2014 CSR rEPOrT...4 I 2014 CSR report 2014 CSR report I 5 1.1. Presentation of the Group 1.1.1....

2014 CSR rEPOrT

I 2014 CSR report 2014 CSR report I 2 3

ContentsContents

Contents

1. Presentation

1.1. Presentationofthegroup

1.2. Chairman’spledge

2. our Csr ambition

2.1. Ourmissionandcommitments

2.2. Responsiblegovernance

3. making our emPloyees the first instruments of Change and CorPorate resPonsibility

3.1. Acollaborative,cross-departmentalorganisation

3.2. Employeesatisfaction

3.3. Diversitypolicy

3.4. Trainingandcareerdevelopment

4. to be a Pioneer of CorPorate digital resPonsibility by develoPing ProjeCts Collaboratively, in the interests of soCiety and sustainable develoPment

4.1. Solutionsgearedtowardsreducingthenegative

impactacrossthesolutions'lifecycle

4.2. Promotingentrepreneurshipwithinour

ecosystem

4.3. Ourcommitmenttothesocialchallengeof

education

4.4. Ourresponsiblepurchasingpolicy

4.5. Innovativedigitalsolutionstoimprovethe

competitivenessofEuropeancompanies

5. our environmental PoliCy

6. about this rePort

6.1. Scopeandfrequencyofreporting

6.2. UNGlobalCompactcorrelationtable

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Presentation of the Group Presentation of the Group


1.1.PresentationoftheGroup

1.1.1. Profile

2014 group key figures :

over8,500 employees

€2.1billion revenuein2014

19 countries

Austria,Belgium,Brazil,Canada,CzechRepublic,France,Germany,Ireland,Italy,Luxembourg,Mexico,Morocco,TheNetherlands,Poland,Romania,Spain,Switzerland,UnitedKingdom,UnitedStates

6.4M assetsmanaged

13,093 tonnesofCO2 emittedbytheGroupin2014

1.6 tonnesofCO2emitted peremployeein2014

PRESENTATIONOF THE GROUP

01.

econocom:a european company specialising in the

digital transformation of businesses

econocoma european company specialising in the

digital transformation of businesses

countries

of experienceyears



about econocom

Econocom designs, finances and oversees companies’ digital transformation. With over8,500employeesin19countriesandrevenueinexcessof€2billion,Econocomhasalltherequisite abilities to ensure the successful implementationof large-scaledigital projects:consulting,sourcingandtechnologymanagementofdigitalassets,infrastructureservices,applicationsanddigitalsolutions,andprojectfinancing.

TheEconocomGroupsharehasbeenlistedontheEuronextNYSEinBrusselssince1986andispartoftheBelMidandTech40indices.

Our business segments

EconocomGrouphasfourareasofexpertise.

TECHNOLOGY MANAGEMENT & FINANCING: Innovative, tailored financing solutions toensuremoreeffectiveadministrativeandfinancialmanagementofabusiness’sdigitalassets.

PRODUCTS&SOLUTIONS:ServicesforIT,mobile,telecomsandmultimediahardwareandsoftware: consulting, sourcing, storage, customisation,delivery, installation,maintenanceandrecycling.

INFRASTRUCTURESERVICES,APPLICATIONS&DIGITALSOLUTIONS:Recognisedknowledgeof infrastructure (IT systems governance and security, consulting and integration, cloudtransformation, IT outsourcing, maintenance) and applications (digitalisation, new uses,collaborations,mobilesolutions,BigData,etc.)tosupportcompanies’digitaltransformation.

DIGITALMARKETPLACE:Acatalogueofcloud-basedbusinesssolutionsbuiltanddevelopedin-house and run on its own host infrastructure: mobile solutions for various business

Business Mix Revenue by geographical area

Services32%

Products&Solutions

18%2014

TechnologyManagement&Financing50%

Benelux15%

SouthernEurope18%

France53%

Restoftheworld14%

2014

sectors;expertmulti-OSmobilefleetmanagementservicescomprisingintegration,roll-out,maintenanceandsupport;telecomexpensemanagement,public&privatecloudhosting,100%cloud-basedSaaSHRISsolutions.

Withtheseareasofexpertise,EconocomhelpsbusinessestransformtheirITsystemsandoverseetheirdigitalprojects.

Infrastructure Services, Applications & Digital Solutions and the Digital Marketplace aregroupedtogetherundertheServicesbusinessline.

Our values

OurvaluesareacentralpartofourcorporatecultureandourCorporateSocialResponsibility(CSR)policy.

Econocom likes to be enterprising and likes people who areenterprising.Wehavebuiltoursuccessonthisentrepreneurialspiritwhichischerishedandencouragedamongourteams.At Econocom, anyone can be enterprising because they havethe freedomtoexplorenewavenuesandput their ideas intopractice.Andwewillsupporttheminthisinitiative-takingasitisasourceofinnovation,andwewillvaluetheresults.

We are continually confronted with new obstacles andchallenges in our projects. At Econocom, we look uponthe obstacles we face as opportunities to test our limits,gain a better understanding of a problem and thus find newsolutions.Ultimately, we will bounce back and move forward, all themoreconfident,skilled,andreadytostartover.

Facing reality isaboutwantingtoknow.Inordertomaximisethechancesofsuccess,weneedtoknowthebackground,ourclients’expectations,themarketsituationandourcompetitors’strengthsandweaknesses.ButatEconocom,self-knowledgeisjustasimportant:beingabletoassessourstrengthsobjectivelysowecansurpassourselvesandrevealourfullpotential,aswellasourweaknesses,sowecananalysethemandremedytheirconsequences.



The solutions we devise for our clients combine the talent,energyandcreativityofourfinancialengineering,distributionandservicesteamswithourpartners’technologies.At Econocom, we want to help our clients become morecompetitive and build innovative, effective solutions withthem that leverage the potential and complexity of digitaltechnologies.

At Econocom, we take responsibility for all the actions weundertake with respect to our clients, employees, suppliersandthecommunity.Wealsotakeresponsibilityforourfailuresbecausetheyaretheproofthatwehavebeendaring,andwecanlearnfromthem,startoverandsucceed.Weareproudofoursuccesses,bothindividualandcollective.

AtEconocom,Respect istherespectthatwestrivetohaveandtherespectweinspire.Therespectwestrivetohaveistherespectforotherpeopleandourself-respect.Respectforourpromises,ourcommitments,forajobwelldone,fordiversityandtheenvironment.The respect we inspire is for the skills we each have in ourparticularfield, throughourcourage,creativity,ourability toanticipateandouropen-mindedness.

1.1.2. 2014 key events

Acquisition of Osiatis Group

InSeptember2013EconocomGroupacquiredOsiatisGroup.Followingtheacquisition,thegroupdevotedconsiderableeffortstostructuringitsCSRpolicywiththeaimofexpandingontheinitiativesimplementedbyOsiatis.

2014wasthefirstyearinwhichthenewgroupcombineditsrespectiveCSRpolicies.Thisreportfor2014isthusEconocomGroup’sfirstCSRreportincludingOsiatis.

Strategic plan

Overview of the Mutation 2013-2017 strategic plan

Aspartofitsstrategicplan,EconocomaimstobecometheEuropeanpioneeroffinancingand technological integration for digital solutions. The plan should enable Econocom todoubleinsizeinfiveyears.

Thanks to its original positioningwhich combines technological andfinancial innovation,Econocomaimstohelpitsclientsadoptnewdigitaltechnologiesrapidlyandleveragethemtosupporttheirbusinessstrategies.

Inordertoachievethisambition,thegrouphassteppedupitsexpertiseindigitalservices.TheacquisitionofOsiatishasenabledEconocomtoestablishitselfasthepartnerofchoicefordefiningandintegratingcompanies’digitalsolutions.

Thegroupaimstouseitsexpertisetoassistitsclientsintheirdigitaltransformation.

Econocomisrollingoutitsinternationalexpansionstrategydependingonthematurityofeachcountry,andassuchhasidentifiedfourstrategicregions:• FranceandBenelux:thegroup’smaincontributorsanddriversforchange• SouthernEurope:rollingoutthemulti-activitybusinessmodel• Northern&EasternEurope:targetedbusinessapproach• TheAmericancontinent:openingnewhorizons.

Thegroupthusaimstodoubleitsannualrevenueto€3billionby2017.

Review of the first two years

2014sawthesuccessfulcompletionofthemajorconstructionandconsolidationmeasuresplannedaspartofEconocom’sMutationstrategicplan:• ThecompleteintegrationofOsiatisandbuildingapowerfulServicesdivision• Anewgrouporganisation in linewith thedigitalmarket: simpler,more responsive,

closer toclients,andasalways,witha focusonentrepreneurshipandempoweringemployees

• SettingupDigitalDimensionandspeedingupthedeploymentofB2B,digital,cloud-basedsolutions

• Over8,000employeesandthreecomplementarybusinesslinescoveringthefullvaluechainofdigitaltransformationprogrammes

• Ahealthyfinancialstructure.

Thispositivesituationmeansthegroupisnowinapositiontosuccessfullyaddressclients’needsandprojects,irrespectiveofthescaleordegreeofcomplexity.



Regarding itsmedium-term expansion plans in terms of industry sectors and areas, thegroupwillbefocusingonthefollowing:

• Security: audit,consulting,cyber-security for IoT.This is toaddressagrowingneedfrom corporate clients who are digitalising their business models and internalprocesses.As amajorpartnerhandling theseprojects, Econocomplans tooffer itsclientsacomprehensive,leading-edgeservicecatalogue.

• Infrastructure and network consulting: the cutting-edge skills required from theoutsetofdigitaltransformationprojects.

• Web & mobile business solutions: mobile and web business apps, e-commerce,enterprisesocialnetworks,etc.areincreasinglyrequiringinnovative,andinparticularopen-sourceplatforms.

• eHealth: inarapidly-growingmarket,EconocomplanstobeamajorplayerinclinicalBig Data, systems for optimising healthcare establishments and processes andinteroperabilityofmedicalsystems.

Structuring the group’s CSR policy and defining the CSR strategy

In 2014, the group decided to strengthen its CSR policy. This major project, which waslaunchedatthebeginningof2014,aimstosetagoalforthegroup’sCSRpolicyandcombinetheinitiativesimplementedbyOsiatisGroupandEconocomGroupbysharingbestpractices.

Inordertounderstandthesustainabledevelopmentchallengesoftheindustryandaddressthe expectations of our stakeholders as effectively as possible,we conducted interviewswitharound14internalandexternalstakeholders.Theinterviews,conductedbyanexternalconsultancy firm, were intended to encourage open discussions on all the sustainabledevelopmentissuesrelatingtoEconocomanditsindustry.

ThegrouphasnowbeguntherolloutphaseofitsCSRpolicy.

1.2.Chairman’spledge

AsaEuropeanproviderofbusiness-to-businessdigitalservices,withover8,500employeesin19countriessincetheacquisitionofOsiatisinSeptember2013,weareawareof:• The impact of our activities on the environment, via

the solutionswe offer and in terms of our own energyconsumptionandemissions.

• Our social responsibility, as a service provider, all themore so because as EconocomGroup grows,more andmore people come to rely on us: employees, clients,suppliers,financers,banks,etc.

• Our ethical role, in termsofourbusinesspracticesandeverydaybehaviour.

We therefore believe that our growth must be based on responsible value creation, i.e. products and services that respect people and the environment. For this reason we have pledged to implement, since 2012, a Corporate Social Responsibility (CSR) policy called “Ecoresponsible”.

Above and beyond the purely legal requirements, we have also made a number ofcommitments:To our shareholders: EnsuringtransparentcorporategovernanceTo our employees: FocusingonsocialprogressandemployeewellbeingTo our clients and partners: DevelopingresponsiblesolutionsTo our suppliers:ImplementingaresponsiblepurchasingpolicyTo society: offeringtailored,sustainabledigitalsolutionsthatfocusonbeneficiaries.

Forthisreason,wehavebeenamemberoftheUnitedNationsGlobalCompactsince2012.

The Group is proud to be responsible and to be involved in this sustainable approach. By honouring its commitments the company can incorporate, build and reorganise itsresources, both internal and external, in order to keep pace with the rapidly-changingenvironment.It’salsoaboutsharing:sharingexperiences,difficulties,successesandvaluecreation.

Jean-Louis Bouchard Chairman of Econocom

Our CSR ambition Our CSR ambition

12 13I 2014 CSR report 2014 CSR report I

OURCSRAMBITION

02.

2.1.Ourmissionandcommitments

Econocom’s CSR policy: completely digital and strongly socially-committed

In linewith the group’s strategy, our CSR policy is central to the digital transformation,Econocom’skeytargetmarket.Inordertosuccessfullyoverseebothourownandourclients’mutation,wehavemadeourCSRpolicyakeypartofourstrategysoitcanbeadriverforprogressanddevelopmentthatcanbenefitallourstakeholders.

Asarecognisedplayerinthedigitalserviceindustry,wemustincorporateandpromotetheethicalaspectsoforganisations’digital transformation.AtEconocom,CSR isessential forbusinessandcanenableustoofferinnovativesolutionstoourclients.

Major social issues such as education, healthcare, town planning, energy and theenvironmentrepresent immenseopportunitiesandrequiretherightdigitalsolutionsandanapproachthatfocusesonbeneficiaries’needs.ThisiswhyourCSRpolicyiscentraltoallourbusinesslinesandactivitiesandthusanintegralpartofthesolutionsweoffer.Weaim:

“To give organisations the benefits of digital by offering innovative, realistic, sustainable solutions to major social issues.”

Our ambition:

We strive to be recognised as a trustworthy partner that can offer digital solutions toaddress major social issues. We are firmly committed to societal challenges such aseducationandinnovatewithourecosystemtoofferresponsiblesolutionswhichcontributeto organisations’ overall performance and competitiveness. In order to achieve theseobjectives, ouremployees’ contribution is essential,which iswhywe intend topromoteandreinforceemployees’commitmentbyinvolvingtheminprojectsthatarebeneficialforEconocomandsociety.



Our commitments

InordertofulfilourCSRambitions,wehaveidentifiedtwokeycommitments,bothinternalandexternal,whichcoverthefollowingareas:

Tomakeouremployees thefirstinstruments

ofchangeandcorporateresponsibility

Promoteacollaborative,cross-departmentalorganisation

Ensureemployeesatisfaction

Promotetrainingandcareerdevelopment

Promotediversity

Adoptethicalbehaviourandgoodgovernancerules

TobeapioneerofCorporateDigitalResponsibilitybydevelopingprojectscollaboratively,intheinterestsofsocietyandsustainabledevelopment

Offersolutionstoreducethenegativeimpactacrosstheentirelifecycle

Committothesocietalchallengeofeducation

Promoteentrepreneurshipwithinourecosystem

Developaresponsiblepurchasingpolicy

Designsolutionstohelpimprovecompanies’competitiveedge

2.2.Responsiblegovernance

Different levels of management in charge of the CSR strategy

TheCSRpolicyismanagedatC-level,andoverseenbyBrunoGrossi,ExecutiveDirectorinchargeofStrategy,AcquisitionsandCommunication.

Véronique di Benedetto, VP France, is in charge of implementing the CSR policy, and isassistedbyManonPetitwhooverseesthedeploymentofthegroup’sCSRinitiatives.

EconocomGroupjoinedtheUnitedNationsGlobalCompactin2012andassuchpledgestopromotethetenprinciplesoftheGlobalCompactwithrespecttohumanandlabourrights,theenvironmentandanti-corruption.

The Ethics Charter: guidelines for behaviour

Econocomwantedtouniteallthegroup’sstaffbydraftinganEthicsCharterwhichsetsforththebestpracticesandbehaviourtheyshouldadoptonadailybasis,and in linewiththecorporatevalues.

In2013,thegroupadoptedtheEthicsCharter,whichwasdraftedjointlywiththeemployeerepresentative bodies and is based on the conventions of the International LabourOrganization(ILO)andtheprinciplesof theUnitedNationsGlobalCompact.ThisCharterlays down a set of intangible principles that should guide the actions of all the group'semployees. Employees thus pledge to uphold the values of the principles of integrity,respect,compliance,exemplarity,equityandresponsibility.

The group’s Ethics Charter is available in six languages. All the managers in charge ofcommunicatingandpromotingthechartertotheirteamsarefamiliarwithalltheaspectsofthedocument.

TheEthicsCharterisavailableonthegroup’swebsite:www.econocom.com



foCus on the ethiCs Charter

Econocomrunsitsbusinessaccordingtoastrictethicalframework.ThisCharterformsanintegralpartofthegeneralprinciplesgoverningitsactivities,alongwithcompliancewithapplicablelawsandregulations.

• Conflicts of interest:

Econocomwishes toavoidanyconflictsof interest. This implies thatnoemployeemaydeliberatelycompete,directlyorindirectly,withthegroup,orpossessafinancialinterestinthebusinessofasupplierorpartnerincompetitionwiththegroup.Ifsuchasituationweretoarise,Managementshouldbeinformed.ItwillthenensurethatanydecisionorchoicearisingfromthissituationismadebyindividualswhoareimpartialandabletoguaranteetheintegrityofEconocomGroup.

• Passive or active corruption:

Econocomcondemnsallactiveorpassivecorruptionorattemptstocorrupt,whetherdirectorindirect.

ActivecorruptionoccurswhenanEconocomGroupemployeeoffersanyclient,prospect,authorityorpartnerabenefit,invitationorgiftthatviolatesapplicablelawsorgoesbeyondthelimitsofwhatisreasonablyacceptableinabusinessenvironmentorthatcouldbeconstruedasanattempttoinfluencetheimpartialjudgementofthatthirdparty.

PassivecorruptionoccurswhenanEconocomGroupemployeeacceptsabenefit,invitationorgiftofferedbyasupplierorpartnerinviolationofthelegalandregulatoryframeworkorthatgoesbeyondthelimitsofwhatisreasonablyacceptableorthatcouldbeseenasameanstoinfluencehisorherimpartialbusinessjudgement.

Itisstrictlyforbiddentoacceptanygifts,invitationsorbenefitsofanykindduringinvitationstotenderfromclientsorsuppliers.

Anyemployeefacedwithsuchasituationshouldimmediatelyinformhisorhersuperiorswhowillrecommendanappropriatecourseofactionandwill, ifnecessary,consultthegroup'slegaldepartment.

• Use of the company's assets or financial data:

EconocomGroupcondemnsanyuseofcompanyassets,resources,equipment,dataorfinancesforpersonalreasonsorinanunauthorisedmanner.

• Communicating on the company’s offering and products:

Econocomendeavourstoprovideinformationonitsofferingsandproductsingoodfaith.

Anti-corruption

InaccordancewithitsEthicsCharteranditsmembershipoftheUnitedNationsGlobalCompact(inparticularthe10thPrincipleoftheGlobalCompact),thegrouppledgestofightagainstcorruption.

Econocomhas implementedasetofprocedurestofightcorruptionandprohibittheuseofcompanygoods,resources,equipment,dataorfinancialelementsforpersonaluseoranyunauthorisednon-professionalpurposes.Thisinvolvesconductingauditsofthevariousdepartmentsinvolved:• Asaclient:thePurchasingdept.,forexample:drawingupalistofapprovedsuppliers,

allocatingpurchases,etc.• Asasupplier:Econocomhasimplementedanumberofmeasurestopreventcorruption: -Nocirculationofsubstantialvolumesofcashwithinthecompany -Expenseclaimsareinspectedandapprovedbylinemanagers -TheonlycommissionspaidtothirdpartiesaretoBusinessPartnersforintroducing

deals.Thefinancialtermsandconditions(calculatingthecommission,billing,payment,caponcommissions,etc.)aresetforthinourcontracts.

Everyyear,the“giftsforclients”columninourAccountsfeaturesanegligibleamount.

Conflicts of interest, fraud, money-laundering

Conflictsofinterestsarelimitedasanumberofpeopleareinvolvedintheprocess.Toensuretightercontrol,Econocomhasintroducedasecondsignaturesystem.

Econocom’sinternalmemossetforthitsethicalpolicy.Anyarbitrationsaremadebymanagersorbytheappropriatechannels.

Money-launderingispreventedasall incomingfundsarecheckedagainst invoicesbyourStatutoryAuditors.

Making our employees the first instruments of change and corporate responsibility

192014 CSR report I

Presentation of the Group

I 2014 CSR report18

MAKINGOUREMPLOYEESTHEFIRSTINSTRUMENTSOFCHANGEANDCORPORaTE RESPONSIBILITY

03.

3.1.Acollaborative,cross-departmentalorganisation

Developing new ways of working and combining our expertise

Thedigitaltransformationoforganisationsandinparticularourowndigitaltransformationimpliesnewwaysofworkingandcombiningtheorganisation’sdifferentareasofexpertise.

InearlyJanuary2014Econocomlauncheditsownenterprisesocialnetwork,Buzz’n’Talk,inordertointroducenewcommunicationmethodsandpromoteacultureofcooperationwithinthegroup:• Over2,500members• Around200communities

AlltheCommunityManagersweregiventraininginhowtousethetoolandcollaborativeorganisation.

In2014, thegroupdeployedanew internal instantmessaging system toenablebettercommunicationbetweenemployeesacrossthegroup’svarioussubsidiaries.Thishasresultedinfeweremailsbeingsentandencouragescross-departmentalcollaboration.

In2013,thegroup’sheadquartersrelocatedtonewpremiseswhichweredesignedtopromotecollaborationbetweenemployees.Thepremisesfeatureanumberofcollaborativeworkspaceswiththeaimofencouragingbettercommunicationandcoordinationbetweendepartments.

Toencouragecross-departmentalcommunicationandfacilitateteamcollaboration,allthegroup’smanagersorganisemonthlycommunicationmeetings.ThematerialforthemeetingsispreparedbytheCommunicationsdepartmentandisthesameforallthegroup’semployees.ThesemeetingsarealsoanopportunityforSeniorManagementandtheothermanagerstodiscussthelatestgroupnewsandanyimminentchangesorprojects.

93 Econocom runners took part in the Médoc Marathon in September 2014

FollowingtheacquisitionofOsiatisGroup,asportingchallengewaslaunchedinordertopromotesynergiesbetweenemployeesfromthegroup’sdifferentdepartmentsandbusinesslines.

Thus,93runnerstookpartintheMédocMarathoninthesouthofFranceinSeptember2014.EmployeesfromtheGreaterParisareahad7months’trainingwithprofessionalpersonaltrainers.Therewasalsoasponsoringsystemtoencourageteamspiritamongtherunners.

Making our employees the first instruments of change and corporate responsibility Making our employees the first instruments of change and corporate responsibility


In2014,EconocomdecidedtosetupaCross-BusinessLineSalesDepartmentinordertocreateamorecross-disciplinaryorganisationandcombinetheexpertiseofthegroup’svariousdepartments.

Theproportionof revenue generatedby the cross-business line solutions deliveredbyEnterpriseSolutionsincreasessteadilyeveryyearandaccountedfor13%oftotalrevenuein2014.Thisisatestamenttothegroup’scommitmenttooffermulti-businesslinesolutionstoitsclientsbasedoncoordinationbetweenbusinesslinesandthecross-functionalorganisation.

Theemployeeservicesclubdelivered 6,500 servicesin2014witha

99.9% satisfactionrate

3.2.Employeesatisfaction

TheSHAREprogrammeinFrance(excludingEconocom-Osiatis)

Introduced by SeniorManagement in France in 2011 (excluding Econocom-Osiatis),Econocom’semployeewellbeingscheme,“SHARE”,isdesignedtoimprovequalityoflifeintheworkplace.Measureshavebeenimplementedinthreemainareas:

Improving wellbeing in the workplace by providing services for employees:

• A range of services at preferential rates(ironing, shoe repairs, dry cleaning,clothes alterations, fruit and vegetablebasketdeliveries,helpwithadministrativepaperwork,etc.).TheemployeeservicesclubhasitsownofficeateachofthemainofficesintheGreaterParisarea,whilstemployeesintherestofFrancecanorderservicesonline.

• AnopticianserviceisavailableforemployeesattheheadquartersinPuteauxnearParis.Employeescanvirtuallytryondifferentframesandbenefitfromanumberoffreeservicessuchaseyetestingandglassesrepairs.

• Anemergencychildcareservice.• Anonlinetutoringserviceforemployees’children.Theteachingmaterialiscreated

byqualifiedteachersandcoverstheschoolcurriculum(fromprimaryschoolthroughtotheendofseniorsecondaryschoollevel)inafun,interactiveway.

• Freepersonaltrainingsessionsareavailabletoencourageemployeestoexercise.Theyhaveunlimitedaccesstofitnesstrainingsessionstailoredtotheirobjectives,physicalcapabilities,preferencesandtime.Achoiceofactivitiesisavailable:keepfit,step,yoga,relaxation,salsa,etc.

• Anumberoffreeonlinelessonsareavailable(thehighwaycode,foreignlanguages,music,relaxation,officeautomation,etc.).

• MassagesessionsareregularlyprovidedattheheadquartersinPuteaux.• A“Share’n’Shop”communityhasbeenopenedonEconocom’sinternalsocialnetwork

soemployeescanbuyandsellsecond-handgoods.Thecommunityisalsodesignedtoencourageemployeestocontributetothecirculareconomyberecyclingtheirbelongings.



Modernising work schedules

Asachievingabetterwork-lifebalanceiscentraltoensuringbetterqualityof lifeforemployees,Econocomhasimplementedanumberofoptionsforworkingremotelyorparttime.• Remoteworking:aflexible,modernsystem

thatenablesstafftoworkfromhomeoratdifferentofficesforoneortwodaysaweek(providing it is compatiblewith their jobdescription).Toensuremaximumefficiency,allremoteworkersarerequiredtoattendatrainingcourse.

• Workingfromhomeonanoccasional,one-offbasis.Intheeventthatstaffcannotmakeittotheofficeduetoexceptionalcircumstances(e.g.publictransportstrikesorbadweather),employeesareallowedtoworkfromhome.

• Part-time:employeeswhowishtospendmoretimewiththeirfamiliesoronpersonalactivitiesmayworkfourdaysaweek(inaccordancewithpredefinedconditions).

In order to harmonise the group’s employee satisfaction policies,working from homeagreementshavebeensignedbysomeofOsiatisGroup’slegalentities.Thosewhichhavenotyetsignedagreementsarecurrentlynegotiatingwiththetradeunionrepresentatives.

Financial and social support

Difficultsituationscanariseinlife,situationswhicharedifficulttogetthroughaloneandrequirehelpandsupport.

TheSHAREprogrammethereforeoffersanumberofservicesdesignedtomakeemployees’personalandworkingliveseasier:• Financialassistance: intheeventofachange

in circumstances or unplanned expenses,employeesmayapplyforanadvanceontheirsalary.

• Counselling: an anonymous counselling helpline is available 24/7 with trainedpsychologistsfromourpartnerPsyFrance.

• Relocationassistanceisavailableforstaff(helpinfindingrentedaccommodation,financialsupportforemployeeswithfinancialdifficulties,etc.).

Initiatives to promote wellbeing in the workplace in other countries

EcoLife plan in Italy

InItaly,EconocomhassetupaprogrammecalledEcoLifewhichaimstoensureemployeewellbeing,abetterwork-lifebalanceandencourageEconocomItalystafftobecomeinvolvedincharityandvolunteerwork.AllItalianemployeesareentitledtoworkfromhomeonsomedays,andworkinghourshavebeenmademoreflexibletoallowforemployees’familyarrangements.Theyarealsoentitledtoextradaysofffordoctor’sappointmentsforthemselvesortheirchildren.

Inaddition,EconocomItalyoffersassistancetoemployeeswhohavedecidedtofosterchildren,andhas implementedvariousmeasurestosafeguardemployees’health,suchasofferingtwice-yearlybloodtestsandfreefluvaccines.

Other countries

IntheUnitedKingdom,salesstaffmayworkfromhomeonetotwodaysaweek,andflexitimehasbeenintroducedforemployeeswithyoungchildren.

EveryyearinBelgium,Econocominvitesemployeesandtheirfamiliesto“FamilyDay”,adayoutdesignedtobuildteamspiritandencouragesocialisingamongcolleagues.

Thanks to the Share programme,

227 employees currentlyworkfromhome,

i.e.28% of staff (excludingEconocom-Osiatis).

46 new requestswereprocessedin2014

100% of requests for financial support were

granted in 2014.



Véronique di Benedetto VP France, Chairman of Femmes du Numérique

FemmesduNumériquewascreatedinJuly2011attheinitiativeoftheSyntecNumérique(aprofessionalbodyrepresentingthedigitalindustry).Theaimoftheorganisationistoattractyoungwomentothedigitalindustryandpromotegenderparityinthefield.AnumberofcompaniesintheindustryactivelysupportFemmesduNumérique(around80companiesandover120volunteers).

Tofindoutmore,seethewebsite:www.femmesdunumerique.com(inFrench)

Fighting against discrimination and helping people enter the job market

Inadditiontoitscommitmenttogenderparity,thegroupalsostrivestohelppeoplewithdifficultiesenteringthejobmarket.

InFrance,Econocomhasimplementedanumberofactionstoemployyoungpeopleandgraduates:weofferanumberofinternshipsandworkplacementopportunities,manyofwhichmayleadtomorepermanentpositionswiththegroup.

ForitsServicesbusiness,EconocomGroupencouragestherecruitmentofgraduatesorfinal-yearundergraduatesonsandwichcourses.Econocom-Osiatisisactivelycommittedtotrainingyoungpeopleandprovidestutoring(technicalandnon-technical)for itssandwichcoursestudents.

Thegroupcurrentlyhasalmost200sandwichcoursestudentsandinterns,i.e.around3%ofthetotalworkforceinFrance.

AsEconocom’sServicesdivisionhasgreaterrecruitmentneedsthanthegroup’sotherbusinesslines,ithassetuppartnershipswithuniversitiesviaavarietyofactions:• Keynotesontechnicaltopicsbyconsultants• Sittingonjuries• Schoolforums• CV-writingworkshops• ServingonBoardsofDirectors.

3.3.Diversitypolicy

Intermsofrecruitment,choosingpartnersandpromotion,Econocomhasalwaysgivenprioritytotheskillsofeachindividualandcondemnsallformsofdiscrimination.IthasincludedthispolicyinitsEthicalCharterandactivelypromotesittoallitsemployeesandstakeholders.

Gender parity

Wefirmlybelievethatdiversityisthekeytoopen-mindednessandcollectiveperformance.Westrivetocreateaworkingenvironmentthatismerit-basedandconducivetocollaboration.

EconocomGrouppaysparticularattentiontogenderparityandencourageswomentojoinwhatistraditionallyamale-dominatedprofession.Wearecommittedtoequalopportunitiesintermsofcareerdevelopmentandstrivetoensureamorebalancedmixofmaleandfemaleemployees.

Inanotoriouslymale-dominatedindustry,EconocomGroupemploys,asof2014,over1,700womenoutofatotalof8,200people,i.e.21%ofthegroup’sworkforce.Asthegroup’sServicesdivisionhasa largenumberofengineersandtechnicians,whicharepredominantlymaleprofessions,ithasthehighestmalepopulationofallthegroup’sbusinesslines.

InFrance,excludingServices,womenaccountedfor49%oftheworkforcein2014.

Weensurethatmenandwomenreceiveequaltreatment:95%offemaleEconocomemployeesinFrancehavepermanentcontracts,comparedwith96%oftheirmalecounterparts.

Wealsotakecaretoensurethatcareeropportunitiesarethesameformenandwomen.InFrance,50%ofthegroup’sfemaleemployeeshaveexecutivestatus,comparedwith46%ofmaleemployees.InFrance,womenwhoattendedtrainingcoursesin2014receivedanaverageof22hoursoftraining,versus26hoursformen.

Ratio of men to women in the group's other countries

%men

Spain

0%

50%

100%

Italy

Nethe

rlands

Luxem

bourg

Morocco

Germany

Austria UK

IrelandPoland

CzechRepublic

Romania

Canada

Switze

rland

Mexico

Belgiu

m

%women



Econocom-Osiatis’partnerschools:• gold partners:EPITA,ESIEA,EFREI,IUTVélizy,POLYTECHLille,INSARennes,INSALyon,

CFAAFTI.• silver partners:CESINord-est,UTBMBelfort,IUTd’Illkirch,UniversityofStrasbourg,

ENSIIEStrasbourg,EURIDIS,IPI,ESGI,EPF,SciencesULille,ISEN,ENI,IMIE,POLYTECHSofia,ENSIMAG,ISIMAClermont-Ferrand,TelecomSaint-Etienne,EpitechLyon,EPSILyonandGrenoble,SciencesULyon,3IL,ExiaCesiToulouse

• bronze partners:SUPINFOLille,SUPINFOLyon,SUPINFOStrasbourg,SUPINFOParis,SUPINFONantes,SUPINFOGrenoble,SUPINFOToulouse,AfpaMeudon,ASTON,ETNA,ISTY

Inordertoextenditspolicyforemployingyoungpeople,Econocomhassigned“generation”agreementsforitsvariousFrenchsubsidiariesinorderto:• Facilitatelong-termemploymentofyoungpeople• Employandretainseniorcitizensintheworkforce• Ensureintergenerationalskillsandknowledgetransfer.

Thisagreementisalsodesignedtocreateinter-generationalsynergiesamongemployeesbysharingknowledge,whichisamajorassetforthecompanyandasourceofinnovation.Theagreementthereforeinvolvesbothyoungrecruits,seniorcitizens,aswellasallthegenerationsinbetween:olderemployeeshaveacrucialroletoplayinlendingyoungeremployeesthebenefitoftheirexperienceandskills.

A partnership with the Journée Nationale Des Jeunes (National Youth Day) to help young people plan their future careers, particularly in the digital industry.

Onceayear,Econocomholdsanopendayforschoolchildrensotheycangaininsightsintothecorporateworldandfindoutaboutjobsinthedigitalindustry.Thegroup’smanagersaddresstheschoolchildrenonfuturecareerpossibilities.

over55

-35

0 1000 2000 3000 4000 5000

36-55

Career advice and assistance for over 45s available in France (excluding Econocom-Osiatis)

Fromtheageof45onwards,employeescanhaveaCareerReviewtodiscusstheirfuturecareerprospectsandundergoaskillsassessmenttestthroughaspecialistexternalfirm.TheyalsohavepriorityaccesstotrainingandsupportfromHRshouldtheywishforpromotionoratransfertoanotherdepartment.

Over55-year-oldsalsohaveadditionalbenefitssuchasaday’spaidleaveonceeverytwoyearstohaveamedicalcheck-up.Theyalsobenefitfromanumberofoptionstomanagetheirworkschedule(parttime,flexitime,workingfromhome,etc.).Lastly,thegroupoffersthemtheopportunitytopassontheirskillstoyoungercolleaguesviaamentoringscheme.

Age pyramid Workforceon31/12/2014



Aspartofourdiversitypolicy,wearecommittedtoemployingdisabledstaff.Wearecurrentlyrollingoutadisabledprogrammecalled“MissionHandicap”forourServicesdivision,whichemploys85%ofthegroup’sworkforce.

Econocom-Osiatis’s commitment to disabled staff

Econocom-Osiatisisfirmlycommittedtohelpingthedisabled.“MissionHandicap”isaunifyingcorporateprojectwhichwasofficiallylaunchedwiththesigningofanagreementinNovember2014withAGEFIPH(Association pour la Gestion du Fonds pour l'Insertion Professionnelle des Personnes Handicapées),anon-profitorganisationwhichhelpsdisabledpeopleenterandremaininthejobmarket.AGEFIPH’ssupporthasenabledustoimplementanumberofmeasurestoraiseawarenessamongEconocom-Osiatisstaffontheimportanceofemployingdisabledstaffandfacilitatingtheir inclusion.Wehavealsodecidedtoprocuregoodsandservicesfromcompaniesspecialisinginemployingdisabledpeople.

Inordertooptimisetheconditionsforrecruitingandwelcomingdisabledstaff,atrainingschemeformanagementandemployeeshasbeenorganised.Inaddition,Econocom-Osiatishasimplementedaseriesofmeasurestoraiseawarenessamongstaff,includinge-learningmodulesdepictingtypicalsituationsdisabledstaffexperienceintheworkplace,a“darklab”bustourofFrancesothatemployeescanexperiencelifeasavisuallyimpairedperson,andadedicatedIntranetarea.

Econocom-Osiatisisreviewingitspurchasingpolicytoincludesuppliersandserviceproviderswhichspecialiseinemployingthedisabled.Weaimtoallocateasubstantiallylargerproportionofourpurchasingbudgettoorganisationsspecialisingintheprofessionalintegrationofpeoplewithdisabilities,particularlyforsourcingpackaging,reprography,andofficemaintenance.WehavealsosignedanagreementwithGESAT,theFrenchnationalnetworkofprofessionalintegrationorganisations.

Lastly,Econocom-Osiatisiscontinuingtoinvest,alongwith11otherleadingdigitalplayers(Accenture,Akka,Altran,Assytem,Atos,Capgemini,CGI,GFI,Open,OrangeandSopra-Stéria)inthe“HandicapetNumérique”(DisabilityandDigital)collective,whichwasfoundedin2010bytheSyntecNumérique.Thecollectiverunsthewww.handi-numérique.comwebsite,whichwentonlinein2014,andisthefirstwebsitededicatedtojobsinthedigitalindustryforpeoplewithdisabilities.Handi-numerique.comoffersinformationonjobopportunitiesintheindustryandthespecialisttrainingcoursesavailable.

Disabledstaffcurrentlyaccountforaround1.1%ofthegroup’sworkforce.

Econocom-Osiatisemployeeshaveaccesstoawiderangeofe-learningcourses,includingover5,000technologicalmodulesandaroundfiftyonmethods,customerrelationsandmanagement.Atechnicallibraryofover8,000documentsisalsoavailable.Thisknowledgebaseisconstantlyupdatedandenhancedtokeeppacewithchangingtechnologies.

3.4.Trainingandcareerdevelopment

Training policy

Traininghelpsspeedupemployees’adoptionofdigitaltechnologiesanddirectlycontributestotheirsatisfaction,whichinturnimprovescustomersatisfaction.Weareconstantlystrivingtoenhanceourtrainingofferingforallthegroup’semployees.Wealsofirmlybelievethattrainingisamajorassettoattractandretaintalents,whichiswhyitisacentralpartofourCSRpolicy.

In2014inFrance,2,151employees,i.e.34%ofthetotalworkforce,receivedatotalof63,803hoursoftraining.

Inadditiontotheclassroomtrainingprovidedbybothourin-houseteamsandexternalpartners,employeesmayalsobenefitfromarangeofe-learningmodules.

The Econocom Management Academy (EMA)

In2012,Econocomsetupanin-housemanagementtrainingfacility,theEconocomManagementAcademy(EMA).Theaimofthisambitiousprojectistooffertrainingprogrammesdesignedtoimproveemployees’managementskills.TheEMA’smanagementtrainingcourseshelpdevelopacommonmanageriallanguageandculturewithinthegroup,whilstthemulti-disciplinarycoursespromotethe“Buildtogether”value.

SincetheEMAwascreated,316managershavereceivedtraining inmanagerialskillsandbehaviour.Atotalof357daysoftraining,forgroupsof10people,i.e.3,400mandays,havebeengiven.95%ofattendeesratedtheEMAtrainingcoursesasverygoodorexcellent,andsatisfactionrateshavealwaysbeenover90%sincetheinceptionoftheEMA.

Skills management

Inorder tomonitoremployees’ careerdevelopment,Econocom'smanagerholdannualappraisalswiththeirteams.

Thepurposeofthisappraisalisto:• Reviewtheemployee’srolesandresponsibilities• Assessperformanceintermsoftheemployee’sskillsandachievementoftheobjectivesset• Settargetsforthecomingyear• Discusstheemployee’scareerplansandanyrequestsforpromotion/transfer.

In20143,060employeesinFrancehadannualappraisals,i.e.around50%ofstaff.Thegroupaimstoincreasethispercentageeachyearuntilallemployeesaregivenaperformancereview.

To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development

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TOBEAPIONEEROFCORPORATEDIGITALRESPONSIBILITYBYDEVELOPINGPROJECTSCOLLABORATIVELY,in THE inTEREsTs OFSOCIETYANDSUSTAINABLEDEVELOPMENT

04.

4.1.Solutionsgearedtowardsreducingthenegativeimpactacrossthesolutions'lifecycle

Managing end-of-lease equipment in the interests of the social and solidarity economy

AspartofitsTechnologyManagement&Financingbusiness,EconocomisrequiredtoarrangeforitsusedEEE(ElectricalandElectronicEquipment)tobecollected.EveryyearEconocomhandles500,000collectionsacrossthegroup,halfofwhichisinFrance.Intheinterestsofthesocialandsolidarityeconomy,Econocomrecyclesallitsproducts,thuscomplyingwithbothitsdisabledpolicyandtheWEEE(WasteElectricalandElectronicEquipment)directive,andaspartofanoverallCSRapproach.

UnderthenewEuropeandirectiveapplicablebytheFrenchdecreen°2014-928of19August2014wearerequiredtoverifythatallrefurbishedequipmentisingoodcondition.Fromnowon,anydysfunctionalhardwareisdeemedaswaste,andcannotbereused.Econocomhassetupanumberofpartnershipswiththird-partyprovidersspecialisinginprofessionalinsertionandaprisonworkshopinFranceinordertoencouragethecirculareconomyandensurethatallusedequipmentisfitforreuse.

Thisapproachalsoallowsusandourclients inFrancetocomplywiththeFrench lawof11February2005onemployingdisabledstaff.Thelawrequiresallcompanieswithmorethan20employeestoemploy6%ofpeoplewithdisabilities,thuspromotingtheprofessionalinsertionofdisabledstaff.Halfofthesedisabledstaff(3%)maybesub-contractstafffromprofessionalinsertioncompanies.

Anyproductsdeemeddysfunctionaluponverificationbyouraccreditedpartnersmustbedisposedof inaccordancewithenvironmental legislation.Tothatend,wehavesignedanagreementwithEcologic,astate-accreditedorganisationthatspecialisesincollectingandprocessingcompanies’WEEE.ThepartnershipallowsEconocomtoensurethatallequipmentistrackedandprocessedinaccordancewithenvironmentalstandards.

AspartofitsCSRpolicy,inadditiontohandlingend-of-leaseequipment,Econocomalsoofferstoprocessanyusedequipmentownedbyitsclients.

In2014,aspartofthegroup’sTechnologyManagement&FinancingbusinessinFrance,ofthe200,000unitscollectedbyEconocom,63tonneswererecycledbyouraccreditedpartners.97.5%oftheequipmentcollectedwasreused,aspartofthegroup’scommitmenttoreusingallequipmentingoodworkingorder.




Econocom and Schneider Electric lend their support to help people enter the job market

InMarch2014,EconocomandSchneiderElectricsignedajointagreementwithnon-profitorganisation“TravailleretApprendreEnsemble”(TAE)tolendtheirsupportinhelpingpeopleenterthejobmarket.TheagreementrequiresEconocomtosupportthecharity,initiallybydonatingsecond-handITequipmentwhichTAEcanthenrefurbishandsellon.

“TravailleretApprendreEnsemble”isapilotprojectlaunchedbyATDQuartMondeforthepurposeofhelpingpeoplewhodonothaveaccesstostableemployment.Itsoriginalapproachinvolvesunitingwithinthesameorganisationbothpeoplewhowerepreviouslywithoutstablejobsorfixedincomeandformercorporateemployeeswhohavechosentotaketimeoutfromtheircareertohelpbuildamoresolidarity-orientedorganisationalmodel.Basedonthefirmconvictionthatjobsecurityisthekeytoprofessional,personalandsocialstability,theorganisationguaranteesall itsemployeesafull-time,permanentemploymentcontractaftertheirinitial,subsidisedcontractexpires.

TAE’semployeesrefurbishandresellsecond-handequipmenttoclients,dependingonthecharity’sclients’needs.Aspartofthenewpartnership,EconocomandSchneiderElectricaimtodonatearoundonethousandmachines(PCs,laptops,etc.)everyyear.

Véronique di Benedetto, VP France, said: “Econocom’s corporate culture is based on values which underpin all our actions, behaviour and successes. Two of these six values are ‘Respect’ and ‘Responsibility’. This initiative is part of a community-minded approach that aims to give pride and dignity to marginalised members of society by giving them gainful employment.”

Watt’s Green: a solution to reduce the carbon footprint of clients’ IT systems

Econocomhasdevisedasolution,Watt’sGreenbyEconocom,tohelpclientsmanagetheenergyconsumptionoftheirITsystem.Watt’sGreenenablescompaniestomeasuretheelectricalconsumptionoftheirITsystemandtheequivalentinCO²emissions,andthusproducesanaccuratemapofalltheequipmentbasedonpublishedstatisticaldataandtakingintoaccountthetype,powerandageofalltheequipment.Thesolutionalsoenablesclientstotargetthemostenergy-guzzlingareasoftheirITsystemandsimulatevarioustypesofenergy-consumptionscenarios.

Econocom launches a new sustainable solution to cover the entire lifecycle of equipment via a circular economy approach.

Thisnewoffering,whichcombinesenvironmentalandsocialconsiderations,allowsourclientstocontroltheenergyconsumptionoftheirITinfrastructure,reducetheircarbonfootprintandoutsourcethemanagementoftheirusedWasteElectricalandElectronicEquipment(EEE)toapartnerspecialisinginemployingdisabledpeople.Equipmentisreusedwheneverpossibleandanydysfunctionalequipmentisrecycledincompliancewithenvironmentallegislation.




4.2.Promotingentrepreneurshipwithinourecosystem

Econocom isconstantlybeingenterprisingand likes tosupport fellowentrepreneurs, inkeepingwithoneofoursixcorporatevalues:“Beenterprising.”ItisonlynaturalthereforethatEconocomencouragesthedevelopmentofstartupsandanyentrepreneurial initiativeingeneral.

Econocom supports French entrepreneurship with the Partech Shaker

AfterjoiningtheseedfundPartechEntrepreneurinOctober2013,EconocomhasconsolidateditspartnershipwithPartechVenturesbybecomingapartnerofthePartechShakertosupportdigitalentrepreneurshipinFrance.

PartechShakeristheworld’sfirstdedicatedopeninnovationcampus, initiatedbyventurecapitalfirmPartechVentures.This2,200m²spaceon9floorswilleventuallywelcomearoundfortystartupsforwhichPartechVenturesisprovidingseedfundingaswellassomemajorinternationalcompaniesinvestinginopeninnovation.

Open innovation isnowanessentialcomplement to traditionalR&Dmethods;startups,meanwhile,canbenefitfrombeingincontactwithlargeenterprisesinordertoboosttheirgrowth.

PartechEntrepreneuristhemostactiveseedfundinEuropewith26investmentsmadein18months.Fortheresidentstartups,PartechShakeroffers“A flexible working environment ideally suited to their growth, a pleasant environment to attract the world’s best talents, a place to exchange best practices and a venue to receive customers that enables them to focus on their core business and become world leaders,”saysRomainLavault,GeneralPartneratPartechVentures.

AsaCorporateInnovationPartner,Econocomwillorganise,amongotherthings,anannualcalendarofbusinesseventswiththeotherPartechShakercompaniesonthethemeofdisruptiveinnovationandtheInternetofThings.

Econocom partners 100,000 Entrepreneurs

Econocomsupportsnon-profitorganisation100,000entrepreneursinordertocreatetiesbetweeneducationandthecorporateworldandpromoteentrepreneurialspiritamongyoungpeople.

100,000entrepreneursarrangesforvolunteersfromthebusinessworldtogivetestimonialsatschoolsandcolleges.

Coordinated inconjunctionwiththeFrenchMinistryofEducation,thepurposeoftheseaddressesistoencouragestudentstobeentrepreneurs,givethempracticalinsightsintothecorporateworldandshowthemtherelevanceofthesubjectstaughtatschool.

Econocomencouragesitsmanagerstogiveaddressesatschoolsandentrepreneurs’forumsinordertoinspireyoungpeopletobeentrepreneursbysharingtheirexperiencesandpassion.

Wehaveaddressedaround500studentssincethebeginningofthepartnership.

Econocom: a partner of “Club Open Innovation” since 2013

TheClubOpenInnovationputslargeenterprisesintouchwithstartups,inanopeninnovationrationale. TheClubmanages around twenty startup incubators in Paris, representing acommunityof500startups.

Throughthispartnership,wecanidentifyinnovativesolutionsdevelopedbystartupsandgivethemtheopportunitytoaddthemtoourportfolioofofferings.Thestartups,meanwhile,benefitfromthecredibilityofamajorgroup.

In2014,theproductsofthreestartups,discoveredthroughtheClubOpenInnovation,wereincorporatedintoourDigitalCenter(showcasefordigitalsolutions).

Econocomalsotookpartinthreeinnovationspeed-networkingeventsin2014.

Partnership with StartUp 42, a digital startup incubator sponsored by EPITA

Econocomsupports“Startup42”,astartupacceleratorthatpromotesinnovativedigitalprojectsdevelopedbystudentsatEPITAengineeringschoolandyoungexternalentrepreneurs.

Theaimistogivetheentrepreneurstechnologicalandsalessupporttohelpthemkick-starttheirproject,consolidatetheirbusinessplanandincreasetheirprofilethrough‘Startup42’anditspartnernetworks.

ThisinitiativeisperfectlyinkeepingwithEconocom’sDNA:innovationisanintegralpartofourgrowthmodel.Withdigitaltechnologiesconstantlyofferingnewbusinessopportunitiesforourclients,wedeviseandimplementsmartsolutionseverydaytohelpthembesuccessfulandinnovativeintheirbusiness.

For4months,spreadovertwice-yearlysessions,startupsreceivesupportfromexpertsfromEPITA’sinnovationlaboratory,3ie.Inadditiontoworkinginfrastructures,theyalsohavespecialaccesstoacommunityoftechnicalexperts(teachers,researchers,experienceddevelopers,consultants),supportfrommarketingandbusinessdevelopmentspecialists,andfeedbackandadvicefrommembersofthedigital innovationecosystem(entrepreneurs, investors,researchers).

EconocominviteseachgroupofstartupperstoitsheadquartersinPuteauxsotheycanpresenttheirprojectswithaviewtolookingintopossiblecollaborations.




4.3.Ourcommitmenttothesocialchallengeofeducation

Wearefirmlycommittedtothedeploymentofdigitaltoolsinschoolsinordertoreducethedigitaldivideandpromoteaccesstotechnology.Thegroupaimstobecomealeadingplayerinthisfield.

TheFrenchgovernmenthasdecidedtopromotedigitaltechnologyineducationasFranceissomewhatbehindothercountriesinthisarea.Econocomwantstobepartofthismovementandofferschoolssolutionsthataddresstherequirementsofteachers,students,parentsandlocalauthorities.

Econocomaimstohelptransformtheeducationexperiencebyengagingstudents,introducingnewteachingmethodsandencouraginggreaterparentalinvolvementinchildren’sschooling.

Inordertoencouragetheintroductionofdigitaltechnologiesineducation,wehavedecidedtofocusontwomainareas.

Thefirstisequipment.Intoday’sworld,digitalisplayinganincreasinglyimportantroleandstudentsneedtobeproperlyequippedtofacethechallengesoftomorrow.Wethereforeneedtodeploydigitalequipmentintheclassroomsothatallstudentsmayimprovetheirdigitalskills.

Thesecondareaconcernsassistingteachingstaffthroughoutthedigitaltransition.This isessentialasthesedigitaltoolswillcreateanewteacher-studentdynamic.Wemeetregularlywithteachingstafftoidentifytheirneedsandexpectationsandoffertherightsolutionstoaddressthem.

Econocomalsoencouragesdebateonthesubjectofdigital inschoolsvia its“Digital forAll,Now”andemediablogs.Thesefeaturetestimonialsfromstakeholderswhosharetheirexpectationsandconcernsonthematter.Thearticlespostedonwww.digitalforallnow.com andtheEconocomemediablogthusstimulatepublicdebateontheuseofdigitaltechnologiesinschools.

Our projects in the education sector:

TheSeine-Saint-DenisDepartmentalCouncilchoseEconocomforacomprehensiveprojectcoveringsupplyofdigitalequipmentandintegration,roll-out,maintenanceanddesksidesupportservices.

Asaresult,forthe2014academicyear12new“totallydigital” juniorsecondaryschoolsopenedinFrance’syoungestdepartment.Alltheseschools,eachofwhichhaveanaverageof600pupils,nowhavestate-of-the-artequipmentandultra-fastbroadbandaccess,allsetupandintegratedbyEconocom.

Thisinnovativeproject,oneofthefirstsuchlarge-scaledigitaldeploymentsintheeducationsector,ispartofanambitiousenvironmental,technicalandfunctionalprogrammelaunchedbytheSeine-Saint-DenisDepartmentalCouncilfouryearsago.

A strong partnership with NGO Passerelles numériques:

Since2006,EconocomhasbeenapartneroftheNGOPasserellesnumériqueswhichgivesyoungpeoplefromimpoverishedbackgroundsinCambodia,VietnamandthePhilippinesaccesstotrainingandskilledemploymentintheICTsector.

In2014threeclassesweresponsoredbythegroup,meaningatotalof75studentsreceivedtrainingfromPasserellesnumériques.Oneofthese,aclassof25students,graduatedinOctober2014.Since2006,250studentshavebeensponsoredbythegroup.

Aspartofthispartnership,Econocomhasalsosetupacorporatevolunteeringscheme.In2014,fiveofthegroup’semployeeslenttheirskillsforatotalof12weeks.Since2007,40employeeshavegoneonvolunteerschemesforover100weeks.

Bruno Grossi, Executive Director of Econocom in charge of Acquisitions, Strategy andCommunication,joinedthePasserellesnumériquesteamin2014.

In2015,EconocomsetupapartnershipwithÉcole42,afreecomputerprogrammingschoolknownforitsinnovativeteachingmethods.École42aimstosecureemploymentforitsstudentswhilstofferingdigitalcompaniesthetalenttheyneed.

Econocom supports Passerelles numériques for the Médoc Marathon

InSeptember201493employeestookpartintheMédocmarathon.Duringthesummertrainingsessionspriortotherace,Econocomdecidedtoturntherunners’performancesintofinancialsupportforPasserellesnumériques:thelongestdistancesrunwerethenconvertedintomoneywhichwasdonatedtotheNGO.

Thankstothesedonations,Passerellesnumériqueswillbeabletofinancetwoyears’tuitionforastudentatitstrainingcentreinthePhilippines.




4.4.Ourresponsiblepurchasingpolicy

InaccordancewithEconocom’sCSRapproach,ourPurchasingdepartment:• ComplieswiththeprinciplesupheldbytheInternationalLabourOrganization(ILO)as

wellascurrentlabourlaws• Observesthe10principlesoftheUNGlobalCompact• Iscommittedtoriskpreventionandcomplieswithcurrenthealthandsafetylegislation• Strivestoprotecttheenvironmentandcontrolitscarbonfootprint,incompliancewith

theRoHSdirective.

Inordertoencourageoursuppliersandsub-contractorstoadoptmoreresponsiblebehaviour,thegroupplanstoimproveitsresponsiblepurchasingpolicyin2015.Tothatend,itiscurrentlyworkingondefiningthemainareasthegroupwishestofocusonwithrespecttoresponsiblesourcing.

4.5. InnovativedigitalsolutionstoimprovethecompetitivenessofEuropeancompanies

Wefirmlybelieve that thedigital transformationof companiesboosts local economiesandinnovation.Digitalsolutionscanalsobeamajordriverfororganisations’productivity,competitivenessandsustainability.Thisiswhyweareconstantlystrivingtodevisenewdigitalsolutionstoimprovecompanies’competitivenesswhichfocusonnewusesthatmakelifeeasierforend-users.

" We build solutions

that are tailored

to clients’ and end-

users’ needs. "

Our environmental policy

412014 CSR report I


I 2014 CSR report40

OURENVIRONMENTALPOLICY

05.Carfleet

0

2000

4000

6000

8000

10000 9657

12451325115 279 468em

issionsin

tCO

2e

Travel

Refrig

eration

Goodstranspo

ration

Smalle

rcountries

(extrapolatedfro

m

knowndata)En

ergy

Greenhouse gas emissions accounting

AspartofourCSRpolicy,wehaveimplementedaseriesofmeasuresdesignedtolimitourcarbonfootprint.AsEconocomGroupisaservicecompany,wedonotgenerateanygreenhousegasesfrommanufacturingequipment.Moreover,thegeographicallocationofourpremisesmeansourimpactonbiodiversityisminimal.

Inordertocontrolourenvironmentalimpactandimplementtherequisitemeasurestoreduceit,wehavemeasuredourgreenhousegasemissionssince2011byconductinggreenhousegasemissionaudits.

OurgreenhousegasemissionsauditsareconductedinaccordancewiththeGHG(GreenhouseGas)ProtocolbutalsouseelementsfromtheFrenchNationalAgencyforEnergyManagement’s(ADEME)databaseofemissionfactors.ThesefactorsareusedinFranceastheyaredeemedmoreaccuratethanthoseoftheGHGProtocol.Moreover,theGHGProtocolitselfencouragescompaniestouseotheremissionfactorsiftheyaremoreaccurate.

Theauditcoversthegroup’smainemissionsources,includingenergyconsumptionofbuildings(electricity,gas,fuel),refrigerantleaks,employeebusinesstravel(byplane,trainandcompanycar),andtransportationofgoods.Inordertoensurethatthereportrepresentsallthegroup’sactivities,onlydatafromcountrieswithmorethan100FTEs(Full-TimeEquivalent)hasbeencollected.Forthecountrieswithfeweremployees,emissionsinformationhasbeenextrapolatedbasedonknowndata.

Thegreenhousegasemissionsauditconductedin2014wasthefirstonetoincludedatafromOsiatisGroup.Consequently,theresultsofthisauditcannotbecomparedwiththoseofpreviousyearsgiventhesignificantincreaseinthesizeofthecompany.

In2014,thegroup’sgreenhousegasemissionsamountedto13,093tonnesCO²,i.e.1.6tonnesofCO²perperson.

Intermsoflimitingourgreenhousegasemissions,wearefocusingmainlyonimprovingtheenergyefficiencyofourbuildingsandreducingthecarbonemissionsofcompanytransport.

Breakdown of GHG by emissions source Breakdown of GHG by emissions source in 2014

2014Carfleet74%

Travel10%

Goodstransporation2%

Energy10%

Refrigeration1%

Smallercountries(extrapolatedfromknowndata)4%

Our environmental policy Our environmental policy


Limiting our carbon footprint

Transport policy

Ourcompanycarfleetisthebiggestsourceofcarbonemissions.Wehavethereforereplacedourlessenergy-efficientvehiclessothatallourcarsnowemitlessthan130gofCO²perkilometre.

Furthermore,inordertoencouragemoreresponsiblebehaviouramongouremployees,wehaveintroducedeco-friendlydrivingpracticesintothegroup’sCarPolicy.Consequently,allemployeeswithfleetcarsorcompanycarsareawareoftheenvironmentalimpactoftheirdrivingandthebestpracticestoadopt.

WeensurethatallnewcarsaddedtothecompanycarfleetcomplywiththeenvironmentalrestrictionsoftheCarPolicy.

In2014,Econocomaddedfiveelectriccarstoitscompanycarfleet.ThesecarsmaybeusedbyemployeesintheGreaterParisareatotravelfromoneofficetoanotherortovisitclientsites.

Foremployeesmakinglong-distancebusinesstrips,weencouragethemtotravelbytrainratherthanairforjourneysoflessthanthreehours.Ourin-housetravelagencybookstrainjourneyswhereverpossible.

Energy consumption

Econocomiscurrentlyconductingenergyauditsatitsmainpremisesinordertoidentifywaysofreducinggreenhousegasemissionfromenergyconsumption.

InBelgium,Econocomhassigneda“greenelectricity”contractand100%of itselectricalconsumptionisnowfromrenewableenergysources.

Paper policy

Econocomiscommittedtousingenvironmentally-responsiblepaper:over80%ofthepaperusedforinternalpurposesisPEFC-labelled.Italsoarrangesforpapertobesortedandcollectedfromitspremisessoitmayberecycledbyaccreditedproviders.

Thegroup’semployeesareregularlyencouragedto limitthenumberofdocumentstheyprintout.

In2014inFrance,6.2pageswereprintedforevery€1,000ofrevenue.

‘Canibal’, a digital recycling machine set up at the Puteaux headquarters

‘Canibal’isasmartwaste-recyclingmachinethatrecognises,sortsandprocessesuseddrinkscontainers(plasticscupsandbottles)whicharesubsequentlyrecycled.

‘Canibal’thuscontributestoheighteningemployees’environmentalawarenessthroughaseriesofincentivesandgames(prize-winningsystem).

Employee awareness

Econocomregularly implements“greenawareness”measurestoencourageemployeestoadoptenvironmentally-responsiblebehaviour.Allnewstaffareprovidedwithabookletofgreenguidelines.

About this report

452014 CSR report I


I 2014 CSR report44

ABOUTTHISREPORT

06.

6.1.Scopeandfrequencyofreporting

Everyyearsince2013,thegrouphaspublishedaCorporateSocialResponsibilityreport.Thisreportcoverstheperiodfrom1stJanuary2014to31stDecember2014.Italsoincludessomeelementsfromearly2015.

Theindicatorschosenaredesignedtomeasuretheimpactsofthegroup’sactivityintermsofthemainsustainabledevelopmentcriteria.TheseindicatorsarebasedonthePrinciplesoftheUnitedNationsGlobalCompact.

6.2.UNGlobalCompactcorrelationtable

GlobalCompact

HumanRights

Principle1 Businessesshouldsupportandrespecttheprotectionofinternationallyproclaimedhumanrights

3.2.Employeesatisfactionp.203.3.Diversitypolicyp.244.3.Ourcommitmenttothesocialchallengeofeducationp.36

Principle2 Makesurethattheyarenotcomplicitinhumanrightsabuses

4.4.Ourresponsiblepurchasingpolicyp.38

Labour

Principle3 Businessesshouldupholdthefreedomofassociationandtheeffectiverecognitionoftherighttocollectivebargaining

3.Tomakeouremployeesthefirstinstrumentsofchangeandcorporateresponsibilityp.18

Principle4 Theeliminationofallformsofforcedandcompulsorylabour

Principle5 Theeffectiveabolitionofchildlabour

Principle6 Theeliminationofdiscriminationinrespectofemploymentandoccupation

Environment

Principle7 Businessesshouldsupportaprecautionaryapproachtoenvironmentalchallenges

5.Ourenvironmentalpolicyp.31

Principle8 Undertakeinitiativestopromotegreaterenvironmentalresponsibility

Principle9 Encouragethedevelopmentanddiffusionofenvironmentallyfriendlytechnologies

Anti-corruption

Principle10 Businessesshouldworkagainstcorruptioninallitsforms,includingextortionandbribery

2.2.Responsiblegovernancep.15


I 2014 CSR report46

FindoutmoreaboutEconocomGroup

www.econocom.com

Contact

Foranyquestionsorcommentsonthisreport,pleasecontact:Econocom,CSRdepartment

40QuaideDionBouton,92800Puteaux,France

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