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D
Corporate Responsibility
D.2
Being a Responsible employer
Trusted partner for your Digital Journey
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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
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.
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
Sales capabilities
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.
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.
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
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