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9
Operation and financial review
Overview
85
Worldline
2016 Registration Document
including them early on and in the decision-making process,
expanding team sizes in response to greater demand levels,
and creating specific purchasing milestones in bid and
budget processes;
Purchasing.
Continue to expand the involvement of the
●
Group’s procurement teams to leverage the Group’s best
practices and scale, by systematically involving
procurement teams throughout a project’s lifecycle,
Workforce management.
Reinforce the optimization of our
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production capacity management, by ensuring the right
resources are allocated to the various projects whatever
their localization. This includes the development of offshore
services for our various countries in addition to onshore
resources that are closer to the client;
work and attract and retain top talent;
standard methodology designed to strengthen operations
across the Group, develop customer loyalty and leverage
the skills and creativity of staff to increase operational
efficiency, improve quality of service, promote well-being at
Lean.
Continue with and follow up on the implementation of
●
the “lean” program initiated by Atos, which applies a
Real estate.
Optimize the Group’s real estate in order to
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ensure adequate office space for our employees at the best
market price.
Five new initiatives have been added to the program:
industrializing the tools and production processes, pursuing
the Cloud transformation and rationalizing the hosting and
localization of the datacentres;
Make or buy infrastructure:
Optimize the Group’s IT
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infrastructure by rationalizing the solution offerings,
processes automatization and robotization of IT tasks in
order to create productivity gains and increase the quality of
service. This will be enabled by the quicker delivery of some
Robotics & automation:
Introducing in our production
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IT tasks by robots in operation 24x7 and therefore by
limiting to the maximum extent human errors;
best practices;
adapting the associated processes, organization and tools.
This will go along the automation of testing work and the
unification of development tools, in order to unify the
developers’ practices and have them evolve towards market
1
st
time right development:
Promote new ways of working
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by promoting Agile/DevOps development methods and by
the incident management through tooling, process and
fixing in application, in procedures or in terms of
organization;
organization optimization around three axis: incident
forecasting, incident detection and problem solving. The
purpose is to increase the visibility of the root cause and the
frequency of the incident in order to perform deeper bug
Zero incident objective:
Automate, reinforce and improve
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and identification of new solutions to be included in the
portfolio. Roll out portfolio management across all Worldline
activities to push further their usability, to avoid duplication
of solutions and accelerate the sales process towards
customers.
portfolio through better management, pricing calculation
From App to Product portfolio:
Structure our product
●
needs, and pursue cross-selling opportunities to bring a fuller
range of Worldline products to its existing clients, and
incentivizing Worldline’s sales force by further optimizing
variable compensation schemes.
sales effectiveness initiative designed to enhance sales by
increasing the amount of time spent by sales teams on pure
marketing and client-facing activities, establishing commercial
action plans to ensure clear sales priorities, address clients’
In addition to the cost cutting initiatives, TEAM also includes a
Atos Services
9.1.2.11
services on an arm’s length basis. The amount paid to Atos for
these services was €
106.9 million and 120.5 million in 2016 and
2015 respectively. For a description of the agreements related to
Atos provides the Group with a number of support and IT
these services, see Section
19.1.1, “Service Agreements” and
Note
27 to the Consolidated Financial Statements.
The principal categories of expenses billed to the Group by Atos
include:
Rental costs.
The Group pays Atos for its share of the rental
●
cost of shared facilities. This charge is recorded under
“Operating Expenses” under the line item “rent and lease
expense”;
maintenance services to the Group. These expenses are
recorded under the line item “subcontracting costs”;
cost of Atos personnel that provide IT services and
Subcontracting costs.
Atos rebills the Group, at a price
●
based on Atos’ actual costs plus an agreed margin, for the
General and administrative expenses.
Atos also provides
●
the Group with support services for corporate office
functions, including accounting and HR related services.
These costs are recorded under the line item “Operating
Expenses” under “other charges”;
with funding on an arm’s length basis. These costs are
Financing charges.
The Atos group provides the Group
●
recorded under “financial expenses”.