everis - annual report 2013-2014

INFORMEANUAL 2013 2014

ANNUALREPORT

20132014

4 ___ ANNUAL REPORT 2013-2014

CONTENTS

00 LETTER FROM THE CHAIRMAN

01 MAJOR MILESTONES

02 GOVERNANCE STRUCTURES

03 THE COMPANY

04 OUR ACTIVITY

05 PEOPLE

06 EVERIS WITH INSTITUTIONS

07 SUSTAINABILITY

08 EVERIS FOUNDATION

09 FINANCIAL INFORMATION

10 REPORT COVERAGE AND INDICATORS

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6 ___ ANNUAL REPORT 2013-2014 LETTER FROM THE CHAIRMAN ___ 7

Regards,

Fernando FrancésChairman of the everis Board of Directors.

I am pleased to present the 2013-2014 everis Group annual report, a year in which we achieved an A+ rating for excellence according to the GRI Guide, demonstrating our company's commitment to transparency and to society.

In keeping with our track record every year in our eighteen-year history, this year we have continued to grow, both in revenue and in workforce size. But the most important milestone this year has undoubtedly been our joining NTT DATA, one of world's largest IT services companies.

We have entered this new stage with new owners, who are counting on us to grow, especially in Spain and Latin America, and who understand, respect, and value the fact that we are a different kind of company.

Becoming part of NTT DATA provides us with another dimension, greater financial capacity, technical capabilities, technologies, staff all around the world, and the potential of developing more complex and groundbreaking transformative projects with our clients, all with a team of 70,000 professionals in more than 40 countries.

We have also completed a cycle in our Foundation, and we have started a new stage with a new Foundation chairman, Eugenio Galdón, who has had a fantastic career in the public and private sectors and who arrives with outstanding business experience, which he will surely put to use at the Foundation during a new stage of international growth.

Lastly, I also wish to highlight the capability and commitment to human rights policies among our professionals in all the countries where everis operates, demonstrated in their participation as volunteers in projects with marginalized groups.

MAJOR MILESTONES

01

10 ___ ANNUAL REPORT 2013-2014 MAJOR MILESTONES ___ 11

With NTT DATA we have launched a period of exciting new horizons in terms of growth, leadership, capabilities, and infrastructure. With more than 70,000 professionals, we are the sixth largest IT services company in the world, operating in 41 countries.

The corporate university has created the everis Executive School with the purpose of promoting the company's strategy and contributing to the development of global leadership skills in our management team.

Eugenio Galdón has been appointed the new chairman of the everis Foundation based on his commitment to the values the Foundation supports and his exceptional experience in business, technology and academia.

AWARDS: ORACLE AND MICROSOFT

EVERIS FOUNDATION

EVERIS + NTT DATA

EVERIS EXECUTIVE SCHOOL

everis was recognized as Oracle Partner of the Year during its Awards for Excellence in the Middleware category in Europe, the Middle East and Africa.

everis was also selected as a member of the Microsoft Dynamics President Club 2013, due to its exceptional worldwide performance in providing its clients with valuable solutions.

everis was the first large Spanish consulting firm to obtain the Seal of Youth Enterprise and Employment from the Minister of Employment and Social Security, in recognition of its efforts and strategy in talent recruitment.

In addition to traditional consulting work, we have launched two new businesses this year: Xtend, a new learning and content technology platform for schools, and Nettit, a debt compensation system for companies to settle their accounts (payables and receivables) through a virtual network.

everis and the Pompeu Fabra University worked to create Noa & Max. Trapped in Electronics, an animated series that encourages young people to choose science and technology studies. The series received financing from the Spanish Foundation for Science and Technology (FECYT).

NEWBUSINESSES

ICT OUTREACH

YOUTH ENTERPRISE

AND EMPLOYMENT SEAL

12 ___ ANNUAL REPORT 2013-2014 GOVERNANCE STRUCTURES ___ 13

GOVERNANCE STRUCTURES

02


The Board of Directors is the highest decision-making body of the company and its main mission is to steer the company, with the power to direct, manage and represent it in the development of the various activities involved in its corporate purpose.

The Board’s policy is to delegate daily management to the executive structures and the company’s management team and to focus its activities on promotional and supervisory duties and corporate management control.

To this end, it assumes and performs the following functions, among others:

· Validating the company's general strategy and management guidelines.

· Supporting and supervising upper-level management, establishing the basis of corporate organization to guarantee maximum efficiency of said organization.

· Overseeing the transparency and accuracy of the information the company provides in its dealings with partners and markets in general.

· Regulating the organization and operation of the Board itself.

· Any other functions that are necessary to perform the foregoing and to uphold the purpose of the entity as per the terms of applicable legal provisions and not within the scope of shareholders.

In exercising its organizational duties, the Board formally established two executive committees — the audit and compliance committee and the nomination and remuneration committee.

The audit and compliance committee is involved in the following responsibilities:

· Reviewing the company's and consolidated group's annual financial statements prior to their approval by the Board, monitoring strict compliance with legal requirements and the correct application of generally accepted

accounting principles, as well as reporting, where applicable, any proposed changes to accounting principles and criteria suggested by management.

· Acting as a communication channel between the Board and the external auditors of the company.

· Supervising and controlling the operation of internal auditing services as well as the operation of company services responsible for control and risk prevention and corporate compliance control of all applicable standards (corporate compliance).

· Establishing and supervising internal mechanisms that allow employees to communicate any irregularities or potentially significant contingencies confidentially and anonymously, if considered appropriate.

Furthermore, the nomination and remuneration committee performs the following duties:

· Proposing and reviewing the criteria to be followed for appointing directors and selecting candidates.

· Reporting and proposing to the Board the appointment of directors, for the subsequent proposal to appoint them to the General Board.

· Proposing to the Board the members who should form part of each of executive committees.

· Proposing to the Board the system and amount of remuneration for directors.

· Reporting to the Board on appointment proposals and the removal of senior officers, and periodically reviewing their remuneration systems, assessing their suitability and performance.

· Proposing measures to increase the transparency of remuneration and ensuring these measures are applied.

· Mandatory reporting regarding transactions that involve or may involve conflicts of interest and compatibility requests affecting directors and senior management of the company. y a la alta dirección de la compañía.

Additionally, and in order to ensure the representation of independent Board members, the Board has appointed a representative as coordinating councilor or lead director, whose main role is the coordination of external directors.

In particular, it channels all questions and concerns that the external directors convey to the chairman or to the Board of Directors, assisting and working with the chairman to compare and agree on issues to be discussed, suggesting the inclusion of new items on the agenda, when appropriate, as well as directing the evaluation of the chairman or other Board members.

Additionally, the everis Group compensation model links management's compensation to the company’s optimal performance over the short, medium and long terms.

Variable compensation is conditional to the achievement of certain operating results measured at a Group level on a quarterly and annual basis, true to its principle of discerning generosity. Likewise, the current long-term incentive plan, as configured through the Commitment and Retention Plan (CRP) agreed with the parent company of NTT DATA Inc., also links the accrual and payment of benefits to managers and employees with the achievement of certain operating results during the three fiscal years during which the plan has been implemented.


EVERIS GOVERNANCE STRUCTURES.

Board of Directors.

Fernando Francés Pons: everis group President.Eduardo Serra Rexach: everis group Vice-President.Benito Vázquez Blanco: everis group Chief Executive Officer.

Juan Arena de la Mora: Independent Director.Miguel Fernández de Pinedo: Independent Director.Cristina Garmendia Mendizábal: Independent Director.Pilar Zulueta: Independent Director.

Kazuhiro Nishihata: Proprietary Director of the NTT DATA group.Tetsu Sato: Proprietary Director of the NTT DATA group.Osamu Fukumoto: Proprietary Director of the NTT DATA group.Manabu Tanaka: Proprietary Director of the NTT DATA group.Masaki Murota: Proprietary Director of the NTT DATA group.

THE COMPANY

03

20 ___ ANNUAL REPORT 2013-2014 THE COMPANY ___ 21

“BEING PART OF THE NTT DATA GROUP ALLOWS US TO TAKE ON LARGER PROJECTS, THANKS TO THE FINANCIAL MUSCLE THAT COMES WITH FORMING PART OF ONE OF THE LARGEST IT SERVICES COMPANIES IN THE WORLD”.

FERNANDO FRANCÉS, PRESIDENT OF EVERIS.

We are a multinational consulting firm that since 1996 has offered business, strategy, development, technological applications maintenance, and outsourcing solutions in the telecommunications, financial institutions, industry, utilities, energy, government, and healthcare sectors.

EVERIS.

· In fiscal year 2013, everis posted 608 million euros in turnover.

· We currently have 11,000 professionals working at our offices and high performance centers.

· We have 11 offices in Spain: A Coruña, Alicante (HPC), Barcelona, Bilbao, Ciudad Real (HPC),

Madrid, Murcia (HPC), Seville (HPC), Valencia, Valladolid and Zaragoza.

· During 2013, our offices in Zaragoza and Bilbao opened nine new branch offices. With these openings, everis consolidates its vision of Aragon and Basque Country as ideal locations to carry out technological projects with high added value.

· In addition to Spain, we are present in 11 other countries: Argentina, Belgium, Brazil, Chile, Colombia, Italy, Mexico, Peru, Portugal, the United Kingdom and the US.

· We have High Performance Centers (HPCs) in Argentina, Brazil, Chile and Spain. All of these centers boast level 5 CMMI certification.


EVERIS STRENGTHENS ITS GLOBAL PRESENCE.

Our internal presence is constantly growing, especially with our incorporation into NTT DATA. However, everis also maintains a special focus on its country of origin, which this year has materialized in the opening of offices in Aragon, Basque Country and Catalonia.

The first such office, located in the El Trovador Business Center in Zaragoza, was inaugurated by the Industry and Innovation Councilor of the Government of Aragon, Arturo Aliaga López, and the CEO of everis Aragon, Carlos Galve. This office reflects the consolidation of our focus at everis on the Community of Aragon as a center

for innovation and an ideal location to carry out technology projects.

The second office is located in the Iberdrola Tower in Bilbao. Its inauguration was attended by the president of everis, Fernando Francés, the executive director of business development of NTT DATA, Manabu Tanaka, the general director of business development of NTT DATA, Osamu Fukumoto, and the office director of everis in Bilbao, Germán Cutillas.

At present, more than half of the everis business in the Basque Country is generated by providing valuable services to energy and utility companies, while healthcare and government areas experienced significant growth of more than 25% of the company's business in this region.

EVERIS + NTT DATA.

70,000 professionals

A turnover of 10 billion

euros

6ª services company inthe world

Presence in 41 countries

During the past year, everis also opened the headquarters for everis BPO in Barcelona. The mayor of Barcelona, Xavier Trias, attended the inauguration. These facilities house the everis center for excellence, which specializes in technology platforms used in financial markets. This global center offers services to financial entities all around the world, especially in Europe and the Americas.

Outside of Spain, everis has also opened two new offices: one in Peru and the other in Mexico. The first is located in the Banco Internacional building in Lima, covering an area of more than 20,000 square feet and 280 workstations for our professionals. It also includes two large training rooms for 40 people each, as well as 10 meeting rooms, in addition to spaces designed for rest and leisure. The second

new international office is located in Mexico City on Hamburgo Street, housing what we have called the ehCOS Center.


NORTH AMERICA. EMEA.

SPAIN, PORTUGAL, BELGIUM, UNITED KINGDOM, ITALY AND LATIN AMERICA.

CHINA. APAC.

everis Countries.

NTT DATA Countries.

everis and NTT DATA Countries.

Countries with everis projects.

During the 2013 fiscal year, everis joined the NTT DATA group, which is the sixth largest IT services company in the world, with 70,000 professionals and a turnover of 10 billion euros.

This partnership is part of the NTT DATA’s strategy to globalize its activities and expand its service portfolio and presence beyond Japan. Collaboration with everis will allow NTT DATA to strengthen its experience in the industrial sector and to reach not only large clients in Spain and a variety of countries in Latin America, but also

the multinational companies that operate in these markets.

In addition to the potential synergy and collaboration with NTT DATA, everis will also be able to work more closely with companies from the NTT group in order to expand the global services it offers its clients.

By signing the agreement, everis will maintain its corporate headquarters and tax residency in Spain, and will keep all of its executives and professionals in all countries where it operates. MISSION AND VISION.

At everis, our strategic vision allows us to provide value to society and above all to strengthen our commitment of each of our clients. Our vision is to be a value-driven company with a global reach, exceptional in both ethical and emotional terms, and where any dream is achievable.

This is why we work day in and day out to become, together with NTT DATA, number one in the market. Joining NTT DATA allows us to expand and innovate our solutions and services, increasing our capabilities and our resources in terms of technology, finance and geographic scope.

This reflects a global vision aimed not only at our clients but at all our stakeholders. We are thus also able to collaborate with companies that strengthen our work, to develop talent internally, and to engage in partnerships with a variety of knowledge institutions. That is to say, at everis we are committed to our clients, our suppliers, our professionals, and future candidates for employment at our offices.

This approach is coupled by a commitment to achieving social and environmental balance. We support social causes that generate equality, while also encouraging sustainable actions by assuming responsibility with our community and the environment.

QUALITY AND EXCELLENCE ARE THE CORNERSTONES OF OUR COMMITMENT TO EACH OF OUR CLIENTS.

With respect to our mission, at everis we have always had a clear purpose: to offer innovative services with the absolute best quality to help our clients grow and improve.

ETHICAL CODE.

At everis we have a strict code of ethics and professional conduct which outlines the principles and internal policies of the company. These standards, which are reviewed and updated periodically, reflect the values of the everis group and define who we are and who we wish to be: discerning generosity, responsible freedom, and creative energy.

everis professionals must know and uphold the contents of this code, and it is made available to them through the company's website and on the corporate Intranet. Likewise, we have a system whereby employees can report any action that may harm the company, its employees or third parties, which includes the direct involvement of the chairman of the auditing and compliance committee of the Board of Directors.

The values, principles, and standards that comprise the code of ethics are applicable to all employees, directors, administrators, partners, shareholders and participants, as well as all collaborators, consultants, agents, interns and/or subcontractors, in all actions they perform on behalf of or in cooperation with everis.

OUR ACTIVITY

04

28 ___ ANNUAL REPORT 2013-2014 OUR ACTIVITY ___ 29

Consultancy remains the primary activity at everis. For more than fifteen years we have invested in talent, technology and innovation, which has earned us broad international recognition. We are committed to deadlines, we identify problems and we offer quality solutions with two purposes: to add value for our clients and to transform their business.

Now we add to this proven experience the professionalism and strength of NTT DATA. With this partnership, we have consolidated as a large group with more and better capabilities worldwide:

· Geographic fit · Financial and investment strength · Leadership in technological innovation · Capabilities and transformative services

EXPERIENCE IN SERVICES.

· Business, process and corporate strategy consulting: everis Business Consulting. The company focuses on industry knowledge, service innovation and specialization.

· IT Strategy - Solutions: everis. Designs and implements technological solutions and manages applications, infrastructures and outsourcing processes. To do this, it encourages the use of methodologies that ensure quality, production transfers to high-performance centers, and functional and technological specialization.

· Business process outsourcing: everis BPO. Provides Business Process Outsourcing services under Service Level Agreements. We provide our customers with greater internal capacity to focus on higher-added value functions for their business and thus increase

TALENT, TECHNOLOGY AND INNOVATION: THE KEYS TO SUCCESS AT EVERIS.

service quality control of their associated areas of expertise.

· Systems and applications outsourcing: everis Outsourcing. The company specializes in strategy, consulting, design, management and sourcing services. Brings together experience, recognized market best practices and the tools to address the needs of each client.

INDUSTRY EXPERTISE. Our challenge and our value is to provide effective solutions for complex contexts such as: funding shortages, sharp declines in margins, pressure on results due to provisions and increased defaults.

· Manufacturing. We convert strategic vision into reality with tangible results. We develop relationship frameworks and cross-cutting collaboration programs with top companies in all industries: infrastructure and services, transportation and logistics, mining and retail.

· Insurance. We help insurance companies tackle change processes, such as the transformation of the economic cycle, population aging, new consumer habits and society behaviors, and new regulatory frameworks — always using innovative strategies.

· Public sector. We help government agencies provide better services to citizens by streamlining administrative processes, integrating information sources and management processes, and opening new communication channels, among others.

· Healthcare Facilities. We innovate and create value in public health sectors, reconciling supply and demand, guaranteeing quality, providing comprehensive management of interoperability in the healthcare industry, and helping to transform care processes while managing costs.

· Telecommunications. We define and drive major transformation processes for operators in areas such as convergence, incorporating new businesses and relationships with new players.

· Utilities and energy. We adapt to the changing industry environment and offer services such as the systematization of logistics and operation of gas, smart grid consulting and operational optimization of the use and maintenance of assets.

· SES. At SAP & Enterprise Solutions we focus on understanding the most innovative SAP solutions and implementing these solutions in a practical and efficient way. At everis we have earned recognition from SAP as one of their strategic partners in Spain, equipped with the knowledge, experience and ability to provide business solutions covering all aspects of the business value chain and ensuring customer satisfaction.

· Technology. everis brings together an ensemble of professionals and assets that decrease risk and boost efficiency in technology projects. To this end, we have advanced partnerships, architectures and methodologies for a wide range of technologies, allowing us to work in a variety of settings.


OUR COMMITMENT TO ENTREPRENEURSHIP.

At everis we wish to serve as a kind of platform to launch new ideas and businesses, which is why we continue to support the entrepreneurial spirit. To this end, we combine our technological capacity with the talent and experience of our professionals. But our commitment to entrepreneurship is not only internal. We also promote this spirit through the everis Foundation and through our relations with knowledge institutions and technological incubators.

everisDigital. Proof of this is everisDigital, an area within the company that identifies startups with stand-out technologies in web, cloud computing or IT/communications, and accelerates their growth by overcoming the potential risks they may encounter. everisDigital studies the startups' ideas, business models and potential market, so as to provide advice on their projects and to develop their talent with full autonomy and the support of everis.

During the past year, everisDigital has launched various initiatives aimed at finding new startups that have a solid technological component, are commercially viable and incorporate a high level of innovation. Two such initiatives stand out:

1. speedDating: held once every other month, this has become the star event in the innovation area. During the event, entrepreneurs pitch their ideas to investors and everis partners in a quick and efficient way through four-minute meetings.

2. Pitch2Market: using the "elevator pitch" format imported from the Silicon Valley, various startups present their value proposals to investors and everis partners in just six minutes. They then have four minutes to answer questions from the panel. Both events are highly productive, bringing together the best talent in business with the best talent in entrepreneurship in order to share ideas, create disruption and fuel inspiration.

Silicon Valley in Spain. In addition to everisDigital, at everis we have implemented a number of initiatives relating to enterprise and innovation. Our goal is to think big and overcome bigger challenges. This is why everis signed a partnership agreement with Founder Institute, the largest idea-phase project incubator in the world, in order to import the Silicon Valley model to Spain and help entrepreneurs create technology companies that can last over time.

everis participates in the development and monitoring of Founder Institute projects, which include the participation of mentors such as Fernando Francés, president of everis, and Ángel Gutiérrez Borjabad, Innovation partner. Through this initiative, both directors will sponsor the best B2B project to come forward in the current edition of the Founder Institute in Spain, to provide advice and support in their growth plan from the everisDigital area.

The model of this business incubator is based on a methodology that focuses on the mentoring of various groups of entrepreneurs, who are given exhaustive support and follow-up. A group of executives with experience in creating companies accompany program participants and offer support and advice to help them avoid mistakes and leverage the strongest points of their ideas.

"FOR EVERIS, IT IS AN OBLIGATION TO PAY BACK TO SOCIETY EVERYTHING THAT IT HAS GIVEN US.

SEVENTEEN YEARS AGO WE EMERGED AS AN ENTREPRENEURIAL PROJECT, JUST LIKE THOSE WHICH FOUNDER INSTITUTE IS SUPPORTING. AND TODAY, THANKS TO THE FACT THAT MANY PEOPLE BELIEVED IN OUR PROJECT, WE ARE A MULTINATIONAL GROUP THAT OFFERS INNOVATIVE AND UNIQUE SOLUTIONS TO SOCIETY THROUGH THE WORK THAT WE DO WITH OUR CLIENTS.".

FERNANDO FRANCÉS, PRESIDENT OF EVERIS.


INITIATIVES, NEW BUSINESSES IN NEW MARKETS.

Our society is one in which global challenges continue to grow. At everis we remain optimistic, and we are increasingly aggressive in our expansion strategy. This is why we seek to get ahead of the market, and to address its various needs. In this way, and in addition to our traditional consulting, we leverage internal talent to analyze areas of future growth, launching new companies that can become a profitable business.

During the past fiscal year we launched two new businesses: Xtend, which is a learning and content technology platform for schools, and nettit, a debt settling system so that companies can settle payments and debts through a virtual network.

Xtend.

This initiative came about through collaboration between the everis group and Cospa&Agilmic (Educaria group). The project offers a social learning environment so students can receive customized education through an environment that encourages their active participation.

Xtend is a unique product which creates a comprehensive environment in which children create and teachers share, while it is the students who take the reins of their own learning. It involves a customized learning platform in which students create their own curriculum and where the system

brings intelligence to decision-making through the students’ own knowledge.

The system is based on three pillars: a customized learning platform, open content and a social faculty website. Xtend likewise provides comprehensive service to its clients, supplemented with integration, support and implementation services for mobile devices, faculty training, IT management and hosting.

nettit. This is a platform created for companies to connect with one another and settle their billing. nettit makes a tool which has for some time been exclusively available to large corporate groups accessible to all Spanish businesses.

This service allows businesses to "net" (settle) the accounts that the user companies enter, analyzing them weekly with a powerful algorithm, which optimizes debt flows. nettit uses both the multilateral settlement system as well as the indirect payment system whereby, applying timely payments, the results from settled accounts are multiplied. And it does it all with absolute confidentiality.

The benefits that this platform offers companies on the network are very significant, such as reducing collection risks, improving financial ratios, decreasing financial and administration costs, and even increased borrowing capacity achieved by reducing the need to finance client balances.

fitalent. A venture capital fund, registered with the CNMV, which invests in innovative technology companies during launch stage, located in Spain, through joint investments with other funds. During the past fiscal year, fitalent has invested in new companies whose business is based on scientific research:

· Adhbio: a biotech company that produces bioadhesives, biocompatible liquid glues which offer an alternative to traditional methods of wound closure, like sutures (traditional stitches), staples, and bandages. fitalent has invested 250,000 euros.

· Signadyne: fitalent and the venture capital manager of La Caixa, Caixa Capital Risc, have invested 300,000 euros in Signadyne. Signadyne is a company that develops a technology to conduct testing, measurement and control of electronic equipment. The company is a spin-off of the Institut de Ciències Fotòniques (ICFO).

· Palobiofarma: this is a laboratory that researches and develops new drugs aimed at improving quality of life in people who suffer from neurodegenerative and respiratory illnesses. In this case, the venture capital fund of everis, fitalent, and Inveready Seed Capital have invested one million euros in the biotech company Palobiofarma.


everis Aerospace, Defense and Security. EThis company, which offers solutions for implementation of critical systems in the areas of defense, aeronautics, space, and security, has consolidated its strategy as an SME engine in its sector.

The main objective of everis Aerospace, Defense and Security is to generate an ecosystem of small and medium-sized enterprises where they can all work in a connected way with strong ties to everis: Ibetor, Herta Security, NTGS, Quatripole, SCR, Embention, Evercare, ISID, Toro and Simumak.

We hold a minority stake in these companies (rather than buying them outright) in order to maintain that same entrepreneurial spirit with which they came to be, and so they can leverage the knowledge of international markets and the network of clients of the everis group.

During the past year, everis Aerospace, Defense and Security, together with NTGS and Simumak, have begun manufacture of 20 driving simulators daily, which will be sent to Brazil. There has also been interest in other countries in Latin America and the Middle East, where performing a test using these devices is not mandatory for obtaining a driver's license.

The manufacture of these simulators generates more than one hundred jobs directly linked to the production of innovative solutions, as well as four hundred jobs indirectly created throughout the value chain, ranging from logistics and shipping to assembly and packaging.

Likewise, the State Agency of Air Safety (AESA, in Spanish) has, for the first time in Spain, granted a Type Certificate for an unmanned aerial vehicle (UAV) for civilian use. The partnership between everis Aerospace, Defense and Security with its partner Softwcare has ensured the successful completion of this certification process, thanks to a working methodology which ranges from the development of a certification scheme to the preparation of documentation and evidence showing compliance with civil legislation.

Based on the success of this project, a joint venture, called EVERCARE, has been created between the two companies. It specializes in providing certification services and software qualification in critical systems in the automotive, aerospace and defense industries.

OTHER COMPANIES.

In addition to Xtend, nettit, fitalent and everis Aerospace and Defense, the everis group has the following companies:

ameu8. This company specializes in business mobility solutions, and its services range from mobile strategy to promotion and maintenance of apps in the various “app stores”, passing through development projects and products.

everilion. This company focuses on online business solutions and cloud-based payment systems.

exeleria. This company offers comprehensive engineering and consultancy services related to energy management and efficiency, renewable energies, sustainability, infrastructure and the environment.


100% 100%

100%

100%

91.67%

99.99%

99.99%

99.99%

99.99%

99.99%

99.99%

99.99%

99.99%

99.97%

93.56%

99.99%

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99.99%

98%

0.01% 100%

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25%

23.57%

10%

20%

12.96%

25%

9.09%

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0.01%

0.01%

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0.03%

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0.01%

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0.01%

0.01%

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75% 10%75%

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99.99%

0.01%

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Ideals InnovationsTechnology VenturingServices, S.L.

96.825%FIT Inversión en talento SCR, de régimen simplificado, S.A.

everis Outsourcingde Processos, Sociedade Unipessoal, LDA

31%Nub3D, S.L.

11.29%Palo Biofarma, S.L.

20.15%Belbex Corporate, S.L.

30.68%Spectrapply, S.L.

25%Signadyne Spain, S.L.

40%Toro vehículos Especiales y sistemas, S.L.

everis Spain, S.L.U. Luxembourg branch

everis Spain branches everis Spain France branch

everis Spain Colombia branch

everis Spain, S.L.U. Belgium branch

everis Polandsp.z.o.o

everis PerúS.A.C.

everis Argentina S.A.

everis Colombia Ltda

everis Italy, Spa

everis Portugal, S.A.

everis USA, INC

everis Consul-tancy, Limited

BPXNet, Limited

everis Aragon,S.L.U.

everis Panama,INC

everis South Africa, (PTY) LTD

everis Infrastructure Technical Support, S.L.U.

everis FinancialAdvisoryServices, S.L.

Jobssy, S.L.

37.38%Azuberio, S.L.

29.40%Bioadhesives Medtech Solutions, S.L.

EVERIS SPAIN

everis BPOS.L.U.

everis Centers Group S.L.U.

everis BPO, S.L.U. en Perú

everis Initiatives S.L.U.

everis Centers,S.L.U

everis BPO Perú S.A.C.

Nae AcústicaS.L.U

Igad, S.L.

Ibetor, S.L.

Herta Security, S.L.

everis Centers Latam, Ltda

everis Center Brazil branches:1 branch in Brazileveris Centers

Chile, Ltda

everis México S. de R.L. de C.V.

everis BPO México S. de R.L. de C.V.

everis BPO Colombia Ltda

everis SES Brasil Ltda

everis MobileS.L.U

everprossS.L.U

Cetel Ingenieria de Sistemas, S.L.U

everis Training Chile Ltda

everis Brasil Consultoria deNegocios e Tecnologia daInformaçao, Ltda

everis Centers Brasil Tecnología em Desenvolvime nto deSoluçoes, Ltda

everis BPO Brasil Serviços Complementar es a Empresas, Ltda

everis BPO Chile Servicios Profesionales, Técnicos y Tecnológicos Chile, Ltda

everis ChileS.A.

everis Brazil branches:5 branches in Brazil

everis BPO Brazil branches: 2 branches in Brazil

1.44%

0.01%

everisEnergy and Environment

everisAerospace and DefenseS.L.U.

Embention Sistemas Inteligentes S.L.

Toro vehículos Especiales y sistemas S.L.

Remote ControlSystems, S.L.

New Technologies Global Systems, S.L.

EVERIS SPAIN BRANCHES. MARCH 2014.

EVERIS BECOMES ESTABLISHED IN THE HEALTHCARE SECTOR.

During the past fiscal year, at everis we have put forward groundbreaking projects in the healthcare sector, such as MEAL and Tereha. The first, financed by the European Commission, seeks to remedy poor diet and obesity in children using an educational approach that involves teachers, students and nutritional experts. The second project is a tool that stands out as a real milestone, as it notably improves motor and comprehensive capabilities in patients with brain damage.

During recent months we have strengthened our presence in the healthcare and social services industries thanks to our everis health unit. These efforts have not been in vain, as this year everis was recognized as Company of the Year in the IT Health sector in Latin America by Frost & Sullivan (see chapter: Sustainability). This award especially values the suite of ehCOS® products developed by everis health. This technology, which recently obtained the Oracle certification, allows hospitals, clinics, and other healthcare institutions to become fully digitalized.

Another milestone for everis in the healthcare sector this past year was its collaboration with the Government of Navarra to develop a new care model for patients with multiple chronic illnesses, aimed at providing comprehensive and integrated care. This plan, which contributes to the sustainability of the healthcare system, customizes care for these patients, which comprise 17.3% of the population, and more than 50% of people over the age of 80.

In addition, and also with funding from the European Commission, we have the development in Spain of the Decide-IT serious game. This is a simulator used to train business leaders and executives on potential crisis situations with significant stressors. This project, which falls within the innovation area, is useful in simulating the problems faced by businesses from small startups to large multinationals.


COMMITMENT TO THE SMART WORLD.

Two of the objectives of so-called "smartcities" are to integrate the use of information and communication technologies (ICT) in society and to generate more sustainable urban spaces. This a highly complex system in which cities adapt to the needs of their residents, thanks to more interactive and efficient services and applications.

everis, as a company committed to its community and environment, has joined the effort to create smart cities through a number of initiatives. These initiatives include our report titled "everiSmart: a pragmatic but exciting vision of the Smart world".

In this study, we found that representatives from the ICT sector in Spain believe it is necessary to create an open collaboration model for participation by government bodies, private entities, and mixed enterprise, aimed at encouraging the development of the Smart world, one in which technology startups will play an essential role.

The study was conducted on the basis of interviews with 38 important figures from civil society who are engaged with the ICT sector, and it found that telecommunications companies should not only focus their products and services around connectivity, but must also leverage the good relations they enjoy with their customers to generate value in the huge amount of data that they handle.

The everiSmart report also analyzes the role of energy companies. They must also improve their business processes, as they are able to detect problems in the Smart Grid to get ahead of these issues and offer solutions. Likewise, utilities companies have the advantage of understanding behavioral patterns of the people who comprise smart cities, allowing them to provide a better service offering that integrates value proposals from all sectors involved in the Smart world.

everismart

Pragmatic but exciting view of the Smart worldmajor players have their say

First report: overview of the current situation and future key points

OUR STUDIES.

In addition to the Smartcities report, this year everis has also developed a report with the Polytechnic University of Madrid (UPM) titled "Creating companies in university environments". This report was prepared by the Technologies for Business Management Group (TIGE, in Spanish) and the Program to Create University Companies of the Polytechnic University of Madrid, in collaboration with the everis Telecommunications Professorship of the Polytechnic University of Madrid.

The study analyzes the entrepreneurial capacity of universities and is based primarily on three blocks: the university itself, knowledge transfer entities and the companies created at the university.

The UPM has implemented a comprehensive policy to encourage entrepreneurial activity, seeking to interconnect infrastructure, personnel and knowledge through formal and informal structures aimed at transferring knowledge. As an example of this activity, the study focuses on six of the companies created at the UPM, analyzing the main factors for success.

Ángel Fco. Agudo Peregrina

Julián Chaparro Peláez

Ángel Hernández García

Santiago Iglesias Pradas

Elisa Navarro Carrillo

Felix José Pascual Miguel

Javier Portillo García

CREACIÓN DE EMPRESAS EN ENTORNOS UNIVERSITARIOS.

UNIVERSIDAD POLITÉCNICA DE MADRID.

Ángel Fco. Agudo Peregrina

Julián Chaparro Peláez

Ángel Hernández García

Santiago Iglesias Pradas

Elisa Navarro Carrillo

Felix José Pascual Miguel

Javier Portillo García


Careers in science, technology and mathematics. At everis, our desire to encourage careers in science and technology and to promote innovative talent constitutes one of the main focuses of our Corporate Social Responsibility policy. Since 2008, we have conducted numerous studies and projects related to the study and promotion of careers in technology. During the past fiscal year, we conducted a study called Factors of Influence in Choosing to Study Science, Technology, and Mathematics.

Why are there fewer and fewer young scientists, mathematicians and engineers? What factors influence what people choose to study? How can we encourage people to choose these careers? everis, together with the consultant e-motiva, and in collaboration with the Generalitat of Catalonia, has strived to answer this question through a study which included participation of more than 4,700 high school students from various schools around Catalonia. Unlike most approaches to the issue, this study surveyed the protagonists of the problem — young people — directly.

The study seeks to understand the major variables affecting the lack of science, technology and mathematics (STM) students, defining the key elements in students' choice of academic training and professional careers.

One of the conclusions worth highlighting is that the main reason why young people shy away from these studies is the so-called Pygmalion effect. They perceive these careers to be difficult pursuits and see themselves as not having what it takes, especially girls and students from the low end of the socioeconomic spectrum.

Con la colaboración de

Factores influyentes en la elección de estudios científicos, tecnológicos y matemáticos.Visión de los estudiantes de 3º y 4º de ESO

y Bachillerato

Noa & Max: Trapped in Electronia animated series.

Together with the Universitat Pompeu Fabra (UPF), we created Noa & Max: Trapped in Electronia, an animated series that seeks to encourage innovative talent, learning, and creativity in the ICT field among young people. The series, which receives funding from the Spanish Foundation for Science and Technology (FECYT, in Spanish), a public foundation under the Ministry of Economy and Competitiveness, is aimed at young people ages 10 to 14, and includes four three-minute pilot episodes that can be viewed on the internet (www.noamax.tv).

Noa and Max, the sibling protagonists, must use their knowledge of science and technology to get out of the videogame Electronia where they are stuck. The plot, which introduces small science and technology challenges, seeks to improve perceptions among young people of their own ability to understand and study scientific and

technological phenomena, as well as to encourage their creativity and innovative talent.

The design and creation of the series is backed by the conclusions made in a study conducted by everis on the factors influencing students' decision with regards to their studies, a study conducted with nearly 5,000 high school students. The series is aimed at young people in this age range, because based on the study, at this age there is still time to act, as decisions have not yet been made.

The Noa & Max series has two portals. Firstly there is the institutional portal, aimed at an adult audience (www.noamaxproject.com) (teachers, parents, animation professionals, companies and institutions), which offers information on the educational project behind Noa & Max. Then there is the youth portal (www.noamax.tv), which targets a younger audience, and where in addition to the series episodes visitors can download additional materials and content (see chapter: Sustainability).

PEOPLE

05

44 ___ ANNUAL REPORT 2013-2014 PEOPLE ___ 45

The key to our success lies in the talent of our professionals. At everis we are convinced that people are the key to achieving all that we set out to do, and we believe that the motivation and satisfaction of all our people contributes to improvements in productivity. This is why we place such importance on the management of human resources, supported by the area which at everis we call People.

EVERIS CULTURE AND VALUES.

Over the past year, the People area has been working on the project called "Leadership by values". This initiative, which began with an overhaul of our values, seeks to strengthen our culture, which allows us to remain competitive and helps us stand out in the marketplace. Specifically, this project aims to strengthen our corporate spirit by collectively establishing the way that we do things.

Our corporate values define who we are and who we want to become. In fact, our work has always been in line with our values, and these same values relate to every one of our strategic plans.

It was during this past year that, as part of the Leadership by values project, we have aligned the behaviors of the organization to ensure they are in keeping with our values. We seek consistency, we

know who we want to be, and we ensure that our actions are consistent with the corporate values of everis. This consistency is sought in three essential aspects: in our personal interactions, in our processes and in our strategy.

· Personal consistency. We have identified consistent and inconsistent behaviors in ourselves. We have defined as an organization what types of behaviors are expected from us based on our roles. In addition, these efforts are evaluated and developed.

· Consistency in processes. We ensure that the organization's processes are in keeping with our values and that the processes themselves encourage alignment with these values. For this reason, we have aligned both people management and business processes in keeping with these values.

· Consistency in strategy We seek to ensure that strategic decisions are linked to our values. In order to achieve our ideal culture as a company, we promote transformational projects and maintain our values-based leadership in our strategic plan, heading to 17, which is currently being developed and will be included in the next corporate report.

• We take responsibility for our decisions.

• We fully understand what we do.

• We respect each other´s autonomy.

• We are passionate in becoming the best in what we do.

• We do and make things differently, we don’t settle for less.

• We overcome impossible challenges with a positive attitude.

DISCERNING GENEROSITYdoing through

sharing

RESPONSIBLE FREEDOMwe do what

we love

CREATIVEENERGY

we love what we do

CONSISTENCY-TRANSPARENCY

• We practice what we preach.• We fulfil our commitments.• We generate confidence and

we are closely-knit.

CONSISTENCYwe do what we say

TRANSPARENCYwe say what we do

• You grow by making the team grow.

• We openly share information.

• We celebrate shared success.


TRAINING.

At everis we aim to train and develop each of our professionals in keeping with their individual skills and interests. The Corporate University contributes to the development of internal talent and increases the value of our company.

Proof of this lies in the creation this past year of the everis executive school, a school whose objective is to allow company leaders to acquire, strengthen, and develop the abilities and knowledge essential to the continued development of our business and the growth of our company.

In addition, Ágora has completed its first year with very positive reviews from the professionals at everis. Likewise, evercampus continues to offer an extensive catalogue of online courses that are adapted to the needs of each professional.

Moreover, at everis we offer an extensive language education program, based on one of the best online language training platforms in the market and supplemented by in-person and remote classes.

During the past year, everis professionals have received an average of 30 hours of training. Economic investment in training activities this past year was 8.9 million euros, corresponding to 810 euros per professional.

Ágora and evercampus.

To encourage learning in teams, collective knowledge, and the pooling of creativity of everis professionals. In this same spirit, the everis training center was opened in 2012.

One year later, reviews have been very positive, and this space for learning and creativity continues to evolve. In only the past few months, Ágora has received an average of nearly 9,000 visits, which amounts to some 60 people per day.

The introduction of Ágora everis supplements the training program for everis professionals offered through evercampus, the e-learning platform used by the company. This virtual campus offers a wide range of career training options that meet specific professional development needs, using specific maps for each profile.

Training FY13 by geography.

0

10

50

20

60

30

40 24.21

30.68

5.94

5.95

11.29

34.78

24.8825.28

5.56

19.60

30.48

32.82

13.43 10.78

24.98

19.08 19.12

11.21

Glo

bal

Sev

ille

Por

tuga

l

Mad

rid

Col

ombi

a

Mex

ico

Bar

celo

na

Arg

entin

a

Italy

Vale

ncia

Per

u

Bra

zil

Chi

le

U.S

Uni

ted

Kin

gdom

Bel

gium

- Lu

xem

burg

Initi

ativ

es

Cen

ters

Training FY13 by categories in the diverse business areas.

0

10

50

20

60

30

40

21.51

34.7638.51

37.84

31.37

29.91

Director LeaderManagerExe. directorPartner Staff


Training FY13 by categories in centers.

0

10

50

20

60

30

4018.77

20.33

28.75

56

25.39

LeaderManagerExe. directorPartner Staff

Training FY13 by categories in initiatives.

0

10

50

20

60

30

40

9.52

20.6419.08

8.96

23.67

11.33

SeniorDirector ManagerPartner StaffExperts

BUS

INESS

MA

NAGEMENT

ST

RATEGIC VISION

EVOLVING PEOPLE

CO

MM

UNICATIONINNOVATI

ON

& CREATIV

ITY

GET OUR CLIENTS TO RELY

ON EVERIS

MAINTAIN MARKET

DIFFERENTIATION

CREATE TEAMS THAT ARE SATISFIED AND HIGHLY COMMITTED

IMPACT AND INFLUENCE OUR ENVIRONMENT

MANAGE IN KEEPING WITH

STRATEGY

everis executive school. (see chapter: Sustainability)

During the past fiscal year, the corporate university created the everis executive school, whose objective is to boost the company's strategy by contributing to the development of global leadership skills among senior management.

It was envisioned to be:

· A key element in the achievement of the company's strategy;

· A tool to integrate the needs for development of knowledge, skills and values among directors;

· A space for integration and networking, both internal and external.

The everis executive school has five new programs to develop global leaders:


MENTORING AT EVERIS.

everis uses mentors to manage professional careers, which represent a key figure that accompanies all professionals beginning on their first day on the job. At everis mentoring is a specific kind of learning process in which a person with more experience and knowledge ensures the professional development of his or her mentee. The mentor is a kind of counselor who, in addition to offering guidance and advice, transmits the everis model and culture to the mentee.

INDUCTION PROGRAM.

In addition to mentoring, all professionals arriving at everis take part in an induction program starting on their first day. This initiative takes the form of a trip

that begins with initial training that is conducted by an everis partner. During this training, the history of the company is presented, and new professionals are offered all kinds of information relating to our unique company model, based on our values and on our business. The best-reviewed parts of this course are those with include participation in our company values and our methodology.

We also utilize several points of control, with meetings throughout the first year during which we reflect in a group on the time spent at the company and the development each of us has experienced. The induction program concludes with a final meeting held approximately one year after hire.

Organizational chart showing how people come to form part of everis:

everisWork experience

Selection process

Introduction course

Specialization

Training cycle

L2

L3

L1

Scholarship

Practices

Mentoring

Training

Project

University

SATISFACTION OF EVERIS PROFESSIONALS.

At everis, our professionals are committed to and engaged with the values of the company. Our professionals are our most important asset and they generate added value for our clients. This is why we believe that their opinions and their level of satisfaction and motivation are essential.

For this reason we use a survey, called Participa, to measure these factors. The main objective of this tool is to ensure that we are upholding our purpose and acting consistently with our corporate values.

The results from this past year's Participa survey include the following highlights:

· We maintain the same high ratings on work environment and teamwork.

· Professional duties are rated very highly; we like what we do.

· The indicator of corporate values remains high.

Consolidation of specialized talent.

With this initiative we seek to address a market need that allows us to develop highly specialized talent. Objectives: · To define a value proposal for our

specialized talent. · To guarantee returns on the value of

specialized talent. · To understand and learn to work with a new

figure in our model.

L4

RI

RA

RC

Line 1: unexperienced.

Line 2: experience.

Line 3: selection process.

Line 4: 1o year reception.

Exchanger: introduction course

Integration meeting.

Assigning meeting.

Company meeting.

L2

L1

L3

L4

R1

RA

RC


everjob.

This initiative, which began at everis Madrid, is a tool that helps manage the careers of each of the everis professionals, allowing for direct participation in the process whereby projects are assigned to each individual. The results have been very positive, and for that reason this initiative has been implemented in other offices, such as in A Coruña, Bilbao, and Barcelona.

The method is very simple. Every month, the everjob Intranet site publishes a number of work opportunities for which the professionals can send their application and choose an assignment, provided that they meet the requirements.

W_e, the everis social Intranet.

Greater interaction and participation. These are just two of the aspects offered by the new everis

Intranet, which was launched during the past year. It is an open environment that facilitates the exchange of information and that responds to the needs of the company's professionals.

everis has been a pioneer in the use of the new SharePoint 2013 for the building of w_e, a name which emphasizes the social and collaborative dynamic that has been created. This new platform reflects a commitment to global and borderless communication between company professionals.

The communication-driven structure of this Intranet is demonstrated in the features the site provides, using a unique interface that operates like a social network. Professionals can use this interface to post information through the use of specialized communities, or to collaborate online with documents to which several people in different locations have simultaneous access, without the need to install any specific software.

Take advantage of the social intranet. An excellent way of working with your team and colleagues like you never did before.

Join and participate in the communities and conversations that may interest you.

Find information and documents that you need and will contribute to make a difference in your work.

Get connected with your colleagues, wherever you are.

Listen and be involved.

Be transparent, authentic and consistent.

Share knowledge, ideas, provide value to conversations, receive and accept feedback. Demanding generosity.

Take responsibility of your comments. Responsible Freedom.

We enjoy what we do.Creative energy.

Be social.

Decalogue


ASK.

This is a communication methodology which was conceived to ensure that the strategic information of everis is understood, shared and reflected in our day-to-day activities:

Act: act with consistency and link information to day-to-day tasks.Share: share in a timely manner and ensure that the message is understood.Know why: understand and explain why we do the things we do.

ASK forms part of the heading everis communication strategy which is applied to strategic and organizational matters within the company.

OUR PEOPLE.

We are a company that is accountable to our professionals, and we value their future. At everis, people are our most important asset, and that is why we encourage equal opportunities, a positive work/life balance, and the general welfare of all of our people.

WORK/LIFE BALANCE.

At everis we attempt to improve work/life balance, seeking options that can help people balance professional and personal commitments. To this

“OUR OBJECTIVE AS A COMPANY IS TO CREATE A SPACE FOR PEOPLE TO GROW.”

BENITO VÁZQUEZ, CEO OF EVERIS.

end we have implemented initiatives such as telecommuting and flexible compensation, the latter which helps adapt monetary compensation to the professional's personal and family needs at a given time.

Likewise, we guarantee equality among all of our professionals, regardless of their gender or other factors. We are committed to upholding our corporate values, and for this reason, we base our decisions solely on merit and professional preparation. In addition, we have a salary policy that is identical for both men and women, making no distinctions of any kind.

Staffing provision.

0

1,000

4,000

2,000

6,000

7,000

8,000

3,000

4,000

SeniorDirector LeaderManagerExp. managerExe. directorPartner StaffExperts

168 18 2461

524

2,284

40 3

7,566

Total: 10,850

Categories by regions.

0

500

2,500

1,000

3,000

1,500

3,500

4,000

2,000

4,500


Europe Latam North America

151

1813

4

193

46

7

1

393

3

1,626

636

23

40 3

3,341

128

40

4,185

Total Europe: 6,610Total Latam: 4,164 Total North America: 77

Total: 10,850


Categories by gender.

Female Male

Total female: 3,136 Total male: 7,714

Total: 10,850

Categories by gender in regions.Female.


0

1000

5,000

2,000

6,000

3,000

4,000


11

41

37

9

1

98

1

427

179

9 10

1,11528

17

1,189

Total Europe: 1,777Total Latam: 1,332Total North America: 27

Total: 3,136

0

1,000

5,000

2,000

6,000

3,000

4,000


12 4 48 127

10156 14 3

5,245

1991

397

30

615

2,321

1,669

Total: 168 Total: 524Total: 246 Total: 40Total: 18 Total: 2.284Total: 1 Total: 3 Total: 7.566

Categories by gender in regions.Male.

0

1000

5,000

2,000

6,000

3,000

4,000


140

14

1

312

156

37

64

294

3

1.199

457

14 30

2,226

100

24

2,996


Total Europe: 4,833 Total Latam: 2,831Total North America: 50

Total: 7,714


Staffing provision by age group. Total Europe: 6,610Total Latam: 4,164Total North America: 77

Total: 10.850Europe Latam North America

3,469

0

500

1,000

1,500

2,500

2,000

3,000

3,500 2,179

16 16 14

83293

1,579

24

1 3

34

2,349

1

59

728

- 20 years 20-30 years 30-40 years 40-50 years 50-60 years + 60 years

3

Turnover rates by region.


Total turnover: 27.8%Wanted turnover: 8.5%Unwanted turnover: 17.6%No basis turnover: 1.6 %

0

10%

50%

20%

30%

40%

No basis turnoverWanted turnover Unwanted turnoverTotal turnover

31.5%

9.2%

22.3%

15%

5.6%

48.2%

13.2%

3.7%

31.3%

9%

0.3%

Female. Total turnover: 29.1 %Wanted turnover: 8.6%Unwanted turnover: 18.8%No basis turnover: 1.8%Europe Latam North America

0

10%

50%

20%

30%

40%

43.6%

14.5% 29.1%

14.5%

5.9%

8.2%

0.4%

48.5%

12.0%

32.7%

3.7%

Male. Total turnover: 27.2 %Wanted turnover: 8.5%Unwanted turnover: 17.2%No basis turnover: 1.5%


0

10%

50%

20%

30%

40%

24.7%

6.2%

18.5%

15.1%

5.5%

9.3%

0.3%

48.1%

13.8%

30.7%

3.6%




Turnover rate by country.

everis spain Other offices of everis

0

10%

50%

20%

30%

40%


14.5%

5.9%

11.9%

29.2%

3.1%

44.3%

8.3%

0.3%

Total turnover.

0

10%

50%

70%

20%

60%

80%

90%

30%

40%

11.2%

88.0%

31.5%

46.2%

57.5%

46.8%

39.1%

34.2%

38.3%

18.2% 17.3%

21.6%

14.4%

Arg

entin

a

Col

ombi

a

Luxe

mbu

rgo

Bel

gium

Spa

in

Mex

ico

Bra

zil

UK

Per

u

Chi

le

Italy

Por

tuga

l

US

Total turnover: 27.8%Wanted turnover: 8.5%Unwanted turnover: 17.6%No basis turnover: 1.6%

Wanted turnover.

Unwanted turnover.

0

10%

50%

70%

20%

60%

30%

40%

11.2%

65.1%

22.3%

35.9%

39.9%

27.5% 27.0%

20.5%

19.8%

9.1%

15.4%

17.2% 8.3%

0

5%

10%

15%

20%

1.9%

9.2%

4.4%

9.5%

17.9% 14.0%

10.3%

14.7%

11.1%

13.3%

5.9%

6.8%

Arg

entin

a

Col

ombi

a

Luxe

mbu

rgo

Bel

gium

Spa

in

Mex

ico

Bra

zil

UK

Per

u

Chi

le

Italy

Por

tuga

l

US

Arg

entin

a

Col

ombi

a

Luxe

mbu

rgo

Bel

gium

Spa

in

Mex

ico

Bra

zil

UK

Per

u

Chi

le

Italy

Por

tuga

l

US


0

5%

10%

15%

20%13.4%

3.6%

1.4% 1.0%

0.4%

3.8% 2.3%

0.3%

Arg

entin

a

Col

ombi

a

Luxe

mbu

rg

Spa

in

Chi

le

Por

tuga

l

US

No basis turnover.

Turnover in ages and countries.

Total turnover

Wanted turnover

Unwanted turnover

No basis turnover

0

10%

50%

70%

20%

60%

30%

40%


10.7%

37.5%

53.6%

5.4% 7%

24.2%

33.4%

2.1%

7.3%

10.8%

18.6%

0.4%

12.8%

6.9%

20.8%

1.1%

18.3%

8.8%

29.8%

2.7%

16.6%

11.1%

33.2%

5.5%

Total turnover: 27.8%Wanted turnover: 8.5%Unwanted turnover: 17.6%No basis turnover: 1.6%

Bel

gium

Mex

ico

Bra

zil

UK

Per

u

Italiy


0

10%

50%

70%

20%

60%

30%

40%


61.2%

47.8%

39.8%

49.5%

36.4%

33.1%

42.3%

32.3%

23.6%19.8%

4.9%

14.3% 11.9%

Total turnover. Total Europe: 14.9 %Total Latam: 41.4%Total North America: 29.9%

Total: 27.8%

Wanted turnover.


Total Europe: 5.6 %Total Latam: 11.5%Total North America: 10.4%

Total: 8.5%

0

10%

20%

30%

40%

50%

12.2%9.8%

19.9%

30.2%

18.5%

11.4%

4.2%

32.3%

5.9%4.5% 3.2%

10.0%

5.4%



0

10%

50%

20%

30%

40%

Unwanted turnover.


42.9%

34.1%

13.3%14.5%14,.2%

20.8%

38.0%

17.7%14.9%

1.6% 4.1%

6.2%

Total Europe: 9 %Total Latam: 27.2%Total North America: 19.5%

Total: 17.6%


No basis turnover.


Total Europe: 0.3 %Total Latam: 2.8%Total North America: 0%

Total: 1.6%

0

5%

10%

15%

20%

6.1% 3.9%

6.6%4.8%3.7%

0.9%0.5% 0.1%

0.2%


0

20,000

100,000

40,000

120,000

60,000

80,000

Average wage by category and gender.

Female Male


17,328

44,667

30,421

37,013

55,94463,297

81,947

96,500107,631

113,282

86,446

96,500

56,084

37,644

33,523

19,709

Total: 112,871 Total: 56,050Total: 85,573 Total: 32,868Total: 96,500 Total: 37,474Total: 63,297 Total: 44,667 Total: 18,979

Total female: 24,234Total male: 29,267

Total: 27,814

Female Male

Latam. Total female: 13,985Total male: 18,602

Total: 17,124

0

20,000

100,000

40,000

120,000

60,000

80,000


10,421

27,766

46,181

68,382

81,377

96,902

76,175

46,937

28,906

13,835

Total: 95,692 Total: 46,769Total: 74,628 Total: 28,583 Total: 12,697


Female Male

North America. Total female: 61,721Total male:76,934

Total: 71,437

0

20,000

100,000

160,000

40,000

120,000

180,000

200,000

220,000

60,000

80,000

140,000

Director LeaderManagerPartner Staff

47,240

75,835

102,333

148,895

211,353

161,816

105,640

81,191

42,425

Total: 211,353 Total: 104,962Total: 159,717 Total: 79,119 Total: 44,386

Total average wage by region, category and gender.Total female: 24,234Total male: 29,267

Total: 27,814

MAD Employees.

Female Male

Europe. Total female: 31,281Total male: 34,979

Total: 33,986

0

20,000

100,000

40,000

120,000

60,000

80,000

140,000


23,314

44,667

30,421

40,088

58,44863,297

83,332

96,500

110,000

113,381

86,183

96,500

58,728

40,434

33,523 23,851

Total: 113,134 Total: 58,658Total: 85,630 Total: 32,868Total: 96,500 Total: 40,343Total: 63,297 Total: 44,667 Total: 23,699

FY’13 Employees Teleworking


Prevention.

The Occupational Hazards area ensures the health of our professionals. To this end, everis has implemented countless initiatives to advocate for general wellbeing. Some such measures include, for example in the case of our Spain offices:

· Periodic medical checkups. · Visual and dental health campaigns. · Specialized training on emergencies and

evacuations. · Specific first aid training. · CPR training. · Breastfeeding room.

During the past fiscal year, the data on everis Spain are as follows: · Accidents at work that result in sick leave

(excluding relapse): 10. · Relapses of accidents at work: 1. · Accidents at work that do not result in sick leave: 18. · Occupational diseases: 0 . · Days of leave from accidents at work: 282.

Because the laws on occupational hazards vary by country, the criteria we present below differ at each office:

At everis México: · Disabilities/leave: 52. · General illness: 40. · Accident at work or during commute: 1. · Maternity: 11.

Likewise, countless measures are implemented at our Mexican offices regarding occupational hazards and health-related issues. First aid courses, medical insurance and agreements, and health programs constitute some such measures. In addition, an annual Health Week is organized offering information and promotions of all kinds for the professionals at everis Mexico.

Our offices in Colombia have not reported any leave or work-related accident during the past year. Management of occupational hazards at our Colombian offices is based on the implementation and execution of the entire occupational health and safety and environmental management system. I'm attaching the timeline for each of the activities.

In Peru, medical leave, stipulated by case, is as follows: · Disease: 292. · Common accident: 18. · Work-related accident: 0.

The following are examples of actions on occupational health and hazards conducted in Peru during the past year: · Preparation of occupational health and safety

regulations. · Joint committee on occupational health and

safety at each entity. · Training plan on issues of occupational health

and safety. · Occupational medical exams.

The data from the Brazilian office are as follows: · Total disabilities: 63. · Maternity: 35. · General illness: 22. · Accident at work or during commute: 6.

In addition, they conduct numerous initiatives, such as the Internal Work-related Accident Prevention Week. During that week, the everis professionals in Brazil have the opportunity to attend presentations on different topics relating to health and healthy lifestyles. Likewise, every month they send a clipping on general wellbeing. Additionally, they have a card for purchasing medications, and pregnant women and professionals with chronic diseases receive discounts on medical treatments.

everflex. Launched in 2010, this is a platform where everis professionals can purchase certain products and services with tax benefits (such as computer equipment, medical insurance, daycare, transport coupons, etc.) allowing them to get returns on their gross compensation.

everbuy.This is a private online shopping portal for company professionals where they can view different options and plans with significant discounts on leisure, health/welfare, clothing, etc., allowing them to get returns on their net compensation.

everbank.Through everbank, everis professionals can access various financial products (such as payroll accounts, personal loans, postgraduate financing, etc.) which they can contract from the everis virtual office with significant advantages. In addition, the everis virtual office distributes these benefits once annually among company professionals who have contracted any product.

My compensation: the benefits of flexible compensation.

All of our professionals receive a wide range of social and personal benefits. Medical insurance, economic assistance for food, life and accident insurance, flexible compensation, corporate American Express accounts, and scheduling flexibility are just some of these benefits.

The program to improve human resources policy at everis, Living everis (the compensation and benefits area in Spain) includes My compensation, which is an initiative to optimize total compensation of employees.

The three areas that comprise My compensation (everflex, everbuy and everbank) offer the option to receive benefits in these three areas (described below) through ad hoc portals created to facilitate use.


everclubs.

In addition to all the advantages described above, everis professionals have the option to create or join everclubs, which are groups of people from the company who wish to perform a certain activity or hobby together.

EVERIS COMMITTED TO SOCIETY.

To contribute to and get involved with the development of the society of which we form part. This is one or our main objectives in terms of social action. We work to break down the many barriers that exist between groups, such as the disabled. everis, as a socially responsible company, has implemented numerous initiatives to encourage workplace integration of people with disabilities.

WE WORK TO BREAK DOWN THE MANY BARRIERS THAT EXIST BETWEEN GROUPS.

The objective of these groups is to channel initiatives that arouse interest among our professionals, creating common areas for practicing shared interests and helping to integrate new employees.

Some of the current everclubs include:

Prodis Foundation.

Through the Prodis Foundation we have worked on integrating people with mental disabilities in the workplace by hiring them to work in support of the business areas. To this end we implemented a program that offers internships and subsequent hiring under the "PROMENTOR" program in the following areas:

· Courier: a person whose role is to distribute internal correspondence within the office. After the internship period, the professional was incorporated in our staff. We also have another intern who is currently being shadowed prior to their formal hiring.

· IT support: a person in charge of performing daily review of certain spaces and of the proper functioning of technical and audiovisual equipment in these spaces. After the internship period, the professional was incorporated in our staff.

· Documentation: a person in charge of organizing, scanning and filing non-sensitive documentation. This person is currently completing their internship and is expected to join the staff in September 2015.


Adecco Foundation.

In February 2013, everis signed a collaboration agreement with the Adecco Foundation. This agreement, which reflects the commitment of both parties to encourage social and occupational integration of people with disabilities, has resulted in the following initiatives:

Diversity Plan: identification and awareness. This program aims to normalize interaction with people with disabilities and manage diversity at the everis workplace through social responsibility policies. This program has also enjoyed the direct involvement of various everis employees with disabilities.

Also included in this program are activities for job placement and creation for people with disabilities so they can achieve employment that is sustainable over time. The actions implemented include:

· Internal communication plan for everis professionals in Spain.

· Training sessions for all levels to build awareness and understanding regarding the diversity plan.

· Awareness sessions with disabled people who present an outstanding example in their lives.

· Training assistance (incorporation of disabled people).

· Encouraging volunteer activities.

· Advisory program for employees eligible to receive a certificate of disability.

· Integration and adaptation of hiring processes in order to encourage equal opportunities for people with disabilities.

Another of the initiatives carried out this past year was a visit to everis by the swimmer Teresa Perales. Teresa is a paralympic athlete who made a presentation called "My Life on Wheels”. She spoke of her motivation to excel and beat records, thus raising awareness about how disability is overcome.

Candidate search. Activities for job placement and creation for disabled university students have been conducted, supported by training aimed at obtaining employment which is sustainable over time.

Through its relations with universities, the Adecco Foundation has acted as an intermediary between candidates and everis, assessing whether or not the candidate is right for the job.

The Adecco Foundation has at all times maintained an active search to identify disabled candidates who may be a good fit for everis. To date, the demand in this area of all companies from the everis Group has not yet been fully met.

Collaboration in selection processes. During this past year, we enjoyed the collaboration of the Adecco Foundation in helping reorient our selection processes. The everis recruitment team has received training to take into consideration the special circumstances that may arise during interviews to hire individuals with disabilities.

Likewise, we have also received support from foundation staff to find candidates for hire, and in some cases this staff conducted early interviews to provide us with a detailed report on the candidate's integration.

Publication of offers in public job placement services

We publish job offers for various offices in order to leverage the database that the government provides for us.

Disability Fair.

In November 2013, we participated in the 7th Job Fair for People with Disabilities in the Community of Madrid.

This job fair is one of the most successful in terms of attendance. During our participation, we responded to job applications from more than 200 candidates. Unfortunately, most offered skills and occupational abilities that are not used in everis businesses.

Selection processes.

33% of selection processes conducted with disabled candidates have given satisfactory results, resulting in direct hires by the company.

Given that in normal selection processes our hiring ratio is just 10%, this indicator demonstrates both the interest of everis in hiring these individuals, as well as the work conducted prior to adjust the search to the disabled person (and not the other way around).


Teaming.

everis is one of the founding companies of the Teaming foundation, together with the Intercom group. The foundation manages the online crowdsourcing platform Teaming, which was inspired by a concept created by Jil van Eyle and consists of encouraging employees to donate one euro from their paycheck to a social project. Fourteen years later it was taken to the online world, thanks to financing from everis and the Intercom Group, who saw Teaming as an outstanding opportunity, despite the crisis and the difficulties, for anyone to help and promote social solidarity initiatives.

Since then, more than 60,000 "Teamers" (donators) in Spain have joined one of more than 2,784 groups (causes) contained in the platform. The next step will be to bring Teaming to an international audience.

Additionally, since its launch in 2012, when it managed to collect 66,889 euros, Teaming donations have skyrocketed. During the first six months of 2014, the platform has nearly matched its totals from 2013 with 450,755 euros.

During the next twelve months the project is expected to launch a series of improvements in the technological platform to allow greater flexibility and versatility in communications, as well as launch in other countries

Monthly collection Monthly transfer

Collection. Sustained growth. Collection data.

Collections: 1,000,000€

MarSep Nov AprOct DecJun MayJanJul JunFebAug

39,785 41,971

49,942

+5%+6%

+6%+11%

+8 %+7%

+3%+6%

+5% +5%

52,55546,966

55,559 59,053

65,512 70,553

75,249 77,875

82,801 85,367

Unions Built up teamers New teamers

Teamers. Sustained growth.

Sustained growth in number of users (Teamers)

Sustained growth in number of contributions to groups

0

20,000

100,000

40,000

120,000

60,000

80,00045,891

51,653

+13%54,026

+8% 58,213

+5%62,479

+7%66,830

+11%74,117

+8% 80,332

+8%86,418

+5%90,698

+6%95,979

+4% 100,609

MarSep Nov AprOct DecJun JunMayJanJul FebAug


Coach Project of the Exit Foundation.

Nine volunteers from everis Barcelona and Madrid have participated in the Coach Project of the Exit Foundation, a professional skill-building program that works on behalf of the professional integration of young people at risk of social exclusion through training projects.

Volunteers serve as coaches, offering guidance and motivation for these young peoples' professional futures, listening to them and encouraging them to overcome their limitations, supporting them in their decisions, and explaining business operations and language to them.

The volunteers become role models for these young people, and they work with them through the use of coaching and mentoring tools. During the three months the project lasted, the everis professionals not only had the opportunity to meet with these young people, but they also invited them to visit the everis offices to see some of the departments that most interest them and get to know the real world of business.

CHRISTMAS CAMPAIGN.

At everis we have always been committed to society, particularly those who are most in need. For this reason, every year we collaborate during the months of December and January to collect food and toys through different social organizations.

The everis Barcelona office joined the Gran Recapte food drive organized by Banc dels Aliments (local Food Bank). This initiative helped to fill more than forty boxes (more than 880 pounds) of food, exceeding the 550 pounds collected last year.

The everis Madrid office collected more than 1,100 pounds of nonperishable food for the Banco de Alimentos and Achalay, the latter of which was also supported, in collaboration with CEPA, to collect toys for children. In addition, as in other years, we placed the tree of solidarity and decals in the ground floor windows with the amount of food that we had collected. All of the decals include the words: Merry Christmas.

This Christmas the everis Murcia, Alicante, Valencia, and Seville offices joined in support of the Real Three Kings project that offers the opportunity to become a "King" for children with limited resources or at risk of exclusion. Thanks to the donations of everis professionals, the "Kings" arrived at four shelters, delivering all the presents.

In Peru more than 120 children at risk of social exclusion from the Oasis Manchay shelter were sponsored. This organization is dedicated to providing social support for families with limited economic means through a variety of actions, such as micro-business workshops for parents and schools for children. In addition, the children received presents, hot chocolate and a clown show from everis professionals.

EVERIS COLLABORATESWITH FOOD AND TOYS FOR THE NEEDY.

The office in Brazil implemented various campaigns with the Gotas de Flor com Amor Institution. Firstly, thanks to everis kids, they collected more than one hundred toys which were sent to children and adolescents from families with limited or no income. Also, with the help of everfootball, they collected a total of 50 Christmas baskets as well as 330 pounds of paper that were donated to be recycled and transformed into handcrafted products for sale.

This year's Christmas Campaign in Colombia was undertaken in collaboration with the Laetitia Foundation. In this campaign, everis professionals were able to make an economic contribution and deliver presents to children in this foundation.

Meanwhile, everis Mexico launched the Santa Recluta campaign. The main objective was to bring together 70 employees to bring smiles to each of the children at the Temporary Shelter in Mexico City through the letters they had written to Santa Claus.

Together with all of these initiatives, the #oneword campaign was also carried out, closely linked to the important moment in the company's history: its merger with NTT DATA. The main objective was to determine a concept that we would carry with us throughout the year in 2014. To this end, using all the company's internal channels, a campaign was implemented for all everis professionals to take a photograph with the word they wanted to stay with them through the new year. The result was a Christmas video with all the terms proposed by these professionals.

Perquè a everis sabem donar bones notícies. Ajudem així els que més ho necessiten.

Donem bones notícies, donem aliments

Fes la teva aportació al Banc dels Aliments.Tens temps fins el 6 de desembre!Trobaràs les caixes de recollida a la recepció i als offices de la teva oficina.

Recorda que els aliments que pots portar són: arròs, llegums, llet, oli, sucre, sal, tonyina, pasta, galetes, productes en almívar i productes per a bebès: llet de continuïtat, farinetes i «potitos» de fruites.

En col·laboració amb:


Caps for a new life.

At everis we continued another year with the “Caps to save lives” campaign. This is an initiative which we conduct with the Seur Foundation to help sick children with no economic resources. To this end, every week we collect pounds of plastic caps at the different everis offices. Every ton of plastic can sell for up to 300 euros, which are used entirely to fund operations or treatments for various kinds of diseases.

Likewise, in Colombia a soda cap campaign is carried out for the Sanar Foundation to contribute to the treatment of more than 500 children suffering from cancer in Colombia.

Other social actions.

At our offices in Colombia every year a recycling campaign is conducted to later make donations to the Burn Foundation. This organization rehabilitates people who suffer traumas due to burns, collecting all kinds of recycled materials to be processed accordingly.

The members of evervolunteer in Peru collaborate selflessly with various associations that help sick children with no economic resources. Actions from this past year included support for the Children's Hospital, helping 40 children hospitalized for various illnesses, from pneumonia to heart problems. They also collaborated in the donation of food for the children from the White Cross summer camp.

In Italy, professionals collaborated with Prospera (PRogetto SPERAnza). This is a volunteer association with more than 1,000 members that help young people to integrate in the world of work.

Lastly, coinciding with International Internet Day, the forum "For a Safer Web" (#x1redmassegura) was created to promote safe and reliable internet use.

The main objective is to inform all users, regardless of technical knowledge in computers, about the appropriate and responsible use of all resources available on the internet. Through this action we seek to raise awareness and help education people to prevent users from becoming victims of abuse, scams, harassment, grooming, and a host of other risks.

SPORTS AND HEALTHY LIVES AT EVERIS.

The Rock N' Roll Marathon, the EcoRun 2013, the Carrera de los Emprendedores Race, the Carrera Entreculturas Race, and the Carrera de las Capacidades Race are just some of the races and activities that everis professionals participated in during the past year in Madrid.

But we advocate for sports and athletics not only at the central headquarters of everis. All everis offices participate in various athletic events and numerous initiatives related to a healthy lifestyle.

The Valencia office is a great example. During the past year, they held the first Valencia Running everis Race Circuit. Ten popular races were chosen as part of the circuit, and participants had to attend a minimum of six of them to reach final qualification. The awards were divided into three categories:

1. Award for the runner covering the most kilometers.

2. Award for the first person to qualify in the league.3. Award to the most improved competitor or best

new athlete, based on votes.

everis Valencia also participated in the 2013 Empresas Valencianas Race with a men's team of three and two mixed teams of four people. More than 300 runners attended the race representing various companies from Valencia.

During the past year in Peru the everis life/care program was carried out, which seeks to encourage healthy habits. This initiative was divided primarily into three actions: massage sessions to prevent muscular problems; healthy food at offices; and a health library with self-help books and guides on achieving professional success.

Also in Peru employees celebrated the "everis Cup", which included participation of 18 soccer teams and another 10 mixed volleyball teams. The main purpose is to promote athletics and strengthen healthy habits among all of our professionals.

In Brazil the Quality of Life program was implemented with a variety of actions, which will be expanded during the coming year. The objective of this initiative is to encourage healthy behaviors with the inclusion of juice machines at the offices, activities with health organizations, and even memos with healthy recommendations.


SOCIAL NETWORKS.

In order to strengthen relations with all of our stakeholders, at everis we have a strong presence in social networks. New communications channels offer a means of direct and immediate contact, also resulting in greater transparency and clarity for our professionals, clients and candidates.

Follow us on…

Facebook.www.facebook.com/everis/

In addition to the corporate account, we also have social media presence in Portugal, Mexico, Brazil, Italy, Chile and Colombia. We use this social network to communicate business events, job openings, news, technology stories and other items of interest in all sectors in which we operat.

Twitter.www.twitter.com/everis

Just as with Facebook, together with the corporate Twitter account there are accounts for Chile, Portugal and Mexico. We use Twitter to provide real-time updates on corporate events, current news, forums, job openings, reports and other content.

Linkedin.www.linkedin.com/company/everis

Publication of job openings, human resources contents, videos, testimonials, specialized groups, both for professionals and former professionals of the company, events and content distributed by location.

Youtube.www.youtube.com/user/everisgroup

Publication of all the videos produced by the company: brand changes, recruiting videos, publicity

WE ARE GROWING AND DEVELOPING ALONGSIDE OUR SOCIETY, WHILE ADAPTING TO NEW COMMUNICATIONS CHANNELS.

and marketing campaigns, statements by partners and area directors, videos on company products and services, brand birthday videos, etc.

Attitudehasnolimits.Web: www.attitudehasnolimits.com/es/

Facebook (1783 fans): www.facebook.com/attitude.has.no.limitsTwitter (351 followers): www.twitter.com/attsnolimits This is a project whereby everis seeks to publicize the company name through our positive attitude and the idea that there are no limits to our dreams or to our constant challenges. It is our way of being, of working, and of making decisions. An attitude that goes as far as possible, that is contagious, that is shared. We want to prove that attitude truly has no limits.

Nice to See You.www.nicetoseeyou.everis.com

This is a portal used for former professionals and friends of everis. NTSY offers updated information, invitations to exclusive events, the option for former employees to read and participate in our blog, etc.

+ 30,100 FANS ON FACEBOOK

+ 73,000 FOLLOWERS ON LINKEDIN

+ 13,500 FOLLOWERS ON TWITTER

EVERIS WITH INSTITUTIONS

06

84 ___ ANNUAL REPORT 2013-2014 EVERIS WITH INSTITUTIONS ___ 85

At everis we are committed to education and academic excellence, and we wish to become a platform for talent and knowledge. From our inception, we have been committed to collaborating with the largest universities in the country so as to help and support the coming generation of talent. Universities generate talent, and it is up to us as businesses to turn that talent into something valuable for society.

UNIVERSITY.

Agreements and Chairs.

Collaboration Agreement with the Comillas Pontifical UniversityWe formalized an agreement with the Comillas Pontifical University in order to leverage and strengthen teaching, methodological, technical and material resources aimed at developing activities and studies that facilitate the education of future professionals or the retention of those already working.

This agreement is reflected in the following areas:

· everis sponsorship for the financing of the following research and teaching activities: End-of-career project awards and sponsorship of students' scientific and innovative activities,

conferences, athletics events and postgraduate studies.

· Conducting a series of initiatives by everis that seek to forge closer ties between the company and the university. These activities range from training on essential skills to open-door sessions and participation in events and seminars.

everis-ETSIT-UPM Chair.As part of our aim to encourage technological innovation and support entrepreneurship in the academic world, we have continued the everis-ETSIT-UPM professorship this past year.

This collaboration agreement aims to encourage innovation among students in fields of Information and Communications Technologies. It has been carried out thanks to the initiative of everis and the Rogelio Segovia Foundation for the Development of Telecommunications (Fundetel).

This entity, which is part of the Polytechnic University of Madrid, is linked to the Telecommunications Engineering Superior Technical School (ETSIT), and its purpose is to undertake, manage, and promote teaching activities, research, development and innovation.

everis-UPC agreements.Other agreements that we maintained this past year include those formalized with the Polytechnic University of Catalonia (UPC). The objective is to encourage training on information technologies (IT) through the everis agreement on innovation and promotion of research, studies, and professions in the IT area, implemented at the Barcelona School of Computer Science (FIB) of the UPC. Another agreement is in place with the Barcelona Telecommunications Superior Technical School (ETSETB), which is also part of the UPC.

The activities that fall under the Agreement with the FIB focus on research, training, innovation, knowledge transfer and dissemination, centering on two main objectives:

· Firstly, to promote study of IT and related areas at the UPC (specifically in the undergraduate and postgraduate offerings at the FIB), in order to address the decreasing number of professionals in the labor market in the information technology sector during recent years. We work together to bring training and learning to the work world and employment to those who are degree holders in the listed fields.

· On the other hand, the Agreement will boost applied technical research related to software engineering (SE), a discipline that contributes


methods and techniques that assist in the development and maintenance of quality software, in those areas identified as priorities within the sector.

Likewise, the Agreement activities with ETSETB are focused on:

· Giving seminars on specific subjects within the Proyecto Avanzado de Ingenería which are given in capstone courses, as well as inviting students to activities at everis facilities.

· Offering an everis Program of Scholarships for the 2014-15 and 2015-16 courses leading to enrollment in the first course for the Masters in Telecommunications Engineering (MET) of the ETSETB-UPC.

everis-MPSEI-UPM Chair.At everis, we have a collaboration agreement with the Universidad Politécnica de Madrid (UPM) to serve as a bridge between the academic world

and the corporate world through the Cátedra de Mejora de Procesos de Software en el Espacio Iberoamericano Chair (MPSEI), held by Ángel Jordán, professor emeritus from Carnergie Mellon University; directed by José Antonio Calvo-Manzano; and includes professors from the UPM, the UNED, and the Universidad Carlos III de Madrid (Carlos III University of Madrid).

Beginning in 2005, the MPSEI Chair has expanded and advanced the installation of more efficient models for the development of information systems. Its objectives include the promotion of research, adaptation and dissemination of techniques for the improvement of software processes; interdisciplinary teaching and research activities; the transfer of technological knowledge and results; and the financing of scholarships (mainly for doctoral/masters students) in ICT areas.

The activities carried out within the scope of the MPSEI Chair include:

· Proposing lines of work between the priorities and needs of companies and those of the UPM which will become doctoral theses for PhD students.

· Facilitating the maximum dissemination of research results and, in general, of all of the activities carried out within the scope of this chair. To make this a reality, they publish research results regarding process improvement at conferences and in journals.

Furthermore, the MPSEI Chair collaborates with the Software Engineering Institute (SEI) in the translating into Spanish of one of the process models most broadly disseminated throughout the world, the CMMI-DEV v1.3.

The MPSEI Chair also participates in the organization of conferences, including the SEPG Europe 2012 Conference, the CISTI 2012 Conference and the Encuentro Hispano Mexicano on software quality

Initiatives.

Training sessions on “ICT in the Company”.Given by everis’ most distinguished professionals, “ICT and the Company” is a seminar that offers a global vision of the current state of information and communications systems as a growth engine for a country’s economy.

Open House days in the everis officesAt everis, we open our company’s doors so that future professionals may get to know first-hand the day-to-day operation of a consulting firm. everis partners and managers present both the company and specific projects. Cross-sector Workshops.These are training sessions for students on how to work as part of a team, how to make an effective presentation and how to manage time, among others.

Sponsorship of capstone projects.Developing a course with excellent academic results is synonymous with success. For this reason, and because we believe that quality training is the sine qua non condition for identifying talent, everis sponsors the prizes that universities award to the best capstone projects related to innovation and new technologies.

Collaboration with academics.We make a series of initiatives available to the faculty (round tables, chats, meetings, etc.) that serve as educational encounters between players in the academic world. The idea is to take advantage of everis’s knowledge, its contacts, its institutional relationships, in order to cover subjects of interest.

Participation in Employment Forums.everis annually attends employment forums for the purpose of guiding, through chats, the greatest number of young people in their job searches.

Selection processes in university facilities.So that students will not have to travel and can get to know the company first-hand, everis conducts interview days at the university. These include training on how to present oneself in interviews. Development of the capstone project at everis.The student can complete his/her capstone project at everis and receive advice and guidance from everis professionals who are experts on the subject.

Job offers on site Through channels.In order to offer the opportunity to develop their professional careers at everis, we make many job offers to students. We go to their environment, to their universities’ web pages, work spaces, in general to the web pages they visit.

We sponsor 40 hours of indoor soccer.This sport is part of the talent development for young people. We will go so far as to say that it even supports the development of that part of transversal knowledge that, combined with technical knowledge, enables professional success. The sport teaches teamwork, how to make your best effort, how to fight for what you want.

San Silvestre Races in the University.We work with student associations to organize solidarity races. We establish everis professionals as liaisons with some of them in order to support close connections between the university and the corporation.


AWARDS.

everis Talent Awards.

For the third consecutive year, we are recognizing excellence in students with the everis Talent Awards. These awards are given annually by everis in Catalonia to honor the best first-year students of the Advanced Vocational Training in IT Applications Development, Multiplatform Application Development and Network IT Systems Management.

In 2013, under the motto “Cultivating classroom talent” everis awarded the five best students in ICT advanced vocational training with €500 to help towards their studies. Those to be awarded with the prize are chosen from the applications received from the training centers in Barcelona city. The awards are granted to students who are an example of dedication, commitment, talent and continued effort in their studies. The students’ attitude is also taken into account, together with the opinion and recommendation provided by their teachers when nominating students for the award.

With this award, everis promotes the best skills and abilities of students in Vocational Training in ICT specialties. The prize money for these young people’s training aims to promote their talent and ensure the future of technological professions.

Once the winners are chosen, the prizes are awarded at an event drawing together prize winners, professors and directors of the training centers, as well as Melcior Aracons, general director of Professional Training of the Education Department of the Government of Catalonia.

Over these three cycles, we have awarded prizes to a total of 18 students in professional ICT training.

everis and Fundació Edu21 give awards to the best project for boosting scientific-technical careers.

For one more year, everis has collaborated in the annual Fundació Edu21 prizes that seek to boost the practice of the teaching the values of co-responsibility. everis sponsors the Edu21 Award for the best work promoting scientific and technical careers In 2013, the winning project was a proposal by Daniel García-Escudero, Bert Bartí i Milà and Carlos Marcos Padrós, with the title “Architecture Workshop 0.0: a teaching proposal for the introduction of architecture addressed to pre-university students.”

IEF-everis Prize for Financial Excellence in Professional Careers.

The Instituto de Estudios Financieros, a non-profit institute, offers the IEF Prizes, prizes for training, values, strategies, innovation and excellence in

the financial sector, both in academics and in the professional world. For three years, everis has been part of this initiative and has awarded the IEF-everis Prize for Financial Excellence in the Professions. The winner this year was Juan José Toribio, professor emeritus of the IESE Business School and external consultant with AEB, who won the prize for the excellence and breadth of his professional career which has combined success in financial management, consulting, teaching, associative focus and dissemination, always with an extraordinary level of quality.

OTHER INSTITUTIONS.

At everis, we maintain collaboration agreements with different institutions of learning and with numerous organizations that complementary interests.

everis’s International Advisory Board.

Throughout Fiscal Year 2013, everis has organized the annual meeting with the Advisory Council. One of its main objectives is to help consolidating the international expansion of everis in Latin America and the English-Speaking markets.

Eduardo Serra, current Vice President of everis, presides over the Board, which, in addition to the president of the company, Fernando Francés, and the CEO, Benito Vásquez, also includes the former presidents of Mexico and Colombia, Ernesto Zedillo and Ávaro Uribe, the former minister of European and Latin American Foreign Affairs of the

United Kingdom, Lord Garel-Jones, and Eugenio Galdón, current president of the Multitel Group and of the everis Foundation.

In the meeting for this last fiscal year, the members of the Board analyzed everis’s strategy and goals for the next years, as well as the possibilities for growth by becoming part of NTT DATA, the sixth-ranked group in providing worldwide IT services.

Ernesto Zedillo: president of Mexico from 1994 to 2000. He is currently Director of the Center for the Study of Globalization of Yale University and participates in some United Nations programs related to financing in developing countries. He is also an advisor for the PRISA group.

Álvaro Uribe: president of Colombia from 2002 to 2010. He has served in various positions in Public Companies in Medellín, in the Ministry of Labor and in Civil Aeronautics, as Mayor of the city of Medellín during 1982, as Senator of the Republic (1986-1994) and later, as the governor of Antioquia (1995-1997).

Lord Garel-Jones: William Armand Thomas Tristan Garel-Jones was born in 1941. He was the Minister of European and Latin American Foreign Affairs for the United Kingdom. During his mandate, he was responsible for negotiating the Treaty of Maastricht and for security issues, as well as for international business and relations with Latin America. Member of the Conservative Party since 1974, he represented Watford in 1979. He has been an advisor to Banque Suisse, to British Petroleum and British Airways, president of the Euroamérica Foundation and member of the Board of Directors of Iberia and Acciona, among others.

Eugenio Galdón: Eugenio has developed his career in three main areas. He has been Professor of Public Finance at the Autonomous University of Madrid. He has held various positions in the public sector, most notably as Advisor to President Suárez and Cabinet Director for President Calvo-Sotelo in the late 70s and early 80s. In the communication sector, he has been


Executive Vice President of COPE, CEO of SER and Managing Director of the PRISA Audiovisual Division, among other positions. In 1996 he created the ONO telecom operator. In 2005 he led the purchase of Auna. He is currently president of Multitel Group and of the everis foundation.

Corporate Parliamentary Program.

For the second consecutive year, everis has participated in the Corporate Parliamentary Program (PEP, in Spanish), organized by the Circle of Companies. This is an initiative that seeks to facilitate parliaments in acquiring real knowledge of Spanish companies, their principles, objectives, organizations, strategies and means of acting, as well as their technological and human approaches.

This program likewise provides corporate directors and their collaborators with a panoramic overview of the day-to-day activities of Parliament and the legislative process, as well as the problems that parliamentary representatives face at the local, autonomous, national and European Union levels, with regard to subjects that relate to corporate life.

PARTNERS.

Committed to innovation, at everis we have an extensive network of alliances and strategic agreements that guarantees the satisfaction of our clients. We combine our experience and knowledge of leading-edge technologies in the market to obtain results of the highest quality. We are global partners with IBM, Microsoft, Oracle and SAP, in addition to many other top-tier organizations, which reinforces our abilities and services.

IBM.

With more than 70 consultants certified in IBM technology, everis has the rank of Premier Business Partner, the highest rank, for the development of projects with its technology. Specifically, we are specialized in the following areas of IBM technology: Cognos, Lotus Portal, WebSphere Commerce, Information Data Management and WebSphere Core. We are also working with Smart Cities.

Microsoft.

During this fiscal year, everis has been chosen as a member of the President’s Club 2013 of Microsoft Dynamics. This award acknowledges the international presence of the consultant as an integrator of Microsoft solutions (see chapter: Sustainability). Furthermore, with 460 certified technicians, everis maintains its ranking as Gold Partner and has a business line that works very closely with Microsoft solutions.

SAP.

We have an alliance with SAP:

· We are Service Partner in Latin America and Europe.

· We are Channel Partner (gold level) in Spain and Mexico.

In addition, we have 40 certified industry solutions y 56 cross-industry solutions.


UDN /Sector

I-Flex (Orcale)MurexHL7IntersystemsFundación IDISArsysCiscoHPNTT Europe OnlineQuestredhatVmwareSAPBMC SoftwareEMCf5IBMLiferayMicrosoftOracleTibcoAmdocsEgainFOEIndisys Grupo Agbar

Alliance

BankingBankinge-Health e-Healthe-HealthOutsourcingOutsourcingOutsourcingOutsourcingOutsourcingOutsourcingOutsourcingS&ES TechnologyTechnologyTechnologyTechnologyTechnologyTechnologyTechnologyTechnologyTelecomTelecomTelecomTelecomUtilities

Oracle.

During this fiscal year, Oracle has acknowledged everis as partner of the year in its Excellence Awards in the regions including Europe, the Middle East and Africa (EMEA) in the Middleware category (see chapter: Sustainability).

everis is a Platinum member of the Oracle PartnerNetwork for its development of projects with Oracle technology. In addition, we have the Division for Technology based on Oracle Products, which strengthens our position as one of the key integrators of Oracle-based solutions with the ability to undertake global transformation projects.

Other Partnerships.

In FY13, everis and BMC Software updated their strategic partnership through the implementation, support and maintenance of IT and Business Service Management solutions, for which we expect to invoice 15 million euros in the next five years given its joint added value, capable of lowering operating

costs for its clients by up to 35%. Furthermore, everis has acquired the Remedy on Demand and Bladelogic solutions from BMC, in order to provide multi-client SaaS modality services (Software as a Service).

Likewise, everis and Liferay have broadened their partnership, which up until now was applicable to Spain, to include joint activities in Portugal as well.

EVERIS IN ENTREPRENEURSHIP.

Project Imagine.

For the second consecutive year, we have participated in the revolutionary Imagine Silicon Valley program, created by Xavier Verdaguer. We hold a creativity competition so that one of our professionals can enjoy this experience. To be an “everis dreamer” candidates will need to have a good level of English, have creative ideas, the desire to change the world, believe that anything is possible and create a video explaining their reasons for wanting to go to the Imagine Silicon Valley Creativity Center (California). In contrast to the previous year, this year the meeting will be open not only to everis managers and executives, but also to staff.

The winner was Oriana Méndez, who develops projects in the areas of ICT, Logistics,

Transportation and Smart City, in the everis Innovation department. This initiative takes place within the framework of the everis strategy of encouraging the entrepreneurial spirit in Spain with actions that, like this one, build bridges between the academic and corporate worlds in order to share synergies.

Collaboration Agreement with the Universidad Pontificia Comillas for fast-tracking start-up projects.

With this partnership agreement, everis, through its innovation department, and the Universidad Pontificia Comillas intend to cultivate and promote entrepreneurship among University students. To achieve this, a competition for the presentation of business ideas has been implemented for the purpose of choosing those that show the greatest solidarity, development potential, viability, flexibility and innovation.

EL DREAMER EVERIS 2013 ES…

Como sabéis, everis participa en el proyecto Imagine llevando a uno de sus profesionales a Silicon Valley. Para ello, se ha puesto en marcha la segunda edición del concurso dreamer everis en el que 15 personas han presentado su candidatura.La decisión no ha sido fácil, ya que sólo uno de ellos ha conseguido el pasaporte para Silicon Valley. Todos los aspirantes a dreamer han demostrado un gran esfuerzo y creatividad en sus trabajos, pero sólo hay un nombre para el ganador:

Oriana Méndez López

El proceso

De los 15 vídeos presentados, el comité de innovación de everis seleccionó 8 para viajar a San Francisco.Allí, el Imagine Creativity Center eligió los tres finalistas:

- Oriana Méndez López - Elia Vázquez Yáñez - Carlos Mora de la Cruz

Finalmente el video de Oriana consiguió ser el ganador por su optimismo, vitalidad y originalidad.

El ganador: Oriana Méndez López

Oriana trabaja en everis desde mayo de 2012. Pertenece al departamento de innovación en el que desarrolla proyectos en el ámbito de las TIC, Logística, Transporte y Smart City. Identificar oportunidades de negocio y buscar iniciativas de mejora en las empresas son algunasde sus tareas en everis. Además, es bilingüe, deportista y cree que todo es posible.


Throughout this fiscal year, everis has collaborated in the preparation of the “Partners Study,” which we will describe in the next corporate memo. This report analyzes how ICT is a motor of change in the public sphere.

SpanishReforms.com.

IESE’s Public-Private Research Center (PPSRC-IESE), The Savings Banks Foundation (FUNCAS) and everis have launched the Spanish Reforms website, a benchmark for those seeking rigorous and updated information on the progress of economic reforms in Spain.

This website, developed with Liferay Enterprise Edition technology, collects, explains and contextualizes both the recommendations made to Spain by major international institutions and the legislative commitments and initiatives undertaken by the Spanish Government on the subject of reforms. Specifically, the site is divided into six thematic areas:

1. Growth and competitiveness. 2. Competition and regulation.3. Jobs market.4. Financial system.5. Fiscal policy and public administration.6. Welfare state.

OTHER AGREEMENTS.

ESADE Partners Program.

everis has been a member of the Partners Program for yet another year, an initiative of the Institute of Governance and Public Direction (IGDP, in Spanish), dedicated to research, development and the dissemination of knowledge on the subject of public-private cooperation (CPP, in Spanish.) This program seeks to provide meeting spaces and boost mutual understanding between executives and institutions from the public and private sectors involved in collaborative projects, regardless of their field of activity.

everis and the University of Navarra support talent through sports.

everis has signed an agreement with the University of Navarra to promote the sporting spirit, and to highlight the importance of talent, the drive for personal development and teamwork. It also focuses on the need to pass on these values to future professionals. everis thus takes part in the “Sports Talent” program, which was developed by the University of Navarra with support from the Spanish Olympics Committee (COE), the Spanish Olympics Academy, the Navarro Institute for Sports and Youth, the City Council of Pamplona and the Barcelona Olympics Foundation.

Support of the Pombo Foundation.

The strategic consulting department has supported this Foundation with its knowledge and experience. The main objective was to help them develop their plan and strategic lines, their mission and their vision.

everis alumni.

Our success comes not only from our professional activities but also from all of those who have been, at one time or another, a part of everis. This is how the Nice to see you initiative was born. This is a meeting place for ex-employees where they can catch up on the latest news from everis or the sector in general. Likewise, they have the opportunity to participate in events, debates or even contribute their expert vision by writing posts in the everis topical blog.


LIST OF INSTITUTIONS WITH WHICH EVERIS COLLABORATES THROUGHOUT THE WORLD.

Argentina

Brazil

Colombia

Chile

Spain

· Spanish Chamber of Commerce · Argentinian-German Chamber of Industry and Commerce · USUARIA – Association of Argentinian Users of Information Technology

and Communications · CESSI – Chamber of Software and Information Services Companies

· Official Spanish Chamber of Commerce of Brazil · LIDE

· National Association of Corporations of Colombia · Colombian Chamber of IT and Telecommunications · Bogotá Chamber of Commerce · Hispano-Colombian Chamber of Commerce · Fedesoft · Presidents’ Forum

· Chilean Association of Technology and Information Companies (ACTI)

· Santiago Chamber of Commerce (CCS) · Official Spanish Chamber of Commerce of Chile (CAMACOES) · Digital Country Foundation (FPD) · Chilean Institute of Rational Corporate Administration (ICARE)

· Association of Colombian Companies - AEC · AECOC (Spanish Commercial Code Association) · EDIPE – Central Association for Human Resources Direction · AMETIC - Association of Electronic, Information Technology,

Telecommunications and Digital Content Companies · Association for Progress in Management (APD) · INECA Association – Institute of Economic Studies of the Province of

Alicante · Corporate Association of the ICT Sector (ESTIC) · Spanish Executives Association (AED) · Catalonian Association of Consulting Companies (ACEC) · Customer Experience Association · Association of Advanced Tertiary Consultancy Companies of the Valencia

Community (AECTA) · Advanced Tertiary Association (ATA) · Association for the Promotion of Corporate Initiatives · Valladolid Association of Information Technology Companies · AUSAPE – Association of SAP Users · AUTELSI – Spanish Association of Users of Telecommunications and

Information Companies · Barcelona Global · Center for the Management of Corporate Knowledge of the Community of

Valencia

· Circle of Economy · Círculo de Empresarios (Business Circle) · COTEC – Foundation for Technological Innovation · Deusto Business School · Dircom – Association of Communications Managers · Edutech · ESADE Business School · Information and Communications Technologies Entrepreneurs of Andalucía

(ETICOM) · EOA – European Outsourcing Association of Spain · DEM Entrepreneurs’ School · Antares Forum · Human Factor Foundation · SERES Foundation · Transforming Spain Foundation · IESE Business School · Instituto Consejeros Administradores · Spanish Seniors for Technical Cooperation - SECOT · Shacho Kai Barcelona · Teaming Foundation

· Confindustria ICT Association (Assinform) · ELIS · Polytechnic Foundation of Milan · Progetto Speranza · Network-of-Networks

· AMITI – Mexican Association of the Information Technology Industry

· AMIPCI Mexican Internet Association · Spanish Chamber of Commerce

· Official Chamber of Commerce of Spain in Peru

· APDSI – Association for the Promotion of Information Companies · APDC – Portuguese Association for Communications Development · APO – Portuguese Outsourcing Association · BCSD – Business Council for Sustainability Development · COTEC · GRACE · ITSMF – IT Service Management Forum

· Spanish Chamber of Commerce

· Spanish Chamber of Commerce

Italy

Mexico

Peru

Portugal

UK

US

SUSTAINABILITY

07

100 ___ ANNUAL REPORT 2013-2014 SUSTAINABILITY ___ 101

AT EVERIS, WE ARE DEVOTED TO CARE OF THE ENVIRONMENT AND WE EXPRESS THIS THROUGH INITIATIVES THAT REDUCE IMPACTS ON OUR ENVIRONMENT.

EVERIS AND THE ENVIRONMENT.

At everis, we are devoted to care of the environment and we express this through initiatives that reduce impacts on our environment.

We are a socially responsible company and we assume our commitment to climate change. At everis, we have developed a policy of responsibility and respect toward the environment with numerous initiatives that support care for our surroundings. In addition, we have an ISO 14001 certification that advocates for a balance between maintaining profitability and reducing the impact on the environment.

Preventing pollution by minimizing the consumption of natural resources, responsible disposal of waste and recycling of materials are among the main objectives set by everis as a socially responsible company that respects the environment.

Environmental Management System.

The everis System for Environmental Management implements the company’s environmental policy, manages its environmental aspects and includes the structure of the organization, the planning of activities, its responsibilities, practices, procedures, processes and resources.

In addition, each supplier must comply with a series of environmental requirements. This is our goal: Full compliance: of everis and of those that work with everis.

Environmental management at everis takes place on several levels:

Environmental Direction: this is the highest management group at everis. Its main responsibility is approval of the environmental policy, with the strategic actions plan, as well as leading and supporting the implementation of an environmental focus within the organization.

Environmental committee: responsible for the development and maintenance of the environmental management system as well as monitoring its correct implementation throughout the company. This includes the review of processes, making available necessary tools to organizations, as well as establishing and following up on environmental goals and objectives.

Head of Environmental Issues: the head of environmental issues is responsible for keeping the Environmental Committee informed of the progress of the environmental management system, making the Committee aware of the information it requires to meet its responsibilities. In addition, s/he is in charge of defining the requirements for environmental training for employees and other parties involved.

Office Head: the office head is responsible for supporting the environmental head in the completion of his/her duties. S/he participates in preparation of the training plan and identifying the training needs of each everis office.

Support Group: the internal auditors are in charge of verifying compliance with the specifics of the environmental management system. They complete internal audits and follow-up on the related corrective/resolution actions.


Best practices and environmental manuals.

At everis we are aware of the small, day-to-day actions that lead to big changes. Therefore, we have a best practices manual that incorporates a series of recommendations for both everis professionals as well as all those who visit our offices and which adapt to our Environmental Management System.

Likewise, at everis we have an environmental manual that contains the organization, responsibilities and policies for the environmental initiative that describes the elements on which the Environmental Management System is based. (SGMA)

tira aquílas pilas

tira aquí restos

residuos

tira aquípapel

tira aquícartón

Internal audits

Continuous improvement management

Documentation and records

SGMA Maintenance

External audits

The Environmental Management System developed in our company is based on International Standard ISO 14001:2004 “Environmental Management Systems Requirements” and applies to all activities carried out in the following offices: Madrid, Seville and London.

REVISION BY MANAGEMENT

TR

AIN

ING

AN

D C

OM

MU

NIC

AT

ION

OP

ER

AT

ION

AL

CO

NT

RO

L P

RO

CE

SS

ES

EVERIS OFFICES

Reduction of consumption

Waste management

Preparation and response before emergencies

Employees

Others involved

Suppliers

everis established its SGMA in compliance with International Standard ISO 14001:2004 “Systems of Environmental Management” for the purpose of improving its conduct in relation to the environment. For this purpose, the basic processes and records that define the SGM have been documented:


Paper-notebooks consumption.

Dec-13Jun-13 Aug-13 Feb-14Oct-13Apr-13

0

4

8

16

12

20

Notebooks (units) Paper (boxes)

Non-hazardous waste.

Dec-13Jun-13 Aug-13 Jan-14Jul-13 Sep-13 Feb-14 Mar-14Oct-13Apr-13 Nov-13May-14

0

5

10

20

15

25

Containers(Kg)

Organic (Kg) Paper (Kg)

Environmental policy.

One of the everis offices where the Environmental Management System (SGMA) is applied is the

Seville office. The data below refer to this office in particular, which serves as a benchmark due to its average size.

Paper analysis.


0

0.1

0.2

0.4

0.3

0.5

Kg Paper/Employee Collection Withdrawal kg paper / employee

Electricity consumption.

D e c - 1 3Jun-13 Aug-13 Feb-14Oct-13Apr-13

0

40

80

160

120

200

KWt/Employee


Toner consumption.


0

0.1

0.2

0.4

0.3

0.5

Toner collection

At everis, we have an operational control process for recycling waste generated in the company’s offices. We separate waste for future disposal into containers identified for removal. This separation is based on the criteria established by legislation in force.

It is key for everis to identify this waste to be re-used, re-cycling or processing. Within this process, different responsibilities are identified and listed:

1. Environmental head, who supervises all the duties completed by the office head: · Supervision of the process of recycling and

re-use. · Completion of the reports with the information

supplied by the office head. · Monitoring and analysing indicators. · Preparation of training and communication

plans. · Analysis and response to improvement

suggestions proposed by the employees.

2. Office head: · Supplying the information required for

the management of waste so that the environmental head can prepare indicator reports.

· Identification of new waste. · Checking the status of containers and

paper. · Monitoring the management of waste

collected. · Analysis and response to improvement

suggestions proposed by the employees. 3. Employees: will be in charge of the separation

and storage of each type of waste in the containers provided for this purpose. Since the generation of waste is inevitable, all everis professionals receive the necessary training. In addition, for this same purpose, at everis we implement numerous environmental awareness campaigns.

Carbon footprint.

Key data from the Carbon Footprint Study of 2011-2012.The Carbon Footprint of everis Spain has been calculated using the ISO 14064 standard.Emissions of greenhouse gases, both direct and indirect (scope 1 and 2.) 2,984.73 Tn CO2 eq.Carbon Footprint (scope 1, 2 and 3) 12,008.73 Tn CO2 eq.Carbon footprint per invoicing unit: 31.92 Tn CO2/€ million.Carbon footprint per employee: 2.61 Tn CO2/employee.Ecological Footprint: 4,712.29 hectares.

Change in carbon footprint.

Carbon footprint (trend)

Carbon footprint (objective)

Carbon footprint (current)

7500.0

15000.0

22500.0

30000.0

2014 2015 20192017 201820162010

0

2012 20132011

Development 2010-2011-2012-2013.Carbon footprint (2013): 12,008.73 Tn CO2 eq.Carbon footprint (2012): 16,660.16 Tn CO2 eq.Carbon footprint (2011): 16,021.31 Tn CO2 eq.Carbon footprint (2010): 14,373.82 Tn CO2 eq.

Carbon footprint per invoicing unit (2013): 31.92 Tn CO2/€ million.Carbon footprint per invoicing unit (2012): 44.24Tn CO2/€ million.Carbon footprint per invoicing unit (2011): 45.91 Tn CO2/€ million.Carbon footprint per invoicing unit (2010): 49.41 Tn CO2/€ million.


Main Conclusions of the 2011-2012 Carbon Footprint Study.

In 2013, a significant decrease in the ecological footprint was observed related to a decrease in the forests required to absorb the CO2 emitted.

The Ecological footprint per employee was reduced by 28.4% in the 2013 fiscal year, as compared with 2012.

everis Spain is continually growing, and therefore has deemed it most significant to compare the reduction goals to intensity goals. Thus, a goal of a 10% reduction of the relationship between overall emissions and the invoicing volume for the next seven years was stipulated in the previous report (2012), using 2010 as a reference, in accordance with worldwide goals for the reduction of emissions in comparison with the year 2000.

Nonetheless, given the information on the significant decrease of emissions (above 28%) resulting by the decrease in the use of airplanes for long-distance travel, the goals to be set should be more ambitious as a result, setting a reduction of 50% in the same period of time.

Measures taken up to the present have contributed to complying with the reduction goal.

· Substitution of domestic flights for trips by train. · Energy management in the Madrid offices This

plan is expanding to the rest of offices, with results to be posted in next year’s report.

· Implementation of the car sharing plan, which assumes a reduction in the number of taxis used.

· Extension of the useful life span of computer equipment.

##EarthDay Recycle…Reduce…Reuse…

During this fiscal year, and motivated by Earth Day, everis Mexico rolled out a significant awareness campaign for all of its professionals.


Car Sharing: innovative measures that affect all of society.

or two years, everis has had a collaboration agreement with the company Respiro Car Sharing. Thanks to this agreement, everis professionals have access to a shared car service that is intended to reduce the environmental impact of business travel. This system includes automatic invoicing and immediate access to a car via smart card. Thus, everis professionals that use these vehicles only

have to reserve one by telephone, website or smartphone and leave directly for their business meetings, optimizing their time and justifying costs. The cars are available 24 hours a day and can be reserved by the company or by an individual for use outside of the business environment.

An average of 12 persons per month, with an average of 4 uses each, have used this service throughout the year. Furthermore, each use during this fiscal year represented an average trip of approximately 30 km.

EXCELLENCE.

At everis, we are looking for excellence in all our departments, in our values and also in each of our professionals. We believe that excellence not only adds value to our efforts, but also helps us optimize resources, improve profitability and be more competitive.

We have a commitment to our stakeholders and, therefore, we are committed to offering the highest quality in each service. We therefore have a Production department which aims to implement assets for the improvement and development of our company.

Its key objectives can be defined as: · To increase excellence by improving the quality

of the product delivered to our clients. · Increase customer satisfaction and

market acceptance by converting quality and productivity into a trademark that is synonymous with everis.

· Increase our production capacity in order to be more profitable by achieving more competitive prices.

In order to meet these goals, we must: · Increase our capacity for prevention, detection,

and action against potential problems. · Acquire more and better tools and be able to

improve with the changes in our production model.

· Support the development of professional careers that promote excellence.

BrasilProductionArea

funcional depence

hierarchicaldependece

Brasil office

MadridProductionArea


GlobalProductionArea

Madrid office



People management.

At everis, we believe that training is essential to achieving excellence. For this reason, we have implemented the Basis of excellence, a global initiative, led by the production and corporate university departments, that seeks to empower the technical and project management skills of our professionals.

This program, which is comprised principally of two technological plans — java programming and .net programming — has the main objective of being able to restructure the everis training plans and update their materials.

On the other hand, the corporate university has implemented everis executive school throughout this fiscal year (see chapter: People), pursuing excellence in leadership. With this school, everis intends to increase the strengths and abilities of the management group to drive the company to the highest level of excellence. This school, which adapts to each person and each geographic area, preserves our identity, our culture and our values.

Methodologies.

COM Methodology (COrporate Methods).This is a proprietary methodology developed by combining experiences gained by delivering proyects in course and avoiding problems or risks during its execution. COM collects this knowledge into a method that is easy to use and that offers better solutions for our clients.

Using COM is the best way to guarantee development of the project in terms of time, quality and budget. One of its main objetives is to be converted into the only methodology in the company used to comply with the various certifications that we now hold (namely: ISO9001ISO20000 and CMMI).

The COM Methodology was created in alignment with the PMBOK of the PMI ®, ITIL, Metric 3, Prince 2 and TSP. So we could say that COM is compatible with PMP®:

The COM methodology is coherent with our values and with how we see consulting. It is such an easy tool to use, as well as powerful when it comes to

com

an everis initiative

Experiences

Best Practices

Capabilities

generating analytics, advance warning of risks, and taking advantage of opportunities. COM is a living tool that changes with every step that everis takes, that learns every project completed by the consultancy and that ensures that any project completed using its methodology will comply with all of the requirements to qualify as excellent work.

The COM Agile methodology.Agile methods appear as alternative methodologies to traditional management methods. Their main characteristics are:

· Closer collaboration with the client for the purpose of showing it a final product every time. This way it is possible to take the client’s feedback into account and build in greater flexibility.

· Multi-disciplinary teams, always autonomous, qualified to receive the requirements and to transform them as quickly as possible.

· Sharing responsibilities with the whole team, working and thinking together, increasing quality, productivity and motivacion.

· Working to meet high quality standards since this will lead to the development of a better product.

In addition, with the goal of being in alignment with the needs of our clients and the agile trend, at everis we have developed an extension of our COM methodology called COM Agile. This methodology guides us in the management and implementation of agile projects, with a clear, unambiguous and independent path to follow.

· Re-engineering of COM Testing Methods:

· A new initial phase has been included, Testing Strategy, which emphasizes that testing is a process to be considered from the beginning of a project and, therefore, that it is necessary to analyze in detail the levels and types of tests that will be executed, and the main need they generate (environments, teams, tools, etc.)

· Integration with the QUARK tools suite (and with any additional tool that is commonly used in the testing process) in order to optimize the process. In addition, the tools Testlink, Sonar and Jira are pre-configured, aligning them with COM.

· Alignment with CMMI and with widely accepted international standards, such as the National Institute of Communications Technologies (INTECO) and the International Software Testing Qualifications Board (ISTQB).

· Re-engineering the COM Deployment Strategies method which is summarized as follows:

· An initial phase has been added that is executed simultaneously with development, which is a significant change that trumps the more or less widespread belief that the deployments begin when development is more advanced.

· Integration of the Quark tools suite · Validation and verification activities have

been included as required by CMMI and some new techniques to aid with planning and management of the deployments (Quick Wins, Go-NoGo landmarks, War Room, etc.)

· New COM Method of AM Service Management:

· This establishes a common framework for management that covers the activities related to planning, follow-up and monitoring, that implements a program of process improvement and that provides support for the life cycle of service development

· Alignment with CMMI for Services v1.3, ISO 20,000 and PCAM.

Within the strategy of the company, everis assets has been launched, focused on the development and installation of proprietary everis commercial products.


The COM methodology is supplemented with two new methods:

· COM Product Development Method, which covers

the activities of preparing a product from the roadmap to the release of the final result.

· COM Product Installation Method, which covers the needs for its installation at the client site and the processes of maintenance and later guarantees.

Mapa de Producto Agile.

Introduction Agile vs quality management systems

Introduction to agile methods

Visual manage-ment

Lean software Development

Kanban

Multi-teamEnvironment

Distributed team

Agile planning

Agile estimation

Agile metrics

Agile retrospective

Agile coaching

Requierement & agi-le documentation

Agile architecture & Design

Agile ux Agile testing

Commercial processOpportunityManagemente

Commercial processExtremeProgramming

Commercial process

Projects

Services

Scrum

Agile service

Technics

Tools.

Within the assets that the Production department is developing, we find the suite of tools (QUARK) developed to improve

productivity, quality and efficiency of our products.

This suite is based on the ALM objective model and seeks to cover the complete life cycle of the project:

Covered by Corporative Tools Under construction Pending Components

KnowledgeManagement

Project & Service Management

Configuration Management

Monitor & Reporting

ProjectPortal

Analysis ConstructionDesign

Automation

Test Deploy

RequierementManagement

ContinuousIntegration

RequierementManagement

Construction

Code Explorer

Modeling

Prototype

Unit Test TestManagement

FunctionalTest

Testcoverage

Perfomance Code Quality

Security Test Peer CodeReviews

Documentmanagement

ProductivityReports

VersionControl

ComponentRepository

QualityReports

Collaboration

OperativeReports

Planning and monitoring

Issue Tracking

RisksManagement


CERTIFICATIONS.

ISO 20000.

everis has renewed its International ISO 20000 certification that establishes the quality level of the services provided, systems technique and Information Technology management (IT).

This renewal was obtained after three years of working under the Management System for Outsourcing Services (SGSO), the methodological framework under the ISO 20000 standard for certification, which includes the services provided by the outsourcing and technology units.

SGS, worldwide corporate leader in quality standards certification, has completed the audits and issued its recommendation for renewal, which will be in force for the next three years and which will be reviewed annually. everis obtained the certification for the first time in 2010 and since then has worked with the Management System for Outsourcing Services in the area of management of technology infrastructures.

The ISO 20000 standard provides the basis for measuring and validating the success of an organization when implementing best practices based on ITIL and standardized by ISO/IEC. With this type of certification, companies verify for their clients and shareholders the integrity and security of their operations, implementing a dynamic of continuous improvement in ICT services.

Furthermore, the ISO 20000 certification is a quality seal recognized worldwide that guarantees to everis’ clients compliance with its models and management practices in ICT services.

ISO 27001.

everis has the ISO 27001 certification that rates the company’s Information Security Management System (ISMS) implemented to guarantee security in the supply of operational and technical services for IT systems and management. This certification includes the services provided by the outsourcing and consulting units.

The ISO 27001 standard provides the goals and monitoring that must be included in the information security management system in order to measure and validate the success of an organization when implementing and complying with best security practices. This certification guarantees a continues review of the stipulated risks and controls, and thereby, the security of the information and services we provide.

CMMI 5 and CMMI 3.

Proof of the quality of the agile methodologies that everis uses is the CMMI 5 certification (Capability Maturity Model Integration) which all of our high-performance centers have, located in Spain (Seville, Alicante, Murcia), Chile (Temuco), Argentina (Tucumán) and Brazil (Uberlandia). This is the highest level of quality in the software industry, granted by the international regulator SEI (Software Engineering Institute), which recognizes our level of maturity and the use of best practices in software development.

On the other hand, the Mexico office has renewed its CMMI 3 certification. In addition, it is the first company in Latin America to acquire this level of certification for its IT services. Currently, only two companies in Brazil have been certified by the CMMI Institute in this category, with one of them being everis.

RECOGNITION AND AWARDS.

everis, the first large consulting firm to achieve the “Youth Enterprise and Employment Seal”.

everis is the first large Spanish consulting company to obtain the “Youth Enterprise and Employment Seal” that is awarded by the Ministry of Employment and Social Security, for its work and talent acquisition strategy.

Specifically, the public body recognized the actions that led the company to contract, during its last fiscal year, 1,190 persons in Spain, of which 85% were younger than 30, with advanced studies. The award is also due to its support of internal entrepreneurship, since, in the last year, it created two new companies.

everis plans to make an investment of 1.1 million euros during 2014 to support the employment of youth. From this investment, two thirds is intended for the training and personalized follow-up of more than 100 professionals without experience. Thus, everis offers supplementary training for new graduates who want to begin their careers in specific technologies such as java or .net. Through a course of five weeks and an exhaustive selection process, everis will hire those who earn the highest grades.

With the rest of the investment, everis will generate a “talent pool” in Spanish universities, especially in engineering schools. To do this, the consulting firm will promote chairs signed with the main schools and universities in the countries with which it will conduct various activities, such as awards for capstone projects or open house days.


everis, Oracle partner of the year in its Excellence Awards.

Oracle has awarded everis the Excellence Award for a specialized partner for the year 2013 in the Region of Europe, the Middle East and Africa (EMEA) in the Middleware category. This award recognizes everis for its commitment to the development and innovation of specialized services and solutions based on Oracle software and hardware.

Microsoft names everis as a member of the President’s Club for 2013.

everis has been recognized as a member of the Microsoft Dynamics President’s Club for 2013 for its exceptional performance at the global level in the delivery of value-added solutions for its clients, based on Microsoft Dynamics technology. Thus, everis has consolidated its position as a strategic global partner in the development of Microsoft software.

Specifically, Microsoft awarded everis for its trajectory of more than 15 years in the development and maintenance of CRM or ERP (AX and NAV) solutions, based on Microsoft Dynamics.

everis, recognized with the “Company of the Year” award in Aragón.

The Association of Telecommunications Engineers of Aragón and the Engineering and Architecture School of the University of Zaragoza recognized everis as Company of the Year in Aragón, at the Information Company awards, which were presented on February 7 at Telecommunications Night.

everis Aragón, with offices in the El Trovador Corporate Center, has two centers of excellence, which deliver their services worldwide, one dedicated to integrated portals solutions and the other to multiple channels. everis spent years confidently committed to Aragón as the ideal place for innovation and location for high-value added technological projects.

Educaweb awards everis with a Special Mention in social research applied to education, training and work.

everis and e-motiva were awarded Enric Renau I Permanyer 1st Mention for applied social research in education, training and work for the study “Factors influencing the choice of scientific, technological and mathematical studies,” completed with the Department of Education of the Generalitat of Catalunia. This study, completed with 5,000 Catalan Primary and High School students, is aimed at discovering the reasons for the lack of technology careers and the decrease in enrollment in these studies observed in recent years.

The Educaweb Prizes are an initiative that is intended to show the projects, materials and experiences executed in the Spanish State and to encourage creativity in the design of orientation proposals. With regard to the Enric Renau i Permanyer Mention, awarded for first place and driven by the DEP Institute, the School of Political and Social Science of Catalonia and Educaweb, this was founded for the purpose of validating and acknowledging persons, projects and/or institutions that, due to their initiatives in the area of social research, promote the transformation of the environment of education, training and work.

The Merco Institute recognizes everis as one of the 10 companies with the best corporate reputations in Spain.

everis has been recognized as one of the top 100 firms with the best corporate reputation in Spain, according to Corporate Reputation Monitor (Merco 2013). everis has climbed five positions with respect to last year and is now ranked 75 in the general ranking. Its most rated attributes being ranked by the reporting evaluators as company solvency, brand recognition and product value.

The ranking rates other factors in the companies analyzed such as their financial and economic results, the quality of their financial information, their way of dealing with client rights and their corporate and social responsibility. In the category measuring responsibility and corporate governance, everis ranks 70th.

everis chosen by the Grand Coalition for digital jobs, promoted by the European Commission.

everis has been chosen by the European Commission as one of the European organizations with a line of action most likely to support scientific and technological vocations. The Grand Coalition for digital jobs, an initiative of the European Commission charged with resolving the problem of a lack of ICT professionals, has chosen 37 organizations from all of Europe to share their line of action for this purpose. The Grand Coalition includes organizations such as Google, Microsoft and CIONET.


The Noa&Max series. Trapped in Electronia, best idea of the year according to Actualidad Económica.

The animated series Noa&Max. Trapped in Electronia was recognized as one of the best ideas of the year according to the journal Actualidad Económica, for being the first in an animation series created to generate interest in science and technology among the young.

everis Mexico, socially responsible business

For the seventh consecutive year, everis Mexico has been recognized as a Socially Responsible Company by the Mexican Center for Philanthropy. This acknowledgement is due to the socially responsible management and continuous improvement established by our Mexican offices as part of their business culture and strategy.

everis is named “Company of the Year” in the IT Health Sector.

everis is named “Company of the Year” in the Latin American Health IT sector by Frost & Sullivan. The award recognizes the company’s growth in the region and the level of innovation of its products, the core of which is the award-winning ehCOS® technology. Specifically, Frost & Sullivan highlighted three key characteristics of everis in its decision to grant the award: strategy, product and market leadership.

everis’s ability to offer comprehensive solutions to its clients that combine ehCOS®, the company’s Electronic Medical Records product, with specialized process analysis services based on LEAN-healthcare, plus the methodology for implementing and managing change in complex technological projects, have placed the company a cut above its competitors in terms of guaranteeing high ROIs for its clients.

SAP recognizes everis with the Sectoral Best Practices award for the year for its projects in the tourism sector.

everis has been awarded the Sectoral Best Practices award by SAP for knowing and understanding the specific needs of companies

in the tourism sector and for providing them with SAP solutions that are best suited to meeting these needs.

This recognition is among the Awards for Excellence for 2013 with which SAP recognizes the quality of work developed by its partners in the marketing and installation of solutions throughout the year.

everis receives the European Constantine Prize.

Two Spanish projects by everis and IBM have been awarded the first edition of the European Constantine Prize which is awarded by the European Federation of Consulting Company Associations (FEACO) to which AEC, the Spanish Association of Consulting Companies, belongs.

The everis project was developed by Repsol GLP and IBM, for the energy company of Malta, Enemalta.

The Constantine prize recognizes the best EU projects in the area of business consulting and is intended to promote international competition.

Xtend receives the APel prize for Excellence in e-learning for its academic work.

Xtend, the personalized learning platform that was developed by everis and Cospa&Agilmic (an Educaria company), has been awarded the prize for excellence in e-learning as the “best online learning system” in the 2013 edition which is granted by APel, within the education sector.

This is the second award for the platform, after the SIMO Education prize for the Best Online Learning System, since it was launched during this fiscal year.

The Orion Clinic program, developed by everis, recognized for its excellence in the use of ICT in NICE.

The Hospital Universitari i Politècnic La Fe in Valencia has been awarded, in Nice, France, by the international organization HIMSS (Company of Information Systems and Health Management) with level 6 for excellence in the use of Information Technologies in the Health Sector, through the installation of the Orion Clinic clinical-healthcare information system, which was developed by everis.


QUALITY SURVEYS: OUR CLIENTS AND SUPPLIERS.

At everis, we are committed to our stakeholders. It is very important for us to maintain a two-way relationship with them and to learn firsthand how they see us as a company. In addition, this enables us to know what their concerns are in order to address them in the most effective way possible.

Clients.

Offering innovative and high-quality solutions is one of the commitments we have to our clients. At everis, we work day in and day out to provide integrated service adapted to the need of each client and, above all, meeting their objectives.

For this reason, we conduct an annual customer satisfaction survey of our clients with regard to our services and our customer care and which we link to our own values.

Shareinformationclearly.

Discerning GENEROSITYResponsibleFREEDOM

TRANSPARENCY-CONSISTENCYCreative ENERGY

NP

S p

rofil

eTo

tal

8.4

8.9 9.0 9.1 9.1 9.1 9.49.1 9.28.8

8.0

7.7

7.5 7.57.8

7.7

6.3 6.1 5.8 6.45.5 5.9 5.9

6.46.5

7.6

7.7 7.7 7.6

7.67.7

8.0

7.4

7.2

7.9 7.68.2

7.9

8.08.2 8.38.5

8.2 8.28.27.8

8.5 8.6 8.4 8.58.3

8.5 8.88.5

8.0 8.0 8.2 7.8 8.2 8.1 8.58.1 8.3

Type

of p

roje

ct

ResponsiveShow passionfor your work

Mantain a positive attitude in critical situations

Take responsability for your decisions

fulfill your commitments

Image of everis. Values.

Show a spiritof a accomplish

Share in the successesachieved throughout the project

Do not conform, try to bring new and diffrent ideas

Consulting.DevelopmentMaintenance

Outsourcing.Developers.Detractors.

Sample: All respondents.

VENDORS.

At everis, we collaborate with companies that share our principles and that see themselves reflected in our values. We understand that the steps required to responsibly manage the supply chain are: understanding the guiding principles of business, conducting a risk assessment, prioritizing action areas, gathering information from suppliers, developing policies, setting goals for improvement, and building employee capacity.

As a socially responsible company, we comply with the LISMI (Law Regarding the Social Integration of the Disabled.) At everis, we work with companies that have special employment centers or that have persons on their payrolls with various disabilities.

In addition, at everis we have set a series of essential criteria when selecting a supplier:

· All are subject to the same conditions. We always review three proposals from different companies to compare criteria and budgets.

· We are transparent with each proposal received and the internal client has all of the information available regarding each proposed supplier.

· We complete an annual internal evaluation process to grade the service provided.

EVERIS FOUNDATION

08

126 ___ ANNUAL REPORT 2013-2014 EVERIS FOUNDATION ___ 127

In 2001, the everis foundation was born with the goal of supporting and promoting persons and maximizing talent as a social engine. Through it, we generate activities in various environments that support the development of persons and maximize talent as a social engine.

Committed to society, the everis foundation supports, in collaboration with the academic and scientific community, research in the areas that can lead to improvement or development, as is the case with health and economic assistance, energy efficiency and the use of renewable energy, e-administration and social networks.

AT THE EVERIS FOUNDATION, WE BELIEVE IN THE TALENT OF PEOPLE. WE DRIVE THE ENTREPRENEURIAL AND INNOVATIVE SPIRIT AND WE ENCOURAGE IT WITH AWARDS, CHAIRS AND SCHOLARSHIPS, ESPECIALLY IN THE UNIVERSITY AND SCIENTIFIC ENVIRONMENTS.

GOVERNANCE STRUCTURES.

President: · Eugenio Galdón Brugarolas.

Vice-president: · Ricardo Penalva López.

Board Members: · Miguel Ángel Alario Franco. · Marc Alba Otero. · Félix Bonmatí Fernández. · Antonio Brandao Vasconcelos. · Jaime Castellanos Borrego. · Rui Costa Santos. · John de Zulueta Greenebaum. · Fernando Francés Pons. · José Ignacio Goirigolzarri Tellaeche. · Fritz Hoderlain. · Fernando Panizo Arcos. · María Jesús Villa García.

General Secretary: · Teresa Jambrina.

EUGENIO GALDÓN, NEW PRESIDENT OF THE EVERIS FOUNDATION.

After eight years with the everis foundation, Eduardo Serra, who is vice-president of the everis group and president of the Transforming Spain foundation, has been succeeded as president by Eugenio Galdón. The board of trustees of the everis foundation chose him unanimously because of his affinity for values promoted by the organization and his career in entrepreneurship, technology and the University.

Eugenio Galdón has developed his professional career in the academic world, as a professor at the Autonomous University of Madrid; in the public sector, as head of the cabinet of President Calvo Sotelo; and in communications media, where he has been director of various audiovisual groups such as the COPE Chain or the PRISA Group. In 1996 he created the ONO telecom operator, where he served as executive chairman until late 2008 and majority shareholder up to the present. In 2005 he led the purchase of Auna, which merged with ONO to become the leading telecommunications and broadband entertainment services provider in Spain. He presently presides over the Multitel Group, in addition to the everis foundation.

The designation of Eugenio Galdón amounts to a a new boost in the everis foundation mission, a leading institution in Spain in the promotion of scientific and technological entrepreneurship and in the corporate support of researchers.

In this sense, Galdón will continue the work that the everis foundation carries out in collaboration with the universities and organizations of a civil society that supports entrepreneurship, entrepreneurial awards and the internationalization of the foundation.


ENTREPRENEURS AWARD 2013.

For thirteen years, the everis foundation has awarded the Entrepreneurs’ Award to promote the entrepreneurial spirit and research at the international level. In this last fiscal year, in which 270 candidates applied from countries such as Germany, Argentina, Chile, Colombia, Mexico and Portugal, Aisoy Robotics walked away with the prize. This is a project that focuses on a new generation of social robots, capable of making decisions and of showing emotional reactions.

Furthermore, second place was awarded to Heart Genetics, which develops an innovative diagnostic method based on an advanced genetic analysis. This project is aimed at supporting clinical decisions of healthcare professionals and improving the early detection of illnesses.

The jury for the Entrepreneurs’ Prize was directed by Eduardo Serra, president of the everis foundation and included Miguel Ángel Alario, former president of the Royal Academy of Exact, Physical and Natural Sciences; Blas Calzada Terrados, former president of the National Stock Market Commission and of La Salle Innovation Park; Begoña Cristeto, CEO of Enisa (National Innovation Company); Montserrat Mateos, editor and coordinator of Entrepreneurs and Employment for the newspaper Expansión; and Iñaki Ortega, executive director of the Madrid Emprende Agency for Economic Development.

CALL FOR THE 2014 ENTREPRENEURS PRIZE.

The everis foundation opened the period for the submission of projects for the XIII Meeting of its Entrepreneurs’ Prize that, for yet another year, executed its goal to encourage innovation and research in support of entrepreneurship, with a prize of 60,000 euros for the winner and of 40,000 euros for runner-up, if any.

In this edition, with the intention of giving it continuity throughout the year, of lending more prestige to the prize and so that the selection process may serve as means for gaining visibility for the foundation, the methodology has changed to include some new aspects.The first of these is the existence of three categories for participating in the prize, which are:

· Biotechnology and Health. · Information Technology and the Digital Economy · Industrial and energy technologies.

Using an exhaustive study of all candidates, in which the level of innovation, the business model and the solution proposed by each project will be evaluated, the everis foundation will call two evaluation events. For these, each selected entrepreneur will present its project to the other participants and to a group of experts trained by everis executives and its clients, with broad experience in the creation of companies.

A finalist for each category will be chosen at these events, who will receive a package of services from the everis foundation technology broker, i-deals, valued at 5,000 euros, the purpose of which is to assist the entrepreneur in developing and improving the project. Through this “mentoring” process, the everis foundation jury will select a finalist and a possible second place awardee, in case there is a project meriting that award.


IBERO-AMERICAN AWARDS FOR INNOVATION AND ENTREPRENEURSHIP.

The everis foundation collaborates with the Ibero-American Secretary General (SEBIB), in the role of national partner and sponsoring partner, to organize the Ibero-American Awards for Innovation and Entrepreneurship. The main objective is to support the development and implementation of projects and companies who win the contest. In the 2010, 2011 and 2013 editions, the winning projects of the Entrepreneurs’ Prizes also won the Ibero-American Prize.

FOUNDATION INITIATIVES.

I-deals.

i-deals was born four years ago from the everis foundation as a pioneering model of “technology brokering.” Its main objectives include identifying opportunities of high technological complexity and making them aware of the market. Definitively, this deals with the assessment of technological innovations to support both their commercialization as well as their financing.

In accordance with the joint collaboration between i-deals and the foundation, we have served as the middleman to link the academic and scientific communities with the business community and ensure a better relationship between them. Thus, throughout this fiscal year, we have completed projects with major organizations such as the Instituto Superior Técnico (IST-U of Lisbon), the Polytechnic of Milan, ICAI (University of Comillas)

and various start-ups such as BitBrain, Deutecno-Vortex and others.

Due to all of this, the everis foundation continues part of its foundation work in support of the university of entrepreneurship and technological commercialization through i-deals.

Transforming Spain and Transforming Talent.

In 2010, the foundation started, through the everis innovation team, led by Marc Alba, the Transforming Spain initiative. A non-profit and non-partisan movement, it aims at contributing — through the Civil Society — to changing the crisis in Spain into an opportunity for transformation. At the end of 2010, the Transforming Spain report “A key moment of opportunity to build the admired Spain of the future” was published, with the support of one hundred social and business personalities from Spanish society.

Like Transforming Spain, Transforming Talent was born in 2012 for the purpose of driving change in society. In this case, the focus is on the academic world, subject to a talent drain.

Currently, these initiatives are protected by the Transforming Spain foundation, led by Eduardo Serra, which is aimed at setting a point of departure that converts Spain into a reference protagonist with a future that is both passionate and competitive and demanding. The purpose of the foundation is to coordinate the strengths of all the stakeholders by contributing ideas, sharing points of view and discussing focuses for formulating action proposals. These proposals will take shape in awareness-raising initiatives formulated by and with Spanish civil society.


SITUATION BALANCE.In thousands of €.

ASSET

Non-current Asset 621,000 621,000

Intangible assets 1,000 1,000

Long-term Investment in associated companies and entities 620,000 620,000

Current Asset 319,373.08 424,946.00

Users or other debtors of the same activity 225,474.00 336,634.00

Commercial debtors and other accounts receivable 49,115.75 49,116.00

Cash and other cash equivalents 44,783.33 39,196.00

TOTAL 940,373.08 1,045,946.00

NET EQUITY AND LIABILITIES 2013 2012

Equity 630,637.65 737,610.10

Shareholder’s equity 606,337.62 713,310.10

Founding capital 6,010.12 6,010.12

Reserves 755,337.79 641,177.37

Surplus of previous fiscal year (48,037.81) (48,037.81)

Surplus of fiscal year (106,972.48) 114,160.42

Grants, donations and legacies received 24,300 24,300

Current assets 309,735.46 308,335.20

Commercial creditors and other accounts payable 309,735.46 308,335.20

Suppliers 309,735.46 308,318.03

Other creditors 17,17

TOTAL EQUITY AND LIABILITIES 940,373.08 1,045,945.30

2013 2012 SURPLUS FOR THE YEAR

Income from primary purpose activities 258,840.00 675,000

Grants, donations and legacies attributed to the surplus of the year 258,840.00 675,000

Expenses generated by monetary aids and others (120,000) (130,000)

Monetary aids (120,000) (130,000)

Other operating costs (185,812.48) (330,839.58)

PROFIT FROM OPERATIONS (46,972.48) 214,160.42

Impairment and gains or losses on disposal of financial instruments (60,000) (100,000)

FINANCIAL RESULTS (60,000) (100,000)

PROFIT BEFORE TAX (106,972.48) 114,160.42

CHANGES OF NET WORTH ATTRIBUTED

TO THE SURPLUS OF THE YEAR (106,972.48) 114,160.42

TOTAL RESULTS, CHANGES OF NET WORTH IN THE FISCAL YEAR (106,972.48) 114,160.42

PROFIT AND LOSS ACCOUNT.In thousands of €.

2013 2012

FINANCIAL INFORMATION

09

136 ___ ANNUAL REPORT 2013-2014 FINANCIAL INFORMATION ___ 137

FINANCIAL INFORMATION.

Fiscal 2013 has been a year of essential changes for the everis group, both from a corporate point of view and from a financial point of view, as can be seen from the morphology of the Consolidated Financial Statements of the group for March 31, 2014.

During fiscal 2013, the NTT group became the sole shareholder of the everis group, which caused change not only in the capital structure but also in the morphology of the financial structure of the Group.

As a result of the integration of everis into NTT, the company was able to cancel its structural debt early, which consisted in syndicated financing, the obligations and limitations of which had been met rigorously by everis.

Furthermore, the company has undertaken a project to redefine its financial structure in order to achieve efficiency in terms of financial cost and agility in each one of the geographic areas where it does business. This project assumes the reduction and concentration of financing lines for current assets and their substitution by financing by the parent company, under more favorable conditions than those current in the market.

In addition, the group has launched its new Strategic Plan, with a time scope that reaches to 2017, the action levers and objectives of which will be accompanied by a stronger financial structure that will enable the achievement of said objectives within the duration of the Plan.

AUDIT REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS

To the Sole Shareholder of Everis Spain, S.L. (Sole Shareholder Company):

We have audited the consolidated financial statements of Everis Spain, S.L. (Sole Shareholder Company) (the Parent Company) and its subsidiaries (the Group), which comprise the consolidated balance sheet at March 31, 2014, the consolidated income statement, the consolidated statement of changes in equity, the consolidated cash flow statement, and the notes thereto for the year then ended. The Parent Company’s directors are responsible for the preparation of the consolidated financial statements in accordance with the regulatory framework for financial information applicable to the entity in Spain (identified in Note 2 to the accompanying financial statements), and specifically in accordance with the applicable accounting principles and criteria contained therein. Our responsibility is to express an opinion on the aforementioned consolidated financial statements taken as a whole, based upon work performed in accordance with prevailing audit regulations in Spain, which require the examination, through the performance of selective tests, of the evidence supporting the consolidated financial statements, and the evaluation of whether their presentation, the accounting principles and criteria applied and the estimates made are in agreement with the applicable regulatory framework for financial information.

In our opinion, the accompanying consolidated financial statements for the financial year ended March 31, 2014 give a true and fair view, in all material respects, of the consolidated equity and consolidated financial position of Everis Spain, S.L. (Sole Shareholder Company) and subsidiaries at March 31, 2014, and the consolidated results of operations and consolidated cash flow for the year ended, in conformity with the applicable regulatory framework for financial information in Spain, and specifically the accounting principles and criteria contained therein.

The accompanying consolidated management report for the financial year ended March 31, 2014 contains such explanations as the directors of the Parent Company consider appropriate concerning the situation of the Group, the evolution of its business and other matters; however, it is not an integral part of the consolidated financial statements. We have checked that the accounting information included in the aforementioned consolidated management report agrees with the consolidated financial statements for the financial year ended March 31, 2014. Our work as auditors is limited to verifying the consolidated management report in accordance with the scope mentioned in this paragraph, and does not include the review of information other than that obtained from the accounting records of everis Spain, S.L. (Sole Shareholder Company) and its subsidiaries.

July 3, 2014


67,185

Sales by region (in thousands of €).

100,000 200,000 400,000300,0000

USA

Rest ofEurope

Spain

Latam

361,563

168,779

50,904

365,084

161,128

14,9569,655

Sales by country (in thousands of €).

100,000 200,000 400,000300,0000

United Kingdom

US

Colombia

Chile

Belgium

Argentina

Portugal

Italiy

Brazil

Peru

Mexico

Spain

50,547

41,134

29,741

29,291

18,538

7,543

13,457

13,220

9,655

7,980

365,084

44,091

36,690

29,094

24,963

27,757

15,361

15,952

15,137

14,956

16,450

4,7416,307

2014 2013

2014 2013

361,563

Sales by sector (in thousands of €).

75,000 150,000 300,000225,0000

Public sector

Telecom

Other

Manufacturing and distribution

Utilities andinsurance

FinancialInstitutions

Health

213,129

17,847

122,497

93,85183,764

92,662114,764

82.70666,761

82,706

2,0882,001

95,999

211,185

Sales by activity (in thousands of €).

75,000 150,000 300,000225,0000

Otheractivities

Strategy andManagementConsultancy

SoftwareDevelopment

TechnologyConsultancy for

Equipment

SystemsMaintenance

Services

77,908

29,831

3,846

60,094

51,506

4,451

297,048295,255

2014 2013

2014 2013

182,267197,047


ASSET

NON-CURRENT ASSETS 63,895 64,734

Intangible Assets 13,078 11,923

Software applications 6,557 6,462

Goodwill in consolidation 2,206 2,206

Other intangible assets 4,315 3,255

Tangible assets 18,955 22,155

Land and buildings 3,449 4,449

Technical installations and other tangible assets 15,206 17,267

Fixed assets under construction and advances 300 439

Long-term investment in associated companies 6,073 6,067

PHoldings consolidated using the equity method 5,498 5,347

Loans to associated companies 575 720

Long-term financial investments 2,717 2,738

Loans to third parties 81 115

Other financial assets 2,636 2,623

Deferred tax assets 23,072 21,851

TOTAL CURRENT ASSETS 242,032 235,131

Stocks 1,334 1,404

Advances to suppliers 1,334 1,404

Commercial debtors and other accounts receivable 203,156 203,039

Customer receivables for sales and services 183,401 186,109

Associated companies 23 -

Affiliated companies, clients 335 23

Other receivables 327 325

Staff 2,092 2,504

Current tax assets 366 313

Other loans from Public Administrations 16,612 13,765

Short-term investments with Group companies and associates 3,270 5,737

Loans to Group companies 2,759 5,723

Loans to associated companies 511 14

Short-term financial investments 9,204 3,427

Short-term accruals and deferrals 5,455 1,920

Cash and other cash equivalents 19,613 19,604

TOTAL ASSETS 305,927 299,865

In thousands of €.

SITUATION BALANCE.

31/03/2014 31/03/2013

NET EQUITY AND LIABILITIES

NET EQUITY 101,910 71,949

Equity 110,903 70,862 Capital 29,094 28,757 Issuing premium 44.662 - Reserves and results from previous years 32,310 36,109 Legal and statutory 4,683 4,683 Other reserves 32,440 40,910 Negative merger reserve (18,119) (18,119) Reserves at consolidated companies 13,306 8,635 Net income attributable to the parent company 4,837 624 Other shareholder contributions - 5,372Adjustments for changes in value (9,651) 804 Translation differences (9,332) 2,076 Other adjustments for change in value (319) (1,272)Grants, donations and bequests received 489 283

External partners 169 -

NON-CURRENT LIABILITIES 17,293 68,635

Long-term provisions 190 345 Other provisions 190 345 Long-term debts 8,720 60,637 Amounts owed to credit institutions 347 50,102 Finance lease creditors 2,544 4,166 Derivatives 19 1,808 Other financial liabilities 5,810 4,561Long-term debts with group companies and associates 1,100 -

Debts with associated companies 1,100 Deferred tax liabilities 7,284 7,653

CURRENT LIABILITIES 186,724 159,281

Short-term debts 15,428 41,735 Amounts owed to credit institutions 12,837 38,895 Finance lease creditors 1,759 1,735 Derivatives 419 30 Other financial liabilities 413 1,075Short-term debts with Group companies and associates 69,051 8,866 Debts with group companies 69,051 7,766

Debts with associated companies - 1,100Commercial creditors and other accounts payable 102,245 108,680 Suppliers 41,488 28,577 Sundry creditors 1,413 1,383 Personnel (pending remuneration) 26,862 30,082 Current tax liabilities 2,256 3,718 Other debts with Public Administrations 19,966 21,371 Customer advances 10,260 23,549

TOTAL EQUITY AND LIABILITIES 305,927 299,865

31/03/2014 31/03/2013


CONSOLIDATED INCOME STATEMENT

CONTINUING OPERATIONS

Net revenues 608,353 590,901

Service provision 608,353 590,901

Work carried out by the company for its assets 4,694 3,996

Supplies (185) -

Other operating income 427 514

Sundry and other current operating income 390 446

Operating subsidies incorporated into the results for the financial year 37 68

Staff expenses (432,542) (433,668)

Wages, salaries and similar expenses (334,213) (336,669)

Social charges (94,461) (94,777)

Provisions (3,868) (2,222)

Other operating costs (146,716) (138,927)

External services (142,553) (133,724)

Taxes (3,871) (4,667)

Losses, impairments and variation in provisions for commercial operations (291) (524)

Other current management costs (1) (12)

Amortization of fixed assets (10,249) (9,695)

Impairment and gains or losses on disposal of fixed assets (53) (615)

Impairments and losses - (415)

Gains or losses on disposal and others (53) (200)

Other results (500) (1,154)

OPERATING PROFIT 23,229 11,352

Financial income 664 367

From tradable securities and loans on fixed assets 664 367

Financial costs (9,477) (8,528)

Debts with associated companies (48) (20)

Interest on Short-term debts with the Sole Partner (112) -

On debts to third parties (9,317) (8,508)

Changes in the fair value of financial instruments (215) 42

Trading book and others (215) 42

Exchange Rate Differences (1,768) (2,184)

Impairment and profits and losses from disposal of financial instruments (156) -

FINANCIAL RESULTS (10,952) (10,303)

Share in profits (losses) of equity accounted companies (449) (479)

PROFITS BEFORE TAX 11,828 570

Income tax (6,969) 54

CONSOLIDATED PROFIT FOR THE YEAR 4,859 624

Gains and losses allocated to the parent company 4,837

Gains and losses allocated to external partners 22

31/03/2014 31/03/2013 OPERATING ACTIVITIES

Consolidated profit for the year before tax 11,828 570Non-cash adjustments to reconcile profit before tax to net cash flows 17,300 17,620 Depreciation and amortization 10,249 9,695 Impairment losses - 415 Changes in provisions 291 524 Gains) losses from derecognition and disposal of non-current assets 53 200 Share in losses of associates 449 479 Finance income (664) (367) Finance costs 10,036 8,528 Change in fair value of financial instruments (188) (42) Exchange (gains) losses 1,768 2,184 Own work capitalized (internally generated intangible assets) (4,694) (3,996)Working capital adjustments (12,205) (4,754) Inventories 70 (368) Trade and other receivables (382) (12,236) Other current assets (3,535) 1,948 Trade and other payables (8.203) 5.757 Other non-current assets and liabilities (155) 145Other cash flows from/(used in) operating activities (14,563) (13,684) Interest paid (6,640) (9,839) Interest received 664 367 Income tax receipts (payments) (8,587) (4,212)

NET CASH FLOWS (USED IN)/FROM OPERATING ACTIVITIES 2,360 (248)

Payments on investments (12,354) (11,946) Group companies and associates (503) (4,977) Intangible assets (1,876) (4,268) Property, plant and equipment (4,218) (4,913) Other financial assets (5,757) 2,212Proceeds from investments 540 721 Intangible assets 1 665 Property, plant and equipment 539 56

NET CASH FLOWS USED IN INVESTING ACTIVITIES (11,814) (11,225)

Financial liabilities (657) (5) Proceeds from issuance Bank borrowings - 12,000 Repayment Bank borrowings (78,880) (2,451) Borrowings from related parties 64,250 1,250 Own equity instruments 1,159 280 Dividends paid 35,000 -

NET CASH FLOWS FROM/(USED IN) FINANCING ACTIVITIES 20,872 11,074

Exchange gains/(losses) on cash and cash equivalents (11,409) 2,591 Net increase/(decrease) in cash and cash equivalents 9 2,192

CASH AND CASH EQUIVALENTS, OPENING BALANCE 19,604 17,412

CASH AND CASH EQUIVALENTS, CLOSING BALANCE 19,613 19,604

31/03/2014 31/03/2013


STATEMENTS OF RECOGNIZED INCOME AND EXPENSE

CONSOLIDATED PROFIT FOR THE YEAR 4,859 (8,338)

Income and expense recognized directly in equity From cash flow hedges 844 7 Grants, donations and bequests 206 275 Currency translation differences (11,408) 2,591

Tax effect (253) (2)

TOTAL INCOME AND EXPENSE RECOGNIZED DIRECTLY IN EQUITY (10,611) 2,871

Amounts Recycled to consolidated profit or loss Cash flow hedges 517 -

Tax effect (155) -

TOTAL TRANSFERS TO THE PROFIT AND LOSS ACCOUNT 362 -

TOTAL CONSOLIDATED RECOGNIZED INCOME AND EXPENSE (5,390) (5,467)

31/03/2014 31/03/2013

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REPORT COVERAGE AND INDICATORS

10

148 ___ ANNUAL REPORT 2013-2014 REPORT COVERAGE AND INDICATORS ___ 149

SCOPE OF THE REPORT.

The contents of this report date from April 1st, 2013 to March 31st, 2014. The report covers the activities of everis Spain, S.L.U., as parent company of the following companies: everis Centers Group, S.L.U.; everis Centers, S.L.U.; everis BPO, S.L.U.; everis Italia, Spa.; everis Portugal, S.A.; everis México, S. de R.L. de C.V.; everis Colombia, Ltda.; everis BPO Colombia, Ltda.; everis Chile, S.A; everis Training Chile Limitada; everis Centers Chile Limitada; everis BPO Servicios Profesionales, Técnicos y Tecnológicos Chile Limitada; everis Brasil Consultoria de Negócios e Tecnología da Informaçao Ltda.; everis Centers Brasil Tecnología em Desenvolvimento de Soluçoes, Ltda.; everis BPO Brasil Serviços Complementares a Empresas, Ltda; everis Argentina, S.A.; everis Initiatives, S.L.U.; EVERIS POLONIA Sp.zo.o.; everis Perú S.A.C.; everis BPO, Perú, S.A.C.; everis Energía y Mediambiente, S.L.U.; everis BPO México, S. DE R.L. DE C.V.; everis USA, INC; everisconsultancy, Limited; everis Aeroespacial y Defensa, S.L.U.; everis Aragón, S.L.U.; I-deals Innovation & Technology Venturing Services, S.L.; everis Panamá, INC; BPXNet, Limited; everis Mobile, S.L.U.; Fit Inversión en Talento Sociedad de Capital Riesgo de Régimen Simplificado, S.A.; EVERPROSS, S.L.U.; CETEL INGENIERÍA DE SISTEMAS, S.L.U.; everis South Africa (PTY) LTD; everis Centers Latam Limitada; NAE ACÚSTICA, S.L.U.; EVERIS FINANCIAL ADVISORY SERVICES, S.L.; everis, Outsourcing de Processos, Sociedade Unipessoal, LDA; EVERIS SES BRASIL LTDA.; and EVERIS INFRASTRUCTURE TECHNICAL SUPPORT, S.L.U. This report is addressed to both the stakeholders (current and former partners and employees, current and potential clients, suppliers and universities) and to any person or group that may

be interested in our company. In fact, since this is a public report, it is available both on the internet and on the company’s Intranet.

We have tried to clearly and concisely reflect the corporate activities of the last fiscal year in terms of business, the environment and financial figures.

For measurement of the indicators, the Guide for preparation of sustainability reports version 3.1 has been used and the report achieves the GRI level of A+ in the Global Reporting Initiative.

Materiality.Identification and understanding of hose sustainability topics relevant to the stakeholders and that may result in risks or opportunities for the image or reputation of everis.

Participation of stakeholders.everis has identified its major stakeholders, taking into consideration those who have influence over the company's activities and those who are affected by them.

A fundamental part of the materiality study carried out was consultation with stakeholders, using interviews to assess their main concerns. The objective is, among others, to identify the risks and objectives of our company on the subject of sustainability, in terms of the consultancy sector.

Sustainability context.Quantitative and qualitative data on the various topics covered in the report are presented to position the company management with regard to the relevant indicators.

Completeness.The indicators presented in this report provide data for the whole everis Group. These indicators are supplemented by boxes or graphics when they need to be highlighted because of the importance they had in 2010 and the first quarter of 2011.

Balance.Both favorable and unfavorable financial statements are presented for the company for the period reported.

Comparability.The reference framework for future sustainability reports is established.

Accuracy.The most appropriate measuring techniques and calculation bases have been used for the indicators in the report.

Frequency . This year, we begin with the inclusion of information regarding sustainability that we will incorporate into future annual editions.

Clarity.Use is made of different types of visual aids to ensure this report is accessible for all stakeholders. Furthermore, we use plain language and, if necessary, incorporate conceptual definitions.


REPORT PREPARATION PROCESS.

In order to define the content of this corporate report, the valuations of the various heads of the companies have been analyzed that are directly related to our stakeholders as well as the opinions of both our internal stakeholders (employees) and external ones (suppliers, clients, university.)

The issues and questions concerning sustainable development that are important and relevant to everis have been considered in the report to provide a complete, balanced overview, adapted to the needs and interests of our most important stakeholders. To determine what issues or topics are important, we have considered: · In determining the content to be covered in

the report we considered the priorities of our stakeholders. To this end, we launched a survey to assess priorities and the materiality of the content.

· Significant risks that may affect the company’s operations and business.

· Contribution to the improvement or worsening of the social, environmental and economic consequences of our activity.

Analysis of surveys.

The materiality survey, based on recommendations in the "Engagement with Stakeholders" manual, AccountAbility (2006), and the changes introduced in the 2011 draft, has allowed stakeholders’ priorities to be analyzed in relation to the rating thereof by people in decision-making positions within the group.

The following table shows the results of the analysis of the surveys answered by the various groups. A rating scale with five degrees of importance has been devised and applied to the corresponding themes to set priorities within each group.

Diagnostics.

Risks

Maximizing our NTT DATA abilities

Staff turnover rate

Finding global suppliers

No risk

Risks

Environment

Social Responsibility

Participation in Society

Human Rights and Corruption

Relationship with customers

Project process improvement

Environment




Relationship with shareholders

Relationship with customers

Relationship with suppliers

Environment




Relationship with suppliers

Purchasing process improvement

Environment




Stakeholders

Clients

Employees

Suppliers

Academia

Stakeholders

Clients

Employees

Suppliers

University

Ensuring that they continue to comply with the Policies



Delivering results on the expectations created

Objectives

Objectives

Greater loyalty buildingNegotiating better conditions as a group


everis

UniversityClients

EmployeesSuppliers


In order to produce this report, the following steps have been taken:

1. Meetings with each everis department head who has any kind of direct relationship with our stakeholders.

2. Summary of the corporate actions and initiatives taken throughout this fiscal year on corporate, economic or environmental issues.

3. Collection of information on actions completed with and for our stakeholders.

4. Request of the GRI indicators from the internal department heads in each of the subjects to be covered.

5. Writing the report.6. Submission of the report to each everis

department head to verify the collected content.

At everis, we identify and understand that sustainability is one of our corporate values (discerning generosity, responsible freedom and creative energy.) Coherence and transparency are keys to our mission and vision with each of the stakeholders with whom we work, above all in order to determine our risks and our opportunities for improvement.

In everything, we seek to improve and strengthen our relationships with our stakeholders through open bilateral communication and to establish the preparation of a complete study of the committed materiality with sustainable development.

In addition, thanks to our company’s new stage with NTT DATA, we find ourselves with new horizons that strengthen and integrate the sustainability of our business model.

Board processes to assess the organization’s performance in terms of sustainability.

The Board of Directors, in the exercise of its duties of governance and direction, takes into consideration the guidelines and directives of corporate governance based both on the applicable

standards, such as the codes and standards of the market on the subject, plus the experience and knowledge of its members, for the purpose of driving optimal administration, supervision and monitoring of corporate management, in consideration of the same.

Thus, monthly monitoring is carried out of the group activities on the subjects of People (Human Resources), Production (quality control, profitability and delivery), International, Regional and Local Business Operations, as well as analysis of the financial situation.

Thus, the diversity and experience derived from the composition of the Board enables the analysis of management information from the standpoint of economic viability (corporate profitability and growth) as well as social responsibility (to employees, clients and other stakeholders), facilitating those instructions or making the decisions that enable the framing of a strategy that takes such guidelines and directives into account.

Additionally, as a corporate guideline, in its meetings it executes monitoring through monographic subjects, of the various aspects related to each of the subjects mentioned, through their presentation by an executive or third party (auditors, advisors, collaborators, etc.), who gives his/her criteria for group performance on the related topic, in order to continue the corresponding debate among the members of the Board.

Finally, through the operating of its Commissions on Appointments and Remunerations, as well as Auditing and Compliance, jointly with work by the Advisory Council on People and Positioning and Commercial Business Strategy, guidelines are created and follow-up/monitoring is conducted, to give a strategic orientation that incorporates these guidelines and directives with leadership and corporate social responsibility into the business activities of the Group.

Sustainability assessment of the Board itself.

The Board of Directors, following the provisions established by the Commission on Appointments and Remunerations, periodically issues an evaluation of the Board itself and on the other hand, of its own members, led and managed by a specialized consultancy (Spencer Stuart).

Among the aspects that that are analyzed and evaluated with regard to Board activity and involvement in operations, the Board has dealt with and commented on aspects related to behaviors, practices and standards of governability and criteria for the administration of resources/employability practices, and the consideration of the various stakeholder interests. Other issues dealt with include transparency in information regarding services and activities, business relations and practices with suppliers and business partners, or the financial return on investment and protection of the company’s assets, as well as the promotion of the relationships in each country where the Group is established, in the local context and culture.


Strategy and Analysis.

1.1- Statement from the most senior decision-maker of the organization.

1.2- Description of key impacts, risks, and opportunities.

ORGANIZATION PROFILE

2.1- Name of the organization.

2.2- Primary brands, products, and/or services.

2.3- Operational structure of the organization, including main

divisions, operating companies, subsidiaries, and joint ventures

2.4- Location of organization's headquarters.

2.5- Number of countries where the organization operates, and names of

countries with either major operations or that are specifically relevant to

the sustainability issues covered in the report.

2.6- Nature of ownership and legal form.

2.7- Markets served (including geographic breakdown, sectors served,

and types of customers/beneficiaries).

2.8- Scale of the reporting organization.

2.9- Significant changes during the reporting period regarding size,

structure, or ownership.

2.10- Awards received in the reporting period.

REPORT PARAMETERS

3.1- Reporting period (e.g., fiscal/calendar year) for information provided.

3.2- Date of most recent previous report (if any).

3.3- Reporting cycle (annual, biennial, etc.).

3.4- Contact point for questions regarding the report or its contents.

3.5- Process for defining report content.

3.6- Boundary of the report (e.g., countries, divisions, subsidiaries, leased

facilities, joint ventures, suppliers). See GRI Boundary Protocol for

further guidance.

3.7- State any specific limitations on the scope or boundary of the report

(see completeness principle for explanation of scope).

3.8- Basis for reporting on joint ventures, subsidiaries, leased facilities,

outsourced operations, and other entities that can significantly affect

comparability from period to period and/or between organizations.

3.9- Data measurement techniques and the bases of calculations, including

assumptions and techniques underlying estimations applied to the

compilation of the Indicators and other information in the report. Explain

any decisions not to apply, or to substantially diverge from, the GRI

Indicator Protocols.

3.10- Explanation of the effect of any re-statements of information provided

in earlier reports, and the reasons for such re-statement (e.g., mergers/

acquisitions, change of base years/periods, nature of business,

measurement methods).

7.

7.

everis Spain SLU.

28-29, 32-34.

36.

Avenida de Manoteras, 52 – 28050

Madrid. España.

24.

136.

24,36.

21,140.

7,10-11.

117-121.

136.

2013-14.

Annual.

www.everis.com/spain/es-ES/inicio/

Paginas/contacto.aspx.

148-153.

24, 36.

148-153.

7, 10,22.

104-108.

Does not exist.

Page

INDICATORS

152.

153.

136.

71, 72, 76.

Strategy and Analysis.

4.9- Procedures of the highest governance body for overseeing the

organization's identification and management of economic, environmental,

and social performance, including relevant risks and opportunities, and

adherence or compliance with internationally agreed standards, codes of

conduct, and principles.

4.10- Procedures of the highest governance body for overseeing the

organization's identification and management of economic, environmental,

and social performance, including relevant risks and opportunities, and

adherence or compliance with internationally agreed standards, codes of

conduct, and principles.

4.11- Explanation of whether and how the precautionary approach or principle is

addressed by the organization.

4.12- Externally developed economic, environmental, and social charters,

principles, or other initiatives to which the organization subscribes or

endorses.

Page

3.11- Significant changes from previous reporting periods in the scope,

boundary, or measurement methods applied in the report.

3.12- Table identifying the location of the Standard Disclosures in the report.

3.13- Policy and current practice with regard to seeking external assurance

for the report.

GOVERNANCE, COMMITMENT AND PARTICIPATION

4.1- Governance structure of the organization, including committees under the

highest governance body responsible for specific tasks, such as setting

strategy or organizational oversight.

4.2- Indicate whether the Chair of the highest governance body is also an

executive officer.

4.3- For organizations that have a unitary board structure, state the number and

gender of members of the highest governance body that are independent

and/or non-executive members.

4.4- Mechanisms for shareholders and employees to provide recommendations

or direction to the highest governance body.

4.5- Linkage between compensation for members of the highest governance

body, senior managers, and executives (including departure arrangements),

and the organization's performance (including social and environmental

performance).

4.6- Processes in place for the highest governance body to ensure conflicts of

interest are avoided.

4.7- Process for determining the composition, qualifications, and expertise of the

members of the highest governance body and its committees, including

any consideration of gender and other indicators of diversity.

4.8- Internally developed statements of mission or values, codes of conduct, and

principles relevant to economic, environmental, and social performance and

the status of their implementation.

Does not exist .

151-155.

External verification,

compliant with AA1000.

14-15, 17.

Yes, 17.

17.

10, 11.

15.

14, 153.

152,15.

25, 148-148.


140, 141, 142, 145.

37,38.

54, 68-69.

No government assistance received.

65. The salary level is a function of

employment level reached and no

difference by gender. In all locations the

minimum wage is above the sectoral and

local collective agreements.

No government assistance received.

138.

Unique process for the whole group.

75, 133.

137.

Economic aspects.

EC1- Direct economic value generated and distributed, including revenues,

operating costs, employee compensation, donations and other

community investments, retained earnings, and payments to capital

providers and governments.

EC2- Financial implications and other risks and opportunities for the

organization's activities due to climate change.

EC3- Coverage of the organization's defined benefit plan obligations.

EC4- Significant financial assistance received from government.

EC5- Range of ratios of standard entry level wage by gender compared to

local minimum wage at significant locations of operation.

EC6- Policy, practices, and proportion of spending on locally-based suppliers

at significant locations of operation.

EC7- Procedures for local hiring and proportion of senior management hired

from the local community at significant locations of operation.

EC8- Development and impact of infrastructure investments and services

provided primarily for public benefit through commercial, in-kind, or pro

bono engagement.

EC9- Understanding and describing significant indirect economic impacts,

including the extent of impacts.

Page

4.13-Memberships in associations (such as industry associations) and/or

national/international advocacy organizations in which the organization:

* Has positions in governance bodies; * Participates in projects or

committees; * Provides substantive funding beyond routine membership

dues; or * Views membership as strategic.

4.14- List of stakeholder groups engaged by the organization.

4.15- Basis for identification and selection of stakeholders with whom to engage.

4.16- Approaches to stakeholder engagement, including frequency of

engagement by type and by stakeholder group.

4.17- Approaches to stakeholder engagement, including frequency of

engagement by type and by stakeholder group.

74, 94, 96.

151.

148.

Customers: Survey, once a year.

Employees: Survey, once a year. Suppliers:

Survey, once a year. University: Survey,

once a year. The providers and universities

surveys become part of the sustainability

report. The employee and customer

surveys are conducted within the process

of continuous improvement of the

company.

151.

Environment.

EN1- Materials used by weight or volume.

EN2- Percentage of materials used that are recycled input materials.

EN3- Direct energy consumption by primary energy source.

EN4- Indirect energy consumption by primary source.

EN5- Energy saved due to conservation and efficiency improvements.

EN6- Initiatives to provide energy-efficient or renewable energy based

products and services, and reductions in energy requirements as a

result of these initiatives.

EN7- Initiatives to reduce indirect energy consumption and

reductions achieved.

EN8- Total water withdrawal by source.

EN9- Water sources significantly affected by withdrawal of water.

EN10- Percentage and total volume of water recycled and reused.

EN11- Location and size of land owned, leased, managed in, or adjacent to,

protected areas and areas of high biodiversity value outside protected

areas.

EN12- Description of significant impacts of activities, products, and services

on biodiversity in protected areas and areas of high biodiversity value

outside protected areas.

EN13- Habitats protected or restored.

EN14- Strategies, current actions, and future plans for managing impacts on

biodiversity.

EN15- Number of IUCN Red List species and national conservation list

species with habitats in areas affected by operations, by level of

extinction risk.

EN16- Total direct and indirect greenhouse gas emissions by weight.

EN17- Other relevant indirect greenhouse gas emissions by weight.

EN18- Initiatives to reduce greenhouse gas emissions and reductions

achieved.

EN19- Emissions of ozone-depleting substances by weight.

EN20- NOx, SOx, and other significant air emissions by type and weight.

EN21- Total water discharge by quality and destination.

EN22- Total weight of waste by type and disposal method.

EN23- Total number and volume of significant spills.

EN24- Weight of transported, imported, exported, or treated waste deemed

hazardous under the terms of the Basel Convention Annex I, II, III, and

VIII, and percentage of transported waste shipped internationally.

EN25- Identity, size, protected status, and biodiversity value of water

bodies and related habitats significantly affected by the reporting

organization's discharges of water and runoff.

EN26- Initiatives to mitigate environmental impacts of products and services,

and extent of impact mitigation.

104-110.

104-110.

No consumption.

104-110.

104-110.

108-110.

108-110.

All water used is used for human

consumption. No water is used directly

taken from any source but is provided

by the municipal services of every

place in which everis has offices. Total

consumption is 1,346,640 m3.

For human consumption only.

For human consumption only .

No work on protected areas.


None. No work on protected areas.

101-103.


104-106.

104-106.

108-110.

106.

There are no Nox or Sox emissions

For human consumption.

104-106.

None.

None .

None.

everis services do not cause

environmental impact.

Page


EN27- Percentage of products sold and their packaging materials that are

reclaimed by category.

EN28- Monetary value of significant fines and total number of non-monetary

sanctions for non-compliance with environmental laws and

regulations.

EN29- Significant environmental impacts of transporting products and other

goods and materials used for the organization's operations, and

transporting members of the workforce.

EN30- Total environmental protection expenditures and investments by type.

everis services do not use packaging.

There has been no fines.

everis not use transportation services.

No measurement tools are used

Page

55-57.

100% of employees (10,850) have a

permanent full-time contract, which: 3,136

are women and 7,714 are men.

60-64.

All employees have

the same benefits. 54, 69.

All people.

According to legal regulations.

No committees.

68.

According to legal regulations.

No unions.

47-48.

46.

47-48.

17,55-58.

65-67.

Female: 98%. Male: 100%.

Labor practices and decent work.

LA1- Total workforce by employment type, employment contract, and region,

broken down by gender.

LA2- Total number and rate of new employee hires and employee turnover by

age group, gender, and region.

LA3- Benefits provided to full-time employees that are not provided to

temporary or part-time employees, by major operations.

LA4- Percentage of employees covered by collective bargaining agreements.

LA5- Minimum notice period(s) regarding significant operational changes,

including whether it is specified in collective agreements.

LA6- Percentage of total workforce represented in formal joint management-

worker health and safety committees that help monitor and advise on

occupational health and safety programs

LA7- Rates of injury, occupational diseases, lost days, and absenteeism, and

number of work-related fatalities by region and by gender.

LA8- Education, training, counseling, prevention, and risk-control programs

in place to assist workforce members, their families, or community

members regarding serious diseases.

LA9- Health and safety topics covered in formal agreements with

trade unions.

LA10- Average hours of training per year per employee by gender, and by

employee category.

LA11- Programs for skills management and lifelong learning that support the

continued employability of employees and assist them in managing

career endings.

LA12- Percentage of employees receiving regular performance and career

development reviews, by gender.

LA13- Composition of governance bodies and breakdown of employees per

employee category according to gender, age group, minority group

membership, and other indicators of diversity.

LA14- Ratio of basic salary and remuneration of women to men by employee

category, by significant locations of operation.

LA15- Return to work and retention rates after parental leave, by gender.

It was not necessary, all agreements

are subject to the Code of Ethics

of the company

none.

To joining the company. 100%.

No events registered.

there are not activities in which the right

to freedom of association and collective

bargaining may be at risk.

No activities involving a risk for incidents

of child exploitation.

there are not activities in which the right

to freedom of association and collective

bargaining may be at risk.

All employees at the beginning of his

career, receive training on human rights.

Employees of Security Companies receive

training in accordance with the laws of

each country. everis not involved in such

training. human rights that are relevant to

operations.

There has been no incident involving the

violation of indigenous rights.

No operations have been to review.

There has been no formal or

informal grievances.

Human rights.

HR1- Percentage and total number of significant investment agreements and

contracts that include clauses incorporating human rights concerns, or

that have undergone human rights screening.

HR2- Percentage of significant suppliers, contractors and other business

partners that have undergone human rights screening, and actions taken.

HR3- Total hours of employee training on policies and procedures concerning

aspects of human rights that are relevant to operations, including the

percentage of employees trained.

HR4- Total number of incidents of discrimination and corrective actions taken.

HR5- Operations and significant suppliers identified in which the right to

exercise freedom of association and collective bargaining may be violated

or at significant risk, and actions taken to support these rights.

HR6- Operations and significant suppliers identified as having significant risk for

incidents of child labor, and measures taken to contribute to the effective

abolition of child labor.

HR7- Operations and significant suppliers identified as having significant risk for

incidents of forced or compulsory labor, and measures to contribute to

the elimination of all forms of forced or compulsory labor.

HR8- Percentage of security personnel trained in the organization's policies

or procedures concerning aspects of human rights that are relevant to

operations.

HR9- Total number of incidents of violations involving rights of indigenous

people and actions taken.

HR10- Percentage and total number of operations that have been subject to

human rights reviews and/or impact assessments.

HR11- Number of grievances related to human rights filed, addressed and

resolved through formal grievance mechanisms.

Page


Neither product has impact against

health os safety of persons

None.

Operational handbooks. 100%.

None.

122, 151.

There has been no marketing or

communications in which to report about

adherence to programs of compliance with

laws, rules or voluntary codes.

None.

None.

There have been no fines or

non-compliance. use of products

and services.

Product liability.

RP1- Life cycle stages in which health and safety impacts of products and

services are assessed for improvement, and percentage of significant

products and services categories subject to such procedures.

PR2- Total number of incidents of non-compliance with regulations and

voluntary codes concerning health and safety impacts of products and

services during their life cycle, by type of outcomes.

RP3- Type of product and service information required by procedures,

and percentage of significant products and services subject to such

information requirements.

RP4- Total number of incidents of non-compliance with regulations and

voluntary codes concerning product and service information and

labeling, by type of outcomes.

RP5- Practices related to customer satisfaction, including results of surveys

measuring customer satisfaction.

RP6- Programs for adherence to laws, standards, and voluntary codes

related to marketing communications, there has been no marketing or

communications in which to report about adherence to programs of

compliance with laws, rules or voluntary codes. including advertising,

promotion, and sponsorship.

RP7- Total number of incidents of non-compliance with regulations and

voluntary codes concerning marketing communications, including

advertising, promotion, and sponsorship by type of outcomes.

RP8- Total number of substantiated complaints regarding breaches of

customer privacy and losses of customer data.

RP9- Monetary value of significant fines for non-compliance with laws

and regulations concerning the provision and use of products

and services.

Page

39, 40.

100%.

100%.

There have been no incidents of corruption

during The period covered by the report.

No involvement in lobbying.

No financial or in-kind contributions

to political parties.

There have been no actions for monopoly

practices or against the laws of free.

competition.

There have been no fines.

There has been no negative

Impacts operations.

There has been no negative

Impacts operations.

Society.

SO1- Percentage of operations with implemented local community

engagement, impact assessments, and development programs.

SO2- Percentage and total number of business units analyzed for risks

related to corruption.

SO3- Percentage of employees trained in organization's anti-corruption

policies and procedures.

SO4- Actions taken in response to incidents of corruption.

SO5- Public policy positions and participation in public policy

development and lobbying.

SO6- Total value of financial and in-kind contributions to political parties,

politicians, and related institutions by country.

SO7- Total number of legal actions for anti-competitive behavior, anti-trust,

and monopoly practices and their outcomes.

SO8- Monetary value of significant fines and total number of non-monetary

sanctions for non-compliance with laws and regulations.

SO9- Operations with significant potential or actual negative impacts on local

communities.

SO10- Prevention and mitigation measures implemented in operations with

significant potential or actual negative impacts on local communities.

Report verification.

The report has achieved an A+ application rating as verified by the Digital IntelligentCompany SL, on the basis of the Sustainability Assurance Standard AA1000 AS(2008) from AccountAbility stating that it complies with the Global Reporting Initiative’sSustainability Reporting Guidelines (G3.1).

Digital Intelligent Company SL (Digitalic) is an external audit company and is independentof everis Spain, SLU and has the GRI Certified Training Module on StakeholderEngagement for Spain. For more information contact:

[email protected] Spain, Avda, Manoteras, 52 28050 Madrid

everis.comConsulting, IT & Outsourcing Professional Services

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BrasilChile

ColombiaUS

SpainItaly

MexicoPeru

PortugalUnited Kingdom

everis - annual report 2013-2014

Documents

new foundation chairman

everis group annual

new chairman

everis board of directors

new owners

report coverage

year history

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