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D
Corporate Responsibility
D.2
Being a Responsible employer
Trusted partner for your Digital Journey
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Atos Group Compensation Policy
for IT services and payments solutions, and to become a
reference Wellbeing@work Company.
Atos’ compensation policy is designed to support the Group 2016
Strategic Ambition to reinforce its position as Tier One Company
The Compensation policy is based on Atos Human Resources
values and aims:
to attract and retain talents;
•
to reward performance and innovation collectively and
•
individually in a balanced and competitive way.
Communication Technology) market to ensure the Group
competitiveness, both in level and structure, and ensure that
regulations, the Group conducts an annual benchmarking
exercise with Atos competitors in the ICT (Information and
compensation packages are in line with market practices in
every location.
To reach those objectives, which will be implemented in the
countries where Atos operates according to local specificities and
The Atos Total Compensation Package includes a fixed salary, a
incentives such as stock-options and performance shares.
variable bonus for eligible employees and benefits aligned with
market practice. Key individuals may also receive Long Term
Atos variable remuneration
This approach fosters ambitious objectives setting, and
contributes to the alignment of business and strategic goals with
For several years, Atos implemented a semester, and not
annual, bonus policy, based on the Bonus Score Card principles.
missions assigned to employees.
Targets are split in four major categories:
and Operating Margin);
Financial Objectives, cascading Group targets at employee’s
•
scope (mainly External Revenue, Order Entry, Free Cash Flow
applicable especially to Sales and Global Functions;
Quality, such as customer satisfaction survey results,
•
Efficiency Objectives, such as individual objectives linked to
•
TOP programs deployment;
development and also including the Wellbeing@work initiative
roll-out.
Managerial or individual objectives, focused on people
•
Variable Compensation Policy encourages the Group employees
to deliver the best collective and individual performance. The
are SMART (Specific, Measurable, Achievable, Relevant and
Time-related). The Executive Committee ensures that the
financial results of Atos have a real impact on bonus payouts at
all levels and for all functions.
Global Variable Compensation Policy to make sure that it is
aligned with the Group’s operational strategy and that objectives
Each semester, the Group Executive Committee reviews the
Reward and Recognition Programs
initiative, such as:
great contributor to be recognized at fair value, the Group
rolls-out major programs, as part of the Wellbeing@work
Recognition is a key motivating factor. In order to allow every
reward their teams according to three levels (Bronze, Silver
and Gold) for exceptional performances. In 2016, 13,821
“Accolade”,
which empowers managers to instantaneously
•
Accolades have been distributed over the countries in which
Atos operates in the world;
key players are invited to a dedicated ceremony with the
Group Executive Committee.
“Success Story Awards”
, which rewards the best project
•
Geographic Business Units and Global Divisions' levels. This
program is promoted through extensive communication and
teams working at clients' offices. Group Executive Committee
selects the best projects after a first selection done at
Remuneration analysis
where the ratio between the highest OTE and the median one is
below 10
[G4-54]
.
Atos ensures its competitiveness in the market . It results in
2016 that 25% of the Atos population working in a country
Ratio between the highest OTE and themedian OTE
% of the
Headcount
Under 10
25%
10<x<20
54%
More than 20
21%
TOTAL
100%
[G4-55]
increased, with more employees now reflected in these two
remuneration's levels in local employment markets, both the
categories of “<10” and “More than 20” have somewhat
In 2016, in line with Atos’ policy to reinforce evolution of
categories in comparison to 2015, and consequently a smaller
percentage of the workforce is categorized in “10 < X > 20 “.
Employee stock ownership andmanagement: long
term incentive plans
Employee stock ownership plans
In 2011, 2012 and 2014, Atos has been running a large
possibility to buy Atos shares according to two kinds of vehicles:
Employee Stock Ownership plan opened to a large number of
employees. These plans, called Sprint, offered to employees the
Sprint Dynamic, which offered a 20% discount on Atos
•
reference Share Price;
providing also a capital guarantee in euro.
Sprint Secure, which allowed employees to buy units of a
•
leveraged product benefiting from the share value growth,
increase of eligible employees (from 60,000 to 70,000) and
participating countries (from 14 to 27). The number of
Sprint operations have been implemented with a significant
subscribers has increased since 2012, with more than 2,700 Atos
employees subscribing in 2014.