Social Responsibility Report TALENTSOFT

CorporateSocial

Responsibility

ReportTALENTSOFT 2020

May 2021

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,


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.

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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

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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


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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Our new clients in 2020:

02. The Talentsoft Team

Jean-Stéphane Arcis,Chief Executive Officer


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

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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


BIZ

DEV

(Sales)

SALES

(sales

representati

ves with

quotas)

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PROFESSIONAL SERVICES (PS) REVENUE

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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

>


> > > > >

• 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.

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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.

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Transform the employee experience

Empoweremployees


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:

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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.


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

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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


COMMUNITY

ENVIRONMENT

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07. Risk assessment matrix


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.

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*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


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* 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.

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08. Challenges,

policies,

and actions

WORKP

LACE


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.

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https://www.amtm.org/a-propos/lassociation/

https://ela-asso.com/les-evenements/mets-tes-baskets-et-bats-la-maladie/mets-tes-baskets/

https://www.parentalact.com/fr

https://www.ellesbougent.com/en/association/presentation/

https://mabonnefee.com/

PILLAR


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.

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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


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


Employees onboarded remotely

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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.


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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


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be aware of all disclosed cases that could incur

risks and establish an action plan if needed.


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


< 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


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.).

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< 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


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


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:


70.41 %


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


https://www.cedre.info/

https://arbres44.org/

https://www.worldcleanupday.org/

https://www.digitalcleanupday.org/

< 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.


< 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



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 %


10. Methodology

& context


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


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


Thank

you!


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

talentsoft.co

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mailto:[email protected]

https://www.talentsoft.com

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Social Responsibility Report TALENTSOFT