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Table of
Contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 2
Introduction p. 3
Business model p. 4
The Talentsoft team p. 7
Economic model p. 8
Our mission statement p. 11
Our values p. 12
Our corporate social responsibility goals p. 14
Risk assessment matrix p. 18
Challenges, policies, and actions p. 21
Results and key performance indicators p. 34
01.
02.
03.
04.
05.
06.
07.
08.
09.
10. Methodology and context p. 35
Introduction
This first edition of the
Talentsoft Group Corporate
Social Responsibility Report
(CSR) presents Talentsoft’s
commitment to better
understanding its impact on
the workplace, community,
and environment.
The pandemic had a major impact on all our lives in
2020.
It completely transformed both our professional and
personal lives and forced us to quickly find alternative
solutions related to work (working from home) or to
protecting our planet. Consequently, this highlighted
the importance of getting involved and taking action.
With the effects of the health crisis, we found it
necessary to reinforce our support for our
employees by creating an emotional “safe space” in the
company while adapting the company to the new changes
caused by this crisis to ensure its sustainability. With our
activity, compassion, and commitment to helping
others, it is of utmost importance for us, with this
first CSR report,
Corporate Social Responsibility Report TALENTSOFT 2020 | 3
to establish a strong and sustainable CSR
policy for our company and for our employees
throughout the world. Our current actions and
the policies that we will implement in the
coming months and years are essential not only
for our company but for our employees,
candidates, partners, customers, and prospects
as well. These actions and policies represent the
role that we must fulfil in society and how it
impacts others.
With this in mind, we put a CSR governing body
in place in 2021 to oversee these actions and
policies. As company culture plays a major role
in corporate social responsibility, we decided to
include it as part of our Culture embassy. The
CSR governing body is made up of several
employees and is sponsored by Shana Roy,
Talentsoft’s Chief People Experience Officer
(CPEO). It is important that our CSR activities
represent our stakeholders, but these activities
must first and foremost be carried out internally
and externally by our Talentsoftees who make
Talentsoft what it is today. They are the key to
fulfilling this role and creating a positive impact
on society.
< Table of contents
01. Template
modelTalentsoft is a French company that was founded
in 2007. In addition to the three French co-
founders and an experienced management team,
the company is supported by a number of
prestigious partners:
• Goldman Sachs Merchant Banking
Division
• Francisco Partners
• Highland Capital Partners, from
their investment fund for
growing European high-tech
companies
• BPI France, through a
government-run investment
programme, which includes
the FSN Ambition
Numérique and ETI 2020
funds
• Seventure (Natixis),
through their
innovation
investment fund
• Alto Invest, through their
innovation investment fund
• Tempo Cap
• The Ile-de-France region for
assistance with company
development
Below is an overview of our organisation and its structure.
Talentsoft SA(Number of employees: 587)
8-10 rue Heyrault, 92100 Boulogne-Billancourt, France
Trade and companies register: 497,941,377
+TALENTSOFT SA branch office (formerly e-
doceo)5 Avenue de la Gare de Saint-Joseph,
44300 Nantes, France
CRAFTY SAS
MERGED WITH TALENTSOFT SA since 30/11/2020
44 rue Cauchy, 94110 Arcueil, France
Trade and companies register: 819,863,192
< Table of Contents
TALENTSOFT
HOLDING
B.V.
Einsteinlaan 2,2289 CC Rijswijk,
Netherlands
Trade
and
companie
s register:
27190533
TALENTSOF
T NORDIC
APS
Islands Brygge 43, 2300 Kobenhavn,
Denmark
Trade and
companies
register:
28662033
TALENTSOF
T GMBH
Spichernstraße 6,50672 Köln,
Germany
Trade
and
companies
register:
HRB 73-
168
TALENTSOFT
SWITZERLAND
GMBH
Sihleggstrasse 23,8832 Wollerau,
Switzerland
Trade and companies
register:
CH-130.4.013.748-3
TALENTSOF
T SWEDEN
AB
Grev Turegatan 21,114 38
Stockholm, Sweden
Trade and
companies
register:
559051-9152
TALENTSOF
T LIMITED
6 Daphne CourtEaling, London,England, W5 2DF
Trade
and
compani
es
register:
9941896
TALENTSOFT
ESPAÑA
S.L.U.
08011 Barcelona, C/ Gran Via De Les
Corts Catalanes, n° 583, 5°,
Spain
Trade and companies
register:
TOMO 44 103, FOLIO
211, HOJA B
447053,
INSCRIPCION 1a
TALENTSOFT
BELGIUM
SPRL
10-11 Avenue des
Arts,1210
Bruxelles, Belgium
Trade
and
companies
register:
HRB 73-
168
TALENTSOFT
SOLUTIONS
INCORPRATE
D
1801 Hollis StreetSuite 1800,
Halifax NSB3J3N4,
Canada
Trade and
companies
register:
714096922NS000
1
SA
TALENTSOFT
LTD
Moshe Aviv tower 17th floor Jabotinski7
5252007 Tel Aviv, Israel
Trade and
companies
register:
515596245
Corporate Social Responsibility Report TALENTSOFT 2020 | 4
WHOLLY OWNED SUBSIDIARIES
About us
Talentsoft is the European leader
in SaaS cloud-based talent
management and training.
Thousands of organizations leverage our
open People@Work platform to
accelerate talent transformation, in
ways that fit seamlessly with their
context, needs and existing tech
ecosystems.
Our mission at Talentsoft is to
unlock the potential of every
single employee, transforming
organisations in the process.
178 new companies put their
trust in Talentsoft in 2020.
We now empower 2,200
customers, with 11 million
users across 130 countries
leveraging the application in
27 different languages.
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Corporate Social Responsibility Report TALENTSOFT 2020 | 5
< Table of Contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 6
Our new clients in 2020:
02. The Talentsoft Team
Jean-Stéphane Arcis,Chief Executive Officer
Corporate Social Responsibility Report TALENTSOFT 2020 | 7
Alexandre Pachulski,Chief Product Officer
Joël Bentolila,Chief Technology Officer
Olivier Bisson,VP of Professional
Services
Marc Bonnamour,Chief Operations Officer
Shana Roy,Chief People Experience
Officer
Geoffrey Janvier,VP of Engineering
Berry Clemens,VP of Sales
Stéphane Vais,Chief Financial Officer
< Table of Contents
03. Template
modelWhat is
SaaS?
“Software as a Service”: A SaaS solution is not a
product that you buy, but rather a service that you
pay to use.
Based on a licensing model, the majority of revenue
is generated by customer subscriptions, which
guarantee a certain degree of sustainability.
Economic model
The Marketing team identifies potential customers (lead generation).
Contact prospects identified via marketing funnel(1st contact with customer)
Customer meetingsto finalise negotiations
SUBSCRIPTION
REVENUE
+PROFESSIONAL
SERVICES
REVENUE
MARKETI
NG FUNNEL
Corporate Social Responsibility Report TALENTSOFT 2020 | 8
BIZ
DEV
(Sales)
SALES
(sales
representati
ves with
quotas)
< Table of Contents
PROFESSIONAL SERVICES (PS) REVENUE
< Table of Contents
SUBSCRIPTION REVENUE
New customers (i.e. “Logos”) = 55% of new contracts
Existing
customer
base at the
start of the
year
New logosCross-selling Upselling Downsizing
Module
churnLogo
churn
Existing
customer
base at
the end of
the year
>
Corporate Social Responsibility Report TALENTSOFT 2020 | 9
> > > > >
• The existing customer base at the start of the year = the total number of ongoing contracts (3-year contracts; some are automatically renewed during the year)
• New logos = new customers
• Cross-selling = new modules sold to existing customers
• Upselling = increase in the number of licenses sold to an existing customer
• Downsizing = decrease in the number of licenses for customers with automatically renewed contracts (contract’s 3-year anniversary)
• Module churn = subscription cancellation for certain modules from customers with automatically renewed contracts (contract’s 3-year anniversary)
• Logo churn = subscription cancellation from customers with automatically renewed contracts (contract’s 3-year anniversary)
Project implementation
Customer service & premium
subscriptions
Partner support
Support & additional services
The benefits of SaaS
Cost-effective
Customers only pay for the
services they need and do not
need to purchase any additional
tools. They therefore benefit from
a solution that is both cost-
effective and energy efficient as
they do not need any additional IT
equipment.
Automatic updates
All customers use the same
version of the software. The
software solution is updated
regularly to optimise business
processes and security as well as
to remain in line with any new
market and technology
developments.
What makes us unique
We offer an open platform to help
foster team development,
accommodate all types of
employees, and help
administrators and managers
better understand their employees
by focusing on employee
experience and interactions.
< Table of Contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 10
04. Our mission
statementIn 2007, we founded Talentsoft
to offer European companies a
digital HR application that
would focus on the employee
and transform the employee
experience.
The world of work has rapidly evolved
since 2007. Future business success
will belong to those who transform
the skills and talents of their
workforce with agility and purpose.
Our open platform enables our
customers to unlock the potential of
every single employee by providing
HR managers with the tools to
support employees through change
and transform their organisation in
the process.
Every employee is unique, which is
why our solution offers a tailored
experience by recommending
projects and opportunities to your
employees, at every stage of their
career, that are in line with their
professional goals.
< Table of Contents
Transform the employee experience
Empoweremployees
Corporate Social Responsibility Report TALENTSOFT 2020 | 11
Create a unique experience
05. Our values
We at Talentsoft are proud that the work our employees carry
out helps transform how people work.
We adhere to four core values:
< Table of Contents
Co-creation firstAll our solutions
are built with collaborative processes between our customers, partners, and
teams. Involving others creates the greatest innovations.
Be boldTogether we are daring, fast-paced, and unafraid of mistakes. We learn
and succeed together as a team. For us,
immediate action is better than continuous revision.
Team conversation is our currency
By working together, we are stronger and can overcome any challenge.
Success is achieved by exchanging ideas
and collaborating.
A positive working
experience for all
We strive fora diverse, inclusive workplace where everyone can succeed...and have fun.
Corporate Social Responsibility Report TALENTSOFT 2020 | 12
Talentsoft Growing Up: our culture project
In May 2020, in the midst of the Covid-19 crisis when
most offices in France and across the world were closed,
we decided to launch the Talentsoft Growing Up project,
which took place over the course of several weeks. We
asked all employees to share their feedback and ideas
about company culture on the TOGUNA mobile
application.
The purpose of this project was to collect everyone’s
feedback in order to reshape our company culture and
make sure each employee’s voice was heard and their
ideas taken into account. This would allow us to start
building Talentsoft’s new and improved company culture
together. The project was a success: we received over 500
ideas, 7,500 votes and comments, and over 60% of
employees participated. This collaborative project
resulted in a shared desire to move forward together. We
created a group of ambassadors made up of employees
from our various office locations and departments. This
group addressed four main topics:
• Foster team collaboration
• Empower and acknowledge employees
• Develop more effective communication
• Use tools more efficiently
< Table of Contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 13
06. Our
corporate
social
responsibility
goalsOur goal at Talentsoft is to create a positive work
environment. As we always take our employees’
needs into consideration, we are able to provide
them with a work environment where they can
take charge of their own career path.
We are transforming the company as a whole,
ensuring it – and our employees – thrive in an
emotional “safe space”, which, as a result, will
contribute to the sustainability of our company.
We are fully committed to taking further action in
all the regions where we operate. Furthermore, all
Talentsoftees worldwide are involved in our CSR
activities.
As the European leader in human capital
management, we are committed to fulfilling our
responsibility and ensuring we have a positive
impact on society.
OUR 3 CSR
PILLARS
WORKPLACE
Corporate Social Responsibility Report TALENTSOFT 2020 | 14
COMMUNITY
ENVIRONMENT
< Table of Contents
07. Risk assessment matrix
Corporate Social Responsibility Report TALENTSOFT 2020 | 15
For our first CSR report, we wanted to
ensure we were asking the right
questions about our impact on society,
our challenges and the risks that
accompany these challenges. With help
from an external service provider, we
were able to analyse all CSR-related
challenges and obtain a clear and
comprehensive overview of these
challenges.
We used ISO 26000, SDGs, and the French
environmental law, Grenelle 2, as frames of
reference.
Operational teams the most familiar with CSR
challenges, the board of directors, and our Chief
People Experience Officer, Shana Roy, all
participated in this project. It was very
important for Talentsoft to involve the key
players of change management from the very
beginning of the project, including internal
experts, the relevant managers and employees,
and General Management.
They contributed to analysing the challenges,
risks, risk levels, and identified the ongoing
steps and the future steps to be taken. General
management supervised the entire process and
approved the analysis and approach.
These different iterative phases allowed us to
share our analysis and look at the bigger
picture, which, in turn, helped us better
understand and be more aware of the
challenges surrounding CSR. This also helped
us see the concrete actions that were already
beginning to take shape:
• Cyber CleanUp Day organised by our IT teams
• Adjustments to Talentsoft’s mission statement
(product impact) in our communications
• Collaboration with key players in eco-design
software
The following risk assessment matrix provides
an overview of our analysis and lists each risk
and its corresponding risk level. The risk level
demonstrates the severity level of the risk,
taking into account:
• Frequency;
• The severity level according to a risk estimate
based on five factors (financial, reputational,
environmental, legal, and operational);
• The risk management and prevention maturity
level.
< Table of Contents
*Pillars &
average
score
Challenges Secondary challenges Risks * Risk level
WORKPLACE
Quality of working life
Employer brandProblems attracting talent (difficulty
in recruiting and retaining employees)Major
Working conditions and social protectionEmployee
dissatisfaction/departures or sick leave
Major
Social dialogueUnequal treatment of employees/
Non-compliance with employment lawTo be monitored
Health and safety, labour laws Risk of injury To be monitored
Health and safety, labour laws Health risk To be monitored
Diversity Problems attracting talent/risk of turnover To be monitored
Health and safety, labour lawsBurnout (decrease in productivity,
anxiety, unhappiness)Major
Skills development Human capital developmentSkills gap (productivity risk/competitive
risk)To be monitored
COMMUNITY
Communities and local development/territorial, economic, and
social impacts caused by business activitiesHR process support for customers
Customer dissatisfaction Major
Decrease in product quality Major
Fair operating practices, individual and collective responsibility
Promoting social responsibility in the value chain
No identified risk N/A
Consumer-related issuesConsumer data protection and privacy
Legal risk Major
ENVIRONMENTIntegrating sustainable development in
digital technology
Pollution prevention Pollution Major
Sustainable use of resourcesOverconsumption of
resources/energyCrucial
Reducing our product’s carbon footprintOverconsumption of energy/production resources (hosting/cloud services)
Crucial
Corporate Social Responsibility Report TALENTSOFT 2020 | 16
< Table of Contents
* The risk levels (to be monitored, major, and crucial) demonstrate the severity level of the risk, taking into account: the frequency, the severity level according to a
risk estimate based on five factors (financial, reputational, environmental, legal, and operational), and the risk management and prevention maturity level.
< Table of Contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 17
08. Challenges,
policies,
and actions
WORKP
LACE
Corporate Social Responsibility Report TALENTSOFT 2020 | 18
Recognize the human potential of every
individual
We offer opportunities to our employees to
help them with their personal development.
• Partnership with AMTM (Assistance médicale
Toit du monde): We have been a partner of
this organisation since 2007. AMTM helps
communities in India and Nepal with issues
related to health and development and it also
offers sponsorships.
• ELA (European Leukodystrophies Association):
Our company participates in the ELA charity
walk every year. By using the ELA mobile
application, Talentsoftees walk to raise money
for the organisation. Their objective is to walk
as many steps as they can and make a
donation to ELA.
• Use of the Talentsoft suite (Continuous
Conversation, etc.).
We recognize that each employee’s situation is
different and take action to help them:
• Parental Act (parental leave for the secondparent)
• Partnership with Elles Bougent: A partner of
this organisation since 2017, we are
committed to helping young women learn
more about the world of engineering and
technology. Women are still underrepresented
in the tech industry today, namely in IT roles.
We want to help change this by taking
different actions (job fairs, women in tech
giving talks in schools, etc.) to promote
gender diversity and fight against stereotypes.
• Talentsoft Growing Up (culture project)
We help our employees stay mentally and
physically healthy:
• Employees benefit from a hybrid working
arrangement (a mix of on-site work and
remote work), which is adapted according to
the region and applicable law of the particular
country where we operate.
• Anonymous and free mental health support
via dedicated websites or by phone.
• Ma Bonne Fée: free access to the website
offering various services to help employees
balance their personal and professional lives:
babysitting, childminding, tutoring, group
wellness sessions (yoga, exercise, etc.),
classes and webinars on personal
development, etc.
< Table of Contents
PILLAR
Corporate Social Responsibility Report TALENTSOFT 2020 | 19
WORKPLACE
One of the primary challenges in this
pillar is the quality of working life. We
have also identified several secondary
challenges related to this primary
challenge, as outlined below.
Primary
challengeQuality ofWorking
lifeSecondary challenge
Employer brand
An employer brand is established through
certain actions and marketing strategies to
attract new employees and retain current
employees. The employer brand encompasses
all aspects of a company’s image and
reputation to foster employee loyalty and
attract new talent.
The challenges related to our employer brand is
at the heart of our recruitment strategy. With
support from expert Séverine Blum (Talent
Acquisition & Employer Branding Director at
Talentsoft), we were able to identify the main
risk related to our employee brand: lack of
interest in the company that could make it
harder to recruit new talent and retain current
employees.
Our employer brand policy is currently being
developed and its implementation in 2021 will
focus on the following:
• Attractiveness and diversity: boost our
visibility—even outside of the tech industry.
• Strengthen our communication: guarantee
the same experience for all candidates with a
structured job description and consistent tone
of voice.
• Improve the candidate and employee
experience by attracting and retaining the
best talent.
• Reduce recruitment costs: clarify our values,
be transparent in our communication and the
way we work at Talentsoft to attract talent.
< Table of Contents
< Table of Contents
Q2Q1
Q3 Q4
Below is our 2021 roadmap.
Onboarding
Implementation For our managers: access to a document library and tools on Sharepointof new process (Onboarding checklist/onboarding form via Talentsoft Ask/onboarding kit)
For our new employees: Onboarding training programme on Talentbooster/onboarding booklet & pack/buddy programme Organisation of an Onboarding Day (Regional & in France) ASAP (according to the current Covid restrictions in place)
School eventsForums & events: • Run student workshops
•Ambassador programme (case studies prepared by our employees for students)
Recruiting
Training & support from managers
Create decision matrix
Improve our tests, case studies, and business scenarios
Employer
brand
Call for tenders for service
providers
Deliverable: • Employer brand platform•A style guide to rework our adverts•A new version of our onboarding booklet•Implementation of a social media calendar
Employee videos: posted online with our videos of employees from different departments and offices who talk about their jobs and their regular workdays.
Partnerships with Glassdoor, Indeed, Fireside, and Elles bougent
Launch of the 2nd version of our career site
Corporate Social Responsibility Report TALENTSOFT 2020 | 20
We will be able to implement this roadmap by making the most of our strengths.
• Diversity: the diverse cultures and backgrounds of our employees
• Mobility: Functional and geographic mobility is an important part of the culture
at Talentsoft
• HR policies and the work environment: working remotely, training programmes,
parental leave, etc.
• Our values
Key figures related to our employer brand in 2020
130Recruitments 18
Instances of employee mobility
14 %Positions filled
via referrals
60%/40%Men/Women
72%/28%France/International
26
Corporate Social Responsibility Report TALENTSOFT 2020 | 21
Employees onboarded remotely
< Table of Contents
< Table of Contents
Secondary challenge
Working conditions
and social protection
Working conditions encompass the different
factors and circumstances that allow an
employee to perform a job.
In particular, this includes:
• The workspace and organisation
• The work environment
• Social factors
Social protection includes all the policies put in
place to help people overcome situations that
affect their well-being such as economic and
social risks. These risks could endanger the
financial security of a person or their family,
which could cause a decrease in their financial
resources or an increase in their expenses. This
includes old age, workplace accidents, illness,
disability, unemployment, parenthood, etc.
Social protection via social assistance and social
contributions helps compensate for a loss in
income.
These issues are very important to Talentsoft
and it is something we monitor very closely.
With help from expert Laurence Thevenet (HR
Director for Talentsoft France), we were able to
identify the main risks related to working
conditions and social protection: employee
unhappiness, departures, or sick leave.
Our policies related to working conditions and
social protection have been put in place to
minimise these aforementioned risks, improve
our employees’ quality of working life, reduce
turnover
(the percentage of employees who leave a
company within a specific time period), and
minimise legal risks.
Since the Covid-19 crisis, we have put in place a
mental health support and assistance scheme,
which is anonymous and free for our employees.
We have also subscribed to the Ma Bonne Fée
platform (for our employees in France).
We also pay close attention to our employees’
working conditions: right to disconnect, working
remotely (framework agreement), a positive
work environment (offices, services, etc.).
Each year during performance reviews, we ask
all our employees about their well-being at
work. The employee can evaluate the level of
their well-being on a scale of one to five. Their
scores allow us to monitor the overall and
individual satisfaction of our employees.
Secondary challenge
Social dialogue
Social dialogue refers to the procedures and
actions regarding work-related issues that involve
employees, employers, and the government.
With regard to our two locations in France, we
organise this social dialogue namely with the
works council (CSE) and Laurence Thevenet.
For our international locations, we work closely
with our International HRBP (Human Resource
Business Partner), Kathrin Rueger,
managers, and employees from our various
office locations. They meet regularly to ensure
an ongoing dialogue and that the company’s HR
strategies are implemented on a local level and
are in line with local regulations.
The risks associated with social dialogue
include unequal treatment of employees and
non-compliance with employment law.
With this in mind, we wanted to establish an
agreement for our employees to allow them to
work remotely. In France, this agreement is in
accordance with the works council (CSE); in the
other countries where we operate it is in
accordance with the applicable laws and
regulations. We worked on this agreement
throughout 2020.
Corporate Social Responsibility Report TALENTSOFT 2020 | 22
< Table of Contents
The purpose of this agreement is to establish a
general consensus regarding the remote
working arrangement, with different options
available on a local level, and to allow all our
employees to benefit from a hybrid working
arrangement (a mix of on-site work and remote
work). This will also help improve our
employees’ work-life balance.
In order to assess if our employees are adopting
and respecting the rules of the hybrid working
arrangement, each employee is asked to specify
the days they will be working remotely via the
time and attendance application used by the
company. This allows managers to know which
employees from their team are working
remotely and on which days. The employee
must also indicate which days they are working
remotely in their Outlook calendar.Secondary challenge
Health and safety &
labour laws (risk of injury/health
risks)
Safety is when any danger and physical or
mental hazards are prevented to ensure and
maintain the health and well-being of all
employees.
During the Covid-19 health crisis in 2020, it
was of utmost importance for us to not only
reduce and prevent the risk of physical injury,
but to also reduce the risk of mental health
issues, which increased during this difficult
period.
From March 2020, we created a Covid-19
Committee made up of people from different
departments such as HR, the works council
(CSE), IT, board of directors, and internal
communications.
The purpose of this committee was to ensure
regular communication (meetings at least once
a week) on the different aspects of the health
crisis, including a full-time work-from-home
working arrangement, IT equipment, employee
onboarding and offboarding, implementation
and management of the health safety protocol,
internal communications and messages from
General Management, FAQ for employees, etc.
This allowed us to plan ahead and support our
employees throughout this period, which
required us to be highly flexible and adaptable
to manage this unprecedented situation.
Our policy consisted of updating our
employees on the situation via regular
company-wide meetings with General
Management, answering employees’ questions,
and providing a post-lockdown process to
follow to help employees gradually return to the
office.
We also appointed, as required by law, two
Covid-19 points of contact (one for France and
another for our international locations) to
ensure that all preventive measures were being
followed on site,
that the proper protocol was being followed,
that there was a dedicated point of contact for
our employees, and that the protocol was
correctly implemented in the event an employee
was confirmed to have Covid-19.
Regarding the risk of physical injury, the KPIs
that we measured indicate that there is a 11%
absenteeism rate in France. This indicator
includes authorised absences, sick leave, and
unauthorised absences.
There is a 1.22% frequency rate (total number of
accidents divided by the number of hours
exposed to the risk) and a frequency index of
2.2% (number of accidents with leave for 1,000
employees). To prevent the risk of injury, our
HR (Laurence Thevenet) and working
environment teams (Stephane Clair, Purchasing
& Working Environment Director) regularly
inform our employees of these risks by posting
notices or by using our internal training tool
(Talent Booster), and share with them how to
stay safe on the job.
Laurence Thevenet’s teams are currently
working on putting an alert procedure in place
for 2021. Employees who have mental health
issues will be able to notify the relevant point of
contact of their issue by following a specific
process. Once the employee has disclosed this
information, concrete actions will be taken to
help them. The procedure will also help identify
signs of mental ill health in order to provide
assistance at an early stage for serious cases
before sick leave is necessary.
The works council (CSE) therefore has access to
a file that lists all imminent and serious risks.
This allows the relevant people to
Corporate Social Responsibility Report TALENTSOFT 2020 | 23
< Table of Contents
be aware of all disclosed cases that could incur
risks and establish an action plan if needed.
Corporate Social Responsibility Report TALENTSOFT 2020 | 24
Secondary challenge
Diversity
Regarding diversity, we took a particular
interest in gender equality, which could incur
risks related to a lack of interest in the
company and an increase in turnover.
This French regulatory requirement
applies to all companies with more than
50 employees that must calculate and publish
their gender equality index score. The goal of
this regulation is to end inequality between men
and women in the workplace.
The factors taken into account to calculate the
index score are related to employee status
(executive/non-executive) and age (less than 30
years old, between 30 and 39 years old,
between 40 and 49 years old, and over 50 years
old).
The score is calculated based on fiveindicators:
– Pay gap (as a percentage);
– Individual pay rise gap (as percentage points);
– Promotion gap (as percentage points);
– Percentage of pay rises after maternity leave
(as a percentage);
– Number of employees of the minority gender
in the highest-paying positions.
Gender equality is a top priority for Talentsoft in
particular because we operate in a male-
dominated industry (the tech industry).
In 2020, our index score was 82/100 (compared
to 65/100 in 2019).
Two indicators demonstrate that we have
made significant improvement:
• Gender pay gap: 27/40 (compared to 25/40
in 2019).
• Individual pay rise gap rate: 20/20
(compared to 5/20 in 2019).
To illustrate other challenges in gender
diversity, we also measured the following
indicators:
• Promotion rate (number of promotions for
women/total number of promotions): 33%
• The percentage of women on the Board: 42.86%
• Percentage of women in General
Management: 20%
In 2021, we will particularly continue our
efforts in two areas:
• The pay gap among workers older than 50
years old;
• The number of women in the top 10 highest-
paying jobs at Talentsoft.
In order to maintain our improvements
regarding the gender equality index, our policy
will focus on two main actions:
•Closely monitor the recruitment process;
•In the case of equally skilled candidates,
female candidates (in the minority at Talentsoft)
will be given priority for management/General
Management positions.
Our KPIs are outlined in the annex of this CSR
report.
Primary
challenge
Developing and
strengthening
competencies.Secondary challenge Strengthening
human capital
Talentsoft helped employees grow and
strengthened its culture by using its own tools
to create standard HR processes (gathering
requirements, training budgets, development
interview, etc.).
In our technological innovation sector, quality
and competition are essential elements that go
hand in hand with internal skills. It is therefore
important to ensure skills are not lost
< Table of contents
while also ensuring that we’re developing skills
in line with our growth ambitions.
We implemented the Talent Cycle here at
Talentsoft (contains different HR processes
aimed at employee development, performance,
and career at Talentsoft). As part of the
Talent Cycle, our learning & development team
gathers manager and employee requirements
every year while meeting the company’s
strategic challenges. An annual skills
development plan is established at the company
level to support the growth of our business,
develop employee skills, and their internal and
external employability.
This plan addresses both the individual
(employee development with their individual
training development plan) and group (support
business requirements and contribute to team
and company transformation) approaches.
It is important to note that 2020 was a special
year for training due to the health crisis in
France and our other offices abroad.
Organisations have had to adapt their training
delivery methods (which wasn’t quick or easy),
employees were not as available in some
departments, and many training courses were
postponed to Q1 2021. There was an impact on
the number of hours training provided per
employee in 2020.
However, you will find below
some of the training-related things we carried
out in 2020:
• “Just in time training programme”: This
programme aims to support employees in
their personal development by providing open
access, yearlong training. This will help
employees meet contextual and specific
requirements without a special approval
workflow or deadline. 2020 was the right time
to start such a programme with all the
employees, for instance, by providing training
on working from home during the first
lockdown in March.
• Change management: to accompany
Talentsoft’s transformation and manage
change, training courses on different topics
were offered, such as group facilitation,
remote collaboration, managing
multiculturality and diversity in teams, etc.
• “Talent Booster”: Created during 2020 withinternal employees from different teams, thisnew internal training platform uses differenttraining programmes and aims to upskillemployees on their current position or onmore general topics that are common to theentire company.
• “Agile leadership journey”: In 2020, the
board of directors and their leadership teams
(their direct reports) participated in the first
deployment phase of the multi-year “Agile
leadership journey” programme, which aims to
bring about collective awareness, adopt the
ATRAIN agile leadership model, and adopt
behaviours and practices that are common to
the entire company.
The different work methods used (360-degree
feedback, group workshops, virtual training,
etc.) have helped our company grow (growth,
multiculturality, change management, etc.)
and allowed us to broach new managerial
challenges.
Our training development plan is shared with all
our employees, and describes our goals and all
our initiatives.
For the upcoming years, Talentsoft would like
to carry out the following actions, continuing
from the programmes implemented in 2020:
• Develop a strong learning culture by guiding
employees and managers to transform their
way of learning and enabling them to pursue
development individually and as a group. We
Corporate Social Responsibility Report TALENTSOFT 2020 | 25
< Table of contents
would also like to transform the learning
experience, and revamp the traditional
training format by combining adaptive,
blended, and innovative programmes.
• Develop the “Just-in-time training
programme”: We would like to develop this
agile learning programme and adapt the
solution to each learner by leveraging the
increasing number of freely available e-
learning courses and workshops that can be
launched at any time by managers The
available themes will be reviewed each year, to
ensure they’re relevant and adequate for our
evolving practices.
• Launch “Talent Booster”, our internal training
platform, for all employees upon their arrival
at the company to encourage training at all
every step of their career at Talentsoft.
Examples of training offered: “Boost my skills
for my future job” (customer relations,
technical skills, sales, etc.), “Discover
Talentsoft” (tool box, my Talentsoft culture,
the essentials), “Explore the software”
• The “Soft skills programme” will be extended
to the entire Group, in France and abroad:
this programme aims to strengthen our
collective capabilities to ensure that we handle
complex situations and topics differently, and
bring added value to how we handle these
topics and situations. Adopt a common soft
skills culture (language and behaviour) to
encourage people to be in charge of
their personal development.
• Extend “Agile leadership journey” to all
employees: to continue with the
transformation of Talentsoft, a mini-series
that combines learning and personal
development will be shared with all
employees: One episode per month on one
skill from the ATRAIN Agile leadership model.
Two interactive webinars will also be offered
every month to increase individual reflection
on the topic of the month. Managers will get
an additional course dedicated to situational
leadership and collective development.
• Develop a feedforward culture: In 2021, all
employees will have the opportunity to
participate in a course about the feedforward
concept. This skill strengthens
communication, genuineness, and sharing
among employees, teams, and cultures
present in Talentsoft.
• Contribute to diversity and inclusion using
relevant training courses, dedicated
campaigns, and partnerships (Fireside, Elles
Bougent).
• Interculturality: training courses about
languages and conferences on cultural
differences.
• Coaching programme: democratise coaching and make
employees independent when it comes to using
coaching through an à la carte or on-demand system.
We wish to continue increasing our investments
for training.
1.4 %
% of payroll dedicated to the training budget:
11 hours
Corporate Social Responsibility Report TALENTSOFT 2020 | 26
Number of training hours per
employee:
Key Performance indicators
COMMUNITY
Act, have a role and an impact on society
Our employees’ and our expertise to benefit
job seekers:
• Partnership with Pôle Emploi (Boulogne): we
organise different events (in-person or
remote) throughout the year with Pôle Emploi
and job seekers (workshops, help with Cvs,
job fairs, etc.).
• Partnership with “Nos Quartiers ont du Talent”:
Talentsoft has been partnering with the
association Nos Quartiers ont du Talent since
2017 and offers its employees a chance to
become mentors and help young graduates in
complex situations enter the professional
world. This mentorship is a professional and
personal development tool.
• Partnership with “100,000 entrepreneurs”:
This association aims to share the thirst for
entrepreneurship and its culture with
13 to 25 year olds via testimonials by
entrepreneurs. These entrepreneurs get
involved either individually in a class or
collectively during an entrepreneurship forum.
We support our customers’ and their
employees’ HR processes:
• Advice & HR best practices.
• Personal data management, GDPR.
• Fair HR processes (Mobility, etc.)
• SOC 2/ISO 27001 security.
• New technology applied to HR
processes (AI, Matching, etc.).
• Accessibility approach (W3C, Design
system, etc.).
• Organisation monitoring (Diversity,
Equity, Risk assessment, etc.).
< Table of contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 27
< Table of contents
PILLAR COMMUNITY
Primary
challengeCommunity and local
development(The business’ territorial, economic, and social impact).
Secondary challenge
Supporting our customers’ HR processes
This is Talentsoft’s main mission – to make a
direct impact on communities and local
development by providing Talentsoft products
to our customers and their employees.
Here are the product’s main benefits:
• Encourage digitisation and information
availability (candidate CV, internal CV,
administrative documents, etc.)
• Foresee and manage social, psychosocial,
organisational risks linked to discrimination and
unfair treatment.
• Save time and improve management and
processing quality to support training,
recruitment, skills identification, mobilities, salary
review, and HR campaigns.
• Encourage publishing job opportunities and
identifying candidates
• Share product best practices with the HR staff
and HR managers. Comply with our
customers’ internal policies and share
managerial practices.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•Ensure legal aspects, access rights, personal data
protection, and equal treatment such as:
– General Data Protection Regulation (GDPR).
– Accessibility.
– Non-discriminatory treatment
• Support human capital development by
making training content available:
- Talentsoft Academy (training content on
Talentsoft products).
- Talentsoft Content (creation of custom
training catalogues for our customers with
training courses by partners and other
stakeholders).
- LMS and LCMS modules (modules allowing
you to take online training or create online
training content).
Talentsoft is taking several steps to ensure product
quality and reliability to mitigate the risks identified
(customerdissatisfaction and loss of product quality):
• Co-creating new features with their
customers and users to meet their
requirements and develop their business
domain.
• Co-innovation, detecting innovative topics
with our customers, creating prototypes to
evaluate feasibility, the relevance of topics and
the benefit of adding them to the product.
• Co-maintenance of the software with
customers. Based on the continuous
improvement approach (usage follow-up
using indicators, discussion forums about the
product, forums to share ideas, tickets
analysis, etc.)
• Product adaptation depending on legal
developments and best practices.
• Advising customers on project and launch
best practices.
• Research on HR activity, impact of new
technology and business best practices (e.g.
using machine learning to help HR make
decisions or new management methods
[OKRs]).
Number of applications processed by the tool:
9,647,927
Number of annual appraisals:
1,471,593Number of training courses
taken with our tools:
3,057,236
Corporate Social Responsibility Report TALENTSOFT 2020 | 28
Key performance indicators
< Table of contents
We’re constantly improving our products in with our
vision and depending on our customers’
requirements and how our users use the products
[external candidates, managers, our customers’
employees, etc.]
In the context of CSR, and in this
first year of formalising our
approach to product, technical
design, and user experience design
management, we would first like
to explain our intentions and
actions before implementing a
policy on the subject:• Define, measure, and reinforce our relationship with
our customers and users.
• Challenge our methods with certain innovative
stakeholders in ecodesign [Octo, Green IT] and
draw up a plan to develop our methods if
necessary [training, meet ups, partnerships, etc.].
• Support our teams on the societal impact of our
product by offering to participate in co-creation
workshops, reflecting on ethical design, and
formalising HR follow up. We aim to codesign
workshops, think about ethical design, explore the
implementation of an “ethics” committee that aims
to ensure HR best practices form the base of our
features.
• Communicate our design approaches to inspire
other software editors or our partners:
– GDPR compliance in a distributed digital platform
– Accessibility and Design system: implementation
in a complex context of
customisation and partner integration.
Primary
challenge
Fair practices, collective
and individual
responsibility
Secondary challenge
Promoting social responsibility in the value chain.
Talentsoft employees have the option to get
involved in the CSR approach through the
“Talentsoft Green Team” group. This forum
was created by a few employees who gathered
in 2020 to discuss ecological issues.
This team helps support and develop certain
processes at the office level before
implementing them company-wide. The team is
involved in sharing information and events via a
dedicated group on the company social network
(Workplace).
This collaborative effort is encouraged and
supported by Talentsoft. The Talentsoft Green
Team was unable to do everything it wanted in
2020 due to the COVID-19 health crisis, which
made it difficult to meet up.
However, certain actions of this team portray
its impact in-house:
• Participation in conferences and events [e.g.
Digital sobriety] organised by Julien Arbey in
the Nantes office.
• World Cleanup Day, organised in our different
offices in France
and abroad.
In line with this secondary challenge of
encouraging social responsibility in the value
chain, we have also established partnerships
with different stakeholders:
• Pôle Emploi Boulogne-Billancourt: we
organise different events (in-person or
remote) throughout the year with Pôle Emploi
and job seekers (workshops, help with CVs,
job fairs, etc.).
• Seine Paris Ouest: participation in their
recruiting forum, HR events, etc.
• Nos Quartiers ont du Talent: Talentsoft has
been partnering with the association Nos
Quartiers ont du Talent since 2017 and offers
its employees a chance to become mentors
and help young graduates in complex
situations enter the professional world. This
mentorship is a professional and personal
Corporate Social Responsibility Report TALENTSOFT 2020 | 29
development tool.
In 2020, we did not have a formalised policy on
this topic but in 2021, we intend to continue to
work on and develop initiatives by including
them as one of our CSR approach themes. We
would like to encourage all our employees to
participate in CSR initiatives in France [from the
onboarding stage] and abroad and support
employee initiatives in line with our three pillars
[workplace, community, and environment].
Primary
challengeQuestions regarding
consumers.
Secondary challenge Protection of
consumer data and privacy
Talentsoft is involved in this issue in two ways:
• Our customers: via our product by providing
them right tools and via our policy and our
infrastructure by protecting our customers’
and their employee data.
• Our employees: as the data controller for their
data.
This division is displayed by our two IT
departments with different managers and
compartmentalisation at multiple levels
(storage, rights, processes, etc.).
Considering the legal risks involved with this
secondary challenge, we have established
different actions with respect of the security of
our
internal data:
• Respecting GDPR.
• ISO 27001 and SOC2 certifications.
• Implementing an internal safety and security
policy to prevent cyberattacks and avoid
technical errors.
• Offering online training courses to raise
awareness among employees (some courses
are compulsory) on obligations, information
security, development security (especially for
developers).
• Annual audit of our platforms and information
systems.
With respect to the product for our customers’
employee data:
• Providing our customers with tools to comply
with GDPR (automatic archiving,
anonymisation, access to information, etc.).
• Managing visibility rules.
• Secure native software architecture.
• Providing advice to our customers on the
evolution of regulations.
• Independent infrastructure of the host.
We also measure if our objectives have been
achieved using the awareness training
participation rate.
< Table of contents
trained on data protection:
Corporate Social Responsibility Report TALENTSOFT 2020 | 30
70.41 %
Key performance indicators
Percentage of employees
ENVIRONMENT
Establish and implement sustainable policies.
Pollution and waste management:
• Partnership with “Cèdre” (waste recycling
solutions in Boulogne-Billancourt): our
partnership with Cèdre allows us to recycle
our waste (Boulogne-Billancourt). This
company actively participates in protecting the
environment while creating local and
sustainable jobs for people with disabilities.
• Partnership with “Arbres” (paper and
cardboard recycling – Nantes): this
association, working with the city of Nantes,
collects paper and cardboard from companies
and local communities. Their goal: work
against the exclusion of people who are
unable to find employment by promoting their
integration in society by creating jobs in the
recycling field or by providing other forms of
relevant support.
• Participation in “World Cleanup Day”: waste
collection near our office organised once a
year in our different offices.
Energy consumption: use of sustainable
resources.
• Electric bike hire available (Boulogne-
Billancourt).
• Global car policy including a CO2 emission
limit and an annual commitment to reduce
emissions.
Green IT & green software: control
energy consumption.
• Participation in “Digital Cleanup Day”:
Digital cleanup of data organised by all
our offices.
• Implementation of a ecodesign approach for
the application.
• Responsible equipment policy.
• Personal data processing.
< Table of contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 31
< Table of contents
PILLAR ENVIRONMENT
Primary
challengeIntegration of
sustainable
development atthe heart of digital activity
Secondary challenge
Prevention of Pollution.
At Talentsoft, we prevent pollution mainly by:
• Managing internal waste such as
consumables (paper, batteries, office supplies,
ink cartridges, etc.)
• Managing IT waste.
This point calls for a change in consumption
and production habits, which is important as it
indicates awareness on a global and individual
level.
These are risks linked to pollution. We’ve
implemented the following actions in this field:
• Waste sorting and recycling. We take a broad
approach on this issue in an attempt to
include all company-generated waste:
– Paper recycling (Boulogne-Billancourt andNantes).
– Food waste.
– Waste linked to managing the building (e.g.
AC filters).
– Sorting by Cèdre (Organisation which employs
people with disabilities).
– Recycling IT waste.
Note: We provide the annual report of
Cèdre, which employs people with disabilities
(Boulogne-Billancourt). Reports on paper and
waste recycling of the Boulogne-Billancourt
office are provided by Unithermic.
No policy on this policy been formalised to date.
The conventions are communicated to
employees via internal rules and reminders are
available in all the relevant places in the office.
In the future, we would like to implement a
detailed internal CSR policy.
Secondary challenge Sustainable use of
resources in our daily professional
tools and tasks.
Reduction of our current corporate footprint
Talentsoft pays particular attention to the use
of internal resources in the following areas:
• Impact of IT equipment (use and management).
Talentsoft has installed around 650 computers
and 800 screens.
• Impact linked to printing.
• Energy consumption (our buildings).
• Transport fleet.
• Transport policy.
We are aware of the risk linked to this secondary
challenge: overconsumption of resources and
energy.
Talentsoft has implemented the following
actions to tackle this:
• Purchase and internal management of
equipment to extend its lifespan (repair). We
used to rent equipment in the past.
• Evolution of the transport fleet offered to
employees to reduce emissions. Restricting
CO2 emission levels to 150g/KM, reducing
this level annually by 5g/KM, and providing a
vehicle catalogue that focuses on hybrid and
electric technology.
• Reduction of CO2 consumption through a
controlled vehicle allocation policy.
• Default black and white configurationwhen printing documents.
Corporate Social Responsibility Report TALENTSOFT 2020 | 32
< Table of contents
• Strict travel policy (transport and stay for
professional travel).
For our first CSR report, we would like to
explain our intentions and define
the next steps. To do this we wish to:
• Raise awareness among employees
• Raise awareness among the IT teams and train
them on Green IT.
• Define our intentions regarding IT.
• Set up an internal policy on making good use of
the equipment.
• Analyse end-of-life management of equipment by
calculating the average replacement rate (regular
follow-up).
To strengthen our initial actions and help us make
decisions, we will work on implementing indicators
to measure our internal equipment’s lifespan and
on centralising measures on resource usage.
Secondary challenge
Reducing our product’s
footprint.
Our value creation activity, the hosting and design
of our product, impacts resource and energy
consumption. Currently Talentsoft uses around
1,000 servers to provide its service (web servers,
database servers, monitoring servers, etc.).
The risks linked to the overconsumption of energy
and production resources (hosting/cloud) are well
known. We have also
implemented a responsible policy by encouraging
cloud computing and sharing servers (a single
server for several customers).
Our teams boos this approach in the followingways:
• Increasing the lifespan of physical servers (from
five to seven years for our hosted servers since
last year).
• Optimising our product’s performance and
consumption (time, central processing units,
memory, servers).
• Monitoring Azure servers to adjust the
equipment as required and thus prevent wastage.
The infrastructure available is continuously
adapted to consumption.
• Understanding our hosting providers’ CSR
policies and our indirect impact in figures
• Increase cloud hosting with our Azure and OVH
hosting services to improve the PUE index, an
indicator developed by the Green Grid to
measure a data centre’s energy efficiency. It is
calculated by dividing the total energy consumed
by the datacentre by the total energy used by IT
equipment such as servers, storage, and
networks.
• Raise awareness and provide trainingon
ecodesign of some of our jobs (product manager, designer, DevOps engineer,
developer).
• Improving Cloud monitoring in line with an anti-
wastage policy.
Number of users per web server;
8,900 users
Number of users per data server:
12,900 users
Corporate Social Responsibility Report TALENTSOFT 2020 | 33
Key performance indicators
09. Results
and key
performance
indicators
Here are our key indicators that are in
line with our challenges and risks.
For this first report, we focused on the key
indicators that best represent our impact. In the
upcoming years, jobs and people in charge of
change management will define secondary
indicators.
In blue: our main KPIs.
Other indicators are used for detailed follow up.
< Table of contents
Pillars
Secondary
challenges Indicators2020
values
%
coverage
COMMUNITY
HR PROCESS SUPPORT FOR
OUR CUSTOMERS
Applications 9,647,927 100 %
Hired candidates 702,136 100 %
Mobility request 244,584 100 %
Approved mobility requests 46,477 100 %
Annual appraisals 1,471,593 100 %
Training completed 3,057,236 100 %
Elearning training completed 1,711,607 100 %
PROTECTION OF CONSUMER DATA AND PRIVACY
Awareness training 2020 70.41 % 100 %
SOCIAL
HEALTH, SECURITY, RIGHTS AT
WORK
Absenteeism rate 11 % 79 %
Frequency rate 1.22 % 79 %
Frequency index 2.20 % 79 %
DIVERSITY
Gender distribution 82/100 79 %
Promotion 33.33 % 79 %
Percentage of women on the board 42.86 % 100 %
Percentage of women in GM 20 % 100 %
Employee turnover rate 17.75 % 100 %
HUMAN CAPITAL
DEVELOPMENT
% of payroll dedicated to training 1.4 % 100 %
Training hours/employee 11 100 %
ENVIRONMENT
USE OFSUSTAINABLERESOURCES*
Number of users/web server 8.9% 100 %
Number of data servers/user 12.9% 100 %
Corporate Social Responsibility Report TALENTSOFT 2020 | 34
10. Methodology
& context
Corporate Social Responsibility Report TALENTSOFT 2020 | 35
Regulatory contextThe EU directive on CSR reporting is transposed
into French law by Order no. 2017–1180 of 19
July 2017. Decree no. 2017-1265 of 9 August
details the application methods. The legal
provisions are set out in Articles L.225- 102¬1
and R.225¬104 to R22¬105¬2 of the
Commercial Code.
The Corporate Social Responsibility Report is
subject to verification by an Independent Third
Party (ITP). The ITP is independent of the
audited entity and is approved by the French
Accreditation Committee (COFRAC).
Moreover, the College of Statutory Auditors
(CAC) must certify that the CSR report specified
by the Article L.225-102-1 is included in the
management report (Article L.823¬10 of the
Commercial code)
In accordance with Article R225-105-1, the CSR
report will be made public on the website within
eight months of the closing date and must stay
available for a period of 5 years.
Consolidation
scopeFor this first CSR report, we’ve chosen global
entities, that is the parent company and all its
subsidiaries, when the data was relevant,
pertinent, and reliable.
When this wasn’t the case, we restricted the
scope to France, which represents 4/5th of our
global payroll (79,05%).
Reporting periodThe data provided in the CSR report covers the
annual period from 1 January 2020 to 31
December 2020.
< Table of contents
Data collection
process
Corporate Social Responsibility Report TALENTSOFT 2020 | 36
The frequency of data collection is annual
and is carried out with the participants
identified below. We’ve created a two-person
work group assigned to this CSR report:
• Eric Terreau, Director Product &
Engineering — Operations.
• Sarah Garson, Internal Communication &
CSR Manager.
We relied on employees who are experts in
their field to collect data:
• Laurence Thévenet, Director of Human
Resources
• Morgane Lethon, HR development manager
• Julie Lavigne, Training manager
• Stéphane Clair, Working environment
director
• Antoine Rodriguez, IS security manager
• Julien Villemeur, Director of Product &
Engineering — DevOps & Cloud Services.
As this is the first CSR report, we first
analysed our CSR risks by classifying the risk
probability and the importance of possible
consequences. We then integrated short-,
medium-, and long-term opportunities and
collected data according to the following
methods.
< Table of contents
Information excluded
from the CSR report
Article L. 225-102-1 of the Commercial code
mentions that the CSR report contains
information about:
• Consequences of the company’s activity and
use of goods and services it provides on
climate change,
• Commitment to sustainable development
• Collective agreements concluded in the
company and their impact on the company’s
economic performance and employee working
conditions,
• Actions to fight against discrimination and
encouraging diversity and other measures in
favour of people with disabilities.
In view of Talentsoft’s business sector and the
CSR challenge analysis, it seems irrelevant to
share data on the following information:
• Commitment to circular economy,
• Commitment to the fight against food
wastage,
• Commitment to the fight against food
wastage,
• Commitment to fair and sustainable food,
• Commitment to respect animal wellbeing.
•Actions and measures taken in favour of
people with disabilities: we are aware that this
has been a real challenge for the company and
the HR department. However, for the sake of
transparency, we’ve decided to exclude it as in
2020 we did not set up any concrete actions or
policies in this area.
The other mandatory themes will be covered in
the section on risk analysis.
Rate of data coverage
• 94% average coverage in relation to the
Group’s permanent employees.
• 79.04% of the Group’s permanent employees
figure in five indicators.
• 100% of the Group’s permanent employees
figure in 15 indicators.
< Table of contents
Corporate Social Responsibility Report TALENTSOFT 2020 | 37
Thank
you!
Corporate Social Responsibility Report TALENTSOFT 2020 | 38
Warm thanks to all the Talentsoft
representatives who have contributed
to this first Corporate Social
Responsibility Report:
• Stéphane Clair — Working Environment Director,
• Sarah Garson — Internal Communication & CSR Manager,
• Julie Lavigne — Training Manager,
• Morgane Lethon – Talent Cycle Project Manager,
• Antoine Rodriguez— IS Security Manager,
• Shana Roy — Chief People Experience Officer,
• Eric Terreau - Product & Engineering Director – Operations,
• Laurence Thévenet — Director of Human Resources,
• Julien Villemeur — Director of Product & Engineering — DevOps
& Cloud Services.
< Table of contents
8, rue Heyrault · CS10157 · 92643 Boulogne Billancourt Cedex · France
Phone: +33 (0)1 41 86 05 60 · Fax: +33 (0)1 41 86 05 61 · [email protected]
Public limited company · Trade and companies register (RCS): Nanterre · Company reg. no. (SIRET): 497 941 377 000 44 · French industrial classification (NAF): 5829B · Intra-comm. VAT : FR87497941377
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