Integrated Report 2020 This Integrated Report Provides a Comprehensive Snapshot of the Financial and Non-Financial Performance of Atos in 2020

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Integrated Report 2020 This Integrated Report provides a comprehensive snapshot of the financial and non-financial performance of Atos in 2020. This is the third annual Integrated Report, in which Atos sets out its vision, strategy, business model, governance and main financial and non-financial achievements of the year.

In this document, we share our vision of digital transformation with purpose, our strategy and our business model for creating value for our stakeholders through financial, environmental and societal achievements.

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[GRI 102-1] These achievements include our ambitious commitment to reaching net-zero carbon emissions as soon as 2028, on scopes 1-2-3, and following the principles of the United Nations Sustainable Development Goals.

Methodology Our raison d’être

As a member of the International Integrated The first listed French company to embed Reporting Council, we closely follow the its purpose into its corporate statutes, principles and concepts of its International Atos has ensured since 2019 that all Integrated Reporting Framework. its decisions and actions are fully aligned with its mission and core values: This Integrated Report has been produced in accordance with the Global Reporting The purpose of Atos is to help design the Initiative (GRI) Standards Comprehensive future of the information space. Its expertise option and is in line with our Universal and services support the development Registration Document. The overall of knowledge, education and research process and reports have been assured in a multicultural approach and contribute by an external auditor. The names to the development of scientific and of the indicators (GRI labels) are placed technological excellence. Across the world, at the bottom of specific pages with the Group enables its customers and the following codification: [GRI XXX-XX ]. employees, and members of societies at In addition, our non-financial performance large to live, work and develop sustainably, indicators are also aligned to the in a safe and secure information space. Sustainability Accounting Standards Board (SASB), standards for the Software To find out more, visit the 2020 Universal Registration & IT Services industry. Document on atos.net

Integrated Report 2020 | 03 Atos Today

The leader in secure and decarbonized digital

We are the global leader in secure Atos is the Worldwide Information and decarbonized digital, supported Technology Partner for the Olympic by the talent and diversity of 105,000 and Paralympic Games and we are on track employees in 71 countries who generate to deliver Tokyo 2020, which was delayed our annual revenue of €11.2 billion. due to COVID-19, in 2021. Our partnership with the Games was extended in 2020 We offer our clients a range of market through to 2024, giving us the opportunity, -leading digital solutions and products as the lead integrator for technology, alongside consultancy services, flawless to further support the digital transformation digital security and decarbonization of the Olympic Games. We are already offerings in an end-to-end actively engaged in work to secure partnership approach. the technology infrastructure for the Olympic Winter Games Beijing 2022 In 2020, we transformed Atos into and Olympic Games Paris 2024. an industry-focused organization. We redesigned our go-to-market Our purpose is to help design the future and expanded our portfolio for six global of the information space. Atos scientists, industries. We further developed experts and R&D programs regularly our people’s skills to ensure we are fully contribute to the development of scientific aligned to our clients, delivering more than and technological excellence. 85,000 certifications in digital skills. To help In 2020 we released the acclaimed report our clients meet their business challenges, Journey 2024, our compelling vision we launched our c. €2 billion Atos of the technology trends that will change OneCloud initiative, completed ten business in the next few years. acquisitions in digital, cloud, security and decarbonization and enhanced We operate under the brands Atos our position in frontier technologies such and Atos|Syntel. Atos is an SE (Societas as quantum computing. Europaea), listed on the CAC40 Paris stock index.

105,000 employees working To find out more visit the 2020 Universal Registration in 71 countries representing Document section 1 Group Overview 139 nationalities

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[GRI 102-1] Atos Today

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Integrated Report 2020 | 06 Contents

2020 in numbers Atos today +10% order entry, 02 Group profile record high bookings 08 Editorial by Bertrand Meunier, 46% revenue from Chairman of the Board of Directors, Atos digital, cloud, security 10 Interview with Elie Girard, & decarbonization Chief Executive Officer, Atos (vs 40% in 2019) 424 Client Innovation Vision and strategy Workshops 14 Market trends (record high) 16 Strategy 65% Net Promoter Score 20 Business model (vs 59% in 2019) 22 Interview with Sophie Proust, 30% Women in Chief Technology Officer, Atos Executive Management (vs 13% in 2019) Performance 65% Great Place 26 Main achievements to Work Trust Index 28 Financial performance (vs 58% in 2019) 30 Integrated performance dashboard 2028 Net-zero ambition – 22 years in advance Corporate Governance of Paris Agreement 32 Board of Directors #1 ESG in IT services 34 Group General Management Committee industry (DJSI, out of 86 36 Risk management companies) Creating value through Corporate Internal carbon pricing Social Responsibility mechanism launched 38 Setting higher CSR standards in our industry (€80/ton CO2) 44 Risks and opportunities 15% reduction in CO2 46 Materiality and challenges emissions 48 Main key performance indicators 2 Atos supercomputers 52 Environment in the top 5 58 Social of the Green500 list 66 Governance 15 Atos supercomputers in the Top 100 Stakeholder information 85,216 digital 72 Fulfilling the expectation of information certifications using GRI and SASB Standards (51,376 in 2019) 73 GRI Standards content index 87 Auditor’s assurance letter 89 Contacts and contributors

Integrated Report 2020 | 07 Atos Today

Editorial by Bertrand Meunier

Chairman of the Board of Directors, Atos

“The Board of Directors joins me in thanking all our people for successfully implementing our ambitious plans with energy and enthusiasm.”

Bertrand Meunier

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Successfully transforming Atos for the future

Your Board of Directors is responsible for determining and approving the Company’s strategic direction and overseeing its implementation. In what has been an extraordinary year, Atos has shown its capacity to carry out its ambitious strategy for change and deliver record results. 2020 has undoubtedly been a year of significant achievements. The resilience and relevance of Atos’s business model have been much in evidence throughout the year, especially during a period of continued volatility when our customers across the world faced multiple waves of the COVID-19 crisis.

Equally importantly in 2020, Atos has built the foundations for the growth agenda that we announced last year and presented at the OGM of shareholders on October 27th. We have significantly strengthened the business, organically and with acquisitions, particularly in digital, cloud, security and decarbonization. The Spring initiative has transformed the organization to be fully aligned with the industries it serves. Through the deep knowledge of our client’s industries and their businesses, our value to clients has been enhanced. Spring has also enabled the Company to strengthen its focus on innovation, quality and competitiveness.

Sincere Main perspectives thanks for 2021

I would like to express my sincere We are confident that Atos’s strategy gratitude to all our people for to reinforce its capabilities in digital, cloud, their enormous efforts in a year which security and decarbonization is the right has entailed many significant personal one and we intend to continue to drive challenges. Throughout this time, it forward. the safety of our employees has been our first priority and we have made every A major part of our success is due to our effort to understand the reality of what deeply held belief in the Atos Purpose. our employees were experiencing across This extends beyond the business to the 71 countries in which we operate. encompass the whole of society, enabling We are delighted that these efforts it to live, work and grow sustainably in a safe have been recognized in the outstanding and secure information space. achievements of our Great Place to Work scores. Never has this been more important. After almost a year of enduring the COVID-19 Despite these challenges, Atos’s employees pandemic, Atos has learned a great deal have delivered real value for our clients about helping clients navigate the crisis. and all stakeholders. Given everything On the one hand, we have seen major that has been achieved this year, disruptions in working practices, business the Board of Directors joins me models, travel regulations and security. in thanking all our people for successfully On the other hand, we have initiated some implementing our ambitious plans impressive and innovative approaches with energy and enthusiasm. to adapting to all of these challenges. What we have learnt will serve us in good stead in 2021 and beyond.

It is my strong conviction that Atos is very well positioned to accompany our clients and their businesses as well as society at large and to help them embrace the new technology related imperatives of the post COVID-19 era and face the exciting times that lie ahead with confidence.

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Interview with Elie Girard

Chief Executive Officer, Atos

“We are leading the conversation about how to move forward in the post-COVID-19 era and prepare for the rebound we are all hoping for.”

Elie Girard

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This has been a complex year for companies around the world. How did Atos fare in this context?

This year, the safety of our employees We also joined the fight against COVID-19, and their families has been my greatest leveraging our technologies to support concern. Using our expertise vaccine research at numerous centers and knowledge, we were able to fully and labs around the world. adopt home working across the Group, moving from 20% to 96% of our employees Now, we are leading the conversation worldwide working from home in a matter about how to move forward in the post- of days. COVID-19 era and prepare for the rebound we are all hoping for. Together with clients This resilience enabled us to fully and our Scientific Community, we are support our clients throughout the year. exploring new ways to enable businesses Our business continuity plans and security and governments to become more resilient capabilities ensured service availability and sustainable in the long term. for all clients, including seamless continuation of mission-critical activities I am incredibly grateful to all Atos across healthcare, the public sector colleagues for their truly exceptional work, and critical infrastructure. dedication and agility over this year.

What important milestones did Atos achieve in 2020?

First and foremost, more clients put We also strengthened our partnerships their trust in us. We have delivered a record and enlarged our ecosystem, not only year for commercial sales. The Spring with major players but also with startups transformation is driving our ambition that drive innovation – through Atos Scaler, to be the leader in secure, decarbonized our new accelerator. digital — creating a phenomenal response from clients and accelerating We also launched Atos OneCloud with our commercial momentum throughout a c. €2 billion investment. Atos OneCloud is the year. the only solution on the market that blends customized industry consulting with It is not only a matter of book to bill, application transformation expertise in which has been strong throughout the year, an end-to-end set of services. leading to 119%. We are also very pleased that the digital component of our sales Our portfolio of decarbonization solutions has increased: 46% of our 2020 revenue is already delivering results for our clients was achieved in the digital, cloud, security and driving growth. Atos itself has been and decarbonization areas, up from 40% carbon-neutral since 2018 and we are on in 2019 and towards 65% mid-term. track to achieve net-zero by 2028.

In 2020, we signed 10 acquisitions to propel Atos towards its ambition.

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[GRI 102-14] Atos Today

What are your thoughts and priorities for 2021?

In 2021, we will deliver an important milestone of our growth agenda and mid-term plan. First and foremost, there is a clear drive within Atos to achieve our transformation towards much stronger growth. The current high levels of commercial activity will definitely support our return to growth in 2021.

In that context, our priority is to maintain the commercial momentum and high performance levels we saw in 2020, while focusing on additional structural actions in both cost (to improve profitability) and cash (to increase the conversion to free cash flow).

Another priority is improving our business mix towards digital, cloud, security and decarbonization— areas which are also supported by our acquisition strategy.

Finally, we have made significant steps in the ESG domain. An ethos of social responsibility is part of the Atos DNA that all our employees share, which we leverage for the benefit of our clients and our shareholders.

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Integrated Report 2020 | 13 Vision and Strategy

A year of accelerating digital transformation

Over the last decades, the digital revolution During the COVID-19 pandemic, key has transformed our lives as consumers. areas of digital transformation, such as Now it is transforming all parts of the world the consumption of cloud services or of business. the deployment of digital workplaces, accelerated and this trend is set to continue. Significant breakthroughs in technologies such as the Internet of Things (IoT), artificial We believe that there are four technology intelligence (AI) and blockchain are imperatives for business to embrace accelerating transformation in all industries, in the post-COVID-19 era. They address offering both tremendous opportunities the challenges of sustainability, trust and challenges. and collective value and show how society can use technology to build back better By 2022, analysts estimate that 60%+ of the after the crisis. global Gross Domestic Product (GDP) will be digitized, transforming offerings, operations, • Technology mastery and business partnership relationships • Frictionless working throughout the whole economy. • Building data equity • Sustainable by purpose This also increases exposure to cyber threats and data protection concerns both This approach is explored in depth in our of which require increased focus in the report, preparing for the rebound after years ahead. the COVID-19 crisis, which can be found on atos.net.

Implementation of the new industry led organization to drive customer obsession

6 Global industries 5 Regional Business Units (RBU) Designing oﬀerings and driving go-to-market Reﬂecting Industry set up and ensuring customer proximity

Northern Europe Central Europe

Manufacturing Financia Services ubic Sector Insurance efense

Cient North Southern America Europe

Teecom, Media Resources eathcare Technoogy Services Life Sciences Growing markets

16 Practices & Global Operations In charge of innovation, quality excellence Operations Technoogy Appications Security and cost competitiveness

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The race to new industry expertise and solutions

In 2020, Atos launched its customer-centric Our Scientific and Expert communities transformation program: Spring. As part have also shifted into industry domains. of this landmark initiative, we established With this pivot, we are making sure that six Global Industry lines at Atos which are the technologies, products, and patents helping us build even closer links with we design and develop have specific our clients and achieve client satisfaction. industry requirements at their heart. This vertical approach has enhanced our capability to address business and Spring has had an immediate impact on technology transformation across all these Atos and on the experience of our clients. key global industries: Manufacturing; In the first year of the new organization, Financial Services & Insurance; Public we increased our Net Promoter Score Sector & Defense; Telecom, Media by six points to 65%. & Technology; Resources & Services; and Healthcare & Life Sciences.

Leaders in our sector

In 2020, major industry analyst firms assessed Atos capabilities and positioned Atos as follows:

Global leader Global leader in private Global leader in SAP Major contender in IT outsourcing cloud and European HANA, S/4 HANA in Artiﬁcial Intelligence leader in hybrid cloud services and European and challenger leader in SAP services in analytics

Global leader Global leader Major player Global leader European leader in IoT services in digital workplace and European leader in Manufacturing in Smart Cities in security

Global leader Major contender Global leader Top 5 player in Banking Managed in Insurance in Utilities for Healthcare services Services

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Creating new data-driven services and business models

At Atos, we believe that digitalization has only delivered a fraction of its potential. While the data deluge of the last decade will accelerate, it will now be topped by a profusion of data-driven services.

Our relentless focus on value, innovation and security

In this new era, our clients are calling above 84% of enterprises have all for value, safety and the highest levels a multi-cloud strategy of customer and employee experience. 50% of workloads run on hybrid They require outcome-based services that cloud today are innovative, flexible, secure 70% of economic value will be created and decarbonized. by digital platforms The needs of our clients around digital, 25% CAGR 2019-2025 for business cloud, security, and decarbonization critical applications are accelerating. At Atos, we have 40% remote working will be the new normal the experience and the expertise to meet #1 in cybersecurity in Europe all their requirements. 77% of customers have already set emission We are global experts in seven key reduction targets digital breakthroughs:

1. Full stack cloud 2. Business critical applications With its full stack, end-to-end capabilities, Digital transformation has put business Atos is uniquely positioned for the cloud critical applications at the heart of business revolution. In 2020, Atos launched its Atos continuity for all major industries. Whether OneCloud offering, a unique initiative reducing R&D cycles or optimizing to accelerate its clients’ migration to production processes, Atos is using IoT the cloud, supported by a dedicated and data analytics to drive business critical c. €2 billion investment over the next five outcomes. Our industry knowledge, years. The strength of Atos OneCloud is our end-to-end technology, our know-how based on Atos’s ability to orchestrate any in managed services and our leadership combination of individual offerings and to in edge computing make us the partner tailor them by industry. of choice in this fast-growing market.

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[GRI-102-14] Vision and Strategy

3. Digital platforms helping its clients reimagine new Digital platforms will be responsible ways of working and reinvent for an estimated 70% of the new value the employee experience. created in the economy. Digital platforms, which enable the sharing of data from enterprises within or across value chains, represent a huge untapped opportunity in the B2B world. Through its end-to-end digital capabilities combined with a deep industry knowledge, Atos, as a recognized leader in security and computing, is ideally positioned to be the neutral enterprise 6. Digital security operator of digital platforms. Digital security encompasses not only cybersecurity but also mission-critical systems, IoT security, and economic security. Cybersecurity is evolving at an extremely rapid pace due to an ever- changing cyber threat landscape, a pervasive data environment, and an increased attack surface. Atos is number three in cybersecurity services worldwide. 4. Customer experience In 2020, we acquired Paladion, adding In this new era of digitalization, customer a cutting-edge AI-powered platform to experience will be critical to expand our portfolio and positioning us to generate the reach of newly created data-driven more than €2bn annual revenue in digital services. This will leave the sole domain security in the mid-term. of user interface to encompass further immersive experience, real-time innovation and seamless omni-channel, as well as “No User Interface” logic. Atos leverages IP-driven solutions to bring technologies such as artificial intelligence / machine learning (AI/ML), IoT / edge (local computing), and real-time cloud and application architectures in the area 7. Decarbonization of customer experience that unleash In 2020, Atos made a public commitment the power of digitalization. We have to be Net-Zero Carbon by 2028. We also the industry expertise, innovation skills acquired EcoAct, enhancing our unique and strong commitment to customer decarbonization offering which helps satisfaction to bring new experiences to life. customers accelerate their transition to net- zero using innovative Decarbonization Level Agreements. As decarbonization enters the boardrooms of our clients and is driven by unprecedented public policies and societal aspirations, we expect to generate more than €500m revenue mid-term by supporting our clients on their journey to decarbonization. 5. Employee experience Before COVID-19, only 10% of employees worked from home in most organizations. Almost overnight, that went to 90%+. Atos anticipates that more than 40% of work- from-home will be the new normal. In this context, employee experience is a strategic priority. Building on our industry knowledge and expertise in Unified Communications, digital workplace and cybersecurity, Atos is

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Five drivers to become the global leader in secure and decarbonized digital

1 2 3 4 5 Spring: an Mobilize and Technology Alliances and Mergers and industry-led develop people and open partnerships: acquisitions: organization skills, attracting innovation, global alliances: bolt-on with a vertical the best talents with investment e.g. Dell EMC, acquisitions portfolio and from leading in R&D Siemens, cloud to boost key go-to-market universities at c.€235m hyperscalers: offerings, approach, and developing per year. Amazon Web particularly in focusing on six their skills. Services, Google decarbonization, key industry Cloud, Microsoft cloud and sectors. Azure. digital security.

To find out more visit the 2020 Universal Registration Document section 1 Group Overview

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Raison d’être

We believe that our raison d’être will be a vital ingredient for success in the years to come. It will maximize potential and sustainability by keeping our long-term path and values clearly defined.

Atos approaches the application of its raison In 2020 Atos established an internal working d’être according to three pillars: building group of 50 employees with relevant a trusted digital space, taking part in expertise from across our operational tackling climate change and contributing and support functions to ensure the key to scientific and technological excellence. objectives in our raison d’être were properly implemented and promoted in all our activities.

Key mid-term objectives Our ambition is to: Atos has aligned its strategy • Deliver a sound, profitable top line growth and operations to reach the following • Rebalance the Atos group business mix mid-term financial targets: so that digital, cloud, security and • A revenue growth at constant exchange decarbonization represent 65% of the rates between +5% and +7% Group revenue, compared to 40% in 2019 • An operating margin rate between 11% • Enhance technological innovation and 12% of revenue at the heart of our group and accelerate • A free cash flow conversion above 60% the upskilling of our people of operating margin • Demonstrate our comment to decarbonization: Reach net zero emissions by 2028 and reduce by 50% the global carbon emissions under our control and influence (scopes 1, 2, 3) by 2025 • Continue our focus on diversity, reaching gender balanced recruitment.

Building Taking part a trusted in tackling digital space climate change

A vision of the key Atos’s unique issues commitments at stake

Raison d’tre

Actions, objectives Contributing and indicators to scientiﬁc and technological excellence

To find out more visit the 2020 Universal Registration Document section 1 Group Overview

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Sustainable digital transformation

The following value creation model shows how Atos creates inclusive and sustainable value for all its stakeholders. The Atos integrated management dashboard measures both financial and non-financial performance.

Business Model

Capitals Expertise Platforms Business Solutions Value created PI Dashboard & Technology for stakeholders

Industria 16 soution deivery ractices Design, build & run leading Meet the challenges eope Delivery teams, business technoogy patforms of a datadriven economy Highly skilled • Gender diversity datacenters & customer and diverse workforce Digital certifications labs in 71 countries • Great Place to Work Index 2 product ivisions Customer centricity through Employee satisfaction 6 Industries delivering industry-focused uman digital transformation C, 105,000 professionals Leveraging our Cients 8 domains of innovation Client satisfaction in delivering Net Promoter Score value & competitiveness Value Digitalize customer experience Full-stack cloud Inteectua Business-critical applications 18 R&D centers Reinvent business models Digital platforms Investors 3,000 patents • Revenue growth Scientific community Business growth Modern applications and long-term relationships Operation margin rate Streamline operational • Free cash flow conversion excellence developed Immersive experience Experience Financia Employee experience Ensure trust & compliance Solid debt-free Artificial intelligence Customer experience artners financial structure Creating predictable New business generated partnerships delivering with partners Automation Manufacturing business growth Socia reationship Safety Financial Services & Insurance Strategic partners Hybrid cloud Cybersecurity Network of stakeholders Decarbonization Public Sector & Defense Suppiers • Total spend assessed High standards for risk by Ecovadis Advanced computing Telecom, Media & Technology management and ethical Code of Ethics value chain Resources & Services atura Edge & IoT Sustainable operations Decarbonized solutions Healthcare & Life Sciences Cybersecurity Communities Society Inclusive revenue growth Carbon footprint and eco-friendly operations

To find out more visit the 2020 Universal Registration Document section 1 Group overview

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Business Model

Capitals Expertise Platforms Business Solutions Value created PI Dashboard & Technology for stakeholders

Integrated Report 2020 | 21 Vision and Strategy

Innovation that drives growth

Interview with Sophie Proust, Chief Technology Officer, Atos

“Open, agile innovation is something we are passionate about. It is the key to the future of Atos and the future of our clients.”

Sophie Proust

Integrated Report 2020 | 22 Vision and Strategy

What role does How do you technology play in Atos’s encourage innovation growth strategy? across Atos?

Technology is a major driver of client Our culture is one that inspires creativity, satisfaction and our business growth ideation, agility and disruption. It is this as we work side by side with our clients spirit that makes Atos such a unique place to solve their business challenges using to work. new technologies. Every year we showcase our innovative We are focused on developing market- talent and share knowledge through facing solutions: designing, developing, and events such as Innovation Week and producing our own products, both in-house Tech Days. This year we launched a and with our ecosystem of partners and new internal innovation program called startup organizations. Our innovation and ImpactYourFuture which aims to find leadership in emerging technologies such solutions to specific business challenges as quantum computing keep us at the our clients may face. Every challenge has a forefront of new trends and opportunities sponsor, who commits to taking great ideas with a portfolio of 3,000 patents – and it is forward into concrete solutions that will growing all the time. We never stand still. drive client benefits.

Our Tech Trends radar maps where we Working with promising and disruptive see new technologies emerging that will startups through the Atos Scaler accelerator change our clients’ business. This means program enhances our portfolio and go-to- that we can bring the latest innovations market. Open, agile innovation is something to our go-to-market plans and keep we are passionate about. It is the key to the our clients at least one step ahead with future of Atos and the future of our clients. emerging technologies. As thought leaders and pioneers in our industry, we want to make sure our clients are in pole position How closely do you work for the future. with clients on innovation?

424 customer innovation I would say very closely. In 2020 we hosted workshops in 2020 over 400 Client Innovation Workshops working together on new solutions to their challenges. 3,000+ patents The reality is that our clients’ challenges are key drivers for innovation at all levels of Atos. €235m annual Research For example, members of our Expert & Development spend Community of distinguished technologists regularly meet with clients to share their perspectives with them. That is incredibly valuable to our clients. Of course, Atos also benefits from this approach as it provides us with additional industry insights to inform the work of our innovators. It’s part of what makes Atos such an important partner for our clients.

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Two communities on the cutting-edge

Scientiﬁc Community Expert Community

The Atos Scientific Community brings The Atos Expert Community is the driving together around 160 leading scientific force of innovation and technology experts from across the company. expertise at Atos. Launched in 2017, it is now For more than 10 years, the Scientific composed of more than 2,400 experts in 51 Community has been working to anticipate countries. By creating synergies, leveraging the technological upheavals and the experience and knowledge-sharing across commercial challenges that Atos customers different technology domains, industries will face in the future. This community and regional business units, the Expert shares its thoughts through regular Community is an integral part of the publications accessible to all, including innovation process offered to Atos clients. Journey, our future-focused series. In 2020, Atos published its Journey 2024 report, Redefining Enterprise Purpose, sharing an inspirational vision of the changing world of business, society and technology in the post-COVID-19 era.

Integrated Report 2020 | 24 Vision and Strategy

Tech Trends Radar 2020

The Look Out Tech Trends Radar published in the coming years. annually by Atos is designed to help Our role is to understand the technologies our clients understand the technological that will drive success in the future – and landscape that lies ahead. It sets out the key to help our clients harness the optimal technologies that will impact business power of these technologies.

Transfo rmati onal

Autonomous Vehicles Quantum B Computing u Brain-computer s Interface in Neuromorphic e s Computing s Smart Machines im Biocomputer p a c Invisible t Immersive Computing Experience

Swarm Digital Twin Privacy-enhancing Computing Technologies Computing Memory

Cognitive Computing Self-Adaptative Security Smart Exascale Contracts Internet Natural of Things Edge User Interfaces Computing H/W Accelerators 2.0

3D Printing IoT Continous Security Insight Authentication Platforms Cloud Security Context Aware Computing 5G QUIC Advanced Deep DevOps Automation Location-Based Learning Services (NG) Multi-Cloud Wearable Virtual Assistants Computing Ambient Working Blockchain Experience Containers Wireless Power SDx Open Source Hardware 2020 2021 2022 2023 +

Integrated Report 2020 | 25 Performance

Key achievements in 2020

Atos has emerged from the exceptional and challenging year of 2020 in a strong position. With record-high bookings, a reshaped portfolio of state-of-the-art offerings, a strengthened go-to-market and a balance sheet free of net debt, we are leading the way towards a digital future that is secure, sustainable and decarbonized.

the full power of the Atos ecosystem, The Atos ambition Atos OneCloud is driving digital transformation and delivering impactful outcomes in secure, decarbonized cloud In 2020, 46% of our revenue came from environments, whether public, private cloud, digital, security and decarbonization, or hybrid. Atos OneCloud is specifically up from 40% in 2019. In the mid-term, designed to help our clients speed up we will increase the contribution of these innovation and achieve business results fast. transformative technologies to 65%. To accelerate our journey, we completed 10 acquisitions in 2020 that strengthen Pioneers in decarbonization our position in all these high-growth areas. Our state-of-the-art technologies in these fields already represent more than 70% We are experiencing extraordinary demand of our sales pipeline. from customers in all industries for our decarbonization expertise. To accelerate the growth of decarbonized digital services, A massive Spring forward we have acquired climate strategy consultancy EcoAct and developed “A to Zero”, a powerful framework for helping Launched in early 2020, the Spring program our clients transition to net-zero. is propelling Atos towards new levels We are pioneers of decarbonization of growth. Spring has taken our industry as a service and leaders in the technology expertise, our passion for innovation revolution that is critical to the future and our obsession with customer value of the economy and the planet. and converted these assets into rocket fuel for digital transformation. The response from our clients has been phenomenal. Faster, smarter, greener With an expanded and verticalized portfolio of offerings for six key industries and a redesigned go-to-market, Our supercomputers are on the cutting- Spring has transformed Atos into a global edge of research into global challenges powerhouse for digital services. such as combatting COVID-19 and modelling climate change. They are some of the fastest supercomputers in the world A smoother journey to cloud – and the most energy efficient. At the Jülich Supercomputing Centre in Germany, we have deployed the most Atos OneCloud is accelerating the migration powerful supercomputer in Europe and of our clients to the cloud at a time when the most energy-efficient supercomputer this has never been more critical. Backed in its class worldwide. Based on our by c. €2 billion of investment, and leveraging BullSequana platform, the supercomputer

Integrated Report 2020 | 26 Performance

uses Atos’s patented DLC (Direct Liquid Cooling) solution to minimize energy A beacon of diversity consumption while it tackles some of the biggest problems of our time. In 2020 we went from having 13% of women executives in the Top 450 to 30%. This year, Securing all areas 40% of Board members and 37% of our new joiners are women, above the industry average. We are using AI to remove gender Atos is the world number three bias in job offers and hire more women in cybersecurity and the European leader. than ever before. With 26 nationalities At a time when cyber criminality represented in our executive management, is increasing at an alarming rate, we have we are one of the most diverse, inspiring reinforced our portfolio and added new and rewarding workplaces in the industry. services and state-of-the-art technologies with the acquisitions of Paladion, SEC A great place to work, Consult, Motiv and digital.security. Using a great place to grow the power of AI and data analytics to detect and respond to threats, we are protecting our clients from the increased scale In a challenging year for all organizations, and sophistication of cyberattacks today. the Atos workplace recorded an extraordinary achievement. We increased our score on the Great Place to Work Leaders of the Trust Index to 65%, from 58% in 2019. This workplace revolution performance puts us in the top quartile of the digital industry. During the crisis, The pandemic has driven strong demand 98% of our colleagues felt safe and 90% for our Digital Workplace offering. At Atos, felt supported. We are passionate about we believe that this year’s revolution in working enhancing our employee experience. patterns is here to stay. Forty percent remote In a pandemic year, we delivered more than working will be the new normal and employee 85,000 certifications in digital skills, up 40% experience will be a strategic priority, at home on the year. We are well on the way to our and on the road. For many of our clients, mid-term target of 500,000. At Atos, the this vision is already a reality. Thanks to our workforce of the future is ready for action. industry expertise and our leadership in communications, security, AI and cloud, we are reinventing the future of work – today. Accelerating to net-zero

All-in on quantum At Atos, we don’t just talk the carbon talk. We actively make a difference. In 2020, we reduced the carbon emissions Atos is a world leader in the industrial we control by 15%, largely due to our global application of quantum. More than 20 decarbonization program. This is just forward-looking clients are already the beginning. We have made a massive using our state-of-the-art Quantum commitment to further cut the emissions Learning Machine (QLM) in fields such under our control and our influence as carbon capture and disease analysis. and offset all residual emissions from This year, we took decisive action to drive our wider business footprint and to reach quantum to the next level. We partnered net-zero carbon by 2028. That is 22 years with French startup Pasqal to develop ahead of the 2050 target aligned with a quantum accelerator by 2023. We also the COP 21 Paris Agreement and seven years launched the world’s first universal metrics earlier than our previous target. for assessing quantum performance: Q-Score. Q-Score measures a quantum system’s effectiveness at handling real-life problems – problems which cannot be solved by classical computing. Watch this space to see the future unfold.

Integrated Report 2020 | 27 Performance

Financial performance: Record high bookings

The strong dynamism of Atos in 2020 led, despite the impacts of the COVID-19 crisis, to record high bookings of €13.3 billion, representing a book to bill ratio of 119% compared to 106% in 2019 at constant exchange rates. During the fourth quarter, the book to bill ratio reached 130%.

Thanks to our resilient business model, revenue held up well at €11,181 million, representing a reduction of 3.0% organically and 2.3% at constant currency. The Group benefited from strong demand in cloud migrations, digital workplace solutions to enable people to work from home, and big data & cybersecurity services. Conversely, the revenue was impacted by application project postponement as well as less fertilization on existing contracts.

Operating margin was €1,002 million, representing 9.0% of revenue, compared to 10.1% in 2019 at constant scope and exchange rates.

Revenue recovered from Q2, and we have implemented a structural cost program, with cash generation remaining strong.

Breakdown of revenue in 2020

2020 statutory figures

Breakdown by Industry

11,5% 18,0% Healthcare Manufacturing & Life Sciences

14,6% 18,9% Resources Financial Services & Services & Insurance

14,1% 22,9% Telecom, Media Public Sector & Technology & Defense

Integrated Report 2020 | 28

[GRI 102-4] [GRI 102-6] [GRI 102-7] Performance

Revenue profile is changing towards mid-term target: 65% in cloud, digital, security & decarbonization

46% 2020

40% 2019

Breakdown by Regional Business Unit

7,3% Growing Markets

23,4% North America

20,9% Southern Europe

24,3% 24,1% Northern Europe Central Europe

Integrated Report 2020 | 29 Performance

Creating value through digital with purpose

Atos is committed to playing a leading role in Corporate Social Responsibility (CSR), and to continuous improvement in this area. By integrating environmental, social, ethical and security dimensions into its business strategy and the design of digital solutions, Atos is ideally positioned to shape a more sustainable future in a safe and secure information space, in line with its raison d’être.

Each year we publish an integrated performance dashboard as part of our Integrated Report. Its eight indicators are regularly reviewed at the Group’s strategic meetings.

Integrated performance dashboard

Social

Talent attraction and retention 2020 resullts

Atos Trust Index informed by Great Place to Work (GPTW) 65%

Governance

Client satisfaction and delivery capability 2020 resullts

65% Net Promoter Score for our clients (60% perimeter of revenue)

Compliance with laws and regulations

Percentage of employees who successfully completed the Code 98% of Ethics’ e-learning

Supply chain

Percentage of total spend assessed by EcoVadis 63%

Integrated Report 2020 | 30

[GRI 102-14] Performance

Financial

Financial 2020 resullts

Revenue organic evolution 3,0%

Operating margin rate 9,0%

Free cash ﬂow (in € million) 513

Environmental

Carbon footprint of Atos operations 2020 resullts

GHG emissions by revenue - Atos carbon operational perimeter (ICO2 e/M C) including homeworking 14,93

To know more visit the 2020 Universal Registration Document section 1 Group Overview

Integrated Report 2020 | 31 Corporate Governance

Board of Directors

The Board of Directors defines the strategy of the Atos Group and oversees its implementation. The Board endeavors to promote long-term value creation by the Company by considering the social and environmental aspects of its activity.

13 60% 46% 6 3 Board Independent Women** Different Employee members Directors nationalities representatives

To know more visit the 2020 Universal Registration Document section 1 Group overview

Integrated Report 2020 | 32 Corporate Governance

Bertrand Meunier Elie Girard Chairman of Atos SE’s Board of Directors Chief Executive Officer of Atos SE Chair of the Nomination and Governance Committee

Vesela Asparuhova Vivek Badrinath* Valérie Bernis* Service Delivery Manager CEO of Vantage Towers Company Director Employee Director Chair of the Audit Committee Chair of the CSR Committee and member of the Remuneration Committee

Jean Fleming Farès Louis Cedrik Neike Leadership Coach Business Developer Member of the Managing Board Director representing in Cybersecurity Products of Siemens AG and CEO the employee shareholders Member Employee Director of Digital Industries of the Remuneration Committee

Colette Neuville* Aminata Niane* Lynn Paine* Chairman & Founder of ADAM International Consultant Baker Foundation Professor, Member of the CSR Committee Chair of the Remuneration Committee John G. McLean Professor of Business Administration, Emerita, Harvard Business School. Senior Associate Dean for International development Member of the Audit Committee, the CSR Committee & the Nomination and Governance Committee

Edouard Philippe* Vernon Sankey Mayor of Le Havre Officer in Companies Former Prime Minister of France Member of the Audit Committee Member of the Nomination & the CSR Committee and Governance Committee

* Independent Director **40% (4 out of 10) pursuant to the legal ratio. In accordance, the Director representing the employee shareholders and the Employee Directors are not taken into account to determine the ratio of gender diversity on the Board of Directors (art. L. 22(-23 and L. 225-27-1 of the French Commercial Code).

Integrated Report 2020 | 33 Corporate Governance

Group Management Committee

The Atos Group General Management Committee (GMC) consists of the Chief Executive Officer, Elie Girard, and the Heads of Industries, Geographies, Operations, Performance and Functions.

The role of the GMC is to develop and execute the Group strategy and to ensure value is delivered to clients, shareholders, partners and employees. The GMC oversees the global coordination of the Group management.

Integrated Report 2020 | 34 Corporate Governance

Operations Regiona Business nits

o ebecer Bryan Ireton Head of Global Head of North America Operations Cay an oren Adrian regory Head of Northern Europe Head of Atos|Syntel do Litte ierre Barnab Head of Central Europe Head of Big Data & Cybersecurity annic Tricaud Head of Southern Europe Robert assoyan Head of Uniﬁed ourdine Bihmane Communications Head of Growing Markets & Collaborations

Eie irard Chief Executive Oﬃcer

erformance Industries Functions

Enguerrand de ontevès ierre Barnab we Steter Head of Performance Head of Manufacturing Chief Financial Officer Adrian regory au eterson Head of Financial Services Head of Human & Insurance Resources and Head of Executive Management Beth owen Head of Public Sector hiippe Mareine & Defense Chief Digital & Transformation eanhiippe oiraut Officer and Head of CSR Head of Telecom, Media & Technology ourdine Bihmane Head of Growing Markets, iuseppe i Franco Decarbonization Head of Resources & Marketing & Services Sophie roust Robert assoyan Chief Technology Officer Head of Healthcare & Life Sciences Aexandre Menais General Secretary ies Arditti Head of Investor Relation & Internal Audit Anette Rey Head of Communications & Public Affairs

Integrated Report 2020 | 35 Corporate Governance

Our approach to risk management

As a major global provider of digital transformation solutions, Atos is inevitably exposed to risk from the rapidly evolving environment in which it operates and from changes to regulations across the globe.

To mitigate risk and, beyond that, to succeed and develop securely and sustainably, Atos has implemented a multi-factor risk management system. The governance is described hereafter:

Board of Directors Audit Committee

CEO and Group Management Committee (GMC)

Regional Business Units Enterprise Risk Management

Industries Business Risk Assessment

and Management External Audit Global Operations

Quality CSR Risk Management*

Support Functions Internal Audit Ethics & Compliance, First line Data protection

of protection Internal Control Framework Security & Safety Third line of protection Second line of protection

The first line of protection is ensured engagements to provide independent by all Atos employees in their daily work assurance of the effectiveness of the first under managerial supervision. and second lines of protection.

The second line of protection provides The CEO and Group Management oversight and control. It establishes Committee are regularly updated enterprise-wide risk governance on internal control, internal audit and risks. and business resilience requirements based The Board of Directors’ Audit Committee on risk analysis. considers reports on internal audit activities, contracts with significant risks The third line of protection is assured and periodic updates on internal control by the internal audit team which carries and risk management. out audits, investigations and advisory

* Corporate Social Responsibility (CSR) also reports to CSR Committee (BoD)

Integrated Report 2020 | 36 Corporate Governance

Risks related to the qualification for limitation of scope issued by the statutory auditors relating to two US subsidiaries

Enterprise risk Mitigation actions As part of their audit of the 2020 The Group’s financial processes are subject consolidated financial statements, to a rigorous internal control system relating the Group statutory auditors have identified to accounting and financial information, as in two US subsidiaries (Atos IT Solutions described in section 7.4.4 of the Universal and Services Inc. and Atos IT Outsourcing Registration Document. Services LLC, which represent 11% of 2020 consolidated revenues), several matters As soon as the Group became aware relating to internal control weaknesses over of potential internal control weaknesses, financial reporting process and revenue it hired external firms to perform additional recognition in accordance with IFRS 15 work to obtain the necessary evidence that leading to several accounting errors, as well the financial reporting of the two relevant as risk of override of controls in this respect. US entities is free of material misstatements Despite additional audit procedures, and an independent forensic investigation. the statutory auditors were not able to perform within the timeframe To address the weaknesses identified, the necessary work to obtain sufficient the Group Finance Department has also appropriate audit evidence in respect defined a comprehensive action plan of revenue recognition or other related notably including the strengthening account balances of these two US of preventive controls and processes, entities and on the absence of material an update of the Group Accounting Manual, misstatements for the consolidated a reinforcement of the dedicated teams, financial statements. an upgrade of the training programs, in particular in the context of the rollout In this context, the statutory auditors have of the new version of the Group Code issued a qualified opinion due to a limitation of Ethics, as well as the setting up on the scope of the audit, which is included of dedicated training modules. in their report on the consolidated financial statements for the year ended December The implementation of this comprehensive 31, 2020 available in section 6.1.1 action plan by the Group management will of this document. regularly and closely be monitored by the Audit Committee and its Chairman. As of today, the Company has not identified The action plan could be enriched during its misstatements on the two US entities that implementation phase, notably thanks are material for the consolidated financial to the continuous exchanges with the Group statements. However, additional work statutory auditors and to the additional is ongoing to obtain sufficient appropriate ongoing work. audit evidence in respect of revenue recognition or other related account For more information please refer to the Universal balances of these two US entities. It cannot Registration Document on atos.net be excluded that, as part of this additional work, misstatements are identified that could be material for the consolidated financial statements.

In addition, this situation and its consequences could reveal human deficiencies in the application of the Group’s accounting standards and financial procedures and give rise to proceedings or investigations, in France or abroad.

Integrated Report 2020 | 37 Creating value through Corporate Social Responsibility

Setting higher Corporate Social Responsibility standards in our industry

Corporate Social Responsibility (CSR) plays a critical role at Atos. It is a vital aspect of our business strategy and a fundamental driver of our success. Our vision is to be the global leader in secure and decarbonized digital. Achieving this depends on our continuing excellence in CSR.

Our targets in the areas of environment, social and governance are ambitious. This is not only about compliance but creating value and positive outcomes for all our stakeholders.

We have set the highest carbon reduction standard for our industry not only for our own operations but also for the emissions of our products and supply chain. We have committed to net-zero carbon emissions as soon as 2028, 22 years ahead of the 2050 target aligned with the COP 21 Paris Agreement.

Today, we are recognized by the major ESG ratings as the leader in our industry. In 2020, we reached the top position in the Dow Jones Sustainability Index (DJSI) for the IT services industry globally.

And we aim for more. In 2020, the COVID-19 pandemic accelerated the pace of change within Atos and made CSR, and our sense of purpose as an organization, even more critical to the future development of the company. Our primary focus has been the health and inclusion of our employees who helped us support the needs of our clients for business continuity.

Integrated Report 2020 | 38 Creating value through Corporate Social Responsibility

Interview with Philippe Mareine, Chief Digital and Transformation Officer and Head of CSR

“Our targets in the areas of environment, social and governance are ambitious. This is about creating value and positive outcomes for all our stakeholders.”

Philippe Mareine

Integrated Report 2020 | 39 Creating value through Corporate Social Responsibility

Key areas for action

At a time when we are increasingly aware In the pandemic, trust and confidence of the fragility of our planet, Atos made in digital and in the management of data a firm commitment to bring forward became more vital than ever. If there our plans for net-zero carbon emissions is no trust in data management, the new to 2028 from 2035. We have also developed economy will fail. Tackling cybercrime a trailblazing decarbonization portfolio and ensuring digital security continues for our clients, creating roadmaps for to be an area of excellence for Atos. their own journeys to net-zero. We are also expanding our approach to look at the ethics of data management, During the pandemic, the risks of a digital particularly in artificial intelligence and divide increased. In a world in which machine learning. digital is critical to personal wellbeing and business success, we increased our focus The importance of innovation has also been on all elements of digital inclusion, from a key lesson of the pandemic. Our clients digital workplace solutions to accessibility. are striving for new business models At Atos, we have chosen to accelerate and disruptive technologies to maintain diversity within our business. In 2020, 30% their success. As a leader in innovation of our top executives were women, up from and a pioneer in CSR, we are uniquely 13% in 2019. positioned to help our clients achieve all their goals. Our innovation-driven culture As the data economy gathers incredible applies both to ourselves and to our clients traction, Atos is increasing its focus for whom we create the best conditions on security and on building an ethical to innovate and transform. approach to the use of data. We believe in data equity. We believe in organizations being able to share data through platforms. We are founding members of the European initiative GAIA-X which aims to develop common standards for data infrastructure.

Integrated Report 2020 | 40 Creating value through Corporate Social Responsibility

Market ESG Ratings Atos Score Atos position

DJSI 85/100 Industry #1

MSCI Triple A Top 4%

CDP CLIMATE Top 5%

ISS-OEKOM Top 10%

FTSEGOOD 4,8/5 Top 1%

VIGEO-EIRIS 61/100 Top 3/83

ECOVADIS 82/100 Top 1%

Note: information as of December 1, 2020

85100 Triple A A C Industry #1 Top 5% Top 5% Top 10%

4.85 61100 82100 Top 1% Top 5% Top 1%

Integrated Report 2020 | 41 Creating value through Corporate Social Responsibility

Open dialog with our stakeholders

Atos maintains dialog with a broad range We regularly talk with stakeholders of stakeholders who include clients, to assess our material risks and challenges employees, employee representatives, so that we can adapt our CSR program business partners and suppliers, on an annual basis. In the case of our clients, the investment community as well as the this helps ensure we provide a portfolio communities we are part of. that supports their sustainability ambitions. Our raison d’être underpins our commitment In the case of our employees, we have to generating economic value that also a culture of permanent social dialog creates value for society at large. which is organized so that our people can raise their opinions through a variety of formal channels and informal networks. In 2020, our internal green network brought Atos people together to support our environmental targets and discuss environmental concerns.

To find out more visit the 2020 Universal Registration Document section 5.1.3 Atos stakeholders’ approach and engagement

Integrated Report 2020 | 42

[GRI 102-15] [GRI 102-40] [GRI 102-42] [GRI 102-43] [GRI 102-44] Creating value through Corporate Social Responsibility

Interview with Alexandra Knupe, Group Head of Corporate Social Responsibility

“Our regular conversations with our clients help us adapt our CSR program to ensure we provide the information they need and a portfolio of solutions that supports them in their sustainability targets.”

Alexandra Knupe

Integrated Report 2020 | 43 Creating value through Corporate Social Responsibility

Balancing risks and opportunities in a fast-changing world

Each year we conduct a comprehensive assessment of the enterprise risks that our company faces, which are then continuously followed and monitored.

All risks are categorized into one the most material risks. of the three priority areas identified by The following chart illustrates the risks our corporate social responsibility program: identified in 2020. It also maps the link environment, social and governance. between these risks and opportunities We then carry out a mapping exercise and the UN Sustainable Development which enables us to select and rank Goals we support.

To find out more visit the 2020 Universal Registration Document section 7.2 Risk factors

Integrated Report 2020 | 44

[GRI 102-15] Creating value through Corporate Social Responsibility

3 good health 12 Responsive and well-being consumption E n and production v l ir ia o c n o 4 Quality 11 Sustainable cities m S and communities e education n Leveraging Wellbeing Operational eﬃciency t at work & being & cost reduction a responsible employer Attractiveness of eco-friendly People’s career development and decarbonized oﬀering

5 Gender 13 Climate Equality People engagement People Care Resilience of sites action Environmental & activities to host impact Skills enhancement critical IT services

Talent & Expert Potential changes Collaborative Retention & acquisition in regulations linked environment to climate change Sustainable digital Labor market transformation 7 Aﬀordable 8 Decent work and clean energy Economic growth Innovation Cyber attacks Customer digital & Systems security transformation Cyber & Advanced Regulation Customer Security oﬀering & compliance Business relationship Credit risk reinvention Market Data protection environment 16 Peace, justice Delivery quality Trust & compliance 9 Industry, and strong throughout institutions innovation and Innovative technologies the value chain infrastructure

Delivery quality Operational & competitive advantage excellence

11 Sustainable 8 Decent work cities and and economic communities growth

5 Gender Equality

Governance

Main risks related to Atos's Risks balanced Sustainaible Development three CSR challenges by opportunities Goals (SDGs)

Integrated Report 2020 | 45 Creating value through Corporate Social Responsibility

Assessing our material risks, opportunities and challenges

Every year Atos undertakes an analysis In 2020, the materiality assessment was of the material Corporate Social carried out by an external consultancy, Responsibility (CSR) issues that have with the support of the Board CSR an impact on our business and Committee. For the first time, the evaluation the expectations of our stakeholders. was open to public contribution through the Atos website. Our annual materiality analysis allows us to identify CSR issues that are critical The 2020 materiality assessment covers to achieving our goals, strengthening the standard framework of environment, our business model and enhancing social and governance dimensions. our positive impact on society. This analysis It also highlights our direct contribution helps us to determine the key performance to eight of the 17 United Nations indicators (KPIs) for monitoring our progress Sustainable Development Goals (SDGs) in these areas. for the 11 material issues presented below.

Atos materiality matrix

Revelance to stakeholders

100% Carbon footprint and energy efficiency of Atos 90% E Decarbonization solutions to address client’s environmental challenges Client satisfaction and (IT for Green) delivery capability Eco-efficient digital technologies and solutions 80% (IT for Green) E G Compliance E with laws including anti-bribery Corporate Research and G governance 70% Employee’s health innovation and safety S G G G S Security and data S protection Talent attraction and retention Skills management and 60% development

Impact on Atos 50%

50% 60% 70% 80% 90% 100%

E Environment S Social G Governance

To find out more visit the 2020 Universal Registration Document section 5.1.4 challenges and materiality matrix

Integrated Report 2020 | 46

[GRI 102-15] [GRI 102-47] [GRI 103-1-Economic performance], [GRI 103-1-Anti-corruption], [GRI 103-1-Energy], [GRI 103-1-Emissions], [GRI 103-1-Employment], [103-1 Occupational Health and Safety], [GRI 103-1-Training and education], [GRI 103-1-Customer privacy], [GRI 103-1-Socio-economic compliance], [GRI 103-1 Atos specific indicators] Creating value through Corporate Social Responsibility

Atos contribution to SDG’s for the top 11 material issues

The materiality matrix highlights the top 11 and technical development and leveraging material issues, but the CSR program goes competences in their societies. deeper and covers many other challenges. Atos remains committed to critical areas As a result, the Atos CSR program, such as digital inclusion and diversity. encompassed in its statement of purpose, Atos activities in several growing markets drives the contribution of the 17 SDGs, also support the countries in redefining ensuring that sustainability is an outcome new ways of doing business through of the Group business strategy*. digitalization and innovation, with direct impact on local employment, social

8 Decent work 12 Responsive 3 Good health and economic consumption and well-being growth and production

4 Quality 9 Industry, education innovation 13 Climate and infrastructure action

8 Decent work and economic growth 16 Peace, justice and strong institutions

E S

* https://sdgs.un.org/

Integrated Report 2020 | 47 Creating value through Corporate Social Responsibility

Main key non-financial performance indicators

Keeping our performance on track

The main non-financial Key Performance Indicators (KPIs) relating to Atos’s Corporate Social Responsibility in 2020 are linked to three dimensions: environment, social and governance. Here are a selection of our main non-financial performance indicators. Please see Universal Registration Document for our full KPIs.

Environmental dimension

Material topic Key Performance Standard Veriﬁed by 2020 2019 Perimeter Perimeter Indicators (KPIs) code Deloitte per employee per revenue (2020) (2020)

Energy absolute GRI 302-3; 579,140 718,957 100% (MWh) SASB TC-SI- 130a.1(1) Energy eﬃciency of Atos operations Energy intensity GRI 302-3 52.03 61.30 99.6% by revenue (MWh per € million)

GHG absolute – GRI 305-4 167 Not disclosed 99.6% Atos carbon operational perimeter KtCO2e (Homeworking included)

GHG emissions GRI 305-4 13.37 20.74 100% by revenue – Atos carbon operational perimeter (tCO2e/per € million)* (Homeworking Carbon footprint excluded) of Atos operations

GHG emissions GRI 305-4 14.93 Not disclosed 99.6% by revenue – Atos carbon operational perimeter (tCO2e/per € million) (Homeworking included)

GHG emissions GRI 305-4 1.47 2.25 99.3% by employee (tCO2 per employee)

All GHG emissions GRI 305-4 2.8 3.3 99.6% (scopes 1, 2, 3) (Millions tCO2e)

Environmental Percentage of Offices A14 89% 89% 100% certification and Datacenters ISO14001 certified

Share of electricity GRI 302-1; 77% 70% 100% supplied by SASB TC-SI- Core Data Centers renewable sources 130a.1(3) in Atos’s core Datacenters (co-location excluded)

Oﬀsetting of Atos GRI 305-5 100% 100% 100% Carbon Oﬀsetting carbon operational perimeter

* after rebaselining to include acquisitions and divestitures

For further detail on our KPIs see the Atos 2020 Universal Registration Document section 5.5 non-financial performance indicators

Integrated Report 2020 | 48 Creating value through Corporate Social Responsibility

Social Dimension

Material topic Key Performance Standard Veriﬁed by 2020 2019 Perimeter Perimeter Indicators (KPIs) code Deloitte per employee per revenue (2020) (2020)

Atos Trust Index® A2; 65% 58% 66% informed by Great SASB TC-SI- Place to Work 330a.2 (GPTW)

Total number GRI 401-1 11,495 12,051 100% of employees Talent Attraction recruited and Retention

Percentage GRI 401-1 36.7% 33.5% 100% of females recruited

Percentage GRI 401-1 47.9% 42.9% 91% of graduates recruited

Average hours GRI 404-1 46.7 38.7 89% of training that employees have undertaken Skills Management during the year & Development

Number of digital GRI 404-2 85,216 51,736 100% certiﬁcations obtained per year

Percentage A16 94% not of employees disclosed working from home

Employees' Percentage A16 98% not Health & Safety of employees disclosed feeling ‘safe’

Percentage A16 90% not of employees disclosed feeling ‘supported’

Percentage GRI 405-1; 30.93% 30.92% 100% of females SASB TC-SI- within Atos 330a.3

Percentage GRI 405-1; 30.2% 13% 100% Diversity of females within SASB TC-SI- the Executive Group* 330a.3(1)

Number GRI 405-1; 139 134 77% of nationalities SASB TC-SI- within Atos 330a.3

*Executive Group: A network of 464 top senior management holders of management positions and talents. Responsible for implementing strategy and delivering operational performance.

Integrated Report 2020 | 49 Creating value through Corporate Social Responsibility

Governance dimension

Material topic Key Performance Standard Veriﬁed by 2020 2019 Perimeter Perimeter Indicators (KPIs) code Deloitte per employee per revenue (2020) (2020)

Client Net Promoter GRI 102-43 65% 59% 60% satisfaction and Score for GRI 102-44 delivery capability all clients

Client innovation A10 424 370 100% Innovation workshops delivered

Percentage A3; 100% 100% 100% of coverage SASB TC-SI- of ISO 27001 230a.2 certiﬁcations

Percentage A3; 100% 98% 100% of compliance SASB TC-SI- to malicious 230a.2 Security code prevention and Data protection Total number of GRI 418-1; 0 0 100% material complaints SASB TC-SI- regarding breaches 220a.3 of customer privacy and losses of customer data giving rise to legal proceedings with an amount claim of at least 300k EUR

Attendance rate GRI 102-28 96% 85% 100% at Board meetings Corporate Governance Percentage GRI 405-1 46% 40% 100% of females within the Board of Directors*

Percentage GRI 205-2 98% 95% 95% of employees Compliance who successfully with laws completed the Code and regulations of Ethics´ e-learning

Number GRI 419-1; 0 0 100% of signiﬁcant ﬁnes SASB TC-SI (higher than 300k EUR) -520a.1

Total percentage A17 62.6% 56% 100% of spend assessed Supply chain by EcoVadis

*40% (4 out of 10) pursuant to the legal ratio. In accordance with art L225-23 and L225-27-1 of the French Commercial Code, the Director representing the employee shareholders and the Employee Directors are not to be taken into account to determine the ratio of gender diversity on the Board of Directors.

Integrated Report 2020 | 50 Creating value through Corporate Social Responsibility

Integrated Report 2020 | 51 Creating value through Corporate Social Responsibility

Targets towards a zero-carbon future

We are following the guidelines of the COP 21 Paris Agreement and the Science-Based Targets initiative because we know it is both the right thing to do to combat climate change and that it gives us a competitive advantage in the market. The expectations of clients and shareholders in this area are rapidly changing and we plan to stay ahead of the curve.

We have two primary targets: firstly, to halve and electric cars, enforcing better travel our emissions between 2019 and 2025 discipline, and continuing to enhance to contribute to maintaining global warming our remote collaboration tools. around 1.5°C, and secondly – aligned with scientists’ thoughts on what is needed Meanwhile, we will reduce the energy to achieve the Paris Agreement ambition consumption of the products and solutions – to reach net-zero emissions as soon as we sell to our clients, using best green IT possible. And we have committed practices, green lifecycle assessments, to reaching that by 2028. eco-design, and following eco-guidelines. We have R&D investments dedicated We want to reduce our climate-related risks to energy and emissions and we have and seize climate-related opportunities. adopted circular economy principles. Seizing opportunities means offering our clients new solutions: ‘Green IT’ solutions For emissions not under our operational which have the smallest possible impact scope but that are under our influence, Atos on the climate and ‘IT for Green’ solutions is working with its suppliers to reduce to help them achieve their sustainability the emissions embedded into the products, ambitions. Digital has the potential to be goods and services we buy. We have part of the solution to climate change. implemented CO2 criteria in our calls Surveys show that new digital solutions for tender and have ratings to classify can remove ten times the emissions they our suppliers. Together these actions will produce and the energy they consume. encourage green suppliers which is vital since upstream emissions account for Leading the way in carbon reduction around 70% of our total. Our action plans detail how we plan to reduce the emissions under our control, In 2020 we reduced our total carbon which is what we call the Atos operational emissions (full SBT scopes 1,2,3) by 15% from scope. We aim to halve the emissions 2019. Our ambitious shift toward renewable related to the energy consumed by our energy for emissions under our control supercomputers, data centers, and offices. is playing a huge part in our success. Our shift towards low carbon and renewable And when we look at the potential reduction energy sources will be one of our most in the coming years, we know that we are impactful actions. We are also boosting on target to meet or even, we hope, exceed our green mobility by shifting to hybrid our 2025 target.

Integrated Report 2020 | 52 Creating value through Corporate Social Responsibility

Interview with Benjamin Bergeron, Head of Atos Global Environmental Program

“Digital has the potential to be part of the solution to climate change.”

Benjamin Bergeron

Integrated Report 2020 | 53 Creating value through Corporate Social Responsibility

Latest developments in our carbon reduction journey

Atos has set high standards for its industry for ambitious net-zero targets and has committed to being net-zero by 2028. Our strategy for carbon reduction covers four primary areas: carbon emissions, energy, travel, and the impact of our digital solutions.

Between 2012 and 2019, we reduced the emissions from our carbon operational perimeter by around -50% both in intensity and absolute terms. In 2020, we moved our 2°C carbon reduction target to the most demanding 1.5°C Science Based Targets and committed to halve our overall carbon emissions by 2025 (2019 baseline) which is five years ahead of the Science Based Targets initiative request.

2015/2020 - CO2e cumulative reductions in intensity and absolute

2016 2017 2018 2019 2020

- 0%

- 2% - 10% - 9% - 11% - 20% - 17% - 20% - 25% - 30% - 30% - 33% - 40%

- 50% - 51% - 53% - 60%

To find out more visit the 2020 Universal Registration Document section 5.2 Environment

Integrated Report 2020 | 54 Creating value through Corporate Social Responsibility

Carbon offsetting

In 2020, Atos offset 100% of its carbon operational perimeter (emissions from data centers, offices, homeworking, waste, commuting and business travel). As Atos digital services and hosting services are carbon-compensated worldwide, our clients can report zero (0) CO2e emissions in relation to their solutions hosted in our data centers. The Atos offsetting program is carried out through wind farm projects which generate clean electricity and through forest protection projects which enable nature-based removal or carbon capture to counterbalance carbon emissions.

Introducing internal carbon pricing Atos Green Network In 2020, Atos became one of the first One of our most active employee-led companies in its industry to establish communities, the Atos Green Network, an internal carbon pricing mechanism. encourages greener practices. The aim is to attach a value to tCO2 It supports projects such as abandoning emission reduction that will impact plastic for all purchases and promotional the operating margin results used in the products, publishes dedicated bonus payout calculation. The three factors newsletters and organizes environmental considered in the Internal Carbon Pricing awareness webinars on topics such as calculations are emissions related World Ocean Day, Earth Day and Climate to travel, devices and data center activities, Change awareness. supporting spend with green suppliers as well as our decarbonization offerings delivered to our clients. EcoAct joins Atos The central mission of EcoAct, which Atos acquired in 2020, is to promote, support Atos employees’ drive for net-zero and contribute to urgent action to tackle The Atos Green App is aiding our climate change and protect our planet. employees to monitor our environmental In 2020, EcoAct launched “A to Zero”, progress towards our targets and to a transformational guide for companies actively contribute to this progress. The to establish their pathway to a net-zero app increases decarbonization awareness future by addressing their response by allowing users to measure their carbon to reducing GHG emissions and the impact impact resulting from their use of email, they have on the environment. portable devices, web sites, and travel.

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Interview with Nourdine Bihmane, Head of Growing Markets, Decarbonization and Marketing, Atos

“The integration of EcoAct reinforces Atos’s position as the leader in decarbonized digital business technology.”

Nourdine Bihmane

Integrated Report 2020 | 56 Creating value through Corporate Social Responsibility

Atos Scaler supports Atos Atos and HDF Energy to develop the first decarbonization portfolio green hydrogen data center More than 50% of the members Atos and HDF Energy will develop of Atos Scaler 2020, a new program a complete solution to power datacenters launched in 2020 to bring the best using so-called green hydrogen generated cutting-edge innovative startups into by renewable energy. The aim is to the Atos ecosystem, are already enriching demonstrate a first full production center Atos’s decarbonization portfolio. operated using electricity produced from green hydrogen in 2023. One of the program’s criteria is to contribute to a decarbonized digital Atos will deliver an end-to-end green world. With DreamQuark we have jointly datacenter solution by designing developed a solution to help wealth and providing the hardware, software managers identify investors most and integration services. This includes using likely to select sustainable investments the most advanced artificial intelligence and to create hyper personalized technologies to optimize energy recommendations to increase consumption. HDF Energy will supply ESG-driven revenues. a power plant, generating electricity from high-powered fuel cells. These cells will The B2B software solution from Plan A be powered by green hydrogen produced helps businesses calculate, monitor, reduce from photovoltaic panels or wind farms. and offset their carbon footprint while creating proprietary sustainability action This new solution will enable datacenter plans. GreenSpector, combined with EcoAct, and cloud operators to offer a sustainable delivers low carbon strategy and and reliable solution to their customers. an environmentally sustainable design to our clients. Sentient Science completes our portfolio for utilities with predictive Leading the supercomputing pack maintenance solutions for wind farms. And In 2020 we introduced JUWELS, the most Tier1, with central solutions for data wiping energy-efficient supercomputer in its class and recycling, brings a strong sustainable worldwide, ranking in first place asset to our digital workplace solutions. for energy-efficiency on the TOP100 list, thanks to our patented DLC (Direct Liquid Cooling) solution, which minimizes global Quantum technologies for CO2 capture energy consumption by using warm water In July 2020, Atos announced up to 40°C. a multi-year partnership with multinational energy company Total to explore JUWELS ranks alongside 30 other the potential of quantum technologies Atos supercomputers in the Green500, to lead to a decarbonized, energy underlining our commitment -efficient future. Leveraging Atos’s unique to support our clients in Center for Excellence in Performance their decarbonization objectives. Programming and Quantum R&D Program, this partnership aims to use quantum JUWELS will be used in research related calculation to identify new materials to the climate, the environment, sustainable and molecules that will accelerate society’s energy management and the properties journey to carbon neutrality. of materials or brain research.

Atos now has 31 supercomputers in the TOP500, with a combined peak performance of 251 petaflops. Thanks to a steady stream of green innovations, each new generation of supercomputers is more energy-efficient than the previous one.

Integrated Report 2020 | 57 Creating value through Corporate Social Responsibility

Interview with Paul Peterson, Head of Human Resources, Atos

“In just three days, we went from 80% of employees working in offices or customer sites to nearly 100% working from home.”

Paul Peterson

Integrated Report 2020 | 58 Creating value through Corporate Social Responsibility

Putting people first

In the context of the global pandemic, were connecting with each other the health and safety of our 105,000 and maintaining a healthy work/life employees around the world is our first balance. For example, we organized virtual priority and in 2020 we ensured that yoga and cooking classes, coffee breaks we constantly adapted to our people’s and end-of-week toasts. We hosted shifting needs. a Wellbeing@Work week with various events for social and emotional support, The COVID-19 pandemic required which were attended by thousands a massive, rapid response for the health, of employees. safety and welfare of our employees. In just three days in March 2020, we went We also adapted our learning capabilities from 80% of employees working in offices so that employees could increase or customer sites to nearly 100% working their education while at home, according from home. We immediately put in place to each individual’s needs. Our employees different support layers for employees earned 85,000 digital certifications last year suddenly working at home, many with – 40% more than in the previous year! family members working or homeschooling in the same room. This has included As the pandemic continues to impact anything from access to mental health our people, we will continue to adjust services through our employee assistance how we support their needs, which are program to regular social interaction events, ever-changing. globally and locally, to ensure employees

Decarbonization: a shared ambition

In response to employees challenging us In a revolutionary step, since 2020 to bring them programs that are not only management incentives are also based carbon-neutral but carbon-positive, on internal carbon pricing. Each manager’s we are embedding decarbonization into achievement score is adjusted based on many of our biggest employee benefits. the amount of carbon their team uses in the bonus period. The carbon calculation We launched a green car initiative in 2020 measures things like travel, commuting in support of our ambition for all Atos- costs, the costs of energy for a datacenter, owned vehicles to be electric by the end laptop or cellphone – and working with of 2024. This involves replacing 5,500 carbon-neutral vendors. It’s a way for vehicles and supporting employees, country Atos and its people to really consider the by country, with charging stations at homes environmental impact of what we do each and offices. We are already well on our way day, embracing decarbonization at every to having a completely green fleet. level of the company.

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Keeping our people safe A recognized leader in diversity To find out more visit the 2020 Universal Registration Document section 5.3 Social

In response to the COVID-19 pandemic, we swiftly deployed our digital workplace solutions and enabled 96% of our people to work from home. Employees who responded to the Great Place to Work survey said that:

Stonewall Global Diversity Champion 98% and committed to promoting and felt ‘safe’ supporting diversity in the workplace

Over 90% felt ‘supported’ 86% answered that ‘my company adapted well to the lockdown’

95% key people retention 85,000 new digital certifications Times Top 50 Employer for Women in UK and Ireland 65% Atos Trust Index informed by Great for the second year Place to Work (GPTW) in 2020 84% of positions filled internally 10 locations certified by Great Place to Work

L’Autre Cercle’s charter, pledging support to our LGBTI employees

2 awards from Springboard’s 2020 Disability Matters Europe organization

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Integrated Report 2020 | 61 Creating value through Corporate Social Responsibility

Developing the skills of our diverse and entrepreneurial workforce

Atos creates a welcoming environment for its talented people to develop their careers. Education, diversity, digital inclusion and entrepreneurship continue to be key priorities for Atos.

Supporting education through university to join us to shape the future of digital partnerships impacting society as a whole, the future Atos has developed a new University of our company and their own future. Technology Partnerships framework to recognize the value of academic Key digital and industry skills activities such as joint Research As our people and their digital skills & Development, PhD students working development are a key strategic priority within Atos teams, applying research topics for Atos, we expanded the “Be Digital” in practice, University Chairs with joint program in 2020 to further increase digital customer funding and teaching and other skills in three key areas: Industry Expertise, curricula-related activities. Digital Ways of Working and Digital Technologies. In 2020, the total number With over 100 academic engagements of digital certifications increased by more worldwide and an increasing geographical than 40% to more than 85,000. Employees footprint, the program was launched in 2020 also have access to a broad range of Atos to further Atos’s technology and research University Academy programs which ambitions, while also delivering on our cover topics from SAP to HR, learning commitment to support the development new languages and leadership. of knowledge, education and science. Employees first New Atos employer brand – The future In 2020, 84% of positions at Atos were filled is our choice internally. This is thanks to the Atos Internal Atos aims to be a global digital employer First program which aims to ensure career of choice. The future of our business mobility for our employees inside the depends on retaining our talented people organization. The program offers internal while also recruiting new colleagues. careers fairs, job cafés, video testimonials In September 2020 we launched a new from employees, and much more. employer brand, established on a solid Employer Value Proposition, which gives people an insight into what it is really like We are Atos to work at Atos and the career development and mobility opportunities available both We are Atos is an Atos-wide Employee for prospective employees as well as Experience program. It covers wellbeing existing employees who want to make and the activities that are important an internal move. to our employees connected to charity The new employer brand tagline, At Atos, work and playing a role in our communities. the future is our choice, relates both to our It has five main tracks: diversity current employees and the talents willing and inclusion, social value, wellbeing, life@work and employee experience.

To find out more visit the 2020 Universal Registration Document section 5.3 Social

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Strategic research partnerships with academia

Hybrid cloud Edge

Cybersecurity

Artificial intelligence

Advanced computer (incl. Quantum)

Talent programs & Computer science

Training our future leaders

LAUNCH for talented employees who are early in their careers. FUEL in cooperation with Cambridge University (UK), ECS-Institute for Manufacturing and the HEC business school (France). GOLD for Business Leaders in cooperation with HEC Paris. GOLD for Technology Leaders in cooperation with Cambridge University /and Pader born University. VALUE for Executive Leaders developed in partnership with INSEAD

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Denise Reed-Lamoreaux, Head of Diversity and Inclusion, Atos

“I can’t imagine an organization functioning correctly, ethically and progressively without having diversity and inclusion activities in place. You need your people to be aligned to a common culture of inclusivity and equal opportunity. This is a key element of an organization’s success.”

Promoting gender The launch of the Global Women’s Executive Our Women Who Succeed program Mentoring Program in 2020 partnered grew out of a need to identify women our talented women with members as successors for all key roles, of our Group Executive Management Team and to prepare them for these positions. to help prepare them to take on senior level Support comes from the Group roles in the company. Management Committee, with mentoring opportunities, targeted learning programs, Our aim is for recruitment to reach 50% women’s leadership development curricula, for women, an ambitious target for our and tech talks presented by women in Atos’s industry that we are committed to attain. Expert and Scientific communities.

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The power of digital technologies Technology Taskforce, the Valuable 500 to support inclusion and the W3C Web Accessibility Initiative. The COVID-19 pandemic highlighted the vital need to increase our focus on In 2020, we became the first company digital inclusion and accessibility to address to be recognized for our excellence the new situation of distributed, remote in disability inclusion in two categories or home working for the majority of our by Springboard Consulting, an expert people. Our accessibility specialists work in facilitating the active participation across multiple countries and contribute of disabled people in the global workforce, to various disability inclusion initiatives, workplace and marketplace. Atos received such as the International Labor awards for both our internal accessibility Organization’s global business disability policy and for the comprehensiveness network, the Business Disability Forum’s of our offering to help companies incorporate accessibility.

“Atos is deeply engaged in accessibility on multiple levels. We want to share the potential of technology to deliver inclusion for disabled customers and colleagues. Our offerings range from Accessibility-as-a-Service, accessibility testing and audits, to organizational consultancy of inclusive practices and policies. Technology empowers inclusion.”

Neil Milliken, Global Head of Inclusion, Atos

Integrated Report 2020 | 65 Creating value through Corporate Social Responsibility

Our commitment to ethical, transparent and sustainable performance

In this new era of ubiquitous, mission- protection and the environment. critical digital services, excellence in ethics, We work every day to improve compliance and sustainability is a strategic our compliance program and build priority for Atos and for all our clients. on our successes. In 2020 this involved redesigning our corruption risk mapping At Atos we are committed to ensuring process, formalizing antitrust guidelines that a culture of compliance permeates and undertaking new internal throughout our ecosystem, whether this communications initiatives, such as is our top management setting the right to promote UN Anti-Corruption Day. tone for employees or third parties who work with Atos and who need to establish For the first time we also made our annual their practices comply with our standards. compliance review publicly available, Compliance is a live process for all of us explaining in detail our compliance on a daily basis. High standards of ethics organization, activities and projects and compliance play a fundamental role in our compliance program. The compliance in our success as a business. They are review presents how Atos manages a competitive advantage that are highly compliance risk throughout the risk valued by our clients. management cycle of prevention, detection and remediation and ongoing monitoring. Our expertise enables us to ensure that high ethical standards are built into Another major development in 2020 was our technology and digital innovations. an assessment of our Group Vigilance Plan This ‘ethics by design’ approach which was revised to ensure improved differentiates us from other players effectiveness, governance and ongoing and positions us to lead the market in this monitoring in line with the French legislation new phase of growth. on the Duty of Vigilance.

In 2020, we revised our Group Code Visit the Atos Compliance Review 2020 on atos.net of Ethics to reflect the Atos raison d’être and to add information about inclusion in the workplace, human rights, data

65% Net Promoter Score for all clients 100% coverage of ISO 27001 certifications 100% compliance all AFEP-MEDEF corporate governance recommendations 98% employees successfully completed the Code of Ethics e-learning 82 patents filed 63% total spending with suppliers assessed by EcoVadis

To find out more visit the 2020 Universal Registration Document section 5.4 Governance

Integrated Report 2020 | 66 Creating value through Corporate Social Responsibility

Interview with Alexandre Menais, General Secretary and Chief Compliance Officer, Atos

“High ethical standards are built into our technology and our digital innovations.”

Alexandre Menais

Updating our approach to vigilance The Group Corporate Social Responsibility, In 2020, Atos undertook a comprehensive Human Resources, Security, Legal and review of the methodology and approach in Compliance and Procurement functions its Plan of Vigilance to ensure compliance of Atos were all consulted as part of this with the French Duty of Vigilance Act which process. In France, the Duty of Vigilance has recently come into force. Act establishes legal obligations for The review involved consultation with corporate social responsibility, not only all key stakeholders directly involved in in companies’ own businesses but also the prevention and mitigation of the risks throughout the supply chain. It applies to related to human rights, safety and security large organizations employing more than and the environment in Atos’s own activities 5,000 employees in France or 10,000 and throughout its supply chain. employees worldwide.

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Shaping the digital space

In every sphere in which we operate Atos is committed to taking the lead on digital innovation, transparency and ethics.

Building the global data economy regulations and standards already exist, with GAIA-X there is currently no clear mechanism for In 2020, Atos co-founded GAIA-X to build transparently and systematically assessing a secure and transparent European data relevant compliance across the increasing and cloud framework. The 22 founding broad scope of AI use cases. The ETAMI members of the GAIA-X Foundation are program is designed to address this gap. digital leaders, industrials, academia and associations with a shared commitment Five members of the Atos Scientific to a transparent European process, Community are involved in various ETAMI openness and broad participation. GAIA-X working groups on AI-related areas initiatives will support the European Union’s that include: best practices, standards, ambition to consolidate its leadership in the regulations, and lifecycle management. global data economy. The objective of the work (which will continue throughout 2021) is to propose Building trust and interoperability for all a public standard or framework for ethics cloud users and providers is essential for in AI, as well as piloting the certification the creation of digital ecosystems. GAIA-X based on this standard drawing on a range will address this challenge through a of industry use cases. Partner contributions common set of policies, an Architecture are made on a voluntary basis with all of Standards and a set of Federation finalized output publicly available. Services which bring together existing cloud providers and their services and in Delivering digital security with which data and applications can be handled the Charter of Trust in a way that ensures full control. It will As one of the founding members enable organizations of all sizes and across of the Charter of Trust with other leading all sectors to benefit from hyperscaler global companies and organizations, offerings in Europe while respecting a set in 2020 Atos reaffirmed its commitment of essential policies. to continue to foster an ecosystem of trust where knowledge is shared, Promoting ethical and trustworthy AI innovation encouraged, and resilience with ETAMI against cybersecurity threats improved. ETAMI, Ethical and Trustworthy Artificial Atos Group Security created a Charter of and Machine Intelligence, is a collaboration Trust (CoT) team to ensure we maintain between industry and academia towards compliance with CoT principles and security the development and foundation of requirements. A substantial number of a European organization to support enhancements were made during 2020 Conformity Assessment of the development to put in place many of the CoT principles. and deployment of artificial intelligence (AI). In line with our work within the Charter The initiative aims to respond to the of Trust working group on securing the perceived growing need for certification digital supply chain, we have identified standards relating to the way that AI- 17 baseline requirements and we have enabled systems and products are updated our security requirements conceived, developed, deployed and for suppliers. maintained. Whilst a number of principles,

Integrated Report 2020 | 68 Creating value through Corporate Social Responsibility

Our top 250 vendors are now provided Corruption risk mapping with this information when receiving In 2020, Atos revised the methodology newly-issued purchase orders and are used to build its corruption risk mapping, requested to acknowledge this information in line with Enterprise Risk Management allowing Atos to strengthen its security methodology (ERM), in order to identify and approach towards its supply chain. assess corruption and influence peddling risks. The exercise covered the entire Group.

To find out more visit the 2020 Universal Registration Document section 5.4 Governance

Integrated Report 2020 | 69 Creating value through Corporate Social Responsibility

For each key process identified in the Book coordinates anything from sourcing of Internal Control (BIC) as containing a risk to contracting activities, together with of corruption, top managers were asked 40 supplier managers who monitor to assess the risk types and scenarios our key contracts and 350 supply chain derived from actual cases reported and experts who manage, build, deliver other risk mapping exercises conducted and process our Big Data & Security and within the Group. Unified Communications and Collaboration products. In 2020, we continued The outcome of the 2020 Group Corruption to improve performance in relation Risk Mapping, including a mitigation plan to our key KPIs: sustainable savings, to address global and local points maintaining cost competitiveness, of attention, was presented to the Group introducing or reintroducing a consumption Management Committee and to the Audit based approach to lower the cost base, Committee. The Group Management further consolidating the number Committee will receive progress reports of suppliers and driving CO2 emission on a semesterly basis going forwards. reduction. This was achieved through innovative and collaborative approaches Keeping our workforce alert to with our stakeholders and suppliers. ethical risks The e-learning course on the Atos Code As a digital leader, Atos aims to streamline of Ethics is mandatory for all employees its procurement processes. In 2020 we without exception. This module ensures created an end-to-end state-of-the-art a thorough understanding of Atos’s ethical digitalized procurement process using standards and how we promote fair guided buying for ordering, electronic practices in our daily business activities. requests (E RFX) to support our sourcing In 2020, 98% of employees completed process, automation technology (RPA) the module. and chatbots to initiate purchase requests and reporting, together with analytics to To complement the e-learning module transform data into information and ePO on the Code of Ethics, ETO²S (Ethics in e-Invoices and e-Signatures. Tier One Organization School) specific classroom training sessions are organized To leverage and enhance mutual success throughout the Group which senior with third party suppliers, we organized managers are required to follow as they are Atos’s first virtual supplier day in November well placed to lead their teams by example. 2020. Our top 250 suppliers were joined by our CEO and members of the Group In addition, to ensure a deeper Management Committee to discuss understanding of the specific risks related our 2021 key themes of decarbonization, to corruption, Atos uses an e-learning cost competitiveness, and go-to module prepared by Transparency -market opportunities. International which is available to all employees and helps identify appropriate Over half of Atos’s emissions come from behavior in an operational context. our supply chain so this year we stepped It provides an in-depth understanding of the up our sustainability actions by seeking UN Global Compact’s tenth principle against to influence our partners to join our efforts corruption and the UN Convention against to become net-zero by 2028. We designed Corruption as it applies to the private sector. our own supplier rating and reporting systems, increased our sustainability evaluation criteria for new procurement Integrating our sustainability strategy activities, and developed a team in our procurement and supply chain of decarbonization ambassadors across management the procurement function to support The Atos Procurement & Supply Chain both internal and external colleagues. Management team of 400 procurement professionals across 26 countries

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Interview with Aurelia Tremblaye, Group Chief Procurement Officer, Atos

“We organized Atos’s first virtual supplier day in November 2020. Our top 250 suppliers were joined by our CEO and members of the Group Management Committee to discuss our 2021 key themes of decarbonization, cost competitiveness, and go-to-market opportunities.”

Aurelia Tremblaye

Integrated Report 2020 | 71 Stakeholder information

Fulfilling the expectation of information using GRI and SASB Standards

The Atos non-financial statement included Any stakeholder can use the GRI Content into the Universal Registration Document Index table included in page 74 and and into this Integrated Report is created onwards to identify the Atos material according the guidelines of the GRI information and find, following the Standards and SASB Standards. references included, how Atos approach the topic and monitors the related specific GRI Sustainability Reporting Standards are disclosures. Stakeholders can also use the most used global standards the SASB Content Index table included for sustainability or ESG reporting. Using this in page 86 to identify the information common framework Atos reports across a and metrics requested by the Software wide range of ESG-related topics with the & IT Services Sustainability Accounting aiming of providing clearer communication Standard which are disclosed by Atos to stakeholders regarding sustainability in the annual management reports matters, at the time than enabling any (Universal Registration Document interested party to compare across and Integrated Report). companies and industries. For a quantitative review of the Atos´s ESG The “Software & IT Services” industry performance the stakeholders can access standard of the Sustainability Accounting to a wide range of indicators with values Standards Board (SASB) provides to Atos for the last 3 years presented in the section the guidelines of a sector-specific standard “5.5 Non-Financial Performance Indicators” helping to disclose information which is of the Universal Registration Document. relevant for its sector. Those are identified by a code aligned with the specific disclosures of the GRI and The analysis of materiality performed SASB or by an Atos´ internal code. For a fast during the reporting year identified the ESG performance review anyone could material topics that are important for the access to the Atos web page where a short stakeholders and then Atos disclose the selection of indicators is disclosed. information and indicators that could satisfy the expectation of the main stakeholders.

Integrated Report 2020 | 72 Stakeholder information

GRI Standards Content Index

For the GRI Content Index Service, GRI Services reviewed that the GRI content index is clearly presented and the references for all disclosures included align with the appropriate sections in the body of the report. The service was performed on the English language version of the report. This report has been prepared in accordance with the GRI Standards: Comprehensive option. The overall process is assured by an external auditor. With this approach, Atos demonstrates that its extra financial performance disclosures are accurate and exhaustive. You can find below the entire GRI Standards Content Index table with general and specific disclosures.

GRI 101 Foundation 2016 General Disclosures

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Organizational proﬁle

102-1 102-1 R *URD - P 11 - 1. Group Overview => Atos proﬁle R 256 - 52 R I 02 - I 04 - -

102-2 102-2 R *URD - P 11 - 1. Group Overview =>Atos proﬁle R R - 2 - 1 G 256 - 52 R

102- 102- R R - 401 - R 256 - 52 R

102-4 102-4 R R - 1 - 1 G R 256 - 52 R R - 25 - 514 R

102-5 R R - - 42 R 256 - 52 R

102-6 102-6 R R - 1 - 1 G R 256 - 52 R R - 26 - 1 G R - 2 - 1 G GRI 102 G 102- 102- R I 11 2016 R - 1 - 1 G R 256 - 52 R

102- 102- I R I 12 6 R - 1 - 5 R I 1 256 - 52 R

102- 102- R III 2 R - 202 - 5 R 256 - 52 R R - 20 - 5 2020

102-10 102-10 Signiﬁcant R R - 251 - 51 R 256 - 52 R

102-11 102-11 R R - - 1 G R R 256 - 52 R

102-12 102-12 R 1 2 4 5 R - 251 - 511 R R 256 - 52 R R - 251 - 512 R 1000

102-1 102-1 R R - 15 - 51 R 256 - 52 R

Integrated Report 2020 | 73

[GRI 102-54] [GRI 102-55] [GRI 102-56] Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Strategy

102-14 102-14 R II 11 R - 4 - 1 G R - 256 - 52 R R - 5 - 1 G R - 1 - 1 G I R - 1 - 1 G R - 15 - 514 GRI 102 G 102-15 102-15 R 2016 R - 25 - 1 G R R - 1 - 1 G 256 - 52 R R - 5 - 1 G I R - - 1 G - R

I 44 - R 46 - R

Ethics and integrity

102-16 102-16 R III 1 10 16 R - 220 - 54621 R Identiﬁcation and Assessment Measures 256 - 52 R R - 221 - 54622 GRI 102 R - 221 - 54622 G 2016 102-1 102-1 R III 1 10 16 R - 220 - 54621 R Identiﬁcation and Assessment Measures 256 - 52 R R - 221 - 54622 R - 222 - 5462 G

Governance

102-1 102-1 R G R - 6 - 42 R R - 154 - 51 R 256 - 52 R

102-1 102-1 R R - 154 - 51 R R 256 - 52 R

102-20 102-20 R - R - 154 - 51 R R 256 - 52 R

102-21 102-21 R III 1 16 R - 154 - 51 R R 256 - 52 R

102-22 102-22 R 5 16 R - 6 - 42 R GRI 102 R - - 42 256 - 52 R G 2016 102-2 102-2 R 16 R - 6 - 42 R R - - 42 256 - 52 R

102-24 102-24 R 5 16 R - 6 - 42 R 256 - 52 R

102-25 102-25 R 16 Conflicts of interest *URD - P 116 - 4.2.3.7 Potential conflict of interest R 256 - 52 R *URD - P 117 - 4.2.3.8 => Conflicts of interest

102-26 102-26 R R R - 6 - 42 R R - 1 - 1 G 256 - 52 R R - 154 - 51 R

102-2 102-2 R II 2 4 R - 154 - 51 R R 256 - 52 R

Integrated Report 2020 | 74 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

102-2 102-2 R R - 1 - 1 G R 256 - 52 R R - 6 - 1 G R R - 125 - 425

102-2 102-2 I R 16 R - 154 - 51 R R 256 - 52 R

102-0 102-30 Eﬀectiveness R R - 154 - 51 R R 256 - 52 R

102-1 102-1 R R R - 154 - 51 R R 256 - 52 R

102-2 102-2 R R - 154 - 51 R R 256 - 52 R

102- 102- R R - 222 - 5462 G R 256 - 52 R GRI 102 G 102- 102- R R - 222 - 5462 G R 2016 256 - 52 R

102-4 102-4 R R - 222 - 5462 G R 256 - 52 R

102-5 102-5 R R I 1 R - 145 - 4 R 256 - 52 R

102-6 102-6 R I 1 R - 121 - 4244 R R 256 - 52 R R - 122- 4245 G

102- 102- R I 1 16 R - 121 - 4244 R R 256 - 52 R R - 12 - 4246 R

102- 102- R I 1 R - 1 - 5 R R 256 - 52 R

102- 102- R I 2 R - 1 - 5 R R 256 - 52 R

Stakeholder engagement

102-40 102-40 R R - 15 - 51 R 256 - 52 R I I 42 - -

102-41 102-41 R R - 200- 52 R GRI 102 256 - 52 R G R - 242 - 55 - I 2016 R - 24 - 56 -

102-42 102-42 I R R - 15 - 51 R 256 - 52 R I I 42 - -

Integrated Report 2020 | 75 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

102-4 102-4 R III 1 R - 6 - 1 G R R 256 - 52 R R - 15 - 51 I R - 244 - 55 - I - R - 24 - 56 -

I GRI 102 42 - G 102-44 102-44 R 2016 R - 6 - 1 G R R 256 - 52 R R - 15 - 51 I R - 244 - 55 - I - R - 24 - 56 - R - 15 - 514

I 42 -

Reporting practice

102-45 102-45 R R - 251 - 51 R G 4 R - 252 - 514 256 - 52 R ﬁnancial statements

102-46 102-46 Deﬁning R R - 15 - 514 R G 4 256 - 52 R

102-4 102-4 R R - 15 - 514 R 256 - 52 R R - 5 - 1 G

102-4 102-4 R R R - 251 - 51 R G 1 R - 25 - 515 256 - 52 R

102-4 102-4 R R - 251 - 51 R G 256 - 52 R 1 2

102-50 102-50 R R R - 251 - 51 R 256 - 52 R

102-51 102-51 R R - 251 - 51 R 256 - 52 R GRI 102 G 102-52 102-52 R R R - 251 - 51 R 2016 256 - 52 R

102-5 102-5 R R - 4 - 6 R 256 - 52 R I - I

102-54 102-54 I 6 - GRI I R G 256 - 52 R GRI I

102-55 102-55 GRI R R - 251 - 51 R G 256 - 52 R I 6 - GRI I I

102-56 102-56 R R - 251 - 51 R G 256 - 52 R I G 6 - GRI I I 56

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Material Topics GRI 200 Economic Standard Series

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Economic Performance

10-1 R R - 5 - 1 R R - 15 - 51 256 - 52 R R - 15 - 514 I R - 15 - 514 R - 20 - 510 R - 251 - 512 R 1000 R - 252 - 51 G R I GRI GRI 10 R - 252 - 514 R - 25 - 515 2016

10-2 10-2 R 5 16 R - 1 - 1 R R - 154 - 51 R 256 - 52 R R - 154 - 511 R - 155 - 512 I R - 25 - 515

10- 10- R R - 24 - 55 - R I 256 - 52 R R - 25 - 515 I

201-1 201-1 R I 1 2 5 R - 1 - 1 R R 256 - 52 R R - 20 - 510 I R - 242 - 55 - I R - -

201-2 201-2 R II 4 1 R - 166 - 52 R R 256 - 52 R R - 16 - 522 I GRI 201 R - 16 - 522 2016 R - 2 - 55 - I R - 24 - 56 -

201- 201-3 Defined R benefit plan R - 16 - 5 R organization’s defined benefit plan obligations 256 - 52 R R - 241 - 55 - I I

201-4 201-4 R R - 2 - 5410 R 256 - 52 R R - 24 - 55 - I I

Anti-corruption

10-1 10-1 R - R - 5 - 1 R R - 15 - 51 256 - 52 R R - 15 - 514 I R - 15 - 514 R - 251 - 512 R 1000 GRI 10 R - 252 - 51 G R I GRI 2016 R - 25 - 515

Integrated Report 2020 | 77 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

10-2 10-2 R - R - 1 - 1 R R - 154 - 51 R 256 - 52 R R - 154 - 511 R - 155 - 512 I R - 21 - 5461 non-ﬁnancial performance challenges GRI 10 R - 25 - 515 2016 10- 10- R - R - 21 - 5461 R non-ﬁnancial performance challenges 256 - 52 R R - 24 - 55 - I I R - 25 - 515

205-1 205-1 R III 1 10 16 R - 201 - 5 R R 256 - 52 R R - 24 - 55 - I I R - 245 - 55 - I R - 24 - 56 -

205-2 205-2 R III 1 10 16 GRI 205 R - 6 - 1 R R - 256 - 52 R 2016 - R - 222 - 54622 R - 245 - 55 - I I

205- 205-3 Conﬁrmed R III 1 10 16 R - 221 - 54622 G R 256 - 52 R R - 22 - 54624 R - 245 - 55 - I I R - 24 - 56 -

GRI 300 Environmental Standards Series

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Energy

10-1 10-1 R R - 5 - 1 G R R - 15 - 51 256 - 52 R R - 15 - 514 R - 15- 514 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R - 251 - 512 R 1000 R - 252 - 51 G R I GRI R - 25 - 515

10-2 10-2 R GRI 10 R - 1 - 1 G R R - 154 - 51 R 256 - 52 R R - 154 - 511 2016 R - 155 - 512 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R - 164 - 522 R - 166 - 52 R R - 25 - 515

10- 10- R *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 164 - 522 R - 24 - 55 - I R - 25 - 515

Integrated Report 2020 | 78 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

02-1 02-1 R 12 1 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 16 - 5254 R - 24 - 55 - I R - 25 - 55 - I R - 24 - 56 - R - 25 - 515 R - 254 - 515 GG

02-2 02-2 R 12 1 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 16 - 5254 R - 1 - 5255 R - 25 - 55 - I R - 24- 56 - R - 254 - 515 GG

02- 02- R 12 1 R- 6 - 1 G R *URD - P 161 - 5.2.1 Environmental non-ﬁnancial 256 - 52 R GRI 02 2016 R - 16 - 5254 R - 25 - 55 - I R - 24 - 56 - R - 25- 515 R - 254 - 515 GG

02-4 02-4 R R 12 1 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 16 - 5254 R - 25 - 55 - I

02-5 02-5 R R 12 1 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 11 - 5242 R - 16 - 5254 R - 16 - 5254 in the oﬃces R - 1- 5254 R - 25- 55 - I R - 24 - 56 -

Emissions

10-1 10-1 R R- 5 - 1 G R R - 15 - 51 256 - 52 R R - 15 - 514 R - 15 - 514 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R - 251 - 512 R 1000 R - 252 - 51 G R I GRI GRI 10 R - 25- 515 2016 10-2 10-2 R R- 1 - 1 G R R - 154 - 51 R 256 - 52 R R - 154 - 511 R - 155 - 512 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R - 164- 522 R - 166 - 52 R R - 25- 515

Integrated Report 2020 | 79 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

10- 10- R *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R GRI 10 256 - 52 R R - 164 - 522 R - 24 - 55 - 2016 I R - 25 - 515

05-1 05-1 R 12 1 14 15 1 GG *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R 256 - 52 R R - 166 - 521 R R - 1 - 5251 R - 26 - 55 - I R - 24 - 56 - R - 25- 515 GG 1 2 R - 25 - 515 R - 254- 515 GG R - 254 - 515 GG

05-2 05-2 R 12 1 14 15 2 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R GG 256 - 52 R R - 166 - 521 R R - 1 - 5251 R - 26 - 55 - I R - 24- 56 - R - 25 - 515 GG 1 2 R - 25 - 515 R - 254 - 515 GG R - 254 - 515 GG

05- 05- R 12 1 *URD - P 161 - 5.2.1 Environmental non-ﬁnancial R GG 256 - 52 R GRI 05 R - 166 - 521 R 2016 R - 1 - 5251 R - 26 - 55 - I R - 24- 56 - R - 25 - 515 GG 1 2 R - 25 - 515 R - 254 - 515 GG R - 254 - 515 GG

05-4 05-4 GG R 1 14 15 R - 6 - 1 G R *URD - P 161 - 5.2.1 Environmental non-ﬁnancial 256 - 52 R R - 166 - 521 R R - 1 - 5251 R - 26 - 55 - I R - 25 - 515 R - 254 - 515 GG R - 254 - 515 GG R - 255 - 515 -

Integrated Report 2020 | 80 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

05-5 05-5 R R 1 14 15 GG R - 6 - 1 G R *URD - P 161 - 5.2.1 Environmental non-ﬁnancial 256 - 52 R R - 166 - 521 R R - 1 - 5251 *URD - P 176 - 5.2.5.3 Carbon oﬀsetting R - 16- 5254 R R - 1- 5255 R - 26- 55 - I R - 2 - 55 - I R - 25- 515 R - 254 - 515 GG

05-6 05-6 R 12 1 - R - 12 - 524 R 256 - 52 R R - 25 - 56 -

05- 05- R 12 1 14 15 R - 12- 524 R 256 - 52 R and other signiﬁcant R - 25 - 56 -

GRI 400 Social Standards Series

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Employment

10-1 10-1 R R - 15 - 51 R 256 - 52 R R - 15 - 514 R - 15 - 514 R - 251 - 512 R 1000 R - 252 - 51 G R I GRI GRI 10 R - 25 - 515 2016 10-2 10-2 R R - 154 - 51 R R R - 154 - 511 256 - 52 R R - 155 - 512 R - 25 - 515

10- 10- R 256 - 52 R

401-1 401-1 R I 12 6 5 R - 1 - 54 R I 1 256 - 52 R I 14 R - 2 - 55 - I 21 I I 22 R - 242 - 55 - I R - 255 - 515 R

401-2 401-2 Beneﬁts R GRI 401 - R - 16 - 5 R death and disability beneﬁts 256 - 52 R 2016 R - 241 - 55 - I - R - 255 - 515 R

401- 401- R I 1 6 5 R - 200 - 52 R 256 - 52 R R - 241 - 55 - I R - 255 - 515 R

Integrated Report 2020 | 81 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Occupacional Health and Safety

10- 10- R R - 15 - 52 R 256 - 52 R R - 24 - 55 - I R - 25 - 515

40-1 40-1 R R - 15 - 52 R - 1 - 52

40-2 40-2 R identiﬁcation, R - 15 - 52

40- 40- R R - 15 - 52 R - 16 - 52 I

40-4 40-4 R R - 15 - 52 R - 16 - 52 R - 200 - 52

40-5 40-5 R R - 15 - 52

40-6 40-6 R R - 16 - 52 I

40- 40- R R - 16 - 52 I GRI 40 201

40- 40- R R - 15 - 52

40- 40- - R R - 15 - 52

40-10 40-10 - R R - 16 - 52 I

Integrated Report 2020 | 82 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

Training and Education

10-1 10-1 R R - 15 - 51 R 256 - 52 R R - 15 - 514 R - 15 - 514 R - 1 - 54 R - 251 - 512 R 1000 R - 252 - 51 G R I GRI R - 25 - 515 GRI 10 10-2 10-2 R 2016 R - 154 - 51 R R R - 154 - 511 256 - 52 R R - 155 - 512 R - 16 - 5 R - 25 - 515

10- 10- R R - 16 - 5 R 256 - 52 R R - 24 - 55 - I R - 25 - 515 R - 255 - 515 R

404-1 404-1 R I 2 6 4 5 R - 16 - 5 R 256 - 52 R R - 1 - 54 R - 2 - 55 - I R - 24 - 56 - R - 255 - 515 R

404-2 404-2 R I 1 R - 16 - 5 R GRI 404 256 - 52 R R - 2 - 55 - I 2016 R - 24 - 56 - R - 255 - 515 R

404- 404- R I 1 6 5 R - 16 - 5 R 256 - 52 R R - 2 - 55 - I R - 24 - 56 - R - 255 - 515 R

Customer Privacy

10-1 10-1 R R - 15 - 51 R 256 - 52 R R - 15 - 514 R - 15 - 514 R - 251 - 512 R 1000 R - 252 - 51 G R I GRI GRI 10 R - 25 - 515 2016 10-2 10-2 R R - 154 - 51 R R R - 154 - 511 256 - 52 R R - 155 - 512 R - 216 - 545 R - 25 - 515

Integrated Report 2020 | 83 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

10- 10- R R - 216 - 545 R R - 24 - 55 - 256 - 52 R I R - 25 - 515

GRI 41 41-1 41-1 R 16 - R - 1 - 5261 R 256 - 52 R 2016 R - 22 - 54624 R - 245 - 55 - I R - 24 - 56 -

Atos Speciﬁc Indicators

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

10-1 103-1 Atos speciﬁc R R - 5 - 1 G R 256 - 52 R R - 15 - 51 R - 15 - 514 R - 15 - 514 R - 251 - 512 R 1000 R - 252 - 51 G R I GRI GRI 10 R - 25 - 515 2016 10-2 103-2 Atos speciﬁc R R - 1 - 1 G R 256 - 52 R R - 154 - 51 R R - 154 - 511 R - 155 - 512

10- 103-3 Atos speciﬁc R R - 24 - 55 - R I 256 - 52 R

2 2 - R I R - 6 - 1 G R R G 256 - 52 R R - 200 - 52 R - 200 - 52 I R - 241 - 55 - I R - 24 - 56 -

- I R R - 6 - 1 G R R 256 - 52 R I R - 244 - 55 - 27001 certiﬁcation I R - 24 - 56 - R - 255 - 515 I2001

Atos speciﬁc 10 10 - R R - 6 - 1 G R R 256 - 52 R R - 20 - 54 I I R - 245 - 55 - I R - 24 - 56 - R - 255 - 515 I

14 14 - R R - 6 - 1 G R R certiﬁed ISO 14001 256 - 52 R R - 165 - 522 I 14001 Certiﬁcation R - 2 - 55 - I

Integrated Report 2020 | 84 Stakeholder information

GRI GRI R 2020 G Part Reason Explanation G 2 Omitted G

16 16 - R R - 6 - 1 G R R 256 - 52 R R - 1 - 5 R - 240 - 55 - I

1 1 - R R - 6 - 1 G R R 256 - 52 R R - 201 - 5 R R - 24 - 55 - I R - 24 - 56 -

20 20 - R R - 6 - 1 G R R 256 - 52 R R - 166 - 52 R R - 16 - 522 R - 2 - 55 - I R - 24 - 56 -

Integrated Report 2020 | 85 Stakeholder information

Sustainability Accounting Standards Board content index

Atos align its annual reporting to the Sustainability Accounting Standards Board (SASB), focusing disclossures and indicators more material for its business into the Software and IT services Industry.

Software and IT Services Industry

2020

Energy Management

-I-101 1 2 55 - I 24

-I-102 1 2 52 11

-I-10 5254 1

Customer Privacy

-I-2201 545 216

-I-2202 5451 21

-I-220 5452 21

Data Security

-I-201 (1) Number of data breaches, (2) percentage involving personally identiﬁable information (PII), 544 (3) number of users aﬀected 214

-I-202 - 541 G - 205 544 212

Employee Engagement, Diversity & Inclusion

-I-02 52 200

-I-0 Percentage of gender and racial/ethnic group representation for (1) management, (2) technical staﬀ, 55 1

Competitive Behavior

-I-5201 55 - I 246 Systemic Risk Management

-I-5502 544 I R Business continuity in the face of Covid-19, page 214

Integrated Report 2020 | 86 Auditor’s assurance letter

Report of one of the Statutory Auditors, on the social, environmental and societal information published in the integrated report. Year ended December 31, 2020

This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of English speaking readers. This report should be read in conjunction with, and construed in accordance with, French law and professional auditing standards applicable in France.

For the attention of the general Responsibility of the Statutory Auditor management, Based on our work, it is our responsibility to express a limited assurance on the fact Pursuant to your request and in our capacity that the social, environmental and societal as Statutory Auditors of ATOS SE, we hereby information presented in the integrated present you with our limited assurance report, taken as a whole, are presented, report on the social, environmental fairly, in all material aspects, in accordance and societal information presented in with the Reporting Criteria. the integrated report on pages 1 to 71 (hereinafter the “Information”) for the year To assist us in conducting our work, we ended December 31, 2020. referred to the corporate responsibility experts of our Firm. Responsibility of the company This Information has been prepared We conducted the following procedures under the responsibility of the Corporate in accordance with the professional Responsibility Department in conjunction guidance issued by the French Institute of with the Human Resources Department, statutory auditors (Compagnie nationale des in accordance with internal protocols for commissaires aux comptes) relating to this measuring and reporting used by the engagement and with ISAE (International ATOS SE (the «Reporting Criteria») at the Standard on Assurance Engagements) 30001. company’s headquarters within these Departments. Nature and scope of procedures We have carried interviews with the people As disclosed in the integrated report, ATOS responsible of preparing the Information SE takes into account the GRI (Global within the departments in charge of Reporting Initiative) standards order to the data collection process and, when identify the main issues of corporate appropriate, those responsible for internal responsibility and select the indicators (KPIs control and risk management procedures, «Key Performance Indicators») used to in order to: manage these issues and to communicate the performance of the Group externally. • assess the appropriateness of the Reporting Criteria with respect to its Independence and quality control relevance, completeness, neutrality, Our independence is defined by regulatory clarity and reliability, by taking into texts, the French Code of ethics (Code de consideration, when relevant, the déontologie) of our profession and the sector’s best practices; requirements of article L.822-11 of the French Commercial Code. In addition, we • verify the set-up of a process to collect, have implemented a system of quality compile, process, and check the control including documented policies and completeness and consistency of the procedures regarding compliance with the selected Data. ethical requirements, French professional standards and applicable legal and regulatory requirements.

1 ISAE 3000 – Assurance engagements other than audits or reviews of historical information

Integrated Report 2020 | 87 We determined the nature and scope of the Regarding the other consolidated tests and controls according to the nature Information, we have assessed its and significance of the Information with consistency in relation to our understanding regard to the company’s characteristics, of the Group. the social and environmental challenges of its activities, its sustainable development We believe that the sampling methods strategies and the sector’s best practices. and sizes of the samples we have used Concerning the Information that we have in exercising our professional judgment considered to be most important and enable us to express limited assurance; identified, for quantitative information, by a higher level of assurance would have the sign ✔ in the “Main Key Performance required more in-depth verifications. Due Indicators” table in pages 48-502: to the use of sampling techniques and the other limits inherent to the operations • for the consolidating entity, we of any information and internal control consulted the documentary sources system, the risk that a material anomaly and conducted interviews to be identified in the Information cannot be corroborate the qualitative information3 totally eliminated. (organization, policies, actions), we performed analytical procedures Conclusion on the quantitative information and Based on our work, we did not identify verified, using sampling techniques, the any material anomaly likely to call calculations and the data consolidation, into question the fact that the social, and we verified their consistency with environmental and societal information, the other information presented in the published by ATOS SE as requested by the integrated report; GRI standards and presented in pages 1 to 71 of the integrated report, taken as a • for a representative sample of entities4 whole, are presented fairly, in accordance that we have selected according to with the Reporting Guidelines. their activity, their contribution to the consolidated indicators, their location and a risk analysis, we held interviews Paris-La Défense, May 10, 2021 to verify the correct application of the procedures and performed substantive One of the Statutory Auditors tests using sampling techniques, Deloitte & Associés consisting in verifying the calculations made and reconciling the data with Jean-François Viat supporting evidence. The selected Statutory Auditor sample represents between 18% and all the consolidated quantitative social and Erwan Harscoët environmental data disclosed. Sustainability Director

2 Quantitative information: Energy in absolute (Mwh); Energy intensity by revenue (GJ per Million EUR); GHG emissions by employee (tCO2 per employee); Percentage of Offices and Datacenters ISO14001 certified; Offsetting of all data centers GHG emissions (%); Atos Trust Index® informed by Great Place to Work (GPTW); Total number or employees recruited; Percentage of graduates recruited; Average hours of training that employees have undertaken during the year; Number of digital certifications obtained per year; Percentage of female within Atos; Net Promoter Score for our All clients; Client innovation workshops delivered; Percentage of coverage of ISO 27001 certifications; Total number of material complaints regarding breaches of customer privacy and losses of customer data giving rise to legal proceedings with an amount claim of at least 300k€; Attendance rate at Board meetings; Percentage of female in the Board of Directors; Percentage of employees who successfully completed the Code of Ethics’ e-learning; Number of significant fines (higher than 100k EUR); Total percentage of spend assessed by EcoVadis. 3 Qualitative information: Introducing internal carbon pricing; Atos employees’ drive for net-zero; The power of digital technologies to support inclusion; Delivering digital security with the Charter of Trust. 4 Sample of entities: Atos USA, Atos Germany, Atos Philippines

Integrated Report 2020 | 88 Stakeholder information

For further information or questions related to: Shareholders, please contact [email protected] Corporate Social Responsibility, please contact [email protected]

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Integrated Report 2020 | 89