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TRANSCRIPT
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
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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
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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.
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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.
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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
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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.
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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
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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
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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.
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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.
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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.
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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
Making our employees the first instruments of change and corporate responsibility Making our employees the first instruments of change and corporate responsibility
26 27I 2014 CSR report 2014 CSR report I
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
Making our employees the first instruments of change and corporate responsibility Making our employees the first instruments of change and corporate responsibility
28 29I 2014 CSR report 2014 CSR report I
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.
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
32 33I 2014 CSR report 2014 CSR report I
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.
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
34 35I 2014 CSR report 2014 CSR report I
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.
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To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
36 37I 2014 CSR report 2014 CSR report I
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.
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
To be a pioneer of corporate digital responsibility by developing projects collaboratively, in the interests of society and sustainable development
38 39I 2014 CSR report 2014 CSR report I
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
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OURENVIRONMENTALPOLICY
05.Carfleet
0
2000
4000
6000
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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
42 43I 2014 CSR report 2014 CSR report I
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
Presentation of the Group
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
Presentation of the Group
I 2014 CSR report46
FindoutmoreaboutEconocomGroup
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Contact
Foranyquestionsorcommentsonthisreport,pleasecontact:Econocom,CSRdepartment
40QuaideDionBouton,92800Puteaux,France