% of the Group employees. our RFP processes (this will be facilitated by the progressive-  e have published, or updated, several gift policies. W deployment of a Group procurement system). We are determined-  ue diligence processes (e.g. covering new employees, D to protect the people that help make Steria a success. new suppliers/sub-contractors, partners) with a specific emphasis on corruption, have been implemented or updated in some of our geographies. Case study in the marketplace:-  e have implemented a ‘conflicts of interest declaration W Promote our commitments to our supply chain process’ for the area CEOs and CFOs, as well as the Supervisory Board – a process followed up directly by the The issue: Groupe Steria SCA Audit Committee at least once a year. Making sure that our suppliers adhere to the ethics principles-  Steria internal audit department regularly assess The formalised within our Code of Ethics. corruption risks among our various geographies and Our solution: adapts its audit plan if considered necessary. In 2012, we took various initiatives to make sure that an increasingAs a company, we aim to provide responsible and safe products number of our suppliers adhered to our ethics principles. Weand services, and to comply with all relevant laws and regulations. now systematically make a clear reference to our Code of EthicsIn 2012, we had no significant fines for non-compliance with within our Headquarter requests for proposals. We have also configured, within our new Group Procurement system (currentlyproduct regulations, and we also stepped up our efforts to ensure under deployment), a detailed list of CR related questionsresponsible products by developing a Procurement Code. (covering the topic of ethics, but not exclusively), which willEnsuring a responsible supply chain be progressively addressed with our current and potential suppliers when they submit their proposals to work with us. InAs a large multinational company, we fully acknowledge 2012, we also released a Group procurement charter, signedour responsibility to use our resources and influence in an by all employees working for the procurement department.accountable way with our suppliers, partners and subcontractors. This document notably covers the topics of corruption, giftsTo ensure a responsible supply chain, we launched a Group and donations, conflicts of interest management, and theProcurement Charter in 2012, which has been signed by all respect of integrity and transparency, paying particularemployees working for the Steria procurement departments. attention to; the selection of suppliers to participate to RFP, the negotiation and selection of awarded suppliers, the negotiation and conclusion of contracts and the commercial relations with suppliers. We invite our various procurement departments to communicate this Charter to our suppliers.
  • 50. 50 | Steria: Corporate Responsibility Report 2012 è www.steria.comWe aimed high.How did we do?
  • 51. è Steria: Corporate Responsibility Report 2012 | 51Workplace2012objectives: 2012 achievements: 2013 objectives:•  o develop skilled, empowered T •  new frame agreement has been A •  o develop skilled, empowered T and people-oriented top signed with e-learning provider Skillsoft. and people-oriented top and middle managers. and middle managers.•  o support the growth and T •  o support the growth and T development of our people. development of our people.•  o focus on gender equality to T •  gender equality approach has A •  o focus on gender equality to T achieve a visible female presence and been identified and discussed with achieve a visible female presence. foster more of a female influence. the Group Excom. A benchmark with other companies in our business •  o support the participation T has been set. A small task force has of disabled workers. been identified to suggest actions to drive the topic forward. •  o support every employee by T providing a healthy workplace.•  o support the participation T •  apping of all Steria offices for M of disabled workers. disability access has been completed. •  o achieve AA standard of T the Web Content Accessibility•  o support every employee by T Guidelines on all Steria websites. providing a healthy workplace.
  • 52. 52 | Steria: Corporate Responsibility Report 2012 è www.steria.comEnvironment2012objectives: 2012 achievements: 2013 objectives:•  o promote and support clients with our T •  upporting our clients with S •  ontinue to promote and support C sustainability consulting and solutions. consultancy and solutions to clients with our sustainability make them more sustainable. consulting and solutions.•  o continue with the implementation T •  teria France HQ achieving ISO14001 S •  o continue with the T of ISO14001, the Environmental certification and joining UK, Germany, implementation of ISO14001, Management Standard, in Austria, Poland, Norway, Sweden, the Environmental Management France and Belgium. Denmark, Switzerland and India. Standard, in our offices in Belgium and Luxembourg.•  o gain an external environmental T • SO14064-3 external verification I Verification Standard such for energy in UK and India (80% of •  o gain an external environmental T as ISO14064-3. the energy emissions of Steria). Verification Standard such as ISO14064-3 in Energy•  o continue with our Carbon Neutral T •  chievement of Carbon Neutral for Air A and Business Travel. Programme for flight and fleet travel. & Fleet for the third consecutive year. •  o continue with our Carbon T•  o begin Supply Chain Evaluation T •  oined a worldwide network of over 50 J Neutral Programme for with the Carbon Disclosure Project international companies as part of the flight and fleet travel. (CDP) relating to climate change DP Supply Chain Programme to develop in France, UK and Germany. a common approach to evaluate and •  o continue our progress with our T enhance the supply chain in relation Supply Chain programme with to the environment and refine our CDP and look to provide guidance own Sustainable Supply Chain Policy. and support to our suppliers to become more sustainable.•  o continue to report externally T •  ighest Disclosure score for the H •  o continue to report externally T through Investor CDP and GRI. environment for listed companies through Investor CDP and GRI. in France and the highest Performance Banding in the world in the IT Services market sector from CDP in December 2012.
  • 53. è Steria: Corporate Responsibility Report 2012 | 53Community2012objectives: 2012 achievements: 2013 objectives:•  ith the support of all countries in W •  even new schools supported in India S •  e will further develop, with W the Group, we will develop our ‘One and a total of 50 schools supported. the support of all countries in Steria One Country One School’ the Group, our ‘One Steria One Programme (OSOCOS), giving children Country One School’ Programme, in India access to IT labs, libraries, giving children in India access teachers and solar power in schools. to IT labs, libraries, teachers and solar power in schools.•  e will engage clients and partners from W •  e made a record €159,000 during W all our Group countries in our One Day the One Day Challenge. 106 clients •  e will continue to engage our W Challenge community event and aim to and partners participated in the employees, clients and partners achieve fundraising of over €100,000. event; 89 charities were impacted from all our Group countries and 48 schools supported. in our One Day Challenge community event and aim to•  e will support 30-40 new Steria W • 175 Steria scholars on board. challenge last year’s results. students from the Graduate Programme •  areer Development Centre in C •  e will initiate pro-bono missions W and place 100 students from the Career Noida, India: 149 students placed opportunities for our employees Development Centre into permanent jobs. in jobs during 2010-2012. in the Steria sponsored schools.•  e will continue to create local W •  ive new projects supported by the F •  e will create a new Career W community activities based on our Group Steria – Institut de France Foundation. Development Centre in Chennai. community platform and/or local needs. •  e will support new projects W with the Steria – Institut de France Foundation, and organise a student challenge to implement a community project where IT benefits people in need.
  • 54. 54 | Steria: Corporate Responsibility Report 2012 è www.steria.comMarketplace2012objectives: 2012 achievements: 2013 objectives:•   o develop communication, T •   xcoms in our key geographies E •  o pursue training and T awareness and training materials. have been trained in ethics. awareness efforts.•  or the CEO to deliver a talk, once a F •  o develop monitoring initiatives. T year, on ethics related subjects. •  o increase the engagement T•   o make our Code of Ethics (COE) T •   ew interactive version of the Code of N of our stakeholders. more interactive and increase Ethics has been deployed and will be our chances of engagement. installed on all employee computers in early 2013. This includes a video of the Group CEO talking about ethics.•   o train some specific ‘risky’ T •   raining sessions with ‘risky T populations in ethics issues. populations’ such as sales and procurement have been set up.•  or the Area CEOs, or SEVPs, to sign the F •   OE now signed by the Group Excom. C COE (together with the Group CEO).•  o identify CR issues with key suppliers and •   ur new group procurement tool T O implement related contracts and systems. (currently under deployment) includes numerous questions related to ethics (for the RFP process). •   Purchasing Charter has been A signed by everyone working for the Procurement Departments.
  • 55. è Steria: Corporate Responsibility Report 2012 | 55Do you want to know more about Steria?Please visit us at
  • 56. 56 | Steria: Corporate Responsibility Report 2012 è www.steria.comGRI indexStandard disclosures Strategy and analysis Report parameters: report profile 1.1 Statement from the most senior decision maker of the 4-5 3.1 Report profile: Reporting period (e.g. fiscal/calendar year) 8 organisation (e.g. CEO, chair, or equivalent senior position) about for information provided. the relevance of sustainability to the organisation and its strategy. 3.2 Report profile: date of most recent previous report (if any). 8 The statement should present the overall vision and strategy 3.3 Report profile: reporting cycle (annual, biennial, etc). 8 for the short-term, medium-term (e.g. 3-5 years), and long- term, particularly with regard to managing the key challenges 3.4 Report profile: contact point for questions regarding the report 8 associated with economic, environmental and social performance. or its contents. 1.2 Description of key impacts, risks and opportunities. The 6-7 Report parameters: report scope and boundary reporting organisation should provide two concise narrative sections on key impacts, risks and opportunities. 3.5 Process for defining report content. 8 3.6 Boundary of the report (e.g. countries, divisions, 8 Section One should focus on the organisation’s key impacts subsidiaries, leased facilities, joint ventures, suppliers). on sustainability and effects on stakeholders, including rights as defined by national law and relevant internationally agreed See GRI Boundary Protocol for further guidance. standards. This should take into account the range of reasonable expectations and interests of the organisation’s stakeholders. 3.7 State any specific limitations on the scope 8 or boundary of the report. Organisational profile If boundary and scope do not address the full range of 2.1 Name of the organisation. 1 material economic, environmental, and social impacts 2.2 Primary brands, products and/or services. 13 of the organisation, state the strategy and projected timeline for providing complete coverage. The reporting organisation should indicate the nature of its role in providing these products and services, 3.8 Basis for reporting on joint ventures, subsidiaries, 8 and the degree to which it utilises outsourcing. leased facilities, outsourced operations, and other entities that can significantly affect comparability from 2.3 Operational structure of the organisation, including main 19 period to period and/or between organisations. divisions, operating companies, subsidiaries and joint ventures. 3.9 Data measurement techniques and the bases of calculations, 8 2.4 Location of organisation’s headquarters. 10 including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information 2.5 Number of countries where the organisation operates, and names 10 in the report. of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Explain any decisions not to apply, or to substantially diverge from, 2.6 Nature of ownership and legal form. 18-19 the GRI indicator Protocols. 2.7 Markets served (including geographic breakdown, 10 3.10 Explanation of the effect of any re-statements of information 8 sectors served and types of customers/beneficiaries). provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/ 2.8 Scale of the reporting organisation. 8,14 periods, nature of business, measurement methods). 2.9 Significant changes during the reporting period 8 3.11 Significant changes from previous reporting periods in the scope, 8 regarding size, structure or ownership. boundary, or measurement methods applied in the report. 2.10 Awards received in the reporting period. 16 Report parameters: GRI content index 3.12 Table identifying the location of the Standard Disclosures in 56-57 the report.
  • 57. è Steria: Corporate Responsibility Report 2012 | 57Report parameters: assurance Governance, commitments and engagement: commitments to external initiatives3.13 Policy and current practice with regard to seeking 8 external assurance for the report. If not included in the 4.11 Explanation of whether and how the precautionary 32 assurance report accompanying the sustainability report, approach or principle is addressed by the organisation. explain the scope and basis of any external assurance 4.12 Externally developed economic, environmental and 15 provided. Also explain the relationship between the social charters, principles, or other initiatives to reporting organisation and the assurance provider(s). which the organisation subscribes or endorses.Governance, commitments and engagement: governance 4.13 Memberships in associations. 154.1 Governance structure of the organisation, including committees 18,20,21 Governance, commitments and engagement: stakeholder engagement under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. 4.14 List of stakeholder groups engaged by the organisation. 154.2 Indicate whether the Chair of the highest governance body is 18,20,21 4.15 Basis for identification and selection of stakeholders with whom 15 also an executive officer (and, if so, their function within the to engage. organisation’s management and the reasons for this arrangement). 4.16 Approaches to stakeholder engagement, including frequency 154.3 For organisations that have a unitary board structure, state the 18,20,21 of engagement by type and by stakeholder group. number and gender of members of the highest governance body that are independent and/or non-executive members. 4.17 Key topics and concerns that have been raised 15 through stakeholder engagement, and how the State how the organisation defines ‘independent’ and organisation has responded to those key topics and ‘non-executive’. This element applies only for organisations that concerns, including through its reporting. have unitary board structures.4.4 Mechanisms for shareholders and employees to provide 18,20,21 recommendations or direction to the highest governance body.4.5 Linkage between compensation for members of the highest 18,20,21 governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance).4.6 Processes in place for the highest governance body 20 to ensure conflicts of interest are avoided.4.7 Process for determining the composition, qualifications 18,20,21 and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.4.8 Internally developed statements of mission or values, codes of 48-49 conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.4.9 Procedures of the highest governance body for overseeing the 18,20,21 organisation’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles. Include frequency with which the highest governance body assesses sustainability performance.4.10 Processes for evaluating the highest governance 18,20,21 body’s own performance, particularly with respect to economic, environmental, and social performance.
  • 58. 58 | Steria: Corporate Responsibility Report 2012 è www.steria.comGRI index (continued)Performance indicators Economic indicators Labour practices and decent work EC1 Direct economic value generated and distributed, 10 LA1 Total workforce by employment type, employment 11,29,32 including revenues, operating costs, employee (Details are contract and region, broken down by gender. compensation, donations and other community available within LA2 Total number and rate of new employee hires and 28,33,35 investments, retained earnings, and payments the Steria 2012 employee turnover by age group, gender and region. to capital providers and governments. Registration Document) LA4 Percentage of employees covered by collective 27 agreements and collective bargaining. EC8 Development and impact of infrastructure investments 44 and services provided primarily for public benefit through (Details are LA7 Rates of injury, occupational diseases, lost days, 22,29 commercial, in-kind, or pro bono engagement. available within and absenteeism, and total number of work- the Steria 2012 related fatalities, by region and by gender. Registration Document) LA6 Percentage of total workforce represented in 22 formal joint management-worker health and Environmental indicators safety committees that help monitor and advise on occupational health and safety programmes. EN3 Direct energy consumption by primary energy source. 40 LA10 Average hours of training per year per employee, 25 EN4 Indirect energy consumption by primary source. 40 by gender, and by employee category. EN16 Total direct and indirect greenhouse 40 LA13 Composition of governance bodies and 30,31,34,35 gas emissions by weight. breakdown of employees per employee category EN17 Other relevant indirect greenhouse 40 according to gender, age group minority group gas emissions by weight. membership, and other indicators of diversity. Human rights Society HR4 Total number of incidents of discrimination and corrective 30 SO1 Percentage of operations with implemented 44-47 actions taken. local community engagement, impact assessments, and development programmes. HR5 Operations and significant suppliers identified in 48-49 which the right to exercise freedom of association and SO2 Percentage and total number of business units 48-49 collective bargaining may be violated or at significant analysed for risks related to corruption. risk, and actions taken to support these rights. SO3 Percentage of employees trained in organisation’s 48-49 HR6 Operations and significant suppliers identified 48-49 anti-corruption policies and procedures. as having significant risk for incidents of child Product responsibility labour, and measures taken to contribute to the effective abolition of child labour. PR9 Monetary value of significant fines for non-compliance 49 with laws and regulations concerning the provisions and HR7 Operations and significant suppliers identified as having 48-49 use of products and services. significant risk for incidents of forced or compulsory labour, and measures taken to contribute to the elimination of all forms of forced or compulsory labour.
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  • 60. www.steria.comAbout Steria: Further readingSteria delivers IT enabled business services and is the Trusted Steria Corporate brochure 2013Transformation Partner for private and public sector organisations acrossthe globe. By combining in depth understanding of our clients’ businesses è Steria: Trusted to transform | 01with expertise in IT and business process outsourcing, we take on ourclients’ challenges and develop innovative solutions to address themefficiently and profitably. Through our highly collaborative consulting An introduction to Steriastyle, we work with our clients to transform their business, enabling themto focus on what they do best. Our 20,000 people, working across 16countries, support the systems, services and processes that make today’sworld turn, touching the lives of millions around the globe each day. Trusted toFounded in 1969, Steria has offices in Europe, India, North Africaand SE Asia and a 2012 revenue of €1.83 billion. Over 20%(*)of Steria’s capital is owned by its employees. Headquartered transformin Paris, Steria is listed on the Euronext Paris market.(*): including “SET Trust” and “XEBT Trust” (4.15% of capital). è Updated version for 2013 Steria 2012 Registration document 2012 Registration document è www.steria.comGroupe Steria SCA43-45 Quai du Président Roosevelt Steria is committed to supporting a sustainable world and92130 Issy-Les-Moulineaux cedex, France is Certified Carbon Neutral for Flight and Fleet TravelTel: +33 1 34 88 60 00 © Steria GSTE5503_01/Apr 2013