Atos - Registration Document 2016

D Corporate Responsibility

D.1 Extra financial performance inAtos 2019 Ambition

regions with a coherent approach that strengthens Atos are located. Continuous efforts are made to bring all the day-to-day employees working life no matter or where they Atos aims to progressively set corporate responsibility in • and concerns; positioning as a multinational group integrating local needs open stakeholder dialogue in order to endorse strategic performance: Atos sets to itself the ambition to strengthen identifying challenges, establishing priorities, measuring •

materiality assessment that prioritizes the areas where the review of the challenges is yearly undertaken through a advancements of Atos Corporate Sustainability program. The indicators that will measure and publicly report the challenges for the Company as well as key performance regulations and international standards. market, trends in the ICT sector and compliancy with existing Group must focus on incorporating best practices in the

[G4-23] Governance

D.1.1.3

initiatives of the Group. at global and regional levels on the environmental and social Committee the latest achievements and planned objectives both He presents on a regular basis to the Group Executive Program and provides guidance on the actions to be performed. supervises Atos Corporate Responsibility and Sustainability Committee and reporting directly to the Chairman & CEO, The General Secretary, member of the Group Executive Sustainability Program. and implementation roadmap of the Corporate Responsibility and The Group Executive Committee is associated with the strategy entity led by a Program Director and composed of an international The Corporate Responsibility and Sustainability Office is a global

heads of corporate responsibility, as well as representatives of all team of around 20 people, including 10 Group Business Unit communications across Business Units and regions. targets follow up. Special channels are in place to facilitate to design, implement and monitor main axes of actions and support functions. Weekly and monthly workshops are organized positioning in the market. project proposals to strengthen corporate commitments and active think tanks feeding the program with innovative ideas and Wellbeing@work Council and Scientific Community members are

D

[G4-16] Atos’ stakeholders approach

D.1.2

employees, creating opportunities to develop services and innovation, enhancing its appeal among clients, investors and business operations, whether by showcasing Atos’ capacity for public authorities. Stakeholder dialogue plays a critical role in business partners and suppliers, as well as communities and dialogue with all stakeholders, including clients, employees, Atos’ corporate responsibility process is supported by ongoing reputation. solutions with high growth potential or protecting the Group’s Dialogue takes place at every level of the organization: coordinate all the initiatives undertaken within Atos; primary interface for various international organizations and at a global level, corporate headquarter's teams serve as the • local stakeholders, especially national authorities. at a country level, local teams strive to foster close ties with •

three main purposes: The Atos’ framework regarding relations with stakeholders has mapping stakeholders’ expectations; • and their criticality to business operations; their relative importance to stakeholders, likeliness to happen prioritizing corporate responsibility issues in accordance with • Atos’ Corporate Responsibility performance. defining Key Performance Indicators to be followed to assess • based all its actions in order to: Global Reporting Initiative G4 guidelines on which Atos has referential and standards such as the AA1000 Standards and the This approach is defined according to several international

structure its stakeholders’ approach; • manage its annual materiality review; • guide its reporting process. •

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