everis - Annual Report 2013-2014

INFORME
ANUAL
2013
2014
ANNUAL
REPORT
2013
2014

4 ___ ANNUAL REPORT 2013-2014
CONTENTS
00 LETTER FROM THE CHAIRMAN
01 MAJOR MILESTONES
02 GOVERNANCE STRUCTURES
03 THE COMPANY
04 OUR ACTIVITY
05 PEOPLE
06 EVERIS WITH
INSTITUTIONS
07 SUSTAINABILITY
08 EVERIS FOUNDATION
09 FINANCIAL INFORMATION
10 REPORT COVERAGE
AND INDICATORS
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6 ___ ANNUAL REPORT 2013-2014 LETTER FROM THE CHAIRMAN ___ 7
Regards,
Fernando Francés
Chairman of the everis
Board of Directors.
I am pleased to present the 2013-2014 everis Group annual report, a year in which we achieved an A+
rating for excellence according to the GRI Guide, demonstrating our company's commitment to transparency
and to society.
In keeping with our track record every year in our eighteen-year history, this year we have continued to grow,
both in revenue and in workforce size. But the most important milestone this year has undoubtedly been our
joining NTT DATA, one of world's largest IT services companies.
We have entered this new stage with new owners, who are counting on us to grow, especially in Spain and
Latin America, and who understand, respect, and value the fact that we are a different kind of company.
Becoming part of NTT DATA provides us with another dimension, greater financial capacity, technical
capabilities, technologies, staff all around the world, and the potential of developing more complex and
groundbreaking transformative projects with our clients, all with a team of 70,000 professionals in more than
40 countries.
We have also completed a cycle in our Foundation, and we have started a new stage with a new Foundation
chairman, Eugenio Galdón, who has had a fantastic career in the public and private sectors and who arrives
with outstanding business experience, which he will surely put to use at the Foundation during a new stage of
international growth.
Lastly, I also wish to highlight the capability and commitment to human rights policies among our professionals
in all the countries where everis operates, demonstrated in their participation as volunteers in projects with
marginalized groups.

10 ___ ANNUAL REPORT 2013-2014 MAJOR MILESTONES ___ 11
With NTT DATA we have launched a period
of exciting new horizons in terms of growth,
leadership, capabilities, and infrastructure. With
more than 70,000 professionals, we are the sixth
largest IT services company in the world, operating
in 41 countries.
The corporate university has created the everis
Executive School with the purpose of promoting
the company's strategy and contributing to the
development of global leadership skills in our
management team.
Eugenio Galdón has been appointed the new
chairman of the everis Foundation based on his
commitment to the values the Foundation supports
and his exceptional experience in business,
technology and academia.
AWARDS:
ORACLE AND
MICROSOFT
EVERIS
FOUNDATION
EVERIS +
NTT DATA
EVERIS
EXECUTIVE
SCHOOL
everis was recognized as Oracle Partner of the Year
during its Awards for Excellence in the Middleware
category in Europe, the Middle East and Africa.
everis was also selected as a member of the
Microsoft Dynamics President Club 2013, due to its
exceptional worldwide performance in providing its
clients with valuable solutions.
everis was the first large Spanish consulting firm to
obtain the Seal of Youth Enterprise and Employment
from the Minister of Employment and Social Security,
in recognition of its efforts and strategy in talent
recruitment.
In addition to traditional consulting work, we have
launched two new businesses this year: Xtend, a
new learning and content technology platform for
schools, and Nettit, a debt compensation system
for companies to settle their accounts (payables and
receivables) through a virtual network.
everis and the Pompeu Fabra University worked
to create Noa & Max. Trapped in Electronics, an
animated series that encourages young people to
choose science and technology studies. The series
received financing from the Spanish Foundation for
Science and Technology (FECYT).
NEW
BUSINESSES
ICT
OUTREACH
YOUTH
ENTERPRISE
AND EMPLOYMENT
SEAL

12 ___ ANNUAL REPORT 2013-2014 GOVERNANCE STRUCTURES ___ 13
GOVERNANCE
STRUCTURES
02

The Board of Directors is the highest decision-
making body of the company and its main mission
is to steer the company, with the power to direct,
manage and represent it in the development of the
various activities involved in its corporate purpose.
The Board’s policy is to delegate daily management
to the executive structures and the company’s
management team and to focus its activities on
promotional and supervisory duties and corporate
management control.
To this end, it assumes and performs the following
functions, among others:
·· Validating the company's general strategy and
management guidelines.
·· Supporting and supervising upper-level
management, establishing the basis of corporate
organization to guarantee maximum efficiency of
said organization.
·· Overseeing the transparency and accuracy of
the information the company provides in its
dealings with partners and markets in general.
·· Regulating the organization and operation of the
Board itself.
·· Any other functions that are necessary to
perform the foregoing and to uphold the purpose
of the entity as per the terms of applicable
legal provisions and not within the scope of
shareholders.
In exercising its organizational duties, the Board
formally established two executive committees
— the audit and compliance committee and the
nomination and remuneration committee.
The audit and compliance committee is involved in
the following responsibilities:
·· Reviewing the company's and consolidated
group's annual financial statements prior to
their approval by the Board, monitoring strict
compliance with legal requirements and the
correct application of generally accepted
accounting principles, as well as reporting,
where applicable, any proposed changes to
accounting principles and criteria suggested by
management.
·· Acting as a communication channel between the
Board and the external auditors of the company.
·· Supervising and controlling the operation of
internal auditing services as well as the operation
of company services responsible for control
and risk prevention and corporate compliance
control of all applicable standards (corporate
compliance).
·· Establishing and supervising internal
mechanisms that allow employees to
communicate any irregularities or potentially
significant contingencies confidentially and
anonymously, if considered appropriate.
Furthermore, the nomination and remuneration
committee performs the following duties:
·· Proposing and reviewing the criteria to be
followed for appointing directors and selecting
candidates.
·· Reporting and proposing to the Board the
appointment of directors, for the subsequent
proposal to appoint them to the General
Board.
·· Proposing to the Board the members
who should form part of each of executive
committees.
·· Proposing to the Board the system and amount
of remuneration for directors.
·· Reporting to the Board on appointment
proposals and the removal of senior officers,
and periodically reviewing their remuneration
systems, assessing their suitability and
performance.
·· Proposing measures to increase the
transparency of remuneration and ensuring these
measures are applied.
·· Mandatory reporting regarding transactions that
involve or may involve conflicts of interest and
compatibility requests affecting directors and
senior management of the company.
y a la alta dirección de la compañía.
Additionally, and in order to ensure the representation
of independent Board members, the Board has
appointed a representative as coordinating councilor
or lead director, whose main role is the coordination
of external directors.
In particular, it channels all questions and concerns
that the external directors convey to the chairman
or to the Board of Directors, assisting and working
with the chairman to compare and agree on issues
to be discussed, suggesting the inclusion of new
items on the agenda, when appropriate, as well as
directing the evaluation of the chairman or other
Board members.
Additionally, the everis Group compensation model
links management's compensation to the company’s
optimal performance over the short, medium and
long terms.
Variable compensation is conditional to the
achievement of certain operating results measured
at a Group level on a quarterly and annual basis, true
to its principle of discerning generosity. Likewise,
the current long-term incentive plan, as configured
through the Commitment and Retention Plan (CRP)
agreed with the parent company of NTT DATA Inc.,
also links the accrual and payment of benefits to
managers and employees with the achievement of
certain operating results during the three fiscal years
during which the plan has been implemented.

EVERIS GOVERNANCE STRUCTURES.
Board of Directors.
Fernando Francés Pons: everis group President.
Eduardo Serra Rexach: everis group Vice-President.
Benito Vázquez Blanco: everis group Chief Executive Officer.
Juan Arena de la Mora: Independent Director.
Miguel Fernández de Pinedo: Independent Director.
Cristina Garmendia Mendizábal: Independent Director.
Pilar Zulueta: Independent Director.
Kazuhiro Nishihata: Proprietary Director of the NTT DATA group.
Tetsu Sato: Proprietary Director of the NTT DATA group.
Osamu Fukumoto: Proprietary Director of the NTT DATA group.
Manabu Tanaka: Proprietary Director of the NTT DATA group.
Masaki Murota: Proprietary Director of the NTT DATA group.

20 ___ ANNUAL REPORT 2013-2014 THE COMPANY ___ 21
“BEING PART OF THE NTT DATA GROUP ALLOWS US
TO TAKE ON LARGER PROJECTS, THANKS TO THE
FINANCIAL MUSCLE THAT COMES WITH FORMING PART
OF ONE OF THE LARGEST IT SERVICES COMPANIES IN
THE WORLD”.
FERNANDO FRANCÉS, PRESIDENT OF EVERIS.
We are a multinational consulting firm that since
1996 has offered business, strategy, development,
technological applications maintenance, and
outsourcing solutions in the telecommunications,
financial institutions, industry, utilities, energy,
government, and healthcare sectors.
EVERIS.
·· In fiscal year 2013, everis posted 608 million
euros in turnover.
·· We currently have 11,000 professionals working
at our offices and high performance centers.
·· We have 11 offices in Spain: A Coruña, Alicante
(HPC), Barcelona, Bilbao, Ciudad Real (HPC),
Madrid, Murcia (HPC), Seville (HPC), Valencia,
Valladolid and Zaragoza.
·· During 2013, our offices in Zaragoza and Bilbao
opened nine new branch offices. With these
openings, everis consolidates its vision of
Aragon and Basque Country as ideal locations to
carry out technological projects with high added
value.
·· In addition to Spain, we are present in 11 other
countries: Argentina, Belgium, Brazil, Chile,
Colombia, Italy, Mexico, Peru, Portugal, the
United Kingdom and the US.
··
We have High Performance Centers (HPCs) in
Argentina, Brazil, Chile and Spain. All of these
centers boast level 5 CMMI certification.

EVERIS STRENGTHENS ITS
GLOBAL PRESENCE.
Our internal presence is constantly growing,
especially with our incorporation into NTT DATA.
However, everis also maintains a special focus
on its country of origin, which this year has
materialized in the opening of offices in Aragon,
Basque Country and Catalonia.
The first such office, located in the El Trovador
Business Center in Zaragoza, was inaugurated
by the Industry and Innovation Councilor of the
Government of Aragon, Arturo Aliaga López, and
the CEO of everis Aragon, Carlos Galve. This
office reflects the consolidation of our focus at
everis on the Community of Aragon as a center
for innovation and an ideal location to carry out
technology projects.
The second office is located in the Iberdrola
Tower in Bilbao. Its inauguration was attended by
the president of everis, Fernando Francés, the
executive director of business development of
NTT DATA, Manabu Tanaka, the general director
of business development of NTT DATA, Osamu
Fukumoto, and the office director of everis in
Bilbao, Germán Cutillas.
At present, more than half of the everis business
in the Basque Country is generated by providing
valuable services to energy and utility companies,
while healthcare and government areas
experienced significant growth of more than 25%
of the company's business in this region.
EVERIS + NTT DATA.
70,000
professionals
A
turnover of
10 billion
euros
6ª services
company in
the world
Presence in
41 countries
During the past year, everis also opened the
headquarters for everis BPO in Barcelona. The
mayor of Barcelona, Xavier Trias, attended the
inauguration. These facilities house the everis
center for excellence, which specializes in
technology platforms used in financial markets.
This global center offers services to financial entities
all around the world, especially in Europe and the
Americas.
Outside of Spain, everis has also opened two new
offices: one in Peru and the other in Mexico. The
first is located in the Banco Internacional building in
Lima, covering an area of more than 20,000 square
feet and 280 workstations for our professionals. It
also includes two large training rooms for 40 people
each, as well as 10 meeting rooms, in addition to
spaces designed for rest and leisure. The second
new international office is located in Mexico City
on Hamburgo Street, housing what we have
called the ehCOS Center.

NORTH AMERICA. EMEA.
SPAIN, PORTUGAL,
BELGIUM, UNITED
KINGDOM, ITALY AND
LATIN AMERICA.
CHINA. APAC.
everis Countries.
NTT DATA
Countries.
everis and NTT
DATA Countries.
Countries with
everis projects.
During the 2013 fiscal year, everis joined the
NTT DATA group, which is the sixth largest
IT services company in the world, with 70,000
professionals and a turnover of 10 billion euros.
This partnership is part of the NTT DATA’s
strategy to globalize its activities and expand its
service portfolio and presence beyond Japan.
Collaboration with everis will allow NTT DATA to
strengthen its experience in the industrial sector
and to reach not only large clients in Spain and
a variety of countries in Latin America, but also
the multinational companies that operate in these
markets.
In addition to the potential synergy and collaboration
with NTT DATA, everis will also be able to work more
closely with companies from the NTT group in order to
expand the global services it offers its clients.
By signing the agreement, everis will maintain its
corporate headquarters and tax residency in Spain,
and will keep all of its executives and professionals
in all countries where it operates. MISSION AND VISION.
At everis, our strategic vision allows us
to provide value to society and above all to
strengthen our commitment of each of our
clients. Our vision is to be a value-driven
company with a global reach, exceptional in
both ethical and emotional terms, and where any
dream is achievable.
This is why we work day in and day out to
become, together with NTT DATA, number
one in the market. Joining NTT DATA allows us
to expand and innovate our solutions and services,
increasing our capabilities and our resources in
terms of technology, finance and geographic scope.
This reflects a global vision aimed not only at our
clients but at all our stakeholders. We are thus
also able to collaborate with companies that
strengthen our work, to develop talent internally,
and to engage in partnerships with a variety of
knowledge institutions. That is to say, at everis
we are committed to our clients, our suppliers,
our professionals, and future candidates for
employment at our offices.
This approach is coupled by a commitment to
achieving social and environmental balance. We
support social causes that generate equality,
while also encouraging sustainable actions by
assuming responsibility with our community and
the environment.
QUALITY AND EXCELLENCE ARE THE CORNERSTONES OF
OUR COMMITMENT TO EACH OF OUR CLIENTS.
With respect to our mission, at everis we have
always had a clear purpose: to offer innovative
services with the absolute best quality to help our
clients grow and improve.
ETHICAL CODE.
At everis we have a strict code of ethics
and professional conduct which outlines the
principles and internal policies of the company.
These standards, which are reviewed and updated
periodically, reflect the values of the everis group
and define who we are and who we wish to be:
discerning generosity, responsible freedom, and
creative energy.
everis professionals must know and uphold the
contents of this code, and it is made available to
them through the company's website and on the
corporate Intranet. Likewise, we have a system
whereby employees can report any action that
may harm the company, its employees or third
parties, which includes the direct involvement of the
chairman of the auditing and compliance committee
of the Board of Directors.
The values, principles, and standards that comprise
the code of ethics are applicable to all employees,
directors, administrators, partners, shareholders
and participants, as well as all collaborators,
consultants, agents, interns and/or subcontractors,
in all actions they perform on behalf of or in
cooperation with everis.

28 ___ ANNUAL REPORT 2013-2014 OUR ACTIVITY ___ 29
Consultancy remains the primary activity at everis.
For more than fifteen years we have invested
in talent, technology and innovation, which has
earned us broad international recognition. We
are committed to deadlines, we identify problems
and we offer quality solutions with two purposes:
to add value for our clients and to transform their
business.
Now we add to this proven experience the
professionalism and strength of NTT DATA. With
this partnership, we have consolidated as a large
group with more and better capabilities worldwide:
·· Geographic fit
·· Financial and investment strength
·· Leadership in technological innovation
·· Capabilities and transformative services
EXPERIENCE IN SERVICES.
·· Business, process and corporate strategy
consulting: everis Business Consulting.
The company focuses on industry knowledge,
service innovation and specialization.
·· IT Strategy - Solutions: everis.
Designs and implements technological
solutions and manages applications,
infrastructures and outsourcing processes.
To do this, it encourages the use of
methodologies that ensure quality, production
transfers to high-performance centers, and
functional and technological specialization.
·· Business process outsourcing: everis BPO.
Provides Business Process Outsourcing
services under Service Level Agreements. We
provide our customers with greater internal
capacity to focus on higher-added value
functions for their business and thus increase
TALENT, TECHNOLOGY AND INNOVATION:
THE KEYS TO SUCCESS AT EVERIS.
service quality control of their associated areas
of expertise.
·· Systems and applications outsourcing:
everis Outsourcing.
The company specializes in strategy, consulting,
design, management and sourcing services.
Brings together experience, recognized market
best practices and the tools to address the
needs of each client.
INDUSTRY EXPERTISE.
Our challenge and our value is to provide effective
solutions for complex contexts such as: funding
shortages, sharp declines in margins, pressure on
results due to provisions and increased defaults.
·· Manufacturing.
We convert strategic vision into reality with
tangible results.
We develop relationship frameworks and
cross-cutting collaboration programs with top
companies in all industries: infrastructure and
services, transportation and logistics, mining
and retail.
·· Insurance.
We help insurance companies tackle change
processes, such as the transformation of
the economic cycle, population aging, new
consumer habits and society behaviors, and
new regulatory frameworks — always using
innovative strategies.
·· Public sector.
We help government agencies provide better
services to citizens by streamlining administrative
processes, integrating information sources and
management processes, and opening new
communication channels, among others.
·· Healthcare Facilities.
We innovate and create value in public health
sectors, reconciling supply and demand,
guaranteeing quality, providing comprehensive
management of interoperability in the healthcare
industry, and helping to transform care
processes while managing costs.
·· Telecommunications.
We define and drive major transformation
processes for operators in areas such as
convergence, incorporating new businesses and
relationships with new players.
·· Utilities and energy.
We adapt to the changing industry environment
and offer services such as the systematization
of logistics and operation of gas, smart grid
consulting and operational optimization of the
use and maintenance of assets.
·· SES.
At SAP & Enterprise Solutions we focus on
understanding the most innovative SAP solutions
and implementing these solutions in a practical
and efficient way. At everis we have earned
recognition from SAP as one of their strategic
partners in Spain, equipped with the knowledge,
experience and ability to provide business
solutions covering all aspects of the business
value chain and ensuring customer satisfaction.
·· Technology.
everis brings together an ensemble of
professionals and assets that decrease risk
and boost efficiency in technology projects.
To this end, we have advanced partnerships,
architectures and methodologies for a wide
range of technologies, allowing us to work in a
variety of settings.

OUR COMMITMENT TO
ENTREPRENEURSHIP.
At everis we wish to serve as a kind of platform
to launch new ideas and businesses, which is why
we continue to support the entrepreneurial spirit.
To this end, we combine our technological capacity
with the talent and experience of our professionals.
But our commitment to entrepreneurship is not only
internal. We also promote this spirit through the
everis Foundation and through our relations with
knowledge institutions and technological incubators.
everisDigital.
Proof of this is everisDigital, an area within the
company that identifies startups with stand-out
technologies in web, cloud computing or IT/
communications, and accelerates their growth by
overcoming the potential risks they may encounter.
everisDigital studies the startups' ideas, business
models and potential market, so as to provide
advice on their projects and to develop their talent
with full autonomy and the support of everis.
During the past year, everisDigital has launched
various initiatives aimed at finding new startups
that have a solid technological component, are
commercially viable and incorporate a high level of
innovation. Two such initiatives stand out:
1. speedDating: held once every other month,
this has become the star event in the innovation
area. During the event, entrepreneurs pitch their
ideas to investors and everis partners in a quick
and efficient way through four-minute meetings.
2. Pitch2Market: using the "elevator pitch" format
imported from the Silicon Valley, various startups
present their value proposals to investors and
everis partners in just six minutes. They then
have four minutes to answer questions from the
panel.
Both events are highly productive, bringing
together the best talent in business with the best
talent in entrepreneurship in order to share ideas,
create disruption and fuel inspiration.
Silicon Valley in Spain.
In addition to everisDigital, at everis we have
implemented a number of initiatives relating to
enterprise and innovation. Our goal is to think big
and overcome bigger challenges. This is why everis
signed a partnership agreement with Founder
Institute, the largest idea-phase project incubator in
the world, in order to import the Silicon Valley model
to Spain and help entrepreneurs create technology
companies that can last over time.
everis participates in the development and monitoring
of Founder Institute projects, which include the
participation of mentors such as Fernando Francés,
president of everis, and Ángel Gutiérrez Borjabad,
Innovation partner. Through this initiative, both
directors will sponsor the best B2B project to come
forward in the current edition of the Founder Institute
in Spain, to provide advice and support in their growth
plan from the everisDigital area.
The model of this business incubator is based on
a methodology that focuses on the mentoring of
various groups of entrepreneurs, who are given
exhaustive support and follow-up. A group of
executives with experience in creating companies
accompany program participants and offer support
and advice to help them avoid mistakes and
leverage the strongest points of their ideas.
"FOR EVERIS, IT IS AN OBLIGATION
TO PAY BACK TO SOCIETY
EVERYTHING THAT IT HAS GIVEN US.
SEVENTEEN YEARS AGO WE
EMERGED AS AN ENTREPRENEURIAL
PROJECT, JUST LIKE THOSE
WHICH FOUNDER INSTITUTE IS
SUPPORTING. AND TODAY, THANKS
TO THE FACT THAT MANY PEOPLE
BELIEVED IN OUR PROJECT, WE ARE
A MULTINATIONAL GROUP THAT
OFFERS INNOVATIVE AND UNIQUE
SOLUTIONS TO SOCIETY THROUGH
THE WORK THAT WE DO WITH OUR
CLIENTS.".
FERNANDO FRANCÉS,
PRESIDENT OF EVERIS.

INITIATIVES, NEW BUSINESSES IN
NEW MARKETS.
Our society is one in which global challenges
continue to grow. At everis we remain optimistic,
and we are increasingly aggressive in our expansion
strategy. This is why we seek to get ahead of the
market, and to address its various needs. In this
way, and in addition to our traditional consulting,
we leverage internal talent to analyze areas of future
growth, launching new companies that can become
a profitable business.
During the past fiscal year we launched two new
businesses: Xtend, which is a learning and content
technology platform for schools, and nettit, a
debt settling system so that companies can settle
payments and debts through a virtual network.
Xtend.
This initiative came about through collaboration
between the everis group and Cospa&Agilmic
(Educaria group). The project offers a social learning
environment so students can receive customized
education through an environment that encourages
their active participation.
Xtend is a unique product which creates a
comprehensive environment in which children
create and teachers share, while it is the students
who take the reins of their own learning. It involves
a customized learning platform in which students
create their own curriculum and where the system
brings intelligence to decision-making through the
students’ own knowledge.
The system is based on three pillars: a customized
learning platform, open content and a social faculty
website. Xtend likewise provides comprehensive
service to its clients, supplemented with integration,
support and implementation services for mobile
devices, faculty training, IT management and
hosting.
nettit.
This is a platform created for companies to
connect with one another and settle their billing.
nettit makes a tool which has for some time been
exclusively available to large corporate groups
accessible to all Spanish businesses.
This service allows businesses to "net" (settle)
the accounts that the user companies enter,
analyzing them weekly with a powerful algorithm,
which optimizes debt flows. nettit uses both
the multilateral settlement system as well as the
indirect payment system whereby, applying timely
payments, the results from settled accounts
are multiplied. And it does it all with absolute
confidentiality.
The benefits that this platform offers companies
on the network are very significant, such as
reducing collection risks, improving financial ratios,
decreasing financial and administration costs, and
even increased borrowing capacity achieved by
reducing the need to finance client balances.
fitalent.
A venture capital fund, registered with the CNMV,
which invests in innovative technology companies
during launch stage, located in Spain, through
joint investments with other funds. During the past
fiscal year, fitalent has invested in new companies
whose business is based on scientific research:
·· Adhbio: a biotech company that produces
bioadhesives, biocompatible liquid glues which
offer an alternative to traditional methods of
wound closure, like sutures (traditional stitches),
staples, and bandages. fitalent has invested
250,000 euros.
·· Signadyne: fitalent and the venture capital
manager of La Caixa, Caixa Capital Risc, have
invested 300,000 euros in Signadyne. Signadyne
is a company that develops a technology to
conduct testing, measurement and control of
electronic equipment. The company is a spin-off
of the Institut de Ciències Fotòniques (ICFO).
·· Palobiofarma: this is a laboratory that
researches and develops new drugs aimed
at improving quality of life in people who
suffer from neurodegenerative and respiratory
illnesses. In this case, the venture capital fund
of everis, fitalent, and Inveready Seed Capital
have invested one million euros in the biotech
company Palobiofarma.

everis Aerospace, Defense and Security.
EThis company, which offers solutions for
implementation of critical systems in the areas of
defense, aeronautics, space, and security, has
consolidated its strategy as an SME engine in its
sector.
The main objective of everis Aerospace, Defense
and Security is to generate an ecosystem of small
and medium-sized enterprises where they can all
work in a connected way with strong ties to everis:
Ibetor, Herta Security, NTGS, Quatripole, SCR,
Embention, Evercare, ISID, Toro and Simumak.
We hold a minority stake in these companies (rather
than buying them outright) in order to maintain that
same entrepreneurial spirit with which they came
to be, and so they can leverage the knowledge of
international markets and the network of clients of
the everis group.
During the past year, everis Aerospace, Defense
and Security, together with NTGS and Simumak,
have begun manufacture of 20 driving simulators
daily, which will be sent to Brazil. There has also
been interest in other countries in Latin America
and the Middle East, where performing a test using
these devices is not mandatory for obtaining a
driver's license.
The manufacture of these simulators generates
more than one hundred jobs directly linked to the
production of innovative solutions, as well as four
hundred jobs indirectly created throughout the
value chain, ranging from logistics and shipping to
assembly and packaging.
Likewise, the State Agency of Air Safety (AESA,
in Spanish) has, for the first time in Spain, granted
a Type Certificate for an unmanned aerial vehicle
(UAV) for civilian use. The partnership between
everis Aerospace, Defense and Security with
its partner Softwcare has ensured the successful
completion of this certification process, thanks
to a working methodology which ranges from
the development of a certification scheme to
the preparation of documentation and evidence
showing compliance with civil legislation.
Based on the success of this project, a joint
venture, called EVERCARE, has been created
between the two companies. It specializes in
providing certification services and software
qualification in critical systems in the automotive,
aerospace and defense industries.
OTHER COMPANIES.
In addition to Xtend, nettit, fitalent and everis
Aerospace and Defense, the everis group has
the following companies:
ameu8. This company specializes in business
mobility solutions, and its services range from
mobile strategy to promotion and maintenance of
apps in the various “app stores”, passing through
development projects and products.
everilion. This company focuses on online
business solutions and cloud-based payment
systems.
exeleria. This company offers comprehensive
engineering and consultancy services related to
energy management and efficiency, renewable
energies, sustainability, infrastructure and the
environment.

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99.99%
99.99%
99.99%
99.99%
99.97%
93.56%
99.99%
99.99%
99.99%
98%
0.01% 100%
100%
100%
100%
100%
100%
100%
25%
23.57%
10%
20%
12.96%
25%
9.09%
0.01%
0.01%
0.01%
0.0006%
0.03%
5%
0.01%
0.01%
0.01%
0.01%
0.01%
2%
75% 10%75%
99.99%
99.99%
0.01%
0.01%
Ideals Innovations
Technology
Venturing
Services, S.L.
96.825%
FIT Inversión en
talento SCR,
de régimen
simplificado, S.A.
everis Outsourcing
de Processos,
Sociedade
Unipessoal, LDA
31%Nub3D, S.L.
11.29%Palo Biofarma, S.L.
20.15%Belbex Corporate,
S.L.
30.68%Spectrapply, S.L.
25%Signadyne Spain,
S.L.
40%
Toro vehículos
Especiales y
sistemas, S.L.
everis Spain, S.L.U. Luxembourg branch
everis Spain branches everis Spain France branch
everis Spain Colombia branch
everis Spain, S.L.U. Belgium branch
everis Poland
sp.z.o.o
everis Perú
S.A.C.
everis
Argentina S.A.
everis
Colombia Ltda
everis Italy,
Spa
everis
Portugal, S.A.
everis USA,
INC
everis Consul-
tancy, Limited
BPXNet,
Limited
everis Aragon,
S.L.U.
everis Panama,
INC
everis South
Africa, (PTY) LTD
everis
Infrastructure
Technical
Support, S.L.U.
everis
Financial
Advisory
Services, S.L.
Jobssy,
S.L.
37.38%
Azuberio, S.L.
29.40%
Bioadhesives
Medtech
Solutions, S.L.
EVERIS SPAIN
everis BPO
S.L.U.
everis Centers
Group S.L.U.
everis BPO, S.L.U.
en Perú
everis
Initiatives S.L.U.
everis Centers,
S.L.U
everis BPO
Perú S.A.C.
Nae Acústica
S.L.U
Igad, S.L.
Ibetor, S.L.
Herta Security,
S.L.
everis Centers
Latam, Ltda
everis
Center
Brazil
branches:
1 branch
in Brazil
everis Centers
Chile, Ltda
everis
México S. de
R.L. de C.V.
everis BPO
México S. de
R.L. de C.V.
everis BPO
Colombia
Ltda
everis SES
Brasil Ltda
everis Mobile
S.L.U
everpross
S.L.U
Cetel Ingenieria
de Sistemas,
S.L.U
everis
Training
Chile Ltda
everis Brasil
Consultoria de
Negocios e
Tecnologia da
Informaçao, Ltda
everis Centers
Brasil Tecnología em
Desenvolvime nto
deSoluçoes, Ltda
everis BPO
Brasil Serviços
Complementar
es a Empresas,
Ltda
everis BPO
Chile Servicios
Profesionales,
Técnicos y
Tecnológicos
Chile, Ltda
everis Chile
S.A.
everis Brazil branches:
5 branches in Brazil
everis BPO Brazil branches:
2 branches in Brazil
1.44%
0.01%
everis
Energy and
Environment
everis
Aerospace
and Defense
S.L.U.
Embention
Sistemas
Inteligentes
S.L.
Toro vehículos
Especiales y
sistemas S.L.
Remote
Control
Systems, S.L.
New
Technologies
Global
Systems, S.L.
EVERIS SPAIN BRANCHES.
MARCH 2014.
EVERIS BECOMES ESTABLISHED
IN THE HEALTHCARE SECTOR.
During the past fiscal year, at everis we have put
forward groundbreaking projects in the healthcare
sector, such as MEAL and Tereha. The first,
financed by the European Commission, seeks to
remedy poor diet and obesity in children using
an educational approach that involves teachers,
students and nutritional experts. The second
project is a tool that stands out as a real milestone,
as it notably improves motor and comprehensive
capabilities in patients with brain damage.
During recent months we have strengthened our
presence in the healthcare and social services
industries thanks to our everis health unit. These
efforts have not been in vain, as this year everis
was recognized as Company of the Year in the IT
Health sector in Latin America by Frost & Sullivan
(see chapter: Sustainability). This award especially
values the suite of ehCOS® products developed
by everis health. This technology, which recently
obtained the Oracle certification, allows hospitals,
clinics, and other healthcare institutions to become
fully digitalized.
Another milestone for everis in the healthcare
sector this past year was its collaboration with
the Government of Navarra to develop a new
care model for patients with multiple chronic
illnesses, aimed at providing comprehensive and
integrated care. This plan, which contributes to the
sustainability of the healthcare system, customizes
care for these patients, which comprise 17.3% of
the population, and more than 50% of people over
the age of 80.
In addition, and also with funding from the
European Commission, we have the development
in Spain of the Decide-IT serious game. This is
a simulator used to train business leaders and
executives on potential crisis situations with
significant stressors. This project, which falls within
the innovation area, is useful in simulating the
problems faced by businesses from small startups
to large multinationals.

COMMITMENT TO THE SMART
WORLD.
Two of the objectives of so-called "smartcities"
are to integrate the use of information and
communication technologies (ICT) in society and
to generate more sustainable urban spaces. This a
highly complex system in which cities adapt to the
needs of their residents, thanks to more interactive
and efficient services and applications.
everis, as a company committed to its community
and environment, has joined the effort to create
smart cities through a number of initiatives. These
initiatives include our report titled "everiSmart: a
pragmatic but exciting vision of the Smart world".
In this study, we found that representatives from
the ICT sector in Spain believe it is necessary to
create an open collaboration model for participation
by government bodies, private entities, and mixed
enterprise, aimed at encouraging the development
of the Smart world, one in which technology
startups will play an essential role.
The study was conducted on the basis of interviews
with 38 important figures from civil society who
are engaged with the ICT sector, and it found
that telecommunications companies should not
only focus their products and services around
connectivity, but must also leverage the good
relations they enjoy with their customers to generate
value in the huge amount of data that they handle.
The everiSmart report also analyzes the role of
energy companies. They must also improve their
business processes, as they are able to detect
problems in the Smart Grid to get ahead of these
issues and offer solutions. Likewise, utilities
companies have the advantage of understanding
behavioral patterns of the people who comprise
smart cities, allowing them to provide a better
service offering that integrates value proposals from
all sectors involved in the Smart world.
everismart
Pragmatic but exciting view
of the Smart world
major players have their say
First report: overview of the current situation and future key points
OUR STUDIES.
In addition to the Smartcities report, this year
everis has also developed a report with the
Polytechnic University of Madrid (UPM) titled
"Creating companies in university environments".
This report was prepared by the Technologies for
Business Management Group (TIGE, in Spanish)
and the Program to Create University Companies
of the Polytechnic University of Madrid, in
collaboration with the everis Telecommunications
Professorship of the Polytechnic University of
Madrid.
The study analyzes the entrepreneurial capacity of
universities and is based primarily on three blocks:
the university itself, knowledge transfer entities and
the companies created at the university.
The UPM has implemented a comprehensive
policy to encourage entrepreneurial activity,
seeking to interconnect infrastructure, personnel
and knowledge through formal and informal
structures aimed at transferring knowledge. As
an example of this activity, the study focuses on
six of the companies created at the UPM, analyzing
the main factors for success.
Ángel Fco. Agudo Peregrina
Julián Chaparro Peláez
Ángel Hernández García
Santiago Iglesias Pradas
Elisa Navarro Carrillo
Felix José Pascual Miguel
Javier Portillo García
CREACIÓN DE EMPRESAS EN
ENTORNOS UNIVERSITARIOS.
UNIVERSIDAD POLITÉCNICA DE MADRID.
Ángel Fco. Agudo Peregrina
Julián Chaparro Peláez
Ángel Hernández García
Santiago Iglesias Pradas
Elisa Navarro Carrillo
Felix José Pascual Miguel
Javier Portillo García

Careers in science, technology and
mathematics.
At everis, our desire to encourage careers in
science and technology and to promote innovative
talent constitutes one of the main focuses of
our Corporate Social Responsibility policy. Since
2008, we have conducted numerous studies and
projects related to the study and promotion of
careers in technology. During the past fiscal year,
we conducted a study called Factors of Influence
in Choosing to Study Science, Technology, and
Mathematics.
Why are there fewer and fewer young scientists,
mathematicians and engineers? What factors
influence what people choose to study? How can
we encourage people to choose these careers?
everis, together with the consultant e-motiva, and
in collaboration with the Generalitat of Catalonia,
has strived to answer this question through a study
which included participation of more than 4,700
high school students from various schools around
Catalonia. Unlike most approaches to the issue, this
study surveyed the protagonists of the problem —
young people — directly.
The study seeks to understand the major variables
affecting the lack of science, technology and
mathematics (STM) students, defining the key
elements in students' choice of academic training
and professional careers.
One of the conclusions worth highlighting is that
the main reason why young people shy away from
these studies is the so-called Pygmalion effect.
They perceive these careers to be difficult pursuits
and see themselves as not having what it takes,
especially girls and students from the low end of the
socioeconomic spectrum.
Con la colaboración de
Factores inﬂuyentes en la
elección de estudios cientíﬁcos,
tecnológicos y matemáticos.
Visión de los estudiantes de 3º y 4º de ESO
y Bachillerato
Noa & Max: Trapped in Electronia
animated series.
Together with the Universitat Pompeu Fabra (UPF),
we created Noa & Max: Trapped in Electronia, an
animated series that seeks to encourage innovative
talent, learning, and creativity in the ICT field
among young people. The series, which receives
funding from the Spanish Foundation for Science
and Technology (FECYT, in Spanish), a public
foundation under the Ministry of Economy and
Competitiveness, is aimed at young people ages 10
to 14, and includes four three-minute pilot episodes
that can be viewed on the internet (www.noamax.tv).
Noa and Max, the sibling protagonists, must use
their knowledge of science and technology to get
out of the videogame Electronia where they are
stuck. The plot, which introduces small science
and technology challenges, seeks to improve
perceptions among young people of their own
ability to understand and study scientific and
technological phenomena, as well as to encourage
their creativity and innovative talent.
The design and creation of the series is backed
by the conclusions made in a study conducted by
everis on the factors influencing students' decision
with regards to their studies, a study conducted
with nearly 5,000 high school students. The series
is aimed at young people in this age range, because
based on the study, at this age there is still time to
act, as decisions have not yet been made.
The Noa & Max series has two portals. Firstly
there is the institutional portal, aimed at an adult
audience (www.noamaxproject.com) (teachers,
parents, animation professionals, companies
and institutions), which offers information on the
educational project behind Noa & Max. Then there
is the youth portal (www.noamax.tv), which targets
a younger audience, and where in addition to the
series episodes visitors can download additional
materials and content (see chapter: Sustainability).

44 ___ ANNUAL REPORT 2013-2014 PEOPLE ___ 45
The key to our success lies in the talent of our
professionals. At everis we are convinced that
people are the key to achieving all that we set
out to do, and we believe that the motivation
and satisfaction of all our people contributes to
improvements in productivity. This is why we place
such importance on the management of human
resources, supported by the area which at everis
we call People.
EVERIS CULTURE AND VALUES.
Over the past year, the People area has been
working on the project called "Leadership by values".
This initiative, which began with an overhaul of our
values, seeks to strengthen our culture, which allows
us to remain competitive and helps us stand out
in the marketplace. Specifically, this project aims
to strengthen our corporate spirit by collectively
establishing the way that we do things.
Our corporate values define who we are and who we
want to become. In fact, our work has always been in
line with our values, and these same values relate to
every one of our strategic plans.
It was during this past year that, as part of the
Leadership by values project, we have aligned the
behaviors of the organization to ensure they are in
keeping with our values. We seek consistency, we
know who we want to be, and we ensure that our
actions are consistent with the corporate values of
everis. This consistency is sought in three essential
aspects: in our personal interactions, in our processes
and in our strategy.
·· Personal consistency.
We have identified consistent and inconsistent
behaviors in ourselves. We have defined as
an organization what types of behaviors are
expected from us based on our roles. In addition,
these efforts are evaluated and developed.
·· Consistency in processes.
We ensure that the organization's processes
are in keeping with our values and that the
processes themselves encourage alignment
with these values. For this reason, we have
aligned both people management and business
processes in keeping with these values.
·· Consistency in strategy
We seek to ensure that strategic decisions
are linked to our values. In order to achieve
our ideal culture as a company, we promote
transformational projects and maintain our
values-based leadership in our strategic
plan, heading to 17, which is currently being
developed and will be included in the next
corporate report.
• We take responsibility
for our decisions.
• We fully understand
what we do.
• We respect each
other´s autonomy.
• We are passionate in
becoming the best in
what we do.
• We do and make
things differently, we
don’t settle for less.
• We overcome
impossible challenges
with a positive attitude.
DISCERNING
GENEROSITY
doing through
sharing
RESPONSIBLE
FREEDOM
we do what
we love
CREATIVE
ENERGY
we love what
we do
CONSISTENCY-TRANSPARENCY
• We practice what we preach.
• We fulfil our commitments.
• We generate confidence and
we are closely-knit.
CONSISTENCY
we do what we say
TRANSPARENCY
we say what we do
• You grow by making
the team grow.
• We openly share
information.
• We celebrate shared
success.

TRAINING.
At everis we aim to train and develop each of
our professionals in keeping with their individual
skills and interests. The Corporate University
contributes to the development of internal talent
and increases the value of our company.
Proof of this lies in the creation this past year of
the everis executive school, a school whose
objective is to allow company leaders to acquire,
strengthen, and develop the abilities and knowledge
essential to the continued development of our
business and the growth of our company.
In addition, Ágora has completed its first year
with very positive reviews from the professionals at
everis. Likewise, evercampus continues to offer
an extensive catalogue of online courses that are
adapted to the needs of each professional.
Moreover, at everis we offer an extensive language
education program, based on one of the best
online language training platforms in the market and
supplemented by in-person and remote classes.
During the past year, everis professionals have
received an average of 30 hours of training.
Economic investment in training activities this past
year was 8.9 million euros, corresponding to 810
euros per professional.
Ágora and evercampus.
To encourage learning in teams, collective
knowledge, and the pooling of creativity of everis
professionals. In this same spirit, the everis training
center was opened in 2012.
One year later, reviews have been very positive,
and this space for learning and creativity continues
to evolve. In only the past few months, Ágora has
received an average of nearly 9,000 visits, which
amounts to some 60 people per day.
The introduction of Ágora everis supplements the
training program for everis professionals offered
through evercampus, the e-learning platform used
by the company. This virtual campus offers a wide
range of career training options that meet specific
professional development needs, using specific
maps for each profile.
Training FY13 by geography.
0
10
50
20
60
30
40 24.21
30.68
5.94
5.95
11.29
34.78
24.88
25.28
5.56
19.60
30.48
32.82
13.43 10.78
24.98
19.08 19.12
11.21
Global
Seville
Portugal
Madrid
Colombia
Mexico
Barcelona
Argentina
Italy
Valencia
Peru
Brazil
Chile
U.S
UnitedKingdom
Belgium-
Luxemburg
Initiatives
Centers
Training FY13 by categories in the diverse business areas.
0
10
50
20
60
30
40
21.51
34.76
38.51
37.84
31.37
29.91
Director LeaderManagerExe. directorPartner Staff

Training FY13 by categories in centers.
0
10
50
20
60
30
40
18.77
20.33
28.75
56
25.39
LeaderManagerExe. directorPartner Staff
Training FY13 by categories in initiatives.
0
10
50
20
60
30
40
9.52
20.64
19.08
8.96
23.67
11.33
SeniorDirector ManagerPartner StaffExperts
BUSI
N
ESS
MANAG
EM
ENT
ST
RATEGIC VISIO
N
EVOLVIN
G
PEOPLECOMM
UN
ICATIONINNO
VATION
&CRE
ATIVITY
GET OUR
CLIENTS
TO RELY
ON EVERIS
MAINTAIN
MARKET
DIFFERENTIATION
CREATE
TEAMS THAT
ARE SATISFIED
AND HIGHLY
COMMITTED
IMPACT AND
INFLUENCE OUR
ENVIRONMENT
MANAGE
IN KEEPING WITH
STRATEGY
everis executive school.
(see chapter: Sustainability)
During the past fiscal year, the corporate university
created the everis executive school, whose
objective is to boost the company's strategy by
contributing to the development of global leadership
skills among senior management.
It was envisioned to be:
·· A key element in the achievement of the
company's strategy;
·· A tool to integrate the needs for development of
knowledge, skills and values among directors;
·· A space for integration and networking, both
internal and external.
The everis executive school has five new
programs to develop global leaders:

MENTORING AT EVERIS.
everis uses mentors to manage professional
careers, which represent a key figure that
accompanies all professionals beginning on their
first day on the job. At everis mentoring is a
specific kind of learning process in which a person
with more experience and knowledge ensures the
professional development of his or her mentee. The
mentor is a kind of counselor who, in addition to
offering guidance and advice, transmits the everis
model and culture to the mentee.
INDUCTION PROGRAM.
In addition to mentoring, all professionals arriving at
everis take part in an induction program starting on
their first day. This initiative takes the form of a trip
that begins with initial training that is conducted by
an everis partner. During this training, the history of
the company is presented, and new professionals
are offered all kinds of information relating to our
unique company model, based on our values and
on our business. The best-reviewed parts of this
course are those with include participation in our
company values and our methodology.
We also utilize several points of control, with
meetings throughout the first year during which we
reflect in a group on the time spent at the company
and the development each of us has experienced.
The induction program concludes with a final
meeting held approximately one year after hire.
Organizational chart showing how people
come to form part of everis:
everis
Work experience
Selection process
Introduction course
Specialization
Training cycle
L2
L3
L1
Scholarship
Practices
Mentoring
Training
Project
University
SATISFACTION OF EVERIS
PROFESSIONALS.
At everis, our professionals are committed to
and engaged with the values of the company. Our
professionals are our most important asset and
they generate added value for our clients. This is
why we believe that their opinions and their level
of satisfaction and motivation are essential.
For this reason we use a survey, called Participa,
to measure these factors. The main objective
of this tool is to ensure that we are upholding
our purpose and acting consistently with our
corporate values.
The results from this past year's Participa survey
include the following highlights:
·· We maintain the same high ratings on work
environment and teamwork.
·· Professional duties are rated very highly; we like
what we do.
·· The indicator of corporate values remains high.
Consolidation of specialized talent.
With this initiative we seek to address a market
need that allows us to develop highly specialized
talent.
Objectives:
·· To define a value proposal for our
specialized talent.
·· To guarantee returns on the value of
specialized talent.
·· To understand and learn to work with a new
figure in our model.
L4
RI
RA
RC
Line 1: unexperienced.
Line 2: experience.
Line 3: selection process.
Line 4: 1o year reception.
Exchanger: introduction course
Integration meeting.
Assigning meeting.
Company meeting.
L2
L1
L3
L4
R1
RA
RC

everjob.
This initiative, which began at everis Madrid,
is a tool that helps manage the careers of each
of the everis professionals, allowing for direct
participation in the process whereby projects are
assigned to each individual. The results have been
very positive, and for that reason this initiative has
been implemented in other offices, such as in A
Coruña, Bilbao, and Barcelona.
The method is very simple. Every month, the
everjob Intranet site publishes a number of work
opportunities for which the professionals can
send their application and choose an assignment,
provided that they meet the requirements.
W_e, the everis social Intranet.
Greater interaction and participation. These are
just two of the aspects offered by the new everis
Intranet, which was launched during the past year. It
is an open environment that facilitates the exchange
of information and that responds to the needs of the
company's professionals.
everis has been a pioneer in the use of the new
SharePoint 2013 for the building of w_e, a name
which emphasizes the social and collaborative
dynamic that has been created. This new platform
reflects a commitment to global and borderless
communication between company professionals.
The communication-driven structure of this
Intranet is demonstrated in the features the site
provides, using a unique interface that operates
like a social network. Professionals can use this
interface to post information through the use of
specialized communities, or to collaborate online
with documents to which several people in different
locations have simultaneous access, without the
need to install any specific software.
Take advantage of the social
intranet. An excellent way of working
with your team and colleagues like
you never did before.
Join and participate in the
communities and conversations
that may interest you.
Find information and
documents that you need and
will contribute to make
a difference in your work.
Get connected with your
colleagues, wherever you are.
Listen and be involved.
Be transparent, authentic
and consistent.
Share knowledge, ideas,
provide value to conversations,
receive and accept feedback.
Demanding generosity.
Take responsibility of your
comments. Responsible Freedom.
We enjoy what we do.
Creative energy.
Be social.
Decalogue

ASK.
This is a communication methodology which was
conceived to ensure that the strategic information
of everis is understood, shared and reflected in our
day-to-day activities:
Act: act with consistency and link information to
day-to-day tasks.
Share: share in a timely manner and ensure that
the message is understood.
Know why: understand and explain why we do
the things we do.
ASK forms part of the heading everis
communication strategy which is applied to
strategic and organizational matters within
the company.
OUR PEOPLE.
We are a company that is accountable to our
professionals, and we value their future. At everis,
people are our most important asset, and that is why
we encourage equal opportunities, a positive work/life
balance, and the general welfare of all of our people.
WORK/LIFE BALANCE.
At everis we attempt to improve work/life balance,
seeking options that can help people balance
professional and personal commitments. To this
“OUR OBJECTIVE AS A COMPANY IS TO CREATE A SPACE
FOR PEOPLE TO GROW.”
BENITO VÁZQUEZ, CEO OF EVERIS.
end we have implemented initiatives such as
telecommuting and flexible compensation, the latter
which helps adapt monetary compensation to the
professional's personal and family needs at a given
time.
Likewise, we guarantee equality among all of
our professionals, regardless of their gender or
other factors. We are committed to upholding our
corporate values, and for this reason, we base
our decisions solely on merit and professional
preparation. In addition, we have a salary policy that
is identical for both men and women, making no
distinctions of any kind.
Staffing provision.
0
1,000
4,000
2,000
6,000
7,000
8,000
3,000
4,000
SeniorDirector LeaderManagerExp. managerExe. directorPartner StaffExperts
168 18
246
1
524
2,284
40 3
7,566
Total: 10,850
Categories by regions.
0
500
2,500
1,000
3,000
1,500
3,500
4,000
2,000
4,500
Europe Latam North America
151
18
13
4
193
46
7
1
393
3
1,626
636
23
40 3
3,341
128
40
4,185
Total Europe: 6,610
Total Latam: 4,164
Total North America: 77
Total: 10,850

Categories by gender.
Female Male
Total female: 3,136
Total male: 7,714
Total: 10,850
Categories by gender in regions.
Female.
0
1000
5,000
2,000
6,000
3,000
4,000
11
4
1
37
9
1
98
1
427
179
9 10
1,115
28
17
1,189
Total Europe: 1,777
Total Latam: 1,332
Total: 3,136
0
1,000
5,000
2,000
6,000
3,000
4,000
12 4 48 127
10156 14 3
5,245
199
1
397
30
615
2,321
1,669
Total: 168 Total: 524Total: 246 Total: 40Total: 18 Total: 2.284Total: 1 Total: 3 Total: 7.566
Categories by gender in regions.
Male.
0
1000
5,000
2,000
6,000
3,000
4,000
140
14
1
3
12
156
37
64
294
3
1.199
457
14 30
2,226
100
24
2,996
Total Europe: 4,833
Total Latam: 2,831
Total: 7,714

Staffing provision by age group. Total Europe: 6,610
Total Latam: 4,164
Total: 10.850
3,469
0
500
1,000
1,500
2,500
2,000
3,000
3,500 2,179
16 16 14
83293
1,579
24
1 3
34
2,349
1
59
728
- 20 years 20-30 years 30-40 years 40-50 years 50-60 years + 60 years
3
Turnover rates by region.
Total turnover: 27.8%
Wanted turnover: 8.5%
Unwanted turnover: 17.6%
No basis turnover: 1.6 %
0
10%
50%
20%
30%
40%
No basis turnoverWanted turnover Unwanted turnoverTotal turnover
31.5%
9.2%
22.3%
15%
5.6%
48.2%
13.2%
3.7%
31.3%
9%
0.3%
Female. Total turnover: 29.1 %
No basis turnover: 1.8%
0
10%
50%
20%
30%
40%
43.6%
14.5% 29.1%
14.5%
5.9%
8.2%
0.4%
48.5%
12.0%
32.7%
3.7%
Male. Total turnover: 27.2 %
0
10%
50%
20%
30%
40%
24.7%
6.2%
18.5%
15.1%
5.5%
9.3%
0.3%
48.1%
13.8%
30.7%
3.6%

Turnover rate by country.
everis spain Other offices of everis
0
10%
50%
20%
30%
40%
14.5%
5.9%
11.9%
29.2%
3.1%
44.3%
8.3%
0.3%
Total turnover.
0
10%
50%
70%
20%
60%
80%
90%
30%
40%
11.2%
88.0%
31.5%
46.2%
57.5%
46.8%
39.1%
34.2%
38.3%
18.2% 17.3%
21.6%
14.4%
Argentina
Colombia
Luxemburgo
Belgium
Spain
Mexico
Brazil
UK
Peru
Chile
Italy
Portugal
US
Wanted turnover.
Unwanted turnover.
0
10%
50%
70%
20%
60%
30%
40%
11.2%
65.1%
22.3%
35.9%
39.9%
27.5%27.0%
20.5%
19.8%
9.1%
15.4%
17.2%
8.3%
0
5%
10%
15%
20%
1.9%
9.2%
4.4%
9.5%
17.9%
14.0%
10.3%
14.7%
11.1%
13.3%
5.9%
6.8%
Argentina
Colombia
Luxemburgo
Belgium
Spain
Mexico
Brazil
UK
Peru
Chile
Italy
Portugal
US
Argentina
Colombia
Luxemburgo
Belgium
Spain
Mexico
Brazil
UK
Peru
Chile
Italy
Portugal
US

0
5%
10%
15%
20%
13.4%
3.6%
1.4%1.0%
0.4%
3.8%
2.3%
0.3%
Argentina
Colombia
Luxemburg
Spain
Chile
Portugal
US
No basis turnover.
Turnover in ages and countries.
Total
turnover
Wanted
turnover
Unwanted
turnover
No basis
turnover
0
10%
50%
70%
20%
60%
30%
40%
10.7%
37.5%
53.6%
5.4%
7%
24.2%
33.4%
2.1%
7.3%
10.8%
18.6%
0.4%
12.8%
6.9%
20.8%
1.1%
18.3%
8.8%
29.8%
2.7%
16.6%
11.1%
33.2%
5.5%
Belgium
Mexico
Brazil
UK
Peru
Italiy
0
10%
50%
70%
20%
60%
30%
40%
61.2%
47.8%
39.8%
49.5%
36.4%
33.1%
42.3%
32.3%
23.6%
19.8%
4.9%
14.3%
11.9%
Total turnover. Total Europe: 14.9 %
Total Latam: 41.4%
Total North America: 29.9%
Total: 27.8%
Wanted turnover.
Total Europe: 5.6 %
Total Latam: 11.5%
Total: 8.5%
0
10%
20%
30%
40%
50%
12.2%
9.8%
19.9%
30.2%
18.5%
11.4%
4.2%
32.3%
5.9%4.5%
3.2%
10.0%
5.4%

0
10%
50%
20%
30%
40%
Unwanted turnover.
42.9%
34.1%
13.3%
14.5%14,.2%
20.8%
38.0%
17.7%14.9%
1.6%
4.1%
6.2%
Total Europe: 9 %
Total Latam: 27.2%
Total: 17.6%
No basis turnover.
Total Europe: 0.3 %
Total Latam: 2.8%
Total North America: 0%
Total: 1.6%
0
5%
10%
15%
20%
6.1% 3.9%
6.6%
4.8%
3.7%
0.9%
0.5% 0.1%
0.2%
0
20,000
100,000
40,000
120,000
60,000
80,000
Average wage by category and gender.
Female Male
17,328
44,667
30,421
37,013
55,944
63,297
81,947
96,500
107,631
113,282
86,446
96,500
56,084
37,644
33,523
19,709
Total: 112,871 Total: 56,050Total: 85,573 Total: 32,868Total: 96,500 Total: 37,474Total: 63,297 Total: 44,667 Total: 18,979
Total female: 24,234
Total male: 29,267
Total: 27,814
Female Male
Latam. Total female: 13,985
Total male: 18,602
Total: 17,124
0
20,000
100,000
40,000
120,000
60,000
80,000
10,421
27,766
46,181
68,382
81,377
96,902
76,175
46,937
28,906
13,835
Total: 95,692 Total: 46,769Total: 74,628 Total: 28,583 Total: 12,697

Female Male
North America. Total female: 61,721
Total male:76,934
Total: 71,437
0
20,000
100,000
160,000
40,000
120,000
180,000
200,000
220,000
60,000
80,000
140,000
Director LeaderManagerPartner Staff
47,240
75,835
102,333
148,895
211,353
161,816
105,640
81,191
42,425
Total: 211,353 Total: 104,962Total: 159,717 Total: 79,119 Total: 44,386
Total average wage by region, category and gender.
Total female: 24,234
Total male: 29,267
Total: 27,814
MAD Employees.
Female Male
Europe. Total female: 31,281
Total male: 34,979
Total: 33,986
0
20,000
100,000
40,000
120,000
60,000
80,000
140,000
23,314
44,667
30,421
40,088
58,44863,297
83,332
96,500
110,000
113,381
86,183
96,500
58,728
40,434
33,523
23,851
Total: 113,134 Total: 58,658Total: 85,630 Total: 32,868Total: 96,500 Total: 40,343Total: 63,297 Total: 44,667 Total: 23,699
FY’13 Employees Teleworking

Prevention.
The Occupational Hazards area ensures the
health of our professionals. To this end, everis
has implemented countless initiatives to advocate
for general wellbeing. Some such measures
include, for example in the case of our Spain
offices:
·· Periodic medical checkups.
·· Visual and dental health campaigns.
·· Specialized training on emergencies and
evacuations.
·· Specific first aid training.
·· CPR training.
·· Breastfeeding room.
During the past fiscal year, the data on everis
Spain are as follows:
·· Accidents at work that result in sick leave
(excluding relapse): 10.
·· Relapses of accidents at work: 1.
·· Accidents at work that do not result in sick leave: 18.
·· Occupational diseases: 0 .
·· Days of leave from accidents at work: 282.
Because the laws on occupational hazards vary by
country, the criteria we present below differ at each
office:
At everis México:
·· Disabilities/leave: 52.
·· General illness: 40.
·· Accident at work or during commute: 1.
·· Maternity: 11.
Likewise, countless measures are implemented at
our Mexican offices regarding occupational hazards
and health-related issues. First aid courses, medical
insurance and agreements, and health programs
constitute some such measures. In addition,
an annual Health Week is organized offering
information and promotions of all kinds for the
professionals at everis Mexico.
Our offices in Colombia have not reported any
leave or work-related accident during the past
year. Management of occupational hazards at our
Colombian offices is based on the implementation
and execution of the entire occupational health
and safety and environmental management
system. I'm attaching the timeline for each of the
activities.
In Peru, medical leave, stipulated by case, is as
follows:
·· Disease: 292.
·· Common accident: 18.
·· Work-related accident: 0.
The following are examples of actions on
occupational health and hazards conducted in
Peru during the past year:
·· Preparation of occupational health and safety
regulations.
·· Joint committee on occupational health and
safety at each entity.
·· Training plan on issues of occupational health
and safety.
·· Occupational medical exams.
The data from the Brazilian office are as follows:
·· Total disabilities: 63.
·· Maternity: 35.
·· General illness: 22.
·· Accident at work or during commute: 6.
In addition, they conduct numerous initiatives,
such as the Internal Work-related Accident
Prevention Week. During that week, the everis
professionals in Brazil have the opportunity to
attend presentations on different topics relating
to health and healthy lifestyles. Likewise,
every month they send a clipping on general
wellbeing. Additionally, they have a card for
purchasing medications, and pregnant women
and professionals with chronic diseases receive
discounts on medical treatments.
everflex.
Launched in 2010, this is a platform where everis
professionals can purchase certain products and
services with tax benefits (such as computer
equipment, medical insurance, daycare, transport
coupons, etc.) allowing them to get returns on their
gross compensation.
everbuy.
This is a private online shopping portal for
company professionals where they can view
different options and plans with significant
discounts on leisure, health/welfare, clothing,
etc., allowing them to get returns on their net
compensation.
everbank.
Through everbank, everis professionals can
access various financial products (such as payroll
accounts, personal loans, postgraduate financing,
etc.) which they can contract from the everis virtual
office with significant advantages. In addition, the
everis virtual office distributes these benefits once
annually among company professionals who have
contracted any product.
My compensation: the benefits of flexible
compensation.
All of our professionals receive a wide range of
social and personal benefits. Medical insurance,
economic assistance for food, life and accident
insurance, flexible compensation, corporate
American Express accounts, and scheduling
flexibility are just some of these benefits.
The program to improve human resources policy
at everis, Living everis (the compensation
and benefits area in Spain) includes My
compensation, which is an initiative to optimize
total compensation of employees.
The three areas that comprise My compensation
(everflex, everbuy and everbank) offer the
option to receive benefits in these three areas
(described below) through ad hoc portals created
to facilitate use.

everclubs.
In addition to all the advantages described above,
everis professionals have the option to create or
join everclubs, which are groups of people from the
company who wish to perform a certain activity or
hobby together.
EVERIS COMMITTED TO SOCIETY.
To contribute to and get involved with the
development of the society of which we form part.
This is one or our main objectives in terms of social
action. We work to break down the many barriers
that exist between groups, such as the disabled.
everis, as a socially responsible company, has
implemented numerous initiatives to encourage
workplace integration of people with disabilities.
WE WORK TO BREAK DOWN THE MANY BARRIERS
THAT EXIST BETWEEN GROUPS.
The objective of these groups is to channel
initiatives that arouse interest among our
professionals, creating common areas for practicing
shared interests and helping to integrate new
employees.
Some of the current everclubs include:
Prodis Foundation.
Through the Prodis Foundation we have worked
on integrating people with mental disabilities in the
workplace by hiring them to work in support of
the business areas. To this end we implemented
a program that offers internships and subsequent
hiring under the "PROMENTOR" program in the
following areas:
·· Courier: a person whose role is to distribute
internal correspondence within the office. After
the internship period, the professional was
incorporated in our staff. We also have another
intern who is currently being shadowed prior to
their formal hiring.
·· IT support: a person in charge of performing
daily review of certain spaces and of the
proper functioning of technical and audiovisual
equipment in these spaces. After the internship
period, the professional was incorporated in our
staff.
·· Documentation: a person in charge of
organizing, scanning and filing non-sensitive
documentation. This person is currently
completing their internship and is expected to
join the staff in September 2015.

Adecco Foundation.
In February 2013, everis signed a collaboration
agreement with the Adecco Foundation. This
agreement, which reflects the commitment of
both parties to encourage social and occupational
integration of people with disabilities, has resulted in
the following initiatives:
Diversity Plan: identification and awareness.
This program aims to normalize interaction with
people with disabilities and manage diversity at
the everis workplace through social responsibility
policies. This program has also enjoyed the direct
involvement of various everis employees with
disabilities.
Also included in this program are activities for job
placement and creation for people with disabilities
so they can achieve employment that is sustainable
over time. The actions implemented include:
·· Internal communication plan for everis
professionals in Spain.
·· Training sessions for all levels to build
awareness and understanding regarding the
diversity plan.
·· Awareness sessions with disabled people who
present an outstanding example in their lives.
·· Training assistance (incorporation of disabled
people).
·· Encouraging volunteer activities.
·· Advisory program for employees eligible to
receive a certificate of disability.
·· Integration and adaptation of hiring processes
in order to encourage equal opportunities for
people with disabilities.
Another of the initiatives carried out this past
year was a visit to everis by the swimmer Teresa
Perales. Teresa is a paralympic athlete who made a
presentation called "My Life on Wheels”. She spoke
of her motivation to excel and beat records, thus
raising awareness about how disability is overcome.
Candidate search.
Activities for job placement and creation for
disabled university students have been conducted,
supported by training aimed at obtaining
employment which is sustainable over time.
Through its relations with universities, the Adecco
Foundation has acted as an intermediary between
candidates and everis, assessing whether or not
the candidate is right for the job.
The Adecco Foundation has at all times maintained
an active search to identify disabled candidates
who may be a good fit for everis. To date, the
demand in this area of all companies from the
everis Group has not yet been fully met.
Collaboration in selection processes.
During this past year, we enjoyed the collaboration
of the Adecco Foundation in helping reorient our
selection processes. The everis recruitment team
has received training to take into consideration
the special circumstances that may arise during
interviews to hire individuals with disabilities.
Likewise, we have also received support from
foundation staff to find candidates for hire, and in some
cases this staff conducted early interviews to provide
us with a detailed report on the candidate's integration.
Publication of offers in public job placement
services
We publish job offers for various offices in order
to leverage the database that the government
provides for us.
Disability Fair.
In November 2013, we participated in the 7th Job
Fair for People with Disabilities in the Community of
Madrid.
This job fair is one of the most successful in
terms of attendance. During our participation, we
responded to job applications from more than 200
candidates. Unfortunately, most offered skills and
occupational abilities that are not used in everis
businesses.
Selection processes.
33% of selection processes conducted with
disabled candidates have given satisfactory results,
resulting in direct hires by the company.
Given that in normal selection processes our hiring
ratio is just 10%, this indicator demonstrates both
the interest of everis in hiring these individuals,
as well as the work conducted prior to adjust the
search to the disabled person (and not the other
way around).

Teaming.
everis is one of the founding companies of the
Teaming foundation, together with the Intercom
group. The foundation manages the online
crowdsourcing platform Teaming, which was
inspired by a concept created by Jil van Eyle and
consists of encouraging employees to donate
one euro from their paycheck to a social project.
Fourteen years later it was taken to the online
world, thanks to financing from everis and
the Intercom Group, who saw Teaming as an
outstanding opportunity, despite the crisis and
the difficulties, for anyone to help and promote
social solidarity initiatives.
Since then, more than 60,000 "Teamers" (donators)
in Spain have joined one of more than 2,784 groups
(causes) contained in the platform. The next step will
be to bring Teaming to an international audience.
Additionally, since its launch in 2012, when it
managed to collect 66,889 euros, Teaming
donations have skyrocketed. During the first six
months of 2014, the platform has nearly matched its
totals from 2013 with 450,755 euros.
During the next twelve months the project is expected
to launch a series of improvements in the technological
platform to allow greater flexibility and versatility in
communications, as well as launch in other countries
Monthly collection Monthly transfer
Collection. Sustained growth.
Collection data.
Collections: 1,000,000€
MarSep Nov AprOct DecJun MayJanJul JunFebAug
39,785
41,971
49,942
+5%
+6%
+6%
+11%
+8 %
+7%
+3%
+6%
+5% +5%
52,555
46,966
55,559
59,053
65,512
70,553
75,249
77,875
82,801 85,367
Unions Built up teamers New teamers
Teamers. Sustained growth.
Sustained growth in number of
users (Teamers)
Sustained growth in number of
contributions to groups
0
20,000
100,000
40,000
120,000
60,000
80,000
45,891
51,653
+13%
54,026
+8% 58,213
+5%
62,479
+7%
66,830
+11%
74,117
+8% 80,332
+8%
86,418
+5%
90,698
+6%
95,979
+4% 100,609
MarSep Nov AprOct DecJun JunMayJanJul FebAug

Coach Project of the Exit Foundation.
Nine volunteers from everis Barcelona and
Madrid have participated in the Coach Project of
the Exit Foundation, a professional skill-building
program that works on behalf of the professional
integration of young people at risk of social
exclusion through training projects.
Volunteers serve as coaches, offering guidance and
motivation for these young peoples' professional
futures, listening to them and encouraging them to
overcome their limitations, supporting them in their
decisions, and explaining business operations and
language to them.
The volunteers become role models for these young
people, and they work with them through the use
of coaching and mentoring tools. During the three
months the project lasted, the everis professionals
not only had the opportunity to meet with these
young people, but they also invited them to visit the
everis offices to see some of the departments that
most interest them and get to know the real world
of business.
CHRISTMAS CAMPAIGN.
At everis we have always been committed to
society, particularly those who are most in need. For
this reason, every year we collaborate during the
months of December and January to collect food
and toys through different social organizations.
The everis Barcelona office joined the Gran
Recapte food drive organized by Banc dels
Aliments (local Food Bank). This initiative helped to
fill more than forty boxes (more than 880 pounds) of
food, exceeding the 550 pounds collected last year.
The everis Madrid office collected more than
1,100 pounds of nonperishable food for the Banco
de Alimentos and Achalay, the latter of which was
also supported, in collaboration with CEPA, to
collect toys for children. In addition, as in other
years, we placed the tree of solidarity and decals in
the ground floor windows with the amount of food
that we had collected. All of the decals include the
words: Merry Christmas.
This Christmas the everis Murcia, Alicante,
Valencia, and Seville offices joined in support
of the Real Three Kings project that offers the
opportunity to become a "King" for children with
limited resources or at risk of exclusion. Thanks to
the donations of everis professionals, the "Kings"
arrived at four shelters, delivering all the presents.
In Peru more than 120 children at risk of social
exclusion from the Oasis Manchay shelter were
sponsored. This organization is dedicated to
providing social support for families with limited
economic means through a variety of actions,
such as micro-business workshops for parents
and schools for children. In addition, the children
received presents, hot chocolate and a clown show
from everis professionals.
EVERIS
COLLABORATES
WITH FOOD AND
TOYS FOR THE NEEDY.
The office in Brazil implemented various campaigns
with the Gotas de Flor com Amor Institution. Firstly,
thanks to everis kids, they collected more than
one hundred toys which were sent to children and
adolescents from families with limited or no income.
Also, with the help of everfootball, they collected
a total of 50 Christmas baskets as well as 330
pounds of paper that were donated to be recycled
and transformed into handcrafted products for sale.
This year's Christmas Campaign in Colombia
was undertaken in collaboration with the Laetitia
Foundation. In this campaign, everis professionals
were able to make an economic contribution and
deliver presents to children in this foundation.
Meanwhile, everis Mexico launched the Santa
Recluta campaign. The main objective was to bring
together 70 employees to bring smiles to each of
the children at the Temporary Shelter in Mexico City
through the letters they had written to Santa Claus.
Together with all of these initiatives, the #oneword
campaign was also carried out, closely linked to
the important moment in the company's history: its
merger with NTT DATA. The main objective was to
determine a concept that we would carry with us
throughout the year in 2014. To this end, using all
the company's internal channels, a campaign was
implemented for all everis professionals to take
a photograph with the word they wanted to stay
with them through the new year. The result was
a Christmas video with all the terms proposed by
these professionals.
Perquè a everis sabem donar bones notícies.
Ajudem així els que més ho necessiten.
Donem bones notícies,
donem aliments
Fes la teva aportació al Banc dels Aliments.
Tens temps fins el 6 de desembre!
Trobaràs les caixes de recollida a la recepció
i als offices de la teva oficina.
Recorda que els
aliments que pots
portar són: arròs,
llegums, llet, oli, sucre,
sal, tonyina, pasta,
galetes, productes
en almívar i productes
per a bebès: llet de
continuïtat, farinetes
i «potitos» de fruites.
En col·laboració amb:

Caps for a new life.
At everis we continued another year with the “Caps
to save lives” campaign. This is an initiative which
we conduct with the Seur Foundation to help sick
children with no economic resources. To this end,
every week we collect pounds of plastic caps at
the different everis offices. Every ton of plastic can
sell for up to 300 euros, which are used entirely to
fund operations or treatments for various kinds of
diseases.
Likewise, in Colombia a soda cap campaign is
carried out for the Sanar Foundation to contribute
to the treatment of more than 500 children suffering
from cancer in Colombia.
Other social actions.
At our offices in Colombia every year a recycling
campaign is conducted to later make donations
to the Burn Foundation. This organization
rehabilitates people who suffer traumas due to
burns, collecting all kinds of recycled materials to
be processed accordingly.
The members of evervolunteer in Peru collaborate
selflessly with various associations that help sick
children with no economic resources. Actions from
this past year included support for the Children's
Hospital, helping 40 children hospitalized for various
illnesses, from pneumonia to heart problems. They
also collaborated in the donation of food for the
children from the White Cross summer camp.
In Italy, professionals collaborated with Prospera
(PRogetto SPERAnza). This is a volunteer
association with more than 1,000 members that
help young people to integrate in the world of work.
Lastly, coinciding with International Internet Day, the
forum "For a Safer Web" (#x1redmassegura) was
created to promote safe and reliable internet use.
The main objective is to inform all users, regardless
of technical knowledge in computers, about the
appropriate and responsible use of all resources
available on the internet. Through this action we
seek to raise awareness and help education people to
prevent users from becoming victims of abuse, scams,
harassment, grooming, and a host of other risks.
SPORTS AND HEALTHY LIVES
AT EVERIS.
The Rock N' Roll Marathon, the EcoRun 2013,
the Carrera de los Emprendedores Race, the
Carrera Entreculturas Race, and the Carrera de las
Capacidades Race are just some of the races and
activities that everis professionals participated in
during the past year in Madrid.
But we advocate for sports and athletics not only
at the central headquarters of everis. All everis
offices participate in various athletic events and
numerous initiatives related to a healthy lifestyle.
The Valencia office is a great example. During
the past year, they held the first Valencia Running
everis Race Circuit. Ten popular races were
chosen as part of the circuit, and participants had
to attend a minimum of six of them to reach final
qualification. The awards were divided into three
categories:
1. Award for the runner covering the most
kilometers.
2. Award for the first person to qualify in the league.
3. Award to the most improved competitor or best
new athlete, based on votes.
everis Valencia also participated in the 2013
Empresas Valencianas Race with a men's team of
three and two mixed teams of four people. More
than 300 runners attended the race representing
various companies from Valencia.
During the past year in Peru the everis life/
care program was carried out, which seeks to
encourage healthy habits. This initiative was
divided primarily into three actions: massage
sessions to prevent muscular problems; healthy
food at offices; and a health library with self-help
books and guides on achieving professional
success.
Also in Peru employees celebrated the "everis
Cup", which included participation of 18 soccer
teams and another 10 mixed volleyball teams.
The main purpose is to promote athletics and
strengthen healthy habits among all of our
professionals.
In Brazil the Quality of Life program was
implemented with a variety of actions, which
will be expanded during the coming year. The
objective of this initiative is to encourage healthy
behaviors with the inclusion of juice machines at
the offices, activities with health organizations, and
even memos with healthy recommendations.

SOCIAL NETWORKS.
In order to strengthen relations with all of our
stakeholders, at everis we have a strong presence
in social networks. New communications channels
offer a means of direct and immediate contact, also
resulting in greater transparency and clarity for our
professionals, clients and candidates.
Follow us on…
Facebook.
www.facebook.com/everis/
In addition to the corporate account, we also
have social media presence in Portugal, Mexico,
Brazil, Italy, Chile and Colombia. We use this social
network to communicate business events, job
openings, news, technology stories and other items
of interest in all sectors in which we operat.
Twitter.
www.twitter.com/everis
Just as with Facebook, together with the corporate
Twitter account there are accounts for Chile, Portugal
and Mexico. We use Twitter to provide real-time
updates on corporate events, current news, forums,
job openings, reports and other content.
Linkedin.
www.linkedin.com/company/everis
Publication of job openings, human resources
contents, videos, testimonials, specialized groups,
both for professionals and former professionals of
the company, events and content distributed by
location.
Youtube.
www.youtube.com/user/everisgroup
Publication of all the videos produced by the
company: brand changes, recruiting videos, publicity
WE ARE GROWING AND
DEVELOPING ALONGSIDE
OUR SOCIETY, WHILE
ADAPTING TO NEW
COMMUNICATIONS
CHANNELS.
and marketing campaigns, statements by partners
and area directors, videos on company products
and services, brand birthday videos, etc.
Attitudehasnolimits.
Web: www.attitudehasnolimits.com/es/
Facebook (1783 fans):
www.facebook.com/attitude.has.no.limits
Twitter (351 followers): www.twitter.com/attsnolimits
This is a project whereby everis seeks to publicize
the company name through our positive attitude
and the idea that there are no limits to our dreams
or to our constant challenges. It is our way of being,
of working, and of making decisions. An attitude
that goes as far as possible, that is contagious, that
is shared. We want to prove that attitude truly has
no limits.
Nice to See You.
www.nicetoseeyou.everis.com
This is a portal used for former professionals and
friends of everis. NTSY offers updated information,
invitations to exclusive events, the option for former
employees to read and participate in our blog, etc.
+ 30,100
FANS ON
FACEBOOK
+ 73,000
FOLLOWERS
ON LINKEDIN
+ 13,500
FOLLOWERS
ON TWITTER

84 ___ ANNUAL REPORT 2013-2014 EVERIS WITH INSTITUTIONS ___ 85
At everis we are committed to education and
academic excellence, and we wish to become
a platform for talent and knowledge. From our
inception, we have been committed to collaborating
with the largest universities in the country so as
to help and support the coming generation of
talent. Universities generate talent, and it is up to
us as businesses to turn that talent into something
valuable for society.
UNIVERSITY.
Agreements and Chairs.
Collaboration Agreement with the Comillas
Pontifical University
We formalized an agreement with the Comillas
Pontifical University in order to leverage and
strengthen teaching, methodological, technical and
material resources aimed at developing activities
and studies that facilitate the education of future
professionals or the retention of those already
working.
This agreement is reflected in the following areas:
·· everis sponsorship for the financing of the
following research and teaching activities:
End-of-career project awards and sponsorship
of students' scientific and innovative activities,
conferences, athletics events and postgraduate
studies.
·· Conducting a series of initiatives by everis
that seek to forge closer ties between the
company and the university. These activities
range from training on essential skills to open-
door sessions and participation in events and
seminars.
everis-ETSIT-UPM Chair.
As part of our aim to encourage technological
innovation and support entrepreneurship in the
academic world, we have continued the everis-
ETSIT-UPM professorship this past year.
This collaboration agreement aims to encourage
innovation among students in fields of Information
and Communications Technologies. It has been
carried out thanks to the initiative of everis and the
Rogelio Segovia Foundation for the Development of
Telecommunications (Fundetel).
This entity, which is part of the Polytechnic
University of Madrid, is linked to the
Telecommunications Engineering Superior Technical
School (ETSIT), and its purpose is to undertake,
manage, and promote teaching activities, research,
development and innovation.
everis-UPC agreements.
Other agreements that we maintained this past
year include those formalized with the Polytechnic
University of Catalonia (UPC). The objective is to
encourage training on information technologies (IT)
through the everis agreement on innovation and
promotion of research, studies, and professions
in the IT area, implemented at the Barcelona
School of Computer Science (FIB) of the UPC.
Another agreement is in place with the Barcelona
Telecommunications Superior Technical School
(ETSETB), which is also part of the UPC.
The activities that fall under the Agreement with
the FIB focus on research, training, innovation,
knowledge transfer and dissemination, centering on
two main objectives:
·· Firstly, to promote study of IT and related areas
at the UPC (specifically in the undergraduate and
postgraduate offerings at the FIB), in order to
address the decreasing number of professionals
in the labor market in the information technology
sector during recent years. We work together to
bring training and learning to the work world and
employment to those who are degree holders in
the listed fields.
·· On the other hand, the Agreement will boost
applied technical research related to software
engineering (SE), a discipline that contributes

methods and techniques that assist in the
development and maintenance of quality
software, in those areas identified as priorities
within the sector.
Likewise, the Agreement activities with ETSETB are
focused on:
·· Giving seminars on specific subjects within the
Proyecto Avanzado de Ingenería which are given
in capstone courses, as well as inviting students
to activities at everis facilities.
·· Offering an everis Program of Scholarships for
the 2014-15 and 2015-16 courses leading to
enrollment in the first course for the Masters in
Telecommunications Engineering (MET) of the
ETSETB-UPC.
everis-MPSEI-UPM Chair.
At everis, we have a collaboration agreement with
the Universidad Politécnica de Madrid (UPM) to
serve as a bridge between the academic world
and the corporate world through the Cátedra de
Mejora de Procesos de Software en el Espacio
Iberoamericano Chair (MPSEI), held by Ángel
Jordán, professor emeritus from Carnergie Mellon
University; directed by José Antonio Calvo-Manzano;
and includes professors from the UPM, the UNED,
and the Universidad Carlos III de Madrid (Carlos III
University of Madrid).
Beginning in 2005, the MPSEI Chair has expanded
and advanced the installation of more efficient
models for the development of information systems.
Its objectives include the promotion of research,
adaptation and dissemination of techniques for the
improvement of software processes; interdisciplinary
teaching and research activities; the transfer of
technological knowledge and results; and the
financing of scholarships (mainly for doctoral/masters
students) in ICT areas.
The activities carried out within the scope of the
MPSEI Chair include:
·· Proposing lines of work between the priorities and
needs of companies and those of the UPM which
will become doctoral theses for PhD students.
·· Facilitating the maximum dissemination of
research results and, in general, of all of the
activities carried out within the scope of this chair.
To make this a reality, they publish research results
regarding process improvement at conferences
and in journals.
Furthermore, the MPSEI Chair collaborates with the
Software Engineering Institute (SEI) in the translating
into Spanish of one of the process models most
broadly disseminated throughout the world, the
CMMI-DEV v1.3.
The MPSEI Chair also participates in the
organization of conferences, including the SEPG
Europe 2012 Conference, the CISTI 2012
Conference and the Encuentro Hispano Mexicano
on software quality
Initiatives.
Training sessions on “ICT in the Company”.
Given by everis’ most distinguished professionals,
“ICT and the Company” is a seminar that offers a
global vision of the current state of information and
communications systems as a growth engine for a
country’s economy.
Open House days in the everis offices
At everis, we open our company’s doors so that
future professionals may get to know first-hand the
day-to-day operation of a consulting firm. everis
partners and managers present both the company
and specific projects.
Cross-sector Workshops.
These are training sessions for students on how to
work as part of a team, how to make an effective
presentation and how to manage time, among
others.
Sponsorship of capstone projects.
Developing a course with excellent academic results
is synonymous with success. For this reason, and
because we believe that quality training is the sine
qua non condition for identifying talent, everis
sponsors the prizes that universities award to the
best capstone projects related to innovation and new
technologies.
Collaboration with academics.
We make a series of initiatives available to the faculty
(round tables, chats, meetings, etc.) that serve as
educational encounters between players in the
academic world. The idea is to take advantage of
everis’s knowledge, its contacts, its institutional
relationships, in order to cover subjects of interest.
Participation in Employment Forums.
everis annually attends employment forums for
the purpose of guiding, through chats, the greatest
number of young people in their job searches.
Selection processes in university facilities.
So that students will not have to travel and can get
to know the company first-hand, everis conducts
interview days at the university. These include training
on how to present oneself in interviews.
Development of the capstone project at everis.
The student can complete his/her capstone project
at everis and receive advice and guidance from
everis professionals who are experts on the subject.
Job offers on site Through channels.
In order to offer the opportunity to develop their
professional careers at everis, we make many job
offers to students. We go to their environment, to
their universities’ web pages, work spaces, in general
to the web pages they visit.
We sponsor 40 hours of indoor soccer.
This sport is part of the talent development for
young people. We will go so far as to say that it even
supports the development of that part of transversal
knowledge that, combined with technical knowledge,
enables professional success. The sport teaches
teamwork, how to make your best effort, how to fight
for what you want.
San Silvestre Races in the University.
We work with student associations to
organize solidarity races. We establish everis
professionals as liaisons with some of them in
order to support close connections between the
university and the corporation.

AWARDS.
everis Talent Awards.
For the third consecutive year, we are recognizing
excellence in students with the everis Talent
Awards. These awards are given annually by
everis in Catalonia to honor the best first-year
students of the Advanced Vocational Training
in IT Applications Development, Multiplatform
Application Development and Network IT Systems
Management.
In 2013, under the motto “Cultivating classroom
talent” everis awarded the five best students in
ICT advanced vocational training with €500 to
help towards their studies. Those to be awarded
with the prize are chosen from the applications
received from the training centers in Barcelona
city. The awards are granted to students who
are an example of dedication, commitment, talent
and continued effort in their studies. The students’
attitude is also taken into account, together with
the opinion and recommendation provided by their
teachers when nominating students for the award.
With this award, everis promotes the best skills
and abilities of students in Vocational Training in
ICT specialties. The prize money for these young
people’s training aims to promote their talent and
ensure the future of technological professions.
Once the winners are chosen, the prizes are
awarded at an event drawing together prize
winners, professors and directors of the training
centers, as well as Melcior Aracons, general
director of Professional Training of the Education
Department of the Government of Catalonia.
Over these three cycles, we have awarded prizes to
a total of 18 students in professional ICT training.
everis and Fundació Edu21 give awards to the
best project for boosting scientific-technical
careers.
For one more year, everis has collaborated in
the annual Fundació Edu21 prizes that seek to
boost the practice of the teaching the values of
co-responsibility. everis sponsors the Edu21
Award for the best work promoting scientific and
technical careers In 2013, the winning project was
a proposal by Daniel García-Escudero, Bert Bartí
i Milà and Carlos Marcos Padrós, with the title
“Architecture Workshop 0.0: a teaching proposal for
the introduction of architecture addressed to pre-
university students.”
IEF-everis Prize for Financial Excellence in
Professional Careers.
The Instituto de Estudios Financieros, a non-profit
institute, offers the IEF Prizes, prizes for training,
values, strategies, innovation and excellence in
the financial sector, both in academics and in the
professional world. For three years, everis has
been part of this initiative and has awarded the
IEF-everis Prize for Financial Excellence in the
Professions. The winner this year was Juan José
Toribio, professor emeritus of the IESE Business
School and external consultant with AEB, who
won the prize for the excellence and breadth of his
professional career which has combined success
in financial management, consulting, teaching,
associative focus and dissemination, always with an
extraordinary level of quality.
OTHER INSTITUTIONS.
At everis, we maintain collaboration agreements with
different institutions of learning and with numerous
organizations that complementary interests.
everis’s International Advisory Board.
Throughout Fiscal Year 2013, everis has organized
the annual meeting with the Advisory Council. One
of its main objectives is to help consolidating the
international expansion of everis in Latin America and
the English-Speaking markets.
Eduardo Serra, current Vice President of everis,
presides over the Board, which, in addition to the
president of the company, Fernando Francés, and
the CEO, Benito Vásquez, also includes the former
presidents of Mexico and Colombia, Ernesto
Zedillo and Ávaro Uribe, the former minister of
European and Latin American Foreign Affairs of the
United Kingdom, Lord Garel-Jones, and Eugenio
Galdón, current president of the Multitel Group and
of the everis Foundation.
In the meeting for this last fiscal year, the members
of the Board analyzed everis’s strategy and goals
for the next years, as well as the possibilities for
growth by becoming part of NTT DATA, the sixth-
ranked group in providing worldwide IT services.
Ernesto Zedillo: president of Mexico from 1994
to 2000. He is currently Director of the Center for
the Study of Globalization of Yale University and
participates in some United Nations programs
related to financing in developing countries. He is
also an advisor for the PRISA group.
Álvaro Uribe: president of Colombia from 2002 to
2010. He has served in various positions in Public
Companies in Medellín, in the Ministry of Labor
and in Civil Aeronautics, as Mayor of the city of
Medellín during 1982, as Senator of the Republic
(1986-1994) and later, as the governor of Antioquia
(1995-1997).
Lord Garel-Jones: William Armand Thomas Tristan
Garel-Jones was born in 1941. He was the Minister
of European and Latin American Foreign Affairs for
the United Kingdom. During his mandate, he was
responsible for negotiating the Treaty of Maastricht
and for security issues, as well as for international
business and relations with Latin America.
Member of the Conservative Party since 1974,
he represented Watford in 1979. He has been an
advisor to Banque Suisse, to British Petroleum
and British Airways, president of the Euroamérica
Foundation and member of the Board of Directors
of Iberia and Acciona, among others.
Eugenio Galdón: Eugenio has developed his career
in three main areas. He has been Professor of Public
Finance at the Autonomous University of Madrid. He
has held various positions in the public sector, most
notably as Advisor to President Suárez and Cabinet
Director for President Calvo-Sotelo in the late 70s and
early 80s. In the communication sector, he has been

Executive Vice President of COPE, CEO of SER and
Managing Director of the PRISA Audiovisual Division,
among other positions. In 1996 he created the ONO
telecom operator. In 2005 he led the purchase of
Auna. He is currently president of Multitel Group and
of the everis foundation.
Corporate Parliamentary Program.
For the second consecutive year, everis has
participated in the Corporate Parliamentary
Program (PEP, in Spanish), organized by the Circle
of Companies. This is an initiative that seeks to
facilitate parliaments in acquiring real knowledge
of Spanish companies, their principles, objectives,
organizations, strategies and means of acting, as
well as their technological and human approaches.
This program likewise provides corporate directors
and their collaborators with a panoramic overview
of the day-to-day activities of Parliament and the
legislative process, as well as the problems that
parliamentary representatives face at the local,
autonomous, national and European Union levels,
with regard to subjects that relate to corporate life.
PARTNERS.
Committed to innovation, at everis we have
an extensive network of alliances and strategic
agreements that guarantees the satisfaction of our
clients. We combine our experience and knowledge
of leading-edge technologies in the market to obtain
results of the highest quality. We are global partners
with IBM, Microsoft, Oracle and SAP, in addition to
many other top-tier organizations, which reinforces
our abilities and services.
IBM.
With more than 70 consultants certified in IBM
technology, everis has the rank of Premier
Business Partner, the highest rank, for the
development of projects with its technology.
Specifically, we are specialized in the following
areas of IBM technology: Cognos, Lotus Portal,
WebSphere Commerce, Information Data
Management and WebSphere Core. We are also
working with Smart Cities.
Microsoft.
During this fiscal year, everis has been chosen as a
member of the President’s Club 2013 of Microsoft
Dynamics. This award acknowledges the international
presence of the consultant as an integrator of
Microsoft solutions (see chapter: Sustainability).
Furthermore, with 460 certified technicians, everis
maintains its ranking as Gold Partner and has a
business line that works very closely with Microsoft
solutions.
SAP.
We have an alliance with SAP:
·· We are Service Partner in Latin America and
Europe.
·· We are Channel Partner (gold level) in Spain and
Mexico.
In addition, we have 40 certified industry solutions y
56 cross-industry solutions.

UDN /
Sector
I-Flex (Orcale)
Murex
HL7
Intersystems
Fundación IDIS
Arsys
Cisco
HP
NTT Europe Online
Quest
redhat
Vmware
SAP
BMC Software
EMC
f5
IBM
Liferay
Microsoft
Oracle
Tibco
Amdocs
Egain
FOE
Indisys
Grupo Agbar
Alliance
Banking
Banking
e-Health
e-Health
e-Health
Outsourcing
Outsourcing
Outsourcing
Outsourcing
Outsourcing
Outsourcing
Outsourcing
S&ES
Technology
Technology
Technology
Technology
Technology
Technology
Technology
Technology
Telecom
Telecom
Telecom
Telecom
Utilities
Oracle.
During this fiscal year, Oracle has acknowledged
everis as partner of the year in its Excellence
Awards in the regions including Europe, the Middle
East and Africa (EMEA) in the Middleware category
(see chapter: Sustainability).
everis is a Platinum member of the Oracle
PartnerNetwork for its development of projects
with Oracle technology. In addition, we have the
Division for Technology based on Oracle
Products, which strengthens our position as one
of the key integrators of Oracle-based solutions
with the ability to undertake global transformation
projects.
Other Partnerships.
In FY13, everis and BMC Software updated their
strategic partnership through the implementation,
support and maintenance of IT and Business Service
Management solutions, for which we expect to
invoice 15 million euros in the next five years given
its joint added value, capable of lowering operating
costs for its clients by up to 35%. Furthermore,
everis has acquired the Remedy on Demand and
Bladelogic solutions from BMC, in order to provide
multi-client SaaS modality services (Software as a
Service).
Likewise, everis and Liferay have broadened their
partnership, which up until now was applicable to
Spain, to include joint activities in Portugal as well.
EVERIS IN ENTREPRENEURSHIP.
Project Imagine.
For the second consecutive year, we have
participated in the revolutionary Imagine Silicon
Valley program, created by Xavier Verdaguer.
We hold a creativity competition so that one of our
professionals can enjoy this experience. To be an
“everis dreamer” candidates will need to have
a good level of English, have creative ideas, the
desire to change the world, believe that anything is
possible and create a video explaining their reasons
for wanting to go to the Imagine Silicon Valley
Creativity Center (California). In contrast to the
previous year, this year the meeting will be open not
only to everis managers and executives, but also
to staff.
The winner was Oriana Méndez, who develops
projects in the areas of ICT, Logistics,
Transportation and Smart City, in the everis
Innovation department.
This initiative takes place within the framework
of the everis strategy of encouraging the
entrepreneurial spirit in Spain with actions that, like
this one, build bridges between the academic and
corporate worlds in order to share synergies.
Collaboration Agreement with the Universidad
Pontificia Comillas for fast-tracking start-up
projects.
With this partnership agreement, everis, through
its innovation department, and the Universidad
Pontificia Comillas intend to cultivate and promote
entrepreneurship among University students. To
achieve this, a competition for the presentation
of business ideas has been implemented for the
purpose of choosing those that show the greatest
solidarity, development potential, viability, flexibility
and innovation.
EL DREAMER EVERIS 2013 ES…
Como sabéis, everis participa en el proyecto Imagine llevando a uno de sus profesionales a Silicon Valley.
Para ello, se ha puesto en marcha la segunda edición del concurso dreamer everis en el que 15 personas han
presentado su candidatura.
La decisión no ha sido fácil, ya que sólo uno de ellos ha conseguido el pasaporte para Silicon Valley.
Todos los aspirantes a dreamer han demostrado un gran esfuerzo y creatividad en sus trabajos, pero sólo hay
un nombre para el ganador:
Oriana Méndez López
El proceso
De los 15 vídeos presentados, el comité de
innovación de everis seleccionó 8 para viajar a
San Francisco.
Allí, el Imagine Creativity Center eligió los tres
finalistas:
- Oriana Méndez López
- Elia Vázquez Yáñez
- Carlos Mora de la Cruz
Finalmente el video de Oriana consiguió ser el
ganador por su optimismo, vitalidad y
originalidad.
El ganador: Oriana Méndez López
Oriana trabaja en everis desde mayo de 2012.
Pertenece al departamento de innovación
en el que desarrolla proyectos en el ámbito
de las TIC, Logística, Transporte y Smart City.
Identificar oportunidades de negocio y buscar
iniciativas de mejora en las empresas son algunas
de sus tareas en everis. Además, es bilingüe,
deportista y cree que todo es posible.

Throughout this fiscal year, everis has collaborated
in the preparation of the “Partners Study,” which
we will describe in the next corporate memo. This
report analyzes how ICT is a motor of change in the
public sphere.
SpanishReforms.com.
IESE’s Public-Private Research Center (PPSRC-
IESE), The Savings Banks Foundation (FUNCAS)
and everis have launched the Spanish Reforms
website, a benchmark for those seeking rigorous
and updated information on the progress of
economic reforms in Spain.
This website, developed with Liferay Enterprise
Edition technology, collects, explains and
contextualizes both the recommendations made
to Spain by major international institutions and the
legislative commitments and initiatives undertaken by
the Spanish Government on the subject of reforms.
Specifically, the site is divided into six thematic areas:
1. Growth and competitiveness.
2. Competition and regulation.
3. Jobs market.
4. Financial system.
5. Fiscal policy and public administration.
6. Welfare state.
OTHER AGREEMENTS.
ESADE Partners Program.
everis has been a member of the Partners Program
for yet another year, an initiative of the Institute
of Governance and Public Direction (IGDP, in
Spanish), dedicated to research, development and
the dissemination of knowledge on the subject of
public-private cooperation (CPP, in Spanish.) This
program seeks to provide meeting spaces and
boost mutual understanding between executives
and institutions from the public and private sectors
involved in collaborative projects, regardless of their
field of activity.
everis and the University of Navarra support
talent through sports.
everis has signed an agreement with the University
of Navarra to promote the sporting spirit, and
to highlight the importance of talent, the drive
for personal development and teamwork. It also
focuses on the need to pass on these values to
future professionals. everis thus takes part in the
“Sports Talent” program, which was developed
by the University of Navarra with support from the
Spanish Olympics Committee (COE), the Spanish
Olympics Academy, the Navarro Institute for Sports
and Youth, the City Council of Pamplona and the
Barcelona Olympics Foundation.
Support of the Pombo Foundation.
The strategic consulting department has supported
this Foundation with its knowledge and experience.
The main objective was to help them develop their
plan and strategic lines, their mission and their
vision.
everis alumni.
Our success comes not only from our professional
activities but also from all of those who have been,
at one time or another, a part of everis. This is
how the Nice to see you initiative was born. This
is a meeting place for ex-employees where they
can catch up on the latest news from everis or
the sector in general. Likewise, they have the
opportunity to participate in events, debates or
even contribute their expert vision by writing posts
in the everis topical blog.

LIST OF INSTITUTIONS WITH WHICH EVERIS COLLABORATES
THROUGHOUT THE WORLD.
Argentina
Brazil
Colombia
Chile
Spain
·· Spanish Chamber of Commerce
·· Argentinian-German Chamber of Industry and Commerce
·· USUARIA – Association of Argentinian Users of Information Technology
and Communications
·· CESSI – Chamber of Software and Information Services Companies
·· Official Spanish Chamber of Commerce of Brazil
·· LIDE
·· National Association of Corporations of Colombia
·· Colombian Chamber of IT and Telecommunications
·· Bogotá Chamber of Commerce
·· Hispano-Colombian Chamber of Commerce
·· Fedesoft
·· Presidents’ Forum
·· Chilean Association of Technology and Information
Companies (ACTI)
·· Santiago Chamber of Commerce (CCS)
·· Official Spanish Chamber of Commerce of Chile (CAMACOES)
·· Digital Country Foundation (FPD)
·· Chilean Institute of Rational Corporate Administration (ICARE)
·· Association of Colombian Companies - AEC
·· AECOC (Spanish Commercial Code Association)
·· EDIPE – Central Association for Human Resources Direction
·· AMETIC - Association of Electronic, Information Technology,
Telecommunications and Digital Content Companies
·· Association for Progress in Management (APD)
·· INECA Association – Institute of Economic Studies of the Province of
Alicante
·· Corporate Association of the ICT Sector (ESTIC)
·· Spanish Executives Association (AED)
·· Catalonian Association of Consulting Companies (ACEC)
·· Customer Experience Association
·· Association of Advanced Tertiary Consultancy Companies of the Valencia
Community (AECTA)
·· Advanced Tertiary Association (ATA)
·· Association for the Promotion of Corporate Initiatives
·· Valladolid Association of Information Technology Companies
·· AUSAPE – Association of SAP Users
·· AUTELSI – Spanish Association of Users of Telecommunications and
Information Companies
·· Barcelona Global
·· Center for the Management of Corporate Knowledge of the Community of
Valencia
·· Circle of Economy
·· Círculo de Empresarios (Business Circle)
·· COTEC – Foundation for Technological Innovation
·· Deusto Business School
·· Dircom – Association of Communications Managers
·· Edutech
·· ESADE Business School
·· Information and Communications Technologies Entrepreneurs of Andalucía
(ETICOM)
·· EOA – European Outsourcing Association of Spain
·· DEM Entrepreneurs’ School
·· Antares Forum
·· Human Factor Foundation
·· SERES Foundation
·· Transforming Spain Foundation
·· IESE Business School
·· Instituto Consejeros Administradores
·· Spanish Seniors for Technical Cooperation - SECOT
·· Shacho Kai Barcelona
·· Teaming Foundation
·· Confindustria ICT Association (Assinform)
·· ELIS
·· Polytechnic Foundation of Milan
·· Progetto Speranza
·· Network-of-Networks
·· AMITI – Mexican Association of the Information
Technology Industry
·· AMIPCI Mexican Internet Association
·· Official Chamber of Commerce of Spain in Peru
·· APDSI – Association for the Promotion of Information Companies
·· APDC – Portuguese Association for Communications Development
·· APO – Portuguese Outsourcing Association
·· BCSD – Business Council for Sustainability Development
·· COTEC
·· GRACE
·· ITSMF – IT Service Management Forum
Italy
Mexico
Peru
Portugal
UK
US

100 ___ ANNUAL REPORT 2013-2014 SUSTAINABILITY ___ 101
AT EVERIS, WE ARE DEVOTED TO CARE OF THE
ENVIRONMENT AND WE EXPRESS THIS THROUGH
INITIATIVES THAT REDUCE IMPACTS ON OUR
ENVIRONMENT.
EVERIS AND THE ENVIRONMENT.
At everis, we are devoted to care of the
environment and we express this through initiatives
that reduce impacts on our environment.
We are a socially responsible company and we
assume our commitment to climate change. At
everis, we have developed a policy of responsibility
and respect toward the environment with numerous
initiatives that support care for our surroundings.
In addition, we have an ISO 14001 certification
that advocates for a balance between maintaining
profitability and reducing the impact on the
environment.
Preventing pollution by minimizing the consumption
of natural resources, responsible disposal of waste
and recycling of materials are among the main
objectives set by everis as a socially responsible
company that respects the environment.
Environmental Management System.
The everis System for Environmental Management
implements the company’s environmental policy,
manages its environmental aspects and includes
the structure of the organization, the planning of
activities, its responsibilities, practices, procedures,
processes and resources.
In addition, each supplier must comply with a series
of environmental requirements. This is our goal: Full
compliance: of everis and of those that work with
everis.
Environmental management at everis takes place
on several levels:
Environmental Direction: this is the highest
management group at everis. Its main
responsibility is approval of the environmental
policy, with the strategic actions plan, as well
as leading and supporting the implementation
of an environmental focus within the
organization.
Environmental committee: responsible
for the development and maintenance of
the environmental management system as
well as monitoring its correct implementation
throughout the company. This includes the
review of processes, making available necessary
tools to organizations, as well as establishing
and following up on environmental goals and
objectives.
Head of Environmental Issues: the head of
environmental issues is responsible for keeping
the Environmental Committee informed of the
progress of the environmental management
system, making the Committee aware of the
information it requires to meet its responsibilities.
In addition, s/he is in charge of defining the
requirements for environmental training for
employees and other parties involved.
Office Head: the office head is responsible
for supporting the environmental head in the
completion of his/her duties. S/he participates in
preparation of the training plan and identifying the
training needs of each everis office.
Support Group: the internal auditors are in
charge of verifying compliance with the specifics
of the environmental management system. They
complete internal audits and follow-up on the
related corrective/resolution actions.

Best practices and environmental manuals.
At everis we are aware of the small, day-to-day
actions that lead to big changes. Therefore, we
have a best practices manual that incorporates
a series of recommendations for both everis
professionals as well as all those who visit our
offices and which adapt to our Environmental
Management System.
Likewise, at everis we have an environmental
manual that contains the organization,
responsibilities and policies for the environmental
initiative that describes the elements on which
the Environmental Management System is
based. (SGMA)
tira aquí
las pilas
tira aquí
restos
residuos
tira aquí
papel
tira aquí
cartón
Internal audits
Continuous
improvement
management
Documentation
and records
SGMA
Maintenance
External
audits
The Environmental Management System developed
in our company is based on International Standard
ISO 14001:2004 “Environmental Management
Systems Requirements” and applies to all activities
carried out in the following offices: Madrid, Seville
and London.
REVISION BY MANAGEMENT
TRAININGANDCOMMUNICATION
OPERATIONALCONTROLPROCESSES
EVERIS OFFICES
Reduction of
consumption
Waste
management
Preparation and
response before
emergencies
Employees
Others involved
Suppliers
everis established its SGMA in compliance with
International Standard ISO 14001:2004 “Systems
of Environmental Management” for the purpose of
improving its conduct in relation to the environment.
For this purpose, the basic processes and records
that define the SGM have been documented:

Paper-notebooks consumption.
Dec-13Jun-13 Aug-13 Feb-14Oct-13Apr-13
0
4
8
16
12
20
Notebooks (units) Paper (boxes)
Non-hazardous waste.
Dec-13Jun-13 Aug-13 Jan-14Jul-13 Sep-13 Feb-14 Mar-14Oct-13Apr-13 Nov-13May-14
0
5
10
20
15
25
Containers
(Kg)
Organic (Kg) Paper (Kg)
Environmental policy.
One of the everis offices where the Environmental
Management System (SGMA) is applied is the
Seville office. The data below refer to this office in
particular, which serves as a benchmark due to its
average size.
Paper analysis.
0
0.1
0.2
0.4
0.3
0.5
Kg Paper/Employee Collection Withdrawal kg paper / employee
Electricity consumption.
D e c - 1 3Jun-13 Aug-13 Feb-14Oct-13Apr-13
0
40
80
160
120
200
KWt/Employee

Toner consumption.
0
0.1
0.2
0.4
0.3
0.5
Toner collection
At everis, we have an operational control process for
recycling waste generated in the company’s offices.
We separate waste for future disposal into containers
identified for removal. This separation is based on the
criteria established by legislation in force.
It is key for everis to identify this waste to be re-
used, re-cycling or processing. Within this process,
different responsibilities are identified and listed:
1. Environmental head, who supervises all the
duties completed by the office head:
·· Supervision of the process of recycling and
re-use.
·· Completion of the reports with the information
supplied by the office head.
·· Monitoring and analysing indicators.
·· Preparation of training and communication
plans.
·· Analysis and response to improvement
suggestions proposed by the employees.
2. Office head:
·· Supplying the information required for
the management of waste so that the
environmental head can prepare indicator
reports.
·· Identification of new waste.
·· Checking the status of containers and
paper.
·· Monitoring the management of waste
collected.
·· Analysis and response to improvement
suggestions proposed by the employees.
3. Employees: will be in charge of the separation
and storage of each type of waste in the
containers provided for this purpose. Since
the generation of waste is inevitable, all everis
professionals receive the necessary training.
In addition, for this same purpose, at everis
we implement numerous environmental
awareness campaigns.
Carbon footprint.
Key data from the Carbon Footprint Study of
2011-2012.
The Carbon Footprint of everis Spain has been
calculated using the ISO 14064 standard.
Emissions of greenhouse gases, both direct and
indirect (scope 1 and 2.) 2,984.73 Tn CO2 eq.
Carbon Footprint (scope 1, 2 and 3) 12,008.73 Tn
CO2 eq.
Carbon footprint per invoicing unit: 31.92 Tn CO2/€
million.
Carbon footprint per employee: 2.61 Tn CO2/
employee.
Ecological Footprint: 4,712.29 hectares.
Change in carbon footprint.
Carbon
footprint
(trend)
Carbon
footprint
(objective)
Carbon
footprint
(current)
7500.0
15000.0
22500.0
30000.0
2014 2015 20192017 201820162010
0
2012 20132011
Development 2010-2011-2012-2013.
Carbon footprint (2013): 12,008.73 Tn CO2 eq.
Carbon footprint per invoicing unit (2013): 31.92
Tn CO2/€ million.
Carbon footprint per invoicing unit (2012):
44.24Tn CO2/€ million.
Tn CO2/€ million.
Tn CO2/€ million.

Main Conclusions of the 2011-2012 Carbon
Footprint Study.
In 2013, a significant decrease in the ecological
footprint was observed related to a decrease in the
forests required to absorb the CO2 emitted.
The Ecological footprint per employee was reduced
by 28.4% in the 2013 fiscal year, as compared with
2012.
everis Spain is continually growing, and therefore
has deemed it most significant to compare the
reduction goals to intensity goals. Thus, a goal of
a 10% reduction of the relationship between overall
emissions and the invoicing volume for the next
seven years was stipulated in the previous report
(2012), using 2010 as a reference, in accordance
with worldwide goals for the reduction of emissions
in comparison with the year 2000.
Nonetheless, given the information on the significant
decrease of emissions (above 28%) resulting by the
decrease in the use of airplanes for long-distance
travel, the goals to be set should be more ambitious
as a result, setting a reduction of 50% in the same
period of time.
Measures taken up to the present have
contributed to complying with the reduction
goal.
·· Substitution of domestic flights for trips by train.
·· Energy management in the Madrid offices This
plan is expanding to the rest of offices, with
results to be posted in next year’s report.
·· Implementation of the car sharing plan, which
assumes a reduction in the number of taxis
used.
·· Extension of the useful life span of
computer equipment.
##EarthDay Recycle…Reduce…Reuse…
During this fiscal year, and motivated by Earth Day,
everis Mexico rolled out a significant awareness
campaign for all of its professionals.

Car Sharing: innovative measures that affect
all of society.
or two years, everis has had a collaboration
agreement with the company Respiro Car Sharing.
Thanks to this agreement, everis professionals
have access to a shared car service that is
intended to reduce the environmental impact of
business travel.
This system includes automatic invoicing and
immediate access to a car via smart card. Thus,
everis professionals that use these vehicles only
have to reserve one by telephone, website or
smartphone and leave directly for their business
meetings, optimizing their time and justifying costs.
The cars are available 24 hours a day and can be
reserved by the company or by an individual for
use outside of the business environment.
An average of 12 persons per month, with an
average of 4 uses each, have used this service
throughout the year. Furthermore, each use during
this fiscal year represented an average trip of
approximately 30 km.
EXCELLENCE.
At everis, we are looking for excellence in all our
departments, in our values and also in each of our
professionals. We believe that excellence not only
adds value to our efforts, but also helps us optimize
resources, improve profitability and be more
competitive.
We have a commitment to our stakeholders and,
therefore, we are committed to offering the highest
quality in each service. We therefore have a Production
department which aims to implement assets for the
improvement and development of our company.
Its key objectives can be defined as:
·· To increase excellence by improving the quality
of the product delivered to our clients.
·· Increase customer satisfaction and
market acceptance by converting quality
and productivity into a trademark that is
synonymous with everis.
·· Increase our production capacity in order to be
more profitable by achieving more competitive
prices.
In order to meet these goals, we must:
·· Increase our capacity for prevention, detection,
and action against potential problems.
·· Acquire more and better tools and be able to
improve with the changes in our production
model.
·· Support the development of professional
careers that promote excellence.
Brasil
Production
Area
funcional
depence
hierarchical
dependece
Brasil office
Madrid
Production
Area
Madrid
Production
Area
Global
Production
Area
Madrid office
Madrid
Production
Area

People management.
At everis, we believe that training is essential to
achieving excellence. For this reason, we have
implemented the Basis of excellence, a global
initiative, led by the production and corporate
university departments, that seeks to empower
the technical and project management skills of our
professionals.
This program, which is comprised principally of two
technological plans — java programming and .net
programming — has the main objective of being able
to restructure the everis training plans and update
their materials.
On the other hand, the corporate university
has implemented everis executive school
throughout this fiscal year (see chapter: People),
pursuing excellence in leadership. With this school,
everis intends to increase the strengths and
abilities of the management group to drive the
company to the highest level of excellence. This
school, which adapts to each person and each
geographic area, preserves our identity, our culture
and our values.
Methodologies.
COM Methodology (COrporate Methods).
This is a proprietary methodology developed
by combining experiences gained by delivering
proyects in course and avoiding problems or risks
during its execution. COM collects this knowledge
into a method that is easy to use and that offers
better solutions for our clients.
Using COM is the best way to guarantee
development of the project in terms of time,
quality and budget. One of its main objetives
is to be converted into the only methodology
in the company used to comply with the
various certifications that we now hold (namely:
ISO9001ISO20000 and CMMI).
The COM Methodology was created in alignment
with the PMBOK of the PMI ®, ITIL, Metric 3,
Prince 2 and TSP. So we could say that COM is
compatible with PMP®:
The COM methodology is coherent with our values
and with how we see consulting. It is such an easy
tool to use, as well as powerful when it comes to
coman everis initiative
Experiences
Best Practices
Capabilities
generating analytics, advance warning of risks,
and taking advantage of opportunities. COM is a
living tool that changes with every step that everis
takes, that learns every project completed by the
consultancy and that ensures that any project
completed using its methodology will comply with
all of the requirements to qualify as excellent work.
The COM Agile methodology.
Agile methods appear as alternative methodologies
to traditional management methods. Their main
characteristics are:
·· Closer collaboration with the client for the
purpose of showing it a final product every
time. This way it is possible to take the client’s
feedback into account and build in greater
flexibility.
·· Multi-disciplinary teams, always autonomous,
qualified to receive the requirements and to
transform them as quickly as possible.
·· Sharing responsibilities with the whole team,
working and thinking together, increasing quality,
productivity and motivacion.
·· Working to meet high quality standards since this
will lead to the development of a better product.
In addition, with the goal of being in alignment
with the needs of our clients and the agile trend,
at everis we have developed an extension of
our COM methodology called COM Agile. This
methodology guides us in the management and
implementation of agile projects, with a clear,
unambiguous and independent path to follow.
·· Re-engineering of COM Testing Methods:
·· A new initial phase has been included, Testing
Strategy, which emphasizes that testing is a
process to be considered from the beginning
of a project and, therefore, that it is necessary
to analyze in detail the levels and types of tests
that will be executed, and the main need they
generate (environments, teams, tools, etc.)
·· Integration with the QUARK tools suite (and
with any additional tool that is commonly used
in the testing process) in order to optimize the
process. In addition, the tools Testlink, Sonar
and Jira are pre-configured, aligning them
with COM.
·· Alignment with CMMI and with widely
accepted international standards, such as
the National Institute of Communications
Technologies (INTECO) and the International
Software Testing Qualifications Board
(ISTQB).
·· Re-engineering the COM Deployment Strategies
method which is summarized as follows:
·· An initial phase has been added that is
executed simultaneously with development,
which is a significant change that trumps
the more or less widespread belief that the
deployments begin when development is
more advanced.
·· Integration of the Quark tools suite
·· Validation and verification activities have
been included as required by CMMI and
some new techniques to aid with planning
and management of the deployments
(Quick Wins, Go-NoGo landmarks, War
Room, etc.)
·· New COM Method of AM Service Management:
·· This establishes a common framework
for management that covers the activities
related to planning, follow-up and monitoring,
that implements a program of process
improvement and that provides support for
the life cycle of service development
·· Alignment with CMMI for Services v1.3, ISO
20,000 and PCAM.
Within the strategy of the company, everis assets
has been launched, focused on the development and
installation of proprietary everis commercial products.

The COM methodology is supplemented with two new
methods:
·· COM Product Development Method, which covers
the activities of preparing a product from the
roadmap to the release of the final result.
·· COM Product Installation Method, which covers
the needs for its installation at the client site and the
processes of maintenance and later guarantees.
Mapa de Producto Agile.
Introduction Agile vs quality management
systems
Introduction to agile methods
Visual manage-
ment
Lean software
Development
Kanban
Multi-team
Environment
Distributed team
Agile planning
Agile estimation
Agile metrics
Agile retrospective
Agile coaching
Requierement & agi-
le documentation
Agile architecture
& Design
Agile ux Agile testing
Commercial process
Opportunity
Managemente
Commercial process
Extreme
Programming
Commercial process
Projects
Services
Scrum
Agile service
Technics
Tools.
Within the assets that the Production
department is developing, we find the suite
of tools (QUARK) developed to improve
productivity, quality and efficiency of our
products.
This suite is based on the ALM objective model and
seeks to cover the complete life cycle of the project:
Covered by Corporative Tools Under construction Pending Components
Knowledge
Management
Project & Service
Management
Configuration
Management
Monitor
& Reporting
Project
Portal
Analysis ConstructionDesign
Automation
Test Deploy
Requierement
Management
Continuous
Integration
Requierement
Management
Construction
Code
Explorer
Modeling
Prototype
Unit Test Test
Management
Functional
Test
Test
coverage
Perfomance Code Quality
Security Test Peer Code
Reviews
Document
management
Productivity
Reports
Version
Control
Component
Repository
Quality
Reports
Collaboration
Operative
Reports
Planning and
monitoring
Issue
Tracking
Risks
Management

CERTIFICATIONS.
ISO 20000.
everis has renewed its International ISO 20000
certification that establishes the quality level of
the services provided, systems technique and
Information Technology management (IT).
This renewal was obtained after three years of
working under the Management System for
Outsourcing Services (SGSO), the methodological
framework under the ISO 20000 standard for
certification, which includes the services provided
by the outsourcing and technology units.
SGS, worldwide corporate leader in quality
standards certification, has completed the audits
and issued its recommendation for renewal, which
will be in force for the next three years and which
will be reviewed annually. everis obtained the
certification for the first time in 2010 and since
then has worked with the Management System for
Outsourcing Services in the area of management of
technology infrastructures.
The ISO 20000 standard provides the basis
for measuring and validating the success of an
organization when implementing best practices
based on ITIL and standardized by ISO/IEC. With
this type of certification, companies verify for their
clients and shareholders the integrity and security
of their operations, implementing a dynamic of
continuous improvement in ICT services.
Furthermore, the ISO 20000 certification is a
quality seal recognized worldwide that guarantees
to everis’ clients compliance with its models and
management practices in ICT services.
ISO 27001.
everis has the ISO 27001 certification that rates
the company’s Information Security Management
System (ISMS) implemented to guarantee security
in the supply of operational and technical services
for IT systems and management. This certification
includes the services provided by the outsourcing
and consulting units.
The ISO 27001 standard provides the goals and
monitoring that must be included in the information
security management system in order to measure
and validate the success of an organization when
implementing and complying with best security
practices. This certification guarantees a continues
review of the stipulated risks and controls, and thereby,
the security of the information and services we provide.
CMMI 5 and CMMI 3.
Proof of the quality of the agile methodologies that
everis uses is the CMMI 5 certification (Capability
Maturity Model Integration) which all of our high-
performance centers have, located in Spain
(Seville, Alicante, Murcia), Chile (Temuco), Argentina
(Tucumán) and Brazil (Uberlandia). This is the highest
level of quality in the software industry, granted by
the international regulator SEI (Software Engineering
Institute), which recognizes our level of maturity and
the use of best practices in software development.
On the other hand, the Mexico office has renewed
its CMMI 3 certification. In addition, it is the first
company in Latin America to acquire this level of
certification for its IT services. Currently, only two
companies in Brazil have been certified by the
CMMI Institute in this category, with one of them
being everis.
RECOGNITION AND AWARDS.
everis, the first large consulting firm to achieve
the “Youth Enterprise and Employment Seal”.
everis is the first large Spanish consulting
company to obtain the “Youth Enterprise and
Employment Seal” that is awarded by the Ministry
of Employment and Social Security, for its work and
talent acquisition strategy.
Specifically, the public body recognized the actions
that led the company to contract, during its last
fiscal year, 1,190 persons in Spain, of which 85%
were younger than 30, with advanced studies.
The award is also due to its support of internal
entrepreneurship, since, in the last year, it created
two new companies.
everis plans to make an investment of 1.1 million
euros during 2014 to support the employment of
youth. From this investment, two thirds is intended
for the training and personalized follow-up of
more than 100 professionals without experience.
Thus, everis offers supplementary training for
new graduates who want to begin their careers in
specific technologies such as java or .net. Through
a course of five weeks and an exhaustive selection
process, everis will hire those who earn the highest
grades.
With the rest of the investment, everis will
generate a “talent pool” in Spanish universities,
especially in engineering schools. To do this, the
consulting firm will promote chairs signed with
the main schools and universities in the countries
with which it will conduct various activities,
such as awards for capstone projects or open
house days.

everis, Oracle partner of the year in its
Excellence Awards.
Oracle has awarded everis the Excellence Award
for a specialized partner for the year 2013 in the
Region of Europe, the Middle East and Africa
(EMEA) in the Middleware category. This award
recognizes everis for its commitment to the
development and innovation of specialized services
and solutions based on Oracle software and
hardware.
Microsoft names everis as a member of the
President’s Club for 2013.
everis has been recognized as a member of the
Microsoft Dynamics President’s Club for 2013 for
its exceptional performance at the global level
in the delivery of value-added solutions for its
clients, based on Microsoft Dynamics technology.
Thus, everis has consolidated its position as a
strategic global partner in the development of
Microsoft software.
Specifically, Microsoft awarded everis for its
trajectory of more than 15 years in the development
and maintenance of CRM or ERP (AX and NAV)
solutions, based on Microsoft Dynamics.
everis, recognized with the “Company of the
Year” award in Aragón.
The Association of Telecommunications Engineers
of Aragón and the Engineering and Architecture
School of the University of Zaragoza recognized
everis as Company of the Year in Aragón, at
the Information Company awards, which were
presented on February 7 at Telecommunications
Night.
everis Aragón, with offices in the El Trovador
Corporate Center, has two centers of excellence,
which deliver their services worldwide, one
dedicated to integrated portals solutions and the
other to multiple channels. everis spent years
confidently committed to Aragón as the ideal place
for innovation and location for high-value added
technological projects.
Educaweb awards everis with a Special
Mention in social research applied to
education, training and work.
everis and e-motiva were awarded Enric Renau
I Permanyer 1st Mention for applied social
research in education, training and work for the
study “Factors influencing the choice of scientific,
technological and mathematical studies,”
completed with the Department of Education of the
Generalitat of Catalunia. This study, completed with
5,000 Catalan Primary and High School students,
is aimed at discovering the reasons for the lack of
technology careers and the decrease in enrollment
in these studies observed in recent years.
The Educaweb Prizes are an initiative that is
intended to show the projects, materials and
experiences executed in the Spanish State and to
encourage creativity in the design of orientation
proposals. With regard to the Enric Renau i
Permanyer Mention, awarded for first place and
driven by the DEP Institute, the School of Political
and Social Science of Catalonia and Educaweb,
this was founded for the purpose of validating
and acknowledging persons, projects and/or
institutions that, due to their initiatives in the area of
social research, promote the transformation of the
environment of education, training and work.
The Merco Institute recognizes everis as one
of the 10 companies with the best corporate
reputations in Spain.
everis has been recognized as one of the top
100 firms with the best corporate reputation in
Spain, according to Corporate Reputation Monitor
(Merco 2013). everis has climbed five positions
with respect to last year and is now ranked 75 in
the general ranking. Its most rated attributes being
ranked by the reporting evaluators as company
solvency, brand recognition and product value.
The ranking rates other factors in the companies
analyzed such as their financial and economic
results, the quality of their financial information, their
way of dealing with client rights and their corporate
and social responsibility. In the category measuring
responsibility and corporate governance, everis
ranks 70th.
everis chosen by the Grand Coalition for digital
jobs, promoted by the European Commission.
everis has been chosen by the European
Commission as one of the European organizations
with a line of action most likely to support scientific
and technological vocations.

The Grand Coalition for digital jobs, an initiative of
the European Commission charged with resolving
the problem of a lack of ICT professionals, has
chosen 37 organizations from all of Europe to share
their line of action for this purpose. The Grand
Coalition includes organizations such as Google,
Microsoft and CIONET.

The Noa&Max series. Trapped in Electronia,
best idea of the year according to Actualidad
Económica.
The animated series Noa&Max. Trapped in
Electronia was recognized as one of the best ideas
of the year according to the journal Actualidad
Económica, for being the first in an animation
series created to generate interest in science and
technology among the young.
everis Mexico, socially responsible business
For the seventh consecutive year, everis Mexico
has been recognized as a Socially Responsible
Company by the Mexican Center for Philanthropy.
This acknowledgement is due to the socially
responsible management and continuous
improvement established by our Mexican offices as
part of their business culture and strategy.
everis is named “Company of the Year” in the
IT Health Sector.
everis is named “Company of the Year” in the Latin
American Health IT sector by Frost & Sullivan. The
award recognizes the company’s growth in the
region and the level of innovation of its products,
the core of which is the award-winning ehCOS®
technology. Specifically, Frost & Sullivan highlighted
three key characteristics of everis in its decision
to grant the award: strategy, product and market
leadership.
everis’s ability to offer comprehensive solutions
to its clients that combine ehCOS®, the
company’s Electronic Medical Records product,
with specialized process analysis services based
on LEAN-healthcare, plus the methodology for
implementing and managing change in complex
technological projects, have placed the company a
cut above its competitors in terms of guaranteeing
high ROIs for its clients.
SAP recognizes everis with the Sectoral Best
Practices award for the year for its projects in
the tourism sector.
everis has been awarded the Sectoral Best
Practices award by SAP for knowing and
understanding the specific needs of companies
in the tourism sector and for providing them with
SAP solutions that are best suited to meeting these
needs.
This recognition is among the Awards for Excellence
for 2013 with which SAP recognizes the quality of
work developed by its partners in the marketing and
installation of solutions throughout the year.
everis receives the European Constantine
Prize.
Two Spanish projects by everis and IBM have
been awarded the first edition of the European
Constantine Prize which is awarded by the
European Federation of Consulting Company
Associations (FEACO) to which AEC, the Spanish
Association of Consulting Companies, belongs.
The everis project was developed by Repsol
GLP and IBM, for the energy company of Malta,
Enemalta.
The Constantine prize recognizes the best EU
projects in the area of business consulting and is
intended to promote international competition.
Xtend receives the APel prize for Excellence in
e-learning for its academic work.
Xtend, the personalized learning platform that
was developed by everis and Cospa&Agilmic (an
Educaria company), has been awarded the prize for
excellence in e-learning as the “best online learning
system” in the 2013 edition which is granted by
APel, within the education sector.
This is the second award for the platform, after the
SIMO Education prize for the Best Online Learning
System, since it was launched during this fiscal year.
The Orion Clinic program, developed by everis,
recognized for its excellence in the use of ICT
in NICE.
The Hospital Universitari i Politècnic La Fe in
Valencia has been awarded, in Nice, France, by
the international organization HIMSS (Company
of Information Systems and Health Management)
with level 6 for excellence in the use of Information
Technologies in the Health Sector, through the
installation of the Orion Clinic clinical-healthcare
information system, which was developed by everis.

QUALITY SURVEYS: OUR CLIENTS
AND SUPPLIERS.
At everis, we are committed to our stakeholders.
It is very important for us to maintain a two-way
relationship with them and to learn firsthand how
they see us as a company. In addition, this enables
us to know what their concerns are in order to
address them in the most effective way possible.
Clients.
Offering innovative and high-quality solutions is
one of the commitments we have to our clients.
At everis, we work day in and day out to provide
integrated service adapted to the need of each
client and, above all, meeting their objectives.
For this reason, we conduct an annual customer
satisfaction survey of our clients with regard to our
services and our customer care and which we link
to our own values.
Share
information
clearly.
Discerning GENEROSITY
Responsible
FREEDOM
TRANSPARENCY-
CONSISTENCYCreative ENERGY
NPSprofileTotal
8.4
8.9 9.0 9.1 9.1 9.1 9.49.1 9.28.8
8.0
7.7
7.5 7.5
7.8
7.7
6.3 6.1 5.8 6.4
5.5 5.9 5.9
6.46.5
7.6
7.7 7.7 7.6
7.6
7.7
8.0
7.4
7.2
7.9 7.6
8.2
7.9
8.08.2 8.3
8.5
8.2 8.28.2
7.8
8.5 8.6 8.4 8.5
8.3
8.5
8.8
8.5
8.0 8.0 8.2 7.8 8.2 8.1 8.5
8.1 8.3
Typeofproject
ResponsiveShow passion
for your work
Mantain a positive attitude
in critical situations
Take responsability
for your decisions
fulfill your
commitments
Image of everis. Values.
Show a spirit
of a accomplish
Share in the successes
achieved throughout
the project
Do not conform, try to
bring new and diffrent
ideas
Consulting.
Development
Maintenance
Outsourcing.
Developers.
Detractors.
Sample: All respondents.
VENDORS.
At everis, we collaborate with companies that
share our principles and that see themselves
reflected in our values. We understand that the
steps required to responsibly manage the supply
chain are: understanding the guiding principles of
business, conducting a risk assessment, prioritizing
action areas, gathering information from suppliers,
developing policies, setting goals for improvement,
and building employee capacity.
As a socially responsible company, we comply with
the LISMI (Law Regarding the Social Integration of
the Disabled.) At everis, we work with companies
that have special employment centers or that have
persons on their payrolls with various disabilities.
In addition, at everis we have set a series of
essential criteria when selecting a supplier:
·· All are subject to the same conditions. We
always review three proposals from different
companies to compare criteria and budgets.
·· We are transparent with each proposal received
and the internal client has all of the information
available regarding each proposed supplier.
·· We complete an annual internal evaluation
process to grade the service provided.

126 ___ ANNUAL REPORT 2013-2014 EVERIS FOUNDATION ___ 127
In 2001, the everis foundation was born with
the goal of supporting and promoting persons and
maximizing talent as a social engine. Through it,
we generate activities in various environments that
support the development of persons and maximize
talent as a social engine.
Committed to society, the everis foundation
supports, in collaboration with the academic and
scientific community, research in the areas that
can lead to improvement or development, as is
the case with health and economic assistance,
energy efficiency and the use of renewable energy,
e-administration and social networks.
AT THE EVERIS FOUNDATION, WE BELIEVE IN THE
TALENT OF PEOPLE. WE DRIVE THE ENTREPRENEURIAL
AND INNOVATIVE SPIRIT AND WE ENCOURAGE IT WITH
AWARDS, CHAIRS AND SCHOLARSHIPS, ESPECIALLY IN THE
UNIVERSITY AND SCIENTIFIC ENVIRONMENTS.
GOVERNANCE STRUCTURES.
President:
·· Eugenio Galdón Brugarolas.
Vice-president:
·· Ricardo Penalva López.
Board Members:
·· Miguel Ángel Alario Franco.
·· Marc Alba Otero.
·· Félix Bonmatí Fernández.
·· Antonio Brandao Vasconcelos.
·· Jaime Castellanos Borrego.
·· Rui Costa Santos.
·· John de Zulueta Greenebaum.
·· Fernando Francés Pons.
·· José Ignacio Goirigolzarri Tellaeche.
·· Fritz Hoderlain.
·· Fernando Panizo Arcos.
·· María Jesús Villa García.
General Secretary:
·· Teresa Jambrina.
EUGENIO GALDÓN,
NEW PRESIDENT OF THE
EVERIS FOUNDATION.
After eight years with the everis foundation,
Eduardo Serra, who is vice-president of the everis
group and president of the Transforming Spain
foundation, has been succeeded as president
by Eugenio Galdón. The board of trustees of
the everis foundation chose him unanimously
because of his affinity for values promoted by the
organization and his career in entrepreneurship,
technology and the University.
Eugenio Galdón has developed his professional
career in the academic world, as a professor at
the Autonomous University of Madrid; in the public
sector, as head of the cabinet of President Calvo
Sotelo; and in communications media, where he
has been director of various audiovisual groups
such as the COPE Chain or the PRISA Group.

In 1996 he created the ONO telecom operator,
where he served as executive chairman until
late 2008 and majority shareholder up to the
present. In 2005 he led the purchase of Auna,
which merged with ONO to become the leading
telecommunications and broadband entertainment
services provider in Spain. He presently presides
over the Multitel Group, in addition to the everis
foundation.
The designation of Eugenio Galdón amounts to a
a new boost in the everis foundation mission,
a leading institution in Spain in the promotion of
scientific and technological entrepreneurship and in
the corporate support of researchers.
In this sense, Galdón will continue the work that
the everis foundation carries out in collaboration
with the universities and organizations of a
civil society that supports entrepreneurship,
entrepreneurial awards and the internationalization
of the foundation.

ENTREPRENEURS AWARD 2013.
For thirteen years, the everis foundation has
awarded the Entrepreneurs’ Award to promote
the entrepreneurial spirit and research at the
international level. In this last fiscal year, in which
270 candidates applied from countries such as
Germany, Argentina, Chile, Colombia, Mexico
and Portugal, Aisoy Robotics walked away with
the prize. This is a project that focuses on a new
generation of social robots, capable of making
decisions and of showing emotional reactions.
Furthermore, second place was awarded to Heart
Genetics, which develops an innovative diagnostic
method based on an advanced genetic analysis.
This project is aimed at supporting clinical decisions
of healthcare professionals and improving the early
detection of illnesses.
The jury for the Entrepreneurs’ Prize was directed
by Eduardo Serra, president of the everis
foundation and included Miguel Ángel Alario,
former president of the Royal Academy of Exact,
Physical and Natural Sciences; Blas Calzada
Terrados, former president of the National Stock
Market Commission and of La Salle Innovation
Park; Begoña Cristeto, CEO of Enisa (National
Innovation Company); Montserrat Mateos, editor
and coordinator of Entrepreneurs and Employment
for the newspaper Expansión; and Iñaki Ortega,
executive director of the Madrid Emprende Agency
for Economic Development.
CALL FOR THE 2014
ENTREPRENEURS PRIZE.
The everis foundation opened the period for
the submission of projects for the XIII Meeting of
its Entrepreneurs’ Prize that, for yet another year,
executed its goal to encourage innovation and
research in support of entrepreneurship, with a prize
of 60,000 euros for the winner and of 40,000 euros
for runner-up, if any.
In this edition, with the intention of giving it
continuity throughout the year, of lending more
prestige to the prize and so that the selection
process may serve as means for gaining visibility for
the foundation, the methodology has changed to
include some new aspects.
The first of these is the existence of three categories
for participating in the prize, which are:
·· Biotechnology and Health.
·· Information Technology and the Digital Economy
·· Industrial and energy technologies.
Using an exhaustive study of all candidates, in
which the level of innovation, the business model
and the solution proposed by each project will
be evaluated, the everis foundation will call
two evaluation events. For these, each selected
entrepreneur will present its project to the other
participants and to a group of experts trained
by everis executives and its clients, with broad
experience in the creation of companies.
A finalist for each category will be chosen at these
events, who will receive a package of services from
the everis foundation technology broker, i-deals,
valued at 5,000 euros, the purpose of which is to
assist the entrepreneur in developing and improving
the project. Through this “mentoring” process, the
everis foundation jury will select a finalist and a
possible second place awardee, in case there is a
project meriting that award.

IBERO-AMERICAN AWARDS
FOR INNOVATION AND
ENTREPRENEURSHIP.
The everis foundation collaborates with the Ibero-
American Secretary General (SEBIB), in the role of
national partner and sponsoring partner, to organize
the Ibero-American Awards for Innovation and
Entrepreneurship. The main objective is to support
the development and implementation of projects
and companies who win the contest. In the 2010,
2011 and 2013 editions, the winning projects of the
Entrepreneurs’ Prizes also won the Ibero-American
Prize.
FOUNDATION INITIATIVES.
I-deals.
i-deals was born four years ago from the everis
foundation as a pioneering model of “technology
brokering.” Its main objectives include identifying
opportunities of high technological complexity and
making them aware of the market. Definitively,
this deals with the assessment of technological
innovations to support both their commercialization as
well as their financing.
In accordance with the joint collaboration between
i-deals and the foundation, we have served as
the middleman to link the academic and scientific
communities with the business community and
ensure a better relationship between them. Thus,
throughout this fiscal year, we have completed
projects with major organizations such as the
Instituto Superior Técnico (IST-U of Lisbon), the
Polytechnic of Milan, ICAI (University of Comillas)
and various start-ups such as BitBrain, Deutecno-
Vortex and others.
Due to all of this, the everis foundation continues
part of its foundation work in support of the
university of entrepreneurship and technological
commercialization through i-deals.
Transforming Spain and Transforming Talent.
In 2010, the foundation started, through the
everis innovation team, led by Marc Alba, the
Transforming Spain initiative. A non-profit and
non-partisan movement, it aims at contributing —
through the Civil Society — to changing the crisis
in Spain into an opportunity for transformation.
At the end of 2010, the Transforming Spain
report “A key moment of opportunity to build the
admired Spain of the future” was published, with
the support of one hundred social and business
personalities from Spanish society.
Like Transforming Spain, Transforming Talent
was born in 2012 for the purpose of driving
change in society. In this case, the focus is on the
academic world, subject to a talent drain.
Currently, these initiatives are protected by the
Transforming Spain foundation, led by Eduardo
Serra, which is aimed at setting a point of departure
that converts Spain into a reference protagonist with
a future that is both passionate and competitive
and demanding. The purpose of the foundation is
to coordinate the strengths of all the stakeholders
by contributing ideas, sharing points of view and
discussing focuses for formulating action proposals.
These proposals will take shape in awareness-raising
initiatives formulated by and with Spanish civil society.

SITUATION BALANCE.
In thousands of €.
ASSET
Non-current Asset 621,000 621,000
Intangible assets 1,000 1,000
Long-term Investment in associated companies and entities 620,000 620,000
Current Asset 319,373.08 424,946.00
Users or other debtors of the same activity 225,474.00 336,634.00
Commercial debtors and other accounts receivable 49,115.75 49,116.00
Cash and other cash equivalents 44,783.33 39,196.00

TOTAL 940,373.08 1,045,946.00
NET EQUITY AND LIABILITIES 2013 2012
Equity 630,637.65 737,610.10
Shareholder’s equity 606,337.62 713,310.10
Founding capital 6,010.12 6,010.12
Reserves 755,337.79 641,177.37
Surplus of previous fiscal year (48,037.81) (48,037.81)
Surplus of fiscal year (106,972.48) 114,160.42
Grants, donations and legacies received 24,300 24,300
Current assets 309,735.46 308,335.20
Commercial creditors and other accounts payable 309,735.46 308,335.20
Suppliers 309,735.46 308,318.03
Other creditors 17,17
TOTAL EQUITY AND LIABILITIES 940,373.08 1,045,945.30
2013 2012 SURPLUS FOR THE YEAR
Income from primary purpose activities 258,840.00 675,000
Grants, donations and legacies attributed to the surplus of the year 258,840.00 675,000
Expenses generated by monetary aids and others (120,000) (130,000)
Monetary aids (120,000) (130,000)
Other operating costs (185,812.48) (330,839.58)
PROFIT FROM OPERATIONS (46,972.48) 214,160.42

Impairment and gains or losses on disposal of financial instruments (60,000) (100,000)
FINANCIAL RESULTS (60,000) (100,000)
PROFIT BEFORE TAX (106,972.48) 114,160.42
CHANGES OF NET WORTH ATTRIBUTED
TO THE SURPLUS OF THE YEAR (106,972.48) 114,160.42

TOTAL RESULTS, CHANGES OF NET WORTH IN THE FISCAL YEAR (106,972.48) 114,160.42
PROFIT AND LOSS ACCOUNT.
2013 2012

136 ___ ANNUAL REPORT 2013-2014 FINANCIAL INFORMATION ___ 137
FINANCIAL INFORMATION.
Fiscal 2013 has been a year of essential changes
for the everis group, both from a corporate point
of view and from a financial point of view, as can
be seen from the morphology of the Consolidated
Financial Statements of the group for March 31,
2014.
During fiscal 2013, the NTT group became the sole
shareholder of the everis group, which caused
change not only in the capital structure but also
in the morphology of the financial structure of the
Group.
As a result of the integration of everis into NTT,
the company was able to cancel its structural debt
early, which consisted in syndicated financing, the
obligations and limitations of which had been met
rigorously by everis.
Furthermore, the company has undertaken a
project to redefine its financial structure in order
to achieve efficiency in terms of financial cost and
agility in each one of the geographic areas where it
does business. This project assumes the reduction
and concentration of financing lines for current
assets and their substitution by financing by the
parent company, under more favorable conditions
than those current in the market.
In addition, the group has launched its new
Strategic Plan, with a time scope that reaches to
2017, the action levers and objectives of which will
be accompanied by a stronger financial structure
that will enable the achievement of said objectives
within the duration of the Plan.
AUDIT REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS
To the Sole Shareholder of Everis Spain, S.L. (Sole Shareholder Company):
We have audited the consolidated financial statements of Everis Spain, S.L. (Sole Shareholder
Company) (the Parent Company) and its subsidiaries (the Group), which comprise the
consolidated balance sheet at March 31, 2014, the consolidated income statement, the
consolidated statement of changes in equity, the consolidated cash flow statement, and the
notes thereto for the year then ended. The Parent Company’s directors are responsible for
the preparation of the consolidated financial statements in accordance with the regulatory
framework for financial information applicable to the entity in Spain (identified in Note 2 to
the accompanying financial statements), and specifically in accordance with the applicable
accounting principles and criteria contained therein. Our responsibility is to express an
opinion on the aforementioned consolidated financial statements taken as a whole, based
upon work performed in accordance with prevailing audit regulations in Spain, which require
the examination, through the performance of selective tests, of the evidence supporting
the consolidated financial statements, and the evaluation of whether their presentation, the
accounting principles and criteria applied and the estimates made are in agreement with the
applicable regulatory framework for financial information.
In our opinion, the accompanying consolidated financial statements for the financial year ended
March 31, 2014 give a true and fair view, in all material respects, of the consolidated equity and
consolidated financial position of Everis Spain, S.L. (Sole Shareholder Company) and subsidiaries
at March 31, 2014, and the consolidated results of operations and consolidated cash flow for
the year ended, in conformity with the applicable regulatory framework for financial information in
Spain, and specifically the accounting principles and criteria contained therein.
The accompanying consolidated management report for the financial year ended March 31,
2014 contains such explanations as the directors of the Parent Company consider appropriate
concerning the situation of the Group, the evolution of its business and other matters; however,
it is not an integral part of the consolidated financial statements. We have checked that the
accounting information included in the aforementioned consolidated management report
agrees with the consolidated financial statements for the financial year ended March 31, 2014.
Our work as auditors is limited to verifying the consolidated management report in accordance
with the scope mentioned in this paragraph, and does not include the review of information
other than that obtained from the accounting records of everis Spain, S.L. (Sole Shareholder
Company) and its subsidiaries.
July 3, 2014

67,185
Sales by region (in thousands of €).
100,000 200,000 400,000300,0000
USA
Rest of
Europe
Spain
Latam
361,563
168,779
50,904
365,084
161,128
14,956
9,655
Sales by country (in thousands of €).
100,000 200,000 400,000300,0000
United
Kingdom
US
Colombia
Chile
Belgium
Argentina
Portugal
Italiy
Brazil
Peru
Mexico
Spain
50,547
41,134
29,741
29,291
18,538
7,543
13,457
13,220
9,655
7,980
365,084
44,091
36,690
29,094
24,963
27,757
15,361
15,952
15,137
14,956
16,450
4,741
6,307
2014 2013
2014 2013
361,563
Sales by sector (in thousands of €).
75,000 150,000 300,000225,0000
Public sector
Telecom
Other
Manufacturing
and distribution
Utilities and
insurance
Financial
Institutions
Health
213,129
17,847
122,497
93,851
83,764
92,662
114,764
82.706
66,761
82,706
2,088
2,001
95,999
211,185
Sales by activity (in thousands of €).
75,000 150,000 300,000225,0000
Other
activities
Strategy and
Management
Consultancy
Software
Development
Technology
Consultancy for
Equipment
Systems
Maintenance
Services
77,908
29,831
3,846
60,094
51,506
4,451
297,048
295,255
2014 2013
2014 2013
182,267
197,047

ASSET
NON-CURRENT ASSETS 63,895 64,734
Intangible Assets 13,078 11,923
Software applications 6,557 6,462
Goodwill in consolidation 2,206 2,206
Other intangible assets 4,315 3,255
Tangible assets 18,955 22,155
Land and buildings 3,449 4,449
Technical installations and other tangible assets 15,206 17,267
Fixed assets under construction and advances 300 439
Long-term investment in associated companies 6,073 6,067
PHoldings consolidated using the equity method 5,498 5,347
Loans to associated companies 575 720
Long-term financial investments 2,717 2,738
Loans to third parties 81 115
Other financial assets 2,636 2,623
Deferred tax assets 23,072 21,851
TOTAL CURRENT ASSETS 242,032 235,131
Stocks 1,334 1,404
Advances to suppliers 1,334 1,404
Commercial debtors and other accounts receivable 203,156 203,039
Customer receivables for sales and services 183,401 186,109
Associated companies 23 -
Affiliated companies, clients 335 23
Other receivables 327 325
Staff 2,092 2,504
Current tax assets 366 313
Other loans from Public Administrations 16,612 13,765
Short-term investments with Group companies and associates 3,270 5,737
Loans to Group companies 2,759 5,723
Loans to associated companies 511 14
Short-term financial investments 9,204 3,427
Short-term accruals and deferrals 5,455 1,920
Cash and other cash equivalents 19,613 19,604
TOTAL ASSETS 305,927 299,865

SITUATION BALANCE.
31/03/2014 31/03/2013
NET EQUITY AND LIABILITIES
NET EQUITY 101,910 71,949
Equity 110,903 70,862
Capital 29,094 28,757
Issuing premium 44.662 -
Reserves and results from previous years 32,310 36,109
Legal and statutory 4,683 4,683
Other reserves 32,440 40,910
Negative merger reserve (18,119) (18,119)
Reserves at consolidated companies 13,306 8,635
Net income attributable to the parent company 4,837 624
Other shareholder contributions - 5,372
Adjustments for changes in value (9,651) 804
Translation differences (9,332) 2,076
Other adjustments for change in value (319) (1,272)
Grants, donations and bequests received 489 283
External partners 169 -
NON-CURRENT LIABILITIES 17,293 68,635
Long-term provisions 190 345
Other provisions 190 345
Long-term debts 8,720 60,637
Amounts owed to credit institutions 347 50,102
Finance lease creditors 2,544 4,166
Derivatives 19 1,808
Other financial liabilities 5,810 4,561
Long-term debts with group companies and associates 1,100 -
Debts with associated companies 1,100
Deferred tax liabilities 7,284 7,653
CURRENT LIABILITIES 186,724 159,281
Short-term debts 15,428 41,735
Amounts owed to credit institutions 12,837 38,895
Finance lease creditors 1,759 1,735
Derivatives 419 30
Other financial liabilities 413 1,075
Short-term debts with Group companies and associates 69,051 8,866
Debts with group companies 69,051 7,766
Debts with associated companies - 1,100
Commercial creditors and other accounts payable 102,245 108,680
Suppliers 41,488 28,577
Sundry creditors 1,413 1,383
Personnel (pending remuneration) 26,862 30,082
Current tax liabilities 2,256 3,718
Other debts with Public Administrations 19,966 21,371
Customer advances 10,260 23,549
TOTAL EQUITY AND LIABILITIES 305,927 299,865
31/03/2014 31/03/2013

CONSOLIDATED INCOME STATEMENT
CONTINUING OPERATIONS

Net revenues 608,353 590,901
Service provision 608,353 590,901
Work carried out by the company for its assets 4,694 3,996
Supplies (185) -
Other operating income 427 514
Sundry and other current operating income 390 446
Operating subsidies incorporated into the results for the financial year 37 68
Staff expenses (432,542) (433,668)
Wages, salaries and similar expenses (334,213) (336,669)
Social charges (94,461) (94,777)
Provisions (3,868) (2,222)
Other operating costs (146,716) (138,927)
External services (142,553) (133,724)
Taxes (3,871) (4,667)
Losses, impairments and variation in provisions for commercial operations (291) (524)
Other current management costs (1) (12)
Amortization of fixed assets (10,249) (9,695)
Impairment and gains or losses on disposal of fixed assets (53) (615)
Impairments and losses - (415)
Gains or losses on disposal and others (53) (200)
Other results (500) (1,154)
OPERATING PROFIT 23,229 11,352
Financial income 664 367
From tradable securities and loans on fixed assets 664 367
Financial costs (9,477) (8,528)
Debts with associated companies (48) (20)
Interest on Short-term debts with the Sole Partner (112) -
On debts to third parties (9,317) (8,508)
Changes in the fair value of financial instruments (215) 42
Trading book and others (215) 42
Exchange Rate Differences (1,768) (2,184)
Impairment and profits and losses from disposal of financial instruments (156) -
FINANCIAL RESULTS (10,952) (10,303)
Share in profits (losses) of equity accounted companies (449) (479)
PROFITS BEFORE TAX 11,828 570
Income tax (6,969) 54
CONSOLIDATED PROFIT FOR THE YEAR 4,859 624
Gains and losses allocated to the parent company 4,837
Gains and losses allocated to external partners 22
31/03/2014 31/03/2013 OPERATING ACTIVITIES
Consolidated profit for the year before tax 11,828 570
Non-cash adjustments to reconcile profit before tax to net cash flows 17,300 17,620
Depreciation and amortization 10,249 9,695
Impairment losses - 415
Changes in provisions 291 524
Gains) losses from derecognition and disposal of non-current assets 53 200
Share in losses of associates 449 479
Finance income (664) (367)
Finance costs 10,036 8,528
Change in fair value of financial instruments (188) (42)
Exchange (gains) losses 1,768 2,184
Own work capitalized (internally generated intangible assets) (4,694) (3,996)
Working capital adjustments (12,205) (4,754)
Inventories 70 (368)
Trade and other receivables (382) (12,236)
Other current assets (3,535) 1,948
Trade and other payables (8.203) 5.757
Other non-current assets and liabilities (155) 145
Other cash flows from/(used in) operating activities (14,563) (13,684)
Interest paid (6,640) (9,839)
Interest received 664 367
Income tax receipts (payments) (8,587) (4,212)
NET CASH FLOWS (USED IN)/FROM OPERATING ACTIVITIES 2,360 (248)
Payments on investments (12,354) (11,946)
Group companies and associates (503) (4,977)
Intangible assets (1,876) (4,268)
Property, plant and equipment (4,218) (4,913)
Other financial assets (5,757) 2,212
Proceeds from investments 540 721
Intangible assets 1 665
Property, plant and equipment 539 56
NET CASH FLOWS USED IN INVESTING ACTIVITIES (11,814) (11,225)
Financial liabilities (657) (5)
Proceeds from issuance
Bank borrowings - 12,000
Repayment
Bank borrowings (78,880) (2,451)
Borrowings from related parties 64,250 1,250
Own equity instruments 1,159 280
Dividends paid 35,000 -
NET CASH FLOWS FROM/(USED IN) FINANCING ACTIVITIES 20,872 11,074
Exchange gains/(losses) on cash and cash equivalents (11,409) 2,591

Net increase/(decrease) in cash and cash equivalents 9 2,192
CASH AND CASH EQUIVALENTS, OPENING BALANCE 19,604 17,412
CASH AND CASH EQUIVALENTS, CLOSING BALANCE 19,613 19,604
31/03/2014 31/03/2013

STATEMENTS OF RECOGNIZED INCOME AND EXPENSE
CONSOLIDATED PROFIT FOR THE YEAR 4,859 (8,338)
Income and expense recognized directly in equity
From cash flow hedges 844 7
Grants, donations and bequests 206 275
Currency translation differences (11,408) 2,591
Tax effect (253) (2)
TOTAL INCOME AND EXPENSE RECOGNIZED DIRECTLY IN EQUITY (10,611) 2,871
Amounts Recycled to consolidated profit or loss
Cash flow hedges 517 -
Tax effect (155) -
TOTAL TRANSFERS TO THE PROFIT AND LOSS ACCOUNT 362 -
TOTAL CONSOLIDATED RECOGNIZED INCOME AND EXPENSE (5,390) (5,467)
31/03/2014 31/03/2013
BALANCEATMARCH31,2011
Consolidatedrecognizedincomeandexpense
Transactionswithshareholdersandowners
Appropriationofprofitfortheyear
Tradinginparentcompanyshares
Otherchangesinequity
Consolidatedrecognizedincomeandexpense
Transactionswithshareholdersandowners
Appropriationofprofitfortheyear
Issued
capital
Issue
Premium
Negative
merger
reserve
Legal
reserve
CONSOLIDATEDSTATEMENTOFTOTALCHANGESINEQUITY
28,757 - (18,119) 3,986 34,641 9,817 (515) 6,257 (1,277) 5,3728-68,927
- - - - - - 2.591 624 5 - 275-3,495
- - - - - - - - - - - --
- - - 697 6,269 (709) - (6,257) - - - --
- - - - - - - - - - - - --
- - - - - (473) - - - - - -(473)
28,757 - (18,119) 4,683 40,910 8,635 2,076 624 (1,272) 5,372 283-71,949
- - - - - - (11,408) 4,837 953 - 20622 (5,390)
- - - - - - - - - - -- -
337 44,662- - - - - - - - - -44,999
- -- - (3,842) 4,466 - (624) - - - - -
- -- - (10,000) - - - - - - -(10,000)
- -- - 5,372 - - - - (5,372) - - -
- -- - - 205 - - - - - 147352
29,094 44,662 (18,119) 4,683 32,440 13,306 (9,332) 4,837 (319) - 489169101,910
Voluntary
reserves
Translation
differences
Unrealized
gains
(losses)
reserve
Grants,
donationsand
bequests
Reserves
infully-
consolidated
subsidiaries
Profitfor
theyear
Other
owner
contributions
Minority
interest
TOTAL

REPORT
COVERAGE AND
INDICATORS
10

148 ___ ANNUAL REPORT 2013-2014 REPORT COVERAGE AND INDICATORS ___ 149
SCOPE OF THE REPORT.
The contents of this report date from April 1st,
2013 to March 31st, 2014. The report covers
the activities of everis Spain, S.L.U., as parent
company of the following companies: everis
Centers Group, S.L.U.; everis Centers, S.L.U.;
everis BPO, S.L.U.; everis Italia, Spa.; everis
Portugal, S.A.; everis México, S. de R.L. de
C.V.; everis Colombia, Ltda.; everis BPO
Colombia, Ltda.; everis Chile, S.A; everis
Training Chile Limitada; everis Centers Chile
Limitada; everis BPO Servicios Profesionales,
Técnicos y Tecnológicos Chile Limitada; everis
Brasil Consultoria de Negócios e Tecnología da
Informaçao Ltda.; everis Centers Brasil Tecnología
em Desenvolvimento de Soluçoes, Ltda.; everis
BPO Brasil Serviços Complementares a Empresas,
Ltda; everis Argentina, S.A.; everis Initiatives,
S.L.U.; EVERIS POLONIA Sp.zo.o.; everis
Perú S.A.C.; everis BPO, Perú, S.A.C.; everis
Energía y Mediambiente, S.L.U.; everis BPO
México, S. DE R.L. DE C.V.; everis USA, INC;
everisconsultancy, Limited; everis Aeroespacial
y Defensa, S.L.U.; everis Aragón, S.L.U.; I-deals
Innovation & Technology Venturing Services, S.L.;
everis Panamá, INC; BPXNet, Limited; everis
Mobile, S.L.U.; Fit Inversión en Talento Sociedad
de Capital Riesgo de Régimen Simplificado, S.A.;
EVERPROSS, S.L.U.; CETEL INGENIERÍA DE
SISTEMAS, S.L.U.; everis South Africa (PTY) LTD;
everis Centers Latam Limitada; NAE ACÚSTICA,
S.L.U.; EVERIS FINANCIAL ADVISORY SERVICES,
S.L.; everis, Outsourcing de Processos, Sociedade
Unipessoal, LDA; EVERIS SES BRASIL LTDA.;
and EVERIS INFRASTRUCTURE TECHNICAL
SUPPORT, S.L.U.

This report is addressed to both the stakeholders
(current and former partners and employees,
current and potential clients, suppliers and
universities) and to any person or group that may
be interested in our company. In fact, since this is a
public report, it is available both on the internet and
on the company’s Intranet.
We have tried to clearly and concisely reflect the
corporate activities of the last fiscal year in terms of
business, the environment and financial figures.
For measurement of the indicators, the Guide for
preparation of sustainability reports version 3.1 has
been used and the report achieves the GRI level
of A+ in the Global Reporting Initiative.
Materiality.
Identification and understanding of hose
sustainability topics relevant to the stakeholders
and that may result in risks or opportunities for the
image or reputation of everis.
Participation of stakeholders.
everis has identified its major stakeholders, taking
into consideration those who have influence over
the company's activities and those who are affected
by them.
A fundamental part of the materiality study carried
out was consultation with stakeholders, using
interviews to assess their main concerns. The
objective is, among others, to identify the risks
and objectives of our company on the subject of
sustainability, in terms of the consultancy sector.
Sustainability context.
Quantitative and qualitative data on the various
topics covered in the report are presented to
position the company management with regard to
the relevant indicators.
Completeness.
The indicators presented in this report provide data
for the whole everis Group. These indicators are
supplemented by boxes or graphics when they
need to be highlighted because of the importance
they had in 2010 and the first quarter of 2011.
Balance.
Both favorable and unfavorable financial statements
are presented for the company for the period
reported.
Comparability.
The reference framework for future sustainability
reports is established.
Accuracy.
The most appropriate measuring techniques
and calculation bases have been used for the
indicators in the report.
Frequency .
This year, we begin with the inclusion of
information regarding sustainability that we will
incorporate into future annual editions.
Clarity.
Use is made of different types of visual aids to
ensure this report is accessible for all stakeholders.
Furthermore, we use plain language and, if
necessary, incorporate conceptual definitions.

REPORT PREPARATION PROCESS.
In order to define the content of this corporate
report, the valuations of the various heads of the
companies have been analyzed that are directly
related to our stakeholders as well as the opinions
of both our internal stakeholders (employees) and
external ones (suppliers, clients, university.)
The issues and questions concerning sustainable
development that are important and relevant
to everis have been considered in the report to
provide a complete, balanced overview, adapted
to the needs and interests of our most important
stakeholders. To determine what issues or topics
are important, we have considered:
·· In determining the content to be covered in
the report we considered the priorities of our
stakeholders. To this end, we launched a survey
to assess priorities and the materiality of the
content.
·· Significant risks that may affect the company’s
operations and business.
·· Contribution to the improvement or worsening
of the social, environmental and economic
consequences of our activity.
Analysis of surveys.
The materiality survey, based on recommendations
in the "Engagement with Stakeholders" manual,
AccountAbility (2006), and the changes introduced
in the 2011 draft, has allowed stakeholders’
priorities to be analyzed in relation to the rating
thereof by people in decision-making positions
within the group.
The following table shows the results of the analysis
of the surveys answered by the various groups. A
rating scale with five degrees of importance has
been devised and applied to the corresponding
themes to set priorities within each group.
Diagnostics.
Risks
Maximizing our NTT DATA abilities
Staff turnover rate
Finding global suppliers
No risk
Risks
Environment
Social Responsibility
Participation in Society
Human Rights and Corruption
Relationship with customers
Project process improvement
Environment
Relationship with shareholders
Relationship with customers
Relationship with suppliers
Environment
Relationship with suppliers
Purchasing process improvement
Environment
Stakeholders
Clients
Employees
Suppliers
Academia
Stakeholders
Clients
Employees
Suppliers
University
Ensuring that they continue to comply
with the Policies
with the Policies
with the Policies
Delivering results on the
expectations created
Objectives
Objectives
Greater loyalty building
Negotiating better conditions as
a group
with the Policies
everis
UniversityClients
EmployeesSuppliers

In order to produce this report, the following steps
have been taken:
1. Meetings with each everis department head
who has any kind of direct relationship with our
stakeholders.
2. Summary of the corporate actions and initiatives
taken throughout this fiscal year on corporate,
economic or environmental issues.
3. Collection of information on actions completed
with and for our stakeholders.
4. Request of the GRI indicators from the internal
department heads in each of the subjects to be
covered.
5. Writing the report.
6. Submission of the report to each everis
department head to verify the collected content.
At everis, we identify and understand that
sustainability is one of our corporate values
(discerning generosity, responsible freedom and
creative energy.) Coherence and transparency are
keys to our mission and vision with each of the
stakeholders with whom we work, above all in order
to determine our risks and our opportunities for
improvement.
In everything, we seek to improve and strengthen
our relationships with our stakeholders through
open bilateral communication and to establish the
preparation of a complete study of the committed
materiality with sustainable development.
In addition, thanks to our company’s new stage with
NTT DATA, we find ourselves with new horizons
that strengthen and integrate the sustainability of
our business model.
Board processes to assess the organization’s
performance in terms of sustainability.
The Board of Directors, in the exercise of its
duties of governance and direction, takes into
consideration the guidelines and directives of
corporate governance based both on the applicable
standards, such as the codes and standards of
the market on the subject, plus the experience
and knowledge of its members, for the purpose
of driving optimal administration, supervision
and monitoring of corporate management, in
consideration of the same.
Thus, monthly monitoring is carried out of the
group activities on the subjects of People (Human
Resources), Production (quality control, profitability
and delivery), International, Regional and Local
Business Operations, as well as analysis of the
financial situation.
Thus, the diversity and experience derived from
the composition of the Board enables the analysis
of management information from the standpoint
of economic viability (corporate profitability
and growth) as well as social responsibility (to
employees, clients and other stakeholders),
facilitating those instructions or making the
decisions that enable the framing of a strategy
that takes such guidelines and directives into
account.
Additionally, as a corporate guideline, in its meetings
it executes monitoring through monographic
subjects, of the various aspects related to each of
the subjects mentioned, through their presentation
by an executive or third party (auditors, advisors,
collaborators, etc.), who gives his/her criteria for
group performance on the related topic, in order
to continue the corresponding debate among the
members of the Board.
Finally, through the operating of its Commissions
on Appointments and Remunerations, as well as
Auditing and Compliance, jointly with work by the
Advisory Council on People and Positioning and
Commercial Business Strategy, guidelines are
created and follow-up/monitoring is conducted,
to give a strategic orientation that incorporates
these guidelines and directives with leadership and
corporate social responsibility into the business
activities of the Group.
Sustainability assessment of the Board itself.
The Board of Directors, following the provisions
established by the Commission on Appointments
and Remunerations, periodically issues an
evaluation of the Board itself and on the other
hand, of its own members, led and managed by a
specialized consultancy (Spencer Stuart).
Among the aspects that that are analyzed and
evaluated with regard to Board activity and
involvement in operations, the Board has dealt with
and commented on aspects related to behaviors,
practices and standards of governability and criteria
for the administration of resources/employability
practices, and the consideration of the various
stakeholder interests. Other issues dealt with
include transparency in information regarding
services and activities, business relations and
practices with suppliers and business partners, or
the financial return on investment and protection of
the company’s assets, as well as the promotion of
the relationships in each country where the Group is
established, in the local context and culture.

Strategy and Analysis.
1.1- Statement from the most senior decision-maker of the organization.
1.2- Description of key impacts, risks, and opportunities.
ORGANIZATION PROFILE
2.1- Name of the organization.
2.2- Primary brands, products, and/or services.
2.3- Operational structure of the organization, including main
divisions, operating companies, subsidiaries, and joint ventures
2.4- Location of organization's headquarters.
2.5- Number of countries where the organization operates, and names of
countries with either major operations or that are specifically relevant to
the sustainability issues covered in the report.
2.6- Nature of ownership and legal form.
2.7- Markets served (including geographic breakdown, sectors served,
and types of customers/beneficiaries).
2.8- Scale of the reporting organization.
2.9- Significant changes during the reporting period regarding size,
structure, or ownership.
2.10- Awards received in the reporting period.
REPORT PARAMETERS
3.1- Reporting period (e.g., fiscal/calendar year) for information provided.
3.2- Date of most recent previous report (if any).
3.3- Reporting cycle (annual, biennial, etc.).
3.4- Contact point for questions regarding the report or its contents.
3.5- Process for defining report content.
3.6- Boundary of the report (e.g., countries, divisions, subsidiaries, leased
facilities, joint ventures, suppliers). See GRI Boundary Protocol for
further guidance.
3.7- State any specific limitations on the scope or boundary of the report
(see completeness principle for explanation of scope).
3.8- Basis for reporting on joint ventures, subsidiaries, leased facilities,
outsourced operations, and other entities that can significantly affect
comparability from period to period and/or between organizations.
3.9- Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to the
compilation of the Indicators and other information in the report. Explain
any decisions not to apply, or to substantially diverge from, the GRI
Indicator Protocols.
3.10- Explanation of the effect of any re-statements of information provided
in earlier reports, and the reasons for such re-statement (e.g., mergers/
acquisitions, change of base years/periods, nature of business,
measurement methods).
7.
7.
everis Spain SLU.
28-29, 32-34.
36.
Avenida de Manoteras, 52 – 28050
Madrid. España.
24.
136.
24,36.
21,140.
7,10-11.
117-121.
136.
2013-14.
Annual.
www.everis.com/spain/es-ES/inicio/
Paginas/contacto.aspx.
148-153.
24, 36.
148-153.
7, 10,22.
104-108.
Does not exist.
Page
INDICATORS
152.
153.
136.
71, 72, 76.
Strategy and Analysis.
4.9- Procedures of the highest governance body for overseeing the
organization'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.
4.10- Procedures of the highest governance body for overseeing the
organization'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.
4.11- Explanation of whether and how the precautionary approach or principle is
addressed by the organization.
4.12- Externally developed economic, environmental, and social charters,
principles, or other initiatives to which the organization subscribes or
endorses.
Page
3.11- Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
3.12- Table identifying the location of the Standard Disclosures in the report.
3.13- Policy and current practice with regard to seeking external assurance
for the report.
GOVERNANCE, COMMITMENT AND PARTICIPATION
4.1- Governance structure of the organization, including committees under the
highest governance body responsible for specific tasks, such as setting
strategy or organizational oversight.
4.2- Indicate whether the Chair of the highest governance body is also an
executive officer.
4.3- For organizations that have a unitary board structure, state the number and
gender of members of the highest governance body that are independent
and/or non-executive members.
4.4- Mechanisms for shareholders and employees to provide recommendations
or direction to the highest governance body.
4.5- Linkage between compensation for members of the highest governance
body, senior managers, and executives (including departure arrangements),
and the organization's performance (including social and environmental
performance).
4.6- Processes in place for the highest governance body to ensure conflicts of
interest are avoided.
4.7- Process for determining the composition, qualifications, and expertise of the
members of the highest governance body and its committees, including
any consideration of gender and other indicators of diversity.
4.8- Internally developed statements of mission or values, codes of conduct, and
principles relevant to economic, environmental, and social performance and
the status of their implementation.
Does not exist .
151-155.
External verification,
compliant with AA1000.
14-15, 17.
Yes, 17.
17.
10, 11.
15.
14, 153.
152,15.
25, 148-148.

140, 141, 142, 145.
37,38.
54, 68-69.
No government assistance received.
65. The salary level is a function of
employment level reached and no
difference by gender. In all locations the
minimum wage is above the sectoral and
local collective agreements.
No government assistance received.
138.
Unique process for the whole group.
75, 133.
137.
Economic aspects.
EC1- Direct economic value generated and distributed, including revenues,
operating costs, employee compensation, donations and other
community investments, retained earnings, and payments to capital
providers and governments.
EC2- Financial implications and other risks and opportunities for the
organization's activities due to climate change.
EC3- Coverage of the organization's defined benefit plan obligations.
EC4- Significant financial assistance received from government.
EC5- Range of ratios of standard entry level wage by gender compared to
local minimum wage at significant locations of operation.
EC6- Policy, practices, and proportion of spending on locally-based suppliers
at significant locations of operation.
EC7- Procedures for local hiring and proportion of senior management hired
from the local community at significant locations of operation.
EC8- Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind, or pro
bono engagement.
EC9- Understanding and describing significant indirect economic impacts,
including the extent of impacts.
Page
4.13-Memberships in associations (such as industry associations) and/or
national/international advocacy organizations in which the organization:
* Has positions in governance bodies; * Participates in projects or
committees; * Provides substantive funding beyond routine membership
dues; or * Views membership as strategic.
4.14- List of stakeholder groups engaged by the organization.
4.15- Basis for identification and selection of stakeholders with whom to engage.
4.16- Approaches to stakeholder engagement, including frequency of
engagement by type and by stakeholder group.
4.17- Approaches to stakeholder engagement, including frequency of
engagement by type and by stakeholder group.
74, 94, 96.
151.
148.
Customers: Survey, once a year.
Employees: Survey, once a year. Suppliers:
Survey, once a year. University: Survey,
once a year. The providers and universities
surveys become part of the sustainability
report. The employee and customer
surveys are conducted within the process
of continuous improvement of the
company.
151.
Environment.
EN1- Materials used by weight or volume.
EN2- Percentage of materials used that are recycled input materials.
EN3- Direct energy consumption by primary energy source.
EN4- Indirect energy consumption by primary source.
EN5- Energy saved due to conservation and efficiency improvements.
EN6- Initiatives to provide energy-efficient or renewable energy based
products and services, and reductions in energy requirements as a
result of these initiatives.
EN7- Initiatives to reduce indirect energy consumption and
reductions achieved.
EN8- Total water withdrawal by source.
EN9- Water sources significantly affected by withdrawal of water.
EN10- Percentage and total volume of water recycled and reused.
EN11- Location and size of land owned, leased, managed in, or adjacent to,
protected areas and areas of high biodiversity value outside protected
areas.
EN12- Description of significant impacts of activities, products, and services
on biodiversity in protected areas and areas of high biodiversity value
outside protected areas.
EN13- Habitats protected or restored.
EN14- Strategies, current actions, and future plans for managing impacts on
biodiversity.
EN15- Number of IUCN Red List species and national conservation list
species with habitats in areas affected by operations, by level of
extinction risk.
EN16- Total direct and indirect greenhouse gas emissions by weight.
EN17- Other relevant indirect greenhouse gas emissions by weight.
EN18- Initiatives to reduce greenhouse gas emissions and reductions
achieved.
EN19- Emissions of ozone-depleting substances by weight.
EN20- NOx, SOx, and other significant air emissions by type and weight.
EN21- Total water discharge by quality and destination.
EN22- Total weight of waste by type and disposal method.
EN23- Total number and volume of significant spills.
EN24- Weight of transported, imported, exported, or treated waste deemed
hazardous under the terms of the Basel Convention Annex I, II, III, and
VIII, and percentage of transported waste shipped internationally.
EN25- Identity, size, protected status, and biodiversity value of water
bodies and related habitats significantly affected by the reporting
organization's discharges of water and runoff.
EN26- Initiatives to mitigate environmental impacts of products and services,
and extent of impact mitigation.
104-110.
104-110.
No consumption.
104-110.
104-110.
108-110.
108-110.
All water used is used for human
consumption. No water is used directly
taken from any source but is provided
by the municipal services of every
place in which everis has offices. Total
consumption is 1,346,640 m3.
For human consumption only.
For human consumption only .
No work on protected areas.
None. No work on protected areas.
101-103.
104-106.
104-106.
108-110.
106.
There are no Nox or Sox emissions
For human consumption.
104-106.
None.
None .
None.
everis services do not cause
environmental impact.
Page

EN27- Percentage of products sold and their packaging materials that are
reclaimed by category.
EN28- Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with environmental laws and
regulations.
EN29- Significant environmental impacts of transporting products and other
goods and materials used for the organization's operations, and
transporting members of the workforce.
EN30- Total environmental protection expenditures and investments by type.
everis services do not use packaging.
There has been no fines.
everis not use transportation services.
No measurement tools are used
Page
55-57.
100% of employees (10,850) have a
permanent full-time contract, which: 3,136
are women and 7,714 are men.
60-64.
All employees have
the same benefits. 54, 69.
All people.
According to legal regulations.
No committees.
68.
According to legal regulations.
No unions.
47-48.
46.
47-48.
17,55-58.
65-67.
Female: 98%. Male: 100%.
Labor practices and decent work.
LA1- Total workforce by employment type, employment contract, and region,
broken down by gender.
LA2- Total number and rate of new employee hires and employee turnover by
age group, gender, and region.
LA3- Benefits provided to full-time employees that are not provided to
temporary or part-time employees, by major operations.
LA4- Percentage of employees covered by collective bargaining agreements.
LA5- Minimum notice period(s) regarding significant operational changes,
including whether it is specified in collective agreements.
LA6- Percentage of total workforce represented in formal joint management-
worker health and safety committees that help monitor and advise on
occupational health and safety programs
LA7- Rates of injury, occupational diseases, lost days, and absenteeism, and
number of work-related fatalities by region and by gender.
LA8- Education, training, counseling, prevention, and risk-control programs
in place to assist workforce members, their families, or community
members regarding serious diseases.
LA9- Health and safety topics covered in formal agreements with
trade unions.
LA10- Average hours of training per year per employee by gender, and by
employee category.
LA11- Programs for skills management and lifelong learning that support the
continued employability of employees and assist them in managing
career endings.
LA12- Percentage of employees receiving regular performance and career
development reviews, by gender.
LA13- Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority group
membership, and other indicators of diversity.
LA14- Ratio of basic salary and remuneration of women to men by employee
category, by significant locations of operation.
LA15- Return to work and retention rates after parental leave, by gender.
It was not necessary, all agreements
are subject to the Code of Ethics
of the company
none.
To joining the company. 100%.
No events registered.
there are not activities in which the right
to freedom of association and collective
bargaining may be at risk.
No activities involving a risk for incidents
of child exploitation.
there are not activities in which the right
to freedom of association and collective
bargaining may be at risk.
All employees at the beginning of his
career, receive training on human rights.
Employees of Security Companies receive
training in accordance with the laws of
each country. everis not involved in such
training. human rights that are relevant to
operations.
There has been no incident involving the
violation of indigenous rights.
No operations have been to review.
There has been no formal or
informal grievances.
Human rights.
HR1- Percentage and total number of significant investment agreements and
contracts that include clauses incorporating human rights concerns, or
that have undergone human rights screening.
HR2- Percentage of significant suppliers, contractors and other business
partners that have undergone human rights screening, and actions taken.
HR3- Total hours of employee training on policies and procedures concerning
aspects of human rights that are relevant to operations, including the
percentage of employees trained.
HR4- Total number of incidents of discrimination and corrective actions taken.
HR5- Operations and significant suppliers identified in which the right to
exercise freedom of association and collective bargaining may be violated
or at significant risk, and actions taken to support these rights.
HR6- Operations and significant suppliers identified as having significant risk for
incidents of child labor, and measures taken to contribute to the effective
abolition of child labor.
HR7- Operations and significant suppliers identified as having significant risk for
incidents of forced or compulsory labor, and measures to contribute to
the elimination of all forms of forced or compulsory labor.
HR8- Percentage of security personnel trained in the organization's policies
or procedures concerning aspects of human rights that are relevant to
operations.
HR9- Total number of incidents of violations involving rights of indigenous
people and actions taken.
HR10- Percentage and total number of operations that have been subject to
human rights reviews and/or impact assessments.
HR11- Number of grievances related to human rights filed, addressed and
resolved through formal grievance mechanisms.
Page

Neither product has impact against
health os safety of persons
None.
Operational handbooks. 100%.
None.
122, 151.
There has been no marketing or
communications in which to report about
adherence to programs of compliance with
laws, rules or voluntary codes.
None.
None.
There have been no fines or
non-compliance. use of products
and services.
Product liability.
RP1- Life cycle stages in which health and safety impacts of products and
services are assessed for improvement, and percentage of significant
products and services categories subject to such procedures.
PR2- Total number of incidents of non-compliance with regulations and
voluntary codes concerning health and safety impacts of products and
services during their life cycle, by type of outcomes.
RP3- Type of product and service information required by procedures,
and percentage of significant products and services subject to such
information requirements.
RP4- Total number of incidents of non-compliance with regulations and
voluntary codes concerning product and service information and
labeling, by type of outcomes.
RP5- Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction.
RP6- Programs for adherence to laws, standards, and voluntary codes
related to marketing communications, there has been no marketing or
communications in which to report about adherence to programs of
compliance with laws, rules or voluntary codes. including advertising,
promotion, and sponsorship.
RP7- Total number of incidents of non-compliance with regulations and
voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship by type of outcomes.
RP8- Total number of substantiated complaints regarding breaches of
customer privacy and losses of customer data.
RP9- Monetary value of significant fines for non-compliance with laws
and regulations concerning the provision and use of products
and services.
Page
39, 40.
100%.
100%.
There have been no incidents of corruption
during The period covered by the report.
No involvement in lobbying.
No financial or in-kind contributions
to political parties.
There have been no actions for monopoly
practices or against the laws of free.
competition.
There have been no fines.
There has been no negative
Impacts operations.
There has been no negative
Impacts operations.
Society.
SO1- Percentage of operations with implemented local community
engagement, impact assessments, and development programs.
SO2- Percentage and total number of business units analyzed for risks
related to corruption.
SO3- Percentage of employees trained in organization's anti-corruption
policies and procedures.
SO4- Actions taken in response to incidents of corruption.
SO5- Public policy positions and participation in public policy
development and lobbying.
SO6- Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country.
SO7- Total number of legal actions for anti-competitive behavior, anti-trust,
and monopoly practices and their outcomes.
SO8- Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations.
SO9- Operations with significant potential or actual negative impacts on local
communities.
SO10- Prevention and mitigation measures implemented in operations with
significant potential or actual negative impacts on local communities.
Report verification.
The report has achieved an A+ application rating as verified by the Digital Intelligent
Company SL, on the basis of the Sustainability Assurance Standard AA1000 AS
(2008) from AccountAbility stating that it complies with the Global Reporting Initiative’s
Sustainability Reporting Guidelines (G3.1).
Digital Intelligent Company SL (Digitalic) is an external audit company and is independent
of everis Spain, SLU and has the GRI Certified Training Module on Stakeholder
Engagement for Spain. For more information contact:
spain.marketing@everis.com
everis Spain, Avda, Manoteras, 52 28050 Madrid

everis.com
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