CR Report 2012 - Steria

Corporate Responsibility Report 2012
Transformation
for a better
world
è www.steria.com

02 | Steria: Corporate Responsibility Report 2012 è www.steria.com

è www.steria.com Steria: Corporate Responsibility Report 2012 | 03
Contents
A message from our Group CEO 04
Steria and the triple bottom line 06
About this report 08
About Steria 10
Promoting sustainable solutions 12
Minimising energy, maximising efficiency 13
Our approach to corporate responsibility 14
Steria and stakeholders 15
Responsibility is its own reward 16
Corporate governance in Steria 17
Responsibility in the workplace 22
Workplace case study 37
Responsibility in the environment 38
Sustainability case studies 41
Responsibility in the community 44
Community case studies 46
Responsibility in the marketplace 48
Marketplace case studies 49
We aimed high. How did we do? 50
GRI index 56

04 | Steria: Corporate Responsibility Report 2012 è www.steria.com
A message
from our Group CEO
“When Steria was founded in 1969, it was as much a social
project as an enterprise, and we continue to build our
business in a way that promotes social, environmental and
economic sustainability. At Steria, we believe that longterm
value comes from seeing financial growth as a part
of a bigger picture, encompassing people, society and the
environment. I firmly believe that a business cannot succeed
in a society that does not live up to its responsibilities.
We need to go beyond profit to build a stronger bond
of trust between finance, business and society.
This publication marks our second sustainability report
based on the guidelines developed by the Global Reporting
Initiative (GRI) 1 . We find that reporting is a useful tool, not
only to provide transparency to our stakeholders, but also to
improve the quality of our everyday work with sustainability.
Steria is firmly committed to respecting and promoting
international norms and principles of corporate responsibility.
Following our signature of the Ten Principles in the UN
Global Compact in 2004, we developed various policies and
procedures such as a Code of Ethics, conflicts of interest
statements, Purchasing Charters and well-being guidelines,
and set up a Corporate Responsibility Programme which
includes specific resources dedicated to CR reporting. This
programme clearly assigns roles and responsibilities within
Steria’s organisational structure. We also established a
Corporate Responsibility Advisory Board comprising members
from government, business, academia and civil society, to
get an external, independent perspective on our progress.
IT as an industry has few direct negative impacts on its
stakeholders, compared to many other industries, and IT is
often said to contribute positively to the environment. However,
we need to acknowledge that emissions from ICT use are
estimated at 2% of total global CO 2 emissions – equivalent to
the aviation industry. We see it as an important responsibility
to minimise our own negative impact, as well as to maximise
our positive impact; implementing Green IT, and the strategic
use of IT, can significantly reduce the CO 2 emissions of our
clients. Helping clients minimise their carbon footprint is a
key goal for us. Whilst environmental sustainability is clearly
a key concern, we view sustainability in its widest sense.
For example, we are also committed to contributing to
sustainable social and economic development in the societies
in which we operate, by helping disadvantaged groups
cross the digital divide, through training and education.
Our long-term strategic priorities
centre around four areas:
• Marketplace – being a responsible service provider
by adhering to the highest ethical standards
and sharing them with our stakeholders.
• Workplace – being a responsible employer by implementing
well-being policies and consistent HR policies across all our
operations; on-shore, near-shore and off-shore. Leverage
our unique corporate governance model to maximise
employee commitment.
• Environment – supporting sustainability by changing to
greener practices and reducing our CO 2 emissions, while
helping our clients to become more sustainable.
• Community – enabling disadvantaged people
by bridging the digital divide, giving access
to IT, education and job opportunities.
1: This report must be read in conjunction with the Corporate Responsibility information available in our 2012 Registration Document which has been extended this year following new French
legal requirements. 2011 GRI information can be read at http://www.steria.com/discover-steria/corporate-responsibility/

è www.steria.com Steria: Corporate Responsibility Report 2012 | 05
In 2012, we achieved several successes in the
field of Corporate Responsibility that we are
especially proud of. Most notably, we have:
- Attained the highest disclosure and performance score in
our industry amongst companies listed on the Paris Stock
Exchange (SBF 250) for the Carbon Disclosure Project 2 .
- Been named the best company for sustainability among
French mid-cap companies in the Gaia index.
- Significantly reinforced our awareness and training
initiatives in the field of ethics, with a specific
emphasis on the company’s top management.
- Implemented the ‘Great Place to Work’ employee
survey across all Steria countries, giving a third
party benchmark of employee satisfaction that tells
us where to concentrate our future efforts.
- We further developed our educational programme
in India for children from impoverished and rural
background and continued our contribution to reduce the
digital divide with the Steria-Institut de France Foundation
In 2013, we want to build on this momentum and recognise
that there is still much to be done. We will particularly
focus on enforcing our responsible procurement policy,
and on further developing our ‘One Steria, One Country,
One School’ Programme, while continuing to improve
our Corporate Responsibility reporting processes.
You are warmly invited to read about our
endeavours and achievements in 2012, and
I welcome your responses and reflections.”
François Enaud,
Steria Group CEO
2: The Carbon Disclosure Project (CDP) is an independent not-for-profit organisation working to drive greenhouse gas emissions reduction and sustainable water use by business and cities. Over
3,000 organisations in some 60 countries around the world now measure and disclose their greenhouse gas emissions, water management and climate change strategies through CDP, in order
that they can set reduction targets and make performance improvements. This data is made available for use by a wide audience including institutional investors, corporations, policymakers and
their advisors, public sector organisations, government bodies, academics and the public. The CDP acts on behalf of 551 institutional investors, holding US$71 trillion in assets under management
and some 50 purchasing organisations.

06 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Steria and the Triple Bottom Line
One Steria,
three ways of measuring performance
Our approach to sustainable development is based on the concept of the
‘Triple Bottom Line’; we aim to achieve a balance between our environmental,
social and economic performance.
We are a diverse company with close to 20,000 employees
spanning 16 countries and three continents, and our impacts,
risks and opportunities relating to sustainability are exceptionally
varied. While enthusiastically encouraging local initiatives in all
our worldwide offices, we want to emphasise that we are ‘One
Steria’ with one environmental policy, one Code of Ethics and a
consistent HR strategy. This strategy applies to all our operations,
regardless of location – we do not accept double standards
across our on-shore, near-shore or off-shore units. We believe
in the Power of Sharing – a term coined by Steria to describe
the collective benefits of sharing challenges, knowledge, skills
and experience, to make something less complicated or better.
Our strategic priorities for the future,
across our Triple Bottom Line, are:
Our environmental bottom line
IT, as an industry, is becoming a relatively large CO 2 emitter
and contributes to one of the largest environmental challenges
of our time. The reduction of greenhouse gas emissions is,
therefore, our main priority – to reduce our own emissions,
as well as enabling our clients to reduce theirs. As a
provider of IT services, not only are we well-positioned to
reduce our own greenhouse gas emissions, but we can go
further by supporting our clients in reducing their own.
Living Green at Steria
Steria, as a Group, has become carbon neutral for flight and fleet
travel and is now ranked top performer in its sector in the Carbon
Disclosure Project. In addition to this, some of our country
offices, including Steria France and Steria Sweden head offices,
are in state-of-the-art eco-buildings using green energy wherever
possible, and our own ‘Green Agent’ employees ensure that we
continuously strive to improve our environmental performance.
Supporting clients to become more sustainable
We also believe we have a definite responsibility to help our
clients to reduce their own emissions and transform into more
sustainable businesses. Our applications for smart cities and
smart metering help them to understand their consumption
patterns. Even better, by providing Green IT, we can radically
reduce the electricity consumption of our clients’ IT solutions.
You can read more about the strategies and
achievements for Steria’s environmental bottom line in
the chapter ‘The environment’ and on our website at:
http://www.steria.com/our-solutions/sustainability/

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Steria has always believed in bringing a human touch to technology – combining business
performance with social values. This is highlighted by our strong, people-friendly values:
Respect | Openness | Simplicity | Creativity | Independence
Our social bottom line
IT, as an industry, has some very specific social challenges.
The World Health Organisation has identified work-related
stress as a major risk for both physical and mental health.
While businesses in every sector must be vigilant about
absenteeism, we must also be particularly conscious of wellbeing
at work. This is because modern technology now enables
people to work around the clock, blurring the boundary between
their professional and private life. At Steria, the well-being of our
employees is paramount.
On a macro level, the IT sector is part of a bigger social issue
about the ‘digital divide’. Although IT is a major facilitator, it can
create inequalities between people in terms of having knowledge
of, and access to, information and communication technologies.
As a socially responsible company, we have made it our priority
to address the digital divide. We do this by facilitating access to
IT through our educational programmes and scholarships.
You can read more about our efforts and achievements for
Steria’s social bottom line in the chapter ‘The workplace’.
Our economic bottom line
Profits are vital to being a viable and lasting enterprise. But,
at Steria, we also strive to create economic development in the
societies in which we operate. We actively contribute to local
communities by creating employment, raising competence
and encouraging innovation. This is a particular concern in our
India off-shore units, where bringing technology, education
and economic development to disadvantaged groups is at
the very core of our community engagement programmes.
A key priority in the coming years is to fully implement our
new ethical Procurement Policy. We will do this by ensuring
that we use our purchasing power to support best-in-class
companies, and to make certain that we avoid doing business
with partners, suppliers and sub-contractors that have
unacceptable environmental, social or ethical standards.
You can read more about our efforts and achievements for
Steria’s economic bottom line in the chapter ‘The marketplace’.
Key highlights of the year:
• Achieving an A- rating in the Carbon Disclosure Project
with the best ranking in our industry
• Receiving the Global CR award at the World CSR day
• Being 1st in the GAIA sustainability index
• Being awarded the Golden Peacock Award for
excellence in CR
• Best-ever results from our yearly community event,
the One Day Challenge
• Maintaining our carbon neutrality for air and road
business travel
• Increasing the deployment of our Group-wide
Sustainability Procurement Policy
• Reinforcing our awareness and training efforts
around ethics
• Incorporating CR objectives into Group Excom
variable payment criteria

08 | Steria: Corporate Responsibility Report 2012 è www.steria.com
About this report
Why this report is so important
and how it has been compiled
This report is our second sustainability report based on the
Global Reporting Initiative’s (GRI) guidelines for sustainability
reporting. The process of selecting GRI indicators for the
report started in 2009 when Steria’s CR team did their first
assessment. In identifying our main impacts and most pressing
sustainability issues, the GRI indicators were carefully selected
and discussed by a dedicated group of senior executives
representing the larger Steria areas, whilst also seeking the
opinions of shareholders and other stakeholders. The final
selection of indicators is, therefore, the result of a two-year
review process between the CR network leaders, Steria’s CR
Advisory Board of external stakeholders and Steria’s Executive
Committee. This review process with a broader audience ensures
that the different perspectives of our stakeholders are taken
into consideration in setting the priorities for the report.
In choosing the indicators, we emphasised the most
relevant and pressing CR issues related to the services that
we deliver and the geographic spread of our offices.
The report covers the fiscal year for 2012 and meets GRI’s
reporting level B according to our own evaluation. Quantitative
and qualitative data has been through an extensive review
and approval process internally, including the Group CEO,
the Group Legal Director, the Group CR Programme Director
and our Director of Communications. The reported data
for 2012 does not include our Spanish entity which has
been sold during the last quarter of 2012. Morocco and
Singapore data has also been excluded, as these entities
are not considered as material for CR reporting purposes.
The report covers Steria’s offices and activities in 16 countries.
The data reported includes subsidiaries (Steria Spain excluded).
Data measurement techniques and compilation follows the
Indicator Protocol of the GRI guidelines, unless stated otherwise.
We aim to cover all material aspects of Steria’s
positive and negative impacts on the Triple Bottom
Line in a transparent way, according to the ideals
advanced by the Global Reporting Initiative.
For more information or clarity,
please visit us at: www.steria.com

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10 | Steria: Corporate Responsibility Report 2012 è www.steria.com
About Steria
The facts, the figures
and the people behind them
In the 44 exciting years that Steria has been operating,
we have seen IT develop from a pioneering science to a
leading component of our economy. In that time, we have
established ourselves as a major player. The next four
decades will offer new challenges which we are ready
to meet head-on. The entrepreneurial boldness of our
founder Jean Carteron is reflected today in our drive to
devise new services and solutions, to react to changes
in the market and to thrive whatever the conditions.
Here are our current key facts and figures:
• Total revenue for 2012 was €1.83 billion
(up from €1.75 billion in 2011)
• Founded in 1969, in Paris, today 70% of our revenue
comes from outside France
• We have offices in Europe, India, North Africa
and South East Asia
• We are close to 20,000 people strong,
working across 16 countries
• Approximately 30% of employees work off-shore or
near-shore; one of the highest percentages among
European IT companies
• Our off-shore and near-shore delivery centres are located
in India, Poland and Morocco
• 22.7% of our capital was owned by our employees as of
December 31, 2012*
On-shore
Austria, Belgium, Denmark, France, Germany,
Hong Kong, Luxembourg, Norway, Singapore,
Sweden, Switzerland, United Kingdom
Near-shore
Poland, Morocco
Off-shore
India
(*): including “SET Trust” and “XEBT Trust” (4.15% of capital)

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We touch the lives of millions around the globe each day
through our systems, services and processes. Steria has built
a pervasive global presence in 16 countries across Europe,
India, North Africa and South East Asia. We see our diversity
as a powerful asset, embracing many different cultures across
the world – each individual bringing an extra dimension to
the way we work as a whole. But, although our cultures
are diverse, we have a shared vision and shared values. We
believe this gives us a cohesion that is a real differentiator.
This international presence can be seen from the top down –
our Executive Committee includes five different nationalities
and a fair balance of men and women. It ensures that all Group
businesses, geographies and business lines are represented, as
well as the marketing, finance and human resources functions.
We believe that it is our culture of collaborative
entrepreneurialism and remaining true to our founding
values that has led to our growth and success. Steria was
originally founded with the vision to unite strong business
performance with solid social values and has maintained
a culture of ethical entrepreneurialism ever since.
As innovators for over 40 years, we have risen to the challenge
of solving real-world problems across diverse sectors,
geographies and technology environments. The last four
decades have seen some remarkable changes in the way
technology shapes our world. Steria has played a big part in
this. We have grown in size ten times over since 1998 and
our acquisitions of Mummert (2005) and Xansa (2007) have
allowed us to offer our clients a unique portfolio of services
from consulting to business process outsourcing – shaping
operational excellence for many organisations that we partner.
Employee headcount as of December 31, 2012
Morocco
Headquarters
Singapore
Switzerland
Poland
Belgium and Luxembourg
Scandinavia
Germany and Austria
India
United Kingdom
France
72
104
44
152
380
248
988
1,777
5,338
4,376
6,333
Total headcount – 19,812
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000

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Promoting sustainable solutions
Only the best ideas
are sustainable
Only collaboration can make today’s world turn. At Steria,
we are passionate about our sharing vision and values. We
call it the ‘Power of Sharing’ and it is a highly collaborative
way of working that has helped make us one of the Top 10 IT
services companies in Europe. We have a highly industrialised
delivery model that utilises the support of our network of
industry-leading service partners, combined with a profound
understanding of our clients’ businesses and in-depth expertise
in IT and business process outsourcing. From advice to execution,
we take on our clients’ challenges and develop innovative
solutions to solve them – working with them to transform their
businesses and letting them get on with what they do best.
We are constantly mindful, however, that – within our solutions
– we must provide responsible products and services. More
and more, our focus is on sustainability, and on devising new
ways of meeting one of the greatest challenges the world
has ever faced – climate change. Yet sustainability is as much
an ethical issue as it is an environmental one, calling for a
change in mindset as well as in physical practices. At Steria,
we take both into account, which means we can help our
clients manage their carbon footprint much more effectively.

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Minimising energy, maximising efficiency
Welcome to our full range
of IT-enabled services
Whilst constantly seeking to develop new services and
solutions for our clients, we never lose sight of their business
needs and responsibilities – and we look beyond the initial
transformation opportunity to operational delivery, day after day.
Our full range of IT-enabled services helps our clients to
minimise their energy use while maximising their efficiency:
• As a business consulting partner for our clients, we
help them to set goals and implement their strategy. We
provide them with all the concepts, methods and process
analysis necessary to plan for successful transformation.
• Systems integration provides turnkey solutions with full
integration into the clients’ environment. Our experience
and expertise means we take care of the complex challenges
of integrating diverse technologies the clients organisation
already has and those it plans to deploy in the future.
• Application Management helps clients to evolve
and fine-tune their application portfolios to meet
emerging business challenges. We give our clients
access to a comprehensive range of Application
Management services based on leading technologies.
• Testing, which involves expertise ranging from
consulting to delivery and experience right across the
business process and IT, ensures that clients’ systems
are fit for purpose, reliable, secure and scalable.
• Business Process Outsourcing (BPO) primarily provides
middle and back office services. Emphasis is on automation
and execution of world-class business processes to keep
critical services running and relevant. These include finance
and accounting, procurement and human resources.
• Infrastructure Management helps clients keep
pace with accelerating demands on IT infrastructure
while delivering substantial cost savings,
productivity increases and energy efficiency.
Vertical BPO
Infrastructure Management
Horizontal Solutions
Process Management
IT Management
Solutions (Systems Integration)
Business
Expertise
(Consulting)
Vertical Solutions
Application Management
Testing
Horizontal BPO

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Our approach to corporate responsibility
A structure with clearly
defined responsibilities
The way we are organised shows our real commitment to responsible operations. This structure ensures a clear
division of responsibility from the top down in whichever location we work. The highest level of our company
monitors our CR performance; our Executive Committee reviews our sustainability objectives, action plans and
performance on a regular basis. The strategic and practical work is organised like this:
The Group CEO and the Executive Committee
– Steria’s Group CEO has ultimate responsibility for
our global Corporate Responsibility (CR) programme,
with members of the Executive Committee acting as
sponsors for designated parts of the programme.
The CR Programme Director – The CR Programme Director
is the driving force of Steria’s CR strategy, responsible for
developing strategies, policies and measurable objectives
and ensuring their implementation, as well as acting as an
advisor to the Executive Committee on stakeholder issues.
The CR Reporting Leader – To improve the reliability and
efficiency of the CR reporting process, a person was appointed
in 2012 to supervise both the information reported within
this document and within our Registration Document. This
person is reporting internally to the Group CR programme
Director and the Group CFO, as we consider that the methods
and processes applied for managing financial information
must be leveraged for non-financial information reporting.
In addition, we have requested that our local Human
Resources Directors, Chief Financial Officers and Legal
Directors are the owners of the data reported respectively for
Community & Workplace, Environment and Marketplace.
The CR Network Leaders – Steria has CR Network Leaders,
responsible for the areas of Community, Workplace, Environment
and Marketplace. The network leaders are responsible for
implementing action plans in each of the four areas throughout
the Group, in collaboration with the country network members
who manage the implementation within each country.
CR Advisory Board – As a large company, spread across three
continents, we wanted to ensure that our top management gets
systematic, expert advice and insights from the perspective of
our stakeholders. This is why we established the CR Advisory
Board, consisting of independent CR experts from government,
industry and society. The Board meets three times a year to
review Steria’s progress from a stakeholder perspective and to
advise on how to coordinate our CR activity across the company.
Group CEO
CR Programme Director
CR Advisory Board
CR Office (Reporting and Marketing)
Executive sponsor
for Marketplace
Executive sponsor
for Environment
Executive sponsor
for Workplace
Executive sponsor
for Community
Network
Leader
Network
Leader
Network
Leader
Network
Leader

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Steria and stakeholders
Making decisions on a global,
national and local level
Internal or external, effective corporate responsibility is a
collective endeavour. Which is why, at Steria, we engage with
stakeholder networks and organisations on a global, national
and local level. In 2004, we signed the UN Global Compact.
This charter encourages companies to promote ten universal
principles in the areas of human rights, working conditions,
the environment and the fight against corruption. Then, in
2009, we developed a Code of Ethics – a protocol that ensures
healthy business practices across the business. Additionally,
to ensure closer contact with our stakeholders, we are also
active members of several local and European CR organisations,
such as the Institut du Mécénat Social in France and we
also partner with NGOs such as Digital Bridges (Passerelles
Numériques). Our Corporate Responsibility programme
involves multiple external stakeholders. Our relationships with
these stakeholders are the primary responsibility of each CR
network leader, relating to their respective field of expertise.
These external stakeholders include:
External Stakeholder Major Role Internet Site
Carbon Disclosure Project The Carbon Disclosure Project is an independent non-profit organisation www.cdproject.net
holding the world’s largest database of corporate climate change
information. The CDP provides international environment rankings.
ISO 14001 certification Environmental management standard. The certification companies audit our www.iso.org
companies
ISO 14001 sites in our various locations.
Global Compact
UN initiative for businesses that are committed to aligning their operations www.unglobalcompact.org
and strategies with ten universally accepted principles in the areas of
human rights, labour, environment and anti-corruption. The Global Compact
provides a globally recognised framework for corporate responsibility.
VIGEO CR rating agency in the areas of environment, social and governance topics. www.vigeo.com
GAÏA Sustainability index for midcaps on the Paris Stock Exchange. www.gaïa-index.com
Institut du Mécénat Social A network of companies promoting CR in society. www.imsentreprendre.com
Global Reporting Initiative Association developing and promoting the leading international standard for
sustainability reporting.
www.globalreporting.org

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Responsibility
is its own reward
Although there is always more to strive for, we are very pleased with our
CR endeavours and achievements to date. In 2011 and 2012, we attained
the following rewards and certifications:
Reward/Certification Purpose CR component Year
ISO 14001 in nine countries
Environmental management system certification
(see: www.iso.org)
Environment 2011 (and prior), 2012
Asia’s Best CR Practice Award
in Singapore
Excellence in the field of CR Community 2011, 2012
Subir Raha Foundation Award
at Hyderabad
Sharing knowledge and best practices in CR Community 2011, 2012
Best CR Practice award by
Bombay Stock Exchange
Best CR practice Community 2011 (and prior), 2012
INDY’s Best CR Practice Award, presented
by ‘Stars of the Industry’
Best CR practice Community 2011 (and prior), 2012
Golden Peacock Special Commendation for
CR excellence, Steria India Foundation
Listed in Norway’s top ten
‘Best Places to Work’
Encouraging initiatives in CR, promoting
sustainable development
Community 2011 (and prior), 2012
Steria Norway | Employee Opinion survey Workplace 2011 (and prior), 2012

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Corporate governance in Steria
Sharing power
Groupe Steria has set up a particularly innovative and unique
governance system designed to help the company distinguish
itself from the competition and to develop and enhance its
appeal. This governance system uses the legal structure of a
limited share partnership (Société en Commandite par Actions)
under French law (SCA) in an original way where the General
Partner is a SAS called Soderi, which represents exclusively the
Group employee shareholders.
A clear separation between management
and Control bodies
The corporate governance of Groupe Steria is based on a
separation between the powers of the Management of the
Group that is assured by a Group CEO and the control powers
entrusted to a Supervisory Board completely separate from the
Management, and reporting directly to shareholders.

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Two types of partner
Soderi SAS
General Partner
(Employee shareholders)
Limited
Partners
(Shareholders)
Soderi SAS Board
Appointment
Authorisation of major decisions
Groupe
Steria SCA
General Manager/Group CEO
Executive Committee
Groupe Steria SCA
Supervisory Board
Appointment
Authorisation of major decisions Control
Operational
subsidiaries
The limited partners (the shareholders)
The limited partners provide capital and they own
the company’s shares.
They meet at least once a year in Ordinary and/or Extraordinary
General Meeting(s) of Shareholders in order to decide upon
the resolutions submitted for their approval and, notably, to
appoint the Group CEO, approve his remuneration, appoint
members of the Supervisory Board as well as the Statutory
Auditors and approve the annual financial statements.
The General Partner: Soderi
The General Partner is represented by the simplified
joint-stock company (Société par Actions Simplifiée),
Soderi, whose unique feature is to bring together the
community of Group employee shareholders.
The General Manager/Group CEO
and Executive Committee
General Management of Groupe Steria comes under the
responsibility of François Enaud who has been General
Manager/Group CEO since 1998. Appointed at the General
Meeting of Shareholders, and proposed by the Supervisory
Board after agreement with the General Partner, he stays
in office for a maximum renewable term of six years. At
the 2012 General Shareholders’ Meeting, he has been
renewed for a 5 years’ mandate. Within this unique
governance, the General Manager/Group CEO remuneration
is approved by the General Meeting’s attendees.
The General Manager/Group CEO is assisted by an Executive
Committee composed of three Senior Executive Vice-Presidents
who meet every week, and six Executive Vice-Presidents.
The Executive Committee meets monthly and ensures that
all Group businesses, geographies and business lines are
represented, while also ensuring the representation of the
marketing, finance and human resources functions.

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Steria structure:
Simplified legal chart
99.9%
FRANCE
MOROCCO
UNITED KINGDOM
INDIA
GERMANY
AUSTRIA
POLAND
BENELUX
SWITZERLAND
denmark
norway
sweden
ASIA
STERIA SCA
100%
19%
40%
33.33%
100%
100%
100%
100%
100%
100%
100%
GROUPE STERIA SCA
U-SERVICES
INTEST
STEPAR
DIAMIS
EUROCIS
STERIA MEDSHORE
STERIA HOLDINGS Ltd
STERIA UK CORPORATE Ltd
53%
DRUID GROUP Ltd
100%
STERIA SERVICES Ltd
100%
STERIA LIMITED
100%
STERIA BSP Ltd
50%
NHS SHARED BUSINESS SERVICES Ltd
100%
STERIA RECRUITMENT Ltd
100%
STERIA (RETIREMENT PLAN) TRUSTEES Ltd
100%
STERIA ELECTRICITY SUPPLY PENSION TRUSTEES Ltd
100%
STERIA (MANAGEMENT PLAN) TRUSTEES Ltd
100%
STERIA UK Ltd
100%
CABOODLE SOLUTIONS Ltd
STERIA INDIA LIMITED
STERIA MUMMERT CONSULTING AG
100%
100%
STERIA BENELUX
99.9%
STERIA PSF
STERIA SCHWEIZ AG
STERIA AS
STERIA AS
100% STERIA AB
100%
STERIA BIOMETRICS AB
100%
STERIA ASIA
100%
STERIA MALAYSIA
100%
STERIA HONG KONG
47%
99.3%
STERIA MUMMERT ISS GmbH
STERIA MUMMERT CONSULTING GmbH
STERIA POLSKA
100%
100%
100%

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The Supervisory Board
The Supervisory Board has responsibility for ongoing control of
the management of the Company on behalf of shareholders. The
Supervisory Board has a clear Charter and Internal Regulations
(available on our website); these describe professional ethical
behaviour and rules to be respected by its members (including
rules related to conflicts of interest). Within the Board,
there are three committees; a Strategy Committee which is
responsible for reviewing the company’s medium to long-term
development; an Appointments and Remuneration Committee
which is responsible for evaluating new appointments to
the Excom and benefits plans; and an Audit Committee
which is responsible for controlling risk and accounts.*
The Board performs an annual self-assessment, one of which
resulted in a decision to increase the number of women on the
board to better reflect the company’s diversity. The Supervisory
Board has, traditionally, been male dominated. However, in 2011
and 2012, we recruited the first two women on to the board,
achieving our target of 20% women members for 2012.
A target has been set of 40% of the board to be women by 2014.
The members of the supervisory board are:
Jacques Bentz, Chairman of the Board,
Manager of Tecnet Participations.
Eric Hayat, Vice-Chairman of the Board, Chairman of Groupement
d’Intérêt Public (GIP), Modernisation des déclarations sociales.
Léo Apotheker
Patrick Boissier, Chairman and CEO of DCNS.
Séverin Cabannes, Deputy CEO of the Société Générale Group.
Elie Cohen, Economist – Research Director at
CNRS, Professor at Sciences-PO-CAE.
Bridget Cosgrave, Founder and Chairman
of EveryEuropeanDigital (E ED).
Pierre Desprez, Chairman of Steria Mutual Fund
(Employee Shareholding).
Pierre-Henri Gourgeon, Chairman of the PH Gourgeon Conseil.
Laetitia Puyfaucher, CEO of Pelham Media.
(*): the missions described here are not exhaustive - for more information please refer to http://investors.steria.com/phoenix.zhtml?c=170213&p=irol-govboard

è www.steria.com Steria: Corporate Responsibility Report 2012 | 21
Soderi
Ever since Steria was founded in 1969, our culture has been
based on participative governance built on strong employee
shareholding, symbolised by Soderi. Soderi is the company
owned by Groupe Steria’s employee shareholders. It is
the core element of Steria’s participative governance.
This unique governance model is ground-breaking within
the IT industry. It gives our people a significant say in
determining our future strategy. Our employees who owned
22.7% of the company as of December 31, 2012 shows that
the original idea of the founder Jean Carteron is still alive.
Steria’s 6,000 employee shareholders are able to take
part in the company’s strategic decisions through Soderi.
Soderi is managed by a Board of Directors with 17
members elected by the employee shareholders. The
Soderi Board is fully aligned with Steria’s commitment to
diversity – among the 17 members, there is a good gender
balance and a wide blend of different nationalities from
France, the UK, Germany, Norway, India and Belgium.
The Board gives prior approval to any resolution put to the
Annual General Shareholders’ Meeting of Groupe Steria SCA
and to any proposal put forward by the Steria Group CEO
relating to a change in the company’s consolidation due, for
example, to an acquisition or a significant loan. The Group
CEO therefore reports to two Boards; the Soderi Board of
Directors and the Groupe Steria SCA Supervisory Board.

22 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace
In a company as diverse and international as Steria, ensuring dialogue
with our employees – and taking into account their well-being – is an
essential means of boosting involvement and satisfaction.
We are committed to maintaining the highest standards
for our employees, providing a safe and healthy working
environment in accordance with the relevant guidelines for
every country in which we operate. We operate within the same
standards across our on-shore, near-shore or off-shore units.
In all Steria countries, health and safety issues are
monitored by formal health and safety committees
or local HR departments.
It is important to note that no work-related fatalities have been
recorded in 2012. In addition, at the date of this report, Steria is
not able to show consolidated rates of injury.
2012 key figures related to the health and security structures
Existence of a health and
security council 1
Existence of a formal
agreement covering health
and safety topics
Employee representatives
included in these
structures
Number of meetings held
in 2012
France Yes Yes Yes 126
United Kingdom
(including NHS-SBS)
No 2 No Not applicable Not applicable
India No No Not applicable Not applicable
Germany Yes No Yes 4 1
Norway Yes No Yes 4
Sweden Yes Yes Yes 2
Denmark Yes No No None
Belgium Yes Yes Yes 12
Poland No No Not applicable Not applicable
Switzerland No No Not applicable Not applicable
1: Country-level committee only, does not include ‘site’ meetings.
2: Any health and safety matters requiring discussions with employee representatives would be discussed at the UK forum meeting.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 23
Well-being at work
Steria believes that ‘well-being at work’ is a key motivation
driver for our employees. So, in 2011, we launched a Groupwide
‘Well-being Policy’ to show our engagements in that
domain. The local HR directors are responsible for implementing
this policy, and we continue to encourage them to implement
effective and locally adapted initiatives in 2013. A key objective
of the policy is to make our employees and managers aware
of the types of actions and attitudes they could promote in
their employees. The policy is focused on four key areas:
1. Creating a working environment where our
employees can fully develop their skills.
2. Giving our employees as much flexibility as
possible within the scope of their work.
3. Supporting employees in their endeavours
to live a healthy lifestyle.
4. Supporting employees in times of need.
There is a dedicated tool kit for managers dealing with
stress amongst their employees. This was distributed
throughout most of our geographies in 2012.
Local initiatives to support well-being at work
UK
A training programme on time management is available
from the Learning and Engagement department, as well
as e-learning modules that also address the topic.
France
We launched a programme called ‘Zen IT’, which addressed
different areas of need relating to health and well-being.
Norway
The topic of work-life balance is comprehensively addressed
both in induction training and in leadership training.
India
We have put a number of policies in place to ensure the wellbeing
of all employees at work. These include a compulsory
minimum of 15 days leave, part-time work, crèche or day
care facilities for children, training programmes on stress
management and a Health Screening policy. All employees,
across all levels, are given funding for an individual health check.
Summary of the key initiatives taken for ‘well-being at work’.
Home office capabilities
Helpline
Stress management
training and toolkit
Other services 3
France Pilot phase Yes Yes Yes
United Kingdom
(including NHS-SBS)
Yes Yes Yes Yes
India Yes No No Yes
Germany and Austria Yes Yes Yes Yes
Other (at least in
one country)
Yes Yes Yes Yes
3: Such as laundering services, crèches, gym club etc.

24 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Personal development and training
Training and development is at the heart of ensuring that every
employee knows how to truly develop their competencies and
maximise their potential. To achieve this, we developed Steria’s
‘Global Career Framework’ to help employees to define and
achieve their personal development goals. This framework
includes the definition of key job families, job roles and job
descriptions common to all geographies; used by Steria to
identify the necessary resources for projects and to fulfill
vacant positions. At the same time, it helps to define levels of
expertise and competency requirements and helps employees
define their career objectives. In this way, the framework is an
important pillar for our training and development strategy.
A Competency Framework has been developed in collaboration
with all the countries in Groupe Steria. It underpins the Global
Career Framework and is a major step towards enabling
employees to identify the career path they wish to follow
in order to develop and fulfill their potential. In 2012, the
deployment was started with the pilot implementation in the
UK. A Training Matrix has been designed that sits behind this
framework with the objective to help employees understand
how to master each competency through a set of solutions that
range from self-help (reading and using guides) to classroombased
courses. The training has been delivered to employee
sites as well as inviting employees to come to major sites.
In 2012, 21 courses were run with over 370 attendees.
Each country in the Group maintains a training policy and
catalogue of the training courses that are available to employees.
Employees are encouraged to have an annual development plan
that is agreed with their manager. While we have developed
some Group-wide training initiatives, most of our training
programmes are currently designed locally, which guarantees
that they are aligned with the evolution of our business.
The following new key training initiatives
were implemented in 2012:
A three-year-long agreement with the e-learning provider
Skillsoft, signed in January 2013, will increase the training
offerings to our employees throughout the Group.
In France, Steria continues to make its learning and development
curriculum evolve. For example, the Steria Project Institute now
incorporates the Infrastructure Management service line training.
This curriculum included 399 training courses in 2012 within
26 different training programmes. A new module for architects
was also designed for technical infrastructure management
(ATIM). This qualifying course, certified by engineering
schools, includes 18 days of training over nine months. The
key objective of this initiative is to integrate best practices,
especially by sharing architecture expertise in information
systems integration. Also in France, a new training module for
sales (Sales Institut) launched its pilot session with success,
both in terms of teaching skills, and in the design of the module
itself, meant to be as operational and close to the participants’
expectations as possible. 48 people have been trained to date.
In Norway, a comprehensive Training Academy has been ongoing
since 2008,with the vision to offer an opportunity to develop to
each of our employees. This means that our employees should
find content in the Academy that is useful to them, regardless
of what level they are in the organisation, or how long they
have been with us. This includes induction programmes,
basic consulting skills, different programmes related to
professional development and expert subject matter groups.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 25
In the UK, a specific focus has been given to Sales
Training throughout 2012. As an example, a virtual sales
community has been created and has targeted two types
of course: ‘Strategic Selling’ (with an external partner)
and ‘Proposal Management’ (with an external partner).
During 2012, 283 employees attended these courses.
Our priorities for 2013 will be to continue working on the
targets set last year that address topics like the gender issue
and defining goals for female participation and gender equality,
and to continue to develop our training initiatives and offerings,
and follow up the results from the ‘Great Place to Work’ survey.
At a Group level, the ‘Steria Academy’ is our international
training programme for Steria’s senior managers, and
covers Programme Management, and Sales and Marketing
courses. In the design and development of the training
modules, we always involve senior members of the
organisation. The Academy therefore serves as a platform
for knowledge transfer and better dissemination of shared
tools and practices. This method of organising encourages
networking and building inter-departmental relationships.
Another important pillar is our annual talent and competency
review of all employees. This review, called CEDRE, helps
us to balance our collective ambitions with the talents we
already have and those we need to attract. To support the
development of our employees, we also provide regular
personal development interviews. In these interviews,
which take place on an annual basis, the results of previous
years are evaluated and targets are set for the new year.
Hours training per employee
Training – by gender/country
30
20
10
0
17
France
15
8
UK
4
17
India
21
Germany
and Austria
Male
Female
43
38
42
Other
24
20
Total
16

26 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Employee relations
The third principle of the UN Global Compact states that
businesses should uphold the freedom of association and the
right to collective bargaining. At Steria, we are committed
to this principle. In our Code of Ethics, we state the right to
collective bargaining, and this applies to all Steria countries.
We already have a number of collective agreements in place,
established under local legislation in the respective country.
For trans-European issues, we have created a ‘European
Works Council’ (EWC). The EWC is composed of 14
members, representing nine countries. The EWC
meets on a regular basis, and discusses topics that are
relevant for employees throughout the Group.
Where no employee representation structure exists, such as in
India and Poland, we give our employees the opportunity to
address their questions and concerns through various channels.
In India, for example, there are the following channels:
- Town-halls: These are quarterly open discussion forums where
employees can ask any question to the Senior Management.
- DirectToCEO mailbox: A mailbox accessed
directly by the CEO, where employees can raise
their concerns and make suggestions.
- Secure committees: Central email IDs and a task
force to handle harassment issues (sexual as well
as other types) at location and India level.
- Skip meetings: Meeting of employee (N with
N+2), skipping the immediate manager.
- Grievance redress: Redressing procedure to
deal with all the grievances logged with HR.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 27
2012 key figures related to the management of Employee Relations
Existence of an employee
representation structure*
Number of elected representatives
(31/12/2012)
Number of working councils/
forums held in 2012
France Yes 236 151
United Kingdom (including NHS-SBS) Yes 10 10
India No Not applicable Not applicable
Germany Yes 36 10
Norway Yes 11 4
Sweden Yes 4 20
Denmark Yes 3 4
Belgium Yes 23 12
Poland No Not applicable Not applicable
Switzerland No Not applicable Not applicable
* Can take the form of forum(s) or working council(s).

28 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Employee satisfaction and engagement
Employee satisfaction and engagement is important to Steria.
To measure how well our employees engage with the company
and its aims, we carry out an employee survey. In 2011 – for
the very first time – all Steria geographies participated in
the ‘Great Place to Work’ survey. The Great Place to Work
Institute uses a proven method, developed over the past 20
years, to conduct employee engagement surveys that then
allow companies to benchmark themselves, both internally
and externally against other organisations. The survey is a
management tool that allows us to analyse the feedback from
our employees and to put in place activities to address any
issues and meet employees’ expectations. We have started
to leverage the survey’s results to increase our score in the
future (the survey will be conducted every two years).
Employee turnover rate – by age
50%
40%
30%
20%
10%
0%
24.8%
12.8%
France
5.5%
19.0%
UK
17.8%
14.8%
49.0%
India
31.1%
25.0%
24.7%
Germany
and Austria
14.9%
6.6%
19.0%
19.4%
10.5%
Other
37.2%
18.4%
11.1%
Total
The results of the ‘Great Place to Work’ survey,
combined with information from exit interviews, gives
us guidance on which areas need improvement, and
then these recommendations serve as a good guide as
to where to strengthen our efforts in the future.
50
% of employees receiving regular performance
and career development reviews
100%
80%
60%
40%
20%
0%
96%
79%
84%
82%
89%
93%
France
UK
India
Germany and
Austria
92%
88%
Norway
Sweden
Denmark
Belgium and
Luxembourg
Poland
Switzerland
Headquarters
Total
64%
60%
48%
50%
61%
30%
97%
91%
63%
59%
78%
61%
30%
34%
89%
83%
Employee turnover rate – by gender
60%
50%
40%
30%
20%
10%
0%
14.1%
France
14.9%
17.5%
UK
16%
37.2%
India
50.3%
Germany
and Austria
15.1%
13.2%
18.3%
Other
17.3%
21.3%
Total
25.6%
Male
Female
Male
Female

è www.steria.com Steria: Corporate Responsibility Report 2012 | 29
Absence in hours per 100 employees
Total workforce by contract type
7000
6000
5000
4000
3000
2000
1000
0
4557
France
6672 6505
5182
3620
UK
India
Germany
and Austria
Other
Total
4992
100%
98%
96%
94%
92%
90%
1.7%
98.3%
France
3.2%
96.8%
UK
0.7%
2.4% 2.5%
5.3%
99.3%
97.6% 97.5%
94.7%
India
Germany
and Austria
Other
Total
Permanent
Fixed-term
Absence days as % of work days
Total workforce by employment type
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
2.28%
France
3.34% 3.25%
2.59%
1.81%
UK
India
Germany
and Austria
Other
2.50%
Total
100%
95%
90%
85%
80%
75%
5%
95%
France
12.4%
87.6%
UK
India
0%
100%
Germany
and Austria
7.4%
92.6%
5.2% 5.5%
94.8% 94.5%
Other
Total
The reported absence rates per country are consistent with
our historical data and in line with the figures observed
within our industry.
Permanent
Fixed-term

30 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Human rights and diversity
Respecting people’s rights and diversity at all times,
we are dedicated to recognising human rights in all our
relations with employees, clients, shareholders, suppliers
and local communities. We never tolerate discrimination
or harassment, in any form. Even though we are vigilant,
four incidents of discrimination were brought to the
management’s attention in 2012. These incidents were dealt
with internally and serve as a reminder that we constantly
need to stay aware and focus on the way we interact.
There are also local variations, which we are determined to
improve. This is a long-term objective and will not be changed
overnight. We will work to increase female representation
in management positions through awareness programmes
and training. The first step is to raise awareness and to
make conscious decisions on promotions and recruitment.
Across the company workforce as a whole there is a distribution
of 30% women and 70% men. Even though this gender
composition is imbalanced, it is above industry standard in many
of our countries. Nevertheless, we have several programmes
with universities and upper secondary school students to
encourage more women to choose technical careers.
Gender split
Group Executive Committee Local Executive Committee Leaders – Global
Management Network
Managers – Top 4000
80% Male
20% Female
75% Male
25% Female
85% Male
15% Female
79% Male
21% Female

è www.steria.com Steria: Corporate Responsibility Report 2012 | 31
Local initiatives to promote gender equality
Several initiatives, across all locations, have been implemented
to improve gender equality. Some examples include:
Norway
An initiative was started in 2011 to include Steria employees
in a ‘Role Model Agency’. Its objective was to inspire
young people, especially girls, to choose technical studies
at university. Schools are encouraged to book role models
to visit their schools to give talks to their students.
India
Steria favours the employment of women and takes
measures to facilitate their integration and protection
through the provision of a company crèche (for
children between 3 months and 5 years old) and the
implementation of a very strong anti-harassment policy.
As well as having a fair balance of the genders, we
also believe that it is important to have a diverse
range of ages working within our business.
Local executive committees – by gender
100%
80%
60%
40%
20%
0%
60%
40%
France
UK
40%
60%
India
0%
100%
Germany
and Austria
5.9%
94.1%
25.9% 24.6%
74.1% 75.4%
Leaders Global Management Network – by gender
100%
80%
60%
40%
20%
18.6%
81.4%
16.4%
83.6%
28.6%
71.4%
3.3%
96.7%
Other
19.5%
80.5%
Total
15.3%
84.7%
0%
France
UK
India
Germany
and Austria
Other
Total
Managers Top 4000 – by gender
100%
80%
19.9%
25.8%
14.3% 13.8%
23.2%
20.8%
60%
40%
80.1%
74.2%
85.7%
86.2%
76.8%
79.2%
20%
0%
France
UK
India
Germany
and Austria
Other
Total
Male
Female

32 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Workforce by employment type and gender
Workforce by contract type and gender
100%
80%
60%
40%
20%
0%
1.1% 1.6% 2.1% 2.6% 1.1% 1.1% 2.0% 1.7% 0.6% 2.4% 1.5%
100%
80%
75.6% 58.0% 60% 67.9% 60% 75.7% 60% 60%
60%
60%
60%
68.1% 68.9%
60% 60% 75.6% 60% 57.5% 66.2% 60% 77.2% 60% 68.3% 68.5% 60%
1.2%
40%
10.8%
2.6% 4.4%
0.7%
4% 0.6% 0.1%
2.9% 1.0%
5.2%
20%
29.6% 32.1%
39.3%
19.4% 26.7% 25.6% 22.7% 31.4% 22.1% 26.4% 29.0%
16.9%
0%
France
UK
India
Germany
and Austria
Other
Total
France
UK
India
Germany
and Austria
Other
Total
Male part-time
Male full-time
Female part-time
Female full-time
Male fixed-term contract
Male permanent contract
Female fixed-term contract
Female permanent contract

è www.steria.com Steria: Corporate Responsibility Report 2012 | 33
Total number of new employee hires – by gender
1200
1000
800
600
400
200
0
927
France
446
374 325
UK
1195
India
672
212
Germany
and Austria
69
275
Other
155
Male
Female

34 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Age composition
The majority of our workforce is between 30 and 50, and
it is the relatively younger age mix in India that mainly
drives these figures. Most of the other countries, on the
other hand, are striving to increase the number of young
people employed. In France, in 2013, a particular focus
will also be given to age-related issues, in the context
of the action plans initiated in 2009 (covering the period
2010-2012) which was focused on maintaining senior
people (from 55 years old) in their jobs, developing their
competences through training, and enhancing knowledge
sharing with junior employees. Below, is a non-exhaustive
list of the actions implemented in the context of this plan:
- The Performance and Development Interview forms now
includes a specific section dedicated to retirement rights,
presentation of various training possibilities, mobility wishes
of the employee, professional projects and descriptions of
mentoring opportunities. In addition, our managers in charge
of organising interviews with the 55+ group have been
progressively trained (since 2010) for that particular purpose.
- A special 55+ kit is given to the employee (these include the
rules applicable to access training, retirement indemnities etc).
- A specific email address has been created for employees
to ask any question they like on the subject.
As well as age range, another approach to diversity in
Steria is our commitment to supporting disabled workers.
A Steria Group Disability Policy has been designed and
communicated throughout the company. The key objectives
of this policy are to raise awareness of disability in the
workplace and to underline the need for compliance with
local laws, and to encourage decision makers working
in recruitment to pay special attention to disabled
applicants so that we can extend our recruitment base.
Disability
Whenever possible, Steria has adapted a working environment
that is beneficial for all types of disabled people. For instance,
home working is offered in most of our geographies. We are
currently working with our internal accessibility experts to
implement changes in our various offices in a staged approach
so that each Steria office will be accessible to disabled people. At
the end of December 2012, we estimated that approximately
85% of our sites provided a satisfactory disability access.
Age composition
Local executive committees – by age
100%
80%
60%
40%
20%
0%
57%
80%
20%
France
30%
UK
20%
80%
India
66.7%
33.3%
Employees under 30 years old
Employees between 30 and 50 years old
Employees over 50 years old
Germany
and Austria
58.8%
41.2%
70.4%
Other
66.3%
29.6% 33.7%
Total
50

è www.steria.com Steria: Corporate Responsibility Report 2012 | 35
Total number of new employee hires – by age
1600
1400
1200
1000
800
600
1525
400
200
0
659
606
France
36
178
UK
411
182
India
304
2
114
Germany
and Austria
153
14 230 182 18
Other
Leaders Global Management Network – by age
Managers Top 4000 – by age
100%
1.7% 0.3%
100%
1.7% 1.1%
3.4% 1.3%
80%
60%
40%
20%
0%
57.8%
42.2% 54.3%
France
45.7% 53.3%
57.1%
63.4%
85.7%
UK
India
14.3%
Germany
and Austria
45%
36.6%
Other
42.6%
Total
80%
60%
40%
20%
0%
57.0%
74.4% 76.8% 63.4%
94.4%
23.9%
France
41.9%
UK
India
5.6%
Germany
and Austria
Other
70.6%
23.2% 26.4% 28.0%
Total
50
50

36 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the workplace (continued)
Local legislation is a key driver for different initiatives relating
to disability. Several important initiatives related to disability
have already been progressed in some of our geographies.
Several initiatives led by Steria France (see below) have
been appraised by Syntec (the national organisation
representing IT services industries), including the
creation of a job board to promote and develop open
positions for disabled people in the IT sector.
In the UK, training on the Disability Discrimination Act (EU
directive) is a part of a ‘Core Management’ workshop that is
given to all newly hired and promoted managers. A new eGuide
has been produced for managing employees with a disability
that covers information on legislation, disability discrimination
and making reasonable adjustments. There is an arrangement
with specialist Occupational Health and Ergonomic Assessment
companies, who work with Steria, to identify appropriate
support (physical and other types) to ensure that employees with
particular needs (and their managers) are able to get the advice
and guidance they need. Over the years, a number of different
solutions have been implemented to support the difficulties faced
by employees with particular requirements and managers are
encouraged to consult with HR who can provide initial assistance
in identifying what may be possible in such cases. Also, in the
UK, Steria has worked with the Government Agency ‘Access to
Work’ to ensure that any state-provided support is also deployed
where appropriate (for example, we have one employee who has
a support officer sitting with them whilst they work to ensure
they are able to continue to fulfill their role satisfactorily).

è www.steria.com Steria: Corporate Responsibility Report 2012 | 37
Case study in the workplace:
France: Improving the employment of disabled people.
The objective:
To recruit 75 disabled people in three years, reaching the goal of
2.5% of the Steria workforce by the end of December 2014.
Why this initiative started:
In France, a successful 4-year policy with Agefiph
(a government organisation in charge of developing the
employment of disabled people) has led to three times the
number of disabled people in the workforce. In December
2011, Steria France signed a 3-year agreement (ending
December 2014) on disability with trade unions.
What the initiative involves:
In order to significantly increase the number of
disabled people in the workforce by 2014, the
following key initiatives were taken in 2012:
- A special disability toolkit has been sent to 6,000 key
employees to make them aware of Steria’s disability
policy. The objective is to encourage disabled people to
make them known and have access to their rights.
- An external hotline number is now available for each employee,
to answer their questions about disability in total confidentiality.
- A follow-up of every disabled Steria employee, with a specific
interviewing process, to ensure they remain in their role.
- National information campaigns during ‘Disability Week’
in November with different events and recruitment fairs.
- Jobs published on specific job boards for people with disabilities
(for example www.hanploi.com, www.handicap.fr).
- Specific disability envoys have been appointed amongst HR
to deploy the disability policy throughout the organisation.
- A special focus on the use of subcontracting with
institutions that employ disabled people (for example,
in the areas of recycling, catering, printing and mailing).
A special agreement has been signed with a national
subcontractors’ association on this subject.

38 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
for the environment
To achieve sustainability, we need to change the way
companies operate, now and in the future.
To achieve sustainability, we need to change the way
companies operate; now and in the future.
We have shown our commitment by signing the ten UN
Global Compact principles (http://www.unglobalcompact.
org/), and promoting environmental responsibility. As an IT
company we feel particularly responsible for promoting the
Compact’s ninth principle that is to encourage the development
and diffusion of environmentally friendly technologies. To
achieve this, we aim to lead by example and support clients
with thought leadership, consultancy services and practical
technological solutions to their environmental challenges.
Our sustainability services and solutions represent our vision
about the way environmental questions need to be addressed:
Sustainability Consulting – providing expertise and
practical advice that combines methods, practices and
potential partners to offer fully-integrated solutions.
Energy Management – combining business expertise, methods
and software to devise effective energy-reduction strategies and
drastically reduce carbon emissions of homes, buildings and cities.
Smart Transport – streamlining public transport,
optimising routes and avoiding congestion, transforming
urban transport to achieve lower fuel consumption.
Green IT – while IT is an enabler of greener, more efficient
business practices it is also a high-level consumer of energy.
We provide solutions, including virtualising servers or
delivering them from the cloud and replacing estates of ‘thick’
desktop client PCs with ‘thin’ ones that use less power.
To give momentum to our sustainability objectives, a Senior
Executive Vice President sponsors a Committee – the Group
Green Committee (GGC). This committee consists of senior
managers or directors from each country who drive the strategy,
plan operations and implement performance measures in
their countries. The GGC is an integral part of our Corporate
Responsibility programme. Additionally, since January 2010, Steria
has operated a cross-border Green Business Community that
is responsible for making solutions, that have been developed
in one country, available to clients in other countries.
We regularly update our employees about our strategy,
commitment plans and progress and always take account of
their feedback and ideas. We’re also encouraging environmental
sustainability by obtaining and exceeding ISO14001 requirements,
cutting our carbon footprint by 15.2% over a 3-year period
from 2009 to 2011, developing specialist services that help our
clients to become greener, and embedding green thinking and
leadership into our bids, tenders and proposals. In addition
to this, we’re moving towards a greener purchasing policy
and sharing best ‘green’ practices with suppliers, clients
and partners. As a sharing company, we collaborate with
industry, trade and professional bodies on environmental
sustainability and – in the interests of transparency – we
report externally on our performance levels and aspirations.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 39
There are eight key company-wide initiatives
that are particularly important to our
environmental performance:
Clients
Investors
Employees
Sustainability solutions
Energy
Environmental management
ISO 14001
Supply chain
Living
Green
Travel
14064-3
Waste
Reporting: CDP, GRI
Partners
Regulators
• Living Green – Everyone at Steria is encouraged to
contribute personally to a more sustainable world.
Key elements include behavioural change to embrace
sustainability, reducing resource use, greater recycling,
and leveraging technology to reduce business travel.
• Environmental certification – We are already certified to
ISO14001 in Poland, Germany, Austria, Norway, Sweden, UK,
India, Switzerland, Denmark and France. We will be continuing
our certification during 2013, and beyond, to the rest of the
countries and offices. Additionally, we have started external
verification to ISO14064-3 for our environment data. We have
achieved verification in the UK and India for energy since 2011.
• Energy management – As energy is a large part of our
emissions, we have embarked on energy reduction initiatives
and a gradual move to renewable energy across our offices.
• Business travel management – Since January 2010, we
have become carbon-neutral in both our air and road travel.
We will be continuing with this in the coming years.
• Supply chain management – As our supply chain
is a significant part of our emissions, we are focusing
on our key suppliers to understand their challenges
and work to make them more sustainable.
• Waste management – We are ensuring our electronic
and general waste arrangements fully support our
environmental objectives and minimise any impact.
• Reporting – It is vital that we share our strategy, plans
and achievements with all our stakeholders. We do this by
reporting internally via our Intranet and communications
network and externally through our Corporate
Responsibility reporting and by participating in external
benchmarks such as CDP, Gaia, Vigeo and Verdantix.
• Sustainability solutions to clients – We are keen to
take what we do best to our clients to support them
to become more sustainable organisations through
our sustainability consultancy and solutions.

40 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
for the environment (continued)
Environmental Performance*
The key GRI Indicators that are relevant to our business are:
1. EN3 Direct energy consumption measured in gigajoules
by primary energy source: This relates to the oil and gas
consumption within our offices and data centres (GHG Scope 1)
2. EN4 Indirect energy consumption measured in gigajoules
by primary source: This relates primarily to our electricity
consumption and also to some offices’ district heating (and
cooling) within our offices and data centres (GHG Scope 2)
3. EN16 Total direct and indirect greenhouse gas emissions
by weight measured in tons of CO 2 e: This is the total
emissions from our EN3 and EN4 (Scopes 1 and 2)
4. EN17 Other relevant indirect greenhouse gas emissions
by weight measured in tons of CO 2 e: This relates to
the business travel of employees in delivering services
to clients and managing business (GHG Scope 3)
GRI Performance
Indicator
EN3 EN4 EN16 EN17
Units GJ GJ tCO 2e tCO 2e
2011 43,414 189,684 24,488 16,243
2010 42,342 221,700 25,183 16,883
2009 49,172 224,106 26,847 17,504
2008 36,727 230,879 28,390 19,289
EN16 (Scope 1 and 2 emissions after discounting for purchase of renewable energy) has reduced by 13.7% over the three-year period (2011-2009)
against our baseline year in 2008. Similarly, EN17 (Scope 3 emissions) relating to business travel has reduced by 15.8% over the same period.
Overall, Steria has reduced its carbon footprint (Scopes 1, 2 and 3) by 15.2% over the three-year period (2011-2009) against our baseline in 2008.
* Our current reporting processes for energy consumption and GHG emissions are aligned with the CDP communication calendar. Consequently, we were not able to report 2012 figures in a
timely manner for the 2012 Corporate Responsibility Report . We will change our processes in 2013 to meet that target.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 41
Sustainability
case studies
France: Decreasing our global
environmental footprint.
The objectives:
To demonstrate Steria’s commitment
to environmental sustainability
and provide an ecological
workplace for our employees.
Our solutions:
Between 2011 and 2012, nearly a third
of Steria France employees have moved
into new generation buildings, including
Green Office ® in Meudon; a large-scale,
energy-positive office building. The
building has a BREEAM Europe Office
2008 certification rating of ‘Excellent’.
BREEAM is the world’s foremost
environmental assessment method
and rating system for buildings.
It also has a HQE Construction
certification rating of ‘Exceptional’.
Our Energy Performance Contract (EPC 4 ),
the first private EPC for an office building
in France, ensures that Green Office ® is
run under the best possible economic and
environmental conditions. Its innovative
features include a bioclimatic design
that extends to ventilation, lighting and
heating as well as 4,200 square metres
of solar panels and a vegetable oil boiler
for the production of renewable energies
for heat and electricity. Its network
intelligence system controls installations.
Green Office ® also has an energy
monitoring system designed and
implemented by Steria which manages
comfort levels, energy use and production,
and enables a proactive improvement
in our use of facilities, leading to better
control of energy costs and CO 2 savings.
Through its experience of Green Office ® ,
Steria not only saves hundreds of tons
of CO 2 emissions a year but also has
embarked on a continuous improvement
process to lower our carbon footprint,
transforming behaviour in the workplace.
We also provide a Steria Smart Energy
Management solution and offer
consulting expertise to our clients.
In 2012, we launched the ISO 14001
certification process for the Green Office.
In order to reduce fossil fuel consumption
(and CO 2 emissions) associated with
the Steria France car fleet, we decided,
in 2012, to decrease the CO 2 limit from
140 to 130 gr. CO 2 /km on our catalogue.
This initiative is also accompanied by
the addition of hybrid and electric cars.
4: Such a contract has also been signed for heating in our new Eolis 2 building in Toulouse.

42 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
for the environment (continued)
India: Promoting environmental
behaviour through
community education.
The objective:
Linking environmental protection and
education in India by leveraging our
significant community network.
Our solutions:
Here is a non-exhaustive list of the
initiatives we took in 2012, mixing
community work and environmental
topics to find community solutions:
January 2012
A group of ten children has enacted a
drama using the theme ‘environment’
and creating awareness amongst
the children in Sholinganallur Middle
School on Republic Day celebrations.
February 2012
90 students have been involved in
cleaning and planting 200 saplings
in and around the school campus,
along with forest department
personnel at the Government Higher
Secondary School in Thiruporur.
A vermin composting workshop was
held with 52 children. Along with a
presentation, children were given
books to explain the importance
and benefits of vermin composting.
Children also prepared a compost pit
in the school courtyard and took the
pledge to give their full commitment
to keep their environment clean.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 43
March 2012 – The Earth Hour 2012 5 :
A student chain was organised in one of
Steria’s supported schools – Panchayath
Union Middle School, Sholinganallur.
More than 80 children held hands
and joined together to form a human
chain for about 200 metres, carrying
green slogans, posters and banners
from 9.30 am to 10 am to create
awareness amongst the local people.
The CR team organised an Environment
Awareness event using the interactive
idea of a model making competition.
The event was successfully held at
the Junior High School in Delhi.
The CR team organised an Environment
Awareness Speech competition at
the Junior High School. 20 children
spoke for five minutes on a topic
related to environmental issues.
The CR Team was part of a candlelit
march at India Gate, joining hands for
Earth Hour. The volunteers came along
with their families to support the cause
and the event was quite a success.
April 2012 – Earth Day 6 :
Our Noida Green Champions
celebrated Earth Day with the
children of Yash Memorial School in
Noida. A quiz competition about ‘Our
Earth’ was conducted with all the
classes and sections of the school,
covering over 800 students.
June 2012 – World Environment Day 7 :
Tree Plantation: 40 saplings were planted
in the campus of the Government
Higher Secondary School, Nellikuppam,
with the active participation of
students, teachers and the Principal.
Green awareness kiosk: A group of
children from BKM higher secondary
school organised a kiosk in our Chennai
office, creating awareness about global
warming, climate change and the
importance of World Environment Day.
November 2012: One Day Challenge 2012:
Greenpeace Kiosk: The Greenpeace
organisation (NGO) set up a kiosk
in our Chennai office. They held a
quiz on environmental issues and
distributed Green Living Guides to
all the participants. More than 120
employees participated in the quiz and
ten employees have enrolled as volunteers
for Green initiative programmes.
5: http://www.earthhour.org
6: http://www.earthday.org
7: http://www.unep.org/wed/

44 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the community
Helping people to help themselves is the best way to reduce poverty,
promote inclusion and encourage self-respect.
At Steria, we believe that self-sufficiency and local development
comes from strengthening community links, better education
and increased employment. Our volunteer-driven community
programmes give people in the communities where we
operate greater access to education, IT and jobs. We support
training programmes with qualifications leading to a job and
promoting self-respect. Our employees, largely on a volunteer
basis, participate in community activities in the countries
in which the Group operates. The aim is to encourage their
initiatives and to help them find opportunities for personal
and professional development that will complement their
professional growth. This community platform comes
alive through two major Group programmes (detailed
below) and through a large number of local initiatives.
The ‘One Day Challenge’, our yearly company-wide community
event, encourages employee initiatives and fundraising for
the community in Steria sites all around the world. Through
this event, we focus on interactions between our employees,
charities, customers and partners. The fifth edition of One
Day Challenge took place on November 22 nd , 2012. The goal
was to attract interest and educate all employees of the Steria
Group about the situation of disadvantaged people, and to
encourage local volunteering. Despite the economic crisis and
a tight business agenda, this event produced record results. We
made €159,000 for about 89 charities and 48 schools in India,
with the help of thousands of volunteers who gave their time
freely to organise activities, fundraise or donate money - over
a hundred clients and partners participated in joint community
activities. Through this collective effort, Steria employees have
the opportunity to make a difference for the community and
start activities of general interest that can continue locally.
The ‘One Steria One Country One School’ (OSOCOS)
programme: OSOCOS gives vital access to education.
Education is one of the main drivers of wealth in society
and a real initiator of social mobility – particularly in India
where our Group has a little less than 6,000 employees.
The OSOCOS programme in India recommends that all Group
countries sponsor one school in India, over a three-year
partnership. Each country supports one school and sponsors the
computer centre, library, a play area and the expenses of the
computer teacher. Another significant educational programme
in India is the Steria India Foundation Graduate Scholarship
Scheme (SIFGSS), which aims to give access to higher education
to bright young children from Steria-supported schools. Students
from each of our Steria supported schools are sponsored for
three/four years depending on the courses they opt for. The
countries on the OSOCOS programme in 2012 include Norway,
Sweden, Denmark, France, Germany, Belgium, Switzerland,
Singapore and Groupe Steria SCA Paris. The OSOCOS programme
aims to bring together the different Group companies onto a
single community platform under the banner ‘One Steria’.
The India CR team is the implementation partner of the
OSOCOS programme and, together with India initiatives,
our community programmes have reached out to more
than 48 schools across Chennai, Noida and Pune;
touching the lives of more than 65,000 children.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 45
Giving access to IT: Our main objective is to help reduce the
digital divide by supporting IT enablement programmes and
activities for social and professional inclusion. Our focus is
on utilising volunteer expertise and tutoring for charities and
NGOs, and promoting the use of best practices from one
country to another. The Steria-Institut de France Foundation
was created in 2001, thanks to substantial donations from
20 Steria managers, and has already supported 37 projects
in France, Morocco, Niger, Benin, Burkina Faso, Cambodia,
Vietnam and the Philippines – with the help of over 100
Steria volunteers. In India, our aim has been to develop solarpowered
computer labs and intelligent classrooms in our
sponsored schools, and we are pleased that two of these
have now been successfully installed in Chennai and Pune.
Giving access to a job: The aim is to provide real, long
term livelihoods for people in need, we developed the ‘One
Certifying Training Programme’. Started four years ago, it is
mainly operational in Cambodia and India. With our partner,
Digital Bridges (Passerelles Numériques) in Cambodia, we
support the training of disadvantaged youngsters in IT network
administration and web development. In India, the idea was to
provide short-term training for young people who need to find a
job quickly to take care of their families. We have helped provide
short, IT-based vocational training courses followed by work
placements in India’s booming hospitality and retail sectors.
65,000 * 175 * 93 * 249 *
Number of children and
young people benefiting
from education or training
programmes un Steriasupported
schools.
Number of
Steria scholars.
Number of IT projects
contributing to the reduction
of the digital divide.
Number of people who have
found a job or decided to
continue studies following
training in the Digital Bridges
(Passerelles Numériques)
Programme in Cambodia,
the Graduate Scholarship
Programme and the Career
Centers training in India.
* Figures are for 2012 and are cumulative since 2008.

46 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Community
case studies
France : The GIAA project
for blind people
The objectives:
Groupement des Intellectuels et
Aveugles Amblyopes (GIAA) is a charity
programme aiming to develop education,
employment and leisure opportunities
for blind people or people with impaired
sight. The Steria – Institut de France
Foundation supports a project to set up
an online, accessible French-speaking
library, using text-to-speech synthesisers,
enabling the users to read via sound.
The help provided:
Three Steria volunteers are helping GIIA
to finalise this shared service that is
already made up of several thousands
of books. They are providing skills for
project monitoring and web design
and implementation. The Foundation is
sponsoring this project with a €5,000
grant. This online library, set up with
the participation of three charities
has the ambition to offer online
reading opportunities to all French
speaking blind people in the world.
In addition, GIIA benefited from the
employee fundraising efforts during
the One Day Challenge and received
nearly €7,000 to develop employment
opportunities for blind people.
UK: Matching Funds and
Enabling Grants Scheme
The objectives:
Steria UK supports every employee’s
involvement in their chosen charity
fundraising and community projects
through the Matching Funds and
Enabling Grant Scheme.
Matching Funds recognises the
considerable time and effort
employees put into charitable fund
raising by matching the amount they
have raised up to a pre-set limit.
Enabling Grants assists employee
volunteers who develop
community projects.
The help provided:
In 2012, this scheme supported 118
employee activities and contributed
over £29,000 to their chosen charities
and community projects. For example,
ten people took part in a 10km run
and assault course and raised £345.
The scheme provided an additional
fund of £250 towards their chosen
charity Sight Support Derbyshire.
In the case of enabling grants, employees
may apply for a grant for ‘start-up’
purposes (including seeking professional
advice) or, in the case of an established
community project, for materials to help
kick-start an aspect of its activities or
to cover the costs of a specific activity
being undertaken by Steria volunteers.
Germany: The CSR Award
The objectives:
The aim of the CSR Award is to
acknowledge the commitment of
employees engaged in social and
environmental projects and to encourage
all employees to get involved more
widely in community projects. Each
year, a company-wide call for projects is
launched in September. A panel of Steria
managers participates in the jury, with a
rating matrix. This event raises awareness
of social and green topics, which benefit
both the participants and the company.
The help provided:
Project winners involved in
charities receive awards ranging
from €1,000 to €2,500.
This year the award was given to the
‘Project Arkadas – Friend’ that focuses
on the integration of migrants by
organising plays, musicals, excursions
or language classes for parents. The
money will be used to organise events.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 47
India: Summer Camps for children
of Steria-supported schools
The objectives:
Every year, as part of the Steria India
community model, we conduct a
summer camp for children of Steriasupported
schools. These children
come from extremely poor families,
and the free meals provided by the
government at lunchtime is a major
incentive for the parents of these children
to enrol their children in schools and
for the children to stay enrolled.
However, when the schools close for
about two months in summer, the
children miss this lunch and most of
them, being very poor, are not sure of
getting a meal at home. Also, with no
school, these children don’t have much
to do. Unlike other children from well-off
families, there is no cinema, no shops
and, for many of them, not even meals.
The help provided:
The summer camps in 2012, in India,
covered more than 2,500 students
across Chennai, Pune and Noida. These
camps provided an opportunity for
the children to learn some new skills
and also have a lot of fun with art
and painting, music, dance, theatre,
photography, computer lessons,
tailoring, embroidery, and much more.
In Chennai, the ‘Summer Camp 2012’ was
sponsored by Steria Norway, and over
1,200 children participated in this camp.
The ‘Summer Camp’ is a full-day
programme and, apart from fun and
games, the children are given a hot
nutritious meal for lunch on all ten
days of the camp. Mr. Jaykumar, the
Headmaster of the Government Higher
Secondary School in Nandivaram says:
“These summer camps are a great boon
for these kids. Not only do they learn new
things and have lots of fun, but they are
also kept busy and away from mischief.
Besides, they get a good lunch, which
for many of them would not otherwise
have been possible.” In fact, there was so
much food available last year that many
kids packed some of it and took it home
to their families for dinner. Parents were
very happy and wished that these camps
continued through the summer vacation.
All the children who attended the Summer
Camps in India received school bags
as gifts. Apart from Steria Norway’s
sponsorship in Chennai, Steria Germany
sponsored the school bags for students in
Pune. Boots, one of our clients, sponsored
the school bags for the students in Noida.

48 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Workplace
Environment
Community
Marketplace
Responsibility
in the marketplace
How we do what we do – and how all our actions have an impact – are important
considerations in our commitment to being a sustainable business. We aim to provide
benefits to society through everything we do, and we always bear in mind the potential
ethical dimension of every service or solution we offer.
Our commitment to sustainability stems from our founding
commitment to running an ethical business. This is embedded
within the Steria Code of Ethics, which sets out our beliefs
and policies on such issues as human rights, diversity, labour
standards, the environment, combating fraud (including
corruption, cartels, insider trading) and conflicts of interest.
To ensure that all managers and employees live out our values,
we have taken several steps to improve ethics and compliance
awareness throughout the organisation. Backed notably by a
practical Book of Internal Control and variable group and local
policies and procedures to systemise implementation, our Code
of Ethics is available to everyone via our intranet. It is also
submitted to our top 400 managers for signature every year.
In 2012 (and early 2013), we have strongly reinforced our
communication and awareness efforts around ethics. We
have implemented an interactive version of our Code of
Ethics, which includes links to various content developed
by us as well as others such as the UN and the OECD.
There has also been an initiative to train our Excoms
(at Group and Area level, for our key geographies)
about ethics with specific emphasis on the fight against
corruption together with a presentation of the European
legal framework and current OECD statistics.
We have also started to train specific populations such as sales
and procurement teams in our key geographies, implementing our
new Group procurement tools (to be progressively deployed in our
key geographies), addressing specific questions related to Ethics
within the RFP process. In addition, all the RFPs launched at Group
level now include a specific reference to our Ethics principles.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 49
Regarding our fight against corruption, we have
specifically taken the following initiatives:
- In the UK, in 2011, we released a ‘bribery’ policy to take
into account the requirements of the UK Bribery Act. This
document covers both our UK operations and offshore
employees (in India) who are engaged in the business of
the UK Area, covering 50% of the Group employees.
- We have published, or updated, several gift policies.
- Due diligence processes (e.g. covering new employees,
new suppliers/sub-contractors, partners) with a specific
emphasis on corruption, have been implemented
or updated in some of our geographies.
- We have implemented a ‘conflicts of interest declaration
process’ for the area CEOs and CFOs, as well as the
Supervisory Board – a process followed up directly by the
Groupe Steria SCA Audit Committee at least once a year.
- The Steria internal audit department regularly assess
corruption risks among our various geographies and
adapts its audit plan if considered necessary.
As a company, we aim to provide responsible and safe products
and services, and to comply with all relevant laws and regulations.
In 2012, we had no significant fines for non-compliance with
product regulations, and we also stepped up our efforts to ensure
responsible products by developing a Procurement Code.
Ensuring a responsible supply chain
As a large multinational company, we fully acknowledge
our responsibility to use our resources and influence in an
accountable way with our suppliers, partners and subcontractors.
To ensure a responsible supply chain, we launched a Group
Procurement Charter in 2012, which has been signed by all
employees working for the Steria procurement departments.
Due to the global extent of our supply chain, implementing such
a Charter requires substantial effort and investment on our part.
We will continue to develop a long-term strategy to monitor
the progressive implementation of our CR procurement policy.
We will screen our supply chain for risks related to corruption,
child labour, unacceptable working conditions and labour union
rights, notably by implementing more detailed CR criteria within
our RFP processes (this will be facilitated by the progressive
deployment of a Group procurement system). We are determined
to protect the people that help make Steria a success.
Case study in the marketplace:
Promote our commitments to our supply chain
The issue:
Making sure that our suppliers adhere to the ethics principles
formalised within our Code of Ethics.
Our solution:
In 2012, we took various initiatives to make sure that an increasing
number of our suppliers adhered to our ethics principles. We
now systematically make a clear reference to our Code of Ethics
within our Headquarter requests for proposals. We have also
configured, within our new Group Procurement system (currently
under deployment), a detailed list of CR related questions
(covering the topic of ethics, but not exclusively), which will
be progressively addressed with our current and potential
suppliers when they submit their proposals to work with us. In
2012, we also released a Group procurement charter, signed
by all employees working for the procurement department.
This document notably covers the topics of corruption, gifts
and donations, conflicts of interest management, and the
respect of integrity and transparency, paying particular
attention to; the selection of suppliers to participate to RFP,
the negotiation and selection of awarded suppliers, the
negotiation and conclusion of contracts and the commercial
relations with suppliers. We invite our various procurement
departments to communicate this Charter to our suppliers.

50 | Steria: Corporate Responsibility Report 2012 è www.steria.com
We aimed high.
How did we do?

è www.steria.com Steria: Corporate Responsibility Report 2012 | 51
Workplace
2012
objectives:
2012
achievements:
2013
objectives:
• To develop skilled, empowered
and people-oriented top
and middle managers.
• To support the growth and
development of our people.
• To focus on gender equality to
achieve a visible female presence and
foster more of a female influence.
• To support the participation
of disabled workers.
• To support every employee by
providing a healthy workplace.
• A new frame agreement has been
signed with e-learning provider Skillsoft.
• A gender equality approach has
been identified and discussed with
the Group Excom. A benchmark with
other companies in our business
has been set. A small task force has
been identified to suggest actions
to drive the topic forward.
• Mapping of all Steria offices for
disability access has been completed.
• To develop skilled, empowered
and people-oriented top
and middle managers.
• To support the growth and
development of our people.
• To focus on gender equality to
achieve a visible female presence.
• To support the participation
of disabled workers.
• To support every employee by
providing a healthy workplace.
• To achieve AA standard of
the Web Content Accessibility
Guidelines on all Steria websites.

52 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Environment
2012
objectives:
2012
achievements:
2013
objectives:
• To promote and support clients with our
sustainability consulting and solutions.
• To continue with the implementation
of ISO14001, the Environmental
Management Standard, in
France and Belgium.
• To gain an external environmental
Verification Standard such
as ISO14064-3.
• To continue with our Carbon Neutral
Programme for flight and fleet travel.
• To begin Supply Chain Evaluation
with the Carbon Disclosure Project
(CDP) relating to climate change
in France, UK and Germany.
• To continue to report externally
through Investor CDP and GRI.
• Supporting our clients with
consultancy and solutions to
make them more sustainable.
• Steria France HQ achieving ISO14001
certification and joining UK, Germany,
Austria, Poland, Norway, Sweden,
Denmark, Switzerland and India.
• ISO14064-3 external verification
for energy in UK and India (80% of
the energy emissions of Steria).
• Achievement of Carbon Neutral for Air
& Fleet for the third consecutive year.
• Joined a worldwide network of over 50
international companies as part of the
DP Supply Chain Programme to develop
a common approach to evaluate and
enhance the supply chain in relation
to the environment and refine our
own Sustainable Supply Chain Policy.
• Highest Disclosure score for the
environment for listed companies
in France and the highest
Performance Banding in the world
in the IT Services market sector
from CDP in December 2012.
• Continue to promote and support
clients with our sustainability
consulting and solutions.
• To continue with the
implementation of ISO14001,
the Environmental Management
Standard, in our offices in
Belgium and Luxembourg.
• To gain an external environmental
Verification Standard such
as ISO14064-3 in Energy
and Business Travel.
• To continue with our Carbon
Neutral Programme for
flight and fleet travel.
• To continue our progress with our
Supply Chain programme with
CDP and look to provide guidance
and support to our suppliers to
become more sustainable.
• To continue to report externally
through Investor CDP and GRI.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 53
Community
2012
objectives:
2012
achievements:
2013
objectives:
• With the support of all countries in
the Group, we will develop our ‘One
Steria One Country One School’
Programme (OSOCOS), giving children
in India access to IT labs, libraries,
teachers and solar power in schools.
• We will engage clients and partners from
all our Group countries in our One Day
Challenge community event and aim to
achieve fundraising of over €100,000.
• We will support 30-40 new Steria
students from the Graduate Programme
and place 100 students from the Career
Development Centre into permanent jobs.
• We will continue to create local
community activities based on our Group
community platform and/or local needs.
• Seven new schools supported in India
and a total of 50 schools supported.
• We made a record €159,000 during
the One Day Challenge. 106 clients
and partners participated in the
event; 89 charities were impacted
and 48 schools supported.
• 175 Steria scholars on board.
• Career Development Centre in
Noida, India: 149 students placed
in jobs during 2010-2012.
• Five new projects supported by the
Steria – Institut de France Foundation.
• We will further develop, with
the support of all countries in
the Group, our ‘One Steria One
Country One School’ Programme,
giving children in India access
to IT labs, libraries, teachers
and solar power in schools.
• We will continue to engage our
employees, clients and partners
from all our Group countries
in our One Day Challenge
community event and aim to
challenge last year’s results.
• We will initiate pro-bono missions
opportunities for our employees
in the Steria sponsored schools.
• We will create a new Career
Development Centre in Chennai.
• We will support new projects
with the Steria – Institut de
France Foundation, and organise
a student challenge to implement
a community project where
IT benefits people in need.

54 | Steria: Corporate Responsibility Report 2012 è www.steria.com
Marketplace
2012
objectives:
2012
achievements:
2013
objectives:
• To develop communication,
awareness and training materials.
• For the CEO to deliver a talk, once a
year, on ethics related subjects.
• To make our Code of Ethics (COE)
more interactive and increase
our chances of engagement.
• To train some specific ‘risky’
populations in ethics issues.
• For the Area CEOs, or SEVPs, to sign the
COE (together with the Group CEO).
• To identify CR issues with key suppliers and
implement related contracts and systems.
• Excoms in our key geographies
have been trained in ethics.
• New interactive version of the Code of
Ethics has been deployed and will be
installed on all employee computers
in early 2013. This includes a video of
the Group CEO talking about ethics.
• Training sessions with ‘risky
populations’ such as sales and
procurement have been set up.
• COE now signed by the Group Excom.
• Our new group procurement tool
(currently under deployment)
includes numerous questions related
to ethics (for the RFP process).
• A Purchasing Charter has been
signed by everyone working for
the Procurement Departments.
• To pursue training and
awareness efforts.
• To develop monitoring initiatives.
• To increase the engagement
of our stakeholders.

è www.steria.com Steria: Corporate Responsibility Report 2012 | 55
Do you want to know more about Steria?
Please visit us at www.steria.com

56 | Steria: Corporate Responsibility Report 2012 è www.steria.com
GRI index
Standard disclosures
Strategy and analysis
1.1 Statement from the most senior decision maker of the
organisation (e.g. CEO, chair, or equivalent senior position) about
the relevance of sustainability to the organisation and its strategy.
The statement should present the overall vision and strategy
for the short-term, medium-term (e.g. 3-5 years), and longterm,
particularly with regard to managing the key challenges
associated with economic, environmental and social performance.
1.2 Description of key impacts, risks and opportunities. The
reporting organisation should provide two concise narrative
sections on key impacts, risks and opportunities.
Section One should focus on the organisation’s key impacts
on sustainability and effects on stakeholders, including rights
as defined by national law and relevant internationally agreed
standards. This should take into account the range of reasonable
expectations and interests of the organisation’s stakeholders.
Organisational profile
2.1 Name of the organisation. 1
2.2 Primary brands, products and/or services.
The reporting organisation should indicate the nature
of its role in providing these products and services,
and the degree to which it utilises outsourcing.
13
2.3 Operational structure of the organisation, including main
divisions, operating companies, subsidiaries and joint ventures.
2.4 Location of organisation’s headquarters. 10
2.5 Number of countries where the organisation 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. 18-19
2.7 Markets served (including geographic breakdown,
sectors served and types of customers/beneficiaries).
2.8 Scale of the reporting organisation. 8,14
2.9 Significant changes during the reporting period
regarding size, structure or ownership.
2.10 Awards received in the reporting period. 16
4-5
6-7
19
10
10
8
Report parameters: report profile
3.1 Report profile: Reporting period (e.g. fiscal/calendar year) 8
for information provided.
3.2 Report profile: date of most recent previous report (if any). 8
3.3 Report profile: reporting cycle (annual, biennial, etc). 8
3.4 Report profile: contact point for questions regarding the report 8
or its contents.
Report parameters: report scope and boundary
3.5 Process for defining report content. 8
3.6 Boundary of the report (e.g. countries, divisions,
8
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.
If boundary and scope do not address the full range of
material economic, environmental, and social impacts
of the organisation, state the strategy and projected
timeline for providing complete coverage.
8
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 organisations.
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).
3.11 Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
Report parameters: GRI content index
3.12 Table identifying the location of the Standard Disclosures in
the report.
8
8
8
8
56-57

è www.steria.com Steria: Corporate Responsibility Report 2012 | 57
Report parameters: assurance
3.13 Policy and current practice with regard to seeking
external assurance for the report. If not included in the
assurance report accompanying the sustainability report,
explain the scope and basis of any external assurance
provided. Also explain the relationship between the
reporting organisation and the assurance provider(s).
Governance, commitments and engagement: governance
4.1 Governance structure of the organisation, including committees
under the highest governance body responsible for specific
tasks, such as setting strategy or organisational oversight.
4.2 Indicate whether the Chair of the highest governance body is
also an executive officer (and, if so, their function within the
organisation’s management and the reasons for this arrangement).
4.3 For organisations 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.
State how the organisation defines ‘independent’ and
‘non-executive’. This element applies only for organisations that
have unitary board structures.
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 organisation’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.
4.9 Procedures of the highest governance body for overseeing the
organisation’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.
Include frequency with which the highest governance
body assesses sustainability performance.
4.10 Processes for evaluating the highest governance
body’s own performance, particularly with respect to
economic, environmental, and social performance.
8
18,20,21
18,20,21
18,20,21
18,20,21
18,20,21
20
18,20,21
48-49
18,20,21
18,20,21
Governance, commitments and engagement:
commitments to external initiatives
4.11 Explanation of whether and how the precautionary
approach or principle is addressed by the organisation.
4.12 Externally developed economic, environmental and
social charters, principles, or other initiatives to
which the organisation subscribes or endorses.
4.13 Memberships in associations. 15
Governance, commitments and engagement: stakeholder engagement
4.14 List of stakeholder groups engaged by the organisation. 15
4.15 Basis for identification and selection of stakeholders with whom 15
to engage.
4.16 Approaches to stakeholder engagement, including frequency
of engagement by type and by stakeholder group.
15
4.17 Key topics and concerns that have been raised
through stakeholder engagement, and how the
organisation has responded to those key topics and
concerns, including through its reporting.
32
15
15

58 | Steria: Corporate Responsibility Report 2012 è www.steria.com
GRI index (continued)
Performance indicators
Economic indicators
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.
EC8
Development and impact of infrastructure investments
and services provided primarily for public benefit through
commercial, in-kind, or pro bono engagement.
Environmental indicators
EN3 Direct energy consumption by primary energy source. 40
EN4 Indirect energy consumption by primary source. 40
EN16 Total direct and indirect greenhouse
gas emissions by weight.
40
EN17
Other relevant indirect greenhouse
gas emissions by weight.
Human rights
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
HR7
Operations and significant suppliers identified
as having significant risk for incidents of child
labour, and measures taken to contribute to
the effective abolition of child labour.
Operations and significant suppliers identified as having
significant risk for incidents of forced or compulsory
labour, and measures taken to contribute to the
elimination of all forms of forced or compulsory labour.
10
(Details are
available within
the Steria 2012
Registration
Document)
44
(Details are
available within
the Steria 2012
Registration
Document)
40
30
48-49
48-49
48-49
Labour practices and decent work
LA1 Total workforce by employment type, employment
contract and region, broken down by gender.
LA2
LA4
LA7
LA6
LA10
LA13
Total number and rate of new employee hires and
employee turnover by age group, gender and region.
Percentage of employees covered by collective
agreements and collective bargaining.
Rates of injury, occupational diseases, lost days,
and absenteeism, and total number of workrelated
fatalities, by region and by gender.
Percentage of total workforce represented in
formal joint management-worker health and
safety committees that help monitor and advise on
occupational health and safety programmes.
Average hours of training per year per employee,
by gender, and by employee category.
Composition of governance bodies and
breakdown of employees per employee category
according to gender, age group minority group
membership, and other indicators of diversity.
Society
SO1 Percentage of operations with implemented
local community engagement, impact
assessments, and development programmes.
SO2
SO3
Percentage and total number of business units
analysed for risks related to corruption.
Percentage of employees trained in organisation’s
anti-corruption policies and procedures.
Product responsibility
PR9 Monetary value of significant fines for non-compliance
with laws and regulations concerning the provisions and
use of products and services.
11,29,32
28,33,35
27
22,29
22
25
30,31,34,35
44-47
48-49
48-49
49

è www.steria.com Steria: Corporate Responsibility Report 2012 | 59

www.steria.com
About Steria: www.steria.com
Steria delivers IT enabled business services and is the Trusted
Transformation Partner for private and public sector organisations across
the globe. By combining in depth understanding of our clients’ businesses
with expertise in IT and business process outsourcing, we take on our
clients’ challenges and develop innovative solutions to address them
efficiently and profitably. Through our highly collaborative consulting
style, we work with our clients to transform their business, enabling them
to focus on what they do best. Our 20,000 people, working across 16
countries, support the systems, services and processes that make today’s
world turn, touching the lives of millions around the globe each day.
Founded in 1969, Steria has offices in Europe, India, North Africa
and SE Asia and a 2012 revenue of €1.83 billion. Over 20%(*)
of Steria’s capital is owned by its employees. Headquartered
in Paris, Steria is listed on the Euronext Paris market.
(*): including “SET Trust” and “XEBT Trust” (4.15% of capital).
Further reading
Steria Corporate brochure 2013
è www.steria.com Steria: Trusted to transform | 01
An introduction to Steria
Trusted to
transform
è www.steria.com Updated version for 2013
Steria 2012 Registration document
2012
Registration
document
è www.steria.com
Groupe Steria SCA
43-45 Quai du Président Roosevelt
92130 Issy-Les-Moulineaux cedex, France
Tel: +33 1 34 88 60 00
Steria is committed to supporting a sustainable world and
is Certified Carbon Neutral for Flight and Fleet Travel
© Steria GSTE5503_01/Apr 2013