Atos - Registration Document 2016

D Corporate Responsibility D.2

Being a Responsible employer

SDMAcademy Academy in cooperation with ESCP Business School. This strategic training program around all aspects of Service Delivery and Client Management was conducted by 125 participants worldwide. It is planned to deploy this further and increase the In 2016, Atos launched the Service Delivery Management number of participants in 2017. Gold for Experts The Gold for Experts Program was launched in 2013 in cooperation with the Institute for Manufacturing Education and Consultancy Services (IfM ECS) of Cambridge University in the United Kingdom, and the Paderborn University in Germany. The goal is to give to Atos Talents with expert profiles a vision and capability to define innovative end-to-end solutions, helping clients to gain competitive advantage.

Experts Policy Development of expertise – attracting, retaining and growing key experts - it is essential to Atos leadership position in the digital market. This is the reason why Atos has developed and implemented an expert policy including a dedicated career path. Four levels of qualification have been established - Fellows, Distinguished Experts, Senior Experts - around 13 technology macro domains and 62 experts domains. Experts have been asked to propose themselves to be qualified as such. Candidates’ files have been reviewed by Expert qualification internal bodies. This process allows Atos to identify more than 2,000 digital experts. In addition, dedicated worldwide events sponsored by Executive Committee members, have been launched on key technology domains such as Internet Of Things, Security, Big data, Automation & Robotics. The objective was to share an end to end vision of these domains across Atos divisions from management of infrastructure to applications and functional systems. Such events included a 98% satisfaction rate.

Right People with the right skills D.2.1.2

[G4-DMA-Training and education] [G4-LA9] [G4-LA10] [G4-LA11]

critical skills such as Project and Service Delivery Management, Architecture, Sales and Leadership. Overall, the Atos workforce benefited from in average 18.47 hours of formal training per employee [G4-LA9] . A vast training catalogue counting over 10,000 courses is proposed to every Atos employee, and a number of programs are being deployed by Atos University to develop the most Furthermore, because employees spend much more time learning informally on-the-job, in a digital environment such as ‘YouTube’ or collaboratively in coaching or peer communities, Atos is planning to report such learning based on the hours of education recorded in the ESS time-sheeting tool. In 2016, Atos estimated the number of hours of informal training being superior to 30 hours a year by employee. Accordingly, there were almost 3.3 million hours of education reported for 2016. This represents an average of 41.98 hours per employee. The Company plans to capture this effort more effectively in line with the clear path to digitization. knowledge as effective as possible. Selling digital services requires a trusted, consultative & digitally literate sales force. Atos has deployed a new Sales Methodology in addition to further key training programs within the Sales Academy. In addition to that, Atos has started to launch adaptive training courses around key portfolio offerings, so that the Atos Sales representatives can acquire the required Service Delivery capabilities To equip its workforce with digital solutions design and delivery capabilities, Atos invests heavily in training and certifications programs focusing on key technologies and skills required for Digital Transformation (e.g. virtualization, Internet of Things, big data, hybrid cloud, high performance computing). This effort is also supported by Atos’ eco-system of technology partners (e.g. Sales capabilities

EMC² Federation, Microsoft, SAP) and strategic alliances (Siemens, Xerox). identified per employee [G4-LA10] . At the end of 2016, Atos had an average of 21 different skills

Management capabilities

performance and development of Atos employees. Atos growth ambition in digital services requires vision and thought leadership from its top management, innovation and change leadership coupled with consulting and advisory skills for most of its employees, as well as behavioral compliance with job agility for every one of them. A specific training program addresses each of these requirements to equip and grow managers and employees of Atos, and develops an agile organization in which “Service to Clients” and “Innovation” are at the heart, and which optimally offers managerial support to the Careers within Atos In order to meet its strategic market development ambition, Atos needs to attract and develop talented professionals. Fo this, Atos needs to build end-to-end vision and processes related to career development and mobility. Career & Mobility department’s role is to leverage career development for Atos employees by coordinating and driving career path and mobility initiatives across the organizations. By providing career perspectives, Career and Mobility contributes to reduce attrition and increase Atos attractiveness. Every employee of Atos is entitled to an Individual Development Plan, as part of his/her regular career and performance conversations with the management. Atos reinforces systematic and consistent semester based objectives setting and appraisal reviews, supported by policies and tool. 83.90% of employees the last 12 months [G4-LA11] . This not only secures a solid basis for further development of Atos’ employees, but it also helps received regular performance and career development reviews in

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