Universal Registration
Document 2023
Including the 2023 annual ﬁnancial reportTable of Contents

1

Group Overview
Chairman introduction
Chief Executive Officer introduction
The Atos raison d’être
Atos profile
Highlights and rewards
Board of Directors
Group Executive Board
Financial performance
Integrated Performance Dashboard
2023 key achievements
Atos story
Market trends
Market sizing and competitive landscapeBusiness model
Vision, ambition & strategy
Atos Corporate Social Responsibility (CSR)
Risk management2

3

Corporate Social Responsibility

173

4
6
8
9
10
11
14
16
18
19
22
23
24
27
30
33
36

5.1
5.2
5.3
5.4
5.5
5.6

174
182
208
245
311
316

Sales and Delivery | AFR |

39

2.1
2.2
2.3
2.4

40
42
47
54

2023: a year of execution
Tech Foundations perimeter
Eviden perimeter
Thriving innovation and partnerships

3

Business Performance& Financial Review | AFR |

59

3.1
3.2
3.3
3.4

60
66
69
72

Operational review
First quarter 2024 performance2024‑2027 business plan of the Atos Group
Financial review

5

Introduction to CSR at Atos
Environment
SocialGovernance
Non‑Financial Performance Statement
Information about the report

6

Financial statements | AFR |325

6.1 Consolidated financial statements
6.2 Parent company summary financial
statements

326

7

Risk Analysis

437

7.1
7.2
7.3
7.4

438
441
458
460

Risk management activities | AFR |Risk Factors
Claims and litigation
Internal control

8Common Stock Evolution and Performance

467

8.1
8.2
8.3
8.4
8.5
8.6
8.7
8.8

468
469
469
470
470
470
471
480

Basic data
Stock ownership
Dividend policy
Shareholder documentation
Financial calendar
Contacts
Common stock
Share trading performance

94

Corporate Governance | AFR |85

4.1 Legal Information
4.2 Corporate governance
4.3 Compensation and stock ownership ofCompany officers

8690

Universal Registration Document 2023

134

405

Other Information | AFR |

489

9.1
9.2
9.3
9.4
9.5
9.6

490
491
492
493
498
502

Persons responsible
Contacts
Locations
Glossary
AMF cross‑reference table
Full index

Universal Registration
Document 2023
including annual financial report

The French version of this Universal Registration Document was filled on May 24, 2024 with the Autorité des Marchés Financiers (AMF), as competentauthority under Regulation (EU) 2017/1129, without prior approval pursuant to Article 9 of Regulation (EU) 2017/1129.
The Universal Registration Document may be used for the purposes of an offer to the public of securities or admission of securities to trading on aregulated market if it is supplemented by a security note and, if applicable, a summary together with any amendments to the Universal Registration
Document. All shall be approved by the AMF in accordance with Regulation (EU) 2017/1129.
This Universal Registration Document is a free translation into English of the official version of the Universal Registration Document which has been
prepared in French and in ESEF format (European Single Electronic Format) and which includes the Annual Financial Report for the fiscal year ended
December 31, 2023 and is available on the AMF’s website (www.amf‑france.org) and on the Company’s website (www.atos.net).

Universal Registration Document 2023

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Universal Registration Document 2023

1

1Group Overview
Chairman introduction
Chief Executive Officer introduction
The Atos raison d’être
Atos profile
Highlights and rewards
Board of Directors
Group Executive Board
Financial performance
Integrated Performance Dashboard

4
6
8
9
10
11
14
16
18

2023 key achievements
Atos story
Market trends
Market sizing and competitive
landscapeBusiness model
Vision, ambition & strategy
Atos Corporate Social Responsibility(CSR)
Risk management

19
22
23
24
27
30
33
36

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1Group Overview
Chairman introduction

Chairman introduction“Our collective journey through 2023 wasmarked by many challenges. For this, I would
like to extend my profound gratitude to all of
our employees and clients. Your commitment
to the values and vision of Atos Group is thecornerstone of our 2023 accomplishments
and will play a vital role in 2024 and beyond.”
Jean‑‑Pierre Mustier
Chairman of Atos SE (Societas Europaea) Board of Directors

Reflections on 2023
2023 has been a challenging year for our Group, which hasgone through major changes in terms of organization andgovernance.

proud that the Group has continued to play a leading role in
the field of sustainability, winnig awards such as the Platinum
EcoVadis Medal for the fourth consecutive year.

Despite this, thanks to all our employees and customers, ourcommercial activity continued to show strength throughout
our transformation in unfavourable environment.. I am also

While the Atos Group achieved its revenue and margin targets
it set for 2023, major challenges remain, notably in relation to
the sustainability of the Group’s debt.

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Group Overview
Chairman introduction

Looking towards 2024
Our 2024 priority remains the refinancing of our debt, tosupport the Group’s long‑term financial sustainability. We are
actively evaluating all strategic alternatives available to us, inthe best interest of our stakeholders and in particular our
94,000 employees and customers.

Late March, we entered into an amicable conciliation
procedure, following the ad hoc mandate initiated last
February, with the aim of promoting the emergence of a
global agreement on the restructuring of the Group’s financial
debt.
We will provide regular updates on the progress of theongoing discussions.

A stronger team
I am pleased with the measures taken to strengthen theGroup’s Board of Directors. These appointments bring to theBoard new expertise in technology and major transformation
projects, and are extremely valuable to the Group in its current
strategic endeavors.

Today, there are still many challenges for us to navigate
through to create a resilient and dynamic Group for tomorrow.
Nevertheless, I am confident we will succeed as a team, and I
want to take this opportunity to thank our clients and all our
Atos Group colleagues for their unfailing support.

I would also like to welcome Paul Saleh to his new role as
Chief Executive Officer of Atos Group, who following his
successful tenure as the Chief Financial Officer, will bring his
wide experience in companies’ turnaround.

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Group Overview
Chief Executive Officer introduction

Chief Executive Officer introduction
Dear shareholders,
2023 was a pivotal year for the Group as we continued totransform our business. We successfully executed ourstrategy to create two distinct yet complementary business
units—Eviden and Tech Foundations. Each line of business is
now well positioned to compete and grow in the markets they
serve.
Our new operating model gives us greater agility and flexibility
to serve our clients, deliver on our commitments andaccelerate our growth. The Atos Group’s strategy is gaining
traction in a dynamic and challenging market environment.
Eviden continues to grow its revenue and operating margins,
while Tech Foundations experienced a managed revenue
decline with a strong rebound in operating margins.
Moving forward, we have three priorities: pursue profitable
growth in all our markets, capture market share by offering
unmatched value to clients, and drive innovation. We also
remain laser focused on refinancing the Group’s debt having
entered an amicable conciliation procedure to facilitate a
global refinancing agreement and have laid out theparameters of our refinancing framework with our financial
creditors. We believe this is the best path forward to achieve afinancial solution that serves the best interests of thecompany and all its stakeholders.

Driving Innovation and Value
The Atos Group was founded 24 years ago on the belief thattechnology can transform businesses and change our world
for the better. More than two decades later, we continue todeliver unmatched value to clients by operating at the heart oftheir organizations.
In 2023, we expanded the breadth and depth of ourcapabilities to harness the power of artificial intelligence (AI),advanced analytics, cloud computing and cybersecurity totransform their enterprises and accelerate growth. Most
importantly, the relationships with our clients are very strong.
That is a testament to the talent, creativity, and resilience ofour 94,000 people as of end of March 2024 around the world,
who include more than 80,000 engineers and 5,000
scientists. I am incredibly proud of the Atos team, and thework we do.

Across our portfolio, we delivered value to clients through ourdifferentiated solutions and deep industry expertise. We havea long track record in being recognized as a leader by theindustry analysts and the past year was no exception. We
were honored to be recognized by the industry analyst
community as a leader in fields such as advanced computing,data analytics, cybersecurity, and managed security services,
GenAI, hybrid cloud, and digital workplace services.
Throughout the year, we enhanced our reputation across all ofour digital transformation segments. And we were proud topartner with independent research firms, including Gartner,
ISG and many others.

Winning together
Fueled by the ingenuity of our people and products, we
continued to foster deep relationships with clients and win
new business.
P While the world’s top athletes train for the upcoming 2024

Olympic and Paralympic Games in Paris, Atos stepped up
its preparations as the lead technology integrator for thegames. Together with our partners, we will ensure thegames are fully connected, secure and digitally enabled. In
October, Atos launched its Technology Operations Center(TOC), the control and command center that manages
technology integration for all 63 Olympic and Paralympic

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Universal Registration Document 2023

competition and non‑competition venues. The world will bewatching—and we will be ready;P Together with a leading luxury brand and Google Cloud, weare transforming the online consumer experience in theluxury beauty industry by integrating generative AI into thepurchasing experience;

P We are leading Europe’s advancements in supercomputing

technology and have signed to deliver the region’s firstexascale supercomputer to EuroHPC, which will be used totackle the most demanding simulations and computeintensive AI applications in science and industry across thecontinent.

Group Overview
Chief Executive Officer introduction

Investing in Our People and Communities
In 2023, we continued to invest in the training anddevelopment of our people, empowering them with essential
skills to learn, grow and advance their careers. For a total of
400,000 professional certifications achieved in the last years,
our teams completed over 86,000 certifications in 2023, with
72,000 focusing on advanced digital technologies such as AI,
machine learning, cloud computing and cybersecurity.

Once again, our teams made a positive difference in thecommunities where we live and work. Our citizenship activities
focused on four key initiatives: advancing quality education,
promoting health equity, addressing climate change andclosing the gender gap in technology. We also support
nonprofit organizations and social communities and invest in
broader commercial projects. I am especially proud of our
support for Women in Tech, a global organization thatempowers women to pursue careers in STEM.

Looking ahead
As we look ahead to 2024, we are committed to strengthening
the long‑term health of our business, with a relentless focus
on driving both top- and bottom‑line growth, including margin
expansion and bolstering our competitiveness in every market
we serve.

The journey ahead may not always be smooth, but I havenever been more confident in our strategy and the remarkable
resilience of the Atos team. At our core, we unleash the powerof technology to solve our clients’ toughest challenges. This is
who we are and what we do.
Thank you for your continued support.

Paul Saleh
Chief Executive Officer

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Group Overview
The Atos raison d’être

The Atos raison d’être
The Atos raison d’être, as included in its articles of association on April 30, 2019 at the General Meeting of shareholders of Atos,
describes how the Company’s entire operations contribute to the common good. The raison d’être guides Atos to engage with
its stakeholders, or its “ecosystem”: employees, customers, shareholders, academia and research centers, industrial partners
and public authorities.

“The purpose of Atos is to help design the future of the information space. Its expertise andservices support the development of knowledge, education and research in a multicultural
approach and contribute to the development of scientific and technological excellence.
Across the world, the Group enables its customers and employees, and members ofsocieties at large to live, work and develop sustainably, in a safe and secure information
space.”
By adopting this raison d’être, Atos pledges its responsibility to design the digital space by building it in a trusted manner, tacklingclimate change and contributing to scientific and technological excellence.

Architecture of Atos’ contribution
Atos organized its raison d’être into three pillars with a dedicated ambition for each one:

Trust
Building a trusted digital space

Environment
Tackling climate change

to provide everyone with the skills touse digital technologies confidently,
and to mitigate the risk exposure ofindividuals, companies and states in thedigital space, (for more details and 2023
achievements please refer to
Chapters 2.3.3.1 Digital Security, 5.4.4
Security and Data Protection and 5.3.6
Accessibility and Digital Inclusion)

to improve the environmental
performance of digital solutions andturn new technologies into allies in thefight against global warming (for moredetails and 2023 achievements pleaserefer to Chapter 5.2 Environment)

ExcellenceContributing to scientificand technological excellence

to promote excellence in scientific andtechnological advancement,
knowledge‑sharing, and research (formore details and 2023 achievements
please refer to Chapter 2.4 Thriving
innovation and partnerships)

This organization in three pillars, illustrates Atos’ commitments to its raison d’être and allows employees to better link their daily
contribution to it. The ambition of the Group to be a leader in a secure and decarbonized digital space is completely aligned on thefirst two pillars (Trust and Environment), while leveraging the expertise and knowledge of Atos’ human capital promoted by thethird pillar (Excellence) to achieve it.

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Universal Registration Document 2023

Group Overview
Atos profile

Atos profile[GRI 2‑1], [GRI 2‑6]
Atos is a global leader in digital transformation with c. 94,000 employees and annual revenue of c. € 11 billion. European
number one in cybersecurity, cloud and high‑‑performance computing, the Group provides tailored end‑‑to‑‑end solutions for allindustries in 69 countries.
A pioneer in decarbonization services and products, Atos iscommitted to a secure and decarbonized digital for its clients.
Atos is a SE (Societas Europaea), and listed on Euronext Paris.
In 2023, we achieved the operational separation of thecompany into two distinct companies Tech Foundations andEviden. We continued to evolve these companies anddevelop our teams’ skills and competencies to set thefoundations for future growth and to fully align with ourclients’ needs.

As the Worldwide IT Partner of the International Olympic
Committee (IOC) and International Paralympic Committee(IPC), as well as the lead integrator, Atos has run andorchestrated the key digital IT systems for many years that will
help deliver the Paris 2024 games safely and securely. Our
work with the IOC is complemented by a new partnership withUEFA to manage, improve and optimize its technology
landscape in support of national team football and major
events including the UEFA EURO 2024 championship.

Atos is a purpose driven Group committed to help design the
future of the information space. Through our colleagues,
scientists, experts, Scaler accelerator members and R&D, we
contribute to the development of scientific and technologicalexcellence around the world. Specifically in the domains ofdecarbonization, digital security, cloud and digitaltechnologies.

Maintaining our leadership in sustainability

82/100
Top 10%72/100
Top 1% globally

In the S&P´s Global
Sustainability Yearbook
for 11 years in a row.

Improved +2 points in the
ESG Scorecard provided
by Moody's Analytics compared
to 2022.

Top 11%84/100
Top 1%

Atos awarded the highest rating
available to an organization(the AAA rating) in the Morgan
Stanley Capital International(MSCI).

Atos has again been awarded
a “Platinum” EcoVadis Medalfor its commitment tosustainability.

C+
Top 20%

Remains awarded Prime Statusbased on the ESG Corporate
Rating letter grade meeting or
exceeding the industry-speciﬁc
Prime threshold deﬁned by
ISS ESG’s Industry
Classiﬁcation Matrix.

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Group Overview
Highlights and rewards

Highlights and rewards#1 European actor in Managed
Security Services(Gartner 2023)

World leader in Generative
Artificial Intelligence services(ISG 2023)#3 in Supercomputersworldwide

Challenger in Public Cloud IT
Transformation Services(Hyperion Research 2022)(Gartner 2023)

Leader in Future of Worksolutions+72,000 digital certificationsin 2023

Global leader in Digital
Workplace for sevenconsecutive years

Leader in Next‑Gen Private /Hybrid Cloud & Datacenter
Services

93% of key people retention

S&P Global Corporate
Sustainability Assessment (CSA)
Score: 82/100 – Top 10% in the
IT Services Industry(Gartner 2023)

2.231 millions tons CO2eemissions (full scope 1, 2, 3),-32,5% vs. 2019

Worldwide IT supplier to the
Olympic and Paralympic
Games since 2002

(ISG 2023)(ISG 2023)

95,000 employees working in 69 countries representing 143 nationalities

Northern Europe& APAC

Central Europe
11,000 employees€2,506 m revenue

15,000 employees€3,163 m revenue

Southern Europe

Americas15,000 employees€2,284 m revenue

11,000 employees€2,441 m revenue

Others & Global structures
43,000 employees€300 m revenue

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Universal Registration Document 2023

Group Overview
Board of Directors

Board of Directors[GRI 2‑9]

1
Jean‑‑Pierre Mustier

Laurent Collet‑‑Billon

Elizabeth Tinkham

Sujatha Chandrasekaran

Chairman of the Board of
Directors of Atos SE

Vice‑Chairman of the Board of
Directors of Atos SE

Lead Independent Director

Independent Director

Independent Director andMember of the Ad Hoc
Committee

Independent Director, Chair of
the Ad Hoc Committee,
member of the Audit
Committee and member of
the Nomination and
Governance Committee

Chair of the Nomination and
Governance Committee andmember of the Ad Hoc
Committee

Member of the Nomination
and Governance Committee

Alain Crozier

Kat Hopkins

David Layani

Helen Lee Bouygues

Independent Director

Director representing theemployee shareholders

Non‑Independent Director

Non‑Independent Director

Member of the Nomination
and Governance Committee

Farès Louis

Monika Maurer

Employee Director

Independent Director

Member of the CSR
Committee

Member of the CSR
Committee

Jean‑‑Jacques Morin

Astrid Stange

Independent Director

Independent Director

Chair of the Audit Committee
and member of the Ad Hoc
Committees

Chair of the Remuneration
Committee, member of the
Audit Committee andmember of the Ad Hoc
Committee

Françoise
Mercadal‑‑Delasalles
Independent Director
Chair of the CSR Committee
and member of theRemuneration Committee

Mandy Metten
Employee Director
Member of the Remuneration
Committee

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1Group Overview
Board of Directors

Composition of the Board of Directors

14 Board members

1 Lead Independent Director

58 years average age

81.82% (1) Independent Directors

2 Directors representing Employees
1 Director representing Employee
Shareholders

57 % of women (2)8 different nationalities
1 multi‑national member

The Board of Directors defines the strategy of the Atos Group and oversees its implementation. The Board endeavors topromote long‑‑term value creation by the company by considering the social and environmental aspects of its activity.
Composition of the Committees

The Audit Committee
P Independent Director Chair
P 3 members
P 100% independent Directors

Jean‑Jacques Morin (Chairman)
Laurent Collet‑Billon
Astrid Stange

The Nomination & Governance Committee
P Independent Director Chair
P 4 members
P 75% independent Directors

Elizabeth Tinkham (Chairwoman)
Laurent Collet‑Billon
Sujatha Chandrasekaran
Kat Hopkins

The Remuneration Committee
P Independent Director Chair
P 3 members
P 67% independent Directors

Astrid Stange (Chairwoman)
Françoise Mercadal‑Delasalles
Mandy Metten

The CSR Committee
P Independent Director Chair
P 3 members
P 67% independent Directors

Françoise Mercadal‑Delasalles (Chairwoman)
Farès Louis
Monika Maurer

The Ad Hoc Committee
P Independent Director Chair
P 5 members
P 100% independent Directors

1)

Laurent Collet‑Billon (Chairman)
Jean‑Pierre Mustier
Elizabeth Tinkham
Jean‑Jacques Morin
Astrid Stange

In accordance with the rules set out in the AFEP‑MEDEF Code, directors representing employee shareholders and employee directors are not includedin the ratios of independent directors.
2) 54,55% (6 out of 11) pursuant to the legal ratio. Directors representing employees and employee directors are not taken into account in determining theratio of gender diversity on the Board of Directors (art. L. 225‑23 and L. 225‑27‑1 of the French Commercial Code).

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Group Overview
Board of Directors% of shareholders voting rights as of December 31, 2023
2.91%

Employees

0.01%

Board of Directors

11.15%

Onepoint

1
85.93%
Free ﬂoat

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1Group Overview
Group Executive Board

Group Executive Board[GRI 2‑9]Group Executive Board
The Group Executive Board of the Atos Group has evolved during the course of 2023 to ensure a successful execution of theGroups Operations Performance and Strategic Plan. The Executive Board draws on the experience of leaders at the Group level,
and from the leadership of both Tech Foundations and Eviden.
The role of the Group Executive Board is to develop the Group strategy and to ensure value is delivered to clients, shareholders,
partners and employees.

14

Paul Saleh

Carlo d'Asaro Biondo

Atos Group CEO

Atos Group COO,
Head of Eviden and Head of Tech Foundations

Jacques‑‑François de Prest

Paul Peterson

Raoul RothAtos Group CFOAtos Group Chief Human Resource
Officer

Head of Southern Europe for the Group

Clay Van Doren

Michael Grunberg

Rakesh Khana

Diane Galbe

Head of Central Europe,
Northern Europe and APAC
for the Group and Chief
Growth Officer

Head of Americas

Head of Digital

Head of Innovation andPartnerships for the Group’

Universal Registration Document 2023

Group Overview
Group Executive Board

Group Executive Board Bios
Paul Saleh is the Atos Group Chief Executive Officer . Paul is aseasoned financial leader within the IT services industry. He
has served in many executive leadership positions throughout
his career, including as Chief Financial Officer at CSC/DXC, as
CFO at Sprint Nextel Corporation which included a time asinterim CEO, as well as holding senior financial leadershiproles at Walt Disney Company.

Paul Peterson is Atos Group Chief Human Resource Officer. In
more than 25 years at Atos, Paul has been Head of Human
Resources (HR) and Talent in North America, Head of HR for
Global Infrastructure and Data Management, and Deputy
Head of Group HR. He’s held leadership roles in HR, IT, andOperations going back to when he joined Atos as the HR
Director for Major Events.

Most recently, Paul has served as the CEO of GainwellTechnologies.

Michael Grunberg is Head of Americas. Michael has spent thelast 33 years with the company through acquisitions. During
this time his previous roles include Sales, Sales Management,
General Management, Client Management and Delivery
Management.

Over Paul’s career, he has been recognized with many
accolades in finance leadership. Paul holds an MBA (Master inBusiness Administration) from the University of Michigan’s
Ross School of Business and a Master in Engineering from the
University of Michigan.
Carlo d’Asaro Biondo is the Atos Group COO and Head of
Eviden and Head of Tech Foundations. Carlo has spent morethan 30 years in technology, telecoms and media, digitaltechnology, enterprises and political institutions.
He started his career as a management consultant in Italy andhas held multiple executives’ positions: KPMG Consulting(CEO France), Unisys Media (MD Europe), AOL (CEO France
and President Europe) and Lagardère Interactive (CEOInternational). While at Google (Alphabet) from 2009 to 2020,
he was successively President Operations of Southern Europe,
Eastern Europe, Middle East and Africa (SEEMEA) and EMEA
President for Partnerships and Strategic relationships. From2020 to 2022, he served as SVP of Partnerships and Alliances
at TIM spa (former Telecom Italia) and founding CEO of
Noovle spa, i.e., Tim cloud and IT activities based on apartnership with Google.
Previously, he served as a Senior Advisor at the Boston
Consulting Group (BCG), and supported investment funds inacquisition due diligence and tech‑related expertise. Since
2018, he is a Board Member of the NGO Optic‑Humana
Technology and since 2023, he is Board Member of Poste
Italiane, where he is a member of the Risk and Audit
Committee and chairs the Remunerations Committee. Prior tojoining the management of the Group, he was from August 1,
2023 to December 1, 2023, an independent director at the Atos
SE (Societas Europaea) Board of Directors.
Jacques‑‑François de Prest is Atos Group CFO and joins Atos
from Mobivia, where he was CFO and Performance Leader.
Before that he spent over 20 years in the telecommunicationsindustry, including senior finance roles at both Vodafone andMillicom. Jacques‑François holds a graduate degree from
ESCP Europe and an MBA from INSEAD.

Clay Van Doren is Head of Central Europe, Northern Europe
and APAC for the Group and Chief Growth Officer. Prior tojoining Atos, Clay was the Global Head for CSC’s technology,
communications and media business. Clay has also held
various roles at British Telecom (BT) and was the founder and
CEO of a US‑based VoIP company, Veritel Corporation.
Diane Galbe is Head of Partnerships for the Group. She has awealth of experience and successful track record in terms ofcompany transformation and carve‑out. She joined Atos in
March 2022, as General Secretary and Chief Strategy &Sustainability Officer, also in charge of Mergers & Acquisitions.
Previously, she spent 15 years in various management
positions at Suez. In particular, she was a member of the
Executive Committee and Deputy General Manager of theGroup, in charge of strategy, transformation and the global
Smart & Environmental Solutions Business Unit.
Raoul Roth is the Group Senior Vice President and Head ofSouthern Europe, with a successful track record in digital andinfrastructure services. Most recently, Raoul is the Head of
Tech Foundations France. His career spans over 26 years at
Atos, where he has led numerous turnarounds. Raoul’s
expertise lies in sales and operations, particularly in accountperformance improvement. He joined Atos in 1995 and has
been instrumental in the transformation and modernization of
IT applications for French teams. His leadership extends to theglobal stage, where he has contributed to the technologicalintegration of major events like the Olympic and Paralympic
Games Paris 2024. Raoul holds a Master’s degree in General
Management from the prestigious ESCP Business School.
Rakesh Khanna is Head of Digital for the Group. Prior to this,Rakesh was the CEO of Atos Syntel. He was Syntel’s CEO andPresident until October 2020, prior to its acquisition by Atos.

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Group Overview
Financial performance

Financial performance[GRI 201‑1], [GRI 2‑6]

Breakdown by business lines

Breakdown by Regional Business Unit
2.8%
Others & Global structures

23.3%

21.2%

AmericasSouthern Europe

52.1%

47.9%

Tech Foundations

Eviden

23.3%

29.4%

Central Europe

Northern Europe & APAC

5‑‑year financial performance
Revenue performance (in € million)
12000

11,588

11,181

10,839Operating margin (in € million)
11,341

10,693

1200

10000

1000

8000

800

6000

600

4000

400

2000

200

0

2019

2020

2021

2022

2023

Employee evolution

1,190
1,002

0

2019

108,317

104,430

109,135

95,140

12000

60000

6000

40000

3000

20000

0

10,774

2019

0

16

2022

2023

13,3309000106%

80000

2020

2021

12,245

110,797

1000002019

356

Order entry and book to bill ratio (in € million)
15000

120000

2020

467

383

2021

2022

Universal Registration Document 2023

2023

10,170

10,134

90%

93%

2022

2023

119%
99%

2020

Order entry
Book to bill2021

Group Overview
Financial performance

Leverage ratio (net debt/OMDA)
3.3

2.4

1

1.7
1.2
0.4
2019

2020

2021

2022

2023

Leverage ratio

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1Group Overview
Integrated Performance Dashboard

Integrated Performance Dashboard[GRI 2‑22]
Atos is a leading global player in Corporate Social Responsibility (CSR). 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 digital space, in line with its raison d’être.
An integrated performance dashboard is published each year on Atos’ website and communicated at the Group´s strategic
meetings. The indicators are as follows:Integrated Dashboard

Financial2023 results

Revenue growth at constant currency

0.4%

Operating margin rate

4.4%

Free Cash Flow
Environmental
Carbon footprintof Atos operations

All GHG emissions - Scopes 1, 2, 3
(in million tCO2 e)Intensity by Revenue - All GHG emissions (Scopes 1, 2, 3)(in tCO2e/€ million)

2.231
208.62SocialTalent attraction
and retention

Internal fulfillment

72%

Key People retention

93%

Percentage of women recruited

35.7%

Governance

Client satisfaction and delivery capability
Net Promoter Score for all clients74%

Supply chain
Total percentage of spend assessed in terms of ESG by Ecovadis and alternative
assessments

18€ -1,078 m

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73%

Group Overview
2023 key achievements

2023 key achievements
January
Atos, a global leader in digital transformation, announced thatis has entered into exclusive negotiations with Mitel Networks(“Mitel”) for the sale of its Unified Communications &Collaboration Services businesses (“Unify”).

Atos announced that it has signed a contract with Madrid City
Council, for which it plays a key role in updating andexpanding the new Territorial Municipal Emergency Plan
(PEMAM ‘Plan Territorial de Emergencia Municipal del
Ayuntamiento de Madrid’) of the city, presented on January 30
by the Mayor of Madrid, José Luis Martínez‑Almeida.

February
Atos has been appointed by West Hertfordshire Teaching
Hospitals NHS Trust a maximum ten‑year contract to continue
the Trust’s transformation. The Tech Foundations business line
will provide service desk, infrastructure and network andhosting services – with potential to broaden to digital andother services.

Atos announced a contract to build and install a newhigh‑performance computer for the Max Planck Society, aworld‑leading science and technology research organization.
The new system will be based on Atos’ latest BullSequana
XH3000 platform, which is powered by AMD EPYC™ CPUs andInstinct™ accelerators. In its final configuration, the application
performance will be three times higher than the current“Cobra” system, which is also based on Atos technologies.

March
Atos (the Tech Foundations business line) announced that it
has been positioned as a Leader by Gartner in its 2023 Magic

Quadrant for Outsourced Digital Workplace Services (ODWS),
based on its Completeness of Vision and Ability to Execute.
April

Atos has announced that it has been chosen by theAix‑Marseille‑Provence Metropolitan Authority, as part of the
FIDAMIA project, to implement an industrialized solution forcontextual image analysis and its interfacing with various
metropolitan devices. These enable users to reportequipment malfunctions and initiate the process by whichthese can be solved. The contract, awarded to the Tech
Foundations business line, covers the development,
deployment and maintenance of a self‑learning Artificial
Intelligence (AI) model, as well as the training of Metropolitan
Council staff.

Eviden, announced the opening of three cloud centers – inIndia (Bangalore and Pune) and Poland (Bydgoszcz) – tosupport customers worldwide at every stage of their cloudjourney, from cloud migration and continuous optimization toaccelerating innovation, all protected under the umbrella ofcybersecurity. Each cloud center is dedicated to a specificworkstream (Migration, CloudOps or Engineering), supporting
Eviden’s cloud approach to end‑to‑end cloud services atscale.

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Group Overview
2023 key achievements

May
Eviden and the University of Edinburgh announced athree‑year contract extension to increase the computing
capacity of the BullSequana XH2000. This energy‑efficient
supercomputing system was delivered by Atos to facilitate theExtreme Scaling Service of DiRAC, allowing the UK science
community to pursue cutting‑edge research on a broad rangeof topics, from simulating the entire evolution of the universe
to modelling the fundamental structure of matter.

Atos, official Digital Technology Partner for the 2023 and 2027
editions of the European Games, announced a major IT
milestone. The Tech Foundations business line successfullylaunched an innovative ticketing platform for the third editionof the European Games which took place in Poland at the endof June.
Eviden, launched QaptivaTM, its new Quantum Computing
offering to enable real world application development andusage,
using
best‑of‑breed
quantum
computingtechnologies.
June
Eviden announced AIsaac Cyber Mesh, a next generation of
cybersecurity detection and response, reinforced by Amazon
Web Services (AWS) Security Data Lake and powered bygenerative AI technologies. AIsaac Cyber Mesh offers anadvanced end‑‑to‑‑end detection, response, and recovery
solution, built on a cybersecurity mesh‑‑enabled architectureusing generative AI and predictive analytics.

satellite operator. SkyMon will monitor next‑generation
satellites from the “Spainsat NG” program, the most advanced
satellites in Europe for defense and secure communications.
Eviden announced it was awarded a major $100M contract
with NCMRWF, on behalf of the India Ministry of Earth
Sciences, to build two new supercomputers dedicated toweather modelling and climate research for IITM (Indian
Institute of Tropical Meterology) and NCMRWF (National
Centre for Medium Range Weather Forecasting).

Eviden announced that GMV, leading provider of satellite
control centers, has selected Eviden’s SkyMon solution for the
new center being set up by Hisdesat, the Spanish Government
July
Atos announced that its Tech Foundations business line
successfully delivered data‑driven digital services for theEuropean Games 2023, which took place between June 21
and July 2, 2023 in Kraków and the regions of Malopolska andSilesia in Poland. Atos, a longstanding supporter of the
Olympic Movement, and the European Olympic Committees(EOC), the governing body for Europe’s National Olympic
Committees, partnered to improve fan and athlete
engagement.

Eviden, through its Worldgrid business, specializing in energy
management solutions and nuclear control systems, andSchneider Electric, the leader in the digital transformation ofenergy management and industrial automation, announced
that they have signed a major contract with EDF. The twoGroups will supply the Level 1 standard control systems for
EDF’s six planned nuclear power plants (EPR2), as part of theplan to revive the nuclear industry announced by French
President Emmanuel Macron.

Launch of the Ultra Ethernet Consortium (UEC) that isbringing together leading companies including Eviden forindustry‑wide
cooperation
to
build
a
complete
Ethernet‑based communication stack architecture forhigh‑performance networking.
September
Atos announced the renewal of a six‑year frameworkagreement to provide engineering and space computing
services to France’s National Centre for Space Studies (CNES).
CNES has selected the Tech Foundations business line to leadone of the five French and European consortia contributing to
its various civil, scientific and military programs underthe “Ingénierie Bord et Informatique Spatiale” (IBIS)
framework agreement.

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The ASISA Group, the Spanish’ leading healthcare private
Group, has entrusted the Atos Tech Foundations business linewith the modernization and management of its digital
workplace services, care and support for its entire workforce,
including medical professionals, specialists and office staff,
geographically distributed throughout Spain and othercountries.
.

Group Overview
2023 key achievements

October
Atos inaugurates the Technology Operations Center (TOC), inpresence of Nourdine Bihmane, then Chief Executive Officerof the Atos Group and Co‑CEO of Tech Foundations, and Tony
Estanguet, Chairman of the Organizing Committee of the
Olympic and Paralympic Games Paris 2024.

Atos announced its partnership with Special Olympics, Inc.
(Special Olympics), a global nonprofit organization that
promotes understanding, acceptance, and inclusion amongpeople with and without intellectual disabilities throughsporting activities.

A French‑German consortium composed of Eviden, andParTec, the German modular supercomputing company,
announce a contract with EuroHPC to provide the very first
Exascale supercomputer in Europe, to be operated by the
Jülich Supercomputing Centre (Germany) for an overall
project cost of 500 million euros.

Eviden announced its new Generative AI Acceleration
Program to help businesses and organizations exploit, scaleand leverage the power of Gen AI with complete trust.

Atos announced the continuation of its longstanding
partnership with Lotterywest, through a 5‑year contract
extension aimed at the delivery of core infrastructure services
by its Tech Foundations business line, in partnership with
NEXTDC.
November
Eviden announced that it now has 48 systems in the TOP500,
the official listing of the world’s most powerfulsupercomputers, out of which 11 are in the TOP100 and two in
the TOP10.
Launch of CLUSSTER project aimed to strengthen the French
and European cloud industry by creating a cloud dedicated toartificial intelligence, high‑performance computing andquantum computing. As a single‑entry point, the CLUSSTER
project will bring together a range of digital resources for theacademic and industrial communities. The project is being led
by a consortium of French academic and industrial
researchers in numerical calculation and AI: GENCI, CEA,CNRS and Inria, as well as industrialists Eviden, OVHcloud, CSGroup, ActiveEon and Qarnot. CLUSSTER is funded as part ofFrance’s ‘Plans d'Investissement d'Avenir 2030’ (Future
Investment Plans 2030).

Atos announced the continuation of its longstanding
partnership with WA Health’s Health Support Services (HSS) –the ICT service provider for the Western Australian publichealth system – through a 5‑year, A$242 M contract aimed at
the delivery of managed services, hybrid cloud and core
infrastructure services by the Tech Foundations business line.
Atos and the World Wide Fund for Nature (WWF) announced
a 3‑year strategic partnership to leverage technology tosupport biodiversity conservation and to encouragebusinesses to decarbonize. This comprehensive partnershiphas been designed to tackle three key priorities – business
transformation, financing and influence – which are essential
to effectively tackle the current biodiversity crisis.

Eviden, announced EcoDesignCloud, its new trusted
cloud‑based platform which helps organizations in theirsustainable product management and development by
providing a trusted calculation of the environmental impact ofeach product, at every stage of its lifecycle.
DecemberAs the Official Information Technology Partner of UEFA
National Team Football until 2030, Atos will deliver key on‑site
and remote IT services for the UEFA EURO 2024™ taking placefrom June 14 to July 14, 2024, in Germany.
Atos announced the launch of a new global offering by its
Tech Foundations business line designed to help enterprises
reach their CSR goals. With 57% of enterprise IT’s carbon
footprint attributable to workplace devices (1), this service
offering represents a major step forward in providing clientswith access to new sustainable IT solutions.

Atos Group announced that it is strengthening its partnershipnetwork. As part of this, it has initiated a cooperationagreement with Onepoint, a key player in consulting for the
major transformations of corporate businesses andgovernment agencies.
In France, Atos has announced that its private cloud offerdelivered by the Tech Foundations business line will beavailable to the 2,000 members of the Centrale d'Achat del'Informatique Hospitalière (CAIH) following its selection for
the "Consulting, support and hosted infrastructures for healthdata (HDS) contract".

1) Source: SSRN, ICT sector electricity consumption and greenhouse gas emissions – 2020 outcome

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Group Overview
Atos story

Atos story
Founded in 1997, Atos is a global leader in digital transformation, with c.94,000 employees and an annual turnover of €11 billion.
A leader in the cloud, cybersecurity and supercomputer markets in Europe, the Group provides integrated solutions in 69
countries, across all sectors. A pioneer in decarbonization services, Atos is committed to providing secure and decarbonised
digital solutions to its customers. Atos is an SE (Societas Europaea) listed on Euronext Paris.
1997

2018

Atos itself was formed in 1997 from the merger of two
French‑based digital services companies, Axime and Sligos,
creating a European digital and payment services provider.

Atos’ global reach was further cemented in 2018 with theacquisition of Syntel, headquartered in Michigan and serving
customers from India.

2002

2019

In 2002, Atos branched out into digital consultancy practicewith the acquisition of KPMG Consulting’s business in the
United Kingdom and The Netherlands. This gave the Group amajor presence in this market, which continues today.

In 2019, Atos announced its project to create two pure playleaders, Atos and Worldline, through the exceptional
distribution in kind to Atos shareholders of 23,5% of Worldline’s
share capital, enabling Atos to focus as a leading digital pure
player and Worldline as an undisputed payment leader.

2011
In 2011, Atos announced the completion of the acquisition of
Siemens IT Solutions and Services - a powerful combinationof two highly complementary organizations. This deal ranked
Atos as one of the top ten global IT services providers and fifthin Managed Services worldwide.

2020/21
In 2020 and 2021, the Group pursued 20 bolt‑on acquisitions to
support its business mix evolution toward Digital, Cloud,Security and Decarbonization, with the acquisitions of EcoAct,
Paladion, Cryptovision and MavenWave amongst others.

2014

2022

In 2014, Atos became a Europe‑based world leader in cloud,cybersecurity, and Big Data with the acquisition of Bull, further
strengthening its research and development credentials.

Atos announced its intention to create two companies best
able to meet the expectations of their divergent markets, Tech
Foundations and Eviden.

2015

2023

In 2015, with the acquisition of Xerox ITO Atos broadened its
footprint from being Europe‑centric to truly global with the US
becoming its largest geography.

Atos completed the creation of two companies Tech
Foundations and Eviden as part of the wider Atos Group. The
Group started the divestment of non‑core activites such as
Unify and EcoAct.

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Group Overview
Market trends

Market trends
Technology at the top of the agenda
The past year has seen mixed trends which continue to affectthe economy, with global growth continuing to slow down.
The economic rebound of 2021 is now distant, with a forecast
for growth slowing down from 3.5% in 2022 to 3.0% in 2023 and2.9% in 2024, as reported by the IMF in its World Economic
Outlook of October 2023.
Meanwhile, the global inflation is forecast to decline steadily,
according to the IMF, from 8.7% in 2022 to 6.9% in 2023 and5.8% in 2024, due to tighter monetary policies aided by lower
international commodity prices. However, the IMF assesses
that inflation is not expected to return to target until 2025 inmost cases.
In this environment, the role of digital, targeting thedevelopment of new ways of doing business, is further
expanding to help enterprises mitigate risks and balancechallenges and opportunities.
At its 2023 IT Symposium, Gartner reiterated the need for IT toprovide agility and resilience at the same time. Gartner
believes that enterprises should be putting even more focus
on technology, assessing through its CEO Survey thattechnology is now the second major CEO priority for 2024, justbehind growth, a 23% increase over the past year. According to
the IT analyst firm, CEOs need to move forward and takedecisive actions on digital transformation, as we are entering
the next S curve of technology‑enabled business value
innovation: the “Autonomous Business” era, with Data andArtificial Intelligence at the heart. For Gartner, decision makers
must continue to securely run the business but accelerate“AI‑readiness” transformation and make bold bets to build
their next mid- to long‑term growth strategy.
For organizations, navigating this Data and AI‑driven digitaltransformation journey requires a change in business models,
strategy and ultimately purpose. For several years now, someof their key priorities have been the following:
P become

fullycustomer,
employee,orcitizenexperience‑centric, moving from a pure ’produce and sell’to a more responsive customer‑led approach,

P provide intelligent data‑driven orchestration, being able toIn support of these priorities, enterprises have progressively
adopted key technologies such as the Internet of Things (IoT),
edge computing and high‑performance computing (HPC),
artificial intelligence (AI, including new Generative AI
technologies), augmented reality (AR) / virtual reality (VR)/
Metaverse, blockchain, and more, with many of them fully
enabled by Cloud services. Many show very strong growthpotential for CEOs. In this context, AI is identified by CEOs as
the core technology that is most likely to impact theirindustries over the next three years.
In its Forecast for the Internet of Things, Endpoints andCommunications (Worldwide, 2021‑2031, 4Q22 Update),
Gartner anticipates that installed IoT endpoints will grow from
9,7 billion units in 2023 to 18.9 billion units in 2031, a CAGR of
9.8% between 2021 and 2031. Many use cases address
security and video surveillance, as well as industrial IoT
applications, connected vehicles, smart cities, smart homes,
smart grids and more. This will require ever‑growing
capabilities in intelligent automation to connect organizations,people and things, transform data into insights and value, andto guarantee trust and compliance.
Meanwhile, the needs to mitigate risks and deliver agility andresilience are also creating a reinforced interest intechnologies such as core systems optimization, hybrid cloudtransformation and enterprise‑wide cybersecurity, that will
deliver further operational efficiencies.
Across all industries, these evolutions are changing the gamedramatically. In this context, the key questions for each
Executive Board are:P how to be a disrupter rather than being disrupted?
P how to be in the best position within new value chains or

ecosystems broughttransformation?

about

by

Data

and

AI‑centric

P how to adapt business models, customer relations andoperations to survive and thrive in this new economy?

P how to make the right strategic and tactical choices in ahighly dynamic technical landscape?

adapt to market changes and evolving customer or citizen
demands in real time,

P how to create a broader purpose for the enterprise that will

P adopt open platform foundations and real time process

P how to rethink the digital core so that it makes theautomation across physical and digital worlds, to deliver
the best products and services at the lowest cost while
being ready to adapt in hours or just seconds,

P consider

shifting mindsets of both consumers andemployees by striving for purpose, considering
sustainability and new economic models.

attract customers and retain employees?

enterprise more immune to economic challenges and risks,through better agility and security?

Atos aims to be a major digital partner for its customers thathelps enterprises solve strategic and tactical digital dilemmas
for their organization and deliver the business technology
platforms needed to succeed in this time of constant change.
This fuels growth in the technology and services market,
notably around cross‑industry and industry‑specific solutions,fully supported by our portfolio of offers.

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Group Overview
Market sizing and competitive landscapeMarket sizing and competitive landscape (1)[GRI 2‑6]The overall IT market for 2023 was estimated at US$ 4.92 trillion worldwide representing a 4,8% increase over 2022. The market
CAGR is expected to reach 6,9% for the years between 2022 and 2027.
Within this global IT market, the largest region remains North
America, representing US$ 1.79 trillion, growing 6.3%
compared to 2022. Western Europe recorded US$ 979 billion,
an increase of 4.4% over 2022. The rest of the world market isvalued at US$ 2.15 trillion, growing 3.8% from 2022.
The Atos addressable market is a subset of the overall IT
market, focusing essentially on large enterprises and public
services, in the submarkets discussed below.

Tech Foundations perimeter
Tech Foundations primarily focuses on the Infrastructure
Implementation and Managed Services submarket, focusing
on employee experience, data center and hosting, andnetwork and communications. The submarket represented
US$ 348 billion in 2023, with a growth of 4.4% compared to2022.
In this submarket, the employee experience (Managed
Workplace Services) segment represented US$ 29,8 billion in
2023, growing 3.0% from 2022. Atos has strong capabilities inthis field, being recognized a leader by many analyst firms
including Gartner, IDC and NelsonHall. Atos has an end‑to‑end
solution to transform the employee experience that has
earned a leader ranking in the Gartner Magic Quadrants forManaged Workplace Services in North America and Europe
for many years successively, including up to 2023.

Eviden perimeter
Eviden addresses selected markets in the domains of systems
integration, cloud solutions, security solutions, and advanced
computing.

Digital business line
Digital primarily addresses two submarkets of the IT Services
market, the Consulting submarket, and the Application
Modernization submarket.

P The Consulting submarket represented US$ 297 billion in

2023, growing 8.2% from 2022, and is essentially comprisedof the Business Consulting and Technology Consulting
segments. In this submarket, Eviden essentially provides
services in the areas of digital transformation, customer
experience and sustainability consulting.

P The Application Modernization submarket represented US$

366 billion in 2023, with a growth of 5.1% compared to 2022.
Eviden offers application management and transformation
services as well as design, build and run services for key
ISV solutions such as SAP, Microsoft, Oracle, Salesforce andServiceNow. It also provides a significant set of services in
the areas of data analytics, automation and AI, as well as
many industry‑ready solutions leveraging IoT technologies.

The Digital business line achieved recognition in 2023 from
ISG as a leader in SAP, Microsoft Cloud Services, IoT Services
and ServiceNow (in Germany) as well as recognition by Nelson
Hall for SAP Cloud Migration. In the critical breakthroughsegment of Generative A, HFS recognized Eviden as Market
leaders for Generative Enterprise services.

Cloud business line
Customer need for migration to the cloud remains very high.
This is confirmed by Gartner, who consider that while in 2023
organizations used cloud computing either as a technology
disruptor or capability enabler, more than 50% of enterprises
will use industry cloud platforms by 2028 to accelerate theirbusiness initiatives. In 2028, most organizations will be
leveraging cloud as a business necessity. The drive to cloud is
supported by demand created by hyperscale cloud providers
and large‑scale ISVs cloud‑based suites, and the market for
public cloud services is valued at US$ 575 billion in 2023,
growing 17.8% from 2022, and showing a CAGR of 19.1% overthe 2022‑2027 period.
In Cloud, Eviden were recognized by ISG as a leader in both
Multi Public Cloud Series and the AWS ecosystem as well as a
Challenger in Public Cloud by Gartner.

1) Sources: Gartner, Market Databook,4Q23 Update (Dec 2023); Gartner, Forecast: IT Services, Worldwide, 2020‑2026, 4Q23 Update (Dec 2023); Gartner,
Forecast: Public Cloud Services, Worldwide, 2021‑2027, 4Q23 Update (Dec 2023).

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Group Overview
Market sizing and competitive landscape

Big Data and Security business line
Digital security (1)Advanced computing (2)Business computing and AI (3)The information security and risk
management submarket is sized at US$
188 billion in 2023, a growth of 14.2%
over 2022 and presenting a CAGR for the2022‑2027 period of 11.9%. In thissubmarket,
Evidenoffersacomprehensive range of services,
software and hardware solutions,
includingcybersecurity
services,cybersecurity products in identity
management and encryption, andsolutions for mission‑critical industries,
notably in defense and homeland
security.

Hyperion analysts see Eviden as theleading European‑based vendor ofHigh‑Performance Computing systems,
and the third vendor worldwide inhigh‑end supercomputers. According totheir most recent forecast in June 2023,
the broad HPC market (which includes
servers,
storage,
middleware,
applications and services) will reach
US$ 52 billion in 2026 (a CAGR of 8.8%),
notably driven by a strong growth of
Exascale‑class supercomputers, theincreasing use of HPC for artificial
intelligence, the democratization of HPC
in the cloud, and the emergence ofquantum computing, four domains inwhich Eviden is well placed.

With its BullSequana server range,
Eviden is also positioned on thehigh‑end computing infrastructures
market, dedicated to running criticalapplications (such as SAP or Oracle), in
the hybrid cloud, and is the leading
European‑based vendor of large open
servers. The power and distinctivenessof Eviden technology have driven
worlds class companies such as Cisco,Dell‑EMC, and Hitachi Vantara to sign
reselling agreements for BullSequana
Servers.

In the specific segment of the Managed
Security Services (MSS), Eviden remains
in the top 5 vendors worldwide, and the
N°1 in Europe.
Eviden has been ranked by NelsonHall
as the Leader in Cyber Resiliency
Services with the greatest ability tomeet future client requirements. Eviden
providescybersecurity
services
focusing on building trust andcompliance and has been designingand testing BCM and resiliency plans toenable clients to more quickly respondand recover to cyber threats. As part ofthis investment into responding andrecovering from threats more rapidly
and completely, Eviden has beenbringing advanced AI solutions into its
cybersecurity offerings.

This has enabled Eviden to win up to
now 7 of the 9 large EuroHPC projects(including the first Exascale system inEurope, JUPITER) dedicated to position
Europe as a leader in HPC. This isachieved thanks to the performanceand power of the BullSequana systems,
our strong technological expertise andinnovation and our ability to effectively
manage large‑scale projects. Eviden isalso strongly positioned in AI‑dedicatedsupercomputerswith
its
ThinkAI
offering, and in the high growth cloud
HPC domain - which is estimated to
grow by a CAGR of 16,5% over the next
3 years and reach $11 Bn by 2026,
according to Hyperion - with its Nimbix
offering. In Quantum Computing, Eviden
is ranked as a leader by TBR in theirMarketLandscapefor
Quantum
Computing.

Eviden is also positioned in the edge
computing market. Growing at 13%
CAGR, edge computing should reachnearly US$ 242 billion by 2025 according
to IDC, driven by the rapid expansion ofdata volumes, the development of 5G,
Artificial
Intelligence,andhigherregulations. In this market, Eviden
positions high‑end, high‑performanceuse cases associated with the rise of
artificial intelligence and 5G. Eviden
notably develops software solutions
such as computer vision, and industry
specific solutions, and services. Eviden
has been recognized by ISG as theworld leader of leaders in Edge/AI.

1) Sources: Gartner, Forecast: Information Security and Risk Management, Worldwide, 2021‑2027, 4Q23 Update (Dec 2023); Gartner, Market Share:
Managed Security Services, Worldwide, 2022 (Apr 2023); NelsonHall, Cyber Resiliency Services 2021 (Feb 2021).
2) Sources: Hyperion Research, HPC Market update, June 2023; TBR, Quantum Computing Market Landscape (Jul 2021).
3) Sources: IDC Edge spending guide, 2022; ISG Provider Lens ’Internet of Things Solutions and services. 2021.

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Market sizing and competitive landscapeMarket size and Atos market share
Atos Regional Business Unit market shares within the Worldwide IT Services market are presented below:
MarketAtos

2023 Market

Weight2023 Revenue

Share (%)

Americas

602

45%

2.4

0.4%

Northern Europe & APAC

514

39%

3.2

0.6%

Central Europe

96

7%

2.5

2.6%

Southern Europe

96

7%

2.3

2.4%

Others & Global Structures

25

2%

0.3

1.2%

1,332

100%

10.7

0.8%

In billion € (2023)

Total
Source: Gartner IT Services Forecast, 4Q2023

In 2023, major industry analyst firms have assessed Atos capabilities and positioned Atos as follows:

Challenger in Public
Cloud Services

Visionary, Data Center
Outsourcing & HIM
Services

Global Leader in
Digital Workplace

Leader,Financial Services

26

Leader in
IoT Services

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Global leader in
SAP Services

Leader in
Cyber Security
Services

Major Player, Public
Sector & Defense

Market Leader,
GenAI Services

European #1 inManaged Security
Services

Major Contender,
Manufacturing

Leader in
Mainframe
Services

Leader,Energy & Utilities

Group Overview
Business modelBusiness model[GRI 2‑6]

1

Sustainable Digital Transformation
It has become mandatory for enterprises and publicorganizations to “future‑proof” their organizations to
successfully navigate disruptions beyond their control andpreviously seen as outside of their sphere of influence or
activity.
This is achieved through a robust digital strategy underpinned
by a long‑term sense of purpose that leverages reliable,
innovative and sustainable partners.
Atos has a strong ambition to be recognized as one of thecompanies that may act as such partner. Our ambition is to be
the leader in secure and decarbonized digital and our purpose
is to help design the future of the information space. We use
our expertise and services to support the development ofknowledge, education and research in a multicultural
approach and contribute to the development of scientific andtechnological excellence.

Across the world, the Group enables its customers,
employees and members of societies at large to live, workand develop sustainably, in a safe and secure information
space.
In its mission, the Group leverages the capital it has built overyears, and a solid business model based on distinctive
expertise, technologies, platforms and business solutions.
The following value creation model explains how Atos creates
inclusive and sustainable value for all its stakeholders. The
Atos integrated management dashboard measures bothfinancial and extra‑financial performance.

The past year has seen continued economic uncertainty, withenterprises having to take decisive action on their digitaltransformation, with Data and Artificial Intelligence at the heartof it. Decision makers continue to run securely the businessbut must accelerate their AI‑readiness. This is fully supported
by our innovation and business model.

Business Model
Capitals
Industrial
Delivery teams, datacenters& customer labs in
69 countries

Human

Expertise& Technology
2 strategic Group units(Tech Foundations and Eviden)+

leveraging our
8 domains of innovation
Modern applicationsc, 95,000 professionals
Immersive experience

Intellectual
18 R&D centers2,400 patents
2,100 experts & fellows

Social & relationship
Strategic partners
Network of stakeholders

NaturalSustainable operations
Decarbonized solutions

Artiﬁcial intelligence

Platforms
Design,build & run leadingbusiness technology
platforms

Value

Full-stack cloudBusiness-critical applications
Digital platforms

Experience

Business
Solutions
Meet the challenges
of a data-driven
economyCustomer centricity
through Global Regionsdelivering the full extent
of digital transformation
Digitize customer
experience

Automation

Employee experience
Customer experience

Reinvent business models

Hybrid cloudSafetyStreamline operational
excellence

Advanced computing

Cybersecurity
Decarbonization

Ensure trust & compliance

Value createdfor stakeholders

KPI Dashboard

PeopleHighly skilled and diverse
workforce
Employee satisfaction• Gender Diversity• Digital certiﬁcations

Clients
Client satisfaction indelivering value &competitiveness• Net Promoter Score

Investors
Business growth andlong-term relationships

Partners
Creating predictablepartnerships deliveringbusiness growth• Revenue Growth• Operation Margin Rate
• Free Cash ﬂow• New business generated
with partners

Suppliers
High standards for risk
management and ethicalvalue chain

Edge & IoT

Communities
and Society

Cybersecurity

Inclusive revenue growthand eco-friendly operations• Total Spend assessedby Ecovadis• Code of Ethics• Carbon Footprint

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1Group Overview
Business model

Our Capitals
Over the years, Atos has built strong assets that bring the Group a solid and distinctive position on the digital transformation
market, and constitute a firm foundation, which its business model relies on:
Industrial capital with delivery teams, datacenters andcustomer innovation labs covering 69 countries. Harnessing
the latest hybrid cloud technologies and digital design,development and operation tools, processes and bestpractices with Gen AI at their core. These centers enable Atos
to serve and support its customers 24/7 anytime, anywhere,with the ability to provide a combination of local, nearshore
and offshore delivery.
Human capital of 95,000 business technologists. Atos experts
include consultants, developers, integrators and operation
specialists, sourced from tier one universities worldwide.
Highly skilled on the whole spectrum of digital technologies,
Atos people benefit from a steady investment in the latest
technological and leadership trends through intensive anddedicated training programs.
Intellectual capital with significant Digital and Cloud R&D
spending per year, leveraging the innovation of 18 R&D
centers with a focus on strategic technologies. Atos
excellence in R&D is illustrated by a world‑class portfolio of IP
solutions and 2,400 patents. It is nurtured by a Group- wide
community of 2,100 experts and fellows, and by a unique

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Scientific Community composed of around 175 scientists,
which crafts the Group’s vision for the future of technology inbusiness and anticipates upcoming market trends andtechnologies.
Extended social and relationship capital, relying on a strong
network of partners featuring leading technology providers(Amazon Web Services, Cisco, Dell Technologies, Google
Cloud, Microsoft, Oracle, Red Hat, SAP, Siemens, VMware,Worldline, and many more), customers, research institutions
and industry consortia. As a leading digital transformationcompany, Atos is committed to supporting society, with strong
contributions to diversity and social inclusion programs.
Strong natural capital relying on Atos’ deep commitment tosustainability. Atos involvement in sustainability is embodied inpioneering an ambitious environmental program to reduce its
carbonemissionsthroughmeasurement,
reporting,
optimization, offsetting and the use of decarbonized energy
sources. Previously, The Atos Group is committed to shift tothe most demanding 1.5°C Science‑Based Target (scope 1, 2, 3)
and to achieve net‑zero carbon emissions as soon as 2039.

Group Overview
Business model

The value we create for stakeholders
As a result of its capital assets and of its business model, Atos strives to generate value for all its stakeholders:People: Putting “people first” is the foundation of the Atos way
of working and growth strategy. Atos is committed to attractand nurture today’s most talented digital experts from diverse
backgrounds and offer them the opportunity to build the new
digital world. Atos is a responsible employer, promoting
collaborative working, diversity, inclusion and well‑being atwork. With dedicated programs for talented and high potential
individuals, the Group offers tremendous opportunities tofast‑track career growth. Many programs aimed at fostering
diversity are also active, such as “Women in Atos” which aim is
to develop the presence of women in technology sector;
Clients: Atos aims to be the trusted partner of its customers intheir digital transformation journey and was the first
Information and Communication Technology (ICT) Company
to obtain the approval of its Binding Corporate Rules (BCR) by
European data protection authorities putting data protection
as a key component of its business culture, for clients,
partners and suppliers. It is committed to providing clients thebest range of services and solutions to anticipate and meettheir needs, co‑innovate, and help them to create the firm of
the future.
Investors: Atos remains committed to long‑term investor andshareholder value creation.

Partners: Atos offers strong business growth andco‑innovation opportunities to its large ecosystem of partners,
ranging from large Groups of startups, that are deeply
supported by Atos Labs and Business Technology Innovation
Centers. Since 2020, our “Atos Scaler” program accelerates
the open innovation between Atos and startups in allindustries worldwide.
Suppliers: Atos is committed to delivering high value to its
networks of suppliers. The Group has built solid governance,
using ethics and compliance to drive organizational
processes, and business, thereby securing a sustainablesupply chain. Atos has put data protection as a key
component of its business culture, for both customers,
partners and suppliers.
Community & society: Atos aspires to achieve excellence in its
community and society contribution. In 2023, Atos was once
again selected for the 11th successive year as a member of the
DJSI Europe Index and included in S&P´s Global Sustainability
Index. Atos also delivered a new milestone towards its
commitment to decrease by 50% its total carbon emissions by2025 (against a 2019 baseline) with a 32.5% absolute emissions'
reduction between 2019 and 2023.

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Group Overview
Vision, ambition & strategy

Vision, ambition & strategy
Balancing two distinct market trajectories and setting the stage for future
success
Atos's mission is to "help design the future of information
technology space." The Group aims to achieve this byleveraging its expertise in technology, engineering, and digitaltransformation to create innovative solutions that address theneeds and challenges of its clients. Atos also strives to be a
responsible and sustainable corporate citizen and iscommitted to building a positive and diverse corporate
culture.

(ii)

In 2022 Atos completed a strategic review of its operations.
This identified two distinct market dynamics which would be
key drivers for future success.

(iv) Fully financed turnaround plan for Tech Foundations(TFCo) to bring it back to free cash flow positive by 2026,
while keeping optionality to participate in market
consolidation.

The Atos Board of Directors outlined the following rationale
for the Strategy:(i)

The creation of two companies, each with a more
focused strategy, adapted to their own market, a

dedicated management team and performance
management system and agility to execute their own
transformation plan.
Ensure each company has an adequate capital structure
adapted to its own growth and cash generation profile.

(iii) Unlock the value of Eviden by creating a company
exposed to high‑growth and high‑margin markets.

In 2023, the Atos Group implemented the creation of thesetwo companies following the successful completion of therequired social and regulatory processes.

Operational Carve Out
In addition to value, clients are increasingly calling for
responsible and holistic approaches to technology built uponsecurity and decarbonization, that drive both business andsocietal outcomes. Following the strategic review of its

operations, Atos refocused its business on 2 market dynamics
best able to meet those client needs and away from theindustry‑led approach it established in 2020.

Tech Foundations perimeter
Tech Foundations specializes in infrastructure and managed
services focusing on designing, building and managing
complex and critical information systems worldwide. In theseareas, Tech Foundations is a recognized leader in Managed
Infrastructure Services and Digital Workplace, which include
the following offerings:
P Hybrid Cloud & Infrastructure: Management, orchestrationand modernization of business‑critical operations in thecloud and infrastructure continuum seamlessly fromedge‑to‑data
center‑to‑cloud
digitalinfrastructure,including networks and enterprise application operations.

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P Digital Workplace: Management of end‑to‑end employee

experience through digital collaboration and performancetools, as well as intelligent customer care services.

P Technology Advisory & Customized Services: Advisory,

end‑to‑end local professional services and expertise, fromapplication design, build and run, to hybrid infrastructureservices.

P Digital Business Platforms: Incubation and scale‑up ofservices and solutions in high‑growth technologicaldomains including Generative AI, critical communications,digital identity, sustainable IT, major events, edge &sovereign cloud management, and security services.

Group Overview
Vision, ambition & strategy

Eviden perimeter
Eviden conglomerates the Digital, Cloud, Big Data andCybersecurity units of the business forming a new perimeterto accelerate growth in markets experiencing double‑digit
growth.
P Digital:

Digital solutions, applications and platforms
leverage the cloud transformation of many organizations tobuild new data flows, and new exposure of data. Digitalsolutions & applications enable organizations to build agility
into the core of their organization and join the physical tothe digital. COVID‑19 has accelerated the adoption of thesetechnologies as many organizations have sought tobecome hands free towards their customers.

P Cloud: Full stack cloud has expanded beyond the hybrid,

multi‑cloud and convergent cloud approaches of recent

past to include sovereignty. In doing so reaching into thelate majority and laggard users later in the technology
adoption curve. Building upon the holistic and end‑to‑end
approaches of the past, sovereignty adds new layers ofrequirement such as ownership, homologation and thenationality of operators into the mix of services clientsrequire. Orchestration remains key both in terms of
migration and operation of these cloud services.
P Big Data and Cybersecurity: Big data and Cybersecurity

includes the world of digital security as well as mission
critical systems, advanced computing, artificial intelligenceand big data. The increasingly complex digital
environments of clients reflect not just a willingness but adesire to not depend on a single technology provider for
their complete environments.

Divestment Strategy
The Group implemented its divestment strategy in line with the wider strategic plan of the Group announced in June 2022, selling
non‑core assets such as EcoAct, Unify and the Group's operations in Italy.

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Group Overview
Vision, ambition & strategy

Market Updates
The Group provided an update to its strategy in November
2023 with the following announcement:

The Group provided other update to the market in March 2024with the following:

P The Group was examining additional initiatives to address

P Atos has been informed by Airbus that discussions related

the Group capital raising plan and upcoming debt
maturities in 2025. The Group’s policy is to fully cover its
estimated liquidity needs with long‑term borrowings, cash
and other appropriate capital market instruments, to havesufficient flexibility to finance its operations and future
developments. Atos is assessing the feasibility to accessthe debt and equity capital markets, and/or is considering
the sale of additional assets, to address its capital raisingplan, the €1.5 billion term loan A maturing in January 2025
(after the two 6‑month extensions available to theCompany) and the €750 million bonds maturing in May
2025.

The Group provided a new update to the market in January2024 with the following updates:
P Group’s strategy adjusted in light of financial constraints toensure the repayment and refinancing of its financial debts
while maintaining an attractive business mix.

P During the first quarter of 2024, Atos will assess whether

these measures are sufficient to cover financing maturities
and cash requirements on a long‑term basis.

P Reduction in the planned size of Eviden’s capital increase,as a result of changing market conditions and reactions.

P Atos has reshaped management team to implement

to the sale of its BDS (Big Data & Security) business will notproceed.

P Atos SE has announced that the Company has entered into

an amicable conciliation procedure (2). The purpose of thisprocedure is to facilitate a global refinancing agreementwith the banks and bondholders of Atos SE’s (the “financial
creditors”).

The Group provided a new update to the market in April 2024with the following:
P Atos has announced the nomination of Alain Crozier, a new

Independent Director to strengthen its Board of Directors
during the company’s transformation period.

P Atos has announced the parameters of its refinancing

framework, based on its full business perimeter of Tech
Foundations and Eviden.

P Atos announces revisions to the 2024‑2027 business plan tolead to an increase in new money needs and to a potential
additional debt reduction.

P Atos has announced the reception of a non‑binding letter ofintent received from the French state to acquire 100% of
the Advanced Computing, Mission‑Critical Systems andCybersecurity Products activities of Atos SE’s BDS (Big Data
& Security) business.

adjusted strategy. Paul Saleh, former Group CFO isappointed Chief Executive Officer ; and Jacques‑François
de Prest joins Atos as Group CFO.

The Group provided a new update to the market in May 2024with the following:

P Changes to the Group’s Board of Directors with the

P Atos received four financial restructuring proposals as part

The Group provided a further update to the market inFebruary 2024 with the following updates:

P Atos has announced that €100 million interim financing

appointment of Françoise Mercadal‑Delasales andJean‑Jacques Morin, Sujatha « Suja » Chandrasekaran etMonika Maurer, strengthening its skills in the strategicareas of finance and major transformation projects.

P Atos has entered into discussions with its banks with a viewto reaching a refinancing plan for its financial debt.
Following these initial discussions, it appeared pertinent torequest the appointment of a mandataire ad hoc (1) in orderto frame these discussions and facilitate a rapid outcome.

P Negotiations

for the sale of the Tech Foundations
perimeter to EPEI have ended with no deal reached.

P Atos has announced the nomination of three new directors

to further strengthen its Board of Directors during thecompany’s transformation period. The Board approved the
cooptation of David Layani and Helen Lee Bouygues as
Directors representing the anchor shareholder Onepoint,
which holds 11.4% of the Group. The Board of Directors also
approved the appointment of Mandy Metten as Employee
Director.

of the current conciliation process: a group of bondholders
and banks of the Company’s banking group, Bain Capital,
EP Equity Investment, controlled by Mr. Daniel Kretinsky inpartnership with Attestor Limited, and Onepoint, controlled
by Mr. David Layani in consortium with Butler Industries.
agreement with bondholders signed and discussions areprogressing with banks and the French State on theremaining €350 million.

P Atos has announced that it has requested and obtained theextension of the deadline for the Annual General Meeting
to approve the 2023 financial statements to December 31,
2024, by the President of the Pontoise Commercial Court, toprovide Atos with a stable framework to complete thecurrent discussions on a financial restructuring agreement
by July 2024.

1) The mandataire ad hoc is an independent third party whose mission is to assist the Company in its discussions, in order to converge on an appropriate
financial solution as soon as possible, in the Company’s corporate interests.
The mandat ad hoc is an amicable procedure allowing negotiations to be conducted within a confidential framework.
The mandat ad hoc would only concern the financial debt of the Company and would have no impact on the employees, customers and suppliers of
the group.
2) According to French law, a conciliation procedure lasts four months, which may be extended by one month; Maître Hélène Bourbouloux of FHB
SELARL was appointed as conciliator.
The conciliation procedure concerns only the financial indebtedness of Atos SE and will not impact suppliers, employees, the governance of theCompany, or other creditors of the Company or its subsidiaries.

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Group Overview
Atos Corporate Social Responsibility (CSR)

Atos Corporate Social Responsibility (CSR)
At Atos, the Corporate Social Responsibility (CSR) program ispart of its raison d’être: “The purpose of Atos is to help design
the future of the information space. Its expertise and services
support the development of knowledge, education and researchin a multicultural approach and contribute to the developmentof scientific and technological excellence. Across the world, theGroup enables its customers and employees and members ofsocieties at large to live, work and develop sustainably in a safe
and secure information space.”
Atos is convinced that digital technologies can significantly
contribute to sustainable goals. Following this approach of“Digital for Good”, Atos sets priorities in the areas ofEnvironment, Social and Governance (ESG) in which it cancontribute, in particular with its core digital strengths.

Atos approach to CSR[GRI 2‑22]
Atos’ approach to Corporate Social Responsibility is based on
an analysis of the material CSR issues for the Atos Group,
considering the expectations of stakeholders and the impact
on the business.
While the CSR program addresses a wide range of topics, themateriality assessment allows the Company to address ESG
issues that have higher relevance for stakeholders and have ahigher impact on Atos for achieving the organization’s goals,
strengthen its business model and enhance its positive impact
on society.

Since 2010, the Atos Group has been performing regularmateriality assessments. Every two or three years Atos uses
an external expert to perform this assessment using the input
from several stakeholders and getting the support andinvolvement of the CSR Committee of the Board of Directors.
This materiality follows an ESG approach covering
Environment, Social and Governance dimensions. The
materiality assessment also highlights the direct contribution
to eight SDGs among the 17 United Nations Sustainable
Development Goals (SDGs) for the 11 material issues
presented in the Chapter 5.1.5.

CSR challenges and indicators of progress[GRI 2‑22]
As a result of the 2020 materiality assessment, the following
challenges have been identified to lead Atos’ CSR
journey. These challenges are embedded in the Group

long‑term CSR strategy and are reviewed annually to ensurethat they still reflect the evolving context and are aligned withthe expectations of its stakeholders.

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Group Overview
Atos Corporate Social Responsibility (CSR)

Environmental dimension
For details on the Environmental chapter of Atos’ CSR program please refer to Section 5.2.
Material and relevant topics

2023 results

Decarbonization solutions to address client's
environmental challenges (IT for Green)

P Atos evolved its market‑leading net‑zero transformation portfolio byinvesting in new digital platforms and decarbonization solutions.

P Atos evolved its net‑zero partner ecosystem through strategic collaboration

with technology and climate consulting partners.

P Atos was recognized as a leader in Sustainability Services by major Analyst

firms.

Atos Carbon footprint and energy efficiency ofAtos operations

P Atos CO2 emissions (Scopes 1, 2, 3) have decreased by 32.5% between 2019and 2023.

P Atos was awarded by the European Union for the energy efficiency of 3 ofits datacenters in the UK and Germany.

P Above 96% of the electricity consumed by Atos' core datacenter isrenewable.

Eco‑‑efficient digital technologies and solutions(Green IT)

P At the end of 2023, 17 of the top 100 most energy‑efficient supercomputerswere manufactured by Atos (Green 500 ranking as of November 2023).

Social dimension
For details on the Social chapter of Atos’ CSR program please refer to Section 5.3.
Material and relevant topics

2023 results

Talent attraction and retention

P 13,771 employees recruited, and representing 35.7% of women
P Key people retention: 93%

Skills management and development

P 62% of employees with an Individual Development Plan (IDP) and 86.4%

having a performance review

P 72,888 digital certifications

Employee's health and safety

P 40 sites covered by ISO 45001 Occupational Health and Safety

Diversity and Inclusion

P 32.69% gender diversity in Atos
P 32% gender diversity among Atos´s Executives
P 26% gender diversity among Key People
P 27% gender diversity in Scientific Community
P Gender diversity in talent programs: Fuel 50%, Gold for Business leaders

39%, Gold for Technology leaders 24%

P 27 nationalities in Executive Management

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Group Overview
Atos Corporate Social Responsibility (CSR)

Governance dimension
For details on the Governance chapter of Atos’ CSR program please refer to Section 5.4.
Material and relevant topics

2023 Results

Client satisfaction and delivery capability

P Atos reached a 74% in the Net Promoter Score (NPS) for all clients,

Corporate governance

P Appointment of a lead independent director, assuming a number ofSecurity and Data Protection

P During 2023, 98.72% of Atos in scope sites, those with 500 or more

Research and Innovation

P Intellectual Property portfolio reached over 2,400 patents including 6 newCompliance (Compliance with law andregulations, including anti‑‑bribery)

P 92.33% of employees successfully completed the Code of Ethics’

including improved perception on its innovation capabilities. The NPS
increased in 2023 further, in particular at our Group Top 200 clients.

1

prerogatives such as overseeing potential conflicts of interests, engaging
with shareholders on governance matters, leading the Board’s executive
sessions and running the performance evaluation of the Board.
P Continued and accelerated renewal of the composition of the Board of
Directors and the committees all chaired by independent directors.
P Improved rating of independent directors from 73% to 82% as of April 2,
2024.
employees, under contractual or legal requirements to do so, havemaintained ISO 27001:2013 certification as either part of the Atos Multisite
Certification or local certification processes.
P Atos maintained close to 0 the level of material complaints regarding
breaches of client privacy and losses of client data giving rise to legal
proceedings with an amount claimed of at least € 300,000.
ones on Quantum.
e‑learning.

P 0 significant fines were levied for non‑compliance (0 in 2022, 2021, 2020 and2019).

P The Corruption Risk Mapping results were finalized and associated actionplans regarding main risks identified.

P The Third‑party Management System was enhanced in alignment with the2023 corruption risk mapping results.

P The tool supporting the whistleblowing system to improve the processing,reporting and follow‑up of alerts was rolled‑out in Asia Pacific.

Supply Chain Management

P 73% of total Atos Group spend is with suppliers assessed by EcoVadis andalternative CSR assessments.

2023 market recognition
In recognition of its CSR commitments, Atos continued its leading position within its sector in all ESG relevant criteria, as illustrated
by the current market perception from the main international CSR ratings:

2023 MARKET ESG RATINGS

S&P Global ESG (for DJSI inclusion)
MSCI
ISS ESGATOS SCOREATOS POSITION

82/100

Top 10%AAA

Top 11%

C+

Top 20%

Moody's Analytics

72/100

Top 1%ECOVADIS

84/100

Top 1%

Note: information as of February 15, 2024.

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1Group Overview
Risk management

Risk management[GRI 3‑3]
Atos operates in a fast‑changing environment. This, by nature, exposes the Company to various risks. If these risks were tomaterialize, they could adversely impact the Company’s operations, weaken its financial performance, harm its reputation andmore generally jeopardize the achievement of its short- and medium‑term targets. In order to mitigate the risk exposure and,beyond that, to succeed and develop securely and sustainably, Atos has implemented a multi‑factor risk management system, thegovernance of which can be set out as follows:
Board of Directors

Audit Committee

Support functionsFirst line of defense

Business risk assessment andmanagement
CSR Risk Management*
Ethics & Compliance, Data protection

External Audit

Enterprise Risk Management

Internal Audit

Business Lines

Quality

Regional Business Units

Internal Control Framework

The CEO and Group Executive Board

Security & Safety
Second line of defense

Third line of defense

The first line of defense is ensured by all Atos employees in their daily work under managerial supervision. They define andexecute operational processes, systems and controls to ensure resilience and compliance with legislation, regulation,
contractual obligations, and Group policies and standards. The first line also performs day‑to‑day risk identification, assessment,
management and reporting.
The second line of defense provides oversight and control. In light of risk analyses conducted through complementary
approaches, it establishes enterprise‑wide risk governance and business resilience requirements. It sets functional policies,
limits of authority and maintains the internal control framework while monitoring the effectiveness of controls carried out by firstline with the support of Internal Control Managers and Risk and Internal Control Coordinators. Insurance management forms
part of the second line of protection.
Being the third line of defense, the internal audit team works according to an annual plan approved by Group management andthe Audit Committee. It conducts audits, investigations and advisory engagements to provide independent assurance of theeffectiveness of the first and second lines of protection.

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Group Overview
Risk management (continued)

Risk management (continued)
The CEO and Group Executive Board are regularly updated on topics related to internal control, internal audit and risks. The Audit
Committee receives a report on internal audit activities at least six times a year, quarterly reports on contracts with significant risks
and periodic updates on internal control and risk management.
Based on the Enterprise Risk Management cartography, the below table lists the main risks identified, broken down by category,along with the corresponding CSR challenges.
These risks, which could also represent opportunities, are further detailed in section 7 of present document.
Enterprise risks
Operational
financialand People
IT Security
P People retention
P Cyber attack
P Implementation of the P People acquisition
P Systems security& Labor Market
assets disposal
P Data protection
P Company Culture
program
P Governance efficiency
P Financial rating
P Liquidity and going

concern

Go to market
P Market environment
P Innovation andIntellectual property
P Customer digitaltransformation andbusiness model
disruption

Growing risks
P Regulation& compliance
P Environmental impact

P Customer relationshipand delivery quality

CSR Challenges
GovernanceSocialGovernance

Governance

Governance

Governance
Environment

7.2.2

7.2.3

7.2.4

7.2.5

Reference to section 7
7.2.1

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2

2Organization & Business offering
2.1

2023: a year of execution

40

2.2

Tech Foundations perimeter

The Strategic Plan and Its Initial Intentions

40

2.2.1 Hybrid Cloud & Infrastructure Services

43

Market Headwinds and Strategic Pivot

40

2.2.2 Digital Workplace

44

The Disposal Program and its achievements

40

2.2.3 Technology Advisory & Customized Services

45

Clients Trust and Choose Atos

41

2.2.4 Digital Business Platforms

46

Strategic Partnerships Driving Innovation and
Growth

41

2.3

47

The Right Plan for the Right Outcome

41

Eviden perimeter2.3.1 Digital services

42

48

2.3.2 Cloud49

2.3.3 Big Data and Cybersecurity

50

2.4

54

Thriving innovation and partnerships

2.4.1 Research and Development

54

2.4.2 Open Innovation

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2Organization & Business offeringAtos, a customer‑centric organization

2.1 2023: a year of execution
Atos entered the year 2023 with a strategic blueprint that had been ambitiously outlined the previous year. This plan was aimed at
restructuring the Atos Group into two distinct companies, Eviden and Atos – Tech Foundations, each with a clear focus anddedicated resources to drive growth and innovation within their respective markets. The strategy was a bold move to harness thecompany's potential by allowing each entity to specialize and adapt quickly to market demands, technological advancements, andclient needs.
In late 2023, the Atos Group outlined 4 key priorities:(i)Refinancing. All financing needs for 2024 are secured
and we are focused on refinancing Term Loan A, whichmatures in January 2025, over the coming months(subject to a 6 month extension under normal conditions).
This will provide additional stability for the business;(ii)

Completing the planned sale of Tech Foundations aspart of our transformation. Shareholders will vote on the
proposed transaction in 2024;(iii) Working closely with the French state to ensuresensitive activities are dealt with correctly; and(iv) Ensuring Eviden is successful and remains attractive toemployees, clients, and shareholders.

The Strategic Plan and Its Initial Intentions
The vision for Eviden was to carve out a niche in theburgeoning cybersecurity, big data, cloud, and digital services
markets. It was positioned to function as an autonomouscompany with the agility of a startup but the backing of anestablished tech giant. On the other hand, Tech Foundations
would continue its support of the digital backbone inmanaged services, focusing on hybrid cloud andinfrastructure, digital workplace and technology advisory andcustomized services.

As the Atos Group embarked on this journey of transformation,it anticipated leveraging the synergies between the twocompanies while capitalizing on their individual strengths. The
move was designed to unlock shareholder value and provide
a clearer strategic narrative to customers, employees, andinvestors alike.

Market Headwinds and Strategic Pivot
As 2023 unfolded, Atos faced significant market headwinds
and a restrictive liquidity environment that challenged theimplementation of its strategic plan. In particular, the techsector was grappling with a landscape marked by economic
uncertainties, global inflation, geopolitical crisis, supply chain
disruptions, and a shift in business and consumer behaviour
following the COVID‑19 pandemic. These factors created avolatile corporate action market, making it difficult for Atos toproceed with the strategic sale of Eviden as initially planned.
In response to these challenges, the Atos Groupdemonstrated strategic agility by pivoting its focus toward thesale of Tech Foundations, one of the companies created as aresult of the strategic restructuring of the Group. The
contemplated sale of Tech Foundations was under thoroughdiscussion, with the company carefully navigating thecomplex market terrain to find a suitable buyer in the Daniel
Kretinsky‑led EPEI that aligned with its long‑term objectives
and values. Discussions with EPEI on potential sale of Tech
Foundations had concluded with no deal reached.
While the headwinds in the wider market impacted its
strategic plan, the digital technology market remained
resilient. We see sustained spending across the sector. Ourview is further confirmed by industry experts like Gartner.

The Disposal Program and its achievements
Despite the market headwinds, Atos successfully completed
the first phase of its disposal program. This phase involved thesale of several business units, including Unify, an integrated
communications provider; EcoAct, an international climate
strategy consulting firm; Atos Italy, the Italian branch of its
operations.

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These divestitures were part of Atos's strategic refocusing andallowed the company to streamline its operations andconcentrate on its core business areas. The Group announced
the expansion of its disposal activities in October 2023.

Organization & Business offeringAtos, a customer‑centric organization

Clients Trust and Choose Atos
We are honored that clients consistently choose to work withus during our transformation.
P Notable client projects are a testiment to the immense trust

our clients place in us. These include an 8‑year partnershipwith UEFA, significant deals for supercomputers in India
and EuroHPC, and the continuation of infrastructureservices contracts in Western Australia.

P We are focused on delivering for them and ensuring client

satisfaction, as demonstrated by our strategic Net Promoter
Score currently at +74 across our most important accounts
in both Tech Foundations and Eviden.

Strategic Partnerships Driving Innovation and Growth
Our partnerships with industry giants like AWS, Microsoft,
Google, ServiceNow, Salesforce, SAP, and many others areflourishing. These include ElevateNow for SAP transformation,

CloudCatalyst with AWS, and the expansion of Generative AI
with Microsoft and AWS.

The Right Plan for the Right Outcome
We have the right plan and the right team to transform ourbusiness, and we have time to get the right outcome for all
stakeholders.
1. We have recently strengthened our Atos Groupmanagement team with the appointment of a COO tofocus on operational oversight, commercial development,
and business efficiency.

2. The Group remains an attractive employer and continues
to demonstrate progress in non‑financial areas having
recently ranked as #83 out of 850 in the Financial
Times‑Statistia Diversity Leaders ranking for Europe.
3. As of Q1 2024, our (LTM) attrition rate across the Groupstood at 13% vs 15.3% in 2023, the lowest Q1 over 3 years

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Organization & Business offeringAtos, a customer‑centric organization

2.2 Tech Foundations perimeter
The purpose of Tech Foundations is to advance what mattersto the world’s businesses, institutions and communities. It is amanaged services provider, focusing on hybrid cloud &infrastructure, employee experience, technology and advisory
services that leverage decarbonized, automated andAI‑enabled solutions.
Tech Foundations orchestrates and integrates the combined
expertise, R&D, IP and investments of an ecosystem of trusted
partners for service delivery end to end, and to ensure upfront
selection of best‑fit complementary solutions. It focuses on
accelerating and amplifying delivery of enterprises’ desired
business outcomes: cost optimization, sustainable enterprise,
employee engagement, secure enterprise, and digitaltransformation.
Its differentiators lie in its end‑to‑end integration expertise,
together with the technology and engineering heritage ofAtos built over 30 years as a provider across the IT continuum,
including mission‑critical and complex ecosystems. It draws
on a history of recognized market leadership in Digital
Workplace, Infrastructure and transformation to Hybrid Cloud.
Enterprise customers face the challenges of implementing
digital transformation in a context of rising IT ownership costs
and an evolving mix of legacy and next‑generation
technologies. They need to accelerate often complex
migrations to multi‑cloud environments, whilst maintaining
sovereignty and meeting regulatory frameworks.

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Leveraging its agile employee base and a customer‑centric,
industrialized, and automated operating model, Tech
Foundations supports its customers to meet these challenges
by:
P Optimizing

workplaceenvironments
mission‑critical operations 24/7;

andrunning

P Managing the complexity of a multi‑cloud environment andmodernizing application development;

P Providing trusted private and sovereign cloud platforms

while meeting compliance requirements;

P Leveraging over 10 Global Delivery Centers worldwide,

where
a
total
of
45,000 employees
around‑the‑clock hands‑on service delivery.

providesTech Foundations provides as well Business Process
Outsourcing services, particularly in UK markets that include
Public Services, Financial Services and Health. As announced
on June 7, 2023, Tech Foundations is actively reducing thisactivity.
Key to Tech Foundations’ strategy is to invest in and deliver
innovations leveraging Generative AI in response to thetransformative opportunities this brings enterprises to growth,
efficiency and competitive edge. Its business and technology
teams pioneer value‑driven Generative AI applications, while
addressing enterprises’ AI deployment challenges anddeveloping best practice for human‑AI collaboration.

Organization & Business offeringAtos, a customer‑centric organization

2.2.1

Hybrid Cloud & Infrastructure Services

Tech Foundations is a recognized leader in the provision ofservicestomanage,orchestrateandmodernizebusiness‑critical operations in the cloud and infrastructure
continuum, seamlessly from edge‑to‑data center‑to‑cloud
digital infrastructure, including networks and enterpriseapplication operations.
Tech Foundations is ranked by Gartner as Visionary in Data
Center Outsourcing and Hybrid Infrastructure Managed
Services. Its Hybrid Cloud & Infrastructure services span
advisory, design, implementation, transformation, andmanaged services. These include:
P Modern

Mainframe : Management, optimization andmodernization of mainframes to deliver greater flexibility
and cost‑efficiency, making full use of mainframes’ specificcapabilities and performance. This includes innovations on
the mainframe and integration into hybrid cloudenvironments.

extracted across an organization’s entire infrastructure,aligned to business processes, and used to manage andimprove both IT and business performance. This isdesigned to deliver intelligent business‑driven IT service
management in the context of ever more complex, agile
and fragmented technology and data landscapes andmultiple supplier environments.
End‑to‑end hybrid services are delivered worldwide throughan ecosystem of strategic partners that includes AWS,
VMware, Microsoft, Dell, ServiceNow, Cisco, and Juniper.
Based on enterprises’ desired business outcomes, Tech
Foundations works with its customers and other partners to
identify and implement the optimal journey to a future‑readyinfrastructure foundation. Each journey is designed to enable
the enterprise to address key business and sustainability
challenges while optimizing agility and efficiency andaccelerating innovation.

P Modern IT Infrastructure : Simplified, modernized core

For example, recent IT transformation engagements include
one with the European Commission and one with Ambu (themarket leader in single‑use endoscopy), providing data center,cloud, network management services and advisory on
investment in IT service management.

P Hybrid Cloud Platforms : Services to plan, adopt andTech Foundations has a five‑year contract with a large
US‑based telecommunications and network provider todeliver mainframe‑as‑a‑service operations for mission‑criticalapplications. It is working with the State of Texas Department
of Information Resources, which selected a private cloud andmainframe‑as‑a‑service model to provide adaptive, resilient,cost‑effective, and secure services to over 35 state agencies.

infrastructure of servers, storage and associated security
and backup to balance the need for data protection against
operational costs and maximize the utilization and fail‑overof IT environments.

manage multi‑cloud environments that achieve the desired
business outcomes with the most effective combination ofprivate, public and sovereign cloud platforms, leveraging astrategic partner network with AWS, VMware and Microsoft.
Data center and cloud services span the entire cloud
adoption lifecycle; this includes moving, migrating, andtransforming customer workloads. This is supported in anindustrialized way with Tech Foundations’ Cloud Migration
Factory.

P Managed

Edge Services : Managing and operating
distributed edge environments, including the network end
to end.

P Intelligent Networks : Managing and evolving network

infrastructures as powerful business enablers while
simplifying network management through AI and ML.
Services ensure policy‑driven, outcome‑based networking
for improved agility and security, fortified by strategic
partnerships.

P Enterprise Applications Operations : Services that ensure

optimized environments for applications and provide
reliable application operations, including archiving, webserver, middle ware, databases, and custom applications.
These ensure applications are more stable and protected,delivering better performance and user experience.

P AtosBridge : End‑to‑end
service
integration
andorchestration for IT and OT environments. Insights are

HSS (a public healthcare organization in Western Australia)
renewed a five‑year contract for the provision of private cloudand fully managed public cloud, including hybrid cloudorchestration across Amazon, Google and Microsoft, andmanagement of 2,000 servers hosting 1,000+ applications.
As the preferred outsourcing partner to AWS, Tech
Foundations is delivering CloudCatalyst, a five‑year Strategic
Transformation Agreement announced in November 2022.
With market research showing that many enterprises’ journey
to hybrid cloud has stalled, its purpose is to de‑risk andaccelerate the migration of infrastructure and workloads fromon‑premise to public cloud. The partnership is based on AWS
and Tech Foundations’ combination of market‑leading
technologies, understanding of legacy IT, and intimacy withspecific industry environments. This positions CloudCatalyst to
provide a simplified and stable migration, even for complex or
critical workloads. At the end of 2023, it signed a contract witha US‑based Fortune 500 manufacturer to accelerate migrationof its key systems and workloads from managed on‑premiseto the AWS cloud.

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Organization & Business offeringAtos, a customer‑centric organization

2.2.2

Digital Workplace

Employee experience is now a strategic business priority.
Boundaries between remote and office‑based working havedisappeared. As employee expectations shift, research showsthat employee experience is directly linked to sustainablebusiness success. Digital solutions must therefore directly
enhance quality of working life, employee wellbeing andproductivity as part of an inclusive, accessible, anddecarbonized workplace.

P Intelligent Collaboration : Solutions that enable employees

Tech Foundations’ strategy is to deliver a workplace that ishuman‑centric, personalized, efficient, sustainable andcost‑effective. Its portfolio is designed so that functional,
physical and emotional needs of employees are met andtechnologies
areoptimized.
Spanning
design,implementation, managed services and support, the portfolio
includes the following:

Microsoft 365 Copilot and Azure OpenAI Service, helping
enterprises to leverage proprietary data, securely, enablinga step change in employee user experience, productivity
and creativity.

P Accessibility : Digital accessibility is the extent to which a

digital product, service or device can be used by as many
people as possible, including those with disabilities(permanent, temporary, or situational). Accessibility services
ensure that technology and business do not prevent all
employees from fully realizing their potential.

P Digital Workplace Platforms : These services are designed

to provide a single point of access to data and applications
at the time of need – intuitively, securely, and instantly fromany device. Users can order/onboard new devices, request
and access new apps, or access and share files whilestaying protected from accidental data loss.

P Engaged Employee Experience : These services transformand manage a whole‑person experience, leveraging dataand helping enterprises to adapt to new digital enablers.
Global business services break down siloes between
shared functions – integrating and orchestrating processes
across HR and IT, plus procurement, finance, facilities
management. Persona‑based workflow design andorchestration ensures seamless employee journeys
according to role.

P Intelligent Care Center : This helps enterprises to transformthe way employees consume omnichannel support
services, leveraging automation, cognitive analytics, andintelligent virtual agents to provide targeted onsite andremote support in over 40 languages. Combined withonsite support capabilities in 115 countries, this ensures
employees get the support they need.

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to connect, communicate and collaborate to improve
teamwork inside and outside the boundaries of theenterprise. Solutions encompass people, documents, andinformation, with voice, email, chat, and video. Employees
can create content across distributed teams and control the
security of their data.

P AI and Generative AI : The Digital Workplace will embed

P Digital

Workplace Advisory : Services to design andorchestrate all stages, technologies and components ofdigital workplace transformation: from advisory, consulting,and design thinking through to industry‑specificapplications.

Tech Foundations has been ranked by Gartner as Leader in
Outsourced Digital Workplace Services for seven consecutive
years (2017‑2023). Digital Workplace Services draw on an
ecosystem of partners including Microsoft, Dell, ServiceNow,
Virgin Pulse and Nexthink.
For the Asisa Group, provision encompasses themodernization and management of services, care and support
for 6,000 employees through Spain and internationally. Other
recent engagements include Device‑as‑a‑Service provision forTechnip, delivered in partnership with Dell across 31 countries
and 17,000 devices, and a contract with another large energy
company to deliver managed workplace services for over
30,000 employees. Digital workplace service contract
extensions and renewals during 2023 include a five‑year
extension with one of the largest entertainment companies in
the world and a three‑year renewal with Honda to continue
modernization and delivery of Digital Workplace services to
3,500 associates and over 25,000 dealers across the UK andEurope.
In December 2023, Tech Foundations announced the launchof its Sustainable Workplace. This is an orchestrated service
that delivers low‑carbon devices, using analytics to extend
device lifetimes without impacting device performance oruser experience. Employees are individually engaged to takeactions that help improve ESG performance while enhancing
employee experience. Through a partner ecosystem that
includes social enterprises and circular economy specialists,
Sustainable Workplace generates social and environmental
value, through sustainable employment, digital inclusion andeducation, along the ICT supply chain.

Organization & Business offeringAtos, a customer‑centric organization

2.2.3

Technology Advisory & Customized Services

Technology Advisory & Customized Services are designed tocomplement other Tech Foundations business lines and cover
the entire IT lifecycle.
P Customized

Services : Professional
servicesthatencompass staff augmentation, mid‑size projects, andinnovation initiatives. These operate primarily on a local
basis or directly at customers' sites. Services are designed
to integrate with customers' existing processes, including
utilization of existing tools. Portfolios are tailored according
to location and customer requirements to address specificregional and industry challenges and opportunities.

P Integration&
Value‑‑Added
Resell(VAR)
Services : Solutions and services to design and implement
the backbone of customers’ digital and cloudtransformation through the resell of partner products(compute, storage, network) and associated software,supplemented by value‑add integration services.

P Maintenanceand Support Services : These enable
customers to streamline and optimize maintenancelogistics and costs related to hybrid infrastructures andnetworks. They include value‑add offerings such as fullSingle Point of Contact (SPOC) delegation, vendor certified
break & fix, and predictive maintenance (end‑to‑end
monitoring and high availability).

P Technology Consulting : Services that help enterprises toalign their IT with their strategic and operational objectives
amidst a rapidly evolving business and technology
landscape. Consulting inputs include technological reviews,
proofs‑of‑concept,
operational
support,andimplementation guidance.

Technology Advisory & Customized Services are delivered
locally while accessing Tech Foundations’ global andspecialist resources. These include a network of 14+ innovation
labs, called Inno'Labs, which combine research laboratory
capabilities with industry expertise to accelerate new use
cases in multiple sectors. They offer collaboration on
innovation projects that leverage emerging technologies
including
artificial
intelligence,machinelearning,
hyper‑automation, natural language processing, computer
vision, Internet of Things, metaverse, and edge.
In late 2023, Tech Foundations renewed one of its largest
framework agreements, providing services to a key European
central purchasing body for public procurement. This renewal
complements
theexisting
cloud‑related
framework
agreement with customized and local services in application
development, management and systems integration. Other
framework agreements include that with Maastricht University
Medical Center+ in the Netherlands, to deliver a range of IT
services for the Maastricht UMC+ Management Team.

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Organization & Business offeringAtos, a customer‑centric organization

2.2.4

Digital Business Platforms

Digital Business Platforms is dedicated to incubating
innovative proofs‑of‑concept,
services,
solutionsandpartnerships and delivering the related go‑to‑market
strategies and roadmaps. It encompasses high‑growthtechnological domains including Generative AI, criticalcommunications, digital identity, sustainable IT, major events,
edge & sovereign cloud management, and security services.
Digital Business Platform is responsible for both incubatingthese services and solutions and scaling them.
In November 2023, Tech Foundations announced theextension of its long‑term partnership with Microsoft to help
enterprises unlock and scale their Microsoft 365 Copilot andGenerative AI deployments. Tech Foundations and Microsoft
are investing over a three‑year period to build a strategic,
comprehensive portfolio to harness the power of data and AI
in a secure, efficient and ethical way.
As part of Tech Foundations’ focus on environmental andsocial sustainability, Digital Business Platforms developed
Tech Foundations’ Sustainable IT portfolio. In addition to no- or
low‑carbon IT solutions, this includes IT Sustainability Advisory
services to help enterprises make critical infrastructure
decisions that achieve sustainability objectives and deliver
tangible returns. Digital Business Platforms devised,developed and launched the new Sustainable Workplace
offering (see Digital Workplace Services). Also in December
2023, Tech Foundations announced its three‑year partnershipwith WWF with the purpose of supporting WWF projects
around the world. These include: delivering automatedbiodiversity surveillance to protect endangered species; AI
modelling for predicting and mitigating the risks of46

Universal Registration Document 2023

epidemics; on‑site support to WWF France biodiversity
projects; and industry‑specific initiatives, such as thedecarbonization of maritime shipping, which accounted foraround 80% of global trade by volume in 2022.
Sports & Major Events
Atos has been Worldwide IT Partner of the Olympic andParalympic Games since 2001. Paris 2024 will be Atos’s 12th
consecutive Olympic Games and 9th Paralympic Games as
the Worldwide IT Partner. As the lead integrator, it willorchestrate over 150 key applications to manage andbroadcast the Olympic and Paralympic Games, manage the300,000 applications received on the volunteer portal andconduct 250,000 hours of testing to ensure a safe and securedelivery.
Atos is the Official Technology Partner for UEFA National Team
Football (UNTF) to deliver technological support for UNTF andits competitions. It manages and secures the underlaying
hybrid‑cloud environment and the infrastructure required tohost UEFA services, applications, and data. In addition to theactivities related to the organization of UEFA events, Tech
Foundations provides a full range of services – with advanced
digital workplace, user support, and network solutions – tooptimize UEFA IT operations and improve the internal user
experience.
Digital Business Platforms’ focus for 2024 will be accelerating
delivery of the roadmap for Tech Foundations key
partnerships and service lines, implementing go‑to‑market
strategies and ensuring delivery of returns on investment forenterprises.

Organization & Business offering
Eviden perimeter

2.3 Eviden perimeter
Eviden is one of the largest digital and security players
globally, combining a unique set of highly synergistic
capabilities in digital transformation, cloud, big data andcybersecurity, with strong European sovereign capabilities.
Active in Digital and Cloud services, Eviden provides a broad
range of services in application development, implementationand management, digital transformation, artificial intelligenceand machine learning, cloud and net zero transformation
helping organizations to evolve towards virtual enterprises
with physical presence. In addition, Eviden is the European
leader in cybersecurity managed services (Gartner, 2023) andis also the sole European tier‑one manufacturer ofhigh‑performance computers, helping organizations withdigital securing and advanced data processing.
Eviden provides its services and products to a broad base of c.
500 customers across public sector & defense,
manufacturing, financial services & insurance, telecom, media& technology, energy & utilities, retail, transportation andlogistics and healthcare & life sciences. A truly global player,
Eviden serves customers in Europe, APAC, MEA and theAmericas. In Europe, Eviden is particularly well‑positioned toaddress customers’ growing sovereignty requirements,
notably with regards to public cloud, thanks to its leadershipin cybersecurity.
Eviden’s expertise in key technology areas is recognized byleading industry analysts. In 2022, Eviden was positioned by
Gartner as a leader in data and analytics. In 2023, Eviden is
ranked by Gartner as a worldwide challenger in public cloudtransformation services and the number one provider ofmanaged security services in Europe. In 2023 again, Eviden isalso ranked by Hyperion Research as the number 3 worldwide
provider for high‑end Super Computing, and by HFS Researchamong the world leaders in Generative Artificial Intelligence
services.
Eviden’s market has sustained growth over the recent years,
driven by digital transformation, the move to the cloud, Big
Data and digital security needs and is expected to continue togrow robustly in the coming years (despite some temporary
macroeconomic slowdowns), driven by:
P The complexification of digital environments, increased

exposure to cyber risk and expert resource scarcity, leadingorganizations to increasingly rely on external technology
partners.

P The disruption brought by public cloud and hyperscalers,significantly changing profit pools and go‑to‑market in favorof alliances between information technology service
providers, cloud hyperscalers and as‑a‑service software
platforms.
P The growing use of Artificial Intelligence (AI) / machine

Learning technologies in information systems, and the fastrise of innovative Generative AI applications. End 2023,
Eviden, notably announced a Generative AI Acceleration
Program to help businesses and organizations exploit, scaleand leverage the power of Gen AI with complete trust,thanks to a unique positioning in Europe that spans theentire AI spectrum. The program is built on multiple Gen AI
projects already conducted with numerous organizations
across all verticals, and leverages Eviden’s Gen AI R&D
experience with leading research consortiums worldwide.

P Tightening regulatory environments with growing focus ondata and technology sovereignty concerns, leading
customers to mitigate regulation compliance‑related risks
by selecting providers with local footprints and creatinghigh synergies potential between data, cloud andcybersecurity businesses.

P Accelerated pace of digitization, with customers looking tostay ahead of fast‑emerging technology trends and buildnext‑generation technology capabilities as differentiators.

P Customers’ net zero ambitions, translating into concrete

opportunities for digital services providers, digitization
being a key enabler of sustainability.

P Market resilience through downturns, with increased digitalspend post Covid.

Eviden provides services, solutions and products (including
advisory,
design,implementation,
maintenance&management and product development for hardware andsoftware) across 3 Business Lines: Digital, Cloud and Big Data
and Cybersecurity and 5 Service Lines, each with its uniqueoffering:(i)

Digital Services;(ii)

Cloud;(iii) Digital Security;(iv) High performance Computing, Quantum and AI; and(v) Business Computing and AI.
(i. and II, forming the Digital Business Line & iii, iv and v,
forming the Big Data and Cybersecurity Business Line)

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Organization & Business offering
Eviden perimeter

2.3.1

Digital services

Over the past years, companies have significantly accelerated
the pace of their digitization initiatives and elevated digitaltransformation programs higher on their priority list. In Digital
Services, Eviden works with clients across all industries,
enabling them to transform themselves to gain competitive
advantage and resilience, across three dimensions:transformation
acceleration,
smart
platforms
andsustainability, with a full spectrum service portfolio comprising
Advisory, Design, Modernize, Build and Run.
Transformation Acceleration consists in helping clients tointegrate emerging technologies, data and new businessmodels in order to drive value through Digital Transformation
Consulting, Data Analytics, Artificial Intelligence, Customer
Experience, Internet of Things, and Digital Business
Operations. Through their deep expertise, Eviden consultants
understand customers’ needs and goals, design the solutions
and orchestrate the relevant architectures to achieve business
transformation through data and technologies.
2023 has seen significant acceleration in the usage of Artificial
Intelligence, mainly thanks to the general adoption ofGenerative AI services such as ChatGPT, Microsoft Copilot or
Google Gemini.
This year, Eviden announced its Generative AI Acceleration
Program to help our customers harness the transformative
power of AI. Our Generative AI Acceleration Program enables
our customers to realize the benefits of Generative AI, elevatecustomer and employee experience, revolutionize softwaredevelopment, and redefine knowledge management.
Smart Platforms, the most significant revenue contributor
within Digital Services, focuses on helping clients digitalize
and modernize their applications and processes. Clients run
their businesses on applications and Eviden enables them tobuild, manage, modernize and integrate next generation
business application platforms, through Application Services,
Digital Assurance, Digital Integration, Service Integration andmarket leading packaged software solutions from Salesforce,
SAP, Microsoft, and ServiceNow.
Eviden’s Smart Platforms offering includes application
implementation and managed services, across the following:
P SAP

Solutions (digitizing the entire business and IT
landscape for customers, while delivering operational and48

Universal Registration Document 2023

financial efficiencies using private and/or hyperscale public
cloud platforms);
P ServiceNow Solutions (services for the defining platform of

the 21st century to build applications that enable easier andfaster business processes, customer service, IT, security
and HR);P Salesforce Solutions (modernizing applications througharchitecture, design, implementation and testing. Offers for
CRM, API management, low code platforms, collaborationand industry specific offerings);

P Application Services (ongoing application development andmanagement services with intelligent
leveraging agile and DevOps methodologies);

automation,

P Digital Assurance (independent end‑to‑end testing services

to deliver objective quality assurance, with artificial
intelligence and machine learning driven test factory andtest automation);

P Digital

Integration (digital enablement of businessprocesses through low code and API management
frameworks, SOA solutions and complex event processing);

P Oracle, ECM, PLM Solutions (modernizing applications

through standard SaaS offerings in Oracle, enterprisecontent management and product lifecycle management).

Sustainability continues to be a strong focus area for Eviden,
as the world faces many complex and pressing issues, fromclimate change and resource scarcity to social inequality, in anenvironment of intricate business and political relationships. At
Eviden, we believe that digital technology, when harnessedwith a sustainability mindset, can simultaneously foster
economic growth, promote social equity, and minimize
environmental impact, ensuring a future where the ambitionsof all generations are met.
Eviden offers a broad range of sustainability consulting
services covering strategy and advisory, sustainable business
impact, digital sustainability, and sustainability reporting.
A particular highlight of 2023 was the announcement by
Eviden of EcoDesignCloud, its new trusted cloud‑based
platform which helps organizations in their sustainableproduct management and development by providing atrusted calculation of the environmental impact of eachproduct, at every stage of its lifecycle.

Organization & Business offering
Eviden perimeter

2.3.2

Cloud

Over the recent years, and particularly through the pandemic,
the scale of accelerated digitalization has been driving themarket for data center consolidation and migration to cloud,while complying with the emergence of new regulations
related to data storage and privacy.
Eviden Cloud delivers on the promise of enabling businessagility, continual optimization, innovation at speed and growthfor our customers. We are a trusted advisor to provide
transformation expertise at any stage of the Cloud, Data & AI
Continuum. Our experts lead you with an ROI focus. We use
Data‑AI/ML to generate measurable results and continually
optimize workloads. We are skilled, local and have a global
scale.
Our experts deliver secure, sustainable & innovative solutions
that drive ROI and Business Outcomes for our Clients.
We achieve this through:P Broad Ecosystem Partnerships.

We bring a partner ecosystem built to deliver superiorbusiness value based on best‑in‑class technology. With ourhyperscaler partners – Amazon Web Services (AWS), Google
Cloud and Microsoft, we accelerate value creation for ourclients and deliver world‑class solutions across all our
Industries.
The Eviden Cloud approach is supported by:
P Cloud Native Full Stack Cloud Continuum Services;
P Building Cloud, Data & AI products and platforms toaccelerate capturing value;

P 4 Global Specialized Cloud Competency Centers (Platform

Engineering, Cloud Migration, CloudOps, Cloud SecOps);

P Sovereign & Industry Clouds;

P Agile Compressed Transformation;

P Eviden Cloudamize Studio: IP, Toolset & methods.

P Composable IT Architectures and Data platforms to enable

Eviden’s cloud transformation capabilities have been
expanded thanks to strategic acquisitions in high demand
segments.

business outcomes;

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Organization & Business offering
Eviden perimeter

2.3.3

Big Data and Cybersecurity
Business Computing & AI: uniquely powerful Hardware/
Software solutions and services for computing massive
business data flows and turning them into businessoutcomes. It includes best in class AI computer vision
technologies enabling real time analytics of the mostcomplex data (e.g. images) in a performant and secured
environment.

The Big Data and Cybersecurity Business Line gathers the Big
Data, Security, and Mission‑Critical Systems expertisedeveloped in‑house by Eviden. This advanced know‑how
meets critical customer challenges in processing today's andtomorrow’s gigantic volumes of data, connecting people, data,
and things to create business value, and fully protecting all of
them.

(ii)

The Business Line is structured in two division encompassing
five complementary activities that help customers build
trusted and integrated intelligent systems:

The Business Line relies on R&D teams whose expertise isrecognized internationally and strongly contributes to thedevelopment of Eviden technology portfolio, from
infrastructures to smart data platforms and industry solutions.

P Digital Security, encompassing the following activities:(i)

Cybersecurity services: cybersecurity professionals toadvise, to build ongoing up‑to‑date extreme security;(ii)

Cybersecurity products: highly certified software andhardware products to support customers in protecting
their data, managing access and securing identities,
bringing the needed layer of trust in today’s
heterogenous digital environments;(iii) Mission Critical Systems: highly efficient and resilient
solutions for organizations that ensure the well‑being ofpeople, the protection of nations, and the integrity of
infrastructures. This particularly addresses the homeland
security, defense, telco, aerospace, energy, andtransportation sectors;
P Advanced

(i)

50

Computing,encompassing

thefollowing

activities:
High‑‑Performance Computing (HPC), Quantum and AI:
High‑performance Hardware/Software technologies andservices for digital simulation and Artificial Intelligence,
enabling public research laboratories and corporate R&D
teams to perform very complex simulations using themost powerful computing systems in the world,
combination of high‑end hardware and softwareenvironments optimized for manufacturing, weather
forecasts, life science and oil and gas industries;

Universal Registration Document 2023

P The R&D team is a multidisciplinary team composed ofengineers and PhDs. It has developed expertise in softwaredevelopment (in cybersecurity, critical systems, IoT, parallel
computing, Artificial Intelligence, operating systems,
specialized information systems, user solutions / as aService, telecommunications), design of complex hardware
systems (supercomputers, motherboards, Hardware
Security Module, secure phone), in the design ofspecialized components such as ASIC (interconnect, nodecontroller), Quantum computing (algorithms, simulation,
acceleration of HPC), mechanical design (servers), fluid
mechanics
andthermalengineeringfor
digitalinfrastructures (pumps, cooling, power supplies, specialized
space systems).

P The R&D team is involved in major global or European

innovation programs in Digital Simulation, Big Data, Artificial
Intelligence, Quantum, Cybersecurity and Advanced
Computing. In addition, the team collaborates with Atosclients by implementing co‑development projects, inparticular with the CEA (Commissariat à l'Énergie Atomiqueet aux énergies alternatives), recognized as one of the best
public research organizations in the world.

P The R&D team collaborates with the world's leading partner

R&D teams, such as AMD, AWS, Intel, NVIDIA, Dell EMC,
VMware, Google, Microsoft, and Hitachi Vantara, among
others.

Organization & Business offering
Eviden perimeter2.3.3.1

Digital Security

Eviden is the n°1 European player and a world‑class leader inthe high‑growth digital security market. For Eviden, digital
security means (i) the activities necessary to protect assets, tosafeguard the functioning of our daily lives, through bothcyber and physical means, and (ii) building resilient systems
that are essential for the economy, society, and criticalinfrastructure. The 3 cores pillars of Digital Security activities
include cybersecurity services as well as cybersecurity
products and mission‑critical systems. Eviden can therefore
manage the whole digital security process for its customers,from consulting to operations, enabling them to go beyond
traditional cyber security, towards prescriptive security (afusion of technologies and processes enabling to dramatically
improve the proactive response to threats) and business, ahighly differentiated capability on the market.
Eviden’s cybersecurity services include two different activities:
P Security advisory: these services enable organizations toaudit their security and compliance levels (PCI DSS, ISO
27001, etc.) to define and integrate the most adapted
security policies and solutions depending on their business
context and needs. With the convergence of information
technology and operational technology, Eviden has astrong expertise in consulting to support its customers in
the Industrial security journey. Eviden’s experts help theircustomers understand their risk exposure and build theircybersecurity strategy by strengthening an organization’s
security level with security services and solutions. In thepast years, Eviden has reinforced its position on the cyberconsulting and incident response market with key
acquisitions in different markets and regions: acquisitions ofdigital.security in France, In Fidem in Canada and SEC
Consult in Europe and APAC, bringing highly skilled
consultants in cybersecurity consulting and incident
responses. End 2022, Eviden has been ranked leader in the
NelsonHall Cyber resiliency services report;

P Managed Security Services: in order to provide constantand efficient security solutions to customers faced with anincreasing
numberofevermore
sophisticatedcyberattacks, (such as ransomware, distributed denial ofservice, botnet, advanced persistent threats, crypto‑mining,phishing), Eviden not only provides advanced solutions, butalso delivers complete managed security services with its
network of 16 Security Operation Centers across the globe
and was ranked by Gartner in 2023 as the N°1 managed
Security services provider in Europe (1). These capabilities
act as a strong differentiator, thanks to Eviden’s Aisaac
Cyber Mesh, a next generation end‑to‑end Managed
Detection, Response platform, integrating the best security
technologies (SIEM, SOAR, CSPM, EDR, UBA, NTA and
Security Analytics) enriched in 2023 by Generative AI andAWS Security Lake to offer extremely advanced threat
detection, response and recovery capabilities. Eviden has
been ranked among the global leaders by Everest Groupfor its Managed Detection and Responses services (2).

Eviden’s cybersecurity products include:
P Access

Management and Identity Governance &Administration (IGA) Software, under the Evidian brand,
making sure that the right people access the right resourceat the right time. Evidian is recognized as the major
European player in Identity and Access Management byindustry analysts such as ISG (3) and specifically in IGA (i.e.,
directory, user
provisioning, access control)byKuppingercole (4);P Quantum‑safe encryption solutions: relying on its highly

certified Trustway range of products, Eviden offers
comprehensive key management and data encryption
platforms to enable customers to protect, manage securely
and migrate sensitive data wherever it resides, on‑premises
or in virtual, public, private or hybrid cloud environments.

P Trusted digital identities: powerful solutions for securing

digital identities and secure communications for people
and the Internet of Things.

As a result, Eviden cybersecurity products cover customers
strategic security needs such as:
P IT Security: Identity and Access Management (including asa Service), multifactor authentication (MFA), Single Sign‑On(SSO), Public Key Infrastructure (PKI) and Certificate
Lifecycle Management, advanced and qualified electronic
signatures, e‑mail and file protection up to classified
information, IP Encryptors (VPN), Hardware Security
Modules (HSM), and Key Management Systems;

P Government Identity: management of citizen identities withcomplete eID and ePassport solutions, such as ID cards,
embedded card applications and middleware, Government
PKI and HSM;

P IoT and Industry Security: with HSM for payment and smart

metering solutions, PKI for IoT (Cooperative Intelligent
Transport Systems), embedded Secure Elements andcrypto libraries.

Eviden’s Mission Critical Systems solutions and services
provide efficiency and safety for mission‑critical activities in
defense, homeland security, telecommunications and criticalindustries. These activities benefit from a strong convergencewith Eviden’s cybersecurity, analytics, High Performance
Computing and Big Data technologies, to create theintelligent defense, next Gen homeland security and industrial
systems of tomorrow. Mission‑Critical Systems provide
products and systems as well as delivers programs in threemain areas:
P CriticalCommunications Solutions (CCS): a range ofsolutions delivering secure and resilient communication
systems for field operations in Homeland Security and
Defense, as well as critical connectivity for Industry 4.0,
energy, transportation and smart cities. Eviden’s offering
delivers 4G/5G connectivity in a form factor designed for
critical usage, integrated with legacy PMR/LMR (Private/
Land Mobile Radio) solutions. This includes compact
transportable private LTE (Long Term Evolution)1) Atos was ranked number 1 in Europe in Managed Security Services by revenue in Gartner® Market Share report for Managed Security Services, WW,
2022.
2) Managed Detection and Response (MDR) Services PEAK Matrix® Assessment 2023 by Everest Group https://www.everestgrp.com/peak‑matrix/
it‑services/managed‑detection‑and‑response‑mdr‑services‑peak‑matrix.html
3) Atos named leader in IAM solutions in 2022 ISG Provider Lens™ Cybersecurity — Solutions and Services report for France and Germany (https://
atos.net/fr/2022/communiques‑de‑presse_2022_09_14/atos‑leader‑cybersecurite‑isg‑provider‑lens‑france;
https://www.businesswire.com/news/
home/20220907005051/en/German‑Firms‑Tighten‑Cybersecurity‑Against‑New‑Threats)4) European analyst company KuppingerCole has positioned Evidian IGA as a Market leader in the Leadership Compass report 2022, focused on Identity
Governance & Administration – IGA (https://www.evidian.com/products/identity‑governance‑and‑administration‑iga‑10/kuppingercole‑leadershipcompass‑identity‑governance‑administration‑iga/)

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Organization & Business offering
Eviden perimeter

networks, secure smartphones, portable modules ensuringcommunication resilience, mission recorders, and gateways
to legacy PMR/LMR. In addition, Eviden provides a broad
range of integration and support services for professional
mobile radio systems. Eviden position itself as technology
provider as well as a telecom system supplier with a strong
ambition to expand in new geographies, especially Asia andNorth America.
P Command, Control and Intelligence (C2I) for defense andhomeland security: this activity main focus is to provide
information and decision‑making systems as well as data
analyzis systems for Defense and homeland security use
cases. For example, the Company’s Digital Battle
Management System software has been selected by the
French Army as the basis of SICS, France’s single unified
battle management system within the SCORPION program(used by French army in OPEX). On the public safety side
C2I is providing solution to support the next generation
emergency management systems based on its GEMMA

2.3.3.2

software, which equips Public Safety Answering Points(PSAP) for emergency management, protecting millions ofEuropean citizens. The Company has also created Athea, ajoint‑venture with Thales, to work on the future sovereign‘infostructure’ of the French Ministry of Armed Forces.
P Aerospace and Defense Electronics (ADE): Eviden designs

and manufactures a range of modules intended to be
integrated into defense and civilian systems. The BEN
Marine range of navigation instruments equips many
civilian and military ships worldwide, including the mostactive French military ships. The Avantix line of electronic
warfare modules delivers signals intelligence, including aline of ELINT radar characterization and analysis. The
Air‑Land‑Sea electronics activity supplies onboard
equipment for communication, processing and analysis.
The SkyMon system offers several interference mitigation
tools and detects, analyzes and locates interferences
affecting satellites and ground stations.

High‑‑Performance Computing, Quantum and AI

As the leading European player in High‑Performance
Computing (winning 7 out of 9 of last Euro HPC contracts,
including the first European Exascale system), and a pioneer inQuantum Computing, Eviden is the only European designer
and manufacturer in High‑Performance Computing, and apioneer of next‑generation analytic platforms that will be at
the heart of tomorrow’s business information systems.

P ThinkAI: end‑to‑end solutions enabling enterprises andEviden has designed, made, and integrated several of themost powerful supercomputers worldwide, dedicated tosimulation and artificial intelligence. In 2023, Eviden's HPC
business was ranked n°3 worldwide in high‑end
supercomputers by Hyperion Research, the leading analyst
firm on HPC. It has 48 systems (with 5 new entries in 2023) inthe TOP500 (the official listing of the world’s most powerfulsupercomputers), out of which two in the TOP10. Eviden has
been awarded the 2023 reader’s choice from HPCwire as “TheTop Supercomputing Achievement” for the MareNostrum5
supercomputer, hosted by the Barcelona Supercomputing
Center, and which ranks 8th in the TOP500.

P Qaptiva:

In October 2023, a French‑German consortium composed of
Eviden and ParTec announced a contract with EuroHPC toprovide the very first Exascale supercomputer in Europe, to be
operated by the Jülich Supercomputing Centre (Germany).
JUPITER is designed to tackle the most demanding
simulations and compute intensive AI applications in scienceand industry. Applications will include training large
foundation models for generative AI, simulations fordeveloping advanced materials, creating digital twins of thehuman heart or brain for medical purposes, validating
quantum computers, and high‑resolution simulations ofclimate that encompass the entire Earth system.
Eviden’s line of HPC hardware, software, services andsolutions include:
P BullSequana X: a highly powerful range of HPC servers,

from any scale to Exascale‑class supercomputers,
combining cutting‑edge processing innovations such as the
Bullsequana eXascale Interconnect, AI mechanism, and a
Direct Liquid Cooling technology to deliver unprecedented
performances;

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researchers to design, build and deliver scalable,energy‑efficient, high‑performance AI platforms in only a
few weeks. It leverages the Eviden Center of Excellence in
Performance Programming, which combines in‑depth
industry knowledge with data science proficiency in orderto strategize a purposeful roadmap for AI journeys;

all‑in‑one capabilities and a best‑in‑classdevelopment environment in quantum computing toenable enterprises and institutions to anticipate theavailability of advanced quantum computers andimplement real‑world use cases. With a rich software andHardware partner ecosystem, the Qaptiva Application
development platform notably offers corporate customers
solutions to facilitate the development of tangible quantum
applications, and run them in as‑a‑service or on premisesmodes.

To provide all these capabilities as a service, Eviden alsooffers:P The

Nimbix Supercomputing Suite, which provides
customers with access to one of the broadest HPC, AI, andQuantum supercomputing portfolios in the cloud, from
hardware to bare metal‑as‑a‑service.

P Scientific Computing Services (S+C), which provides IT

services, solutions, and software enabling an efficient useof complex computer environments and HPC in research &development.
S+C
customers
includeleading
manufacturers and suppliers in the automotive,
microelectronics, aerospace, and pharmaceutical sectors,
as well as scientific research institutes.

Organization & Business offering
Eviden perimeter2.3.3.3

Business Computing and Artificial Intelligence

Eviden leverages its strong know‑how in HPC to deliver
powerful open servers, software platforms, and related
services. It is the leading European provider of large open
servers and a global leader in Edge AI. These computing
infrastructures and the related AI software platforms andservices enable customers across all industries to unleash thevalue of data, thus gaining competitive advantages.
Eviden provides hardware, software, solutions and services
that include:
P High‑‑end platforms, such as BullSequana S/SH: open

servers that enable real‑time analysis of very large data
sets, notably for new generation “in memory” software suchas SAP HANA environment, for which BullSequana S/SH
series supports some of the largest implementationworldwide. Such servers are also used for the consolidationof Oracle databases and new generation converged
infrastructures for “data lakes”, artificial intelligence, private
clouds and virtualization. As a strong recognition of its
top‑class technology, three world‑class companies havesigned a reselling agreement with the Company: Cisco,Dell‑EMC and Hitachi Vantara;

P High‑‑performance edge servers: BullSequana Edge andEdge nano. As data consumption becomes more and more
personalized and processed in real time, transactions occur
closer to the source, at the edge or distributed acrossnetworks. It is estimated that, in 2025, 75% of data will becreated and processed in the edge servers and in theInternet of Things, compared to less than 50% a few years
ago. BullSequana Edge portfolio is providing a secured,high performance and resilient infrastructure optimized toanalyse the most complex data in real time as close as
possible from where the data are generated to enable realtime decision without heavy data transfer;

P A complete range of high‑‑performance Unix servers(Escala), as well as new generation mainframe servers(BullSequana M).

In addition, Eviden provides high‑‑performance AI software,
solutions, and services that can run on any on‑premise or
cloud infrastructure, but can be packaged with the uniquecapabilities of BullSequana servers to provide powerful, plug
& play AI platforms. This offering includes notably:
P A computer vision platform, which provides best‑in‑classcomputer vision solutions and AI‑powered video analytics
applications for multiple strategic use cases (smart city
safety, access control and intrusion detection, traffic
management…) deployed in more than 30 industries, with afast‑growing base of clients in 38 countries;

P Vertical

AI solutions from Eviden’s Big Data andCybersecurity AI centers of excellence (DataSentics andZdata) bringing together AI & data science services
capabilities to deliver clear business outcomes tocustomers in multiple sectors, with a strong focus in
Finance & Insurance (360° customer experience, riskscoring, fraud detection, churn prevention), Retail (productmatching and categorization, Product recognition andshelf‑inspection), Manufacturing (anomaly detection, quality
inspection) and Healthcare.

P Eviden

EcoDesignCloud, a new artficial‑intelligencepowered cloud‑based platform launched in 2023, whichhelps organizations in their sustainable productmanagement and development by providing a trusted
calculation of the environmental impact of each product, atevery stage of its lifecycle.

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Thriving innovation and partnerships

2.4 Thriving innovation and partnerships
Atos fosters innovation as a key element of our customers’
digital transformation. By combining our technology expertise,high value‑added services, and long‑term vision with that of

2.4.1

Research and Development

Atos’ innovation strategy is based on the orchestration of ourscientific and technological expertise with that of ourecosystem. We consider 4 main sources of expertise that
contribute to shaping the technological vision of our Group.
P the Business Experts, whose particularity is to understandand anticipate the main societal changes that will lead tothe next challenges facing our clients. They are mainly
made up of our Scientific Community;

P the Technological Experts whose mastery of technologies

allows them to anticipate their evolution and understandhow they will be an enabler to help our customers to move
forward;

P Nurtured by their anticipation of technological trends andtheir knowledge of the market, our community of Chief
Technology Officers defines the Group’s research anddevelopment strategy and draws up the technologicalroadmap;

2.4.1.1

P to provide ourselves with the best and cutting‑edge

solutions on the market and to meet our customers’
challenges, we integrate into our approach external
stakeholders such as our customers, our strategic
alliances, research institutes and universities, and thestart‑ups of our Scaler Accelerator.

The coordination of all these skills and expertise is the Atos
driving technical force. Besides, Atos continues to invest
heavily in R&D. through the acquisitions of companies with astrong mindset and technological know‑how, in Cloud, Big
Data, Mobility, Cybersecurity and Decarbonization. This
enables Atos customers to transform their businesses globallyusing digital technologies. Atos’ R&D spending ofapproximately €1 billion over 4 years are enabling thedevelopment of market‑driven solutions around eightstrategic technologies. It also enables us to manage aportfolio of 2,000+ patents and a unique ecosystem ofpartners. In 2023, 64 new patents have been filled (at constantscope +10%) and notably we can emphasize a +28% of AI
patents filled.

Scientific and technological Expertise

Driven by the analysis, understanding and anticipation of
upcoming societal, business, and technological disruptions, Atos’innovation strategy relies on two key organizations: The Scientific
Community created in 2009 and the Expert Community createdin 2017.
P The Scientific Community brings together around 175 of

Atos’ top business experts. With their rich mix of skills andbackgrounds, community members work together toanticipate upcoming societal, business and technology
disruptions and to craft Atos’ vision of the future businessand technological challenges that its clients will face. The
Scientific Community brings together the Group’s “creatorsof change” whose research can be found in various
publications: white papers, blogs and the much‑awaited
Journey Thought Leadership report, the latest edition ofwhich “Journey 2026 - Unlocking the potential of virtual
dimensions” shares its vision of the future of technology inthe economic domain and anticipates the trends andmethods that will contribute to reshaping business andsociety in the years to come.
The 3‑to‑5‑year vision of the Scientific Community isunderpinned by a 1‑to‑3‑year technology perspective of theExpert Community, which analyzes the key emerging
technologies and develops adoption strategies for both theshort and long term.

P The Expert Community includes around 2,100 technology

specialists. They are distributed throughout the world as
follows: 9% in Americas, 38% in Central Europe, 30% in
Northern Europe & APAC, 21% in Southern Europe, and 2%
in the rest of the world.

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our ecosystem, we are developing our open innovation
approach to build the best solutions to support our customers’
digital transformation.

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Their expertise belongs to one of the 8 strategic
technologies identified by the Group and is classified
according to four levels of expertise (Expert, Senior Expert,
Distinguished Expert and Fellow). The Expert Community
develops the expertise, talents, and experience of ourleading experts, providing them with a working
environment in which they can learn and collaborate,
resulting in disruptive innovations beyond the boundaries ofthe organization. They define the TechRadar, which aims toidentify the major technology trends for the next 3 years
and understand their impact. To illustrate, the community
has notably published "Maximizing price for performanceon the Cloud" and "Cloud Technology trends andpredictions for 2024".
Both communities contribute to patents’ creation, to thedevelopment of the personalized innovation journey that weoffer to our clients and partners, from workshops’ animation to
the development of proofs of concept.
Atos’ relationships with the academic world and research
institutes help to drive its R&D and business. Atos hasdeveloped a framework for engagement, including thefollowing activities:
P organize joint R&D aligned on major technological axes

(quantum computing, high‑performance computing,cybersecurity, Artificial Intelligence, decarbonization,
climatology) as well as specific developments for industries(precision medicine, industry 4.0, etc.). In 2023, we continue
to execute our two strategic partnerships signed with Inria
and CEA in 2021,

Organization & Business offering
Thriving innovation and partnerships

P integrate PhD students into Atos teams to put theirresearch topics into practice, in particular around quantum
computing, high performance computing, artificial
intelligence and cybersecurity;

P teaching and other curriculum‑related activities. Many Atos

engineers teach at universities in their countries;

P put

in place AI technologies R&D partnershipsustainable biodiversity conservation with WWF;for

P in October 2013, the first cohort of Atos GOLD for Experts

participants began their training in technology leadership.

It’s been 10 years of collaboration with Cambridge andPaderborn to improve our R&D and Innovation skills.
In addition to enhancing Atos’ reputation in the market, thesepartnerships add value in three areas:
P accelerated research power, on anticipation of leading

strategic technologies through world‑class academic R&D
commitments;

P increasing

revenues through the development
differentiating capabilities and products;of

P strengthening skills and expertise through the recruitmentof talented new employees within the Group.

2.4.1.2

2

Focus on industry challenges solutions

The cornerstone of Atos’ innovation strategy lies in its ability toanticipate its customers’ future industry challenges and then
combine them with its longer‑term view of technology
developments to define investment priorities. These
investments create value for its customers for their digitaltransformation, by bringing to market industry‑driven services
and solutions, supported by targeted technology solutions
and products.
The development of industry solutions is built around 3 areasthat Atos considers as the fundamental development axes ofour customers’ digital transformation journey:preservation techniques. In addition the resurgence ofsovereignty concerns by industry and governments drive
the emergence of sovereign or industry sectorial cloud
solutions. In this Group we will find ATOS strategic
technologies like:(i)Edge: Design and management of intelligent Edge
devices, including IoT sensors and local computing
capabilities (hardware, software);(ii)

Modern applications: consolidating the design,development, deployment, and management ofcloud‑native applications for faster time to market,
taking full advantage of cloud‑based infrastructuresand platforms;

P Cloud data and AI transformation
P Sovereign & edge
P Digital platform

These 3 domains are fuelled by our R&D projects organized in
8 strategic technologies according to an approach
characterized by ethics, cybersecurity and decarbonization by
design, here is their scope:
P Cloud data & AI transformation is all about incorporating

the best practice and design patterns of cloud nativetechnologies as we transform applications and IT
landscape of customers leveraging data platforms and AI
technologies. This comes in contrasts with pure lift and shift
cloud migrations which tend to bring less return and lower
value generation. In this Group we will find Atos Strategic
technologies like:

(i)

(ii)

Advanced Computing: advanced hardware systems(High Performance Computing, Enterprise, Edge),
associated software stack and a quantum computing
programming and emulation environment, AI/Gen AI
infrastructure,
Hybrid Cloud and Data: multi‑cloud agnostic
management and implementation of dedicatedsolutions with Atos’ Hyperscaler partners,(iii) Cybersecurity: technologies that enable end‑to‑end
management and automatic remediation of threats to
identity and access management and IT/OT
encryption with its SOC (Security Operation Center);
P Sovereign & Edge is our effort supporting emergence ofedge computing driven by new requirements in terms of
low latency services, data gravity concerns or even privacy

P Digital platform is all about extracting the value out of thedata. As Business models modernize themselves and want
to benefit from AI assisted technologies in their value
streams, they need higher quality data and data comingfrom multiple business coopetitor partners to create end to
end services. In this Group we will find ATOS strategic
technologies like(i)

Artificial Intelligence: environment enabling thedesign of AI solutions, industrial, trusted, efficient, andnotably the computer vision. We are leveraging GenAI
across projects for development, testing and IT
Operations
andCustomerbusiness
process
modernization. Especially on this AI topic, community
around the world have been setup to collaborate anddevelop the thought leadership,(ii)

Automation: design of automation tools andtechnology to enable automation of IT operations,(iii) Immersive Experience: developing solutions that
address the evolution of the digital workspace andsoftware that enables human interaction and is criticalto the future,
On top of everything else, Decarbonization remains at theheart of our customer concerns and our approach is todevelop the most efficient technologies possible and tosupport the digital transformation of our customers to
optimize their efficiency and encourage the sobriety of theirenergy consumption. End of 2023, EcoDesignCloud has beenreleased after significant effort of Atos R&D and is able tosupport suppliers in enhancing their product sustainability
with fast and effective Life Cycle Assessments (LCA).

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Thriving innovation and partnerships

2.4.2

Open Innovation

R&D developments are supported by an ecosystem ofpartners and startups aligned with the 8 strategic
technologies. A few Atos R&D projects are also part ofgovernmental or European initiatives, demonstrating its ability

2.4.2.1

Open‑‑Innovation with our customers

Our customers are an integral part of our innovation process
and even our primary source of inspiration. The close andtrusting relationship we maintain with them is a breeding
ground for new topics to stimulate our R&D. Our
understanding of the challenges faced by our customers, theirstrategy and their priorities continuously fuels our thinking toensure that they always have a competitive advantage in theirmarket.
In addition to our clients’ technology innovation, growth andimage objectives, there are other issues driven by theenvironment/ecosystem that must be considered. As data
value ecosystems become more distributed, diverse, andtransient, trust is increasingly built through consensus.
Realizing the full potential of digital technology depends
heavily on how it is applied and how that application isperceived. The establishment of a network is an essential
success factor for the effective and efficient application ofmany digital technologies. At their request, we support themin their innovation approach, questioning how to approachthings differently to create impact and engage technology as
a vehicle for change.
P A

customer‑centric approach that starts from theknowledge and understanding of the customer context(strategy, objectives, blocking points, innovation model andneeds) to compare it with our vision and the various market
metrics, and thus identify the strategic points of attention to
propose the technological content adapted to the creationof value, unique experience and security.

2.4.2.2

P A centralized team and personalized content. At each stageof the journey, we have identified the stakeholders toengage with and the reference points, to develop acommon view, using the full scope of Atos’ assets andecosystem to optimize the conditions for co‑innovation withour customers. We also work on joint innovation programsand business models by participating in shared innovation
ecosystems that we put at the service of our customers’
innovation.

P A

tailor‑made innovation roadmap. Based on our
understanding of digital disruptions and our clients’ mainindustrial challenges, their strategy and priorities, ouranticipation of technological trends, their uses, and theirimpact on our clients’ business, we build together theirdigital innovation roadmap. The elaboration of an action
plan allows us to optimize the touch points to ensure
follow‑up, execution, and continuity.

Our goal is to guide our customers through a digital journey toimprove their daily lives, prepare for the future and enable
them to be even more successful in achieving their businessgoals.
It is also our customers’ challenges that fuel and stimulateinternal ideation. Twice a year, we encourage idea generationand out‑of‑the‑box thinking within our teams to meet ourclients’ challenges. The best ideas will go on the road todevelopment.
All this journey with our customers is especially materialized
through Innovation Workshop taking place in our BusinessTechnology Innovation Centers (BTIC).

Successful partnership examples in 2023

This Open‑Innovation approach, made possible by our R&D
ecosystem working closely with customers, partners andstart‑ups, has led to the following achievements of integrated
technology in our services in 2023:
P Atos OneCloud Sovereign Shield is a complete ecosystemof edge‑to‑cloud platforms, offering a highly secure service
that improves customers’ level of control over the data they
produce and exchange, helping them to regain control andeffectively manage territorial legal specificities. It is basedon an optimized framework of proprietary technology
bricks, local and specific partnerships (with strategic
players by geographical area and providing local expertiseand adapted advice), global partnerships - to guarantee
access to the public cloud. The choice of providers is madeamong Google GCP, Amazon AWS, Microsoft Azure,
OVHcloud, VMWare and Red Hat. In November 2023, Atosannounced a collaboration with Microsoft to Help
Customers Take Advantage of the Microsoft cloud andGenerative AI. Atos brings together its expertise in Machine
Learning and AI with Azure OpenAI service. Also, Atosannounced its collaboration with Microsoft to acceleratebusiness transformation through the application of
Microsoft 365 Copilot and Azure OpenAI service.

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to federate ecosystems and the forward‑looking nature of its
research topics. The continuous investment in R&D has alsoenabled Atos to offer the best of its technologies to its
customers.

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P Witha unique expertise in Europe and innovativetechnologies such as the Atos Qaptiva, the most powerfulquantum simulator and the way to connect QPUs with HPC
in the world. Atos works closely with national players such
as GENCI (Grand Equipement National de Calcul Intensif)
and CEA (Commissariat à l’énergie atomique et auxénergies alternatives).

P Atos and 11 partners have finalized the European project“EO4AGRI” after two years of work, with the objective of
boosting the digitization of the agricultural sector.

P Atos and AWS, as leaders in digital, cloud, big data andsecurity, announced in June the launch of a new
product: AIsaac Cyber Mesh, a next generation of
cybersecurity detection and response, reinforced by
Amazon Web Services (AWS) Security Data Lake andpowered by generative AI technologies. AIsaac Cyber
Mesh offers an advanced end‑‑to‑‑end detection, response,
and recovery solution, built on a cybersecurity
mesh‑‑enableb architecture, using generative AI and
predictive analytics.

Organization & Business offering
Thriving innovation and partnerships

P Atos and Onepoint have entered in a global partnershipagreement in November 2023 focused on three main
domains: GenAI, path to cloud and decarbonation. It will
initially address the French market before its rollout atbigger scale.

2.4.2.3

P Atos and Inria, the French national institute for research indigital science and technology, have signed a strategic
research and innovation partnership agreement. Thisagreement has been rollout in 2023 on the scientific themeof Artificial Intelligence applied to simulation challenges.

Atos Scaler accelerates Open Innovation with startups

One of Atos’ strengths is its ability to leverage the worldwide
start‑up economy to design unique solutions for its clients. For
the past few years, involving start‑ups has become an
essential part of Atos’ approach to inspiring large corporates inachieving their objectives to stay ahead of the pace ofinnovation.
Inaddition,collaborating
with
young
entrepreneurs is a stimulating and constructive experience for
Atos employees, helping them explore new and pioneeringsolutions for their clients.
In 2020, Atos launched a new program for start‑ups and SMEs:
Scaler, the Accelerator. Scaler accelerates a fruitfulcollaboration between Atos experts and a start‑up’sentrepreneurs. It’s a win‑win relationship. The start‑ups win
through accelerated development, access to Atos clients andpartners, and brand power and visibility. Scaler wins through aspirit of innovation that inspires agility, creativity, anddisruption; adds sweet‑spot solutions to Atos portfolio andgenerates new client engagements. Scaler creates added
value for Atos’ clients, as the start‑ups enrich its portfolio with
innovative solutions. In return, Atos supports their businessdevelopment and helps them grow internationally,
accelerating their access to its customers and partner
ecosystem.
The Scaler program has already supported 30 start‑ups. Overa period of 24 months, Eviden’s teams have worked with thesestart‑ups to define the best joint value proposition before
giving them access to their international customers and major
strategic partners. The Scaler program recently led to thesigning of a contract between Eviden and ColibrITD, for thecreation of the first hybrid quantum computing platform
dedicated to combustion, in partnership with the French
institution ONERA.
This year, Scaler also started to prepare its fourth wave ofstart‑ups and already onboarded 3 new start‑ups, focused on
Artificial Intelligence / Machine Learning, Blockchain and
NetZero, in addition to the start‑ups already on the program:
P Rubiscape: with the exponential demand for artificial

intelligence and pressing time‑to‑market expectations,start‑ups that offers AI solutions that are more efficient, anddeployable more quickly and easily are high‑profile gems.
Rubiscape’s multi‑persona low‑code Data Science andMachine Learning (DSML) platform offers a set of
integrated tools to simplify AI solutions while providing
visual analysis summaries, helping to meet businesschallenges and accelerate the implementation of even themost complex and ground‑breaking projects.

Rubiscape enhances Eviden’s existing AI offering and isapplicable to all industry sectors. Rubiscape is also part ofthe start‑up programs of Eviden’s partners AWS, Google
Cloud and Microsoft. It has received numerous international
awards, including the NASSCOM DeepTech Club Start‑up
and Aegis Graham Bell Award for product innovation;
P Manual.to: people at home learn through video - at work

they are stuck with PDF. The success of digitaltransformation projects depends on adoption: people needto get up to speed as soon as possible. Industries struggle
to capture the knowledge of the aging workforce and shareit with the new generations. Manual.to quickly captures,
shares and improves digital instructions, product manuals
and trainings, with video and multilingual text. Manual.toand Eviden have a track record of helping large customers
with an easy to deploy, user friendly solution;

P ByzGen: ByzGen is the expert in secure registries andenterprise blockchain, having developed and deployed its
blockchain orchestration platform, FALKOR, over the past 6
years. ByzGen uses FALKOR to deploy simple solutions tocomplex trust network challenges. This helps to address
the pressure of ever‑increasing data scale and data
management requirements, given the growth of regulation,compliance, generative artificial intelligence, ESG(environment, social, governance) and asset and property
tracking. ByzGen is also part of Eviden UK&I’s Horizons
program.

Other start‑ups will soon be joining the Scaler program,
especially in the field of quantum, to complement Eviden’s
new offering QaptivaTM (1) and also in Artificial Intelligence.
Each year, new startups are selected to develop their projects
according to specific customer interests. They stay in the
program, where Atos helps them accelerate theirdevelopment and grow internationally, for a period of 18
months, accessing Atos’ clients and partners and benefittingfrom Atos’ technology expertise as well as from its global
brand and visibility.
The Scaler program has fostered many open innovation
projects supporting customers’ business needs. To date, Atos
Scaler has onboarded 30 start‑ups from across the globe andaround 20 client deals have already been signed with client
engagements accelerating.

1) https://eviden.com/insights/press‑releases/
eviden‑takes‑quantum‑computing‑application‑development‑to‑the‑next‑level‑with‑its‑new‑qaptiva‑offering/

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Organization & Business offering
Thriving innovation and partnerships

Some examples of Atos Scaler delivering on its promises –accelerate business growth and portfolio open innovation include:
P Growing business, with a few customers in Manufacturingand Financial Services in the UK such as Kore.ai, or
Ministère de la Santé in France. The Scaler program
recently led to the signing of a contract between Eviden
and ColibrITD, for the creation of the first hybrid quantum
computing platform dedicated to combustion, in
partnership with the French institution ONERA;

P Accelerating decarbonization with Greenspector throughthe delivery of a platform measuring the environmental
impact of web and mobile web applications for French
National Health System (Délégation ministérielle au
Numérique en Santé et Agence du Numérique en Santé);

P Developing Ecosystem Play Innovation, expanding thevalue‑chain to offer an expanded portfolio with a selectionof very innovative and complimentary startups to Atos’clients, such as attack surface management solutions of
CyCognito to complete the remediation security services in
Digital Security, or using Carbon Minds’ environmental
life‑cycle data to enrich Atos’ Product Carbon Footprint(PCF) Platform - in Net Zero Transformation.

Scaler is growing the start‑‑ups’ business and it
helps them go international
Atos gives the start‑ups access to its clients and partners
ecosystem and helps them sign new business contracts byextending its support beyond mere coaching for the go tomarket phase. All start‑ups take part in account planning in all
regions and meet up with Atos’ clients. Start‑ups also
participate in demos in Atos´ Business Technology andInnovation Centers (BTICs) and are on the agendas of clientinnovation sessions.
Over the last few months, more than 70 client meetings
involving Scaler's start‑ups have been held across the world,
pro‑actively addressing co‑innovation with clients on theirdigital transformation agenda and opening new business
opportunities in various industries such as energy and utilities,
manufacturing, healthcare, media, finance, or the public
sectors.

The full list of start‑‑ups in the 2023 program
includes:P Digital Security: DuoKey- Digitalberry - GitGuardian –CyCognito – ByzGen (New)P AI: Rubiscape (New), Kore.ai
P Advanced Technology: Iptoki - ColibrITD
P Manufacturing: Carbon Minds
P Financial Services and Insurance: Kore.ai
P Decarbonization: Manual.to (New)P Alumni:

United Biometrics – Claroty- DreamQuark –Synchronized – Opinum – Greenspector – Tier 1 – Prove n
Run – Otorio – IQM – Circular Computing

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3

3

Business Performance& Financial Review
3.1

Operational review

60

3.4

3.1.1

Statutory to constant scope and exchange
rates reconciliation

60

3.4.1 Opening of an amicable conciliation
procedure and discussions on financial
restructuring72

3.4.2 Implementation of an additional asset
disposal program

74

3.1.2 Performance by business line

61

3.1.3 Performance by Regional Business Units

62

3.1.4 Portfolio

64

3.1.5 Human Resources

65

3.2
3.3

66

First quarter 2024 performance2024‑‑2027 business plan of the Atos
Group

69

Financial review

72

3.4.3 Liquidity and continuity of operations

74

3.4.4 Income statement76

3.4.5 Free Cash Flow and net debt

80

3.4.6 Financing policy

82

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Business Performance & Financial Review
Operational review

3.1 Operational review
3.1.1

Statutory to constant scope and exchange rates reconciliation
following the decision published by ESMA in October 2023
that illustrated the IFRS IC decision and enacted a restrictive
position on the assessment of Principal vs. agent under IFRS
15 for such transactions. The revenue was negatively
impacted by €62 million. The impact affected Eviden in theAmericas RBU without impacting the operating margin. The
revenue for 12‑month period ended December 31, 2022 wasrestated by €71 million to €11,270 million.

For the analysis of the Group’s performance, revenue and OM
for 2023 is compared with 2022 revenue and OM at constantscope and foreign exchange rates. Reconciliation between the2022 reported revenue and OM, and the 2022 revenue and OM
at constant scope and foreign exchange rates is presented
below, by Business Lines and Regional Business Units.
In 2023, the Group reviewed the accounting treatment ofcertain third‑party standard software resale transactions

FY 2022 revenue(in € million)

FY 2022 Restatement
Published

FY 2022
restated

Internaltransfers

5,244

-4

-218

-78

4,945

6,026

4

-220

-106

5,703

-71

11,270

0

-438

-184

10,648FY 2022 Restatement
Published

FY 2022
restated

Internaltransfers

Scope
Exchangeeffects rates effects

FY 2022*

Eviden5,315

Tech Foundations

6,026

Total

11,341-71

Scope
Exchangeeffects rates effects

FY 2022*(*) At constant scope and foreign exchange rates.

FY 2022 Operating Margin(in € million)

Eviden

276

276

-2

-31

-10

233

Tech Foundations

79

0

79

3

-22

-5

56

Others & Global Structures

20

0

-2

1

0

0

Total

356

0

356

0

-52

-15

289

FY 2022 Restatement
Published

FY 2022
restated

Internaltransfers

Scope
Exchangeeffects rates effects

FY 2022*(*) At constant scope and foreign exchange rates.

FY 2022 revenue(in € million)

Americas

2,866

2,794

-9

-51

-108

2,626

Northern Europe & APAC

3,199

3,199

6

-19

-62

3,123

Central Europe

2,588

2,588

0

-144

8

2,452

Southern Europe

2,420

2,420

2

-224

0

2,198

269

269

0

0

-21

248

11,270

0

-438

-184

10,648Others & Global Structures
Total

11,341(*) At constant scope and foreign exchange rates.

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-71

-71

Business Performance & Financial Review
Operational review

FY 2022 Operating Margin
FY 2022 Restatement
Published(in € million)

0

FY 2022
restated

Internaltransfers

Scope
Exchangeeffects rates effects

FY 2022*

Americas

222

222

0

-10

-10

202

Northern Europe & APAC

115

115

3

-2

-4

112

Central Europe

-10

-10

0

-13

0

-23

Southern Europe

106

106

0

-25

0

81

Others & Global Structures

-78

-78

-2

-2

-2

-84

Total

356

356

0

-52

-15

289

0

(*) At constant scope and foreign exchange rates.

Scope effects on revenue amounted to €-438 million. They
mainly related to the divesture of Atos satellite ground testing
business and Russia in 2022, and in 2023 to the divestures of
Italy in Southern Europe, of Unified Communications andCollaboration Services across all regions, of EcoAct inAmericas, Southern Europe and Northern Europe &Asia‑Pacific, of State Street in Americas, and of Elexo inSouthern Europe.

3.1.2

Currency effects negatively contributed to revenue for€-184 million. They mostly came from the depreciation of theAmerican dollar, the British pound, the Argentinian peso, andthe Turkish lira.
Internal transfers adjustments reflected split of Processia
perimeter from Americas to Northern Europe & Asia‑Pacificand to Southern Europe.

Performance by business line

Group revenue was €10,693 million in 2023, up +0.4% organically compared with 2022.
Group operating margin was €467 million representing 4.4% of revenue, up +170 basis points organically compared with 2022. Bothbusinesses contributed to this improvement.
Revenue
2023 revenue(in € million)

2022 revenue

2022 revenue*

Organic variation*

Eviden

5,089

5,244

4,945

+2.9%

Tech Foundations

5,604

6,026

5,703

-1.7%

Total

10,693

11,27010,648+0.4%(*) At constant scope and average exchange rates.

Operating margin

Operating margin (%)
Organic
variation*(in € million)

2023

2022

2022*

2023

2022

2022*

Eviden

294

276

233

5.8%

5.3%

4.7%

+110 bps

Tech Foundations

172

79

56

3.1%

1.3%

1.0%

+210 bps

Total

467

356

289

4.4%

3.2%

2.7%

+170 bps(*) At constant scope and average exchange rates.

3.1.2.1

EvidenEviden delivered a +2.9% organic growth.
P Big Data & Security (BDS) grew by mid‑single digit, driven

by stronger demand in Mission Critical Systems andHigh‑Performance Computing (“HPC”), with a large system
in Spain and the ramp‑up of a new contract signed in India.

P Digital activities grew low‑single digit reflecting strong

revenue growth in Europe, driven by demand forspecialized
application
development,
application

management and next‑generation products and services,which was partially impacted by a general market
slowdown in the US, as clients take longer to award new
business.
Eviden’s operating margin was €294 million or 5.8%, up +110
basis points organically. Eviden’s operating margin improved
as a result of cost take‑out actions, better utilization of billable
resources and higher absorption of fixed costs in advanced
computing.

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Business Performance & Financial Review
Operational review

3.1.2.2

Tech Foundations perimeter

Tech Foundations recorded a -1.7% organic decline inrevenue.
P This reflects the deliberate reduction in non‑‑core activities,

including the sale of its Italian and UCC businesses and a-19% decrease of hardware and software resale. BPO
activities were up year on year, due to a favorable
comparison effect.

P The decline in core revenue was successfully contained toTech Foundations operating margin was €172 million or 3.1%,
up +210 basis points organically. The business benefitted fromthe execution of the transformation program that started in
2022, including the shift of the business portfolio towards
higher margin new offerings. There was also a positive impact
from the accelerated reduction of under‑performing contracts
via renegotiation and improved delivery, better pricing of new
businesses and continued reduction of low margin non‑core
activities such as resale.

-2.0%. Growth in Digital Workplace and Technological
Services helped to partially offset the structural decline of
the Hybrid Cloud & Infrastructure market.

3.1.3

Performance by Regional Business Units
Revenue(in € million)

2023

2022

2022*

Organic variation*

Americas

2,441

2,794

2,626

-7.1%

Northern Europe & APAC

3,163

3,199

3,123

+1.3%

Central Europe

2,506

2,588

2,452

+2.2%

Southern Europe

2,284

2,420

2,198

+3.9%

Others & Global structures

300

269

248

+21.1%

10,693

11,27010,648

+0.4%

Total
(*) At constant scope and average exchange rates

Operating margin

Operating margin (%)(in € million)

2023

2022

2022*

2023

2022

2022*

Organic
variation*

Americas

249

222

202

10.2%

7.9%

7.7%

+250 bps

Northern Europe &
APAC

163

115

112

5.2%

3.6%

3.6%

+160 bps

Central Europe

31

-10

-23

1.3%

-0.4%

-0.9%

+220 bps

Southern Europe

99

106

81

4.3%

4.4%

3.7%

+60 bps

Others & Global
structures

-77

-78

-84

NA

NA

NA

NA

Total

467

356

289

4.4%

3.2%

2.7%

+170 bps(*) At constant scope and average exchange rates.

Americas revenue was €2,441 million, down -7.1% organically,reflecting a general slowdown in market conditions, delays incontracts awards and tougher comparison with the prior year.
Both Eviden and Tech Foundations businesses contributed tothat organic revenue decline. In Advanced Computing, thedelivery of an HPC in South America in 2022 could not becompensated by another HPC delivery in 2023, while softer
market conditions led to volume reductions in Digital,

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Universal Registration Document 2023

particularly in Finance, Transportation and Healthcare. Tech
Foundations was impacted by contracts scope reductions,notably in Pharmaceutical and Finance verticals.
Operating margin was €249 million or 10.2%, up +250 basis
points organically. Eviden margin improved towards mid‑teens
and Tech Foundations reached mid‑single digit reflecting
stronger productivity and costs improvements.

Business Performance & Financial Review
Operational review

Northern Europe & Asia‑‑Pacific revenue was €3,163 million,
up +1.3% organically, reflecting strong demand from the Public
Sector across Europe and solid performance in the Financial
vertical in Asia‑Pacific. Digital activities were up high‑single
digit on solid demand from application modernization andcloud transformation, partially offset by reduction in
low‑margin Lab‑as‑a‑Service business and lower HPC revenue
compared with the prior year, which benefited from several
supercomputer deliveries. In Tech Foundations, growth camemostly from stronger Public Sector business in the United
Kingdom and in the Financial sector in Asia‑Pacific.
Operating margin was €163 million, or 5.2%, up +160 basis
points organically thanks to continued delivery optimization
actions and tighter cost controls.
Central Europe revenue was €2,506 million, increasing by+2.2% organically. Solid double‑digit growth in Digital and BDS,
driven by strong demand in the Public and Automotive
sectors was partially offset by revenue decline in Tech
Foundations, which was impacted by lower activity in
Manufacturing and Banking.
Operating Margin was €31 million or 1.3%, up +220 basis points
organically. Both Business lines reported improvements in
profitability reflecting the benefit of workforce optimization

actions and tighter
contracts.

managementofunder‑performingSouthern Europe revenue was €2,284 million, up +3.9%
organically. High‑single digit growth in Eviden was driven bystrong performance in Big Data and Cybersecurity and HPC.
Digital also grew, benefitting from new customers contracts aswell as demand for application modernization anddecarbonation solutions. Tech Foundations reported a low
single digit decline, as solid performance with Public Sector
clients were offset by volume reductions in the Aerospace andTransport & Logistics sectors.
Operating margin was €99 million or 4.3%, up +60 basis point
organically, primarily from improvement in Tech Foundations
profitability.
Others and global structures encompass Middle East, Africa,
Major Events with UEFA as well as the Group’s global delivery
centers and global structures. Revenue was €300 million, up+21% organically supported by double‑digit growth in Major
Events with the European Games in Poland and with theramp‑up of a contract in Sports & Major Events. Overallprofitability improved by €+7 million organically reflecting
tighter cost management in the delivery centers andimproved profitability in Growing Markets.

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Business Performance & Financial Review
Operational review

3.1.4

Portfolio

3.1.4.1

Order entry and book to bill
extend Europe’s
leadership.

Order entry reached €10.1 billion during the year,
representing a book‑to‑bill ratio of 94%, up +4 points comparedwith 2022.

scientificexcellenceandindustrial

Tech Foundations’ reported a book‑to‑bill ratio of 94% led by
the successful renewals of major Digital Workplace andHybrid Infrastructure contracts in nearly all geographies withparticular strength in North America and by the renewal ofTechnology Services contracts in France. The number of new
signatures more than doubled compared with 2022 witheleven new large deals.

Eviden reported a book‑to‑bill ratio of 94% for the full year.
Order entry reflects ongoing digital activities from smaller,
low‑risk contracts and short‑term bookings with fasterrevenue yields. In terms of new deals concluded during theyear, Eviden signed generative AI contracts with large clientsin the retail and technology sectors. In addition, Eviden signed
a large HPC deal in India and the very first exascale
supercomputer contract in Europe, a key milestone that will

Order entry and book to bill by Regional Business Units, and by Perimeters, were as follows:
Order entry

Book to bill(in € million)

H1 2023

H2 2023

FY 2023

H1 2023

H2 2023

FY 2023

Americas

1,497

1,085

2,582

114%

96%

106%

Northern Europe & APAC

1,180

1,337

2,517

74%

85%

80%

Central Europe

1,103

1,309

2,412

85%

108%

96%

Southern Europe

1,258

1,078

2,336

104%

100%

102%

95

130

225

66%

84%

75%

Total

5,133

4,939

10,072

93%

96%

94%

Eviden

2,592

2,212

4,803

99%

90%

94%

Tech Foundations

2,541

2,727

5,269

87%

102%

94%

Total

5,133

4,939

10,072

93%

96%

94%

Others & Global Structures

3.1.4.2

Full backlog and full qualified pipeline

At the end of December 2023, the full backlog reached €18.5 billion representing 1.7 year of revenue.
The full qualified pipeline amounted to €6.2 billion at the end of December 2023.

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Business Performance & Financial Review
Operational review

3.1.5

Human Resources

The total headcount was 95,140 at the end of December
2023, a decrease by -14.1% compared with 110,797 at the endof December 2022. This was due to the divestures of Atos Italy,
UCC, State Street joint‑venture, EcoAct and Elexo. Excluding
the scope impact, the decrease would have been -5.7% overthe period.

Attrition rate declined from 21.6% in 2022 to 14.5% in 2023,
reflecting the strong dedication of employees to the Group. In
particular, attrition rate declined in offshore centers from 27.8%
to 17.1% and retention of key personnel has improved
compared with last year despite leadership changes at the
top of the organization.

During the year 2023, the Group hired 14,839 staff (of which
92.0% were Direct employees). 70% of hirings were in offshoreand nearshore countries.
Headcount evolution in full year 2023 by Regional Business Unit was as follows:
Leavers,
dismissals,
restructuring
End of& transfers December 2023

End ofDecember 2022

Scope

HiringAmericas18,163-5,0202,549-4,002

11,690

Northern Europe & APAC

16,028

-359

2,331

-3,265

14,735Central Europe

12,562-937

779-1,55910,845Southern Europe

17,033-1,9472,143-2,29014,939Others & Global structures

47,011-1,068

7,037-10,049

42,931

Total Direct

102,154-8,515

13,654-19,761

87,532

Total Indirect

8,643

-816

1,185

-1,404

7,608

TOTAL Group110,797-9,331

14,839-21,165

95,140

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Business Performance & Financial Review
First quarter 2024 performance

3.2 First quarter 2024 performance
Revenue by Businesses
Q1 2024
Revenue

Q1 2023
Revenue

Q1 2023
Revenue*

Organic
variation*

Eviden

1,164

1,317

1,212

-3.9%

Tech Foundations

1,314

1,473

1,334

-1.5%

Total

2,479

2,790

2,546

-2.6%

(in € million)(*) At constant scope and foreign exchange rates.

Group revenue was €2,479 million in Q1 2024, down -2.6%
organically compared with Q1 2023.
Eviden revenue was €1,164 million, down -3.9% organically.
P Digital activities decreased mid‑single digit. While revenue

grew in continental Europe with public sector and utility
customers, the business was impacted by the generalmarket slowdown in Americas and by contract scope
reductions in the United Kingdom.

P Big Data & Security (BDS) revenue decreased low single

digit organically. Revenue in Advanced Computing was upslightly, with stronger activity in the public sector in France
and in Asia. Revenue in Digital Security declined, impacted
by a ramp up delay in a large project in Europe.

Tech Foundations was €1,314 million, down -1.5% organically.
P Core revenue (excluding BPO and value‑added resale(“VAR”)) decreased by -3.6%. Stronger contributions related
to the Paris Olympic & Paralympic games and the UEFA
contract were offset by slowdown in public sector
spending in Central Europe as well as by contract scopeand volume reductions in Americas.

P Non‑‑core revenue grew high‑single digit, reflecting astrong demand for hardware and software products from
European customers and a moderate growth in BPO
activities in the United Kingdom.

Overall, revenue of the Group was impacted by delays inaward of new contracts and add‑on work, as clients await the
final resolution of the Group’s refinancing plan.

Revenue by Regional Business Unit(in € million)

Q1 2024
Revenue

Q1 2023
Revenue

Q1 2023
Revenue*

Organic
variation*

Americas

547

642

591

-7.5%

Northern Europe & APAC

754

788

778

-3.2%

Central Europe

533

633

554

-3.8%

Southern Europe

565

661

561

+0.7%

Others & Global Structures

81

66

62

+29.9%

2,479

2,790

2,546

-2.6%

Total
(*) At constant scope and foreign exchange rates.

Americas revenue decreased by -7.5% on an organic basis,
reflecting the current general slowdown in market conditions.
Digital services were down reflecting contract completionsand volume decline in Healthcare and Insurance. The delivery
of a supercomputer project in South America in Q1 2023 also
provided a higher prior year comparison basis for Big Data andCybersecurity. Revenue in Tech Foundations was down due toa contract completion and scope reductions with selectcustomers.

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Universal Registration Document 2023

Northern Europe & Asia‑‑Pacific revenue decreased by -3.2%
on an organic basis. Eviden revenue declined high‑single digit,
reflecting a lower demand from Public Sector, Healthcare andInsurance customers. Revenue in Tech Foundations was
slightly up with the contribution from Asia and increased BPO
activity in the UK offsetting volume decline in the healthcare
sector.

Business Performance & Financial Review
First quarter 2024 performance

Central Europe revenue was down -3.8% on an organic basis.
Eviden revenue slightly declined, as growth in Digital activitiesin Germany and Austria offset lower activities in Big Data andCybersecurity. Tech Foundations revenue declined high‑single
digit, reflecting delays in public sector spending.
Southern Europe revenue was up +0.7% organically. Eviden
revenue grew mid‑single digit, reflecting strong activity in
High‑Performance Computing. Digital activities grew as well,benefitting from the ramp‑up of large contracts in Spain andwith a major European utility company in France. Tech

Foundations revenue declined low single‑digit following
contract completions with Banking and Public Sector
customers.
Revenue in Others and global structures, which encompass
Middle East, Africa, Major Events as well as the Group’s global
delivery centers and global structures, strongly grew by 30%
organically, reflecting strong performance in Major Events withthe ramp up of activities related to the Paris Olympic &Paralympic games and the UEFA contract.

Commercial activity
Order entry for the Group was €1,586 million. Eviden order
entry was €966 million and Tech Foundations order entry was€620 million.
Book‑‑to‑‑bill ratio for the Group was 64% in Q1 2024, downfrom 73% in Q1 2023, reflecting delays in contract awards asclients await the final resolution of the Group’s refinancing
plan.
Book‑to‑bill ratio at Eviden was 83%, improving by +4 points
compared with the first quarter of 2023. The increase reflects
large orders received by Big Data and Cybersecurity, inparticular an AI system that will perform medical and scientificresearch in Denmark and contracts to extend the computing
capacity of existing HPCs: the Santos Dumont in Brazil and theJean Zay in France. Main order intake also included an SAP
implementation and maintenance contract for the European

Union and an application maintenance contract with a public
sector customer in Central Europe.
At Tech Foundations, Q1 book‑to‑bill was 47%, down from 68%
in Q1 2023. Despite the signature of several large contact
renewals, notably in Hybrid Cloud & Infrastructure with aTransportation customer and in Digital Workplace with a clientin the financial sector in Americas, signature of new
outsourcing contracts was delayed due to the current low
demand for new services from public sector customers inCentral Europe and the impact of customers delaying
decisions on major IT projects, as they await the final
resolution on our refinancing plan.
At the end of March 2024, the full backlog was €17.3 billion
representing 1.7 years of revenue. The full qualified pipelineamounted to €6.0 billion at the end of March 2024.

Operating margin
Group operating margin in the first quarter of 2024 was€48 million representing 1.9% of revenue, compared with 3.3%
in prior year.

Tech Foundations operating margin was €26 million or 2.0%,
up +50 basis points organically, reflecting the continued
execution of its transformation program.

Eviden operating margin was €22 million or 1.9%, down -330
basis points organically. Eviden’s profitability decreased,
impacted by revenue decrease, lower utilization of billable
resources and investment in Advanced Computing.

Based on current market conditions and businessperformance for the first quarter of the year, Atos will adjust its
2024‑2027 business plan and communicate any revisions in
the coming days.

Q1 2024 cash and net financial debt
As of March 31, 2024, cash & cash equivalents and short‑term
financial assets was €1.0 billion, down €1.4 billion comparedwith December 31, 2023 primarily reflecting €1.3 billion lower
working capital actions compared with the end of fiscal 2023.

As of March 31, 2024, net debt was €3.9 billion compared with
€2.2 billion at the end of last year, reflecting primarily the
reduction of the working capital actions.

Interim financing
Please refer the section 3.4.1 "Opening of an amicable conciliation procedure and discussions on financial restructuring".

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Business Performance & Financial Review
First quarter 2024 performance

Refinancing discussions with financial creditors progressing with a target
resolution by July 2024
Please refer the section 3.4.1 "Opening of an amicable conciliation procedure and discussions on financial restructuring".

Human resources
The total headcount was 93,642 at the end of March 2024, decreasing by -1.6% compared with 95,140 at the end of
December 2023.During the first quarter, the Group hired 3,079 staff (of which 94.7% were Direct employees), while attrition rate in
the first quarter of 2024 was the lowest Q1 over three years at 13.0% vs 15.3% in 2023.

Q1 2023 Revenue and operating margin at constant scope and exchange rates
reconciliation
Q1 2023 revenue (in € million)

Q1 2023
published Restatement

Q1 2023
restated

Internaltransfers

Scope
Exchangeeffects rates effects

Q1 2023*

Eviden

1,334

-16

1,317

0

-102

-3

1,212

Tech Foundations

1,473

0

1,473

0

-138

-1

1,334

Total

2,806

-16

2,790

0

-239

-4

2,546

Q1 2023
published Restatement

Q1 2023
restated

Internaltransfers

Scope
Exchangeeffects rates effects

Q1 2023*

Q1 2023 revenue (in € million)

Americas

659

-16

642

0

-39

-13

591

Norther Europe & APAC

788

0

788

0

-20

10

778

Central Europe

633

0

633

0

-81

2

554

Southern Europe

661

0

661

0

-100

0

561

Others & Global structures

66

0

66

0

0

-4

62

2,806

-16

2,790

0

-239

-4

2,546

Q1 2023
published Restatement

Q1 2023
restated

Internaltransfers

Scope
Exchangeeffects rates effects

Q1 2023*

Total(*) At constant scope and foreign exchange rates.

Q1 2023 operating margin (in € million)

Eviden

81

0

81

0

-17

0

63

Tech Foundations

29

0

29

0

-9

0

20

Total

110

0

110

0

-26

-1

84

(*) At constant scope and foreign exchange rates.

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Universal Registration Document 2023

Business Performance & Financial Review
2024‑2027 business plan of the Atos Group

3.3 2024‑‑2027 business plan of the Atos GroupThe business plan presented below is based on data,assumptions and estimates considered reasonable by the Groupat the date of this Universal Registration Document. These data
and assumptions are likely to change or be modified due touncertainties related in particular to the economic, financial,competitive, regulatory and tax environment or according toother factors of which the Group is not aware at the date of this
Universal Registration Document. In addition, the materializationof certain risks described in paragraph 7.2 “Risk Factors” of this
Universal Registration Document could have an impact on theGroup’s business, financial position, results or outlook and thus
could call into question this business plan. The Group has set its
business plan in accordance with the accounting methods
applied in the consolidated financial statements for the financial
year ended December 31, 2023.
In the context of the presentation of the parameters of its
financial restructuring framework, Atos SE has presented on
April 9 key strategic and prospective financial information
about the Group’s 2024‑2027 business plan.
This key strategic and prospective financial information about
the Group’s 2024‑2027 business plan is based on the Group’s
current perimeter, which includes the assets of Eviden andTech Foundations without taking into account the impact ofany potential asset disposals.
On April 29, 2024 the Company also presented an adjusted
business plan that reflects current market conditions andbusiness trends. As follows:

2024 (1)
The Group 2024 revenue of €9.8 billion compares with €9.9
billion communicated previously and represents an organic
revenue evolution of circa -3.3% compared with 2023,
compared with circa - 2% communicated on April 9, 2024.
The Group Operating margin of €0.3 billion or 2.9% of revenue
compares with €0.4 billion or 4.3% of revenue communicatedpreviously.
Change in cash before debt repayment of €-0.6 billion
compares with €-0.4 billion communicated previously. It
excludes the full unwind of the working capital actions of circa€1.8 billion as of December 31, 2023, which will be coveredfrom cash on the balance sheet.

2027 (2)The Group’s revenue of €11.0 million in 2027 compares with
€11.4 billion in 2027 communicated previously and represents
a revenue CAGR (3) of +2.3% over the 2023PF (4) - 2027 period,
compared with circa +3.1% communicated on April 9, 2024.
The Group Operating margin of €1.1 billion or 9.9% of revenue
compares with €1.2 billion or 10.3% of revenue communicatedpreviously.

Change in cash before debt repayment of €0.3 billion
compares with €0.5 billion communicated previously.

Key business plan assumptions
The business plan takes into account current business trends
and softer market conditions in some of the Group’s key
regions as well as delays in award of new contracts andadd‑on work, as clients await the final resolution of the Group’s
financial restructuring plan. It reflects also a recovery incommercial activities starting from the end of 2024. In
addition:
P The business plan for Digital reflects:– Strong market demand for generative AI solutions andcloud HPC computing capabilities;– Increased demand, including for AI‑powered cyberofferings, due to regulatory compliance and greatercyber threat intensity;– Growth from indirect channels and marketplace for SaaS

sales;– Demanddriven by continued cloud adoption andhyperscaler platform consumption;– New controlled, trusted or sovereign cloud offerings

boosted by increasing regulatory compliance and data
security focus;– Accelerated demand for digital transformation;– New industry solutions powered by generative AI and big

data analytics;– A delay in the return of a positive organic revenue growth

to July 2025;– Lower profitability due to lower utilization of billable

resources;– Higher overhead costs;– Higher restructuring costs in 2025.
P BDS operating margin in 2024 includes lower utilization ofbillable resources in Cybersecurity services.

P The business plan for Tech Foundations includes:– Deliberate reduction of non‑core activities such as

Business Process Outsourcing (BPO) and Value‑Added
Resell (VAR).

– Lower revenue and operating margin due to higher riskof contract terminations and reduced expectations for
new logos in 2024 and 2025;– Lower profitability due to lower utilization of billable

resources and lower absorption of fixed costs.

1) Please refer to the disclaimer of the press release published on April 29.
2) Please refer to the disclaimer of the press release published on April 29.
3) CAGR: Compound annual growth rate.
4) PF: Pro forma.

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2024‑2027 business plan of the Atos Group

Digital adjusted business plan (1)Digital (in € million)

Revenue

2023PF

2024E

2025E

2026E

2027E

3,476

3,347

3,443

3,729

4,070

-3.7%

2.9%

8.3%

9.1%

Growth (%)
Operating margin

233

95

254

349

458

OM%

6.7%

2.8%

7.4%

9.3%

11.3%

46

91

276

420

2023PF

2024E

2025E

2026E

2027E

1,438

1,553

1,836

2,054

2,253

8.0%

18.2%

11.9%

9.7%

35

87

189

237

269

2.4%

5.6%

10.3%

11.5%

11.9%

-71

152

331

97

2023PF

2024E

2025E

2026E

2027E

5,179

4,857

4,637

4,670

4,724

-6.2%

-4.5%

0.7%

1.1%

Free cash flow before interest and taxes

BDS adjusted business plan (2)BDS (in € million)

Revenue
Growth (%)
Operating margin
OM%
Free cash flow before interest and taxes

Tech Foundations adjusted business plan (3)Tech Foundations (in € million)

Revenue
Growth (%)
Operating margin

148

101

87

243

368

OM%

2.9%

2.1%

1.9%

5.2%

7.8%

-160

-238

51

253

Free cash flow before interest and taxes

Atos Group adjusted business plan (4)Atos Group (in € million)

2023PF

2024E

2025E

2026E

2027E

Revenue

10,093

9,757

9,915

10,453

11,046

-3.3%

1.6%

5.4%

5.7%

Growth (%)
Operating margin

417

282

531

828

1,095

OM%

4.1%

2.9%

5.4%

7.9%

9.9%

-185

5

659

770

Taxes

-61

-68

-94

-140

Separation costs & other

-169

-79

-42

-42

-190

-300

-317

-281

-605

-442

206

307

Free cash flow before interest and taxes

Interests(5)

Change in cash before debt repayment

Free cash flow may vary based on interest expense related to the new financial restructuring solution. Please refer to the disclaimer
in this press release.

1) Please refer to the disclaimer of the press release published on April 29.
2) Please refer to the disclaimer of the press release published on April 29.
3) Please refer to the disclaimer of the press release published on April 294) Please refer to the disclaimer of the press release published on April 295) Reflect contractual interests and 7% interest rate on negative liquidity position

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Business Performance & Financial Review
2024‑2027 business plan of the Atos GroupAppendix 3: FY23 actual – FY23 proforma revenue and operating margin reconciliation
The tables below present the reconciliation between the FY 2023 actual revenue and operating margin and the 2023 pro forma
revenue and operating margin, for the Group, Eviden, Tech Foundations and the two components of Eviden, Digital and BDS.
Elements in reconciliation correspond to businesses disposed in 2023.
External revenue (in € millions)2023 Actuals

Scope effects

2023 PF

Digital

3,630

-154

3,476

BDS

1,459

-21

1,438

Sub‑‑total Eviden

5,089

-175

4,914

Tech Foundations

5,604

-425

5,179

Total Group

10,693-600

10,0932023 Actuals

Scope effects

2023 PF

Digital

257

-23

234

BDS

38

-2

36

Sub‑‑total Eviden

295

-25

270

Tech Foundations

172

-25

147

Total Group

467

-50

417

Operating margin (in € millions)

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Financial review

3.4 Financial review
3.4.1

Opening of an amicable conciliation procedure and discussions on
financial restructuring

On February 5, 2024, Atos announced that the Company hadentered into discussions with its banks with a view to reachinga refinancing plan for its financial debt and that following
these initial discussions, it appeared pertinent to request theappointment of a mandataire ad hoc in order to frame these
discussions and facilitate a rapid outcome.
On March 26, 2024, Atos SE has entered into an amicableconciliation procedure in order to frame discussions with its
financial creditors. This is to facilitate the emergence of a
global agreement regarding the restructuring of its financial

debt within a short and limited timeframe of four months,
which could be further extended by one month if needed
according to French law. Maître Hélène Bourbouloux of FHB
SELARL was appointed as conciliator.
The conciliation procedure (such as the mandat ad hoc
previously) concerns only the financial indebtedness ofAtos SE and will not impact suppliers, employees, thegovernance of the Company, or other creditors of theCompany or its subsidiaries.

Interim financing until the final implementation of the financial restructuring agreement
On April 9, 2024, Atos announced an agreement in‑principlewith a group of banks, a group of bondholders and the French
State on interim financing of €450 million for additionalliquidity until refinancing agreement is reached.
On May 6, 2024, Atos confirmed that:
P The €100 million revolving credit and term loan facilities tobe provided by a group of bondholders has been signed;

P On April 25, 2024, the French Ministry of Economy, Financeand Industrial and Digital Sovereignty (Ministère del’Economie, des Finances et de la Souveraineté Industrielle
et Numérique) has issued an order (arrêté) authorizing the€50 million loan from the State through the FDES (Fonds
de Développement Economique et Social) to a subsidiaryof Atos, Bull SAS, which controls sovereign sensitive
activities. The Group’s financing banks have also granted
the required waiver in relation to that loan;
P Discussions with the banks regarding the implementationof a €300 million factoring facility are progressing.

Parameters of Atos’ financial restructuring framework
Atos SE presented on April 29 a revision of its financial
restructuring framework presented on April 9, 2024, to reflectcurrent market conditions and business trends:
P €1.1 billion of cash needed to fund the business over the2024‑25 period compared with €600 million previously.
Funds to be provided in the form of debt and/or equity byexisting stakeholders or third‑party investors. The €1.1
billion of cash needed for the 2024 and 2025 period isbased on a severe downside case performed by theCompany adjusting for lower interest expenses related to
debt reduction targets;P €300 million in new revolving credit facility and €300

million in additional bank guarantee lines (unchanged);

P Targeting BB credit profile by 2026, which assumes afinancial leverage (1) below 2x by year‑end 2026 and implies
a gross debt reduction of €3.2 billion compared with €2.4
billion previously;

P Remaining(unchanged).

debt

maturities

extended

by

5

years

The key parameters of this financial restructuring framework
are not impacted by the Letter of Intent received from the
French state. If an agreement is reached with the French state,proceeds resulting from such a transaction are not assumed
to be received before H2 2025. Such proceeds would beavailable for early repayment of potential new money
instruments as part of the financial restructuring solution.

1) Ratio net debt pre‑IFRS16 over EBITDA pre‑IFR16; EBITDA computed as OMDA pre‑IFRS16 minus anticipated RRI (restructuring, rationalization,
integration) costs and Other changes

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Business Performance & Financial Review
Financial review

Financial restructuring proposals received as part of the ongoing conciliation procedure
On May 6, 2024, following the publication of the updated
parameters of its financial restructuring framework on April 29,
2024, Atos SE confirmed it received on May 3, 2024, four newmoney proposals from the following parties:
P A group of bondholders and banks of the Company’sbanking group

P Bain Capital
P EP Equity Investment, controlled by Mr. Daniel Kretinsky inpartnership with Attestor Limited

P Onepoint, controlled by Mr. David Layani in consortium withButler Industries

These proposals have been posted on Atos’ website and will
be accessible through the following link Investors – Atos.

All the proposals were presented to the Board of Directors on
May 5, 2024, which decided with management and inalignment with the Conciliator Ms. Hélène Bourbouloux, not topursue discussions with Bain Capital, as the submitted offer
does not meet the stated objectives of the Company toconsider its full perimeter.
The Board of Directors reiterated its confidence in the Group’s
management team to continue to coordinate discussions,
under the aegis of the Conciliator and in coordination with the
CIRI(ComitéInterministériel
deRestructucturation
Industrielle), with an objective of reaching a financial
restructuring agreement in the best corporate interest of theCompany including its employees, clients, suppliers, creditors,
shareholders, and other stakeholders, while maintaining an
attractive business mix.

Non‑‑binding letter of intent received from the French state to acquire 100% of the Advanced
Computing, Mission‑‑Critical Systems and Cybersecurity Products activities of Atos SE
On April 29, 2024, Atos announced it has received on April 27,
2024, a non‑binding letter of intent from the French state
concerning the potential acquisition of 100% of the Advanced
Computing, Mission‑Critical Systems and Cybersecurity
Products activities of Atos SE’s BDS division for an indicative
enterprise value comprised between €700 million and €1billion. This perimeter represents a turnover of circa €1 billion
in 2023, out of a total of €1.5 billion for the BDS division as awhole.
The Group welcomes this letter of intent, which would protect
the sovereign strategic imperatives of the French State. Due
diligence phase with the French state started in view of theissuance of a confirmatory non‑binding offer by early June
2024.

The letter of intent provides for a limited exclusivity
undertaking, applying to direct offers on the perimetercovered by the letter of intent (expressly allowing exchange of
information and global offers in the context of the financial
restructuring plan), until the earlier of July 31, 2024, and theconclusion of a global restructuring agreement.
On May 6, 2024, Atos SE announced that it is conducting
discussions with the APE (Agence des participations de l’Etat)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical Systems
andCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business. Financial restructuring proposals received
on May 3 as part of the ongoing conciliation procedure, arecompatible with the non‑binding letter of intent received fromthe French State.

Next steps and refinancing discussions’ process
On May 6, 2024, Atos SE announced that it will be working
with its financial creditors to select by May 31, 2024 a financial
restructuring solution that will be acceptable to them andconsistent with the financial parameters of the Company andto reach a final financial restructuring agreement by July 2024.
This solution will likely entail radical changes in the capital

structure of the Company and significant new equity issuancethat will result in a massive dilution of the existing
shareholders of Atos SE, considering that the Company will
negotiate with stakeholders the treatment of the existing
shareholders in compliance with applicable laws.

Annual General Meeting to approve the 2023 financial statements
On May 21, 2024, Atos announced that it has requested andobtained from the President of the Commercial Court ofPontoise in accordance with applicable legal provisions an
extension of the deadline for the Annual General Meeting of its
shareholders convened to approve the statutory andconsolidated financial statements for the year ending
December 31, 2023, which had previously been approved by
the Company’s Board of Directors and certified without any
reserve by the Company’s statutory auditors. The order issued
on May 21, 2024 extends the meeting deadline to
December 31, 2024.

This decision, taken in the best interest of Atos, is intended toprovide the Company with a stable framework to complete
the discussions initiated since early February 2024 with all
stakeholders, in order to reach a financial restructuringagreement by July 2024, as announced in its previous
communications.
In accordance with applicable legal provisions, Atosshareholders will be consulted on the financial restructuring
plan in a dedicated framework, separate from the Annual
General Meeting to approve the financial statements for theyear ending December 31, 2023.

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Financial review

3.4.2

Implementation of an additional asset disposal program

With the disposal of EcoAct finalized in October 2023, Atos hascompleted its non‑core businesses divestment program of€700 million set during the Group’s Capital Markets Day on
June 14, 2022.

Computing, Mission‑Critical Systems and Cybersecurity
Products activities of Atos SE’s BDS division for an indicative
enterprise value comprised between €700 million and €1billion.

On July 28, 2023, the divestment program has been expandedby an additional €400 million.

On May 6, 2024, Atos SE announced that it is conducting
discussions with the APE (Agence des participations de l’Etat)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical Systems
andCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business. Financial restructuring proposals received
on May 3 as part of the ongoing conciliation procedure, arecompatible with the non‑binding letter of intent received fromthe French State. (for more details, please refer to theparagraph "Non‑binding letter of intent received from the
French state to acquire 100% of the Advanced Computing,
Mission‑Critical Systems and Cybersecurity Products activities
of Atos SE" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring").

As indicated in the January 3, 2024 market update press
release, the Group is considering the disposal of other assets,
well in excess of the €400 million mentioned in the press
release of July 28, 2023, in order to meet its financing
maturities.
On April 9, 2024, Atos announced the parameters of its
refinancing framework, based on its full business perimeter,
which includes the assets of Eviden and Tech Foundations
without taking into account the impact of any potential asset
disposals.
On April 29, 2024, Atos announced it has received on April 27,
2024, a non‑binding letter of intent from the French state
concerning the potential acquisition of 100% of the Advanced

3.4.3

Liquidity and continuity of operations

The consolidated financial statements of the Group for theyear ended December 31, 2023 have been prepared on agoing concern basis. The Group’s cash forecasts for the twelve
months following the approval of the 2023 consolidated
financial statements by the Board of Directors, result in a cash
situation that meets its liquidity needs over that period.
The cash forecasts, which take into account the latest
business forecasts, have been prepared in particular based on
the following assumptions:
P The implementation of specific actions to optimize its

working capital requirements, including in particular thecontinued access to a factoring program,

P The continuation of the €400 million asset divestment

program that was announced on July 28th, 2023,

P The implementation of a new disposal program announced

on January 3, 2024. In this respect, the Group is actively
evaluating strategic alternatives, having received several
expressions of interest or indicative offers relating tovarious perimeters.

At December 31, 2023, cash, cash equivalents, and short term
financial assets of the Group amounted to €2,423 million,
including the benefits of working capital actions. Borrowings
amounted to €4,654 million, of which €2,400 million of bondsand €2,080 million of bank financing. As a result, the total net
debt for the Group amounted to €2,230 million at December
31, 2023. In addition, the Atos SE’s leverage ratio applicable tothe multi‑currency revolving credit facility and the term loan A
amounted to 3.34x at December 31, 2023.
Atos SE wishes to draw attention to the maturity of Atos SE’sborrowings and the risks associated with its refinancing. The
coming maturities of its borrowings are as follows:

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Universal Registration Document 2023

P The €1.5 billion term loan A, maturing in July 2024, provides

for another 6‑month extension option until January 2025
available to Atos under standard conditions (notably noevent of default and payment of an extension fee); it should
be noted that there is no ongoing event of default, since
under French law, events of default linked to theappointment of a mandataire ad hoc or the opening of aconciliation procedure are considered void;

P The €500 million bond (Optional Exchangeable Bond)maturing in November 2024,

P The €750 million bond maturing in May 2025,
P The €900 million revolving credit facility maturing inNovember 2025,

P The €50 million NEU MTN maturing in April 2026;
P The €350 million bond maturing in November 2028, andP The€800 million bond (Sustainability‑Linked
maturing in November 2029.

Bond)

As stated in the January 3rd, 2024 Market Update press
release, the Group will need to take the following actions,either individually or in combination, in order to meet thesefinancing maturities:
P Obtain new bank financing,
P Access capital markets (debt and/or equity),
P Implement a major asset disposal program in addition tothe €400 million disposal program announced on July 28,
2023, andP Continue specific actions to optimize its working capitalrequirement, including continued access to a factoring
program.

Business Performance & Financial Review
Financial review

In this context and as indicated above following its press
release of February 5, 2024, Atos SE has entered into
discussions with its banks and bondholders with a view toreaching a global agreement on the restructuring of its
financial debt. Those discussions, that were held with theparticipation of the mandataire ad hoc appointed since thebeginning of February 2024, continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a shortand well‑defined timetable of 4 months, which can be further
extended by another month if needed.
Those discussions were still ongoing at the time theconsolidated financial statements for the year ended
December 31, 2023 were approved by the Board of Directors.
On 9 April 2024, Atos announced an agreement in principlewith a group of banks, a group of bondholders and the French
State on an interim financing of 450 million euros tostrengthen the Group’s liquidity until the conclusion of arefinancing agreement. Atos confirmed on May 6, 2024 that:
P The €100 million revolving credit and term loan facilities tobe provided by a group of bondholders has been signed;

P On April 25, 2024, the French Ministry of Economy, Financeand Industrial and Digital Sovereignty (Ministère del’Economie, des Finances et de la Souveraineté Industrielle
et Numérique) has issued an order (arrêté) authorizing the€50 million loan from the State through the FDES (Fonds
de Développement Economique et Social) to a subsidiaryof Atos, Bull SAS, which controls sovereign sensitive
activities. The Group’s financing banks have also granted
the required waiver in relation to that loan;

P Discussions with the banks regarding the implementationof a €300 million factoring facility are progressing (for moredetails, please refer to the paragraph "Interim financing until
the final implementation of the financial restructuringagreement" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring").

On April 29, 2024, based on an adjusted business plan thatreflects current market conditions and business trends, Atosannounced the revision of the parameters of the financial
restructuring framework presented on April 9, 2024.
Submission of financing proposals including new money byexisting stakeholders of Atos SE and third‑party investors
extended to May 3, 2024 (for more details, please refer to theparagraph "Parameters of Atos’ financial restructuring
framework" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring"). On that occasion, Atos also announced that thefinancial restructuring agreement will need to include theextension of €450 million interim financing agreed in‑principle
and an incremental interim financing of €350 million from July2024 to final implementation of the financial restructuringagreement.
On May 6, 2024, Atos SE confirmed it received on May 3, 2024,
four new money proposals from several parties (for moredetails, please refer to the paragraph "Financial restructuring
proposals received as part of the ongoing conciliation
procedure" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring"). Atos SE announced that it will be working with
its financial creditors to select by May 31, 2024 a financial
restructuring solution that will be acceptable to them andconsistent with the financial parameters of the Company andto reach a final financial restructuring agreement by July 2024.
This solution will likely entail radical changes in the capital
structure of the Company and significant new equity issuancethat will result in a massive dilution of the existing
shareholders of Atos SE, considering that the Company will
negotiate with stakeholders the treatment of the existing
shareholders in compliance with applicable laws.
On May 6, 2024, Atos SE announced also that it is conducting
discussions with the APE (Agence des participations de l’Etat)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical Systems
andCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business. Financial restructuring proposals received
on May 3 as part of the ongoing conciliation procedure, arecompatible with the non‑binding letter of intent received fromthe French State (for more details, please refer to theparagraph "Non‑binding letter of intent received from the
French state to acquire 100% of the Advanced Computing,
Mission‑Critical Systems and Cybersecurity Products activities
of Atos SE" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring").
All these circumstances create a material uncertainty upon
the ability of the Group to continue as a going concern in theevent the Group is unable to negotiate a new financial
restructuring plan or to execute an important asset disposal
plan. In that case, Atos SE may not be able to realize its assets
or settle its liabilities within the ordinary course of its
operations, and the application of IFRS accounting standards
in the ordinary context of going concern, in particular withregards to the measurement of assets and liabilities, may not
be appropriate.

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Financial review

3.4.4

Income statement

The Group reported a net loss (attributable to owners of theparent) of €3,441 million for the year ended December 31,
2023. The net loss was widely impacted by significant
impairment charges, the costs incurred to implement theenvisioned transformation of the Group, as well as a cost ofdebt adversely affected by additional drawdowns on bankfinancing associated with a sharp increase in the EURIBOR
rate.
The normalized net profit before unusual, abnormal andinfrequent items (net of tax) for the period was €73 million.

12 months ended
December 31,
2023(in € million)

Operating margin

467

Other operating income (expense)-3,573Operating income (loss)-3,106

12 months ended
December 31,% of revenue
2022

4.4%

356

% of revenue2

3.2%-1,151-29.0%-795

Net financial income (expense)

-227

-175

Tax charge

-112

-46

Non‑controlling interests-1-0

Share of net profit (loss) of equity‑accounted investments

5

4

-7.1%

Net income (loss)– Attributable to owners of the parent-3,441-32.2%-1,012-9.0%

Normalized net income (loss)1– Attributable to owners of the parent

73

0.7%

-28

-0.2%

1.
2.

The normalized net income (loss) is defined hereafter.
Restated as described below.

In 2023, the Group reviewed the accounting treatment ofcertain third‑party standard software resale transactions
following the decision published by ESMA in October 2023
that illustrated the IFRS IC decision and enacted a restrictive
position on the assessment of Principal vs. agent under IFRS

3.4.4.1

15 for such transactions. The revenue was negatively
impacted by €62 million. The impact affected Eviden in theAmericas RBU without impacting the operating margin.
The revenue for 12‑month period ended December 31, 2022
was restated by €71 million to €11,270 million.

Operating margin

Operating margin represents the underlying operational performance of the on‑going business and is analyzed in detail in theoperational review.

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Business Performance & Financial Review
Financial review

3.4.4.2 Other operating income and expense
Other operating income and expense relate to income and expense that are unusual, abnormal and infrequent and represented a
net expense of €3,573 million for 2023.
The following table presents this amount by nature:(in € million)

Reorganization costs
Rationalization and associated costs
Integration and acquisition costs
Amortization of intangible assets (PPA from acquisitions)
Equity‑based compensation
Impairment of goodwill and other non‑current assets
Other items
TOTAL
Reorganization costs amounted to €696 million and reflected
intensified workforce optimization measures throughout all
regions for €343 million, in particular the extension of theGerman restructuring plan launched in December 2022 for€147 million, but also included €353 million of one‑off
separation and transformation costs as the Group executed
the legal carve‑out plan over the year.
Rationalization and associated costs significantly decreased(€38 million compared to €69 million in 2022) as theconsolidation plan of data centers in North America
completed major milestones over the year.
Integration and acquisition costs were a net income of€4 million as certain earn‑out and retention schemes did notmaterialize and were thus released to the income statement.
In 2023, the amount related to the amortization of intangible
assets recognized in the purchase price allocation exercisesamounted to €108 million, compared to €140 million in 2022,
and was mainly composed of:P €59 million

of Syntel customer relationships andtechnologies amortized over 12 years starting November 1,
2018;

P €16 million of Bull customer relationships and patents

amortized over respectively 9 years and 7 to 10 years
starting September 1, 2014;P €8 million related to the last year of SIS customer

relationships amortization.

The decrease originated from PPA assets being derecognized
as the underlying entities were disposed of, as well as the endof the amortization period for certain assets.

12 months ended
December 31, 2023

12 months ended
December 31, 2022

-696

-352

-38

-69

4

-30

-108

-140

-19

-25

-2,546

-177

-169

-359

-3,573-1,151The equity‑‑based compensation expense amounted to€19 million in 2023 compared to €25 million in 2022, reflecting
the lower fair values of the 2022 and 2023 performance shareplans compared to the plans delivered in 2022 (2019 plans),
together with a high level of forfeiture in 2023.
Impairment of goodwill and other non‑‑current assets
amounted to €2,546 million. Considering the uncertainties
arising from the current situation of the Group, the Groupdecided to perform its annual impairment tests based onparameters that included significant risk premiums. This
resulted in a €2,248 million impairment of goodwill, affecting
goodwill allocated to Eviden by €1,920 million, and Tech
Foundations by €328 million, as well as a €173 million
impairment on PPA assets. Impairment of goodwill and othernon‑current assets also included a €47 million impairment of
goodwill in Americas as a result of the exit from thejoint‑arrangement with the State Street Group, the impairmentof certain software licenses resulting from the effect of avendor contract renegotiation for €19 million, as well as€50 million of impairment of right‑of‑use assets related todata centers mainly in the Northern Europe & APAC andSouthern Europe regions.
In 2023, other items were a net expense of €169 million
compared to €359 million in 2022. In 2023, those items mainly
included legal costs on major litigations for €46 million, thenet capital loss arising from disposals for €46 million,
reassessments on onerous contracts that were accounted forunder Other items in 2021 for €36 million, and the net cost ofpension and early retirement programs in Germany, the UK
and France.

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Financial review

3.4.4.3 Net financial expense
Net financial expense amounted to €227 million for theperiod (compared to €175 million in 2022) and was composedof a net cost of financial debt of €102 million and other net
financial expense of €125 million.

P pension

related financial expense of €31 million, an
increase compared to €16 million in 2022 due to theincrease in interest rates across all geographies at the endof 2022. The pension financial cost represents thedifference between interest costs on pension obligations
and the return on plan assets;

Net cost of financial debt increased from €29 million in 2022
to €102 million in 2023. This variation mainly resulted fromadditional drawdowns made on the term loans and therevolving credit facility over the year, associated with a sharp
increase of the EURIBOR rate.

P a

The average expense rate of the Group was 3.07% on the
average gross borrowings, compared to 0.92% last year. The
average income rate on the average gross cash was 1.93%
compared to 0.91% in 2022.

P other expense also included €23 million of factoring cost

Other financial items were a net expense of €125 million in
2023 compared to €146 million in 2022 and were mainlycomposed of:
P leaseliability interest of €26 million compared to€22 million in 2022. This variation mainly resulted from theincrease in discount rates;

net foreign exchange loss (including hedges) of€19 million (compared to a gain of €3 million in 2022)
mainly due to an exposure spreading across many
geographies and currencies;

for 2023 (compared to €9 million in 2022).

In 2022, other financial income and expense also included the
net loss of €83 million made of the net loss from the disposalof the residual interest in Worldline, the change in value of the
OEB derivative and the derivative to hedge the residual
exposure to Worldline shares, both measured at fair value
through profit and loss under IFRS 9.

3.4.4.4 Corporate tax
The tax charge for 2023 was €112 million with a loss before taxof €3,332 million. This charge included a net movement indeferred tax assets for an amount of €-339 million, as well as
non‑recurring items, deriving notably from the tax costs of the78

Universal Registration Document 2023

carve‑out operations and of the disposals executed during theyear.
Due to the loss before tax of the period, the Effective Tax Rateof the period is not meaningful.

Business Performance & Financial Review
Financial review

3.4.4.5 Normalized net income (loss)
The normalized net income (loss) attributable to owners of theparent is defined as the net income (loss) attributable toowners of the parent excluding unusual, abnormal, andinfrequent items (attributable to owners of the parent), net oftax based on the effective tax rate by country.

In 2023, the normalized net profit excluding unusual, abnormal
and infrequent items (net of tax) was €73 million, representing
0.7% of Group revenue for the period.

12 months ended
December 31, 2023

12 months ended
December 31, 2022

Net income (loss) - Attributable to owners of the parent-3,441-1,012Other operating income and expense, net of tax-3,514-906

Net gain (loss) on financial instruments related to Worldline shares, net of tax--78

Normalized net income (loss) - Attributable to owners of the parent

73

-28

(in € million)

3.4.4.6 Earnings per share(in € million and shares)

Net income (loss)– Attributable to owners of the parent [a]Impact of dilutive instruments
Net income (loss) restated of dilutive instruments Attributable to owners of the parent [b]12 months
ended
December 31,
2023-3,441% of revenue

12 months
ended
December 31,
2022% of revenue*-32.2%-1,012

-9.0%

-

3

-

-3,441-32.2%-1,012-9.0%

Normalized net income (loss)– Attributable to owners of the parent [c]

73

0.7%

-28

-0.2%

Impact of dilutive instruments-

Normalized net income (loss) restatedof dilutive instruments– Attributable to owners of the parent [d]73Weighted average number of shares [e]

-

0.7%

-28

110,860,004

110,641,457--

110,860,004

110,641,457

Basic EPS (Earning Per Share) [a] / [e]-31.04-9.14

Diluted EPS [b] / [f]-31.04-9.14

Normalized basic EPS [c] / [e]

0.66

-0.25

Normalized diluted EPS [d] / [f]

0.66

-0.25

Impact of dilutive instruments
Diluted weighted average number of shares [f]-0.2%(in €)(*) Restated as described in the section 3.3.1.

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Financial review

3.4.5

Free Cash Flow and net debt

The Group reported a net debt position of €2,230 million at the end of December 2023 and a negative free cash flow of€1,078 million for the year.
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Operating Margin before Depreciation and Amortization (OMDA)

1,026

1,020

Capital expenditures

-205

-251

Lease payments

-358

-405

Change in working capital requirement1

-391

126

73

489

(in € million)

Cash from operations (CFO)
Tax paid-77-59

Net cost of financial debt paid

-102

-29

Reorganization in other operating income

-605

-192

Rationalization & associated costs in other operating income

-47

-72

Integration and acquisition costs in other operating income
Other changes2
Free Cash Flow (FCF)
Net (acquisitions) disposals

-8

-19

-312

-305

-1,078

-187

411

-109

-

7

Capital increase
Share buy‑back-3-2

Dividends paid

-35

-11

Change in net cash (debt)

-705

-301

Opening net cash (debt)-1,450-1,226

Change in net cash (debt)

-705

-301

Foreign exchange rate fluctuation on net cash (debt)

-75

77

-2,230-1,450

Closing net cash (debt)
1.
2.

Change in working capital requirement excluding the working capital requirement change related to items reported in other operating income andexpense.
Other changes include other operating income and expense with cash impact (excluding staff reorganization, rationalization and associated costs,
integration and acquisition costs) and other financial items with cash impact, net long term financial investments excluding acquisitions and disposals, andprofit sharing amounts payable transferred to debt.

Free cash flow representing the change in net cash or net
debt, excluding net (acquisitions) disposals, equity changes
and dividends paid to shareholders, amounted to€-1,078 million versus €-187 million in 2022.

Cash From Operations (CFO) amounted to €73 million
compared to €489 million in 2022, the evolution coming fromthe following items:
P OMDA, net of lease payments (€+53 million);
P Capital expenditures (€+46 million);
P Change in working capital requirement (€-517 million).

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Business Performance & Financial Review
Financial review

OMDA of €1,026 million was stable compared to €1,020 million in 2022. It represented 9.6% of revenue compared to 9.1% ofrevenue in 2022. The bridge from operating margin to OMDA was as follows:
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Operating margin

467

356

+ Depreciation of fixed assets

266

275

+ Depreciation of right of use

321

372

7

9

-19

-3

(in € million)+ Net book value of assets sold/written off+/- Net charge (release) of pension provisions+/- Net charge (release) of provisions
OMDA
Capital expenditures totaled €205 million, representing 1.9%of revenue, down by 18% compared to last year, reflecting theactions from the Group to further optimize capital expenditure
as well as to move to less capital‑intensive activities.
The negative contribution from change in working capitalrequirement was €391 million (compared to a positive changeof €126 million in 2022). It was affected by a significant
reduction in the volume of specific actions carried out on theworking capital at the end of December 2023 compared to theend of December 2022. The DSO increased by a day (from 41
days at the end of December 2022 to 42 days at the end of
December 2023), while the DPO decreased by 2 days (from 85
days at the end of December 2022 to 83 days at the end of
December 2023). The level of trade receivables sold with norecourse to banks with transfer of risks as defined by IFRS 9
decreased from €862 million at the end of December 2022 to€712 million at the end of December 2023.
Total specific actions carried out by the Group to optimize its
working capital amounted to €1.8 billion at the end of
December 2023. They comprised the above non‑recourse
transfer of trade receivables, other specific actions on tradereceivables for €455 million (compared to €647 million at
December 31, 2022), consisting mainly in the reduction in the
average payment period for trade receivables, as well as
specific actions on trade payables for €650 million (comparedto €810 million at December 31, 2022), consisting mainly in theextension of supplier payment terms. Those specific actions
did not comprise any reverse factoring measure.
Those specific actions have positively impacted DSO by 37days at December 31, 2023 (compared to 42 days at
December 31, 2022) and DPO by 41 days (compared to 48 days
at December 31, 2022).
Cash out related to taxes paid increased by €18 million andamounted to €77 million in 2023, including €11 million of taxes
paid in connection with carve‑out transactions and disposals
completed during the year.
Cost of net debt increased to €102 million as a result of a
sharp increase in the EURIBOR rate, the additional drawdowns
made on the term loans and the revolving credit facility over
the year.
Reorganization, rationalization and associated costs, andintegration and acquisition costs reached €660 million
compared to €283 million in 2022.

-16

10

1,026

1,020

Cash paid for reorganization costs included €382 million of
one‑off separation and transformation costs as the Group
executed the legal carve‑out plan over the year. In 2022,
reorganization costs included a one‑time €60 million
reimbursement of the excess funding of the German
restructuring plan. Rationalization expense primarily resulted
from the closure and consolidation of data centers, mainly inNorth America.
Other changes amounted to €-312 million compared to€-305 million in 2022. They included in particular €85 millionof payments arising from past settlements with customers
and vendors, €126 million of costs incurred on those onerous
contracts for which the provision was recorded at the end of
December 2021, and €30 million of legal costs.
As a result of the above impacts mainly driven byreorganization, rationalization and integration costs, and thechange in the working capital requirement, the Group
presented a negative Free Cash Flow of €1,078 million in
2023, compared to €-187 million in 2022.
The net cash impact resulting from net (acquisitions)disposals amounted to €411 million and mainly originatedfrom the disposal of the Group Italian operations to Lutech,
EcoAct and its subsidiaries to Schneider Electric, its Unified
Communications & Collaboration business to Mitel, and theshare in the joint‑arrangement with the State Street Group.
There was no capital increase in 2023.
Share buy‑‑back amounted to €3 million in 2023 compared to€2 million in 2022. Share buy‑back programs relate to thedelivery of performance shares to managers and aim at
avoiding a dilution effect for the shareholders.
No dividends were paid to Atos SE shareholders in either 2023
and 2022. The €35 million cash out corresponded to taxes
withheld on internal dividend distributions.
Foreign exchange rate fluctuation determined on debt or
cash exposure by country represented an increase in net debtof €75 million mainly coming from the evolution of exchange
rates of the US Dollar against the Euro.
As a result, the Group net debt position as of December 31,
2023 was €2,230 million, compared to €1,450 million as ofDecember 31, 2022.

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Financial review

3.4.6

Financing policy

Atos has implemented a strict financing policy which isreviewed by the Group Audit Committee, with the objective tosecure and optimize the Group liquidity management. Eachdecision regarding external financing is approved by the
Board of Directors. Under this policy, all Group treasury
activities,
including
cash
management,
short‑term
investments, hedging and foreign exchange transactions, aswell as financial position financing through lease contracts, aremanaged centrally through the Group Treasury department.

3.4.6.1

Following a cautious short‑term financial policy, the Group
does not make any short‑term cash investment in risky assets.
Atos policy is to fully cover its expected liquidity requirements
by long‑term committed loans or other appropriate long‑term
financial instruments. Terms and conditions of these loans
include maturity and covenants leaving sufficient flexibility for
the Group to finance its operations and expecteddevelopments.

Financing structure

On July 29, 2022, a new financing structure was put in place tosupport the transformation plan as follows:P a €1.5 billion term loan (“Term Loan A”) with an initial

In November 2019, Atos issued €500 million zero coupon
bonds exchangeable into Worldline shares (“OEB”) with amaturity of 5 years and an exchange premium of 35%.

duration of 18 months and two extension periods of 6months each. The first six‑month extension took effect onJanuary 29, 2024;

On November 5, 2018, Atos announced the placement of its€1.8 billion bond issue. The €1.8 billion triple tranche‑bondissue consisted of three tranches:P a €0.3 billion bridge loan (“Term Loan B”) with an initialP €700 million notes with a 3.5‑year maturity and 0.75%

duration of 12 months and one extension period of 6months. Its purpose is to pre‑finance assets disposals. The
bridge loan was fully repaid over 2023;

P the amount of the existing revolving credit facility (signed in2018 with a maturity extended to November 2025) was
reduced from €2.4 billion to €0.9 billion. At December 31,
2023, €580 million were drawn. The remaining €320 million
were drawn in January 2024.

The leverage ratio applicable to the revolving credit facility
has been revised from 2.5 to 3.75. This ratio also applies toTerm Loan A and Term Loan B.
On November 4, 2021, Atos announced the placement of its
inaugural €800 million sustainability‑linked bond with an
8‑year maturity and a 1.0% coupon.
The coupon of the last three years will be unchanged if Atos
achieves the following Sustainability Performance Target(SPT): reduction in 2025 of Atos annual GreenHouse Gas CO2
emissions (Scopes 1, 2 & 3) by 50% compared to 2019. In casethe SPT is not met, the last three coupons shall be increased
by 0.175%. The proceeds of the bond have been used forgeneral corporate purposes.
The rating agency Standard and Poor’s assigned a rating of
BBB-, subsequently to the rating of Atos at the time ofissuance of the bond. On July 13, 2022, S&P downgraded Atos
to BB / Outlook Negative. On November 28, 2023, Standard
and Poor’s changed Atos rating from BB to BB- maintaining
CreditWatch Negative. On January 19, 2024, Standard andPoor’s changed Atos rating from BB- to B- placing Atos on
CreditWatch Developing. Finally, on February 9, 2024, Atos
rating was downgraded from B- to CCC with negative outlook.

82

Universal Registration Document 2023

coupon (fully repaid in May 2022);P €750 million notes with a 6.5‑year maturity and 1.75%

coupon;P €350 million notes with a 10‑year maturity and 2.50%

coupon.

There are no financial covenants attached to this bond.
The rating agency Standard and Poor’s assigned a rating of
BBB+ to the three tranches, subsequently to the rating of Atosat the time of issuance of the bond. On September 20, 2021,
Standard and Poor’s downgraded Atos rating to BBB- /Outlook Stable, and further downgraded it to BB / Outlook
Negative on July 13, 2022. On November 28, 2023, Standard
and Poor’s changed Atos rating from BB to BB- maintaining
CreditWatch Negative. On January 19, 2024, the rating was
further downgraded from BB- to B- placing Atos on
CreditWatch Developing. Finally, on February 9, 2024, Atos
rating was downgraded from B- to CCC with negative outlook.
On May 4, 2018, Atos implemented a Negotiable European
Medium‑Term Note program (NEU MTN) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of €600 million. Due to Atos
credit rating downgrades in 2023, it is likely that the Group will
face difficulties to access in 2024 the NEU MTN market.
On June 2, 2017, Atos implemented a Negotiable European
Commercial Paper program (NEU CP) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of €900 million raised to€1.8 billion in October 2018. On December 10, 2019, themaximum amount of €1.8 billion was increased to €2.4 billion.
Due to Atos credit rating downgrades in 2023, it is likely that
the Group will face difficulties to access in 2024 the NEU CP
market.

Business Performance & Financial Review
Financial review

On October 29, 2016, Atos issued a Euro private placementbond of €300 million with a seven‑year maturity and with a
1.444% fixed interest rate (unrated). This bond was fully repaidin October 2023.
As a result of the above, at December 31, 2023, Atos wasfacing the following maturities:
P the €1.5 billion term loan A, maturing in July 2024 excluding

the 6‑month extension option available to Atos understandard conditions (notably no event of default andpayment of an extension fee);

P the €500 million bond (Optional Exchangeable Bond)maturing in November 2024;

P the €750 million bond maturing in May 2025;
P the €900 million revolving credit facility maturing inNovember 2025;

P the €350 million bond maturing in November 2028; andP the€800 million bond (Sustainability‑Linked
maturing in November 2029.

Bond)

As stated in the January 3rd, 2024 Market Update press
release, the Group will need to take the following actions,either individually or in combination, in order to meet thesefinancing maturities:
P Obtain new bank financing,
P Access capital markets (debt and/or equity),
P Implement a major asset disposal program in addition tothe €400 million disposal program announced on July 28,
2023, andP Continue specific actions to optimize its working capitalrequirement, including continued access to a factoring
program.

In this context and as indicated above following its press
release of February 5, 2024, Atos SE has entered into
discussions with its banks and bondholders with a view toreaching a global agreement on the restructuring of its
financial debt. Those discussions, that were held with theparticipation of the mandataire ad hoc appointed since thebeginning of February 2024, will continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a shortand well‑defined timetable of 4 months, which can be further
extended by another month if needed.
Those discussions were still ongoing at the time theconsolidated financial statements for the year ended
December 31, 2023 were approved by the Board of Directors.
On 9 April 2024, Atos announced an agreement in principlewith a group of banks, a group of bondholders and the French
State on an interim financing of 450 million euros tostrengthen the Group’s liquidity until the conclusion of arefinancing agreement. Atos confirmed on May 6, 2024 that:
P The €100 million revolving credit and term loan facilities tobe provided by a group of bondholders has been signed;

P On April 25, 2024, the French Ministry of Economy, Financeand Industrial and Digital Sovereignty (Ministère del’Economie, des Finances et de la Souveraineté Industrielle
et Numérique) has issued an order (arrêté) authorizing the€50 million loan from the State through the FDES (Fonds
de Développement Economique et Social) to a subsidiaryof Atos, Bull SAS, which controls sovereign sensitive
activities. The Group’s financing banks have also granted
the required waiver in relation to that loan;

P Discussions with the banks regarding the implementationof a €300 million factoring facility are progressing (for moredetails, please refer to the paragraph "Interim financing until
the final implementation of the financial restructuringagreement" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring").

On April 29, 2024, based on an adjusted business plan thatreflects current market conditions and business trends, Atosannounced the revision of the parameters of the financial
restructuring framework presented on April 9, 2024.
Submission of financing proposals including new money byexisting stakeholders of Atos SE and third‑party investors
extended to May 3, 2024 (for more details, please refer to theparagraph "Parameters of Atos’ financial restructuring
framework" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring"). On that occasion, Atos also announced that thefinancial restructuring agreement will need to include theextension of €450 million interim financing agreed in‑principle
and an incremental interim financing of €350 million from July2024 to final implementation of the financial restructuringagreement.
On May 6, 2024, Atos SE confirmed it received on May 3, 2024,
four new money proposals from several parties (for moredetails, please refer to the paragraph "Financial restructuring
proposals received as part of the ongoing conciliation
procedure" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring"). Atos SE announced that it will be working with
its financial creditors to select by May 31, 2024 a financial
restructuring solution that will be acceptable to them andconsistent with the financial parameters of the Company andto reach a final financial restructuring agreement by July 2024.
This solution will likely entail radical changes in the capital
structure of the Company and significant new equity issuancethat will result in a massive dilution of the existing
shareholders of Atos SE, considering that the Company will
negotiate with stakeholders the treatment of the existing
shareholders in compliance with applicable laws.
On May 6, 2024, Atos SE announced also that it is conducting
discussions with the APE (Agence des participations de l’Etat)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical Systems
andCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business. Financial restructuring proposals received
on May 3 as part of the ongoing conciliation procedure, arecompatible with the non‑binding letter of intent received fromthe French State (for more details, please refer to theparagraph "Non‑binding letter of intent received from the
French state to acquire 100% of the Advanced Computing,
Mission‑Critical Systems and Cybersecurity Products activities
of Atos SE" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial
restructuring").
All these circumstances create a material uncertainty upon
the ability of the Group to continue as a going concern in theevent the Group is unable to negotiate a new financial
restructuring plan or to execute an important asset disposal
plan. In that case, Atos SE may not be able to realize its assets
or settle its liabilities within the ordinary course of its
operations, and the application of IFRS accounting standards
in the ordinary context of going concern, in particular withregards to the measurement of assets and liabilities, may not
be appropriate.

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Financial review

3.4.6.2 Bank covenants
The Group remained within its borrowing covenant (leverage
ratio) applicable to the multi‑currency revolving credit facility
and Term Loan A, with a leverage ratio (net debt divided by
OMDA) of 3.34 at the end of December 2023.

According to the credit documentation, the leverage ratio
must not be greater than 3.75 times and is calculated
excluding IFRS 16 impacts. The calculation of the ratio at
December 31, 2023 thus included an adjustment of€358 million for IFRS 16 lease expense.

3.4.6.3 Investment policy
Atos has a policy to lease its office space and data processing
centers. Some fixed assets such as IT equipment andcompany cars may be financed through leases. The Group

Treasury department evaluates and approves the type offinancing for each new investment.

3.4.6.4 Hedging policy
Atos objective is also to protect the Group against fluctuationsin interest rates by swapping to fixed rates a portion of theexisting floating‑rate financial debt. Authorized derivative
instruments that may be used to hedge the debt are swap
contracts entered into with leading financial institutions andcentrally managed by the Group Treasury department.
The Group has established a policy for managing foreignexchange positions resulting from commercial and financialtransactions denominated in currencies different from thelocal currency of the relevant entity. According to this policy,
any material exposure must be hedged as soon as it is known.
In order to hedge its foreign exchange rate exposure, the84

Universal Registration Document 2023

Group uses a variety of financial instruments, mainly forward
contracts and foreign currency swaps. The Group may also
hedge other major exposures as those resulting from a major
acquisition or disposal when the consideration paid or
received is denominated in a currency which is not thefunctional currency of the entity party at the acquisition or
disposal transaction.
The Group anticipates that the deterioration of its credit rating
will affect the availability of foreign exchange credit lines in
the course of 2024. Therefore, it is likely that the Group may
face difficulties to mitigate its foreign exchange risk or have toaccept higher hedging costs.

4
Corporate Governance4
4.1

Legal Information

86

4.1.1

Corporate form

86

4.1.2 Corporate purpose and other information

86

4.1.3 Provisions of the Articles of Association

87

4.2

90

Corporate governance4.2.1 Compliance with the AFEP‑MEDEF Code Frame of reference on corporate governance90

4.2.2 Management Mode

91

4.2.3 The Board of Directors and Executive
Management: composition and organization
principles

94

4.2.4 Operation of the Board of Directors and its
Committees

118

4.2.5 Assessment of the works of the Board of
Directors

128

4.2.6 Board of Directors’ reports

131

4.3

Compensation and stock ownershipof Company officers

134

4.3.1 Compensation policy for the Company
officers

134

4.3.2 Elements of the compensation due orawarded for the financial year 2023 to theCompany executive officers, and submitted
to the shareholders' vote143

4.3.3 Performance share plans and stock
subscription or purchase option plans

163

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4

Corporate Governance
Legal Information

4.1 Legal Information
4.1.1

Corporate form

[GRI 2‑1]
The Company was transformed into a European public limited liability company (“Societas Europaea” (European Company) or “SE”)
in 2012. It is governed by applicable European and French legal provisions on “European companies”, and to the extent they are notcontrary to such specific provisions, French legal provisions applicable to “sociétés anonymes”, as well as by the Articles of
Association.

4.1.2

Corporate purpose and other information

P corporate purpose: under article 2 of the Articles of

Association, the Company’s purpose in France andelsewhere is as follows:– the processing of information, systems engineering,studies, advice and assistance notably in the finance andbanking sectors,– the research into, study, realization and sale of products

or services which help in promoting or developing theautomation and broadcasting of information and notably:
the design, application and implementation of software,computer, on‑line and office automation systems,– it can also operate, either by itself or using any othermethod, without any exception, or create any company,
make all contributions to existing companies, merge orcreate alliances therewith, subscribe to, purchase or
resell all shares and ownership rights, take all interests ina partnership and grant all loans, credits and advances,– andmore generally any commercial, industrial,
real‑estate, movable property or financial transactions,either directly or indirectly related to one of theabove‑mentioned purposes;
P raison d’être: article 2 of the Articles of Association also
provides since April 30, 2019 that the Company’s purpose isto help design the future of the information space. Its

expertise and services support the development ofknowledge, education and research in a multicultural
approach and contribute to the development of scientificand technological excellence. Across the world, the Group
enables its customers and employees and members ofsocieties at large to live, work and develop sustainably in asafe and secure information space;
P company

name: “Atos SE” (article 3 of the Articles of
Association);

P issuer’s applicable law: French;
P registered office and principal place of business: underarticle 4 of the Articles of Association, the registered officeof Atos SE is located at River Ouest, 80 quai Voltaire –95870 Bezons, France – +33 1 73 26 00 00;

P registered in the Pontoise Trade Registry under Siren

number 323 623 603 and with business identification code
(APE code) 7010Z;

P LEI (Legal Entity Identifier): 5493001EZOOA66PTBR68;
P dateof incorporation and term: the Company wasincorporated in 1982 for a period of 99 years, i.e., up to
March 2, 2081;

P Website: atos.net (1).

As part of its normal activities, Atos operates or services a number of critical transport, power, health, telecom or IT infrastructures
notably for public agencies or administrations and operates in certain sensitive areas (defense, space, cryptography, AI,
cybersecurity, high performance computing, quantum and others), including in its research and development activities. These
activities may be subject to foreign investment control regimes, both in France (under articles L. 151‑3 et seq. of the French
Monetary and Financial Code) and in a substantial number of foreign countries where the Group is present. Under these regimes,
certain sales or acquisitions of assets or stakes above certain thresholds in the share capital of Atos or its subsidiaries may besubject to notification or authorization with the competent authorities, even if there is no change of control.

1) The information included on the Company’s website (atos.net) is not part of this Universal Registration Document.

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Corporate Governance
Legal Information

4.1.3

Provisions of the Articles of Association

4.1.3.1

Governance, related‑‑party agreements

Members of the Board of Directors

Powers of the Board of Directors

The Board of Directors is composed of a minimum of sevenmembers and a maximum of eighteen members who areappointed by the Ordinary General Meeting. The Board of
Directors is renewed annually in such a way as to allow a rotationof one third of the members of the Board of Directors. The termof office of the Directors is three years. The number of membersof the Board of Directors over the age of 70 must not be higher
than one third of the total serving members. The Board of
Directors comprises up to two Employee Directors. It may also
comprise a Director representing the employee shareholders(articles 13, 14, 15, and 16 of the Articles of Association).

Pursuant to article 17 of the Articles of Association, the Boardof Directors determines the orientations of the Company’sbusiness and monitors their implementation. Subject topowers expressly assigned to General Meetings and within
the limits of the Company’s purpose, it handles all matters
involving the proper operation of the Company and settles
matters through its deliberations. The Board of Directors sets
the limitations on the Chief Executive Officer ’s powers, whererequired, in its Internal Rules, by indicating the decisions which
require a prior authorization of the Board of Directors.

Chairman
The Board of Directors shall elect a Chairman from among its
members, who shall be a natural person, and, if the Board of
Directors deems it appropriate, one or more vice‑chairmen(article 19 of the Articles of Association). The missions of the
Chairman are set forth in section 4.2.2 Management Modebelow.

Chief Executive Officer
At the discretion of the Board of Directors, the generalmanagement is handled either by the Chairman or by anindividual appointed by the Board of Directors who has thetitle of Chief Executive Officer . The Chief Executive Officer
has the broadest powers to act in all circumstances in thename of the Company. He exercises these powers within thelimits of the Company’s purpose and what the law, the Articles
of Association and the Board Internal Rules expressly assign to
the General Meetings of Shareholders or the Board of
Directors. The Chief Executive Officer
represents theCompany in its relationship with third parties (article 23 of the
Articles of Association).

Deputy Chief Executive Officer
Upon proposal of the Chief Executive Officer , the Board of
Directors can appoint up to three individuals with the title of
Deputy Chief Executive Officer to assist the Chief Executive
Officer . In agreement with the Chief Executive Officer , theBoard of Directors determines the extent and the duration of
the powers granted to him/her. The Deputy Chief Executive
Officer (s) have the same powers as the Chief Executive
Officer with respect to third parties (article 24 of the Articles
of Association).

Related‑‑party agreements
Any agreement entered into (directly, indirectly or through anintermediary) between the Company and its Chief Executive
Officer , one of its Deputy Chief Executive Officer s, any of its
Directors or one of its shareholders holding more than 10% of
the voting rights or, if it is a company shareholder, theCompany that controls it in the meaning of article L. 233‑3 of
the French Commercial Code, must receive the priorauthorization of the Board of Directors. Agreements between
the Company and another company, if the Chief Executive
Officer , one of the Deputy Chief Executive Officer s or one of
the Directors of the Company is an owner, indefinitely
responsible partner, manager, Director, member of theSupervisory Board or, in general, a senior manager of thiscompany, are also subject to prior authorization.
Such prior approval does not apply to agreements covering
standard operations that are concluded under normal
conditions nor to those entered into by two companies where
one of them holds, directly or indirectly, the entire sharecapital of the other, after deducting, if applicable, theminimum number of shares required to meet therequirements of article 1832 of the Civil Code or
articles L. 22‑10‑2 and L. 226‑1 of the French Commercial Code.

Directors’ compensation
The members of the Board of Directors may receive as
Directors’ fees, a compensation, the aggregate amount of
which, as determined by the General Meeting, is allocated by
the Board of Directors in accordance with article L. 22‑10‑8 of
the French Commercial Code.

Notices to attend Board meetings and Board of
Directors’ decisions
Pursuant to article 18 of the Articles of Association, the Boardof Directors is convened as often as the Company’s interest
demands and at least every three months. Notice of Board
meetings is sent to Directors by the Chairman. If no Board
meeting has been called for over two months, at least one
third of the Directors may request that the Chairman convenes
a meeting with a determined agenda. The Chief Executive
Officer may also request that the Chairman convenes ameeting with a determined agenda. Decisions are made bymajority of the members present or represented. In the eventof a tie, the Chairman has a casting vote.

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Legal Information

4.1.3.2

Rights, privileges and restrictions attached to shares

Voting rights
Pursuant to article 33 of the Articles of Association, each sharecarries one voting right. There is no share with double voting
right.

Participation in General Meetings
Pursuant to article 28 of the Articles of Association, allshareholders may participate in General Meetings either inperson or by proxy. All shareholders may be represented bytheir spouses, by another shareholder, or by partners withwhom a civil solidarity pact (“PACS”) has been concluded.
They may also be represented by any other natural person orlegal entity of their choice. The proxy must show evidence of
this delegation. The right of shareholders to participate inGeneral Meetings is subject to the registration of the shares in
the name of the shareholder or the financial intermediaryregistered on its behalf on the second working day preceding
the meeting at 00:00 (Paris time). Such financial intermediaries
shall deliver to holders of bearer shares a shareholding
certificate enabling them to participate in the General
Meeting. The shareholders, upon decision of the Company’s
Board of Directors, may take part in General Meetings throughvideo conference or by telecommunication means, including
the Internet. Article 28 of the Articles of Association provides
for the terms and conditions of shareholders’ participation in
General Meetings in particular by means of an electronic
voting form made available on the Company’s website.

Identifiable bearer shares
Pursuant to article 9, para. 3 of the Articles of Association, theCompany may proceed to the identification of holders ofbearer shares at any time.

Changes to shareholders’ rights
Any amendment to the Articles of Association, which set out
the rights attached to the shares, must be approved by a
two‑thirds majority at an Extraordinary General Meeting. A
unanimous shareholder vote is required to increase theliabilities of shareholders.

Calling and general conduct of Ordinary General
Meetings and Extraordinary General Meetings
Pursuant to articles 34 and 35 of the Articles of Association,
General Meetings are considered to be “Extraordinary” when
the decisions relate to a change in the Articles of Association
or Company’s nationality or where required by law and“Ordinary” in all other cases. General Meetings are convened
and conducted in accordance with French and European law.
The Ordinary General Meeting cannot validly deliberate upon
first convening notice unless the shareholders present,
represented or voting by mail have at least one fifth of theshares with voting rights; upon second convening notice, noquorum is required. Ordinary General Meeting rules by the
majority of expressed votes.
The Extraordinary General Meeting cannot validly deliberate
unless the shareholders present, represented or voting by
mail have at least (i) upon first convening notice, one quarterof the shares with voting rights, and (ii) upon second
convening notice, one fifth of the shares with voting rights.
Failing this latter quorum, the second General Meeting can bedeferred to a date up to two months after the one on which it
had been scheduled. The Extraordinary General Meeting rules
by a majority of two‑thirds of the expressed votes.

Disclosure of threshold crossing
In addition to the thresholds defined by applicable laws andregulations, pursuant to article 10 of the Articles of
Association, any individual and legal entity, acting alone or inconcert, who acquires, directly or indirectly, taking into
account assimilated securities within the meaning ofarticle L. 233‑9 of the French Commercial Code, a fraction of
the share capital equal to or higher than 2% or, following ashareholding of 2%, any multiple of 1%, is required to informthe Company, by registered letter with return receipt
requested, within 5 trading days from the date on which oneof these thresholds is crossed, of the total number of shares,
voting rights or securities giving access to the share capital or
voting rights of the Company held by them. Failure to comply
with the above requirements results in rescission of the voting
rights attached to those shares relating to the unreported
fraction at all General Meetings held during a two‑year period
following the date or regularization filing of such notice.
Application of this sanction is subject to a request, mentioned
in the minutes of the General Meeting, by one or moreshareholders holding at least 5% of the Company’s sharecapital or voting rights. The same information obligation
applies, under the same terms and conditions, each time thefraction of the share capital or voting rights of a shareholder
decreases to less than one of the above‑mentioned
thresholds.

Control of the issuer
The Company is not controlled within the meaning ofarticle L. 233‑3 of the French Commercial Code. No provisionin the Articles of Association, nor in any charter or Internal
Rules, may delay, postpone or prevent a takeover or a changeof control of the Company.

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Corporate Governance
Legal Information

4.1.3.3

Financial statements (articles 37, 38 and 39 of the Articles of Association)

Legal Reserve

Distribution of Company’s assets

5% of the statutory net profit for each year, reduced by priorlosses if any, has to be allocated to the legal reserve fundbefore dividends may be paid with respect to that year. Funds
must be allocated until the amount in the legal reserve isequal to 10% of the share capital, and shall be allocated again
if, for any reason whatsoever, the legal reserve falls below thatthreshold.

The General Meeting may decide to distribute assets
recorded on the Company’s balance sheet and, in particular,
tradable securities by taking sums from the profits, retained
earnings, reserves or additional paid‑in capital.

Approval of dividends
Dividend payments are approved by the General Meeting, in
accordance with articles L. 232‑12 to L. 232‑18 of the French
Commercial Code. The General Meeting may offer theshareholders, for all or part of the dividend available for
distribution, an option for cash payments or payments in theform of new shares of the Company under the terms andconditions set by law.

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Corporate GovernanceCorporate governance

4.2 Corporate governance[GRI 2‑9], [GRI 2‑10], [GRI 2‑11], [GRI 2‑12]

4.2.1

Compliance with the AFEP‑‑MEDEF Code - Frame of referenceon corporate governanceFrench legislation and rules published by the financial market
regulatory authorities apply to the Company’s corporate
governance.
The Company refers to the Corporate Governance Code of
Listed Companies issued by the AFEP‑MEDEF (available on
the AFEP website at www.afep.com, in the Governancesection) and has decided to use the Code as a reference interms of corporate governance, and to follow it up, through anannual Board meeting dedicated to these issues.
In that respect, like every year, the Board of Directors met on
December 12, 2023 to perform the annual review of theimplementation by the Company of these governanceprinciples. Following this meeting, the Board considered that
the Company’s governance practices are fully compliant with
the AFEP‑MEDEF Code, in its applicable version dated
December 2022.
The Board’s assessment on the implementation of the
AFEP‑MEDEF Code is available in its entirety on Atos’ website
at www.atos.net.

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Governance issues are regularly addressed during Board
meetings. The Board has indeed consistently expressed its
willingness to take into account, and sometimes anticipate,
recommendations on the improvement of corporate
governancefor listedcompanies
whenever such
recommendations are in line with the interests of theCompany and of its shareholders. This includes theCompany’s innovative practice of regularly consulting its
shareholders on the medium‑term orientations (most recently,
at the General Meeting on October 27, 2020) and theconsultative
vote
on
the
Company’s
ambitious
decarbonization strategy at the 2021 Annual General Meeting.
Also, Atos was the first CAC 40 company to enshrine its raisond’être in its Articles of Association on April 30, 2019, thereby
anticipating the entry into force of the PACTE law of May 22,
2019. Moreover, the Company complies with the newrecommendations set out in the revised version of the
AFEP‑MEDEF Code published in December 2022, which aims
to place CSR strategy, including climate change, at the heartof the missions of any Board of Directors.

Corporate GovernanceCorporate governance

4.2.2

Management Mode

Separation of offices of Chairman of the Board andChief Executive Officer and balance of powers
The statutory governance of the Company was changed to asystem with a Board of Directors in 2009. The offices of
Chairman of the Board and of Chief Executive Officer are
separated since October 31, 2019. This corporate governancestructure is widely recognized as a best practice to ensure aclear separation between, on the one side, the functions
assigned to the Board of Directors which consist ofdetermining the orientations of the Company’s business andmonitoring their implementation, and the operational andexecutive functions assigned to the executive management,on the other side.
In addition to the separation of offices of Chairman of theBoard and Chief Executive Officer and in compliance withbest governance practices, the following mechanisms apply
to ensure a good balance of powers:
P the Board of Directors is composed of 82% of independent

Directors (1) and comprises two Employee Directors as wellas one Director representing the employee shareholders;

P the Board has formed four permanent internal Committees,

to help in the decision process, composed at least of amajority of independent members. On December 1, 2020,
the Board of Directors decided to split the missions
previously allocated to the Nomination and Remuneration
Committee between two committees: the Nomination and
Governance Committee and the Remuneration Committee.
The Nomination and Governance Committee was also
entrusted with the regular review of the executive officer’s
succession plan;

P as part of the study of the strategic project of the Group

presented during the Capital Markets Day on June 14, 2022,
the Board of Directors decided to form a consultative Ad
hoc Committee, composed of a majority of independent
Directors,incharge,
inter
alia,
of
providingrecommendations and overseeing the study andimplementation of the project by the management team. In
light of the evolution of the strategy, the appointment of amandataire ad hoc (2) announced on February 5, 2024,
followed by the opening of an amicable conciliation
procedure (3) announced on March 26, 2024, the Board of
Directors decided to broaden the mission of the Ad hoc
Committee in order to monitor developments in the
Company’s financial situation, the progress of any legal
protection measures, and to exchange proactively andsupport the management in its proposals to the Board;

P at least once a year, Directors hold meetings, in theabsence of the senior executive officers, during which they
discuss the Company’s affairs and address any relevant
topics;P the Internal Rules of the Board of Directors set forth theBoard’s reserved matters which require the Board’s priorauthorization as well as the missions of the Chairman of theBoard (see section below “Limitations on the powers of the
Chief Executive Officer ”);

P on June 4, 2023, the Board of Directors appointed Elizabeth

Tinkham as Lead Independent Director, as permitted by the
Board’s Internal Rules. The Lead Independent Director is
responsible for ensuring that the Board of Directors applies
the highest standards of corporate governance, and thatshareholders’ corporate governance concerns are properly
taken into account.

1) As of April 2, 2024. In accordance with the rules set by the AFEP‑MEDEF Code, the Director representing the Employee shareholders and the Employee
Directors are not taken into account to determine the ratio of independent Directors.
2) The mandataire ad hoc is an independent third party whose mission is to assist the Company in its discussions, in order to converge on an appropriate
financial solution as soon as possible, in the Company’s corporate interests. The mandat ad hoc is an amicable procedure allowing negotiations to be
conducted within a confidential framework. The mandat ad hoc only concerns the financial debt of the Company and has no impact on theemployees, customers and suppliers of the Group.
3) The conciliation is a procedure, so‑called amicable or preventive, for dealing with financial difficulties. It is provided for in the Commercial Code. The
negotiations, which take place under the aegis of a conciliator appointed by the President of the Commercial Court, are confidential. The conciliator’s
mission is to encourage the conclusion of an amicable agreement between the debtor and its creditors, who are called upon to do so, aimed at putting
an end to the company’s difficulties and ensuring its continuity.

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Corporate GovernanceCorporate governance

Missions of the Chairman of the Board

The Board has defined, in its Internal Rules, reserved matterswhich require the Board’s prior authorization:

P the Chairman organizes and directs the work of the Board;

P purchase or sale of shareholdings exceeding €100 million;

P the Chairman convenes the Board meetings, determines

the agenda and chairs the meetings;
P the Chairman oversees the proper functioning of theCompany’s bodies and makes sure, in particular, that the
Directors are able to carry out their assignments;
P the Chairman presides over General Meetings ofshareholders and reports on the Board's work to the Annual
General Meeting.
Should the Chairman be absent, the Board meeting andGeneral Meetings shall be chaired by the Vice‑Chairman.
Upon the recommendations of an ad hoc committee
composed of four independent Directors, the Board of
Directors decided in 2020 to entrust the Chairman of theBoard with the following additional missions, as reflected in
the Board Internal Rules:
P consulting or being consulted and holding discussions with

the Chief Executive Officer on certain significant andstrategic events for the Company;

P representing the Company in its high‑level relations withthe public authorities and the Company’s strategic
stakeholders, in consultation with the Chief Executive
Officer ;P participatingin certain internal meetings with theCompany’s managers and teams and, as the case may be,
as well as in certain Board committees;

P maintaining the quality of relations with the shareholders;
P participating in the recruitment process for new Directors

and in the development of the succession plan;

P ensuring the balance of the Board (in addition to its proper

functioning);

P arbitrating potential conflicts of interest.

92

Limitations on the powers of the Chief Executive
Officer

The statutory missions of the Chairman of Atos SE’s Board of
Directors (as per the Company’s Articles of Association and
the Board Internal Rules) are as follows:

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P purchase or sale of assets exceeding €100 million;
P purchase of assets or shareholdings beyond the Group’s

usual activities;

P purchase or sale of real property exceeding €100 million;
P strategic

alliance or partnership which may have astructural impact for the Group;

P volume commitment by the Group exceeding €100 million;
P parental company guarantees exceeding the scope of thedelegation granted to the Chief Executive Officer ;P any material transaction not within the scope of thestrategy announced by the Company.

Missions of the Lead Independent Director
As per the Board Internal Rules, the Lead Independent
Director is responsible for ensuring that the Board of Directors
applies the highest standards of corporate governance, andthat shareholders’ corporate governance concerns areproperly taken into account.
The duties and prerogatives of the Lead Independent Director
are as follows:
P conduct annual Board assessment, with the assistance of

the Nomination and Governance Committee;

P be available to meet with shareholders on items pertaining

to governance;

P convene sessions of the independent Directors as needed,

at least once a year;

P work with the Chairman of the Board on succession

planning for the Chairman and other Directors.

Corporate GovernanceCorporate governanceCommunication with shareholders
In accordance with the AFEP‑MEDEF Code, the Company has
regular direct contacts with its shareholders and investors
throughout the year to understand their expectations and takethem into account.
In that context, the following measures favoring of a smoothshareholders’ dialogue have been implemented:
P Atos’ shareholders, during their Annual General Meeting

held on April 30, 2019, decided with 99.93% of the votes toenshrine the Company’s raison d’être in its Articles of
Association;

P presentations established for financial reports, investor

days or General Meetings are posted on the website of theCompany;

P theCompany is exchanging with its shareholders
throughout the year but has, for many years, been
conducting a governance roadshow prior to its Annual
General Meeting;P in June 2023, the Board appointed Elizabeth Tinkham as

Lead Independent Director; she assumes several
prerogatives as described above, including engaging withshareholders on governance matters;

P Atosregularly communicates its strategy to its
shareholders and provides market updates. On March 29,
2023, Atos announced Airbus’ decision to no longer pursue
the discussions it initiated in February 2023, with respect tothe potential acquisition of a minority stake of 29.9% in
Eviden. On August 1, 2023, Atos announced thecontemplated sale of Tech Foundations, and provided
regularly updates regarding the discussions with EPEI. On
February 28, 2024, Atos announced that the parties have
not reached a mutually satisfactory agreement and that
Atos will continue to run Tech Foundations and Eviden as
separate businesses and leverage the strengths of theirrespective offerings with a coordinated go‑to‑market
strategy. Moreover, on January 3, 2024, Atos informed themarket of the opening of a due diligence phase with Airbus
for a potential sale of the entire BDS (Big Data & Security)
perimeter, together with the possible implementation of
additional asset disposal program. On March 19, 2024, Atosannounced that discussions with Airbus related to the saleof its BDS business will not proceed.

Atos also regularly informs the market of the progress of its
refinancing plan. Atos has announced its financing plan and its
adjustments and discussions with its banks with a view toreaching a refinancing plan, and, on February 5, 2024, Atos has
indicated that it requested the appointment of a mandataire
ad hoc (1) in order to frame these discussions. In the continuityof the mandat ad hoc, Atos SE announced on March 26, 2024
that the Company has entered into an amicable conciliation
procedure (2) to facilitate a global refinancing agreement withthe banks and bondholders of Atos SE. Further to its press
release dated April 2, 2024, and as part of the discussions
initiated by Atos SE with its financial creditors under the aegis
of the conciliator appointed on March 25, 2024, Atos SE

presented its updated business plan and the parameters of its
refinancing framework on April 29, 2024. On May 6, 2024, Atosannounced that on May 3, 2024, it had received four newmoney proposals from several parties and indicated that it
was working with its financial creditors to select a financial
restructuring solution by May 31, 2024 that will be acceptable
to them and consistent with the Company's financial
parameters, in order to reach a final financial restructuringagreement by July 2024. This solution will likely entail radical
changes in the capital structure of the Company andsignificant new equity issuance that will result in a massive
dilution of the existing shareholders of Atos SE, consideringthat the Company will negotiate with stakeholders thetreatment of the existing shareholders in compliance withapplicable laws.
Furthermore, Atos regularly provides market updates
regarding governance evolution, such as the announcementof Yves Bernaert’s appointment as CEO from October 3, 2023,
the changes in the Board of Directors composition, withnotably, among other changes in the composition of theBoard, the appointment of Jean‑Pierre Mustier as new
Chairman of the Board from October 14, 2023, and Paul Saleh’s
as Chief Executive Officer appointment from January 14, 2024.
In addition, Atos communicated on December 14, 2023, on theentry into the capital of Onepoint as a new anchor shareholder
and provided market updates regarding potential
development on Onepoint governance demands. On
February 29, 2024, Atos announced that, upon therecommendation of the Nomination and GovernanceCommittee, the Board approved the cooptation of David
Layani and Helen Lee Bouygues as Directors representing theanchor shareholder Onepoint, which holds 11.14% of theGroup.
Finally, as Atos announced on May 21, 2024, the deadline for
the Annual General Meeting to approve the 2023 financial
statements has been extended to December 31, 2024, by the
President of the Pontoise Commercial Court, to provide Atos
with a stable framework to complete the current discussions
on a financial restructuring agreement by July 2024. Thisdecision, taken in the best interest of Atos, is intended toprovide the Company with a stable framework to complete
the discussions initiated since early February 2024 with all
stakeholders, in order to reach a financial restructuringagreement by July 2024, as announced in its previous
communications. In accordance with applicable legal
provisions, Atos shareholders will be consulted on thefinancial restructuring plan in a dedicated framework,
separate from the Annual General Meeting to approve thefinancial statements for the year ending December 31, 2023

Senior executive officers' succession plan
Directors may hold meetings in the absence of the senior
executive officers, during which they discuss the Company’s
affairs, and address, among other subjects, the senior
executive
officers'
succession
plan,
as
per
the
recommendation of the AFEP‑MEDEF Code.

1) The mandataire ad hoc is an independent third party whose mission is to assist the Company in its discussions, in order to converge on an appropriate
financial solution as soon as possible, in the Company’s corporate interests. The mandat ad hoc is an amicable procedure allowing negotiations to be
conducted within a confidential framework. The mandat ad hoc only concerns the financial debt of the Company and has no impact on theemployees, customers and suppliers of the Group.
2) The conciliation is a procedure, so‑called amicable or preventive, for dealing with financial difficulties. It is provided for in the Commercial Code. The
negotiations, which take place under the aegis of a conciliator appointed by the President of the Commercial Court, are confidential. The conciliator’s
mission is to encourage the conclusion of an amicable agreement between the debtor and its creditors, who are called upon to do so, aimed at putting
an end to the company’s difficulties and ensuring its continuity.

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4.2.3

The Board of Directors and Executive Management: compositionand organization principles[GRI 2‑9], [GRI 2‑10], [GRI 2‑11], [GRI 2‑12]4.2.3.1

Composition of the Board of Directors

Evolution of the composition of the Board of Directors and its Committees
In 2023 and until April 2, 2024, the composition of the Board of Directors and of its Committees was modified as a result of thefollowing events:

Board of Directors

Audit Committee

Departure

Edouard Philippe /Lynn Paine(05/16/2023)
Vivek Badrinath(07/31/2023)
Caroline Ruellan(09/26/2023)
Bertrand Meunier★
(10/14/2023)
Carlo d'Asaro Biondo(12/01/2023)
René Proglio (12/23/2023)
Vesela Asparuhova(12/29/2023)
Aminata Niane / Valérie
Bernis / Vernon Sankey(01/02/2024)

Vivek Badrinath(07/31/2023)
Carlo d'Asaro Biondo(12/01/2023)
René Proglio★
(12/23/2023)
Vernon Sankey(01/02/2024)

Appointment

Jean‑Pierre Mustier1★★
(05/16/2023)
Laurent Collet‑Billon(06/28/2023)
Carlo d'Asaro Biondo(07/31/2023)
Jean‑Jacques Morin /Françoise
Mercadal‑Delasalles(01/02/2024)
Monika Maurer / Sujatha
Chandrasekaran(01/14/2024)
David Layani / Helen Lee
Bouygues / Mandy Metten(02/28/2024)
Alain Crozier(04/02/2024)

Astrid Stange(06/28/2023)
Carlo d'Asaro Biondo★
(07/31/2023)
Laurent Collet‑Billon★
(12/05/2023)
Jean‑Jacques Morin★★
(01/02/2024)

Laurent Collet‑Billon /Kat Hopkins /Caroline Ruellan(06/28/2023)
Carlo d'Asaro Biondo(07/31/2023)
Sujatha Chandrasekaran(04/02/2024)

RenewalCaroline Ruellan2(06/28/2023)

_

_

1.
2.

★

Lynn Paine /Edouard Philippe(05/16/2023)
Caroline Ruellan(09/26/2023)
Carlo d'Asaro Biondo(12/01/2023)
Vernon Sankey(01/02/2024)

Remuneration
Committee

CSR Committee

Ad hoc CommitteValérie Bernis★
(01/02/2024)
Astrid Stange(02/04/2024)

René Proglio(06/28/2023)
Bertrand Meunier★
(10/14/2023)
Valérie Bernis /Vernon Sankey(01/02/2024)

Françoise
Mercadal‑Delasalles(01/02/2024)
Kat Hopkins(02/14/2024)
Mandy Metten(02/28/2024)

Françoise
Mercadal‑Delasalles★★
(01/02/2024)
Monika Maurer(02/04/2024)

Jean‑Pierre Mustier★ /Elizabeth Tinkham(06/28/2023)
Laurent Collet‑Billon★★
(12/19/2023)
Astrid Stange(12/29/2023)
Jean‑Jacques Morin(02/14/2024)

_

_

_

Vesela Asparuhova(12/29/2023)
Valérie Bernis(01/02/2024)
Kat Hopkins(02/28/2024)

The Combined Annual General Meeting of June 28, 2023 approved the ratification of the cooptation of Jean‑Pierre Mustier.
The Combined Annual General Meeting of June 28, 2023 approved the ratification of the cooptation and the renewal of the term of office as Director of Caroline Ruellan.

Former Chair.

★★ Current Chair.

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Nomination and
Governance Committee

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Corporate GovernanceCorporate governance

Composition of the Board of Directors
As of April 2, 2024, the Board of Directors was composed of 14 members as listed below:

FrenchNumberof othermandatesin listedcompanies1

500

0

MEMBERSHIP IN
COMMITTEES 3

POSITION ON THE BOARD

Independence

Jean‑‑Pierre MUSTIER

Nationality

EXPERIENCE

Number ofsharesChairman

GenderAgePERSONAL INFORMATION

Date of first
appointment2

End of termof officeSeniority
on Board

YES

05/16/2023

AGM 2025

063M

Laurent
COLLET‑‑BILLON

73

M

French

750

1

YES

06/28/2023

AGM 2026

0 VC, N&G, C♦, AH

Elizabeth TINKHAM

62

F

American

500

0

YES

05/18/2022

AGM 2025

1

N&G, AH

500

3

YES

01/14/2024

AGM 2024

0

N&G

500

0

YES

04/02/2024

AGM 20240

Sujatha
CHANDRASEKARAN

57

F

American, Australian,
IndianAlain CROZIER

63

M

French, Canadian

AH

David LAYANI

45

M

French500

0NO

02/28/2024

AGM 20260

Helen LEE BOUYGUES

51

F

American

500

4

NO

02/28/2024

AGM 2024

0

Monika MAURER

67

F

German

750

1

YES

01/14/2024

AGM 2024

0

CSR

Françoise
MERCADAL‑DELASALLES

61

F

French

500

2

YES

01/02/2024

AGM 2025

0

CSR,Rem

Jean‑‑Jacques MORIN

63

M

French

500

1

YES

01/02/2024

AGM 20250Astrid STANGE

58

F

German

3,900

1

YES

05/18/2022

AGM 20241

Rem, C♦, AH

Kat HOPKINS

44

F

British

1,787

0

NO

05/18/2022

AGM 2025

1

N&G

Employee Directors(L225‑27‑1 CCom)
Farès LOUIS

61

M

French00NO04/25/2019

AGM 2026

4

CSR

Censor

45

F

Dutch

232

0

NO

01/02/2024

AGM 2027

0Rem

Directors(L225‑17 CCom)C♦, AH

Director
representing
the employee
shareholders(L225‑23 CCom)

4
Mandy METTEN

Other mandates exercised in listed companies (outside the Atos Group). Mandates exercised in listed companies belonging to the same Group account for one single
mandate.
Date of first appointment on the Board of Directors of Atos.
N&G: Nominations and Governance Committee, Rem: Remuneration Committee, C : Accounting Committee, CSR : CSR Committee, AH: Ad hoc Commitee, VC:
Vice‑Chairman.
 Chair of the Committee.
1.

2.
3.

♦ Jean‑Jacques Morin, Laurent Collet‑Billon and Astrid Stange have sufficient financial and accounting skills by virtue of their educational and career backgrounds for the
purpose of their membership in the Audit Committee.

Universal Registration Document 2023

95

4

Corporate GovernanceCorporate governanceDirectors' biographies
Jean‑Pierre MUSTIER*
Chairman of the Board of
Directors
Member of the Ad hoc
Committee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
500
Date of birth:January 18, 1961
Nationality:
FrenchDate of first appointment:

Biography – Professional Experience
Business leader
Jean‑Pierre Mustier began his career in 1987 at Société Générale, where he worked mainly incorporate and investment banking. In early 2011, he joined UniCredit as head of corporate andinvestment banking. In January 2015, Jean‑Pierre Mustier became a London‑based partner of
Tikehau Capital, an alternative investment management Group. He joined Unicredit in July 2016
as Managing Director and was also President of the European Banking Federation between 2019and 2021. From 2021 to 2023, he was sponsor of three specialist acquisition companies (SPACs
Pegasus).
In 2023, he joined the board of Aareal Bank, a German bank specializing in commercial realestate, as Chairman, and Atos as Chairman of the Board.
Jean Pierre Mustier is a graduate of École Polytechnique and École des Mines de Paris.
Jean‑Pierre Mustier has been a Director of Atos SE since May 16, 2023 and Chairman of the Board
since October 14, 2023.

May 16, 2023

Directorships and positions

Term expires on:

Other Directorships and positions as ofDecember 31, 2023

Other positions held during the last five years

Within the Atos Group

None

Annual General Meeting rulingon the accounts of the 2024
financial year

None
Outside the Atos GroupP CEO of Pegasus Acquisition Company Europe

B.V.** (Netherlands)
P Chairman of Aareal Bank**
P Director of Tam Sarl (investment company)
P Trustees of FEPT and WECT (trust controlling
French schools in London)(*) Independent Director(**) Listed company

96

Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupP CEO and member of the Board of Directors ofUnicrédit S.p.A.** (Italy)

P President of the European Banking

Federation (Brussels)

Corporate GovernanceCorporate governance

Laurent COLLET‑BILLON*
Vice‑‑Chairman of theBoard of Directors
Chair of the Ad hoc
Committee
Member of the Audit
Committee and theNomination and
Governance Committee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
750
Date of birth:
July 1, 1950
Nationality:
FrenchDate of first appointment:
June 28, 2023
Term expires on:
Annual General Meeting rulingon the accounts of the 2025
financial year

Biography – Professional Experience
Ingénieur général de l’armement de classe exceptionnelle and former Delegate General for
Armaments
Laurent Collet‑Billon began his career at the Direction Générale de l’Armement (DGA) in 1974. In
1987, he became technical advisor to the Minister of Defense. He returned to the DGA in 1988 tohead the “Horus” program (airborne nuclear deterrent component), before taking charge of thesurveillance and intelligence satellite programs. From 1997 to 2001, he headed the DGA's
Telecommunications and Information Observation Programs Department (SPOTI), responsible for
the Ministry of Defense’s C4ISR programs, aimed at connecting all IT resources for armed forcesinteroperability. In May 2001, he became Deputy Delegate General for Armaments, holding theposition of number two at DGA. From 2008 to 2017, Laurent Collet‑Billon was head of the DGA,
responsible for equipping the French armed forces, defense research and development,international cooperation and defense exports, and defense industrial policy. with a global
budget of €15 billion per year He now works as a consultant, notably through La Place
Stratégique, an incubator dedicated to promising sovereign technology businesses, which heco‑founded in 2020.
Laurent Collet‑Billon was advisor to the Chairman and CEO of Alcatel‑Lucent from 2006 to 2008
and a member of the Thales Board of Directors from 2014 to 2017. He was also an auditor at theCentre des Hautes Études de l'Armement (CHEAr). Laurent Collet‑Billon is an Officier of the Ordrenational du Mérite (French National Order of Merit). He is also a Grand Officier of the Légion
d’honneur (Legion of Honor).
Laurent Collet‑Billon is a graduate engineer from the Ecole Nationale Supérieure del'Aéronautique et de l'Espace. He has followed a training in economics and business
management) at Sup de Co Paris.

4

Laurent Collet‑Billon has been a Director of Atos SE since June 28, 2023 and Vice‑Chairman of
the Board since October 14, 2023.
Directorships and positions
Other Directorships and positions as ofDecember 31, 2023

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Board of Directors ofWithin the Atos Group
Outside the Atos Group
None

Europlasma SA**P Member of the Board of Directors of Forgesde Tarbes

P Member of the Board of Directors of

EURENCO (ex‑SNPE, Société nationale despoudres et explosifs)
P Co‑Chairman of La Place Stratégique
P Senior Advisor at Euro Advocacy
P Senior Advisor to the Eiréné fund (Weinberg
Capital Partners)
P Chairman of LCB Conseil SASU(*) Independent Director(**) Listed company

Universal Registration Document 2023

97

4

Corporate GovernanceCorporate governance

Elizabeth TINKHAM*
Lead Independent Director
Chair of the Nomination
and GovernanceCommittee
Member of the Ad Hoc
Committee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
500
Date of birth:
November 5, 1961
Nationality:
AmericanDate of first appointment:
May 18, 2022

Biography – Professional Experience
Former Senior Managing Director and Global Client Account Lead for Microsoft Account in
Accenture Ltd
Elizabeth Tinkham headed Accenture's Global and North American Management Consulting
practice for the Communications, Media, and Technology (CMT) verticals. In this capacity, sheoversaw revenue growth, M&A activities, and chaired the CMT Investment Board. She became a
Senior Managing Director and member of the Global Executive Committee at Accenture plc,
where she held various client‑facing and executive positions. Her role included serving as theglobal account lead for Microsoft, where she was responsible for driving account growth andmanaging the technology partnership between Microsoft and Accenture. Elizabeth Tinkham
currently advises innovative, growth‑focused companies on the challenges and opportunities
associated with transitioning to digital technologies.
Elizabeth Tinkham contributes to the state of Washington's educational and equity initiatives
through her role as chairman of Washington Stem, a non‑profit organization. She is also involvedin academia, teaching classes in management consulting and nonprofit board management at
the University of Washington's Foster School of Business.
Elizabeth Tinkham graduated from Ohio State University with a degree in aeronautical andastronautical engineering.

Term expires on:

Elizabeth Tinkham is a Director of Atos SE since May 18, 2022, and Lead Independent Director
since June 4, 2023.

Annual General Meeting rulingon the accounts of the 2024
financial year

Directorships and positions
Other Directorships and positions as ofDecember 31, 2023

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Board of Directors ofHeadspin (United States)

P Member of the Board of Directors of Particle(United States)

P Member of the Board of Directors of Athena

Alliance (United States)

P Member of the Board of Directors ofWashington STEM (United‑States)

P Affiliate Lecturer, University of Washington,

Foster School of Business (United States)(*) Independent Director(**) Listed company

98

Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupNoneCorporate GovernanceCorporate governance

Sujatha CHANDRASEKARAN (Suja Chandra)*
Member of the Nomination
and GovernanceCommittee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
500
Date of birth:
May 11, 1967
Nationality:
American, Australian andIndianDate of first appointment:
January 14, 2024, to replace
Aminata Niane, and which will
be submitted to the 2024
ordinary general meeting for
ratification
Term expires on:
Annual General Meeting rulingon the accounts of the 2023
financial year

Biography – Professional Experience
Independent Management Consultant
Beginning from 1996 to 2007, Suja Chandrasekaran held diverse leadership positions at Nestlé.
From 2007 to 2009, she served as Regional Vice President and Chief Technology Officer for
PepsiCo and was then appointed Senior Vice President and Global Chief Information and
eCommerce Officer at The Timberland Company (2009‑2011). In 2011, she joined Walmart where
she held the position of Senior Vice President and Global Chief Technology Officer and Chief Data
Officer, leading technology and digital transformation for Walmart US, Sam's Club, and Walmart.
From 2016 to 2019, she served as the Global Chief Information Officer at Kimberly‑Clark
Corporation. In 2019, she was appointed Senior Executive Vice President and Chief Digital andInformation Officer of CommonSpirit Health overseeing global functions such as technology,
digital, cybersecurity, data, and AI development. She retired from these functions in 2022.
In addition to her executive role, Suja Chandrasekaran sits on several Boards and Committees. In
particular, she was a Board member of the Switzerland‑based company Barry Callebaut AG(2018‑2020) and is a member of the Boards of American Eagle Outfitters since 2018 and of
Cardinal Health Inc since 2022.
Suja Chandrasekaran holds a Master of Business Systems (MBS) from Monash University,
Australia, and a degree in Electrical and Electronics Engineering from the University of Madras,
India.
Suja Chandrasekaran is a Director of Atos SE since January 14, 2024.
Directorships and positions
Other Directorships and positions as ofJanuary 14, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Board of American Eagle

Outfitters Inc.**(USA)P Member of the Board of Directors of Cardinal
Health Inc.** (USA)P Member of the Supervisory Board ofBrenntag SE** (Germany)
P Member of the Supervisory Board of Agendia
Inc. (Netherlands)
P Member of the Board of Directors of T200
Foundation (Non‑profit 501C3 focused on
developing Women in Technology)

4

Within the Atos Group
Outside the Atos GroupP Senior Executive Vice President, Chief, Digitaland Information Officer of Common Spirit
Health (2019‑2022)
P Global Chief Information Officer ofKimberly‑Clark Corporation** (2016‑2019)(*) Independent Director(**) Listed company

Universal Registration Document 2023

99

4Corporate GovernanceCorporate governance

Alain CROZIER
Independent Director

Biography – Professional Experience

Professional address:

Senior Advisor seven2 (ex APAX) Tech & Telecom

River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
500
Date of birth:January 18, 1961
Nationality:
French, Canadian
Date of first appointment:
April 2, 2024, to replace Carlod’Asaro Biondo, and which will
be submitted to the 2024
ordinary general meeting for
ratification
Term expires on:
Annual General Meeting rulingon the accounts of the 2023
financial year

Alain Crozier began his career at Peat Marwick Consultants (now KPMG) before moving to Lesieur
Alimentaire (ERIDANIA BEGHIN SAY Group), where he played a crucial role in the company’s
restructuring. In 1994, Alain Crozier joined the Microsoft Group, holding various leadership
positions for almost 30 years. Former Chairman and CEO of Microsoft Greater China, President ofMicrosoft France, he was also CFO of Microsoft’s Global Sales, Marketing, Services, andOperations. He has led global, large‑scale, complex, outsourcing and transformation of
Microsoft’s sales, finance, HR, and operations, as well as the repositioning of the China business,around new growth engines: digital natives, go global and global strategic partnerships. In 2022,
Alain Crozier joined Seven2 as a Senior Advisor in the Tech & Telecom sector with the aim to help
create foundations of sustainable growth and accelerate value creation. He has more than 30
years of global experience in the management and development of international technology
companies (GTM, strategic partnerships, ecosystem, startups, and digital natives).
In addition to his role, Alain Crozier sits on several Boards, notably the Board of Aventis Alpha
Care since 2021 and DSTNY NV since 2024.
Alain Crozier is a graduate of the Institut Supérieur de Gestion and Université Claude Bernard(Lyon).
Alain Crozier is a Director of Atos SE since April 2, 2024.
Directorships and positions
Other Directorships and positions as of April 2,
2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Board of Aventis Alpha Care

LLC (USA)P Senior Advisor of People First Technologies
Inc (USA)P Member of the Board of DSTNY NV(Belgium)(*) Independent Director(**) Listed company

100

Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupP Member of the Board of American Chamberof Commerce in Beijing (PRC) (2020‑2021)

Corporate GovernanceCorporate governanceKatrina (Kat) HOPKINS
Director representing theemployee shareholders
Member of the Nomination
and GovernanceCommittee

Professional address:
ATOS, RG41 5TS Winnesh
Triangle 1020 Eskdale Road
United‑Kingdom
Number of shares:
1,787 (1)Date of birth:
June 18, 1979
Nationality:
BritishDate of first appointment:
May 18, 2022
Term expires on:
Annual General Meeting rulingon the accounts of the 2024
financial year

Biography – Professional Experience
Atos Vice President, Head of HR COO and Geographies, Eviden International (UK)
Katrina Hopkins started her professional career in Siemens as HR Business Partner. She joined theAtos Group in 2011 through Atos' acquisition of Siemens IT Solutions & Services. Since then, she
has assumed various positions, within the Human Resources department, both regionally andglobally, undertaking roles at a Group level of Head of Talent, Career, and Learning at AtosInternational. and HR Director, Centres of Expertise at Eviden International. Her responsibilities
encompassed talent development, performance and acquisition, learning, DE&I (Diversity, equity
and inclusion), and special projects. She places a specific focus on leadership, mentoring, career
management, diversity, and mandatory training, including initiatives to promote diversity. Since
April 2024, Katrina Hopkins is appointed HR Director, Head of HR for Eviden COO andGeographies.
Katrina Hopkins is a distinguished graduate with a Bachelor of Science (with Honors) in
Psychology. She holds the esteemed title of being a Fellow of the Chartered Institute of
Personnel and Development.
Katrina Hopkins is a Director of Atos SE since May 18, 2022.
Directorships and positions
Other Directorships and positions as ofDecember 31, 2023
Within the Atos Group

Other positions held during the last five years
Within the Atos Group

None
Member of the Supervisory Board of the Atos
Outside the Atos Group
Stock Plan Employee Mutual Fund (FCPE) since
None
2022

4

Outside the Atos GroupNone
1.

The minimum shareholding requirement of 500 shares, as set out in the Company's Articles of Association and the Board Internal Rules, does not apply to
directors representing employees or employee shareholders.

Universal Registration Document 2023

101

4

Corporate GovernanceCorporate governanceDavid LAYANI
Non‑‑independent Director

Professional address:

Onepoint, 29 rue des Sablons,75116 Paris, France
Number of shares:
500
Date of birth:
March 28, 1979
Nationality:
FrenchDate of first appointment:
February 28, 2024, to replace
Caroline Ruellan, and which
will be submitted to the 2024
ordinary general meeting for
ratification
Term expires on:
Annual General Meeting rulingon the accounts of the 2025
financial year

Biography – Professional Experience
Founder and Chairman of Onepoint GroupIn 2002, David Layani founded Onepoint and has been serving since as Chairman (via holding).
Onepoint acts as, a single point of contact to offer comprehensive solutions to clients, ranging
from strategic consultancy to technological implementation. David Layani extended thecompany’s reach by founding (throught Onepoint) Onepoint Canada in 2003 and established
Onepoint Tunisia, Belgium and southeast Asia with a significant footprint in Australia andSingapore. The business now has c. 3,500 employees working in 16 countries around the world
and generating an annual turnover of more than €500 million.
In addition to his professional achievements, David Layani is recognized for his contributions tothe community and his active involvement in discussions surrounding new growth andorganizational models.
David Layani has been a Director of Atos SE since February 28, 2024, having been appointed
upon the proposal of the anchor shareholder Onepoint, which holds 11.14% of Atos SE as of today.
Directorships and positions
Other Directorships and positions as ofFebruary 28, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP General manager of DAVID R. LAYANI SARLP President of DRL Invest SAS
P Member of the Board of Directors of

Onepoint Belgium SA

P Corporate Officer of Onepoint Canada Inc.
P Corporate Officer of Onepoint vision UK Ltd.
P Member of the Board of Directors of Lucien

Barrière SA

P Managing Director of Onepoint TN SARLP Managing Director of Société

Méditerranéenne de Services SMS Tunisie
SARL
P Corporate officer of Onepoint Technology
Software Development (Shanghai) Co. Ltd.
P Managing Director of Jolinel SARLP Managing Director of Ecurie David R. Layani &Famille SNC

102

Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupNoneCorporate GovernanceCorporate governanceHelen LEE BOUYGUES
Non‑‑independent Director

Biography – Professional Experience

Professional address:

President of LB Associés
LB Associés, 88 rue deHelen Lee Bouygues started her career in 1995 at J.P. Morgan in the M&A Group in New York andCourcelles 75008 Paris, France in Hong Kong. From 2000 until 2004, she worked at Cogent Communications Inc. as Chief
Number of shares:
Operating Officer, Chief Financial Officer and Treasurer. She thereafter became a Partner at
Alvarez & Marsal Paris, where she left to launch her own consulting firm specialized in corporate
500
turnaround and transformations in 2010. In 2014, she joined McKinsey & Company in Paris whereDate of birth:
she was Partner responsible for the division Recovery and Transformation Services. Helen Lee
May 23, 1972
Bouygues is the President of the Reboot Foundation.
Nationality:

In addition to her executive role, Helen Lee Bouygues sits on several Boards and Committees.

AmericanHelen Lee Bouygues holds a Bachelor of Arts, magna cum laude, from Princeton University in
Political Science and a Masters of Business Administration from Harvard Business School.

Date of first appointment:

February 28, 2024 to replace
Helen Lee Bouygues has been a Director of Atos SE since February 28, 2024, representing the
René Proglio, and which will be anchor shareholder Onepoint, which holds 11.14% of Atos SE as of today.
submitted to the 2024 ordinary
general meeting for ratification Directorships and positions
Term expires on:
Other positions held during the last five years
Other Directorships and positions as ofAnnual General Meeting ruling February 28, 2024
Within the Atos Groupon the accounts of the 2023
Within the Atos GroupNone
financial year
None
Outside the Atos Group
Outside the Atos GroupP Member of the Board of Directors, Chair ofInvestment Committee and member of the
Audit Committee of CGG SA*
P Lead Director, member of the Audit
Committee and the Remuneration
Committee of NEOEN SA*
P Member of the Board of Directors, Chair ofAudit Committee and member of theRemuneration Committee of BURELLE SA*
P Member of the Board of Directors, memberof the Audit Committee and theRemuneration Committee of Guaranty TrustHolding Co*
P Member of the Board of Directors andmember of Audit Committee of Fives SAS

P Founder and President of Lee Bouygues

Partners

4

P Chairman & CEO of Conforama SA

P Member of the Board of Directors, Chair of

the Remuneration Committee and memberof the Audit Committee of Latecoere SA*(*) Listed company

Universal Registration Document 2023

103

4

Corporate GovernanceCorporate governanceFarès LOUIS
Employee Director

Biography – Professional Experience

Member of the CSR
Committee

Business Developer Cyber Security Products

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
0 (1)Date of birth:
May 23, 1962

Farès Louis began his career with the Bull Group in 1991 as a sales engineer. He worked as anaccount manager for key accounts in France and was Director of the Bull Middle East subsidiary
in Beirut. Within the Bull Group, he held various positions and was in charge of developing
international offers. In 2015, Farès Louis joined the Group as part of Atos' acquisition of Bull. He
currently holds a position as “Business Developer” of cybersecurity products for the Middle East
& Africa region within the Big Data and Cybersecurity service line.
Farès Louis is also a Conseiller Prud’homal (French Labor Court judge), a trade union defenderand a member of the CFDT corporate body/Symetal Francilien.

Date of first appointment:

Farès Louis holds a master's degree in electrical engineering from the Centre Universitaire desSciences et Techniques (CUST) in Clermont‑Ferrand and from the Institut National Polytechniquede Lorraine. He is also a graduate of the Ecole Supérieure d'Informatique et du Commerce (ESIC)in Bordeaux.

April 25, 2019

Farès Louis has been a Director of Atos SE since April 25, 2019.

Nationality:
FrenchTerm expires on:
Annual General Meeting rulingon the accounts of the 2025
financial year

Directorships and positions
Other Directorships and positions as ofDecember 31, 2023
Within the Atos Group
None
Outside the Atos GroupP French Labor Court judge (Conseiller

Prud’homal)
P Trade Union defender
P Member of the CFDT corporate body/
Symetal Francilien
1.

104

Other positions held during the last five years
Within the Atos GroupP Trade Union representative
P Employee representative on the Company

premises located in Les Clayes‑sous‑Bois

P European Committee Bull
P Bull Work’s council

Outside the Atos GroupNone

The minimum shareholding requirement of 500 shares, as set out in the Company's Articles of Association and the Board Internal Rules, does not apply to
directors representing employees or employee shareholders.

Universal Registration Document 2023

Corporate GovernanceCorporate governanceMonika MAURER*
Member of the CSR
Committee

Professional address:

Biography – Professional Experience
President & CEO of Radio Frequency Systems

Between 1985 and 2006, Monika Maurer held various roles at Alcatel, including President of theRadio Frequency Systems,
Kabelkamp 20 30179 Hannover Fixed Solutions Division from 2005 to 2006 and President of the Voice Networks Division in 2004.
From 2006 to 2016, she held several positions within Alcatel‑Lucent. She served as Executive
Germany
Vice President, Supply Chain and Procurement in Alcatel Shanghai Bell from 2006 to 2008. She
Number of shares:
also held the roles of President of the Product Attached Services Division from 2009 to 2010, Vice
President of Presales for Europe, Middle East, and Africa from 2010 to 2012, and Chief Operating
750
Officerof the Fixed Networks Business Line from 2012 to 2016. In 2016, she became part of theDate of birth:
Nokia Group, taking on the position of Chief Operating Officer for Nokia's Fixed Networks
May 29, 1956
Business, subsequently advancing to the role of Nokia Group Chief Operating Officer. Since 2019,
Monika Maurer has been working as the President and Chief Executive Officer for Radio
Nationality:
Frequency Systems (RFS), a global designer and manufacturer of cable, antenna and tower
Germansystems providing total‑package solutions for wireless and broadcast infrastructure.
Date of first appointment:
Monika Maurer has held several mandates as board member and continues to serve as Vice
January 14, 2024, to replace
Chair and member of the Strategy and HR committee of the Board of Directors at Nokia Shanghai
Bertrand Meunier, and which
Bell Co., Ltd. as well as Member of the Board and the Remuneration and HR committee at Valmet
will be submitted to the 2024
Oyi.
ordinary general meeting for
Monika Maurer holds a diploma in Physics and Chemistry from the University of Stuttgart,ratification
Germany, and a diploma in Pedagogy from the State University for Pedagogic of Stuttgart,
Term expires on:
Germany.
Annual General Meeting ruling
Monika Maurer is a Director of Atos SE since January 14, 2024.
on the accounts of the 2023
financial year
Directorships and positions
Other Directorships and positions as ofJanuary 14, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Board and of the4

Within the Atos Group
Outside the Atos Group
None

Remuneration and HR Committee of Valmet
Oyi**
P Board Member and Vice Chair of the Boardand of the Strategy and HR Committee of
NokiaShanghai Bell Co Ltd(*) Independent Director(**) Listed company

Universal Registration Document 2023

105

4

Corporate GovernanceCorporate governance

Françoise MERCADAL‑DELASALLES*
Chair of the CSR
Committee
Member of theRemuneration Committee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
500
Date of birth:
November 23, 1962
Nationality:
FrenchDate of first appointment:
January 2, 2024, to replace
Valérie Bernis, and which will
be submitted to the 2024
ordinary general meeting for
ratification
Term expires on:
Annual General Meeting rulingon the accounts of the 2024
financial year

Biography – Professional Experience
Cofounder and President at Auxo, Co‑‑chair of the National Digital Council (Conseil National du
Numérique) and non‑‑executive Board Director
Françoise Mercadal‑Delasalles began her career in senior public service at the Ministry of the
Economy and Finance from 1988 to 1992, then at the Caisse des Dépôts from 2002 to 2008.
Appointed Director of Resources and Innovation at Société Générale in 2008, she sat on theGroup's Executive Committee and steered its digital transition project. In 2018, Françoise
Mercadal‑Delasalles became CEO of Crédit du Nord, where she introduced digital tools toposition the Group in new banking services and integrated ecological concerns into thecompany's business model. In 2023, she co‑founded Auxo, an integrated platform to manage
extra‑financial data and support companies in their transition to sustainability.
Françoise Mercadal‑Delasalles holds various non‑executive positions on boards of directors andsupervisory boards, notably that of Eurazeo. She has co‑chaired the Conseil National du
Numérique since 2021. She is a Chevalier de la Légion d'Honneur (Knight of the Legion of Honor),
Officier du Mérite (Officer of the Order of Merit) and Chevalier du Mérite Agricole (Knight of theOrder of Agricultural Merit).
Françoise Mercadal‑Delasalles holds a degree in literature and law, and is a graduate of theInstitut d'Études Politiques (IEP) de Paris, Sciences Po Paris and the École Nationaled'Administration (ENA).
Françoise Mercadal‑Delasalles has been a Director of Atos SE since January 2, 2024.
Directorships and positions
Other Directorships and positions as ofJanuary 2, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Member of the Supervisory Board, FinanceCommittee and Audit Committee,
Chairwoman of the Compensation,
Appointment and Governance Committee ofEurazeo**
P Member of the Supervisory Board andChairwoman of the Digital Committee of
DIOT‑SIACIP Member of the Board of Directors, Audit
Committee and CSR Committee of CCF
Group
P Member of the Board of Directors andChairwoman of the Audit Committee of
Attijariwafa Bank** (Morocco)
P Co‑founder and President of Auxo Dynamics(*) Independent Director(**) Listed company

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Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupP CEO of Crédit du Nord (2018‑2022)
P Chairwoman of the Board of Directors ofBanque Courtois, Banque Rhone Alpes,
Société Marseillaise de Crédit (2018‑2022)
P Co‑Chair of the Conseil National du
Numérique (2020‑2023)
P Director of Société Générale Cameroun,
Compagnie Générale de Location etd'Equipement (CGL), SG Solution Center(India), SG European Business Services(Romania), Transactis (subsidiary of SG
Banque Postale), Sogecap, Rosbank (Russia)(2009‑2019)
P Director of Sopra‑Steria Group (2010/2015)
P Member of the Board of Directors of lNRIA
Institut national de Recherche en
informatique et en automatique (2020‑2022)
P Member of the Executive Committee andDirector of Resources and Innovation, Société
Générale Group (2009‑2018)

Corporate GovernanceCorporate governance

Mandy METTEN
Employee Director

Biography – Professional Experience

Member of theRemuneration Committee

Head of Group Executives and Strategic Functions

Professional address:
Joseph Bech‑Nes 19, 1862 AP
Bergen, The Netherlands
Number of shares:
232 (1)
Date of birth:
April 8, 1979
Nationality:
Dutch
Date of first appointment:
January 2, 2024 as censor andFebruary 28, 2024 as
Employee Director
Term expires on:
Annual General Meeting rulingon the accounts of the 2026
financial year

Mandy Metten began her professional journey within the ATOS Group as an Executive
Management Consultant specializing in Digital Transformation, Innovation, and Change from
October 2007 to June 2014, during which she demonstrated expertise in critical strategic areas. In
June 2014, she assumed the role of Manager of Atos Young Professionals, designing andoverseeing a comprehensive 2‑year development program for young professionals, providing
development with training, mentoring and client exposure. As from November 2018, Mandy
Metten served as Global Head of Group Campus Management, defining and implementing theGroup campus strategy globally, including diversity and inclusion initiatives. Mandy Metten took
additional responsibilities at Eviden in April 2023 and currently serves as Head of Group
Executives & Strategic Functions.
Mandy Metten was Chairman of the works council of Atos from 2010 to 2015. She also served as
the Dutch delegate on Atos Societas Europaea Council (SEC) from 2012 to January 2024 and wasa member of the Board Participating Committee (2017- January 2024). From August 2023, shebecame a Commissaris (Member of the Board of Directors) for Atos Nederland, contributing to
the company's governance.
Mandy Metten holds a master’s degree in social and organizational Psychology. She completed amulti‑level curriculum in Strategy, Economy, and Finance at the LeFebvre Institute.
Mandy Metten was a Censor to the Atos Group Board of Directors from January 2, 2024 until
February 28, 2024 when she became Director of Atos SE.
Directorships and positions
Other Directorships and positions as ofJanuary 2, 2024
Within the Atos GroupP Member of the Board of Atos Netherlands

Outside the Atos Group
None
1.

4

Other positions held during the last five years
Within the Atos GroupP Member of the SEC Board Committee

Outside the Atos GroupNone

The minimum shareholding requirement of 500 shares, as set out in the Company's Articles of Association and the Board Internal Rules, does not apply to
directors representing employees or employee shareholders.

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4

Corporate GovernanceCorporate governance

Jean‑Jacques MORIN*
Chair of the Audit
Committee
Member of the Ad hoc
Committee

Professional address:
ACCOR, 82 rue Henri Farman,
92445, Issy‑Les‑Moulineaux
Number of shares:
500
Date of birth:
December 29, 1960
Nationality:
FrenchDate of first appointment:
January 2, 2024, to replace
Vernon Sankey, and which will
be submitted to the 2024
ordinary general meeting for
ratification
Term expires on:
Annual General Meeting rulingon the accounts of the 2024
financial year

Biography – Professional Experience
Group Deputy CEO and Premium, Midscale & Economy Division CEO
Jean‑Jacques Morin began his professional career with Deloitte, where he spent five years inauditing and consulting roles in Paris and Montreal. From 1992 to 2005, he held various
international positions, notably in the semiconductor sector with Motorola Semiconductors (USA,Switzerland, and France), ON Semiconductor (USA) and Communicant AG, a start‑up in Berlin. In
2005, Jean‑Jacques Morin joined Alstom as CFO of the Power sectors in Zurich, then in Transport,
before being appointed Group CFO from 2013 to 2015. In 2015, Jean‑Jacques Morin joined Accor's
Executive Committee as CFO. He is then appointed Group Deputy CEO in charge of Finance,
Strategy, IT, Legal, Purchasing and Communications. In June 2023, in addition to his position asGroup Deputy CEO, Jean‑Jacques Morin took over the Premium, Midscale & Economy Division
under his leadership, as CEO of the Division.
Jean‑Jacques Morin has held various non‑executive positions, including with Orbis from 2016 to2020 as a member of the Supervisory Board and the Audit Committee, and with Vallourec from2018 to 2021 as a member of the Supervisory Board and Chairman of the Finance and Audit
Committee.
Jean‑Jacques Morin is a graduate of the École Nationale Supérieure de l'Aéronautique et del'Espace, holds an MBA from Thunderbird (Arizona State University) and a DSCG from the Ordredes Experts Comptables.
Jean‑Jacques Morin has been a Director of Atos SE since January 2, 2024.
Directorships and positions
Other Directorships and positions as ofJanuary 2, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupIn France:
P Group Deputy CEO and Premium, Midscale &Economy Division CEO of Accor**

P Chairman of the Board of Directors andPresident of Adagio (SAS)P Member of the Management Board andmember of the Audit Committee, Accor
InvestP President of D‑Edge (SAS)P Permanent representative of Accor on the
Board of Directors of Société Française deParticipation et d'Investissement Européen(SFPIE)P Member of the Board of Directors,
Accorinvest (Luxembourg)(*) Independent Director(**) Listed company

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Universal Registration Document 2023

Within the Atos Group
Outside the Atos GroupP Deputy CEO and CFO of Accor Group**(2015‑2023)

P Member of the Supervisory Board andChairman of the Finance and Audit
Committee of Vallourec** (2018‑2021)
P Member of the Board of Directors of the
SPAC, Accor Acquisition Company**(2021‑2023)
P Member of the Supervisory Board and Audit
Committee of Orbis** (Poland) (2016‑2020)

Corporate GovernanceCorporate governanceAstrid STANGE*
Chair of the Remuneration
Committee
Member of the Audit
Committee and the Ad Hoc
Committee

Professional address:
River Ouest – 80 quai Voltaire
95870 Bezons, France
Number of shares:
3,900
Date of birth:
December 27, 1965
Nationality:
GermanDate of first appointment:
May 18, 2022
Term expires on:
Annual General Meeting rulingon the accounts of the 2023
financial year

Biography – Professional Experience
Former COO at AXA and former Senior Partner and Managing Director at BCG
Astrid Stange started her executive career at Bertelsmann Buch AG in 1995, serving as head of
direct marketing. She became Senior Partner and Managing Director of the Boston Consulting
Group where she started in 1998 as a member of the Global Insurance Practice. Between 2008
and 2013, she led BCG’s Insurance practice in Germany and then became Global Sector Leader
for Life Insurance. Joining AXA in 2014 as a member of the Executive Board of AXA Konzern AG(Germany), she oversaw strategy, human resources, organization, and client management. In
December 2017, she was appointed Chief Operating Officer (COO) of AXA and member of theManagement Committee of AXA SA. As COO, she led a major transformation of the company
regarding technology and data. In 2018, she also took the operational responsibility for the newbuilt unit AXA Group Operations which delivers infrastructure and application services, security,
emerging technologies, but also BPO and procurement services to AXA Group. Astrid Stange
took on the role of CEO of ELEMENT Insurance AG (Germany) in August 2022, leading aprominent European digital full‑service B2B2X insurance platform.
In addition to her executive role, Astrid Stange has held several mandates as Board member; inparticular, she is a member of the Supervisory Board at Deutsche Lufthansa AG since May 2020.
Astrid Stange studied economics at the Ruhr University in Bochum. In 1993, she obtained adoctorate from the Department of Economics of the technical University of Braunschweig.
Astrid Stange is a Director of Atos SE since May 18, 2022.
Directorships and positions
Other Directorships and positions as ofDecember 31, 2023

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos GroupP Memberof the Supervisory Board of
Deutsche Lufthansa AG** (Germany)
P CEO Element Insurance AG (Germany)
P Independent member of the Supervisory
Board of the EU/UK (Germany/France/UK)

4

Within the Atos Group
Outside the Atos GroupP Chief Operating Officer and member of the

Executive Committee of AXA** (France)(2017‑2021)
P CEO AXA Group Operations SAS (France)(2018‑2021)
P Chairman of the Board, AXA GroupOperations SAS (France) (2018‑2021)
P Member of the Supervisory Board, Financial
Controller, GIE AXA (France) (2017‑2021)(*) Independent Director(**) Listed company

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4

Corporate GovernanceCorporate governanceDiversity policy at Board level
The Board of Directors meeting held on December 12, 2023,
upon recommendation of the Nomination and GovernanceCommittee, examined the composition of the Board of
Directors and approved the diversity policy applicable atBoard level.
In that respect, after carefully analyzing the Board’s
membership with respect to such criteria as age, gender,
skills, professional experience, nationality and independence,and in light of the evolution of the Board composition over the
past recent years, it set the objectives listed below.
Given the changes in the Board’s composition following theBoard meeting held on December 12, 2023, the section below
also presents the data in terms of diversity as from April 2,
2024.
P Age of Directors:– On December 12, 2023, Directors’ age ranged from 41 to

74 with an average of 61.6 years old. The Board
considered that the age average was satisfactory anddecided to closely monitor the limit of one third
exceeding 70 years old set in the Articles of Association;– On April 2, 2024, Directors’ age ranged from 44 to 73 withan average of 58 years old;

P Gender diversity:– On December 12, 2023, the Board of Directors wascomposed of 54.54% women Directors (6 out of 11) (1). The
Board acknowledged that the ratio is satisfactory andabove the legal requirement and decided to closely
monitor the legal requirement for gender diversity in theprocess of future cooptations and/or appointments of
Directors;– On April 2, 2024, the Board of Directors was composed of

57.14% women Directors (8 out of 14) (2);P Diversity of skills and professional experience:– On December 12, 2023, the Board acknowledged that (i) the

current diversity of skills shows the variety of profiles ofBoard members who gather extensive experience inTechnology, Finance Governance, CSR/employee/HR andthat (ii) the composition of the Board was renewed in 2023 tosupport the completion of the Group separation, with 3 new
independent members, strengthening the skills inTechnology, Cybersecurity, Finance, Risk management,
Leadership and Governance. Consequently, the Board (i)acknowledged that the diversity of skills and experience
was satisfactory for the current needs and (ii) noted the needto continue reinforcing in view of the future Eviden SE thefollowing skills: Technology, Finance, Leadership,
Experience in the Company’s sector.
– Following the meeting of December 12, 2023, thecomposition of the Board was renewed with thedeparture of 4 members and the cooptation of 5 new
independent members and 2 new non‑independent
members. These cooptations, subject to the ratification of
the General Meeting, satisfies the objectives set by the
Board and reinforce the Board’s skills in all areas:
Technology, Cybersecurity, Finance, Leadership, Risk
Management,
Governance,
CSR,
Climateand
Employees/HR/Communication.

P Diversity of nationalities:– On December 12, 2023, the proportion of Directors of

non‑French nationality reached 54.54%, in line with theGroup’s international dimension, with six different
nationalities within the Board. Consequently, the Board
considered that the ratio was highly satisfactory andcould be maintained to stay in line with the Group’s
international dimension;– On

April 2, 2024, the proportion of Directors of
non‑French nationality reached 57.14%, with eight
different nationalities within the Board;

P Directors’ independence:– On December 12, 2023, the ratio of independent Directors

was 75% (6 out of 8) (3). The Board acknowledged that theratio was satisfactory and contemplated to maintain highthe ratio of independent Directors above therecommendations of the AFEP‑MEDEF Code.

– This objective was satisfied in the context of the renewalof the Board’s composition following the meeting ofDecember 12, 2023. As of April 2, 2024, the ratio ofindependent Directors is 82% (9 out of 11) (4).

1) 50% (4 out of 8) pursuant to the legal ratio. In accordance with art. L. 225‑23 and L. 225‑27‑1 of the French Commercial Code, 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.
2) 54.55% (6 out of 11) pursuant to the legal ratio. In accordance with art. L. 225‑23 and L. 225‑27‑1 of the French Commercial Code, the Director
representing the Employee shareholders and the Employee Directors are not taken into account to determine the ratio of gender diversity on the Boardof Directors.
3) In accordance with the rules set by the AFEP‑MEDEF Code, the Director representing the Employee shareholders and the Employee Directors are nottaken into account to determine the ratio of independent Directors.
4) In accordance with the rules set by the AFEP‑MEDEF Code, the Director representing the Employee shareholders and the Employee Directors are nottaken into account to determine the ratio of independent Directors.

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Universal Registration Document 2023

Corporate GovernanceCorporate governanceDirectors’ skills
The table below summarizes the skills of the members of the Board of Directors as of the date of publication of this Universal
Registration Document:

n
ara
re
n
k
h
t
o
e
t
iP er
l
en Bil be m jatha dras in ert ins vid ni
an ier ur t- iza aa iKa opk Da aya
Je ust La olle El inkh Su han Al roz
T
C
L
C
C
H
M

e
Le es
le en ygu arès is
H ou F ou
B
L

s
lle
es
sa
e
qu
e
D
c
s
i
a
o l
y
Ja
nik er anç ada nd n antrid e
Mo aur Fr erc Ma ette Je orin As tang
M
M
S
M
M

Total
Technologies

13

Cybersecurity

6

Finance9

Leadership

13

Risk
management

7

Governance

8

CSR

4

Climate6

Employees, HR,
Communication

9

4.2.3.2

4

General Management

In the context of the contemplated separation of the Group,with Tech Foundations, on the one hand, and Eviden, on theother hand, Nourdine Bihmane and Philippe Oliva wereappointed, respectively, Chief Executive Officer and Deputy
Chief Executive Officer .

On December 6, 2023, Carlo d’Asaro Biondo was appointedGroup General Manager, in charge of business operations,commercial development, partnerships, product and businessdelivery efficiency. He holds now the position of Chief
Operating Officer, Head of Eviden and of Tech Foundations.

To successfully complete the next stages of the Group’stransformation plan, to accelerate the turnaround of its
activities and to handle alongside Paul Saleh, appointedGroup CFO on August 1st, 2023, the ongoing exclusive
negotiations with EPEI under the supervision of the Board of
Directors, Atos’s Board of Directors, at its meeting held on
October 3, 2023, following the recommendations of theNomination and Governance Committee, decided to appoint
Yves Bernaert as Chief Executive Officer of the Atos Group.
Nourdine Bihmane was therefore appointed "Directeur
général adjoint" in charge of Tech Foundations, before leaving
the Group on March 29, 2024, and Philippe Oliva decided toleave the Group at the end of a transition period on December
31, 2023.

On January 15, 2024, Atos announced its decision to reshape
the management team to implement adjusted strategy.
Following the recommendation of the Nomination and
Governance Committee, the Board appointed Paul Saleh as
Chief Executive Officer of the Group, taking over from Yves
Bernaert who leaves the Group after an intense period oftransformation for which the Board is thankful.
Paul Saleh will primarily focus on refinancing the Group’s
financial debts and ongoing or coming negotiations. He will
work closely with Carlo d’Asaro Biondo.

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4

Corporate GovernanceCorporate governance

Chief Executive Officer ’s biography
Paul SALEH
Professional address:

Biography – Professional Experience

River Ouest – 80 quai Voltaire
95870 Bezons, France

Chief Executive Officer

Number of shares:
0
Date of birth:
December 29, 1956
Nationality:
AmericanDate of first appointment:
January 14, 2024

Paul Saleh began his professional career at Honeywell, and took various leadership positions infinance, treasury, investor relations, strategic planning and operations. In 1997, he joined The Walt
Disney Company as senior vice president and treasurer, a position he held until 1999. He later
became CFO of Walt Disney International. From September 2001, Paul Saleh pursued his career
as executive vice president and CFO of Nextel Communications. He was appointed CFO of the
combined company after Nextel’s merger with Sprint and became the acting CEO of Sprint
Nextel. In November 2010, Paul Saleh was appointed Gannett’s CFO. In 2012, he was named
Executive Vice President and CFO of CSC which became DXC Technology. From 2020 to 2023,
Paul Saleh was President and Chief Executive Officer of Gainwell Technologies. In August 2023,
he joined the Atos Group as CFO and was subsequently appointed as the Group CEO on January
14, 2024.
Paul Saleh’s expertise has earned him recognition from Institutional Investor Magazine as the best
Chief Financial Officer in the telecom wireless industry in 2004, 2005, 2006 and 2007. In 2005,
Treasury & Risk Management magazine recognized him as one of the 100 Most Influential People
in Finance. In 2006 and 2017, Paul Saleh received the Public Company CFO of the Year Award
from the Northern Virginia Technology Council.
Paul Saleh holds an MBA from the University of Michigan’s Ross School of Business and amaster’s degree in engineering from the University of Michigan.
Directorships and positions
Other Directorships and positions as atJanuary 14, 2024

Other positions held during the last five years

Within the Atos Group

None

None
Outside the Atos Group
None

Within the Atos Group
Outside the Atos GroupP Chief Executive Officer and President of

Gainwell Technologies (2020‑2023)

P Member of the Board, Chair of the Audit

Committee and member of the Strategy
Committee of Anterix*(*) Listed company

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Corporate GovernanceCorporate governance4.2.3.3

Directors’ independence

Definition of an independent Director
As per the AFEP‑‑MEDEF CodeThe AFEP‑MEDEF Code defines as independent, a Director when “he or she has no relationship of any kind whatsoever with thecorporation, its Group or its management that may interfere with his or her freedom of judgment”. The AFEP‑MEDEF Code, adopted
by the Board as reference code, also provides for a certain number of criteria that must be reviewed in order to determine theindependence of a Director:
Criterion 1

Not to be and not to have been within the previous five years:

P an employee or executive officer of the corporation;

P an employee, executive officer or Director of a company consolidated within the corporation;
P an employee, executive officer or Director of the Company’s parent company or a company consolidated

within this parent company.

Criterion 2

Criterion 3*

Not to be an executive officer of a company in which the Corporation holds a Directorship, directly or
indirectly, or in which an employee appointed as such or an executive officer of the corporation (currently in
office or having held such office within the last five years) holds a Directorship.
Not to be a customer, supplier, commercial banker, investment banker or consultant:P that is significant to the corporation or its Group;

P or for which the corporation or its Group represents a significant portion of its activities.

The evaluation of the significance or otherwise of the relationship with the Company or its Group must be
debated by the Board and the quantitative and qualitative criteria that led to this evaluation (continuity,
economic dependence, exclusivity, etc.) must be explicitly stated in the report on corporate governance.
Criterion 4

Not to be related by close family ties to a Corporate Officer

Criterion 5

Not to have been an auditor of the corporation within the previous 5 years.

Criterion 6

Not to have been a Director of the corporation for more than 12 years. Loss of the status of independent
Director occurs on the date of the 12th anniversary.

Criterion 7

A non‑executive officer cannot be considered independent if they receive a variable compensation in cash orin the form of securities or any compensation linked to the performance of the corporation or Group.

Criterion 8

Directors representing major shareholders of the corporation or its parent company may be considered
independent, provided these shareholders do not take part in the control of the corporation. Nevertheless,beyond a 10% threshold in capital or voting rights, the Board of Directors, upon a report from the Nomination
Committee, should systematically review the qualification of a Director as independent in the light of thecomposition of the corporation’s share capital and the existence of a potential conflict of interest.

(*)

4

As recommended by the AFEP‑MEDEF Code, as part of the assessment of how significant the relationship with the Company or its Group is (Criterion 3), the Board of
Directors, on the recommendation of the Nomination and Governance Committee, retained the same criteria as those used in the previous year:– a quantitative criterion, being the consolidated turnover of 1% performed by the Company with a Group within which an Atos Director exercises a function and/or
holds a mandate. This criterion was set on the basis of the specificities of the Atos Group activity, in particular the rigorous procedures related to answers to bidding
processes;– qualitative criteria, i.e.: (i) the duration and continuity of the business relationship (seniority of the relationship or impact of potential contract renewals…), (ii) the
importance or intensity of the relationship (potential economic dependency), and (iii) the structure of the relationship (Director free of any interest…).

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4

Corporate GovernanceCorporate governance

Review of the Directors’ independence
hold on January 2, 2024 for Françoise Mercadal‑Delasalles andJean‑Jacques Morin, at its meeting held on January 14, 2024
for Suja Chandrasekaran and Monika Maurer, at its meeting
held on February 28, 2024 for David Layani, Helen Lee
Bouygues and Mandy Metten and its meeting held on April 2,2024 for Alain Crozier.

In accordance with the AFEP‑MEDEF Code requirements andthe Board Internal Rules, the qualification of an independent
Director is (i) discussed annually by the Nomination and
Governance Committee and, upon its proposal, examinedannually on a case‑by‑case basis by the Board and (ii)discussed at each appointment of a new Director and when
Directors’ terms of office are renewed.

Mandy Metten

Farès LouisKat Hopkins

Alain Crozier

Helen Lee Bouygues

David Layani

Sujatha Chandrasekaran

Françoise Mercadal‑‑Delasalles

Astrid Stange

Jean‑‑ Jacques Morin

Elizabeth Tinkham

Laurent Collet‑‑Billon

Jean‑‑Pierre Mustier

Monika Maurer

The findings of these assessments of the Directors’
independence carried out on December 12, 2023, January 2,
2024, January 14, 2024, February 28, 2024, and April 2,2024,
and based on the above‑mentioned criteria, are summarized
in the table below:

A detailed annual assessment of the Director’s independence
was carried out on December 12, 2023. Following this annual
assessment, the Board of Directors also discussed, upon
proposal of the Nomination and Governance Committee, theindependence of the newly coopted Directors, at its meeting

Criterion 1

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✖

✖

✖

Criterion 2

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 3

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 4

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 5

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 6

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 7

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Criterion 8

✔

✔

✔

✔

✔

✔

✔

✔

✖

✖

✔

✔

✔

✔

Independence

YES

YES

YES

YES

YES

YES

YES

YES

NO

NO

YES

NO

NO

NO

In this table, ✔ represents an independence criteron that is satisfied and ✖ represents an independence criterion that is not satisfied.

5 Directors were not considered
as independent

P Kat Hopkins, Farès Louis and Mandy Metten by virtue of their capacity as employees of a

subsidiary of the Company*.

P David Layani and Helen Lee Bouygues as they represent Onepoint, a shareholder holding

more than 10% of the share capital and voting rights of the Company

9 Directors were considered
as independent

P Jean‑Pierre Mustier and Elizabeth Tinkham were considered as independent in the absenceof any element falling within the criteria.

P 7 Directors, performing mandates or functions in corporations having business relationships

with the Company could nevertheless be considered as independent, considering the low
turnover, below the threshold of 1% set by the Board, achieved by Atos with all these
corporations: Laurent Collet‑Billon, Astrid Stange, Françoise Mercadal‑Delasalles,
Jean‑Jacques Morin, Sujatha Chandrasekaran, Monika Maurer and Alain Crozier.

(*) As per article 9.3 of the AFEP‑MEDEF Code, the Directors representing the employee shareholders and the Employee Directors are not taken into accountfor the ratios of independent Directors.

As of April 2, 2024, nine Directors out of eleven (i.e., 82%)
completely satisfied the independence criteria, and were
therefore considered to be independent Directors. In
compliance with the recommendations of the AFEP‑MEDEF

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Universal Registration Document 2023

Code, Kat Hopkins, representing employee shareholders andFarès Louis and Mandy Metten, representing employees, were
not included in calculating that proportion.

Corporate GovernanceCorporate governance4.2.3.4 Employee’s participation at Board level
The Board includes a Director representing the employee
shareholders, appointed by the General Meeting. The
appointment of such Director was voluntarily submitted to theAnnual General Meeting in 2013, 2017 and in 2020, and was
submitted on a mandatory basis, to the 2022 Annual General
Meeting considering that the employee stock ownership’s had
exceeded 3% of the Company’s share capital as of December
31, 2021.
The Board also comprises two Employee Directors within themeaning of article L. 225‑27‑1 of the French Commercial Code,appointed as per the procedure set forth in the Articles of
Association. In accordance with the PACTE law, the Company
submitted to the 2020 Annual General Meeting anamendment to the Articles of Association to lower thethreshold from 12 to 8 Directors composing the Board for therequired appointment of a second Employee Director.
Directors representing the employee shareholders and the

4.2.3.5

Employee Directors are expressly designated as members of
the Board in the Board Internal Rules. In that respect, they fully
participate in the meetings and deliberations of the Board.
They have the same rights and obligations as any other
Directors, in particular of confidentiality, save for the obligation
to hold at least 500 shares of the Company.
Pursuant to an agreement dated December 14, 2012, theCompany has implemented a scheme of participation of
employees through the creation of the European Company
Council of Atos SE and the designation, among the membersof this council, or within Atos’ employees, of a Participative
Committee composed of up to four persons, which meetswith members of the Board of Directors and discusses on
topics on the agenda of Atos SE’s Board meetings. Once a
year, the Participative Committee is invited to a plenary
meeting of the Board of Directors corresponding to thesession on the review of compliance practices of theCompany with rules of corporate governance.

Directors’ training

As per the AFEP‑MEDEF Code, upon the appointment of a
new Director, various sessions are offered with the main Group
executives on the Group’s business, organization, governance,
innovation and CSR practises. Newly appointed Directors areprovided with the Company’s governance documentation(including the Articles of Association, the Board Internal Rules
and its attachments (Director Charter, Ring Fencing Measuresand Guide to the prevention of insider trading) and received a
specific training focusing on corporate governance and stock
exchange regulations.
The induction program featured a comprehensive agendathat includes informative presentations by senior executive
management to familiarize participants with Atos' corefundamentals and its three business lines. The training
sessions place significant emphasis on key areas, particularly
Board Governance, delving into essential corporate
governance principles. A crucial understanding of Financials,
Strategy, and Debt Structure is provided, ensuring acomprehensive grasp of these fundamental aspects.
Additionally, the program incorporates a training session on
Strategy and M&A, with a specific focus on the review of asset
disposals. The program also emphasizes the importance ofShareholders Dialogue and Activism in fostering effective
communication with stakeholders. Concluding the program,trainings are conducted on the CSR and decarbonization
activities, Atos’ R&D (research and development) andinnovation, as well as a visit in Bezons of the innovations
demonstrated in Atos’ Business Technology and Innovation
Center (BTIC).
In addition, specific external trainings are contemplated for
Directors on an ad hoc basis. In January 2023, the Board of
Directors held a meeting on the Atos site in Les
Clayes‑sous‑Bois. A visit of the site where Atos maintains asignificant R&D center was organized, and the research teams
presented the innovations in the area of high‑performancecomputing, identity and access management andcybersecurity. The level of competence of the Board inclimate matters is already deemed high given that theCompany has been pioneering this field, and the Directors
have been supporting the environmental strategy with
ambitious targets for more than a decade. To continue
strengthening the directors' skills in these areas, additional
trainings on climate change by recognized experts arecontemplated.

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Corporate GovernanceCorporate governance4.2.3.6 Shareholding obligations
Pursuant to the Articles of Association, each Director must own at least 500 shares. However, such requirement does not apply to
the Employee Directors and the Director representing the employee shareholders.

4.2.3.7

Declarations related to the members of the Board of Directors and Senior executive
officers

To the best of the Company’s knowledge, there have been no
official public incrimination and/or sanctions taken by
statutory or regulatory authorities (including designatedprofessional organisms) against any of the members of theBoard of Directors or senior executive officers. No court has,over the course of the past five years at least, prevented themembers of the Board of Directors or senior executive officers

from acting as member of an administrative, managing or
supervisory body of an issuer or from participating in the
management or oversight of an issuer’s business. No Board
member or senior executive officers has been convicted forfraud over the past five years at least. No Board member or
senior executive officers has taken part as senior manager in abankruptcy, receivership or liquidation over the past five years.

4.2.3.8 Potential conflict of interest and agreements[GRI 2‑15]
As mentioned above, each year a review of independence isconducted under the supervision of the Nomination and
Governance Committee. At their appointment and annually,
Directors and senior executive officers are also required toissue a statement to the Company regarding the existence orabsence, to their knowledge, of any conflicts of interest. The
following is based on these annual due diligences.

To the best of the Company’s knowledge there are no
arrangements, or any type of agreement with theshareholders, clients, service providers or others by which oneof the members of the Board of Directors or senior executive
officer was selected as member of an administrative,
managing or supervisory body or as a member of the generalmanagement of the Company.

The Board Internal Rules contain specific provisions relating to
the identification and management of conflicts of interest,
including specific Ring‑Fencing Measures (as per the last
update made on January 21, 2024) (refer to paragraph 4.2.3.9
for more details).

To the best of the Company’s knowledge, there are no family
relationships between any executive senior officers andDirectors of the Company.

To the best of the Company’s knowledge, there is no conflictof interest between the duties to the Company of Directors
and senior executive officers and their private interests and/or
other duties.
To the Company’s knowledge, there are no existing service
agreements between the members of the Board of Directors,
senior executive officers and Atos SE or one of its subsidiaries
which would provide for benefits.

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Finally, to the best of the Company’s knowledge, there are no
restrictions accepted by the members of the Board of
Directors or senior executive officers concerning the sale oftheir potential shareholding in the Company’s share capitalother than the provision of the Articles of Association underwhich each Director, save for the Employee Directors and the
Directors representing the employee shareholders, must own
at least 500 shares of the Company and the retention
obligations defined by the Board of Directors for the senior
executive officers of the Company.

Corporate GovernanceCorporate governance4.2.3.9 Internal rules of the Board of Directors
The Board of Directors of Atos SE has approved Internal Rules
which govern the works of the Board of Directors.
The Board Internal Rules were last updated during the Board
meeting held on January 21, 2024. Considering Onepoint's
activities, some of which are in competition with those of theCompany, it appeared necessary to reinforce certain
provisions of the Board Internal Rules in order to prevent, on
the one hand, any risk of an illicit agreement within themeaning of competition law, and on the other hand, possible
conflicts of interest in the adoption of certain Board
resolutions.
The Board Internal Rules include, as attachments, a Director
Charter, Ring Fencing Measures (as per the last update madeon January 21, 2024) and a Guide to the prevention of insider
trading.
The Board Internal Rules set out the rules on composition,
operation and role of the Board, compensation of Directors,
assessment of the works of the Board, information of
Directors, the role, competence, and operating rules of theCommittees of the Board, missions of the Chairman of theBoard, the specific missions which can be granted to a
Director and the confidentiality obligations imposed on
Directors.
As soon as appointed, a copy of the Internal Rules as well as
the Director Charter, Ring Fencing Measures and the Guide to
the prevention of insider trading are provided to the Directors
who acknowledge receipt of these documents. The Board
Internal Rules are available on the Company website atwww.atos.net (“Investors” section).

Acceptance of new corporate mandates
Pursuant to the Board Internal Rules, the Chairman of theBoard of Directors and the Chief Executive Officer , and the
Chairman and Chief Executive Officer , as applicable, as wellas any Deputy Chief Executive Officer , must seek the Board of
Directors’ opinion before accepting a new Directorship in alisted company, whether French or foreign, outside the Group.

Conflicts of interest [GRI 2‑15]
Pursuant to the Board Internal Rules, a Director undertakes tostrictly avoid any conflict that may exist between his or her
own moral and material interests and those of the Company.
Directors must inform the Chairman of the Board of Directorsof any conflict of interest, even a potential one, within which
he or she may be directly or indirectly involved. In the casewhere he or she cannot avoid having a conflict of interest, heor she must abstain from participating in discussions anddecisions on such matter, and the Chairman may request him
or her not to attend the deliberations. A conflict of interest
arises when a Director or a member of his or her family could
personally benefit from the way the Company’s business isconducted, or could maintain a relationship of any kind with
the Company, its affiliates or its management that could
compromise the Director’s judgment (particularly as a client,supplier, business banker, legal representative).

Ring fencing
Pursuant to the Board Internal Rules (article 7 and Schedule 2
as amended on January 21, 2024), Board members linked to acompeting company (1) shall not:P have access to Atos SE's strategic or commerciallysensitive information on competing markets;

P participating in meetings at which such information is

discussed.

In addition, if the Board of Directors is called upon to consider
a proposed transaction involving Atos Group activities incompetition with those carried out by one of its shareholders,the director(s) appointed on the proposal of or representing
the said shareholder may not, in principle, attend the debate
or vote on the related resolution. The Chairman of the Boardof Directors, after consulting the Nomination and GovernanceCommittee, may lift this restriction if he/she has obtained
guarantees from the relevant shareholder that it has noconflict of interests in the proposed transaction (e.g., that therelevant shareholder is not involved in the proposedtransaction).

Trading during closed periods
Pursuant to Atos’ Guide to the prevention of insider trading,Atos’ Directors, senior executive officers and a list ofdesignated employees who are likely to have access on aregular or occasional basis to privileged information are
required not to trade in Atos SE securities, whether directly or
indirectly, during any “closed period”, which extends over a
period of six weeks prior to the publication of Atos SE annual
financial statements, 30 days preceding the publication ofAtos SE half year financial statements, and four weeks prior to
the publication of Atos SE financial information for the first andthird quarters.

1) Competing company refers cumulatively to (i) any company which is directly involved in one or more product or service markets in which the AtosGroup is involved and (ii) any company belonging to the same “company”, within the meaning of competition law, as the latter.

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Corporate GovernanceCorporate governance4.2.3.10 Board of Directors’ Internal Charter on related‑‑party and “free” agreements
The Board of Directors adopted an Internal Charter on
related‑party and “free” agreements.

agreements, and of supervising the authorization
procedure for related‑party agreements; andConsidering the organization of the Atos Group and, inparticular, the principle of segregation of duties of its internal
control system, the Internal Charter sets up a procedure
involving both the Group Legal department and the GroupInternal Control department whereby:

P the Group Internal Control department is in charge of

regularly assessing whether agreements relating toordinary transactions entered into under normal conditions
do indeed meet these conditions. It communicates theresults of its work to the Audit Committee.

P the Group Legal department is in charge of qualifying theagreements either as related‑party agreements or as “free”

4.2.4

Operation of the Board of Directors and its Committees

4.2.4.1

Attendance to the meetings of the Board of Directors and its Committees in 2023

Farès Louis

Aminata Niane

Lynn Paine

Edouard Philippe

René Proglio

Caroline Ruellan

Vernon Sankey

Astrid Stange

Elizabeth Tinkham

100% 86.67% 96.55%

100% 89.66%

100%

100% 82.76%

50%

100%

53.57%

100%

93.10%

100%

93.10%

N/A

100%

N/A

100%

N/A

100%

N/A

N/A

N/A

N/A

N/A

N/A 55.56%

N/A

100%

100%

N/A

Nomination and
GovernanceCommittee

N/A

100%

N/A

N/A

N/A

100%

100%

N/A

N/A

N/A

100%

100%

N/A

100%

100%

N/A

100%

Remuneration
Committee

N/A

N/A

100%

N/A

89%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

100%

N/A

CSR Committee

N/A

N/A

N/A

N/A

100%

N/A

N/A

100%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

100%

N/A

Ad hoccommittee

100%

100%

N/A

N/A

86%

N/A

N/A

N/A

100%

N/A

N/A

N/A

100%

N/A

N/A

N/A

N/A

Bertrand MeunierKat Hopkins

100%

Valérie Bernis

100%

Audit
Committee

Vivek Badrinath

Laurent Collet‑‑Billon

Board ofDirectors

Vesela Asparuhova

Jean‑‑Pierre Mustier

Carlo d’Asaro Biondo

Individual attendance

Global attendance rate

Board of Directors

Audit Committee

Nomination and
GovernanceCommittee

Remuneration
Committee

CSR Committee

Ad hoc Committee

87.88%

100%

96.30%

100%

96.88%

91.51%

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Corporate GovernanceCorporate governance4.2.4.2 Board of Directors’ activity
MissionActivities in 2023

The mission of the Board of Directors is to determine thestrategy and trends of the Company’s activity and to oversee
their implementation. Moreover, the Board of Directors
appoints senior executive officers and rules on the
independence of Directors on a yearly basis, possibly imposes
limitations on the powers of the senior executive officers,
issues the report on corporate governance, convenes theGeneral Meetings and decides on the agenda, undertakes thecontrols and verifications which it deems opportune, thecontrol and audit of the sincerity of the financial statements,
the review and approval of the financial statements, thecommunication
totheshareholders
andreviews
communications to the market of high quality information. The
Board of Directors endeavors to promote long‑term value
creation by the Company by considering the social andenvironmental aspects of its activities. It regularly reviews, in
relation to the strategy it has defined, the opportunity andrisks, such as financial, legal, operational, social andenvironmental risks, as well as the measures taken
accordingly.

During the 2023 financial year, the Board of Directors met
29 times. This number of meetings was necessary in order toallow a regular and timely review by the Board of regular or
exceptional events, notably the review of the Group’s strategicplan and financing, the developments related to theseparation project, and disposal projects contemplated or
decided by the Group.

Operating rules
Pursuant to the Board Internal Rules, the Board of Directors,
convened by its Chairman, meets at least 5 times a year andas often as necessary in the interest of the Company. The
Directors may attend Board of Directors’ meetings byvideoconference or conference call. The decisions regarding
specific duties of the Board of Directors referred to in Article
L. 225‑37 of the French Commercial Code can be madethrough written consultation of the Directors. The meetings ofthe Board of Directors follow the agenda determined by the
Chairman and communicated to the Directors. Wheneverpossible, the necessary documents and elements are sent to
the Directors with the agenda. The Board of Directors
appoints, determining his or her term of office, a secretary who
may be chosen from among the Directors or from outside. The
Directors have the option of being represented at meetings ofthe Board of Directors by another Director. Each Director may
only represent one of the other Directors during the same
Board of Directors. The Board of Directors may only deliberate
validly if at least half of its members are present. Decisions are
passed by a majority of members present or represented. If
the votes are split, the Chairman of the session casts thedeciding vote.

Global attendance of Directors at these meetings was anaverage of 91.51%.
The Board of Directors met to discuss the following topics:

Financial statements, budget and financial
commitments:
P review of the 2024 budget;
P review of the financial information and quarterly reports

and forecasts;

P review of and closure of (i) annual and consolidated

financial statements for 2022 and (ii) 2023 half‑year
consolidated statements;

P proposal relating to the allocation of the 2022 result;
P review of financial presentations and press releases;
P approval of parental company guarantees and review ofoff‑balance sheet commitments;

P regular review of the Group’s financial position and the plan

to maintain financing and obtain refinancing;For updating purposes, as part of its 2024 activities, the Board
on February 4, 2024 discussed the appointment ofa mandataire ad hoc (1) in order to frame the discussions withits banks with a view to reaching a refinancing plan for its
financial debt and facilitate a rapid outcome. On March 25,
2024, the Board also discussed the opening of an amicableconciliation procedur (2)e to facilitate a global refinancing
agreement with the banks and bondholders of Atos SE.

1) The mandataire ad hoc is an independent third party whose mission is to assist the Company in its discussions, in order to converge on an appropriate
financial solution as soon as possible, in the Company’s corporate interests. The mandat ad hoc is an amicable procedure allowing negotiations to be
conducted within a confidential framework. The mandat ad hoc only concerns the financial debt of the Company and has no impact on theemployees, customers and suppliers of the Group.
2) The conciliation is a procedure, so‑called amicable or preventive, for dealing with financial difficulties. It is provided for in the Commercial Code. The
negotiations, which take place under the aegis of a conciliator appointed by the President of the Commercial Court, are confidential. The conciliator’s
mission is to encourage the conclusion of an amicable agreement between the debtor and its creditors, who are called upon to do so, aimed at putting
an end to the company’s difficulties and ensuring its continuity.

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Corporate GovernanceCorporate governance

Strategic projects and transactions:
P review and approval of the Company’s strategy plan;
P strategic sessions to review and discuss the strategic

dynamics and options available to Atos;

P monitoring of the separation project of Atos into two listed

entities (Eviden and TFCo), as announced on June 14, 2022,
and the prior reorganization of the two perimeters;
including in this context, regular update on the project ofmonetization of up to a 30% stake in Eviden, including withrespect to the discussions with Airbus which were finally nolonger pursued in accordance with the press release on
March 29, 2023;

P regular

update on the contemplated sale of Tech
Foundations and the progress of the discussions whichwere finally no longer pursued in accordance with thepress release published on February 28, 2024;

P review of two offers received on BDS and approach on

negotiation relating to the discussions with Airbus whichwere finally no longer pursued in accordance with thepress release published on March 19, 2024;

P regular review of the M&A activities, including disposals of

Unify to Mitel, Atos Italian operations to Lutech S.p.A andEcoact to Schneider Electric as part of the €700m disposal
plan initiated on June 2022 and expansion by an additional€400m divestment program.

Compensation:
P Compensation policy:– set the compensation policy applicable in 2023 to the

Chairman of the Board, the Directors, the Chief Executive
Officer and the Deputy Chief Executive Officer ;– review of the conformity of the executive officers’

compensation policy with the AFEP‑MEDEF Code;– determination of Nourdine Bihmane’s compensation as

former Chief Executive Officer ;– determination of Philippe Oliva’s compensation as former

Deputy Chief Executive Officer ;– determinationof Yves Bernaert’s compensation as
former Chief Executive Officer ;– determination of Jean‑Pierre Mustier’s compensation as

new Chairman of the Board;– determination of Laurent Collet‑Billon’s compensation as

new Vice‑Chairman of the Board;

P Variable compensation:– acknowledgement of the results relating to the variableconditions applicable to the performance share plans
dated July 24, 2020;– set‑up of a performance share plans for 2023 in favor ofGroup employees, Group Management Committee andsenior executive officers.

Corporate Social Responsability:
P review and approval of the Non‑Financial Performance

Statement (DPEF) for the year 2022;

P annual review of the Group CSR strategy results in 2022;
P review of the CSR challenges for 2023;
P review of the new CSR regulatory landscape (CSRD,

Taxonomy) and the initiatives, implemented within theGroup to align with non‑financial reporting requirements;

P monitoring of the Double Materiality Assessment to be

performed as per CSRD requirements.

Governance:
P General Meeting:– convening of the Annual General Meeting;– review and approval of the Board of Directors’ report to

the Annual General Meeting;– responses to written questions from shareholders; reviewof the draft resolutions submitted by certain shareholders
at the 2023 General Meeting;

P Company governance:– appointment of successively Yves Bernaert on October 3,2023 and, as part of its 2024 activities, Paul Saleh on
January 14, 2024 as Chief Executive Officer ;– review and modification of the composition of the Boardof Directors, including Jean‑Pierre Mustier as new
Chairman, Laurent Collet‑Billon as new Vice‑Chairman,
Elizabeth Tinkham as Lead Independent Director andnew Board members;– modification of the composition of the Committees;
P governance‑related documentation:– review and approval of the Board of Directors’ report on

corporate governance;– review of the 2022 Universal Registration Document andof the 2022 Compliance report;– review of the Internal Rules of the Board of Directors;
P operation of the corporate bodies:

compensation for H2 2022 of Nourdine Bihmane asformer Chief Executive Officer ’ and Philippe Oliva as
former Deputy Chief Executive Officer ;– renewal or approval of certain delegations of powers to– setting of objectives for the 2023 variable compensations– examination of the composition of the Board andof the Chief Executive Officer and the Deputy Chief
Executive Officer ;P Directors’ compensation:– approval of the structure of Directors’ compensation;
P Long‑term incentive plans:120– validation of the partial achievement of the performance

Universal Registration Document 2023

senior executive officers;– assessment of the Board’s work in 2023;

approval of the diversity policy;– review of the independence of Board members;– conformity review of the Company’s practices with the

AFEP‑MEDEF Code;– annual review of related parties’ agreements authorized

during previous financial years;

Corporate GovernanceCorporate governanceP risks:

The Board regularly heard the reports of the statutory auditors
as well as those of its four permanent Committees.

– approval of parental guarantees;

As part of the separation project of the Group into two
independent listed companies, the Board also relied upon thework of its Ad hoc Committee.

– review of the results of the risk mapping exercise;– review the risk management and monitoring;– reviewof the recommendations of Internal Audit
missions;– review of main on‑going litigations including the Trizetto

Litigation;

P compliance:– 2023 annual compliance review and follow‑up on the2022 compliance alerts;– follow‑up

on the report
anticorruption agency).

from

the

AFA

The Board Committees are governed by the Board Internal
Rules which specify their respective missions. The
Committees only have an advisory role in preparing the worksof the Board which is the only decision‑making and liablebody. They report to the Board of Directors. Their
recommendations are discussed at length during themeetings, where applicable, on the basis of the
documentation generated by the Committees.

(French4.2.4.3 The Audit Committee’s activity
Composition

MissionThe Audit Committee is composed of three members,
including two independent members.

The Audit Committee prepares and facilitates the work of theBoard of Directors within its fields of competence. For thispurpose, it assists the Board of Directors in its analysis of theaccuracy and sincerity of the Company’s corporate andconsolidated accounts. The Committee formulates opinions
and recommendations to the Board of Directors according to
the following assignments received from the Board:

By virtue of their education and professional experience, eachCommittee member has considerable experience andhigh‑level expertise in financial and accounting matters (seebiographies in section 4.2.3.1).
The Audit Committee is chaired by Jean‑Jacques Morin who
started his career with Deloitte where he spent five years inauditing and consulting. With over two decades of experience,
including multiple roles as CFO of Alstom and Accor,
Jean‑Jacques Morin has a profound expertise in finance andskillfully handles intricate financial environments. From 2016 to
2020, he was a member of the Audit Committee of Orbis. He
also chaired the Finance and Audit Committee of Vallourec(listed of Euronext Paris) from 2018 to 2021. In his current
position as Deputy CEO and Premium, Midscale & Economy
Division CEO of Accor, Jean‑Jacques Morin continues toshowcase his broad range of experience and leadership in thefinancial sector.
Astrid Stange has held general management positions
primarily in the insurance sector, leading the German
insurance practice at Boston Consulting Group (2008‑2013)
and assuming the role of Chief Operating Officer of AXA SA
and member of its Management Committee (2017‑2021).
Moreover, she was CEO of AXA Group Operations SA from2018‑2021. Within the same period, she also was a member of
the Supervisory Board and Financial Controller of GIE AXA.
Her experience, including her current position as CEO of
ELEMENT Insurance AG (Germany), enables her to provide
financial expertise as well as a business vision useful forinternal control and risk management.
Laurent Collet‑Billon possesses extensive expertise infinancial matters, and risk management, cultivated through his
illustrious career at the Direction Générale de l’Armement(DGA) where he develops experience in financial oversight,
strategic planning, and risk mitigation in the context ofdefense procurement and international cooperation. Laurent
Collet‑Billon’s advisory roles at Alcatel‑Lucent and Thales
underscore his proficiency in navigating complex financial
landscapes and ensuring regulatory compliance.

With respect to the accounts:
P to monitor the financial reporting process, and submit

recommendations or proposals to ensure integrity of thesaid process;P to proceed with the prior examination of and give its

opinion on the draft annual, half‑yearly and, whereapplicable, quarterly company and consolidated accountsof the Company prepared by the financial management;

P to examine the relevance and the permanence of theaccounting principles and rules used to draw up thecompany and consolidated accounts of the Company andto alert any failure to comply with these rules;

P to be presented with the evolution of the perimeter ofconsolidated companies and to receive, where applicable,
any necessary explanations;

P to meet, whenever it deems necessary, the auditors, thegeneral management, the financial, treasury andaccounting management, Internal Audit or any othermember of the management; these hearings may takeplace, when appropriate, without members of the generalmanagement being present;

P to examine, prior to their publication, the draft reports ofactivity, profit and loss accounts and all accounts (including
provisional accounts) drawn up for the needs of specific,
significant operations (such as contributions, mergers,
payment of advances on dividends, etc.), and particularly
those that may create a conflict of interest;

P to examine the financial documents distributed by theCompany upon approval of the annual accounts as well as
the important financial documents and press releases
before their publication and potentially give an assessmentof such documents; andP to inform the Board of Directors of the outcome of thestatutory audit and explain how the statutory audit
contributed to the integrity of financial reporting and what
the role of the audit committee was in that process.

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Corporate GovernanceCorporate governanceWith respect to the external control of the Company:
P to examine questions concerning either the appointment or

renewal of the statutory auditors;

P to monitor the conduct of the fulfilment of the mission

entrusted to the statutory auditors;

P to approve the provision of any service assigment by thestatutory auditors or by their network members for the
benefit of the Company or its subsidiaries, other than thecertification of the accounts and the services required fromthe statutory auditors by the law. The Committee bases its
recommendations on the analysis of the risk to the
independence of the statutory auditor(s) and on thesafeguard measures applied by them;

P to be informed of the amounts of fees paid by theCompany and its Group to entities in the network to which
the auditors belong and to ensure that the amount of such
fees or the proportion they represent in their turnover is not
likely to jeopardize the independence of the auditors;

P to ensure the rotation of the signatories to the accounts onbehalf of the firms having a large network of auditors, as
the case may be, and proper time sequence between theend dates of the mandates of the two statutory auditors;
andP to ensure the statutory auditors act in compliance with their

duty of independence.

With respect to the internal control and risk‑‑monitoringof the Company:
P to assess, along with the persons responsible at Grouplevel, the efficiency and the quality of the systems andprocedures for internal control of the Group, to examine thesignificant off‑balance sheet risks and commitments, tomeet with the person responsible for Internal Audit, to giveits opinion on the organization of the department and to be
informed of its work program. The Committee shall be
provided with the Internal Auditor’s reports or a periodic
summary of these reports;

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Universal Registration Document 2023

P to examine, along with those responsible for internal audit,

the objectives and plans for intervention and action in thearea of internal audit, the conclusions of such interventions,the actions, recommendations and follow‑up that are given
to them and the amount of fees requested, whereapplicable, apart from the presence of the members ofsenior management;

P to examine the methods and results of internal audit, andverify that the procedures used shall ensure that theaccounts of the Company reflect accurately theauthenticity and reality of the Company and are compliant
with accounting rules;

P to assess the reliability of the systems and procedures thatare used for establishing the accounts, as well as themethods and procedures for reporting and handlingaccounting and financial information;

P to examine the methods and procedures of reporting andhandling accounting and financial information coming fromthe subsidiaries and/or operational units;

P to be informed by the general management, or by anyother means, of any claims by third parties or any internal
information revealing any criticism of the accounting
documents or internal control procedures of the Company,
as well as of procedures implemented for this purpose andthe remedies for such claims or criticisms.

P to entrust to internal audit any assignment that it deems

necessary;

P to monitor the effectiveness of the Internal Audit of theprocedures relating to the preparation and processing offinancial and extra‑financial accounting information; andP to regularly make itself aware of the financial situation, thecash position and any significant commitments or risks,notably through a litigation review, and to examine theprocedures adopted to assess and manage such risks.

Corporate GovernanceCorporate governanceOperating rules

Activities in 2023

Pursuant to the Board Internal Rules, the Audit Committee
members are provided, at the time of appointment, withinformation relating to the Company’s specific accounting,financial and operational features. The Audit Committee
interviews the statutory auditors, and also the persons
responsible for finance, accounting and treasury matters. The
review of accounts by the Audit Committee should beaccompanied by a presentation from the statutory auditors
stressing the essential points not only of the results of thestatutory audit, in particular the adjustments resulting fromthe audit and significant weaknesses in internal control
identified during the auditor’s works, but also of theaccounting methods chosen. It should also be accompaniedby the complementary report to the Audit Committee
provided for by applicable law and a presentation from the
Chief Financial Officer describing the corporation’s risk
exposures including those of a social and environmental
nature, and its material off‑balance‑sheet commitments. As far
as Internal Audit and risk control are concerned, the Audit
Committee interviews those responsible for the Internal Audit.
It should be informed of the program for the Internal Audit andreceive Internal Audit reports or a regular summary of thosereports. The Audit Committee may use external experts asneeded.

During the 2023 financial year, the Audit Committee met
nine times. Attendance of members to the meetings was anaverage of 87.88%.

In 2023, the Audit Committee, in its operation, benefited from
Company’s internal competences, in particular the Group
Chief Financial Officer, the Group General Secretary, the Group
General Counsel, the Group Head of Internal Audit, the Group
Head of Bid Control and Business risk management, theGroup Head of Investor Relations and Financial
Communication as well as the statutory auditors who
attended, as applicable and upon request from the Audit
Committee Chairman, meetings of the Audit Committee. The
Group CEO also attended the meetings to answer any
questions from the Audit Committee members. All
documentation presented to the Audit Committee wascommunicated to the Audit Committee by the Group Chief
Financial Officer several days prior to the meetings.

During the 2023 financial year, the Audit Committee reviewed
the accounting and financial documents, before theirpresentation to the Board; the Audit Committee also reviewed
the main accounting items and methods. The Audit
Committee examined the quarterly financial reports on theGroup’s performance, the consolidated accounts for 2022, thehalf yearly accounts 2023, and the draft financial press
releases before their submission to the Board of Directors.
The Audit Committee was regularly informed of theconclusions of the main missions and reviewed the summary
reports concerning the Internal Audit activities. The Audit
Committee was informed on a regular basis of the monitoringand management of risk of the significant contracts andreviewed the updated risk mapping presented by the Group
Head of Internal Audit, which included social andenvironmental risks. The Audit Committee also periodicallyreviewed the status of the declared claims and litigations andthe provisions. The Audit Committee reviewed relevant
sections of the Universal Registration Document. The Audit
Committee was regularly informed on the status of theGroup’s treasury and financing needs and reviewed thesignificant
off‑balance‑sheet
commitments.
The Audit
Committee also reviewed the Group’s liquidity and financing.
The Audit Committee heard the intermediate and final reportsof the statutory auditors concerning the annual and half‑yearlyaccounts, as well as the reports of their other works carriedout in connection with their general audit mission. The Audit
Committee also supervised the selection process of the new
statutory auditor whose appointment will be submitted to theGeneral Meeting to be held in 2024. It also examined the fees
and the independence of the statutory auditors.

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Corporate GovernanceCorporate governance4.2.4.4 The Nomination and Governance Committee’s activity
Composition
The Nomination and Governance Committee is composed offour members, including three independent members.

MissionThe Nomination and Governance Committee shall have thetask of preparing and facilitating the decisions of the Board of
Directors within its fields of competence according to thefollowing assignments received from the Board:

With respect to nominations:
P to research and examine, for the Board of Directors, any

candidate for the appointment to the position of member ofthe Board of Directors or to a position of manager who
holds a corporate mandate within the Company;

P to formulate an opinion on these candidates and/or arecommendation to the Board of Directors, particularly
taking into account the desired balance within thecomposition of the Board of Directors with regard to thecomposition and the evolution of the share ownership of
the Company and to assess the opportunities for the
renewal of mandates;

P toorganize a procedure designed to select future
independent directors before approaching them (asdescribed below);

P to review and issue recommendations regarding the

succession plan for executive officers.

With respect to corporate governance:
P to review the implementation of best corporate governancestandards by the Board of Directors;

P to supervise the annual evaluation of the works of theBoard;

P to examine major operations involving a risk of a conflict ofinterest between the Company and the members of theBoard of Directors;

P to prepare the work of the Board of Directors regarding theassessment of the independence of the Board members;

P to answer, on an ad hoc basis, questions relating to theoperation of the Board.

P the Chairman or another member of the Nomination and

Governance Committee contacts the preselectedcandidates and enquires about their willingness to beconsidered for the position;

P the preselected candidates who have confirmed their

willingness to be considered for the position areinterviewed, individually by each member of theNomination and Governance Committee and shall fulfil aquestionnaire with disclosures and a commitment to abideby the Board rules;

P after the interviews, the Nomination and GovernanceCommittee issues a recommendation to the Board of
Directors;

P to examine major operations involving a risk of a conflict ofinterest between the Company and the Directors, toprovide recommendations regarding the assessment of the
Directors’ independence and to supervise the annual
evaluation of the Board’s works.

Operating rules
The Nomination and Governance Committee is subject to thesame general operating rules as those applicable to the other
Board Committees. The Nomination and GovernanceCommittee may use external experts as needed.

Activities in 2023
During the 2023 financial year, the Nomination and
Governance Committee met 17 times. Attendance ofmembers to the meetings was 100%.
The Nomination and Governance Committee met in 2023 todeal in particular with the following subjects so as toformulate opinions and recommendations to the Board of
Directors:
P search for potential candidates for the position of Board

member in light of the diversity policy defined by the
Board;

P proposal to appoint new Directors and renew the term ofoffice of certain Directors at the Annual General Meeting;

P proposed composition of the Board committees after the

Annual General Meeting and the changes in the Board’s
composition;

Selection process for candidates as independent Directors

P review of the key executive officers and their succession

The Nomination and Governance Committee identifies andselects candidates to the office as independent Directors
according to the following procedure:

P yearly review of the composition of the Board of Directors

P identification of the missing profiles through the analysis of

the targets of the diversity policy set by the Board and the
inputs and suggestions made by the members of the Boardof Directors when answering the questionnaire related tothe annual assessment of the works of the Board;

P identificationby the Nomination and GovernanceCommittee of potential candidates meeting the identified
criteria, with the help, as applicable, of an external
consultant;

P preselectionof candidates by the Nomination and
Governance Committee after careful review of their skills,
experience, professional background, independence andability to carry the duties of the Charter of the Atos Board of
Directors;

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plans;in accordance with the defined diversity policy of theBoard;

P review of the yearly assessment of the Board’s work in

2023;

P proposals

in connection
independence of Directors;

with

the

reviewofthe

P proposal for the nomination of new Chief Executive Officers;

P proposal for the nomination of a new Chairman andVice‑Chairman of the Board of Directors;

P proposal for the nomination of a new Lead Independent

Director and the definition of his/her missions;

P proposals for the respective governance of TFCo andEviden and launch of a search process for candidate
directors.

Corporate GovernanceCorporate governance4.2.4.5 The Remuneration Committee’s activity[GRI 2‑20]

Composition
The Remuneration Committee is composed of threemembers, including two independent members. The
Remuneration Committee is chaired by an independent
member and comprises one Employee Director in accordancewith the recommendations of the AFEP‑MEDEF Code.

MissionThe Remuneration Committee shall have the task of preparing
and facilitating the decisions of the Board of Directors within
its fields of competence according to the following
assignments received from the Board:
P to formulate proposals regarding the compensation of thedefinitive allocation, conditions of the individual
performance or financial performance of the Company,etc…);
P with respect to the members of the Board of Directors, todetermine each year the total amount of the compensation
which shall be submitted to the approval of the general
meeting and the way in which such compensation shall be
distributed among the members of the Board of Directors(and, as the case may be, the censor(s)), particularly taking
into account the presence of the members at the Board of
Directors meetings and the committees of which they are
members, the level of liability incurred by the directors (andcensor(s) where applicable) and the time devoted to theirfunctions;

Chairman of the Board and the senior executive officers(amount of the fixed compensation and definition of therules governing the variable compensation, ensuring theconsistency of these rules with the annual assessment of
the performances and with the medium‑term strategy of
the Company, as well as checking the annual application ofsuch rules) and of the Directors;

P to give its opinion prior to any proposal of an exceptional

P to review and formulate recommendations to the Board of

the pension and insurance plans, payments in kind, various
financial rights granted to corporate officers of theCompany and their subsidiaries.

Directors regarding the annual compensation policy forsenior corporate officers;

P to contribute to the preparation of the profit‑sharing policyof the staff of the Company and its subsidiaries. In
particular, the Remuneration Committee’s task is toformulate proposals regarding the decisions to grant
options for the subscription and/or purchase of Company
shares, or Company performance shares to the benefit ofsenior corporate officers and any or all employees of theCompany and its subsidiaries;

P to formulate proposals concerning the free allocation ofexisting shares or those to be issued under theauthorizations given by the shareholders’ general meeting.
It shall propose names of those who shall benefit from theshare allocations, the conditions (particularly the duration of
the acquisition period and of the period during which theshares must be held) and the criteria of allocation of theshares (the position of the employee at the time of the

remuneration proposed by the Board of Directors in view of
remunerating one of its members who shall have been
assigned a special task or mandate in accordance with theprovisions of Article L. 225‑46 of the French Commercial
Code;

P to make observations and/or recommendations related toOperating rules
The Remuneration Committee meets without the Chairman of
the Board and the senior executive officers’ presence for thesetting of the Chairman of the Board and the senior executive
officers’ compensation policy and the senior executive officers’
related objectives as well as the assessment of the latters’
performance on the occasion of the allocation of their variable
compensation. The Remuneration Committee delivers an
opinion to the Board of Directors on the performance of thesenior executive officers. The senior executive officers areassociated to the works of the Remuneration Committee
relating to the long‑term incentive policy related proposals for
employees. The Remuneration Committee may use external
experts as needed.

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Corporate GovernanceCorporate governance

Activities in 2023
During the 2023 financial year, the Remuneration Committee
met nine times. Attendance of members to the meetings was
96.30%.
The Remuneration Committee met in 2023 to deal in particularwith the following subjects so as to formulate opinions andrecommendations to the Board of Directors:
P compensation policy:– proposals in connection with the review of the conformityof the Chairman’s and of the senior executive officers’
respective compensations with the AFEP‑MEDEF Code;– proposals relating to the determination of the Chairman’sand of the senior
compensations;executive

officers’

respective

Officer ’ and Philippe Oliva as former Deputy Chief
Executive Officer ;– proposals in connection with the objectives for the 2023

variable compensations of the Chief Executive Officer
and the Deputy Chief Executive Officer ;P Directors’ compensation:– proposals

for the allocationcompensation for 2023;

of

the

Directors’– proposals

of

the

Directors’

for the modificationcompensation for 2024;

P long‑term incentive plans:– proposals for validation of the partial achievement of theperformance conditions applicable to the performance
share plans dated July 24, 2020;– proposals relating to the definition of the compensation

policy applicable to the Chairman and the Vice‑Chairmanof the Board, the Directors and the senior executive
officers;– proposal related to the deliveries of LTI plans;– proposals in connection with employee stock ownership,including the consequences on past plans in the context
of the separation project and the future plan to be
implemented after the separation;– proposal relating to the compensation of the Chief

Executive Officer ;P variable compensation:– proposals in connection with the acknowledgement of– proposals in connection with the setting up of aperformance share plan in 2023 in favor of Group
employees, Group Management Committee and senior
executive officers.

the results relating to the variable compensation for
H2 2022 of Nourdine Bihmane as former Chief Executive

4.2.4.6 The CSR Committee’s activity
Composition
The CSR Committee is composed of three members,
including two independent members. The meetings of the
CSR Committee are always open to the other members of theBoard.
The CSR Committee is chaired by an independent Director
since December 2018.

Mission
The CSR Committee shall have the task of preparing andfacilitating the work of the Board of Directors within its fields
of competence. The CSR Committee shall formulate all
opinions and recommendations to the Board of Directors
according to the following assignments received from theBoard:
P to review the Group’s corporate social and environmental

responsibility strategy and the rollout of the related
initiatives;

P to review the Group’s corporate social and environmental

responsibility commitments in light of the challenges
specific to the Group’s business and objectives, in particularin such areas as well being at work, diversity andenvironment;

P to evaluate the risks and opportunities with regard to socialand environmental performance;

P to review the social and environmental policies taking into

account their impact in terms of economic performance;

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P toreview the annual
performance; andstatementonextra‑financial

P to review the summary of ratings awarded to the Group by

rating agencies and in extra‑financial analysis.

Operating rules
During the meetings of the CSR Committee, the Head of CSR
explains in depth the environmental and climate issues andthe evolution of the regulatory framework and those topics
are discussed at length with the CSR Committee
members. The Chair of the CSR Committee reports to the full
Board very regularly on the CSR Committee’s works. In
February 2021, a meeting of the CSR Committee was held withthe entire Board’s attendance to introduce the CSR team to all
Board members and allow the Board members to improvetheir understanding of the topics the CSR team focuses upon,
the targets the Group has set, and what differentiates theGroup on the market. The CSR Committee is subject to thesame general operating rules as those applicable to the other
Board Committees. The CSR Committee meets as often as theCompany’s interest so requires. The CSR Committee may, incarrying out its responsibilities, contact leading managers of
the Company after notifying the Chairman of the Board of
Directors or the Board of Directors itself and under thecondition that it reports back to the Board of Directors. The
CSR Committee may use external experts as needed.

Corporate GovernanceCorporate governance

Activities in 2023
During the 2023 financial year, the CSR Committee met two
times. Attendance of members to the meetings was 100%.
The CSR Committee met in 2023 to deal in particular with thefollowing subjects so as to formulate opinions andrecommendations to the Board of Directors:
P review and recommendations to the Board of Directors withrespect to the approval of the Non‑Financial Performance
Statement (DPEF) for the year 2022;

P annual review of the Group CSR strategy results in 2022;
P review of the CSR challenges for 2023;
P review of the new CSR regulatory landscape (CSRD,

Taxonomy) and the initiatives, implemented within theGroup to align with non‑financial reporting requirements;

P monitoring of the Double Materiality Assessment to be

performed as per CSRD requirements.

4.2.4.7 The Ad hoc Committee’s activity
As part of the study of the Group’s strategic plan presented at
the June 14, 2022 Capital Markets Day to separate the Group
into two independent listed companies, and in accordancewith the recommendations of the AFEP‑MEDEF Code, theBoard of Directors decided to set up an Ad hoc Committee.

Composition
The Ad hoc Committee is composed of five members which
are all independent.

MissionThe mission of the Ad hoc Committee has been set up toprovide recommendations and to oversee the study andimplementation of the project to separate the Group into two
independent listed companies by the management team aswell as to supervise the work of the independent expert.

In light of the evolution of the strategy, the appointment of amandataire ad hoc (1) announced on February 5, 2024,
followed by the opening of an amicable conciliation
procedure (2) announced on March 26, 2024, the Board of
Directors decided to broaden the mission of the Ad hoc
Committee in order to monitor developments in the
Company’s financial situation, the progress of any legal
protection measures, and to exchange proactively andsupport the management in its proposals to the Board.

Activities in 2023
During the 2023 financial year, the Ad hoc Committee met 14
times. Attendance of members to the meetings was 96.88%.

41) The mandataire ad hoc is an independent third party whose mission is to assist the Company in its discussions, in order to converge on an appropriate
financial solution as soon as possible, in the Company’s corporate interests. The mandat ad hoc is an amicable procedure allowing negotiations to be
conducted within a confidential framework. The mandat ad hoc only concerns the financial debt of the Company and has no impact on theemployees, customers and suppliers of the Group.
2) The conciliation is a procedure, so‑called amicable or preventive, for dealing with financial difficulties. It is provided for in the Commercial Code. The
negotiations, which take place under the aegis of a conciliator appointed by the President of the Commercial Court, are confidential. The conciliator’s
mission is to encourage the conclusion of an amicable agreement between the debtor and its creditors, who are called upon to do so, aimed at putting
an end to the company’s difficulties and ensuring its continuity.

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Corporate GovernanceCorporate governance

4.2.5

Assessment of the works of the Board of Directors[GRI 2‑18]

Procedure
Pursuant to the Board Internal Rules, the Board of Directors
must assess its capacity to meet the expectations of theshareholders by periodically analyzing its composition,organization and its operation, as well as the composition,organization and operation of its Committees.
The evaluation has three objectives:
P to assess the way in which the Board operates;
P to check that the important issues are suitably preparedand discussed; andP to measure the actual contribution of each Director to theBoard’s work.

Once a year, the Board of Directors shall devote one item on
its agenda to the discussion of its operation and inform theshareholders each year, in the Universal Registration
Document, of the conduct of these assessments and thesubsequent follow‑up.
In accordance with the AFEP‑MEDEF Code, the Board of
Directors has undertaken since 2009 a formalized annual
assessment under the supervision of its Lead Independent
Director, the Nomination and Governance Committee has
been in charge of the process since the Committee wascreated in December 2020 and due to the removal of theposition of Lead Independent Director.

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This year was marked by increased activity to address
shareholder activism and by the reinstatement of the Lead
Independent Director role in the continuity of the prior missionof the Chair of the Nomination and Governance Committee, adecision endorsed by the Board of Directors during its
meeting on June 4, 2023. As per Board’s internal rules, theLead Independent Director and this Committee now assume
responsibility for conducting the 2023 assessment of theBoard of Directors' performance.
For the 2023 financial year, the performance review of theBoard of Directors was carried out internally. An external
review was performed in 2022, it being reminded that the bestpractice followed by Atos is to have an external review every 3
years. For the purpose of the assessment, each Director
received and was asked to fill in a questionnaire aimed atassessing the Board’s works and evolutions in light ofcorporate governance best practices.
This year’s questionnaire has been updated in line with theGroup's current challenges and recent governancedevelopment,
includingshareholder
dialogueandunderstanding analysts’ and investors’ expectations.
A specific questionnaire was also provided to evaluate theperformance of the permanent Committees (Audit,
Nomination & Governance, Remuneration, and CSR).

Corporate GovernanceCorporate governance

Results of the 2023 assessment and recommendations for 2024
The general assessment and the recommendations and paths for 2024 are described in the following table:
General assessment

Areas for improvement and action to be taken in 2024

Strategy and knowledge of Atos’s business
P Sufficient input is given to the Board to correctly understand

P Involve more business managers in presentations, and/or
the Group’s strategy and market positioning and effectively
members of the scientific community to provide diverse
evaluate Atos’s strategy as deployed by the Executive
perspectives
Management
P Continue to improve the quality of reports to the Board withP Information adequacy regarding the Group’s financial
key performance indicators (KPIs) including customer
performance and adequate monitoring of the Group’s financial satisfaction
communication
P Satisfactory role of the Remuneration Committee in preparing
decisions on Executive Corporate Officers’ compensation
P Satisfactory dialogue with the Company’s shareholders andsome Directors, including the Lead Independent Director

Risk Management
P Adequate procedures in force for risk identification,

prevention, and management in the GroupP Satisfactory reporting by the Audit Committee and the CSR
Committee on compliance and ethics within their respective
scopesP Appropriate information provided to the Board regarding theGroup’s major risks and risk management
P Satisfactory reporting by the Audit Committee on risk mappingand management. Directors welcomed the new Chairman’s
focus on risk‑related matters

P Increase the number of meetings focused on Corporate Social

Responsibility to continue to address risk‑related concerns

4

Board performance and composition
P Sufficient room for free and open discussions in Board

meetings
P Well‑defined key roles within the Board Governance, including
Lead Independent Director, Vice Chair and Committee Chairs
P Level of independence in the Board allowing healthy
challenge of the Management team
P Satisfactory mix of skills within the Board to understandstrategic topics and challenges, risk management principles,compliance and ethics, and financial statements and reports
P Appropriate interaction between Management team andBoard. Efforts to establish a conducive relationship between
Board and key Management team members
P Appropriately defined roles of the Board four permanentCommittees

P Continue to improve the Board performance through diverse

skill sets, particularly by promoting the following research:finance, risk management, technology and services (seerecent developments regarding the Board’s composition insection 4.2.3.1 (Diversity policy at Board level))Committees
P All Committees: clear definition of respective roles and

P Audit Committee: increase the frequency of meetings,
responsibilities of Committees vs. the Board and theespecially pertaining to CSR
management. Good awareness of current guidelines andP Nomination and Governance Committee: plan a dedicatedregulatory requirements within the Committee’s scope ofsession on succession planningcompetences
P Remuneration Committee: continue to improve the
P All Committees: significant impact of the Committee’stransparency and process for the determination of the CEO’s
recommendations on the Board’s debates and decisions in key compensation; regular updates on proxy advisors’ policies onmatters
compensation matters; participate to conferences on thisP Audit Committee: Committee’s questions to the Group Financematter locally and internationallyDepartment and/or Head of Internal Audit answered directly P CSR Committee: one member proposed to give more focus on
and within an acceptable timethe monitoring of diversity and well‑being at work
P Nomination and Governance Committee: sufficient information
received to evaluate the skills, qualities, and professional
position of Directors and assess their independence

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Corporate GovernanceCorporate governance

Results of implementing the 2022 recommendations
Directors believe that the recommendations formulated uponcompletion of the 2022 assessment were duly taken into
account in 2023. In particular, they were as follows:

P Strategy: improve the strategic planning to discuss the

P Composition of the Board: pursue the strengthening of thethe risk management and monitoring, inclusive of
operational and social risks, following the review by the
Audit Committee; andDirectors’ training, especially for new ones, and maintaining
training sessions on the major technological andtransformational challenges the Group is facing with thenecessary dedicated time and the right pace;

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Universal Registration Document 2023

transformation of the Group;

P Risk: maintain the periodic sessions at Board level to review

P Governance:

continue strengthening the exchanges
between the Board and the executive management.

Corporate GovernanceCorporate governance

4.2.6

Board of Directors’ reports

4.2.6.1

Board of Directors’ report on corporate governanceThe 2023 Universal Registration Document includes all
corporate governance‑related items required under theprovisions of the French Commercial Code and the
AFEP‑MEDEF Code of corporate governance to be included in
the Board of Directors’ report on corporate governanceapproved during the meeting held on February 28, 2024.
Consequently, the following table allows to identify in the2023 Universal Registration Document the required
information.
Section of the 2023
Universal Registration
Document

Information required under the French Commercial CodeGovernance (L. 22‑10‑10 of the French Commercial Code)
List of mandates and functions in any company exercized by each corporate officer during
the financial year

4.2.3.1

Agreements entered into between a subsidiary and a corporate officer or a shareholder holding
more than 10% of the voting rights

N/A

Table of on‑going delegations to proceed to share capital increases

8.7.9

Choice of terms and conditions to exercize the general management of the Company

4.2.2

Composition of the Board of Directors and Executive management and conditions of organization of
the works of the Board of Directors

4.2.3, 4.2.4Diversity policy at Board of Directors and Executive Committee levels and results in terms of gender
diversity for the 10% highest responsibility positions within the Company

4.2.3.1, 5.3.5, 5.3.2.1

Limitations of powers on the Chief Executive Officer

4.2.2

Recommendations of Corporate Governance Code which are not followed and place where Codemay be consulted

4.2.1

Specific terms and conditions of participation in General Meetings

4.1.3.2

The description of the procedure related to related‑party and free agreements set upby the Company and of its implementation

4.2.3.10

4

Executive Compensation (L. 22‑10‑8, L. 22‑10‑9, L. 225‑185 and L. 225‑197‑1 of the French Commercial Code)
Presentation of the corporate officers’ compensation policy to be submitted to the General Meetingin the context of the ex ante vote

4.3.1

Corporate officers’ compensation paid during the closed financial year or awarded in relation thereto

4.3.2

Proportion between the fixed and variable compensation

4.3.1; 4.3.2.3

The use of the possibility to ask for the restitution of the paid compensation

N/A

Undertakings in favor of corporate officers in case of taking up, ending or change of functions.

4.3.1

Compensation paid or awarded by a consolidated company

4.3.1; 4.3.2

Ratios between the Company officers’ compensation and the employees’ average compensation

4.3.2.2, 4.3.2.3

The annual evolution of the compensation, the Company’s performance, the employees’ averagecompensation, and the hereabove mentioned ratios over the last five years in a way that allows acomparison.

4.3.2.2, 4.3.2.3, 4.3.2.4

An explanation on the way the total compensation complies with the adopted compensation policy,
including the way it contributes to the Company’s long‑term performance and the way theperformance criteria were applied

4.3.1, 4.3.2

The way the vote during the last Ordinary General Meeting provided for in article L. 22‑10‑34 para. I
was taken into account

4.3.1

Any discrepancy with the compensation policy and any exception applied in accordance witharticle L. 22‑10‑8 para. III, including the explanation on the nature of the exceptional circumstances
and the indication of the specific elements to which an exception is madeN/A

The implementation of the legal provisions regarding the discontinued payment of the Directors’compensation, if applicable

N/A

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Corporate GovernanceCorporate governance

Information required under the French Commercial Code

Section of the 2023
Universal Registration
Document

Allocation and holding obligation of options by Company’s officers

4.3.1.4

Allocation and holding obligation of free shares by Company’s executive officers

4.3.1.4

Elements likely to have an impact in case of public offer (L. 22‑10‑11 of the French Commercial Code)
Structure of share capital of the Company
Limitations on the exercise of voting rights and share transfers as per the Articles of Association
Direct or indirect shareholdings in the share capital of the Company

4.1.3.2, 8.7.4, 8.7.5
4.1.2, 8.1.2, 8.2, 8.7.3

List of holders of any securities with special control rights

N/A

Control mechanisms in employee shareholding systems

8.7.7

Agreements between shareholders which may result in restrictions to share transfers
and the exercise of voting rights

8.7.5

Rules applicable to the appointment and replacement of Board of Directors members
and the amendment of the Articles of Association of the Company

4.1.3.1., 4.1.3.2

Powers of the Board of Directors’ (in particular for the issuance or buyback of shares)132

8.1.2, 8.2, 8.7.3, 8.7.5

4.1.3.1, 8.7.8, 8.7.9

Agreements entered into by the Company which are modified or terminated in case of change ofcontrol of the Company

8.7.5

Agreements providing for indemnities to Board of Directors members or employees upon
termination of their employment contract, by resignation or termination without real and serious
cause, or pursuant to a purchase or exchange public offer

4.3.1, 8.7.5

Universal Registration Document 2023

Corporate GovernanceCorporate governance

Information recommended underthe AFEP‑‑MEDEF Code of corporate governance

Section of
the AFEP‑‑MEDEF Code

Section of the 2023 Universal
Registration Document

Board of Directors’ activity

1.8

4.2.4.2

Board Internal rules

2.2

4.2.3.9

Quantitative and qualitative criteria that led to the evaluation of thesignificance or otherwise of the relationship with the Company or its
Group

9.5.3

4.2.3.3

Assessment of the works of the Board of Directors

10.3

4.2.5

Number of meetings of Board of Directors and of Board Committees
held in the past financial year and information relating to Directors’
individual attendance at such meetings

11.1

4.2.4

Start and end dates of Directors’ term of office, Directors’ nationality,
age and principal position, list of names of the members of each
Board’s committees

14.3

4.2.3.1

Description of the Committees activities in the past financial year

15.2

4.2.4

Number of shares held by the Directors

20

4.2.3.1

Rules for allocation of Directors compensation and individual amountsof payments made in this regard to the Directors

21.4

4.3.2.1

Minimum number of registered shares that the Company officers mustretain23

4.3.1

Recommendation of the High Committee and reasons why
the Company decided not to comply with it

27.1

N/A

4

4.2.6.2 Summary of the transactions on Company’s shares performedby senior executives officers
During the 2023 fiscal year, no transactions by corporate officers involving Atos SE shares exceeding an aggregate amount of€20,000 was reported to the Autorité des marchés financiers (AMF) pursuant to Article L. 621‑18‑2 of the French Financial andMonetary Code and Article 223‑23 of the General Rules of the AMF.

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Corporate GovernanceCompensation and stock ownership of Company officers

4.3 Compensation and stock ownership ofCompany officers
4.3.1

Compensation policy for the Company officers

4.3.1.1

General principles of the Company officers’ compensation

1

Setting, amending and implementing thecompensation policy

Setting the compensation policy
The compensation policy of the Chairman of the Board, theexecutive officers and the Directors is set by the Board of
Directors, upon the proposal of the Remuneration Committee,
and submitted to the vote of the General Meeting.
The role and missions of the Remuneration Committee in thecontext of setting, amending and implementing thecompensation policy are stated in the Internal Rules of theBoard of Directors (cf. paragraph 4.2.4.5).
The Board of Directors defines the elements of analysis that it
wishes the Remuneration Committee to provide in support ofits recommendations and determines the time horizon to beconsidered to set the Company executives’ compensation.
The principles governing the determination of thecompensation of the Company officers are established in theframework of the AFEP‑MEDEF Code to which the Company
refers.
In particular, the compensation must aim to promote theperformance and competitiveness of the Company, to ensure
its growth and the sustainable value creation for its
shareholders, its employees and all its stakeholders.
Thus,
the
Remuneration
Committee
ensuresthecompetitiveness of the Company executive officers’
compensation, through regular compensation surveys, andrecommends a compensation structure that respects thecorporate interest, by ensuring that no element represents a
disproportionate share of the global compensation. The
compensation elements thus defined are justified andassessed in a consistent way with the compensation
components for the managers and employees of the Group.
In compliance with the corporate interest, the Company
executive officers’ global compensation structure is designed
according to a “pay‑for‑performance” approach, focusing on asignificant variable part over annual and multiannual terms.
The variable compensation is subject to the achievement ofprecise, demanding and measurable objectives which areclosely linked to the Group’s objectives, as regularly disclosed
to the shareholders, and linked to the Company’s
extra‑financial strategy. No minimum payment is guaranteed
and, in the event of outperformance, the variable
compensation due or awarded is capped.

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The approach adopted in terms of compensation structure
provides the Company executive officer with a transparent,
competitive and motivating framework for achieving theGroup’s ambitions, and allows the Company to be committed
only to a limited part of the overall compensation if theCompany’s performance, in the short or medium term, turns
out to be unsatisfactory.
The compensation policy thus contributes to the strategy andsustainability of the Company while respecting the corporate
interest.

Amending the compensation policy
The compensation policy is reviewed periodically, especiallyto assess its effectiveness. During this review, theRemuneration Committee shall consider changes in the
Company employees’ wages and employment conditions
prior to formulating its recommendations and proposals to theBoard of Directors.
The compensation policy for Company’s officers can also bereassessed each year by the Board of Directors. To this end, it
regularly uses studies from comparable companies or legal
opinions possibly prepared by third parties, in accordance with
the Board’s Internal Rules which authorize it. This practicehelps preventing conflicts of interest that could possibly arisein the context of the preparation of meetings of theRemuneration Committee and of the Board of Directors.
The last reassessment of the compensation policy for
Company executive officers was carried out following thechanges in governance in the first quarter of 2024, on therecommendation of the Remuneration Committee, taking into
account the current context of the Group, and the need toalign the remuneration policy for executive corporate officers
with the Group’s strategy in order to ensure the repayment
and refinancing of its financial debts while maintaining an
attractive business mix.

Implementing the compensation policy
The compensation policy is implemented by the Board of
Directors in accordance with the resolutions adopted by theGeneral Meeting. On the recommendation of theRemuneration Committee, the Board of Directors sets
beforehand the objectives of each performance indicator onwhich the variable compensation of the Company executive
officers is based and defines the elasticity curves accelerating
the amount of the variable compensation due upwards anddownwards to get on track towards achieving the Group’s
mid‑term targets.

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2

Methodology for assessing performance
criteria

The performance criteria set for the annual variable
compensation and the long‑term multiannual compensation
are relevant, in line with the strategic objectives andpredominantly quantifiable. The variable compensation isbased on financial or non‑financial criteria, including CSR
related criteria, the achievement of which may be externallyaudited in the context of the publication of the Universal
Registration Document or in the context of publications byexternal organizations as well as objectively predefinedqualitative criteria.

3

Handling conflicts of interest

The Company complies with the conditions set out in the
AFEP‑MEDEF Code relating to the management of conflicts ofinterest. In that respect, the Charter of the Atos Board of
Directors sets out the duties and obligations of Directors,
which also aim to prevent any conflict of interest in theperformance of their duties (cf. paragraphs 4.2.3.8 and 4.2.3.9).
In particular, it provides that the corporate officers andDirectors must make every effort to avoid any conflict that
may exist between their moral and material interests andthose of the Company. Without prejudice to the priorauthorization and control formalities required by law and the
Articles of Association, he or she must inform the Chairman of
any conflict of interest, even potential, in which he or she may
be directly or indirectly involved. In cases where he or shecannot avoid finding himself/herself in a conflict of interest, heor she shall abstain from participating in discussions and any
decision on the matters concerned. The Chairman may ask
him/her not to attend the deliberations. The Chairman of theBoard of Directors, pursuant to the Board’s Internal Rules, shallarbitrate any conflict of interest that may concern a Director.
In the event of a governance or ethical issue concerning theexecutive corporate officer, which could concern, in particular,
his/her compensation, which deserves an in‑depth
examination, the Company may seek the opinion of a College
of Ethics (Collège des Déontologues) with members fromoutside the Company. This College is composed of twohonorary judges and a law professor acting independently,
and may be consulted, in accordance with its charter, by the
Chairman of the Board of Directors or the General Secretaryon governance, compliance and ethics issues. A report fromthe College of Ethics would then be presented to theCompany’s Board of Directors. In addition, the Company’s
Board of Directors ensures that the number of independent
Directors on its Board of Directors is sufficient, in particularwith regard to the AFEP‑MEDEF Code.

4

Modification of the compensation policy

Directors and Chairman of the Board of Directors
The compensation policies applicable to the Directors and the
Chairman of the Board of Directors, voted by the Annual
General Meeting held on June 28, 2023 under the 14th and15th resolutions were approved, respectively, by 88.91% and78.64% of the shareholders’ votes.

The Board of Directors of December 19, 2023 decided, on therecommendation of the Remuneration Committee, to submit
to the General Meeting a modification of these policies for2024 in order to, inter alia, (i) reduce the fixed compensation of
the Chairman of the Board, and (ii) increase the envelope forthe compensation of the Directors to take into account theappointment of a Vice‑Chairman of the Board.
All of the proposed changes are detailed in a precise andcomprehensive manner in the following sections (cf.
paragraph 4.3.1.2 for the Directors’ compensation policy andparagraph 4.3.1.3 for the Chairman’s compensation policy).

Executive Corporate Officers
The Annual General Meeting held on June 28, 2023 approved
the compensation policies applicable to the Chief Executive
Officer (16th resolution) and the Deputy Chief Executive Officer(17th resolution), respectively by 71.13% and 71.48% of theshareholders’ votes.
Following the appointment of Yves Bernaert as Chief
Executive Officer on October 3, 2023, the Board of Directors ofAtos, meeting on October 3,2023 and November 16, 2023,
decided, on the recommendation of the Remuneration
Committee, the main terms and conditions of Yves Bernaert’s
compensation in his capacity as Chief Executive Officer . The
elements making up the total compensation and fringe
benefits of all kinds paid or allocated to Yves Bernaert comply
with the compensation policy approved by the Annual
General Meeting held on June 28, 2023 under the
16th resolution.
Following the appointment of Paul Saleh as Chief Executive
Officer on January 14, 2024, the Board of Directors of Atos,
meeting January 14, 2024 and April 18, 2024, decided, on therecommendation of the Remuneration Committee, to take into
account the current context and the financial and strategic
challenges faced by the Group to amend the remuneration
policy, while also considering the interests of employees,
customers, financial creditors and shareholders.
The Board of Directors of April 18, 2024 decided, on therecommendation of the Remuneration Committee, to submit
to the General Meeting a modification of the remuneration
policy of the Chief Executive Officer for 2024 by changing
certain elements of his remuneration and in particular (a) theamount of the fixed compensation, (b) the setting of a newvariable compensation cap linked with highly demanding
objectives for the Chief Executive Officer , and (c) the
introduction of a cash long‑term incentive remuneration in lieu
of an equity‑based compensation, the payment of which isconditional to continuous presence, as corporate officer, until
December 31, 2025 and to a highly demanding performance
condition suited to the Group’s strategy and objectives, and,(d) removing the non‑compete payment for the executive
officers.
All of the changes are detailed in acomprehensive manner in the following
paragraph 4.3.1.4).

precise andsections (cf.

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5

Derogation

In accordance with the provisions of Article L. 22‑10‑8 of theFrench Commercial Code, in the event of exceptional
circumstances,
the
Board
of
Directors,ontherecommendation of the Remuneration Committee, may
depart from the compensation policy when such departure is
temporary, consistent with the Company’s corporate interest
and necessary to ensure the Company’s long‑term survival or
viability.
Exceptional circumstances may arise in particular from achange, or even a substantial change, in the economy, theGroup’s market conditions or the competitive environment, asignificant change in the Group’s scope of consolidation suchas a transforming operation (merger, disposal, etc.), theacquisition or creation of a significant new activity or theelimination of a significant activity, or a change in accounting
methods/standards.
In this context, the Board of Directors may, on therecommendation of the Remuneration Committee, adjust theperformance criteria and conditions for annual variable andmulti‑year compensation, it being specified that the ceilings
for such compensation may not be changed under any
circumstances.
These adjustments will be duly justified and strictly
implemented. Such compensation will be submitted to theex post vote of the General Meeting and may only be paid if
the latter votes in favor. These modifications must necessarily
maintain the alignment of the interests of the shareholders
and the beneficiaries. It would be reported in detail by the
Board of Directors to the shareholders.

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6

Compensation policy for the newly
appointed Company officers

If a new Chair of the Board of Directors is appointed, thecompensation policy applicable to the current Chairman of
the Board of Directors will be applied taking into account theadditional tasks that the Board of Directors could entrust to
him or her, in particular under the Internal Rules of the Boardof Directors.
If a CEO is appointed, the compensation policy for the current
CEO will apply.
If a new Director is appointed, the compensation policy forcurrent Directors will apply.
However, the Board of Directors, on the proposal of theRemuneration Committee, may take into account specificsituations and responsibilities with respect to each company
officer in defining the components of his/her remuneration
policy.
For any other appointment, the Board of Directors, on the
proposal of the Remuneration Committee, will take into
account the particular situation of the person concerned andthe responsibilities attached to his or her function.
In the event of external hiring of a new executive corporate
officer, the Board of Directors may decide to grant an amount(in cash or in equity instruments) in order to compensate forthe loss to the new hire related to the departure from his/her
former position, possibly subject to a reimbursement clausenotably in the event of early departure. In all cases, thepayment of such compensation will be conditioned on theapproval by the General Meeting in accordance with
Article L. 22‑10‑34 of the French Commercial Code.

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.1.2

Compensation policy for the Directors

1

General principles and term of officeDirectors’ term of office is three years, subject to the statutory
provisions concerning age limit and implementation of therenewal by thirds each year of the Directors which can justify
terms of office of one or two years. Directors’ term of office
may be renewed subject to the same provisions.
Employee Directors’ term of office is three years, renewableonce. The term of office of the Directors representing theemployee shareholders is three years.
Directors may be dismissed at any time by the General
Meeting. However, Employee Directors may be dismissed incase of wilful misconduct while performing their mandate.
The term of office of an Employee Director ends automaticallyby anticipation in case of termination of his/her employment
agreement or in case his/her employer ceases to be an Atos
affiliate.
The employment agreements of certain Directors may beterminated in accordance with applicable provisions of Frenchlabor law (resignation, contractual termination or dismissal or
any other equivalent measure) by complying with notice
periods and indemnification rules set by the French Labor
Code and the collective agreements.

Compensation for the financial year 20242

In accordance with the resolution voted by the shareholders
at the Annual General Meeting held on April 30, 2019, theannual envelope of Directors’ compensation was set at€800,000 for the members of the Board of Directors forfinancial year 2019 and for subsequent financial years until
further decision of the General Meeting.
In view of the appointment of a Vice‑Chairman on October 14,
2023, the Board, at its meeting held on December 19, 2023, on
the recommendation of the Remuneration Committee,
decided that it was desirable to modify the Directors’compensation policy in order to include the Vice‑Chairman’scompensation in the annual envelope of Directors’compensation.
The Board of Directors considered that an extra annual
payment would be granted to the Vice‑Chairman to
acknowledge the heightened responsibilities and increased
workload associated with the role.
In this context, the Board of Directors, on the recommendationof the Remuneration Committee, decided:
P toincrease the global envelope from €800,000 to€950,000. This envelope is subject to approval by the 2024
Annual General Meeting approving the financial statements
for the year 2023;

P to grant to the Vice‑Chairman a gross annual fixedcompensation of €125,000, in addition to his Director fees;

P to renew for 2024 the rules of allocation among themembers of the Board of Directors used in 2023, with the
exception of the compensation allocated to theVice‑Chairman as specified above.

The rules for allocating Directors’ global compensation are set
by the Board of Directors, based on a proposal from theRemuneration Committee. For the 2024 fiscal year, theallocation rules for the Directors’ compensation are based on
the following principles:
P for the Board of Directors:– a fixed annual compensation of €20,000 per Director, as

well as a variable compensation of €2,500 per meeting
attended by the Director;– the Vice‑Chairman, in the event that the Board of

Directors decides to appoint one among its members,receives an additional fixed compensation of €125,000
per year;– the Lead Independent Director, in the event that theBoard of Directors decides to appoint one among its
members, receives an additional fixed compensation of€20,000 per year;

P for the Committees, the compensation depends on theattendance to the meetings:– €3,000 per meeting attended by the Chair of the Audit

Committee,– €2,000 per meeting attended by the Chairs of the otherCommittees,– for other members of the Committees, €1,000 per

meeting attended by each member;

P the Board may decide that successive meetings held on

the same day shall be equivalent to one meeting for the
calculation of Directors’ compensation;

P for the purpose of calculating the Directors’ compensation,

the Board may consider the existence of a single meeting,in the event that several meetings held on different days
but within a short period of time are related;

P the written resolutions are not remunerated;
P Directors are reimbursed of expenses incurred as part oftheir mandate, in particular, travel and accommodation.

Directors do not receive any other kind of remuneration thanthose mentioned above. In particular, no Director receives any
compensation for any mandate held in Group companies
other than Atos SE, save for the Employee Directors or the
Director representing the employee shareholders. In fact,
these persons receive a salary from the relevant Company
subsidiary by virtue of their employment agreement, which is
not related to the performance of their mandate as Directorsof the Company.

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4.3.1.3

Compensation policy for the Chairman of the Board of the Directors

1

General principles and mandate of the
Chairman of the Board

Jean‑Pierre Mustier was appointed Chairman of the Board of
Directors with effect as of October 14, 2023, following theresignation of Bertrand Meunier who was Chairman of theBoard of Directors since November 1, 2019.
The term of office of the Chairman of the Board is two years,
i.e., until the Annual General Meeting ruling on the accounts ofthe 2024 financial year. The mandate of the Chairman of theBoard of Directors may be terminated at any moment by the
Board of Directors.
Jean‑Pierre Mustier is not bound by any employment
agreement with the Company or any other Group Company.
The Board of Directors met on December 19, 2023 and, after
reviewing the compensation structure for the Chairman of theBoard, decided, on the recommendation of the Remuneration
Committee, to adjust downwards in 2024 the fixed
remuneration of the Chairman of the Board of Directors in
effect since 2020. The fixed remuneration of the Chairman of
the Board of Directors will be €250,000 in 2024, instead of€400,000 since 2020.

On the recommendation of the Remuneration Committee, theBoard of Directors, after examination of similar mandates, took
the following into account to set the structure and the amountof the Chairman’s compensation:
P the absence of a pre‑existing executive corporate officer

mandate;P the specific missions entrusted to the Chairman of theBoard under the Internal Rules, in addition to his legal
missions;

P the appointment of a Vice‑Chairman of the Board on

October 14, 2023 and the proposal, in view of the significant
involvement of the governance bodies under the
Chairman’s and Vice‑Chairman’s leadership, to set the
Chairman’s fixed compensation at €250,000 and theVice‑Chairman’s at €125,000.

The objective of the compensation policy for the Chairman of
the Board of Directors is to offer a transparent, competitiveand motivating global compensation consistent with market
practices. To preserve the independence of his judgment on
the action of the executive management of the Company, thecompensation of the Chairman of the Board of Directors does
not include any variable component depending on short- andlong‑term performance.

In accordance with the objectives of the compensation policy, the following principles were adopted by the Board of Directors on
the recommendation of the Remuneration Committee:
What we do
P A single fixed annual compensation based on the comparable

market practices
P Provision of a secretariat and an office
P Reimbursement of expenses incurred in connection with his
missions

2

Compensation policy for the Chairman of
the Board for the year 2024

In compliance with the general principles of thecompensation policy for the Chairman of the Board of
Directors, the Board of Directors, meeting on December 19,
2023, on the recommendation of the Remuneration
Committee, decided to submit to the next Annual General
Meeting a modification of the compensation applicablepreviously since 2020, with a reduction of the fixed amountallocated to the Chairman.
Notwithstanding the above, Jean‑Pierre Mustier informed theBoard of his wish not to receive his remuneration for his
mandate. The amounts to which he would have been entitledas Chairman of the Board will be paid by the Group to theCompany’s CSR program in India which funds schooling forunder‑privileged children.

Fixed compensation
A gross annual fixed compensation of €250,000, paid in
twelve monthly instalments (against €400,000 since 2020).

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What we do not do
P No additional Director’s compensation.
P No exceptional compensation
P No severance payment, i.e., indemnities or rights due or likely

to be due as a result of the termination or change in function ofcompany executive officers
P No commitment corresponding to indemnities in return for anon‑competition clause
P No attendance fees for functions and mandates held in Group
companies
P No additional pension scheme beyond the basic andsupplementary mandatory schemes.
As previously indicated, Jean‑Pierre Mustier informed theBoard of his wish not to be paid and will not receive suchamount, which will be paid by the Group to the Company’s
CSR program in India which funds schooling forunder‑privileged children.

Variable compensation
The Chairman of the Board shall not receive any variable
compensation.

Long‑‑term compensation
The Chairman of the Board shall not receive any long‑termcompensation.

Benefits
The Chairman of the Board shall be provided with a secretariat
and an office and be reimbursed for the expenses incurred inconnection with his mandate.

Directors’ compensation
The Chairman of the Board shall not receive anycompensation in connection with his mandate as Director in2024.

Corporate GovernanceCompensation and stock ownership of Company officers

Other compensation elements

Severance and non‑‑compete payments

The Chairman of the Board shall not enjoy any supplementarysocial protection scheme applied within Atos.

The Chairman of the Board shall not receive any payment inconnection with the termination of his mandate.

4.3.1.4

Compensation policy for the executive officers

The Board of Directors meeting on December 19, 2023,
January 14, 2024 and April 18, 2024, has decided, on therecommendation of the Remuneration Committee, to amend
for 2024 certain points of the compensation policy, subject toapproval by the 2024 Annual General Meeting.

Since his appointment on January 14, 2024 and following his
resignation from his employment contract as Chief Financial
Officer of Atos, Paul Saleh is not bound by any employment
contract with the Company or any other company of theGroup.

The compensation policy applies to the current Chief
Executive Officer , Paul Saleh. The compensation policy would
also apply to any newly appointed company executive officer(as Chief Executive Officer or Deputy Chief Executive Officer ).

The compensation policy for the executive officers for 2024
aims to support the implementation of the defined strategy,
and in particular in the challenging context of the refinancingof the Group, to align the executive officers’ long‑terminterests with those of the stakeholders, by:This compensation policy will not be applicable to Yves
Bernaert, former Chief Executive Officer , in respect of the2024 financial year. Yves Bernaert having resigned on
January 14, 2024, the Board of Directors has decided tomaintain for Yves Bernaert until January 14, 2024 thecompensation policy for the Chief Executive Officer as
approved by the Annual General Meeting of June 28, 2023.
The compensation components due to Yves Bernaert for the2024 financial year will be submitted to the 2024 Annual
General Meeting.

1

General principles and mandate of theexecutive corporate officers

The Board of Directors, meeting on January 14, 2024,
appointed Paul Saleh as Chief Executive Officer withimmediate effect.
The Chief Executive Officer may be removed from office at
any time by the Board of Directors.

P offering a transparent, competitive and motivating global

compensation consistent with market practices and theCompany’s economic and financial condition;

P establishing a strong link between performance andshort‑term and long‑term compensation;

P including in the short‑term variable compensation CSR

criteria that directly participate in the Company’s corporatesocial responsibility strategy;

P retaining

and involving employees in the long‑term
performance of the Company;

P linking part of the Chief Executive Officer ’s compensation

with the Group’s challenges and strategy.

The global compensation structure is thus designed
according to a “pay‑for‑performance” approach, focusing on
the variable part over annual and multiannual terms.

In accordance with the objectives of the compensation policy, the following principles were adopted by the Board of Directors, on
the recommendation of the Remuneration Committee:
What we do

What we do not do

P Preponderance of the variable components subject to

P No variable compensation when the minimum achievement
performance in the short‑term and long‑term as illustrated inthresholds by criteria are not reached
the below graph
P No exceptional compensation
P Transparent nature and weighting of performance criteria
P No severance payment, i.e., indemnities or rights due or likelyaligned to the strategic priorities
to be due as a result of the termination or change in function of
P Predominant quantifiable criteria and both financial andcompany executive officers
extra‑financial objectives
P No non‑compete indemnity
P Precise, simple, and demanding objectives in line with the
P No supplementary compensation related to mandates
Company’s communications to the market
or functions held in Group subsidiaries
P Cap on variable compensation in the event of outperformance P No pension benefits on top of the mandatory pension scheme
P Potential taking up indemnity
P No combination of a company office and an employment
contract

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Thus, the global compensation of the executive officers
proposed by the Board to the shareholders at the 2024 Annual
General Meeting consists of a fixed compensation, as well as ashort‑term incentive and a multiannual variable incentive, bothsubject to performance conditions, as follows:

2024 on‑‑target compensation structure*
SHORT TERMLONG TERM

35%

30%

Fixed
Compensation

Long-term
variablecompensation

65%

Compensation
subject toperformance
conditions

35%

Variable Compensation(*) Rounded figures for a total of 100%.

The proposed pay mix, following the aforementioned
principles, is balanced, taking into account the appointment of
a new Chief Executive Officer and the review of hiscompensation package, with 65% of the target compensation
subject to performance conditions. The target annual variable
compensation is maintained at 100% of the fixed amount andthe multi‑year variable compensation is rebalanced at 83% of
the fixed gross annual compensation. The pay‑mix andnotably the short and long‑term split is aligned with thecurrent challenging context and its time horizon and theimportance of safeguarding the interests of the Group.
To set the on‑target global compensation structure and thelevel of its components, the recommendations of theRemuneration Committee are based on the specific situationof Atos and the need to guarantee the continuity of theGroup’s activities while also pursuing the refinancing strategy
in a reduced period of time. In addition, the global
compensation positioning considers market positioning
studies for similar functions and also takes into account theGroup’s main competitors’ practices in France, abroad, as wellas the internal practices applicable to senior executives andmanagers. Market positioning studies are carried out byinternational firms specializing in executive compensation.

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2

Compensation of the Chief Executive
Officer for the 2024 financial year

Annual fixed compensation for 2024
The fixed compensation of the Chief Executive Officer reflects
his experience and responsibilities and is comparable to theGroup’s main competitors’ practices, as well as the internal
practices applicable to senior executives and managers.
In applying these principles, taking into account theimportance and complexity of the duties as well as theexperience, the career path and the particular situation of the
Chief Executive Officer , including the conditions andcircumstances of his recruitment and appointment and theprimary focus assigned to him, the Board of Directors, on therecommendationoftheRemuneration
Committee,
considered it necessary to reconsider the level of the fixedpart of the Chief Executive Officer ’s compensation anddecided to propose to the Annual General Meeting to set thegross annual fixed compensation of €1,200,000 for the Chief
Executive Officer .
This fixed compensation would only become effective as fromthe date of approval of the 2024 compensation policy by the
Annual General Meeting. Therefore, for the period from the
Chief Executive Officer ’s appointment until of the date of theAnnual General Meeting, the Board of Directors, on therecommendation of the Remuneration Committee, decided tomaintain the fixed compensation of the Chief Executive Officer
at €600,000, to be paid prorata temporis, in accordance withthe compensation policy approved by the Annual General
Meeting of June 28, 2023.
On the recommendation of the Remuneration Committee, theBoard decided to set the fixed compensation based on thefollowing elements:
P Paul Saleh’s international experience and recognized skillsin the information technology sector as well as his financial
expertise required were necessary to meet the Group’s
strategic needs.

These criteria for the profile of a new Chief Executive
Officer had been identified as crucial further to the worksof the Nomination and Governance Committee in charge ofthe succession plan, as well as the need to entrust this
responsibility to a seasoned leader, who has demonstrated
in his positions of Chief Financial Officer and Chief
Executive Officer of a global company, and Chief Financial
Officer of the Atos Group, a range of skillsets that could
ensure the implementation of Atos’ strategy in the current
context and challenges. His capacity to lead the Group’s
activities while also maintaining a significant involvement
and engagement among the employees and the trust
among clients and other stakeholders were considered as
key.
P A peer benchmark analysis, on the basis of which the Boardof Directors relied on, in particular taking into consideration
practices within companies of comparable size in terms ofturnover, operational performance in France and abroad.
The Board of Directors compared the different componentsof Paul Saleh’s compensation with his international peers
navigating in the same global competitive environment inwhich Atos operates and competes for talents, including
major international players.

Corporate GovernanceCompensation and stock ownership of Company officers

P Considering the challenging situation of Atos and the need

to attract, motivate and retain a high caliber leader, themarket capitalization was not considered a good proxy to
position the remuneration level as the main focus for the
few years to come is to safeguard the Group’s activities.

P The exceptional conditions and circumstances of his

recruitment and appointment as Chief Executive Officer .

Variable compensation for 2024
The Board of Directors, on the recommendation of theRemuneration Committee, decided to fix an annual variable
compensation which is conditional and aims to encourage theChief Executive Officer to reach the annual performance
objectives set by the Board of Directors in close connection
with the Group's strategy and challenges as regularly
disclosed to the shareholders, in accordance with thefollowing general principles.
The annual variable compensation is based on predefinedreadable and demanding performance criteria, predominantly
quantitative, with financial and non‑financial criteria.
The target level is set as a percentage of fixed compensation.
In order to monitor the Company’s performance more closelyand establish a proactive way to support its ambition and its
strategy, the selection and the weighting of the performance
criteria may be reviewed each year as part of the annualcompensation policy’s review and approval.
For 2024, the objectives related to each of the selected
performance criteria and the resulting review are set by the
Board of Directors on an annual basis.
For each performance indicator, the Board of Directors sets:
P a target objective, the achievement of which results in a

100% achievement rate, entitling to the on‑target variable
compensation linked to this indicator;

P a floor which defines the threshold below which no variable

compensation in relation to this indicator is due;P a cap which defines the threshold above which the variable

compensation in relation to this indicator is capped, set at150% of the on‑target amount in the case ofoutperformance;

P an elasticity curve accelerating the amount of the variable

compensation due upwards and downwards to get on track
towards achieving the Group’s mid‑term target.

The underlying objectives are determined by the Board of
Directors in order to ensure a successful achievement of thefinancial objectives announced to the market. The
extra‑financial targets that would be set on a qualitative basis
are predefined by the Board of Directors in an objective
manner such that assessment of their achievement isundisputable.
In addition, the Board of Directors may exercise its discretionin determining the executive officers’ short‑term variable
compensation in the event of special circumstances thatmight justify an upward or downward adjustment of one ormore of the objectives or criteria making up his or hercompensation, so as to ensure that the results of theapplication of the criteria described above reflect both theexecutive officers’ performance and that of the Group. Thisadjustment would be made to the executive officer’s variableannual compensation by the Board of Directors on therecommendation of the Remuneration Committee, subject tothe cap of 150% of the variable annual target compensation
applicable in the event of outperformance. It would bereported in detail by the Board of Directors to theshareholders.
Pursuant to Article L. 22‑10‑34, II of the French Commercial
Code, the payment of the variable compensation to the Chief
Executive Officer due for a year is subject to the vote of theAnnual General Meeting approving the financial statements
for the previous year.

Annual variable compensation for 2024
The Board of Directors, on its meeting held on April 18, 2024,
decided, on the recommendation of the Remuneration
Committee, to fix an annual variable compensation of Paul
Saleh as Chief Executive Officer , depending on objectives,with a target set at 100% of the fixed compensation, of€1,200,000 (i.e., an annual target variable compensation of€1,200,000) for the full year with a maximum payment limited
to 150% of the target annual variable compensation in case ofoutperformance(i.e.,
amaximum
annual variable
compensation of €1,800,000) and no minimum payment, sothat the maximum amount of his fixed and variable
compensation would be in 2024, €3,000,000.
The increase of the maximum opportunity of the annual
variable portion of the compensation from 130% to 150% of his
fixed compensation as decided by the Board on April 18, 2024,
is designed to encourage the performance of the Chief
Executive Officer facing a particularly difficult challenge whichis essential to meeting the Group’s ambitions and to align the
Chief Executive Officer ’s compensation to the peers
benchmark. The proposed cap on the annual variable portion,
which is aligned on current market practices both on the
French market and in the technology industry, corresponds tothe need to reach outstanding results and performance tosafeguard the Company and deliver on the strategy.
On the recommendation of the Remuneration Committee, theBoard of Directors decided that the 2024 annual variable
compensation shall be based on both financial andnon‑financial criteria as follows:
P 50% based on the conclusion of an agreement withshareholders and financial creditors on the Company's
refinancing and debt reduction plan, consistent with its
corporate interests, enabling the deployment of thestrategic plan as validated by the Board of Directors on
April 8, 2024 and amended if necessary during the year;

P 25% based on retention of the top 50 customers; andP 25% based on the retention of key employees.
Reﬁnancing anddebt reduction plan

Customer
retention

Key people
retention

50%

25%

25%

Financial Objectives

ClientCSR

100 % measurable

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Corporate GovernanceCompensation and stock ownership of Company officers

The objectives underlying this variable compensation, as
determined by the Board of Directors on an annual basis, aredeemed relevant and demanding in view of the current
context and the financial and strategic challenges facing theGroup.
In the current context, where the aim is to ensure thelong‑term viability of the Company, in the interests of
employees, customers and shareholders, the Board of
Directors is proposing to retain two extra‑financial andquantifiable indicators for the 2024 compensation policy,
linked on the one hand to customers (retention of the top 50
customers), and on the other to the Group’s human capital
policy (retention of key employees), two essential sets ofstakeholders in the implementation and success of a strategy
aimed at ensuring the Group’s long‑term viability.
With respect to the key people, they represent
approximatively 3,000 employees in the Group who are
identified top talents, top scientists, critical leaders, or holdersof key technical certifications.
The achievement rates recorded by the Board of Directors at
the end of the period under consideration will be disclosed in
the Universal Registration Document for the 2024 fiscal year.
If the Chief Executive Officer leaves the Group during thefinancial year, the amount of the variable part of hiscompensation for the current year will be calculated on aprorated basis to his time of presence during the period
concerned.
The Board of Directors, on the recommendation of theRemuneration Committee, sets at the beginning of the year,
the elasticity curves accelerating the amount of the variable
compensation due, upwards and downwards, depending on
the achievement level of each performance indicator.
Payment of this remuneration will be subject to the approvalof the Annual General Meeting, in accordance with
Article L. 22‑10‑34, II of the French Commercial Code.

Long‑‑term variable compensation for 2024
The Board of Directors, on its meeting held on April 18, 2024,
decided, on the recommendation of the Remuneration
Committee, to set a conditional long‑term variable
compensation. This compensation would enable the Chief
Executive Officer to be rewarded for his exceptional
commitment, if the Group’s long‑term viability is assured.

The Board of Directors, on the recommendation of theRemuneration Committee, has decided to set a performance
condition deemed relevant in light of the challenges facing
the Group and considered that maintaining an attractive
business mix for employees, customers, financial creditorsand shareholders and ensuring the Group’s long‑term future isin the interest of such parties.
This compensation will be paid in cash and may not exceed€1,000,000 gross for 100% achieved objectives. Objectives areassessed over a two‑year period, from 2024 to 2025. The
achievement rate will be assessed by the Board of Directors in2026.
Payment of this compensation will be subject to the approvalof the Annual General Meeting called to approve the financial
statements for the year ending December 31, 2025, in
accordance with Article L. 22‑10‑34, II of the French
Commercial Code.
The Board of Directors, on the recommendation of theRemuneration Committee and if necessary, could modify theabove performance condition in the case of occurrence of
unpredictable and special circumstances which justify it.
However, the performance condition would remaindemanding and in line with the Group’s objectives, and thepresence condition would remain applicable. In any event, theadjustment will be made within the limit of the cap of€1,000,000.

Fringe benefits
The Chief Executive Officer benefits from the health insurance
schemes currently in force within Atos and is eligible toreimbursement of international mobility‑related expenses inthe same conditions on the same terms as employees of theCompany. The Chief Executive Officer ’s travel expenses shallbe paid by the Company.

Severance and non‑‑compete payments
The Chief Executive Officer shall not receive any payment inconnection with the termination of his mandate.

Exceptional compensation
The Chief Executive Officer shall not receive any exceptional
compensation.

Other compensation elements

Conscious of the market practice and of shareholders’expectation for long‑term orientation of the remuneration
package, the Board of Directors, on recommendation of theRemuneration Committee, considered the time horizon of two
years as a relevant long‑term orientation with regard to thechallenging context of the refinancing of the Group.

The Chief Executive Officer does not receive any
remuneration or benefits from Atos SE or other Group
companies in relation to his mandate. He does not benefit
from any supplementary pension scheme. He is personallyresponsible for building up a pension supplement beyond thecompulsory scheme.

The two‑year long‑term compensation package will be
subject to the Annual General Meeting’s approval and thefollowing cumulative conditions:

The Chief Executive Officer is not bound by any employment
contract.

P a condition of continuous presence on December 31, 2025,

as corporate officer; andP a condition linked to implementing a strategy to maintainan attractive business mix for employees, customers,
financial creditors and shareholders ensuring the Group’s
long‑term future.

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If appointed as a Director to the Board of Directors of Atos SE,
the Chief Executive Officer will not receive any compensationin this capacity.

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2

Elements of the compensation due or awarded for the financial year
2023 to the Company executive officers, and submitted to theshareholders' votePursuant to Article L. 22‑10‑34 of the French Commercial
Code, the amounts and elements presented below, resulting
from the implementation of the compensation policies
approved by the Annual General Meeting on June 28, 2023,

4.3.2.1

are subject to the approval of the shareholders during theAnnual General Meeting approving the accounts for thefinancial year 2023. They form an integral part of the report ofthe Board of Directors on corporate governance.

Elements of compensation due or awarded for the financial year 2023
to the members of the Board of Directors

Directors’ compensation paid in respect of the 2022 and 2023 financial years are presented below.
(in €)1

2023 fiscal year

2022 fiscal year

Carlo d’Asaro Biondo

33,707

N/A

Vesela Asparuhova

70,182

N/A2

Vivek Badrinath

33,21378,000Rodolphe Belmer

N/A-

Valérie Bernis

79,36389,000Laurent Collet‑Billon

51,875

N/A

Jean Fleming3

N/A

34,562

Kat Hopkins4

67,71334,993

Farès Louis

-5

N/A2

Bertrand Meunier-6-6Jean‑Pierre Mustier

-6

N/A

Cedrik Neike

N/A

27,562

Colette Neuville

N/A

33,562

Aminata Niane

54,60866,500Lynn Paine

14,891

74,500

Edouard Philippe

31,89771,500René Proglio

53,56059,993Caroline Ruellan

42,76821,212

Vernon Sankey

89,19286,000Astrid Stange

82,63940,993

Elizabeth Tinkham

94,28939,993

Total

799,897758,370

4

N/A: Non applicable.
1. Gross before taxes.
2. In accordance with the compensation policy applicable for Directors in 2022, the Employee Directors did not receive any compensation for thismandate.
3. Jean Fleming, Director representing the employee shareholders until May 18, 2022, was employed by the Atos Group.
4. Kat Hopkins, Director representing the employee shareholders since May 18, 2022, is employed by the Atos Group.
5. Farès Louis has waived his right to receive remuneration for his mandate as Employee Director.
6. Bertrand Meunier and Jean‑Pierre Mustier have declined to receive any Directors’ compensation for the years 2022 and 2023.

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Corporate GovernanceCompensation and stock ownership of Company officers

In accordance with Article 22.1 of the AFEP‑MEDEF Code, thevariable portion of Directors’ compensation represents the
majority (80%) of the total amount of Directors’ compensationin 2023.
In 2023, the members of the Board of Directors did not receive
any other compensation from Atos SE or its subsidiaries,
except for:
P Bertrand Meunier, Chairman of the Board of Directors, inrespect of his mandate from January 1, 2023 until
October 14, 2023;

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Universal Registration Document 2023

P Kat

Hopkins, Director representing the employee
shareholders, Vesela Asparuhova, Employee Director until
December 29, 2023, and Farès Louis, Employee Director,
who each received a compensation in 2023 in connection
with their employment contract with the Group.

The Board of Directors being formed in accordance with theprovisions of Article L. 225‑18‑1 of the French Commercial
Code, the payment of the compensation allocated to the
Directors has not been suspended.

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.2

Elements of compensation due or awarded for the financial year 2023
to Bertrand Meunier, Chairman of the Board of Directors until October 14, 2023

Bertrand Meunier, who has held the position of Chairman of
the Board since November 1, 2019, submitted to the Board of
Directors his resignation from his mandate as Chairman andmember of the Board, with effect as October 14, 2023.

The elements making up the total compensation and fringe
benefits of all kinds paid or allocated to Bertrand Meuniercomply with this policy which provides for a gross annual fixedcompensation of €400,000 as the sole component.

The compensation policy applicable in 2023 to Bertrand
Meunier, as Chairman of the Board of Directors from January 1,
2023 until October 14, 2023, was approved by the Annual
General Meeting held on June 28, 2023 under the
15th resolution.

Bertrand Meunier’s fixed remuneration was paid prorata
temporis from January 1, 2023 until October 14, 2023, date ofhis effective departure, i.e., a gross amount of €324,005 for theyear 2023.
2023

2022

(in €)

Amounts
allocated

Amounts paid

Amounts
allocated

Amounts paid

Fixed compensation

324,005

324,005

400,000

400,000

Annual variable compensation

-

-

-

-

Fringe Benefits

-

-

-

-

Value of options granted during the year

-

-

-

-

Value of performance shares granted during the year

-

-

-

-

324,005

324,005

400,000

400,000

100%

100%

100%

100%

Relative share of the variable component vs total compensation(fixed and variable)

0%

0%

0%

0%

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

n/a

n/a

n/a

n/a

Total
Relative share of the fixed component

4

Recapitulative table - shareholders vote on the remuneration components paid during, or allocated for, thesaid year to the Chairman of the Board from January 1 to October 14, 2023

Elements of compensation to be voted on

Fixed compensation

Amounts
allocated for 2023
or accounting
value

Amounts paid in
2023 oraccounting value

Presentation ofelements ofcompensation€324,005€324,005

4.3.1.3

Annual variable compensation-

4.3.1.3

Performance shares-

4.3.1.3

Multi‑year variable compensation and exceptional compensation-

4.3.1.3

Director fees
Additional benefits to compensation
The General Meeting of June 28, 2023, in its 9th resolution,
approved by 71.35% the information provided for in
Article L. 22‑10‑9, I of the French Commercial Code relating to
the compensation paid or awarded to the Chairman of theBoard of Directors for the financial year ended December 31,
2022.
The elements of compensation awarded or paid to the
Chairman of the Board of Directors are consistent with theprovisions adopted by the Board of Directors, on the--

4.3.1.3
4.3.1.3

recommendationoftheRemuneration
Committee,
constituting the Company’s compensation policy as voted by
the General Meeting held on June 28, 2023 (15th resolution
adopted by 78.64% of the votes).
The Company has not deviated from the compensation policy
implementation process, as approved by shareholders during
the abovementioned Annual General Meeting. The Company
has not departed from the implementation of thecompensation policy.

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Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.3

Elements of compensation due or awarded for the financial year 2023 toJean‑‑Pierre Mustier, Chairman of the Board of Directors as from October 14, 2023

Jean‑Pierre Mustier was appointed Chairman of the Board on
October 14, 2023.
The compensation policy applicable in 2023 to Jean‑Pierre
Mustier, as Chairman of the Board of Directors from
October 14, 2023, was approved by the Annual General
Meeting held on June 28, 2023 under the 15th resolution.
This policy provides for a gross annual fixed compensation of€400,000 as the sole component.

However, Jean‑Pierre Mustier informed the Board of his wish
not to receive his remuneration for his mandate and therelated amounts will be paid by the Group to the Company’s
CSR program in India which funds schooling forunder‑privileged children, i.e., an amount of €75,995 grosscalculated prorata temporis from October 14, 2023 until
December 31, 2023.
As a result, no remuneration was paid for the financial year
2023 to Jean‑Pierre Mustier, including in respect of his Director
fees since his appointment in this capacity on May 16, 2023
that Jean‑Pierre Mustier declined to receive.
2023

2022

Amounts
allocated

Amounts paid

Amounts
allocated

Amounts paid

Fixed compensation(*)

0

0

-

-

Annual variable compensation

-

-

-

-

Fringe Benefits

-

-

-

-

Value of options granted during the year

-

-

-

-

(in €)

Value of performance shares granted during the year

-

-

-

-

Total

0

0

-

-

Relative share of the fixed component

n/a

n/a

-

-

Relative share of the variable component vs total compensation(fixed and variable)

n/a

n/a

-

-

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

n/a

n/a

n/a

n/a

(*) No fixed compensation was paid to Jean‑Pierre Mustier who informed the Board of his wish not to receive his remuneration for his mandate. An amount of€75,995 will be paid by the Group to the Company’s CSR program in India which funds schooling for under‑privileged children.

Recapitulative table - shareholders vote on the remuneration components paid during, or allocated for, thesaid year to the Chairman of the Board since October 14, 2023

Elements of compensation to be voted on

Fixed compensation

Amounts
allocated for 2023
or accounting
value

Amounts paidin 2023 oraccounting value

Presentation ofelements ofcompensation

€01

€0

4.3.1.3

Annual variable compensation-

4.3.1.3

Performance shares-

4.3.1.3-

4.3.1.3

Multi‑year variable compensation and exceptional compensation
Director fees
Additional benefits to compensation
1.
2.

€0
-

4.3.1.3
4.3.1.3

No remuneration was paid to Jean‑Pierre Mustier who informed the Board of his wish not to receive his remuneration for his mandate. An
amount of €75,995 will be paid by the Group to the Company’s CSR program in India which funds schooling for under‑privileged children.
Jean‑Pierre Mustier has declined to receive any Directors’ compensation with respect to fiscal year 2023.

The elements of compensation awarded to the Chairman of
the Board of Directors are consistent with the provisions
adopted by the Board of Directors, on the recommendation of
the Remuneration Committee, constituting the Company’scompensation policy as voted by the General Meeting held on
June 28, 2023 (15th resolution adopted by 78.64% of the votes).

146

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Universal Registration Document 2023

The Company has not deviated from the compensation policy
implementation process, as approved by shareholders during
the abovementioned Annual General Meeting. The Company
has not departed from the implementation of thecompensation policy.

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.4 Elements of compensation due or awarded for the financial year 2023 to Nourdine
Bihmane, Chief Executive Officer until October 3, 2023
Nourdine Bihmane has resigned from his mandate as Chief
Executive Officer with effect from October 3, 2023.
The compensation policy applicable in 2023 to Nourdine
Bihmane, as Chief Executive Officer , was approved by the

Annual General Meeting held on June 28, 2023 under the
16th resolution. The elements making up the totalcompensation and fringe benefits of all kinds paid or allocatedto Nourdine Bihmane comply with this policy.

2023(in €)

Amounts
allocated

Fixed compensation

679,5451

Annual variable compensation
Fringe Benefits

2022
Amounts paid

Amounts
allocated

Amounts paid

679,5451

494,3182

494,3182

256,791

322,955

322,955-

26,141

26,141

13,19013,190----

Value of performance shares granted during the year

Value of options granted during the year

1,178,7203-

186,9663

Total

2,141,198

1,028,642

1,017,429

507,508

Relative share of the fixed component

33%

69%

50%

100%

Relative share of the variable component vs total compensation(fixed and variable)

67%

31%

50%

0%

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

n/a

n/a

n/a

n/a

4

1. Including an impatriation gross allowance of €225,000 for 2023, as decided by the Board of Directors on December 15, 2022 and July 27, 2023.
2. Including an impatriation gross allowance of €164,773, as decided by the Board on December 15, 2022.
3. Performance shares granted to Nourdine Bihmane have been forfeited. Nourdine Bihmane left the Company on March 29, 2024 and therefore
no longer meets the presence condition.

Fixed compensation
Nourdine Bihmane’s fixed remuneration was paid prorata
temporis, from January 1, 2023 until October 3, 2023, date ofhis effective resignation, i.e., a gross amount of €454,545 forthe year 2023.
To take into account his specific situation, the Chief Executive
Officer also benefits, as of his appointment as Deputy Chief
Executive Officer on June 14, 2022, in addition to his fixedcompensation, a gross monthly allowance of €25,000 tooffset the increase in all of his personal expenses and family
members directly linked to his impatriation in France,
impatriation made mandatory because of his nomination as acorporate officer since June 14 2022. The overall amount paidin 2023 is €225,000. This temporary allowance is not taken
into account in the calculation of the other elements of
Nourdine Bihmane’s compensation presented below.

variable compensation in case of outperformance (i.e., amaximum annual variable compensation of €780,000) and nominimum payment.
The target variable compensation of the Chief Executive
Officer , calculated prorata temporis, amounted to €454,545
for the year 2023 taking into account his resignation with effectfrom October 3, 2023.
As a reminder, the nature and weighting of each of theindicators making up the 2023 variable compensation of the
Chief Executive Officer are as follows:
Revenue growthat constant currency

OperatingMargin rateFree
Cash-Flow

Non-Financial

25%

30%

25%

20%

Variable compensation
The target annual variable compensation of Nourdine
Bihmane for the year 2023 is based on objectives, whosetarget is 100% of the fixed compensation (i.e., target annual
variable compensation of €600,000) for the full year with amaximum payment limited to 130% of the target annual

Financial Objectives

NonFinancial
Objectives

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Corporate GovernanceCompensation and stock ownership of Company officers

The achievement of those criteria and the resulting variable
compensation amount have been validated by the Board
during the meeting held on April 2, 2024.

The variable compensation of Nourdine Bihmane stood at€256,791 for the year 2023, or 56.49% of its target variable
compensation.

Financial Objectives
Objectives which are set for 2023 on the basis of the Company’s budget are in line with the 2023 outlook announced to the market
on February 28, 2023, adjusted for divestures during the calendar year.
Year 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Payout in % of the on‑‑target bonus

80%

35.28%(*) On the basis of the elasticity curves capped at 130% for each indicator.

Non‑‑Financial Objectives
Year 2023
Indicators

WeightPayout*Human Capital

5%

5.01%

Governance

5%

6.20%

Climate10%

10%

Payout in % for 2023 on‑‑target bonus

20%

21.21%(*) On the basis of the elasticity curves from 50% to 130% of payout (low and high points), the target being 100% of payout.

With respect to the qualitative variable compensation, theBoard of Directors, at its meeting of April 2, 2024, on therecommendation of the Remuneration Committee, set at 100%
the overall level of achievement of the Climate indicatorweighting for 10%. In particular, it took the following mainachievements into consideration:
P ESG plan was duly implemented in 2023 and the CSR

Committee, which is directly involved in defining the CSR
strategy and priorities, has validated the progress in carbon
reduction: between 2019 and 2023 in absolute, all Atos

emissions decreased by 32.5% (tCO e). This absolute carbon
reduction is in line with Atos' reduction target;
P Delivering on the key performance indicators (KPIs) for 2023

as outlined in Section 5 of the 2023 Universal Registration
Document, including, with respect to the S component,delivering on the social non‑financial performanceindicators (see section 5.3.9 of the 2023 Universal
Registration Document); andP Recognition of Atos Group by the most relevant ESG ratings

as the leader in its industry (CSA, EcoVadis, WDI) (seesection 5.1.3 of the 2023 Universal Registration Document).

Overall performanceYear 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Non‑financial objectives

20%

21.21%

Payout in % of the on‑‑target bonus

100%

56.49%(*) On the basis of the elasticity curves capped at 130% for each indicator.

The payment of the variable compensation due to Nourdine Bihmane for the financial year 2023 is subject to a favorable voteduring the Annual General Meeting approving the financial statements for 2023 in accordance with Article L. 22‑10‑34, II of theFrench Commercial Code.

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Corporate GovernanceCompensation and stock ownership of Company officers

Multiannual equity‑‑based compensation
The Board of Directors decided, during its meeting held on
June 28, 2023, on the recommendation of the Remuneration
Committee, to allocate 139,000 performance shares in favor of
Nourdine Bihmane as part of his mandate as Chief Executive
Officer .
Nourdine Bihmane was required to remain owner of 15% of
any such acquired shares for the duration of his duties andcould not conclude any financial hedging instruments over theshares being the subject of the award during the whole
duration of the mandate as Chief Executive Officer .
This grant was decided in accordance with the approval givenby the Annual General Meeting on June 28, 2023 under the
16th resolution in the context of the authorization granted by
the same Annual General Meeting under the 22nd resolution.
It represents 6.1% of the total number of performance shares
granted in 2023 and 0.13% of the share capital on the Annual
General Meeting authorization date.
As a reminder, the final vesting on June 28, 2026 of all or partof the performance shares was subject to the achievement of
performance conditions over a three‑year period as well as toa continuous tenure of the beneficiary as company officer or
employee, except in the event of retirement, death or
disability.

The number of performance shares definitively vested for each beneficiary would depend on the “average acquisition rate”
calculated according to the weighting of the performance indicators and their respective achievement levels, as shown in the tablebelow:% of vesting(curves)

Indicators

Performance

Objective

Group performance 1
External Revenue
Organic growth(25%)

Average of the External Revenue Organic Floor: bottom of the mid‑term (MT)growth rates over the 3‑year period (2023– objective
2025)
Target: mid‑point of the MT objective
Cap: ≥ +10% of the max MT

30%
100%
150%

Group performance 2
Operating margin (%)(25%)

Average of the Operating Margin % overthe 3‑year period (2023–2025)

Floor: bottom of the MT objective
Target: mid‑point of the MT objective
Cap: ≥ +10% of the max MT objective

50%
100%
130%

Group performance 3
Cumulated Free Cash
Flow
(25%)

Cumulated amount of FCF
at the end of the 3‑year period(end of 2025)

Floor: bottom of the MT objective
Target: mid‑point of the MT objective
Cap: ≥ +10% of the max MT objective

50%
100%
130%

ESG
(12,5%)

Achieve a minimum of 90% training rate for Floor: 90%
all Atos Group employees on Atos Code of Target: 98%
Ethics, Atos Cybersecurity, Atos Safety
Awareness and Atos Environmental
Management System (2023‑2025)

50%
100% (cap)

Human Capital(12,5%)

Improve (a) the retention rate for Atos
(6.25%) and (b) the employee satisfaction
rate based on regular surveys (6.25%)(2024‑2025)

Floor: 81%
Target:84%
Floor: 60%
Target: 70%

50%
100% (cap)50%
100% (cap)4

An average vesting rate will be calculated based on the weighting assigned to each indicator. With regards to the executive corporate officers,
performance measured by the average rate is capped at 100%.

The Board of Directors will decide on the achievement of theperformance indicators and the resulting average acquisition
rate after consultation of the Remuneration Committee. The
achievement rates of performance indicators and the final
acquisition percentage will be disclosed in the Universal
Registration Document for the financial year 2025, madeavailable to the shareholders in connection with the Annual
General Meeting.
The value of the performance shares is determined, on the
grant date, pursuant to IFRS 2 standard, and recognized in the

consolidated financial statements. This value corresponds to ahistorical value on the grant date calculated for accounting
purposes. This value does not represent a current market
value nor the actual value that may be received by thebeneficiary upon vesting provided that the performance
shares finally vest.
Further to his departure from the Group on March 29, 2024,
the performance shares granted to Nourdine Bihmane havebeen forfeited, as a result of the presence condition no longer
being met.

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Corporate GovernanceCompensation and stock ownership of Company officers

Conditional incentive compensation
According to the 2023 compensation policy, the conditional
incentive compensation of the Chief Executive Officer was
based on the successful completion of the project to separate
the Group, following the announcement during the Investor
Day on June 14, 2022, for a maximum between 100% and 80%of the gross fixed annual compensation, between €600,000
and €480,000 depending on whether the project iscompleted between July 2023 and December 2023.
The Board of Directors, meeting on April 2, 2024, consideringthat the conditions above were not met, decided accordinglythat no payment was due in this regard.

Fringe benefits

The employer’s contribution in respect of the life and disability
scheme amounts to €2,988. The employer’s contribution in
respect of the healthcare plan stands at €8,350. The benefit inkind related to the use of the Company car is assessed to€14,804.
Nourdine Bihmane did not benefit from any supplementary
pension scheme from the Company and is personallyresponsible for building up a pension supplement beyond the
mandatory basic and complementary schemes.

Severance and non‑‑compete payments
Nourdine Bihmane did not receive any payment in connection
with the termination of his mandate as Chief Executive
Officer . (1)Nourdine Bihmane benefited from the use of a company car, if
necessary with driver, as well as the collective life, disability
and health insurance schemes on the same terms as the
French employees.

Recapitulative table - shareholders vote on the remuneration components paid during, or allocated for,the said year to Nourdine Bihmane, CEO from January 1 to October 3, 2023
Amounts
allocated for 2023
or accounting
value

Amounts paid in
2023 oraccounting value

Presentation ofelements ofcompensation

Fixed compensation1€679,545€679,545

4.3.1.4

Annual variable compensation1€256,7912€322,9553

4.3.1.4

Performance shares1€1,178,7204-

4.3.1.4--

4.3.1.4€26,141€26,1414.3.1.4

Elements of compensation to be voted on

Multi‑year variable compensation, exceptional compensation and director
fees
Additional benefits to compensation1

1. Cf. supra in 4.3.2.4.
2. Subject to the approval of the Annual General Meeting called to approve the financial statements for the financial year 2023.
3. Following the approval by the General Meeting of June 28, 2023 of the 16th resolution, a variable compensation was paid for a total amount of€322,955 in respect of his mandate as Deputy Chief Executive Officer from his appointment on June 14, 2022 and then as Chief Executive Officer
from July 13, 2022 until December 31, 2022.
4. Performance shares granted to Nourdine Bihmane have been forfeited. Nourdine Bihmane left the Company on March 29, 2024 and therefore
no longer meets the presence condition.

For information, Nourdine Bihmane received during the fiscal
year 2023 in relation to his employment agreement from
October 4, 2023 until December 31, 2023, a fixed salaryamounting to €145,455 and an impatriation gross allowance of€75,000.
He benefited, in relation to his employment contract, from the
mandatory pension schemes, the collective life, disability andhealth insurance schemes as well as his company car. The
employer’s contribution in respect of the life and disability
scheme amounts to €954. The employer’s contribution in
respect of the healthcare plan stands at €2,665. The benefit inkind related to the use of the Company car is assessed to€4,935.

1) Nourdine Bihmane continued to work for the Group as an employee from October 4, 2023 to March 29, 2024.

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Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.5

Elements of compensation due or awarded for the financial year 2023
to Philippe Oliva, Deputy Chief Executive Officer until October 3, 2023

Philippe Oliva has resigned from his mandate as Deputy Chief
Executive Officer with effect from October 3, 2023.
The compensation policy applicable in 2023 to Philippe Oliva
as Deputy Chief Executive Officer was approved by the

Annual General Meeting held on June 28, 2023 under the
17th resolution. The elements making up the totalcompensation and fringe benefits of all kinds paid or allocatedto Philippe Oliva comply with this policy.

2023
Amounts
allocated

Fixed compensation
Annual variable compensation(in €)

Fringe Benefits

2022
Amounts paid

Amounts
allocated

Amounts paid

454,545454,545

329,545

329,545

256,791

322,955

322,955

-

9,347

9,347

6,165

6,165

-

-

-

-

Value of performance shares granted during the year*

Value of options granted during the year

1,178,720-

186,966-

Total

1,899,403

786,847845,631335,710

Relative share of the fixed component

24%

59%

40%

100%

Relative share of the variable component vs total compensation(fixed and variable)

76%

41%

60%

0%

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

n/a

n/a

n/a

n/a

4

(*) Performance shares granted to Philippe Oliva have been forfeited. Philippe Oliva left the Company on December 31, 2023 and therefore no longer meetsthe presence condition.

Fixed compensation
Philippe Oliva’s fixed remuneration was paid prorata temporis,
from January 1, 2023 until October 3, 2023, date of his effective
resignation, i.e., a gross amount of €454,545 for the year 2023.

Variable compensation
The target annual variable compensation of Philippe Oliva forthe year 2023 is based on objectives, whose target is 100% of
the fixed compensation (i.e., target annual variable
compensation of €600,000) for the full year with a maximum
payment limited to 130% of the target annual variable
compensation in case of outperformance (i.e., a maximum
annual variable compensation of €780,000) and no minimum
payment.
The target variable compensation of the Deputy Chief
Executive Officer , calculated prorata temporis, amounted to€454,545 for the year 2023, taking into account his resignation
with effect from October 3, 2023.

As a reminder, the nature and weighting of each of theindicators making up the 2023 variable compensation of the
Deputy Chief Executive Officer are as follows:
Revenue growthat constant currency

OperatingMargin rateFree
Cash-Flow

Non-Financial

25%

30%

25%

20%

Financial Objectives

NonFinancial
Objectives

The achievement of those criteria and the resulting variable
compensation amount have been validated by the Board
during the meeting held on April 2, 2024.
The variable compensation of the Philippe Oliva as Deputy
Chief Executive Officer stood at €256,791 for the year 2023, or
56.49% of its target variable compensation.

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Corporate GovernanceCompensation and stock ownership of Company officers

Financial Objectives
Objectives which are set for 2023 on the basis of the Company’s budget are in line with the 2023 outlook announced to the market
on February 28, 2023, adjusted for divestures during the calendar year.
Year 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Payout in % of the on‑‑target bonus

80%

35.28%(*) On the basis of the elasticity curves capped at 130% for each indicator.

Non‑‑Financial Objectives
Year 2023
Indicators

WeightPayout*Human Capital

5%

5.01%

Governance

5%

6.20%

Climate10%

10%

Payout in % for 2023 on‑‑target bonus

20%

21.21%(*) On the basis of the elasticity curves from 50% to 130% of payout (low and high points), the target being 100% of payout.

With respect to the qualitative variable compensation, theBoard of Directors, at its meeting of April 2, 2024, on therecommendation of the Remuneration Committee, set at 100%
the overall level of achievement of the Climate indicatorweighting for 10%. In particular, it took the following mainachievements into consideration:
P ESG plan was duly implemented in 2023 and the CSR

Committee, which is directly involved in defining the CSR
strategy and priorities, has validated the progress in carbon
reduction: between 2019 and 2023 in absolute, all Atos

emissions decreased by 32.5% (tCO e). This absolute carbon
reduction is in line with Atos' reduction target;
P Delivering on the key performance indicators (KPIs) for 2023

as outlined in Section 5 of the 2023 Universal Registration
Document, including, with respect to the S component,delivering on the social non‑financial performanceindicators (see section 5.3.9 of the 2023 Universal
Registration Document); andP Recognition of Atos Group by the most relevant ESG ratings

as the leader in its industry (CSA, EcoVadis, WDI) (seesection 5.1.3 of the 2023 Universal Registration Document).

Overall performanceYear 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Non‑financial objectives

20%

21.21%

Payout in % of the on‑‑target bonus

100%

56.49%(*) On the basis of the elasticity curves capped at 130% for each indicator.

The payment of the variable compensation due for the full year 2023 is subject to a favorable vote during the Annual General
Meeting approving the financial statements for 2023 in accordance with Article L. 22‑10‑34, II of the French Commercial Code.

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Corporate GovernanceCompensation and stock ownership of Company officers

Multiannual equity‑‑based compensation
The Board of Directors decided, during its meeting held on
June 28, 2023, on the recommendation of the Remuneration
Committee, to allocate 139,000 performance shares in favor of
the Deputy Chief Executive Officer as part of his mandate.
Philippe Oliva was required to remain owner of 15% of any
such acquired shares for the duration of his duties and could
not conclude any financial hedging instruments over theshares being the subject of the award during the whole
duration of the mandate as Deputy Chief Executive Officer .
This grant was decided in accordance with the approval givenby the Annual General Meeting on June 28, 2023 under the
17th resolution in the context of the authorization granted by
the same Annual General Meeting under the 22nd resolution.
It represents 6,1% of the total number of performance shares
granted in 2023 and 0.13% of the share capital on the Annual
General Meeting authorization date.
Further to his departure from the Group on December 31,
2023, the performance shares granted to Philippe Oliva havebeen forfeited, as a result of the presence condition no longer
being met.

Conditional incentive compensation
According to the 2023 compensation policy, the conditional
incentive compensation of the Deputy Chief Executive Officer
was based on the successful completion of the project toseparate the Group, following the announcement during theInvestor Day on June 14, 2022, for a maximum between 100%
and 80% of the gross fixed annual compensation, between€600,000 and €480,000 depending on whether the project iscompleted between July 2023 and December 2023.
The Board of Directors, meeting on April 2, 2024, consideringthat the conditions above were not met, decided accordinglythat no payment was due in this regard.

Fringe benefits
Philippe Oliva benefited from the use of a company car as wellas the collective life, disability and health insurance schemeson the same terms as the French employees.
The employer’s contribution in respect of the life and disability
scheme amounts to €2,988. The employer’s contribution in
respect of the healthcare plan stands at €2,443. The benefit inkind related to the use of the Company car is assessed to€3,916.
Philippe Oliva did not benefit from any supplementary
pension scheme from the Company and was personallyresponsible for building up a pension supplement beyond the
mandatory basic and complementary schemes.

Severance and non‑‑compete payments
Philippe Oliva did not receive any payment in connection withthe termination of his mandate as Deputy Chief Executive
Officer . (1)Recapitulative table - shareholders vote on the remuneration components paid during, or allocated for, thesaid year to Philippe Oliva, Deputy CEO from January 1 to October 3, 2023
Amounts
allocated for 2023
or accounting
value

Amounts paid in
2023 oraccounting value

Presentation ofelements ofcompensation

Fixed compensation1€454,545€454,545

4.3.1.4

Annual variable compensation1€256,7912€322,9553

4.3.1.4

Performance shares1€1,178,7204-

4.3.1.4

Elements of compensation to be voted on

Multi‑year variable compensation, exceptional compensationand director fees
Additional benefits to compensation1€9,3474.3.1.4€9,3474.3.1.4

1. Cf. supra in 4.3.2.4.
2. Subject to the approval of the Annual General Meeting called to approve the financial statements for the financial year 2023.
3. Following the approval by the General Meeting of June 28, 2023 of the 17th resolution, a variable compensation was paid for a total amount of€ 322,955 in respect of his mandate as Deputy Chief Executive Officer from his appointment on June 14, 2022 until December 31, 2022.
4. The performance shares granted to Philippe Oliva were forfeited following his departure on December 31, 2023.

For information, Philippe Oliva received during the fiscal year
2023 in relation to his employment agreement from October 4,2023 until December 31, 2023, a fixed salary amounting to€145,455.
He benefited, in relation to his employment contract, from the
mandatory pension schemes, the collective life, disability andhealth insurance schemes on the same terms as theemployees. The annual employer’s contribution in respect of
the life and disability scheme amounts to €954. The annual
employer’s contribution in respect of the healthcare plan
stands at €780. The benefit in kind related to the use of theCompany car is assessed to €1,305.

1) Philippe Oliva continued to work for the Group as an employee from October 4, 2023 to December 31, 2023.

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4

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.6 Elements of compensation due or awarded for the financial year 2023 to Yves
Bernaert, Chief Executive Officer from October 3, 2023 until December 31, 2023
Yves Bernaert who has been appointed as Chief Executive
Officer with effect from October 3, 2023 has resigned from his
mandate as Chief Executive Officer with effect fromJanuary 14, 2024.

The compensation policy applicable in 2023 to the Chief
Executive Officer was approved by the Annual General
Meeting held on June 28, 2023 under the 16th resolution. The
elements making up the total compensation and fringe
benefits of all kinds paid or allocated to Yves Bernaert comply
with this policy.
2023

2022

Amounts
allocated

Amounts paid

Amounts
allocated

Amounts paid

Fixed compensation

145,455

145,455--

Annual variable compensation

82.173---Fringe Benefits

1,733

1,733

-

-

-

-

-

-

Value of performance shares granted during the year

412,200

-

-

-

Total

641,561

147,188--

Relative share of the fixed component

23%

100%

-

-

Relative share of the variable component vs total compensation(fixed and variable)

77%

0%

-

-

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

n/a

n/a

-

-

(in €)

Value of options granted during the year(*) Performance shares granted to Yves Bernaert have been forfeited. Yves Bernaert left the Company on January 14, 2024 and therefore no longer meets thepresence condition.

Fixed compensation
Yves Bernaert’s fixed remuneration was paid prorata temporis,
from his appointment on October 3, 2023 as Chief Executive
Office until December 31, 2023, i.e., €145,455 for the year 2023.

Variable compensation
The target annual variable compensation of Yves Bernaert for
the year 2023 is based on objectives, whose target is 100% of
the fixed compensation (i.e., target annual variable
compensation of €600,000) for the full year with a maximum
payment limited to 130% of the target annual variable
compensation in case of outperformance (i.e., a maximum
annual variable compensation of €780,000) and no minimum
payment.
The target variable compensation of Yves Bernaert,calculated prorata temporis, amounted to €145,455 for theyear 2023 taking into account his appointment with effect from
October 3, 2023.

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Universal Registration Document 2023

As a reminder, the nature and weighting of each of theindicators making up the 2023 variable compensation of the
Chief Executive Officer are as follows:
Revenue growthat constant currency

OperatingMargin rateFree
Cash-Flow

Non-Financial

25%

30%

25%

20%

Financial Objectives

NonFinancial
Objectives

The achievement of those criteria and the resulting variable
compensation amount have been validated by the Board
during the meetings held on April 2, 2024.
The variable compensation of Yves Bernaert stood at €82,173
for the year 2023, or 56.49% of its target variable
compensation.

Corporate GovernanceCompensation and stock ownership of Company officers

Financial Objectives
Objectives which are set for 2023 on the basis of the Company’s budget are in line with the 2023 outlook announced to the market
on February 28, 2023, adjusted for divestures during the calendar year.
Year 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Payout in % of the on‑‑target bonus

80%

35.28%(*) On the basis of the elasticity curves capped at 130% for each indicator.

Non‑‑Financial Objectives
Year 2023
Indicators

WeightPayout*Human Capital

5%

5.01%

Governance

5%

6.20%

Climate10%

10%

Payout in % for 2023 on‑‑target bonus

20%

21.21%(*) On the basis of the elasticity curves from 50% to 130% of payout (low and high points), the target being 100% of payout.

With respect to the qualitative variable compensation, theBoard of Directors, at its meeting of April 2, 2024, on therecommendation of the Remuneration Committee, set at 100%
the overall level of achievement of the “Climate” indicatorweighting for 10%. In particular, it took the following mainachievements into consideration:
P ESG plan was duly implemented in 2023 and the CSR

Committee, which is directly involved in defining the CSR
strategy and priorities, has validated the progress in carbon
reduction: between 2019 and 2023 in absolute, all Atos

emissions decreased by 32.5% (tCO e). This absolute carbon
reduction is in line with Atos' reduction target;
P Delivering on the key performance indicators (KPIs) for 2023

as outlined in Section 5 of the 2023 Universal Registration
Document, including, with respect to the S component,delivering on the social non‑financial performanceindicators (see section 5.3.9 of the 2023 Universal
Registration Document);

P Recognition of Atos Group by the most relevant ESG ratings

as the leader in its industry (CSA, EcoVadis, WDI) (seesection 5.1.3 of the 2023 Universal Registration Document).

Overall performanceYear 2023
Indicators

WeightPayout*Group Revenue Growth at constant currency

25%

7.68%

Operating Margin Rate

30%

27.6%

Group Free Cash Flow

25%

0%

Non‑financial objectives

20%

21.21%

Payout in % of the on‑‑target bonus

100%

56.49%(*) On the basis of the elasticity curves capped at 130% for each indicator.

The payment of the variable compensation due for the full year 2023 is subject to a favorable vote during the Annual General
Meeting approving the financial statements for 2023 in accordance with Article L. 22‑10‑34, II of the French Commercial Code.

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4

4

Corporate GovernanceCompensation and stock ownership of Company officers

Multiannual equity‑‑based compensation

Fringe benefits

The Board of Directors decided, during its meeting held on
November 16, 2023, on the recommendation of theRemuneration Committee, to allocate 100,000 performance
shares in favor of Yves Bernaert as part of his mandate as
Chief Executive Officer .

Yves Bernaert benefited from the collective life, disability andhealth insurance schemes on the same terms as the French
employees.

Yves Bernaert was required to remain owner of 15% of any
such acquired shares for the duration of his duties and could
not conclude any financial hedging instruments over theshares being the subject of the award during the whole
duration of the mandate as Chief Executive Officer .
This grant was decided in accordance with the approval givenby the Annual General Meeting on June 28, 2023 under the
16th resolution in the context of the authorization granted by
the same Annual General Meeting under the 22nd resolution. It
represented 4.4% of the total number of performance shares
granted in 2023 and 0.09% of the share capital on the Annual
General Meeting authorization date.

The employer’s contribution in respect of the life and disability
scheme amounts to €954. The employer’s contribution in
respect of the healthcare plan stands at €780.
Yves Bernaert did not benefit from any supplementary
pension scheme from was Company and is personallyresponsible for building up a pension supplement beyond the
mandatory basic and complementary schemes.

Severance and non‑‑compete payments
Yves Bernaert did not receive any payment in connection withthe termination of his mandate as Chief Executive Officer .

Further to his departure from the Group on January 14, 2024,
the performance shares granted to Yves Bernaert have been
forfeited, as a result of the presence condition no longer being
met.

Recapitulative table - shareholders vote on the remuneration components paid during, or allocated for, thesaid year to Yves Bernaert, CEO since October 4, 2023
Amounts
allocated for 2023
or accounting
value

Amounts paid in
2023 oraccounting value

Presentation ofelements ofcompensation

Fixed compensation1€145,455€145,455

4.3.1.4

Annual variable compensation1€82,1732-

4.3.1.4

Performance shares1€412,2003-

4.3.1.4--

4.3.1.4€1,733€1,7334.3.1.4

Elements of compensation to be voted on

Multi‑year variable compensation, exceptional compensation and director
fees
Additional benefits to compensation1

1. Cf. supra in 4.3.2.4.
2. Subject to the approval of the Annual General Meeting called to approve the financial statements for the financial year 2023.
3. The performance shares granted to Yves Bernaert were forfeited following his departure on January 14, 2024.

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Corporate GovernanceCompensation and stock ownership of Company officers

4.3.2.7

Elements of compensation due or awarded for the financial year 2024 to Yves
Bernaert, Chief Executive Officer from January 1, 2024 until January 14, 2024

Yves Bernaert having resigned on January 14, 2024, the Boardof Directors has decided to maintain for Yves Bernaert until
January 14, 2024 the compensation policy for the Chief
Executive Officer as approved by the Annual General Meetingof June 28, 2023.
The compensation policy applicable for the period fromJanuary 1, 2024 to January 14, 2024 to the Chief Executive
Officer was approved by the Annual General Meeting held on

June 28, 2023 under the 16th resolution. The elements making
up the total compensation and fringe benefits of all kinds paidor allocated to Yves Bernaert in 2024 comply with this policy.
In compliance with Article L. 22‑10‑34, II of the French
Commercial Code, the amounts and elements presented
below will be subject to the approval of the shareholders
during the 2024 Annual General Meeting.
2024

2023

Amounts
allocated

Amounts paid

Amounts
allocated

Amounts paid

21,73921,739145,455

145,455-- **82,173

-

300

300

1,733

1,733

Value of options granted during the year

-

-

-

-

Value of performance shares granted during the year*--

412,200-

22,03922,039641,561

147,188

100%

100%

23%

100%

Relative share of the variable component vs total compensation(fixed and variable)

0%

0%

77%

0%

Other compensation elements and indemnities or benefits due
as a result of termination or change of functions

0

0

n/a

n/a

(in €)

Fixed compensation
Annual variable compensation
Fringe Benefits

Total
Relative share of the fixed component

4(*) Performance shares granted to Yves Bernaert have been forfeited. Yves Bernaert left the Company on January 14, 2024 and therefore no longer meets thepresence condition.
(**) No payment realized regarding the 2024 variable compensation subject to the approval of the Annual General Meeting called to approve the financial
statements for the financial year 2023.

Fixed compensation

Fringe benefits

In accordance with the compensation policy approved by the
Annual General Meeting of June 28, 2023, Yves Bernaert will
receive a gross fixed annual compensation of €600,000 for
the period from January 1, 2024 to January 14, 2024, paidprorata temporis, i.e., €21,739 for the year 2024.

Yves Bernaert benefited from the collective life, disability andhealth insurance schemes on the same terms as the French
employees. The employer’s contribution in respect of the lifeand disability scheme amounts to €172. The employer’s
contribution in respect of the healthcare plan stands at €128.

Variable compensation
The Board of Directors has decided that no variable
compensation will be due to Yves Bernaert for the period
from January 1, 2024 to January 14, 2024.

Multiannual equity‑‑based compensation
The Board of Directors decided, during its meeting held on
November 16, 2023, on the recommendation of theRemuneration Committee, to allocate 100,000 performance
shares in favor of Yves Bernaert as part of his mandate as
Chief Executive Officer .

Yves Bernaert did not benefit from any supplementary
pension scheme from the Company and was personallyresponsible for building up a pension supplement beyond the
mandatory basic and complementary schemes.

Severance and non‑‑compete payments
Yves Bernaert did not receive any payment in connection withthe termination of his mandate as Chief Executive Officer .

Further to his departure from the Group on January 14, 2024,
performance shares granted to Yves Bernaert have been
forfeited, as a result of the presence condition no longer being
met.

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Corporate GovernanceCompensation and stock ownership of Company officers

Other compensation elements
As from January 15, 2024, Yves Bernaert agreed to provide
consulting services to the Group for a limited transition periodof 13 working days. This arrangement aimed to facilitate aseamless handover with the General Management, including

the new Chief Executive Officer , Paul Saleh, and Carlo d’Asaro
Biondo, Chief Operating Officer, Head of Eviden and of Tech
Foundations. As part of this service agreement, a grossamount of €78,000, i.e., €6,000 per working day, was paid toYves Bernaert, acting as a consultant for the benefit of theGroup.

4.3.2.8 Ratios on compensation multiples
In accordance with Article L.22‑10‑9 of the French Commercial
Code, the ratios used to measure differences between thecompensation of corporate officers and that of the Company’s
employees are presented in the table below. The ratios havebeen prepared in accordance with the AFEP guidelines last
updated in February 2021.

Methodology
The scope used to calculate the ratio is consistent with the2022 Universal Registration Document published by Atos. It
includes all Atos companies based in France as well as theAtos international companies (Germany, the Netherlands, theUnited Kingdom and Switzerland) which comprise the global
functions of the Atos Group in Europe. Thus, the selected
scope represents more than 7,500 Atos employees, of which
95% are based in France and constitutes a coherent andlegitimate representative perimeter for the Atos SE company
whose roots are deeply European with two headquarters in
Bezons (France) and Munich (Germany).
As the Company does not employ any employees, there is noneed to present the ratios provided for in Article L. 22‑10‑9 I 6°of the French Commercial Code on the basis of the scope of"employees of the Company". As an alternative, this table
presents the pay ratio on the basis of a scope deemed
representative by the Company.

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Universal Registration Document 2023

The compensation underlying the determination of the ratios
correspond to the total gross compensation paid during thefinancial year. They include all the elements of compensationin cash (base salary, performance bonuses, exceptional
bonuses, benefits in kind) as well as equity‑based
compensation valued at their fair value, on the grant date, as
recognized in the consolidated accounts in accordance withIFRS 2. This value corresponds to a historical value on the
grant date calculated for accounting purposes. It does not
represent a current market value nor the actual value that
may be received by the beneficiaries upon vesting provided
that the performance shares finally vest.
The selected scope only covers employees who were
continuously employed during the financial years concerned.
For part‑time employees, compensation was established on afull‑time‑equivalent basis.
As for corporate officers, the table presents the Chief
Executive Officer , the Chairman of the Board of Directors andthe Deputy Chief Executive Officer . In accordance with the
AFEP’s guidelines, the compensation presented in the tablebelow is associated with the officers’ position and not theirperson, so that a change in officer for the same position does
not affect the presentation of the information. It is also
specified that the information is presented for the last four
years as the functions of Chairman of the Board of Directors
and Chief Executive Officer were dissociated as from
November 1, 2019.

Corporate GovernanceCompensation and stock ownership of Company officers

2023

2022

2021

2020

Profitability: Group’s operating margin as a percentage of its
revenue

4.4%

3.1%

3.5%

9.0%

Value creation: Annual change in the 3‑year moving average ofthe enterprise value compared to previous year

-34.4%-37.1%-16.4%-10.8%

Evolution (in %) of the compensation of the Chairman of the Boardof Directors

0%0%-14.6%

n/a

Evolution (in %) of the average compensation of the employees

-0.9%

8.4%

-6.2%

+1.7%

Company performance

Pay ratio for the Chairman of the Board of Directors1

Pay ratio on employees’ average compensation

6.0

6.0

6.5

7.1

Evolution of the ratio (in %) compared to the previous year

0.9%

-7.7%

-9.0%

n/a

Pay ratio on employees’ median compensation

7.8

7.8

8.0

9.2

Evolution of the ratio (in %) compared to the previous year

0%

-2.9%

-13.2%

n/a

Evolution (in %) of the compensation of the CEO1

95.3%

-32.9%-40.4%-15.8%

Evolution (in %) of the average compensation of the employees2

-0.9%

8.4%

-6.2%

+1.7%

Pay ratio on employees’ average compensation

32.8

16.6

26.9

42.3

Evolution of the ratio (in %) compared to the previous year

97.2%

-38.1%-36.4%-17.2%

42.1

21.6

33.2

54.7

95.2%

-35%

-39.3%-16.7%

Evolution (in %) of the compensation of the Deputy CEO

164.8%

n/a

n/a

n/a

Evolution (in %) of the average compensation of the employees

-0.9%

8.4%

n/a

n/a

32

12.0

n/a

n/a

167.3%

n/a

n/a

n/a

41

15.5

n/a

n/a

164.6%

n/a

n/a

n/a

Pay ratio for the Chief Executive Officer 2

Pay ratio on employees’ median compensation
Evolution of the ratio (in %) compared to the previous year

4

Pay ratio for the Deputy Chief Executive Officer 3

Pay ratio on employees’ average compensation
Evolution of the ratio (in %) compared to the previous year
Pay ratio on employees’ median compensation
Evolution of the ratio (in %) compared to the previous year

In 2023, the position of Chairman of the Board was held by Bertrand Meunier until October 14, 2023, and Jean‑Pierre Mustier, as from October 14,
2023. The compensation of the Chairman of the Board taken into account in the table for 2023 was calculated on the basis of the compensation
paid to both Chairmans in respect of the 2023 fiscal year.
2. In 2023, the position of Chief Executive Officer was held by Nourdine Bihmane until October 3, 2023, and Yves Bernaert as from October 3, 2023.
The compensation of the Chief Executive Officer taken into account in the table for 2023 was calculated on the basis of the compensation paid
to both Chief Executive Officer s in respect of the 2023 fiscal year. It corresponds to the sum of the annual fixed salary as voted by shareholders
on June 28, 2023 (€600,000) and the amount of the variable remuneration paid to Nourdine Bihmane in 2023 for the year 2022 (€322,955, asshown in AMF Table 2 (cf. paragraph 4.3.2.8)). The annualized fringe benefits, the value of the performance shares granted during the year as
disclosed in AMF Table 1 in the same paragraph as well as the monthly allowance related to Nourdine Bihmane's impatriation in France arecalculated prorata temporis of the mandate of each CEO.
3. In 2023, the position of Deputy Chief Executive Officer was held by Philippe Oliva until October 3, 2023. The compensation of the Deputy Chief
Executive Officer indicated in the table for 2023 has been annualized.
1.

4.3.2.9 Compliance of total compensation of company executive officers with the
AFEP‑‑MEDEF Code recommendations
The Company committed in 2008 to implement therecommendations of the AFEP‑MEDEF Code of corporate
governance for listed companies, relating, in particular, to theconditions of compensation of company executive officers,
and to regularly report thereon. The Board of Directors met on
December 12, 2023 to perform the annual review of theimplementation by the Company of these governanceprinciples. Following this meeting, the Board of Directors

considered that the Company’s governance practices,
including on the Company executive officer’s compensation,
are compliant with the recommendations of the AFEP‑MEDEF
Code. The complete and detailed document which supported
this Board assessment of the implementation of the
AFEP‑MEDEF recommendations, as reviewed and updated by
the Board, is made available in its entirety on Atos’ website.

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4.3.2.10 Detail of compensation, due or paid to the Company officers by the Company and its
subsidiaries – AMF Tables n°1 & 2
AMF Table n°1 (in €)

2023

2022

324,005

400,000

Bertrand Meunier, Chairman of the Board of Directors until October 14, 2023
Compensation awarded for the relevant year
Value of options granted during the year--

Value of performance shares granted during the year--

Value of other long‑term compensation granted during the year--

324,005

400,000

Compensation awarded for the relevant year*--

Value of options granted during the year--

Value of performance shares granted during the year--

Value of other long‑term compensation granted during the year

-

-

TOTAL

-

-

962,478

830,463--

1,178,720

186,966--

2,141,198

1,017,429

720,683

658,665--

1,178,720

186,966--

1,899,403

845,631229,361---

412,200---

641,561-

TOTAL
Jean‑‑Pierre Mustier, Chairman of the Board of Directors as from October 14, 2023

Nourdine Bihmane, CEO until October 3, 2023
Compensation awarded for the relevant year**
Value of options granted during the year
Value of performance shares granted during the year
Value of other long‑term compensation granted during the year
TOTAL
Philippe Oliva, Deputy CEO until October 3, 2023
Compensation awarded for the relevant year
Value of options granted during the year
Value of performance shares granted during the year
Value of other long‑term compensation granted during the year
TOTAL
Yves Bernaert, CEO as from October 3, 2023
Compensation awarded for the relevant year
Value of options granted during the year
Value of performance shares granted during the year
Value of other long‑term compensation granted during the year
TOTAL(*) No fixed compensation was paid to Jean‑Pierre Mustier who informed the Board of his wish not to receive his remuneration for his mandate. An amount of€75,995 will be paid by the Group to the Company’s CSR program in India which funds schooling for under‑privileged children.
(**) Including an impatriation gross allowance of €225,000 for 2023, as decided by the Board of Directors on December 15, 2022 and July 27, 2023.

On the date of each grant, the fair value of performance
shares and/or stock‑options granted is determined pursuant
to IFRS 2 standard and recognized in the consolidated
financial statements. The value of the performance shares andstock‑options granted are valued based on this fair value.
Thus, the value of the performance shares or stock‑options

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granted correspond to a historical value on the grant datecalculated for accounting purposes. This value does not
represent a current market value nor the actual value that
may be received by the beneficiary upon vesting provided
that the performance shares or the stock‑options finally vest.

Corporate GovernanceCompensation and stock ownership of Company officers

2023

2022

Due

Paid

Due

Paid

324,005

324,005

400,000

400,000

Annual variable remuneration

-

-

-

-

Exceptional remuneration

-

-

-

-

Compensation allocated due to the directorship

-

-

-

-

Fringe benefits

-

-

-

-

324,005

324,005

400,000

400,000

Fixed remuneration*

-

-

-

-

Annual variable remuneration

-

-

-

-

Exceptional remuneration

-

-

-

-

Compensation allocated due to the directorship1

-

-

-

-

Fringe benefits

-

-

-

-

TOTAL

-

-

-

-

Fixed remuneration**

679,545679,545494,318

494,318

Annual variable remuneration

256,791

322,955

322,955-

Exceptional remuneration

-

-

-

-

Compensation allocated due to the directorship

-

-

-

-

26,141

26,141

13,19013,190962,478

1,028,642

830,463507,508

Fixed remuneration

454,545454,545

329,545

329,545

Annual variable remuneration

256,791

322,955

322,955-

Exceptional remuneration

-

-

-

-

Compensation allocated due to the directorship

-

-

-

-

9,347

9,347

6,165

6,165

720,683

786,847

658,665

335,710

Fixed remuneration

145,455

145,455--

Annual variable remuneration

82,173---

Exceptional remuneration

-

-

-

-

Compensation allocated due to the directorship

-

-

-

-

1,733

1,733

-

-

229,361

147,188--

AMF Table n°2 (in €)Bertrand Meunier, Chairman of the Board of Directors
until October 14, 2023
Fixed remuneration

TOTAL
Jean‑‑Pierre Mustier, Chairman of the Board of Directors
as from October 14, 2023

Nourdine Bihmane, CEO until October 3, 2023

Fringe benefits
TOTAL

4

Philippe Oliva, Deputy CEO until October 3, 2023

Fringe benefits
TOTAL
Yves Bernaert, CEO as from October 3, 2023

Fringe benefits
TOTAL(*) No fixed compensation was paid to Jean‑Pierre Mustier who informed the Board of his wish not to receive his remuneration for his mandate. An amount of€75,995 will be paid by the Group to the Company's CSR program in India which funds schooling for under‑privileged children.
(**) Including an impatriation gross allowance of €225,000 for 2023, as decided by the Board of Directors on December 15, 2022 and July 27, 2023.

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4.3.2.11 AMF Table 11

Executive Officers

Employment contract

Benefits orentitlements due or
likely to become due
as a result of Benefits relating to a
Supplementarytermination ornon‑‑competition
pension scheme
change of position
clauseBertrand Meunier
Chairman of the Board of Directors
until October 14, 2023

No

No

No

No

Jean‑‑Pierre Mustier*
Chairman of the Board of Directors
as from October 14, 2023

No

No

No

No

Nourdine BihmaneCEO
until October 3, 2023

No

No

No

Yes

Philippe Oliva
Deputy CEO
until October 3, 2023

No

No

No

Yes

Yves Bernaert*CEO
as from October 3, 2023

No

No

No

Yes

(*) In accordance with the recommendations of the AFEP‑MEDEF Code, Jean‑Pierre Mustier and Yves Bernaert had no employment contract at the date of
their appointment.

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Corporate GovernanceCompensation and stock ownership of Company officers

4.3.3

Performance share plans and stock subscription or purchase option
plans[GRI 102‑35]

4.3.3.1

Past grants of Performance Shares – AMF Table 9

The outstanding 3,016,024 rights to performance shares reported hereafter represented 2.71% of Atos SE’s share capital as ofDecember 31, 2023.

Past grants of Performance Shares – AMF Table 9
Plan dated Plan dated Plan 1 dated Plan 2 dated Plan 1 dated Plan 1 dated Plan 2 dated Plan 1 dated
07/24/2020 07/27/2021 05/18/2022 05/18/2022 06/13/2022 06/28/2023 06/28/2023 11/16/2023
General Meeting authorizationdate

06/16/2020

05/12/2021

05/18/2022

05/18/2022

05/18/2022 06/28/2023 06/28/2023 06/28/2023

Board of Directors meeting date

07/24/2020

07/27/2021

05/18/2022

05/18/2022

06/13/2022 06/28/2023 06/28/2023

1,155

1,004

12

1,027

2

32

493

1

Total number of granted perf.
shares

870,630

862,100

313,5004

929,055

39,000672,8754

1,125,834

100,000

Of which to the executive officers

28,000-99,000-39,000278,000-

100,000

CEO:
Élie Girard1

28,000

Number of beneficiaries

CEO: Rodolphe Belmer1
Deputy CEO:
Nourdine Bihmane2

-

-

-

-

-

-

99,000

-

-

-

-

-

-

-

19,500--CEO:
Nourdine Bihmane1 2--

19,500139,000-

Yves Bernaert1

End of holding period
Performance conditions

100,000

07/24/2023

07/24/2023

07/29/2024

07/29/2024

05/18/2025

06/28/2025
05/18/2024
andand
05/18/2025 06/18/2025 06/18/2026 06/28/2026

11/16/2026

05/18/2025

05/18/2024
06/28/2025
andand
05/18/2025 06/18/2025 06/18/2026 06/28/2026

11/16/2026

No for 2024
Yes Yes for 2025

Yes

Yes

Partially

Yes

-

-

-

-

-

-

Number of vested shares, as at
12/31/2023

489,265

0

0

0

0

0

0

0

Number of shares cancelled, as
at 12/31/2023

381,365

319,388

196,500

227,976

19,500187,750

75,226-

542,712

117,000

701,079

19,500485,125

1,050,608

100,000

1.

2.
3.
4.

Yes

No for 2025
Yes Yes for 2026

Achievement of performance
conditions

Outstanding performance shares,
as at 12/31/2023

4139,000

Deputy CEO:Philippe Oliva1 2

Vesting date

11/16/2023

Yes

Following the departure of Mr. Elie Girard on October 22, 2021, all performance shares granted under the 2019 plan and 2020 plan for Elie Girard were forfeited. The
performance shares granted to Mr. Rodolphe Belmer under the May 18, 2022 plan were forfeited following his departure on July 12, 2022. All performance shares
granted under the 2022 plan and 2023 plan for Philippe Oliva and Nourdine Bihmane were forfeited following their departure on December 31, 2023 and March 29, 2024.
The performance shares granted on November 16, 2023 under the 2023 plan for Yves Bernaert were forfeited following his departure on January 14, 2024.
Messrs. Bihmane and Oliva were awarded of performance shares under their employment contracts prior to their appointment as Corporate Officers. Those shares were
forfeited following their departure from the Group.
Shares acquired in advance following death or disability.
Number of shares in case of superformance and achievement of 130% of performance targets.

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The characteristics of the French plan and the International plan implemented each year are identical in all respects (sameacquisition dates). The calculation of the level of performance achieved was validated by the Board of Directors on April 7, 2023 on
the basis of the 2022 results.
Performance conditions

Average of the External Revenue Organic growth rates over
3 years (2020‑2022)

Plan dated 07/24/2020*

Above the target set by the Board of Directors

And
Average Operating Margin over 3 years (2020‑2022)

Below the target set by the Board of Directors

And
Cumulated amount of FCF at the end of the 3‑year plan (end of2022)

Below the threshold set by the Board of Directors

AndInternal CSR criteria

Above the target set by the Board of Directors

And
External CSR criteria

Years in question

The average of Atos’ annual DJSI (World or Europe) results vs.
other companies, over the 3‑year period is above the90th percentile
2020, 2021 et 2022(*) The financial performance targets have been adjusted by the Board of Directors on the recommendation of the Remuneration Committee, inline with the initial guidance for 2022.

% of the grant if the employment condition is met at the vesting date

Plan dated 07/27/2020

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92.53%(*)

Corporate GovernanceCompensation and stock ownership of Company officers

Performance conditions

Plan dated 07/27/2021

Plans dated 05/18/2022 and
06/13/2022

Plans dated 06/28/2023 and11/16/2023

In line with the Group’s 2022
and 2023 financial targets
presented to the market on
June 14, 2022.

In line with the Group’s revised
guidance presented to themarket on July 28, 2023

Average of the External
Revenue Organic growth rates
over the 3‑year period (2021,
2022 and 2023 plans)
Average rate of Operating
Margin over the 3‑year period(2021, 2022 and 2023 plans)

In line with the Group’s 2022
Cumulated amount of Freeand 2023 financial targets
Cash Flow at the end of thepresented to the market on
3‑year period (2022 and 2023
June 14, 2022.
plans
Or
Average of the Operating
Margin conversion rates to Free
Cash Flow over the 3‑year
period (for the plan dated
July 27, 2021)
Average of the yearly Atosscores in the DJSI (World or
Europe) compared to othercompanies over the 3‑year
periodThe relative average of ranks
awarded:Floor: 70th percentile
Target: 80th percentile
Cap: 90th percentile

Floor: 70th percentile
Target and Cap: 85th percentile

Percentage of CO2 emissions
Floor vs 2020: -15%
variation per € million revenue
Target vs 2020: -21%:(tCO2/M€) over the 3‑year
Cap vs 2020: -25%
period 2023

Floor: -31.9%
Target and Cap: -34.1%

Relative* stock market
performance of the Atos shareover the 3‑year period (20232024) compared to the medianof the stock market
performance of a basket madeof industry competitor

Floor: 100%
Target: 110%
Cap: 125%

4

Achieve a minimum of 90%
training rate for all Atos Group
employees on Atos Code of
Ethics, Atos Cybersecurity, Atos
Safety Awareness and Atos
Environmental Management
SystemFloor: 90%
Target: 98%

Improve (a) the retention rate
for Atos and (b) the employee
satisfaction rate based on
regular surveys (2024‑2025)(a) Floor: 81%
Target: 84%(b) Floor: 60%
Target: 70%

Period in question

2021‑2023

2022‑2024

2023 -2025(*) This criterion applies only to Plan 1 granted on May 18 and June 13, 2022.

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Corporate GovernanceCompensation and stock ownership of Company officers% of the grant if the employment condition is met at the vesting date

Each performance indicator conditions a percentage of the initial grant. Elasticity curves accelerate upwards and downwards thepercentage of the grant related to each performance indicator according to its level of achievement over the 3‑year period. Thus,
the percentage of vested shares depends on the “Average acquisition rate” calculated according to the level of achievement ofeach performance indicator and its weighting.
Performance indicator

WeightAverage of the External Revenue
growth rates at constant currency
over 3 years (2021‑2023) (“A”)

30%

Floor
TargetCap% of the grant according to the achievement level

-2.9%
-2.4%
-1.9%

30%
100%
150%

Average rate of Operating Margin
over 3 years (2021‑2023) (“B”)

25%

Floor
Target
Cap

3.3%
3.6%
3.9%

50%
100%
130%

Average of the Operating Margin
conversion rates to Free Cash Flowover 3 years (2021‑2023) (“C”)

25%

Floor
TargetCap-142.5%-141%-139.5%

50%
100%
130%

Plan dated 07/27/2021 Percentage of CO emissions
2
variation per € million revenue (tCO2/M€) over the 3‑year period (“D”)

10%

Floor
TargetCap-15% v. 2020-21% v. 2020-25% v. 2020

50%
100%
150%

Average of the yearly Atos scores inthe DJSI (World or Europe)compared to other companies overthe 3‑year period (“E”)

10%

Floor
TargetCap

70th percentile
80th percentile
90th percentile

50%
100%
150%

A * 30% + B * 25% + C * 25% + D * 10% + E * 10% = Average acquisition rate
(The average acquisition rate may not exceed 100%)

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Corporate GovernanceCompensation and stock ownership of Company officers

Plan 1 dated
05/18/2022 and
06/13/2022

Performance indicator

Weight% of the grant according to the achievement level

Relative stock market performanceof the Atos share over the 3‑year
period (2022- 2024) compared to themedian of the stock market
performance of a basket made ofindustry competitors (“A”)

20%

Floor
Target
Cap

100%
110%
125%

65%
100%
130%

Average of the External Revenue
Organic growth rates over the 3‑year
period (2022‑2024) (“B”)

20%

Floor
Target
Cap

-1.2%
-0.7%
-0.22%

30%
100%
150%

Average of the Operating Margin %over the 3‑year period (2022‑2024)
(“C”)

20%

Floor
Target
Cap

3.9%
4.4%
5.4%

50%
100%
130%

Cumulated amount in millions € ofFree Cash Flow at the end of the
3‑year plan (end of 2024) (“D”)

20%

Floor
TargetCap-2,045-1,704-1,227

50%
100%
130%

Average of the yearly DJSI scores(World or Europe) of Atos vs. othercompanies over the 3‑year period(2022- 2024) (“E”)

10%

Floor
Target70th percentile
85th percentile

50%
100%

% of reduction of CO2 emissions (intCO2e) at the end of 2024 (vs.
baseline 2021), with a target of-34.1% (full scopes 1, 2 and 3
according to SBTi net zerorequirements) (“F”)

10%

Floor
Target-31.9% vs 2021
34.1% vs 2021

50%
100%

4

A * 20% + B * 20% + C * 20% + D * 20% + E * 10% + F * 10% = Average Acquisition Rate
(The average acquisition rate may not exceed 130% except for the Corporate Officers whose acquisition rate
may not exceed 100%)

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Performance indicator

Plan 2 dated
05/18/2022

Weight% of the grant according to the achievement level

Average of the External Revenue
Organic growth rates over the 3‑year
period (2022‑2024) (“A”)

25%

Floor
Target
Cap

-1.2%
-0.7%
-0.22%

30%
100%
150%

Average of the Operating Margin %over the 3‑year period (2022‑2024)
(“B”)

25%

Floor
Target
Cap

3.9%
4.4%
5.4%

50%
100%
130%

Cumulated amount in millions € ofFree Cash Flow at the end of the
3‑year plan (end of 2024) (“C”)

25%

Floor
TargetCap-2,045-1,704-1,227

50%
100%
130%

Average of the yearly DJSI scores(World or Europe) of Atos vs. othercompanies over the 3‑year period(2022- 2024) (“D”)

12.5%

Floor
Target70th percentile
85th percentile

50%
100%

% of reduction of CO2 emissions (intCO2e) at the end of 2024 (vs.
baseline 2021), with a target of-34.1% (full scopes 1, 2 and 3
according to SBTi net zerorequirements) (“E”)

12.5%

Floor
Target-31.9% vs 2021
-34.1% vs 2021

50%
100%

A * 25% + B * 25% + C * 25% + D * 12.5% + E * 12.5% = Average acquisition rate
(The average acquisition rate may not exceed 100%)

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Corporate GovernanceCompensation and stock ownership of Company officers

Performance indicator

Plan 1* dated
06/28/2023 and11/16/2023 and, Plan
2** dated 06/28/2023

Weight% of the grant according to the achievement level

Average of the External Revenue
Organic growth rates over the 3‑year
period (2023‑2025) (“A”)

25%

Floor
Target
Cap

2.7%
3.2%
3.7%

30%
100%
150%

Average of the Operating Margin %over the 3‑year period (2023‑2025)
(“B”)

25%

Floor
Target
Cap

5.8%
6.3%
6.8%

50%
100%
130%

Cumulated amount in millions € ofFree Cash Flow at the end of the
3‑year plan (end of 2025) (“C”)

25%

Floor
Target
Cap

-108
-8
92

50%
100%
130%

Achieve a minimum of 90% training
rate for all Atos Group employees on
Atos Code of Ethics, Atos
Cybersecurity, Atos Safety
Awareness and Atos Environmental
Management System (2023‑2025)

12.5%

Floor
Target

90%
98%

50%
100%

Improve (a) the retention rate for
Atos (6.25%) and (b) the employee
satisfaction rate based on regularsurveys (2024‑2025) (6.25%)

12.5%

Floor
TargetFloor
Target

81%
84%
60%
70%

50%
100%
50%
100%

A * 25% + B * 25% + C * 25% + D * 12.5% + E * 12.5% = Average acquisition rate(*The average acquisition rate may not exceed 130% except for the except for the Corporate Officers
whose acquisition rate may not exceed 100%)(**The average acquisition rate may not exceed 100%)

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4.3.3.2

Achievement of the performance conditions related to the performance share plansin the course of vesting or acquired during the year

The performance conditions related to the performance share plan dated July 27, 2021 are based on indicators measured overthree years. The performance conditions of this plan were met, with an acquisition rate of 100% of the performance shares. The
shares will definitively be acquired subject to meeting the condition of presence ending July 27, 2024.
Based on 3‑‑year targets

Group external revenue organic growth2021 - 2023

Objective achievement (%)-1.3%

Criterion completion

Above target

Group operating margin

2021 - 2023

Objective achievement (%)

3.7%

Criterion completion

Above target

Average of the Operating Margin conversion rates to Free Cash Flow

2021 - 2023

Objective achievement (%)-131%

Criterion completion

Above target

External performance condition linked to the social and environmental performance

2021 - 2023

Objective achievement (%)
Criterion completion

Above CapInternal performance condition linked to the social and environmental performance

2021 - 2023

Objective achievement (%)
Criterion completion
Achievement of performance conditions

2022 and 2023 Performance share plans
The performance conditions related to the performance shareplans dated May 18, 2022 and June 13, 2022 are based on
indicators measured over a 3‑year period. The achievement
rates of these indicators as well as final acquisition percentage
will be disclosed in the Universal Registration Document for
the financial year 2024.

170>90 percentile

Universal Registration Document 2023

-6%
Below target
100%
Similarly, the performance conditions related to theperformance share plans dated June 28, and November 16,
2023 are based on indicators measured over a 3‑year period.
Achievement rates of these indicators as well as final
acquisition percentage will be disclosed in the Universal
Registration Document for the financial year 2025.

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.3.3

Performance shares granted to or became available for Company officers during
the year – AMF Tables No 6 and No 7

During fiscal year 2023, Nourdine Bihmane as Chief Executive Officer , Philippe Oliva as Deputy Chief Executive Officer and Yves
Bernaert as Chief Executive Officer , have benefited from the grant of performance shares.
AMF Table 6

Nourdine Bihmane
Philippe Oliva
Yves Bernaert
1.
2.
3.
4.

Plan date

Plan

Number of shares

Vesting date

Availability dateJune 28, 2023

Plan n°11

139,0002

June 28, 2026

June 28, 2026

June 28, 2023

Plan n°11

139,0003

June 28, 2026

June 28, 2026

November 16, 2023

Plan n°11

100,0004

November 16, 2026

November 16, 2026

As a reminder, all the shares granted under plan 1 are subject to the performance conditions described above in 4.3.3.1.
The performance shares granted on June 28, 2023 to Nourdine Bihmane were forfeited following his departure on March 29, 2024.
The performance shares granted on June 28, 2023 to Philippe Oliva were forfeited following his departure on December 31, 2023.
The performance shares granted on November 16, 2023 to Yves Bernaert were forfeited following his departure on January 14, 2024.

During 2023, the performance shares granted on July 24, 2020 became definitively vested and available during the year. The
performance conditions of the plan indicated below are summarized in the paragraph above “Past grants of performance Shares”.
Nourdine Bihmane, Philippe Oliva and Yves Bernaert did not acquire any performance shares during the fiscal year 2023 in theircapacity respectively as Chief Executive Officer , Deputy Chief Executive Officer and Chief Executive Officer .

AMF Table 7

Nourdine Bihmane1

Plan date

Number of sharesavailable during thefinancial year

Vesting date

Acquisition dateJuly 24, 2020

5,5062

July 24, 2023

July 24, 2023

Philippe Oliva1

Not applicableNot applicableNot applicableNot applicable

Yves Bernaert

Not applicableNot applicableNot applicableNot applicable

1.
2.

4

In addition, 3,750 shares were delivered to Messrs Bihmane and Oliva on May 18, 2023 under Tranche 1 of Plan n°2 of May 18, 2022. These shareswere awarded under their employment contract. This Tranche 1, which is "non‑qualified", was not granted under an authorization of the General
Meeting.
The performance shares delivered to Mr. Bihmane were awarded under his employment contract.

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4

Corporate GovernanceCompensation and stock ownership of Company officers

4.3.3.4 Past awards of subscription or purchase options – AMF Tables 8
The Company executive officers and the employees did not hold any exercisable options on December 31, 2023.

AMF Table 8 – Not applicable

4.3.3.5

Stock options granted to, or exercised by, the Company executive officers during
the year – AMF Tables 4 and 5

During 2023, the Company executive officers were not granted any options to purchase or subscribe shares of the Company. In
addition, they did not hold any exercisable options on December 31, 2023.

AMF Table 4 – Not applicable
AMF Table 5 – Not applicable

4.3.3.6 Stock options granted to the top ten employees who are not Company executive
officers, and stock options exercised by them, during the year
During 2023, the employees were not granted any options to purchase or subscribe shares of the Company. The employees did not
hold any exercisable options in 2023.

4.3.3.7

History of the multi‑‑year cash variable compensation paid to each Company
executive officer – AMF Table 10

During 2023, the Company Executive Officers were not granted any multi‑year cash variable compensation.

AMF Table 10 – Not applicable

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5Corporate Social Responsibility
5.1

Introduction to CSR at Atos

174

5.1.1

5.3.7 Employee Engagement

232

Vision174

5.3.8 Corporate community investment237

5.1.2 Governance

175

5.3.9 Social Non‑Financial Performance Indicators

240

5.1.3 Strategy

176

5.4

245

5.1.4 Atos stakeholders’ approach andengagement

177

5.1.5 Challenges and Materiality Matrix

179

5.2

182

Environment

Governance5.4.1 Governance Non‑Financial Performance245

5.4.2 Client Satisfaction and Delivery Capability

245

5.4.3 Research and Innovation

247

5.4.4 Security and Data Protection

253

5.2.1 Atos Environmental Program summary

182

5.4.5 Ethical and trustworthy management of data

263

5.2.2 Environmental governance184

5.4.6 Suppliers’ CSR Performance267

5.2.3 Risks and opportunities related toenvironment

188

5.2.4 Environmental efficiency of Atos operations

192

5.2.5 Atos digital technology (Green IT)

197

5.2.6 Digital solutions for decarbonization (IT for
Green)

199

5.2.7 Other environmental challenges

201

5.2.8 Environmental Non‑Financial Performance
Indicators

204

5.3

208

Social

5.3.1 Social Non‑Financial Performance

208

5.3.2 Talent attraction and retention

208

5.3.3 Skills management and development

212

5.3.4 Employee Health, Safety and Wellbeing at
work

216

5.3.5 Diversity, Equity and Inclusion219

5.3.6 Accessibility and Digital Inclusion

224

5.4.7 Ethics and Compliance273

5.4.8 Vigilance Plan

282

5.4.9 Human Rights

289

5.4.10 EU Taxonomy

290

5.4.11 Tax Policy

306

5.4.12 Policy influence307

5.4.13 Governance Non‑Financial Performance
Indicators

308

5.5
5.6

Non‑‑Financial Performance
Statement
Information about the report

5

311
316

5.6.1 Scope of the report316

5.6.2 Report of one of the statutory auditors,
appointed as independent third party, on theverification of the consolidated non‑financial
statement

322

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5

Corporate Social Responsibility
Introduction to CSR at Atos

5.1 Introduction to CSR at Atos[GRI 2‑12], [GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational Health and
Safety], [GRI 3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]

5.1.1

Vision[GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational Health and Safety], [GRI
3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]
Within Atos, Corporate and Social Responsibility belongs to its“raison d’être”, by which “[…] Across the world, the Company
enables its customers, employees and as many people aspossible to live, work and develop sustainably and confidently in
the information technology space.”
Atos is therefore fully aware of its mission and responsibility
towards society and is convinced that digital can make animportant contribution towards sustainable and social
development, to the fight against climate change, trust in data
management and digital inclusion.
Striving to comply with the highest transparency standards,
Atos has issued a non‑financial report in accordance with the
Global Reporting Initiative (GRI) standards since 2012. This
report also follows the International Integrated Reporting
Council (IIRC) and the Task Force on Climate‑related Financial
Disclosures (TCFD) recommendations. Furthermore, Atos’ CSR

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strategy is fully aligned with the United Nations Sustainable
Development Goals (SDGs).
As required by the Corporate Sustainability Reporting
Directive (CSRD), and to prepare its implementation, Atos has
started in 2023 to conduct a double materiality assessment.
This exercise is fully aligned with CSRD and the European
Financial Reporting Advisory Group’s (EFRAG) requirements
and involve notably consultation of Atos’ internal and external
stakeholders. The results of this double materiality
assessment will allow Atos to identify the ESG topics that arematerial for the Group from financial and impacts
perspectives.
Based on the assessment, the Board of Directors of Atos,
upon the recommendation of the CSR Committee of theBoard of Directors, will define the new CSR strategy for theGroup.

Corporate Social Responsibility
Introduction to CSR at Atos

5.1.2

Governance[GRI 2‑9], [GRI 2‑13], [GRI 2‑14], [GRI 2‑17], [GRI 2‑22], [GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3
Employment], [GRI 3‑3 Occupational Health and Safety], [GRI 3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos
specific indicators]

Board of Directors
Monitors on a yearly basis the implementation of the CSR strategy

CSR Committee of the Board of Directors
Reviews and helps deﬁne the CSR strategy and priorities

Group Executive Board
100% quantifiable
The Group executive Board is responsible
for the Group CSR function

Group CSR Function
Group Head of CSRGroup CSR managers

Local CSRManagers

Support function
and business
contributors

Environmental
Management
System (EMS)Managers

The CSR organization is present at all levels of the Company
up to the Board of Directors which is ultimately in charge ofmonitoring the implementation of the CSR strategy. The Boardof Directors reviews the CSR initiatives and targets andpresents the CSR strategy achievements to the Annual
General Meeting of shareholders on a yearly basis. For moredetails, please see Chapter 4.2.4.2.
The CSR Committee of the Board of Directors, which firstmeeting took place in January 2019 is directly involved indefining the CSR strategy and priorities. For more details,
please see Chapter 4.2.4.6.
Ms. Valérie Bernis has chaired the CSR Committee of theBoard of Directors since its creation and up until the end of2023. Replacing Ms. Valérie Bernis, Ms. Françoise
Mercadal‑Delasalles has been appointed member and chairof the CSR Committee of the Board of Directors since her
appointment to the Board of Directors in January 2024. Farès
Louis and Monika Maurer also sit on the CSR Committee of
the Board of Directors.
Ms. Mercadal‑Delasalles has a wealth of experience in finance,at the crossroads between the senior civil service and theprivate sector, and solid expertise in digital technology.
Particularly sensitive to the social challenges of digitaltransformation and inclusion, she has been appointed
Co‑Chairwoman of the Conseil National du Numérique andSenior Advisor. Françoise Mercadal‑Delasalles steered Société
Générale’s digital transformation project. In particular, she is
responsible for deploying the Digital for All program, an
ambitious project to equip employees and a vast program tosupport change and the adoption of digital technology. She isalso the co‑founder and President of Auxo Dynamics, an ESG
digital platform which supports companies in their transition tosustainable business models, and helps steering CSRD and
SEC compliant reportings;
Mr. Farès Louis brings an employee perspective to the worksof the CSR Committee, resulting from his current position in
the Group as Business Developer but also from his extensive
experience as employee representative both in trade unions
and at European Committee and work’s council levels.
Ms. Monika Maurer has more than 25 years of international
management experience, having successfully managed
several business segments, and led large global teams in
Product Management and R&D, Operations, Supply Chain and
Manufacturing, Services and Delivery, and Business
Development, Presales and Tendering. She brings this verybroad range of expertise in the operation of a Company to theworks of the CSR Committee, together with experiences inseveral Committees (including Strategy, Remuneration and HR
Committees) in listed and non‑listed companies
At upper management level, the Group Executive Board
provides guidance and supervises the Atos CSR program andis associated with the validation of the CSR strategy and theimplementation of the program.
The Group Head of CSR (Group CSR Officer) manages theentire CSR program and reports to the Group Executive Board.
The Group Head of CSR presents on a regular basis to theGroup Executive Board the latest achievements and planned
objectives both at global and regional levels on theenvironmental and social initiatives of the Group andhighlights cooperation needs by other functions or businesslines to further the CSR strategy. The Group CSR Officer
oversees internal and external CSR communications and is theprime contact with non‑financial agencies and investors on
CSR topics.
The Group CSR function is led by the Group CSR Officer andcoordinates and aligns the CSR program and strategy within
the Group. It is composed of a core international team ofGroup CSR managers who work closely with local CSR
managers, support and business functions as well as the EMS
managers in the Group. Weekly and monthly reviews areorganized to design, implement, and monitor main axes ofactions and targets. Specific channels are in place to facilitatecommunications across the Group. With the creation of the
Eviden and Tech Foundations business lines, the Group CSR
function and the local CSR teams have been strengthened
and organized in two teams, each focusing on business line
specific issues, ultimately contributing and reporting into theGroup’s global CSR strategy.

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Corporate Social Responsibility
Introduction to CSR at Atos

5.1.3

Strategy[GRI 2‑22], [GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational Health and
Safety], [GRI 3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]
Sustainability is no longer a niche topic. The demands forsustainable business have become loud and clear. They run
through all areas of business. The worsening events linked toclimate change have made the need for digital technologies
obvious. Tech for good has become a value proposition and
Digital Social Responsibility is more important than ever.
The review of Atos CSR challenges is performed regularly
through a materiality assessment that prioritizes the areas
where the Group must focus on incorporating best practices
in the market, trends in the digital sector, and compliance withexisting regulations and international standards. Atos has also
developed robust systems and procedures to ensure
Corporate Social Responsibility matters are being measured
and reported, following Atos integrated thinking and reporting
principles.
Through its business strategy, Atos believes in creating
significant positive impact to the society:
P From an environmental perspective, Atos’ main ambitions

are to fully contribute to a more decarbonized andsustainable world by reducing Atos’ own carbon emissions
and to promote digital solutions that support its supply
chain and clients in their own decarbonization journeys. To
support these ambitions, the Group addresses a wide range
of environmental issues and intends to cover in acomprehensive manner all the significant impacts, risks andopportunities related to its business model and main
activities;
P From a social perspective, Atos recognizes that its principal

asset and competitive advantage is its employees. In an
environment of strong competition for talent, Atos isreinforcing its key programs in talent attraction andretention and skills management, to make it an employer ofchoice, and a place where employees can have control of
their careers and develop in an inclusive, creative,
responsible
andcollaborative
workplace.
These
fundamentals are supported by strong change programs(notably culture and workplace), high attention to people
care, and diversity and inclusion;

P From a governance perspective, Atos is fully committed toenhance trust in the digital transformation age (i) bybehaving as an ethical player towards its sphere of
influence and therefore apply the highest ethical standards
from the very top of the company to the heart of its
operations, and (ii) by contributing to building a trusted
digital space for all, therefore designing innovative andsecured solutions that help maintain trust and security for
persons (individual, companies, states) who navigate in thedigital space.

The Atos Group is recognized by the most relevant ESG ratings as the leader in its industry.
2023 MARKET ESG RATINGSATOS SCOREATOS POSITION

82/100

Top 10%MSCIAAATop 11%ISS ESGC+

Top 20%

Moody's Analytics

72/100

Top 1%ECOVADIS

84/100

Top 1%

S&P Global ESG (for DJSI inclusion)

Note: information as of February 15, 2024.

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Corporate Social Responsibility
Introduction to CSR at Atos

5.1.4

Atos stakeholders’ approach and engagement[GRI 2‑28], [GRI 2‑29], [GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational
Health and Safety], [GRI 3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]
Atos is fully aware of the importance of engagement with its
stakeholders. To structure its stakeholders dialogue, Atos uses
international standards such as the AA1000 SES (2015)
standard in alignment with the following principles: Inclusivity,
Materiality, Responsiveness, and Impact (see “5.6.1.2 Respectof the AA1000 standards” for more details).

Atos’ stakeholders are identified as external and internalGroups and individuals who represent clients, employees,
investors, employee representatives, business partners andsuppliers, as well as communities and public authorities. Atos
engages in a constant dialogue with stakeholders at all levelsof the organization using a variety of interaction channels toensure a transparent communication about its CSR program
and to align with the demand of the market and investors.

Mapping of stakeholders’ expectations[GRI 203‑2], [GRI 2‑29]
Atos engages regularly with its stakeholders to better
understand, prioritize their needs, and ensure that its strategy
remains fully aligned with their expectations.
In 2023, the CSR Committee of the Board of Directors met
twice to discuss current and future CSR challenges, validate
the CSR strategy and confirm the roll‑out of the related
initiatives.
Sustainability requirements are increasingly demanding on all
stakeholders’ businesses. During the year, dialogues withexternal stakeholders confirmed that the Atos CSR strategy
and initiatives effectively address the issues they raised. The
exchange with Atos clients’ sustainability leaders has also

increased significantly, as achieving ambitious environmental
goals requires interaction throughout the value chain. In
addition, Atos continued to be actively engaged in 2023 byregularly attending investor meetings, interacting with leading
standards organizations such as the Global Reporting Initiative(GRI), and engaging with ecosystem partners for instance atthe 3rd Edition of Atos Sustainability Conference during the
COP 28. Business partners must work together in terms ofsustainable supply chains and exchange data and information,and finally, all market participants are confronted with new
regulatory requirements that also require a professional
dialogue. Sustainability thrives on interaction beyond
contractual business relationships.

Clients

Employees

P expectations: Atos clients expect innovative digital solutions

P expectations: Atos employees expect to work in the bestthat create value by helping them optimize their operational
performance and address their own challenges such as
tackling climate change or reporting according to somerequirements. These solutions also need to ensure high levelsof security and data protection;
P challenges and key topics: Client satisfaction. Client trust.
Anticipation of clients’ future needs. Security and dataprotection. Innovation;
P value created by Atos: Atos’ business model is founded on
creating value for its clients and partners through innovativeand sustainable business solutions that will meet their needs
to perform in the new digital economy.
Sustainable Development Goals (SDGs) addressed: 8,9,12,16.

5

possible environment, where their work is valued, their data is
protected, and their ambitions and potential can be realized
through opportunities to grow and develop within thecompany;
P challenges and key topics: Health and safety. Skills
management and development. Talent attraction andretention. Employee commitment, engagement, andsatisfaction. Brand appeal, wellbeing at work, diversity;
P value created by Atos: Atos recognizes that being a
responsible employer means providing a safe, diverse,
inclusive, and rewarding work environment, while preparing its
people for the workplace of the future. Atos has put in place
programs to train and develop its employees and encourageinternal hiring and promotion. At the same time, Atos hasdeveloped strong partnerships with leading universities
worldwide to attract the best young talents.
SDGs addressed: 3,4,5,10.

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Introduction to CSR at Atos

Investors and analysts

Partners

P expectations: investors expect profitability and efficiency from P expectations: collaboration with Atos partners is key to faceAtos, in line with its carbon footprint and energy efficiency
commitments to tackle climate change. Atos keeps investors
informed about its strategy and Corporate Social
Responsibility achievements and objectives, while responding
to their demands for clarity and transparency regarding value
creation and resource management;
P challenges and key topics: Integrated thinking. Effective
reporting to articulate strategy. Transparency. Credibility;
P value created by Atos: Atos discloses its CSR KPIs andintegrates financial and non‑financial factors, providing
valuable information to investors.
SDGs addressed: 8,9,12,16.

challenges in the IT industry and ensure the development ofinnovative technologies;
P challenges and key topics: Anticipation of clients’ futureneeds, Innovation, Security and Trust;
P value created by Atos: Atos has a unique partnershipecosystem that consists of both major IT industry players andstart‑ups that work together with Atos labs and BusinessTechnology Innovation Centers. This enables Atos to combine
a disruptive mindset with best‑in‑class technologies in its
digital solutions for its clients.
SDGs addressed: 8,9,12,16.

Suppliers

Communities and society

P expectations: Atos suppliers want to benefit from access toP expectations: Atos is expected by society and local

new markets, revenue growth and fair margins. They expect
long‑term relationships supported by ongoing dialogue that
ensures the observance of contracts, shared ethical values
and trust;
P challenges and key topics: ethics and responsibility in thevalue chain. Collaboration. Knowledge sharing. Efficiency;
P value created by Atos: as the first ICT company to obtainapproval for its Binding Corporate Rules (BCR) by theEuropean data protection authorities, Atos continues to place
data protection as a key component in its business culture. Its
governance framework uses ethics and compliance to driveorganizational processes and business thereby securing asustainable supply chain. Atos works closely with its suppliers
to ensure that they meet the required standards onenvironment, labor and human rights, ethics and sustainableprocurement.
SDGs addressed: 8, 9, 12,16.

communities to provide socio‑economic benefits through job
creation, smart solutions and new technologies. Atos is also
expected to reduce its environmental impact and help its
clients and suppliers in doing the same. Public bodies deliveradministrative authorizations and set the regulatory context inwhich Atos operates;
P challenges and key topics: Digital inclusion. Education andknowledge equality. Savings. Performance. License to operate.
Employability;
P value created by Atos: Atos is committed to generating
economic value that also benefits society by addressing its
needs and challenges. As a recognized leader in CSR in the IT
sector, Atos minimizes and offsets environmental impacts andgenerates sustainable profits to support innovation. Throughits support for volunteer programs, university relations andcorporate citizenship activities, Atos aims to have a positiveand long‑term impact on local economies, support social
progress and reduce the digital divide.
SDGs addressed: 5,10,12,13,16.

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Corporate Social Responsibility
Introduction to CSR at Atos

5.1.5

Challenges and Materiality Matrix[GRI 3‑1], [GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational Health and
Safety], [GRI 3‑3 Training and education], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]
The Atos’ CSR approach is supported by a materiality
assessment performed to prioritize its actions on the businessactivities integrating the stakeholders’ expectations. In thiscontext, materiality assessment is a tool used to connect andprioritize financial and non‑financial considerations.

P A good management approach of the Environmental

In the materiality assessment, Atos seeks to identify theprincipal topics and challenges that the market and key
stakeholders consider as essential for Atos. These topics arematerial because they are critical to achieve the organization’s
goals, secure its business model, and manage its impact onsociety.

enables Atos to be a responsible employer and creates awork environment that meets the needs and expectationsof employees;

material topics supports the transition to a zero‑carbon
economy at a global scale for the Group, its clients and thesociety;P A good management approach of the Social material topics

P A good management approach of the Governance material

Atos materiality matrix follows the three broad dimensions or
areas of interest in CSR: Environment, Social and Governance:

topics helps Atos to be an ethical and fair player within thesphere of influence and generating value for clients andpartners through innovative and safe solutions.

Atos material topics and boundaries aligned with GRI Standards[GRI 3‑2]
The following topics of GRI Standards are material for Atos as a whole. Outside the organization, these topics are material for the
stakeholders mentioned below.
Atos Material TopicGRI Material Topic

Topic boundaries outside theorganization

P Client satisfaction and delivery capability

Atos specificClients, Investors and analysts

P Corporate governanceAtos specificInvestors and analysts

P Security & Data Protection

418 Customer Privacy

Clients, Investors and analysts

P Solutions to address clients’ environmental

302 Energy
305 Emissions

Clients, Investors and analysts

P Talent attraction and retention

401 Employment (incl. Hiring)

Not material outside theorganization

P Research and Innovation

Atos specificClients, Investors and analysts,
Suppliers, Business partners.
Communities and NGOs, Public
entities

P Carbon footprint and energy efficiency of Atos

302 Energy
305 Emissions

Clients, Investors and analysts

P Compliance with laws and regulations, including

205 Anti‑corruption

Clients, Investors and analysts,
Suppliers, Public entities,
Communities and NGOs

P Skills management and development

404 Training and Education

Not material outside theorganization

P Eco‑efficiency of technologies and solutions

302 Energy

Clients, Investors and analysts

P Employees’ Health and Safety

403 Occupational Health and Safety Not material outside theorganization

challenges including decarbonization (IT for Green)operations

anti‑bribery(Green IT)

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Corporate Social Responsibility
Introduction to CSR at Atos

Atos materiality matrix[GRI 2‑22], [GRI 3‑2], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Occupational Health and Safety], [GRI 3‑3
Training and education], [GRI 3‑3 Anti‑corruption], [GRI 3‑3 Customer privacy], [GRI 3‑3 Atos specific indicators]
In 2020, the Group conducted a materiality assessment incollaboration with an external expert advisor, engaging both
Atos internal and external stakeholders. The materiality matrix
derived from this assessment remains applicable for the 2023
exercise. The material topics are reviewed and updated on a
yearly basis depending on the sector and company
evolutions. This materiality matrix summarizes the Atos’ CSR
material topics for the three ESG dimensions.
Atos has initiated in 2023 a double materiality assessment as
required by the Corporate Sustainability Reporting Directive(CSRD). This exercise involves consulting both internal andexternal stakeholders while accounting for the specific issues

related to Tech Foundations and Eviden’s business lines. The
results of this double materiality assessment will allow Atos toidentify the ESG topics that are material for the Group fromfinancial and impacts perspectives.
Atos informs its stakeholders about those topics in this annual
report (Atos Universal Registration Document), however
additional information is disclosed based on the regularcommunications with stakeholders in workshops, meetings,
events, and based on interviews with the CSR Committee of
the Board of Directors and the Group Executive Board
members on the current CSR strategy.

Atos Materiality Matrix

Relevance to stakeholders

Employees’ healthand safety70%

Skillsmanagementand development

60%

50%

Compliance withlaws including
anti-bribery

60%

70%

Client satisfaction
and delivery capability

Research andinnovation

Corporate
governance
Security anddata protection

Talent attraction
and retention

80%

The matrix above presents the eleven material topics basedon the relevance for stakeholders and the impact on Atos. Thismatrix is reviewed every year to confirm that the priorities arestill appropriate for the good development of the Group CSR
Strategy which aims to align business practices with a positive
impact on the society, fully aligned with the Atos purpose.
These eleven top priorities contribute directly to seven ofseventeen Sustainable Development Goals (SDGs) defined by
the United Nations as presented in the above infographic.

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90%

Governance80%

Decarbonization
solutions to addressclients’environmental
Eco-eﬃcient digitaltechnologies and challenges (IT for Green)solutions (Green IT)

Environment

90%

Carbon footprint
and energy
eﬃciency of Atos

Social100%

Atos contribution
to SDGs
for the top 11
material issues

100%
Impact on Atos

In addition, Atos remains committed to other relevant topics,
such as digital inclusion, diversity, employee engagement or
supply chain management, and contributes significantly to thepositive impact on employment by developing new jobs
opportunities in emerging countries, supporting local
economic development, and generating economic growth asa whole.

Corporate Social Responsibility
Introduction to CSR at Atos

Environment:

Governance:

Supporting the transition to a zero‑carbon economy at a
global scale for the Group, its clients, and the society.

Being an ethical and fair player within the sphere of influenceand generating value for clients and partners throughinnovative and safe solutions.

The material issues for Atos in relation to Environment are:
P support

decarbonization solutions to address clients’environmental challenges (IT for Green);

P reduce carbon footprint and improve energy efficiency ofAtos operations;

P eco‑efficient digital technologies and solutions (Green IT) –Digital solutions already represent significant impacts forthe environment, and their use will keep increasing in the
future.

Main SDGs for Environment are: “Climate Change” (SDG 13)
and “Responsible Consumption and Production” (SDG 12)

Social:The material issues for Atos in relation to Governance are:P ensure client satisfaction and delivery capability;
P establish a strong corporate governance;
P guarantee Security and Data Protection;
P foster Research and Innovation;
P ensure compliance with laws, including anti‑bribery.

Main SDGs in Governance are: “People, Justice and Strong
Institutions” (SDG 16), “Decent Work and Economic
Growth” (SDG
8)
and“Industry,Innovation
andInfrastructure” (SDG 9).

Being a responsible employer and creating a work
environment that meets the needs and expectations of
employees.
The material issues for Atos in relation to Social are:P manage talent attraction and retention;
P ensure adequate skills management and development;
P guarantee employees’ health and safety.

Main SDGs in Social are: “Decent Work and Economic
Growth” (SDG 8), “Quality Education” (SDG 4) and “Good Healthand Well‑Being” (SDG 3).

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Corporate Social Responsibility
Environment

5.2 Environment
5.2.1

Atos Environmental Program summary[GRI 3‑3 Energy], [GRI 3‑3 Emissions]5.2.1.1

Main environmental challenges

In 2023, the main direct environmental impacts resulting from
Atos’ activities relate to energy consumption in datacenters,
offices, and business travel. The main indirect impacts occur
within the supply chain as well as during the use of solutions

5.2.1.2

Main objectives and action plans

In 2016, as part of the Paris Agreement, Atos’ Chairman
approved key commitments to directly contribute to the fightagainst climate change. Precise objectives were defined, andspecific action plans were put in place to meet thesecommitments.
Most objectives and action plans are still relevant in 2023:
P ensureproper implementation of the Environmental
Program and action plans including the ISO 14001
certification of its main sites;

P measureand report on its full carbon footprint,
comprehensively across all 3 scopes of the GHG Protocol;

5.2.1.3

P reduce carbon emissions aligned with the IPCC 1.5°C

degree pathway and aim for carbon Net‑Zero;P improve energy efficiency and reduce consumption andshift to renewable energy;

P decarbonize its car fleet and supply chain;
P further decarbonize its digital solutions (Sustainable IT/

green IT);P continue to address clients’ decarbonization challenges

through the exploitation of digital technologies (IT for
Green).

Contribution to United Nations Sustainable Development Goals

Through its Environmental Program, Atos positively
contributes to several of the United Nations Sustainable
Development Goals (SDGs). Directly to SDG 12 (Responsible
Consumption and Production) and 13 (Climate Action) andindirectly to SDG 7 (Clean Energy), 8 (Decent Work and182

and technologies deployed by the Group. Atos’ main
challenges and environmental impacts, risks, andopportunities are further explained in a following section.

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Economic Growth), SDG 9 (Industry, Innovation, andInfrastructure) and 15 (Life on Land). Atos reports against eachof these SDGs and the results can be found in the following
sections.

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Environment

5.2.1.4

Environmental Program external recognition

For more than 10 years, Atos has been recognized by many
key players for its actions to reduce its environmental impact
and its carbon emissions, to integrate the business challenges
linked to climate change, and for the quality and transparencyof its communication.
In 2023, Atos was once again selected as a member of the
Dow Jones Sustainability Index (DJSI) (1) Europe.
In February 2023, Atos was, for the 10th consecutive year,
included in S&P’s Global Sustainability Yearbook. For this2023 edition, Atos has received a Top 10% S&P Global ESG
score in the IT Services industry. In the review of 7,800
companies globally, Atos is ranked as one of the mostsustainable companies in the world. The annual Sustainability
Yearbook recognizes companies, Grouped by industry, thathave demonstrated strong corporate sustainability.
In March 2023, Atos was recognized for the fourth year in arow on the prestigious CDP’s Supplier Engagement Rating
Leaderboard and has thus been recognized by CDP for its
work to engage suppliers to reduce emissions, lower
environmental risks and jointly tackle climate change. Only the
top 8% of companies who disclosed information for the fullclimate questionnaire achieved a place on the CDP Supplier
Engagement Leaderboard.
In March 2023, Atos was also honored as a winner of a SEAL
Business
Sustainability Award,
for its
leadership,transparency, and commitment to sustainable businesspractices. The SEAL Organizational Impact Award recognizes
overall corporate sustainability performance and represents
the 50 most sustainable companies globally. Winners wereselected by combining two premier ESG data sets – the CDP
A‑List ™ and the Corporate Sustainability Assessment (CSA,
now part of S&P Global ESG Scores ™).
In October 2023, Atos was awarded a platinum medal by
EcoVadis in recognition of sustainability achievement. To
receive this medal, companies must have an overall score of
78‑100. Atos's score was 84 and reached 100 in theenvironmental domain.
CSR‑specific awards and recognition obtained in 2023 can befound in section 5.1.3 Strategy. The ISO 14001 certifications inrelation to the Group’s Environmental Program are detailed inthis section 5.2.2 Environmental governance.

51) https://www.spglobal.com/esg/csa/results?cid=4142843

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5.2.2

Environmental governance[GRI 3‑3 Energy], [GRI 3‑3 Emissions]5.2.2.1

Governance – management approach

Atos’ global Environmental Program is fully embedded into
the Group strategy. Since its creation in 2018, the Board of
Directors of Atos has regularly convened the CSR Committeeof the Board of Directors which is dedicated to Corporate
Social and Environmental Responsibility (CSR). The role of the
CSR Committee of the Board of Directors is to review andmonitor CSR matters across the Group.
The Group Head of CSR manages the entire CSR Program andregularly informs the CSR Committee of the Board or Directorsof the latest environmental initiatives, objectives, and resultsof the CSR Program. The Group Head of CSR reports to the
Executive Board which oversees the entire CSR Program. She
regularly informs the Group Executive Board of the latest
environmental initiatives, objectives, and results of the CSR
Program.
Regular meetings led by the Group Head of CSR are held withexperts in several essential areas for the success of Atos’
Environmental Program. In these meetings, the Global Head ofReal Estate, the Chief Procurement Officer and Head of

5.2.2.2

At a more detailed level, the Environmental Program ismanaged by the Group Environmental Program Manager anda dedicated team, comprising representatives from all support
functions and business lines.
An Environmental Management System (EMS) is in place at
the Group level and in all Regional Business Units (RBUs).
Within the RBUs, the EMS Managers and the Heads of CSR
supervise the environmental challenges at regional and local
levels. In addition, in all main sites, the EMS managers havethe responsibility to manage the local environmental
challenges and maintain the ISO 14001 certification.
Climate‑related risks and opportunities are overseen by the
Board of Directors and the Atos Executive Board (seesection 5.2.3).

Environmental Policy, high‑‑level principles, and operational guidelines

Atos implements an Environmental Policy that provides
high‑level principles, over the short and long term, regarding
the Group’s main environmental challenges. It applies to all
Atos’ entities and operations, all office sites, and datacenters

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Sustainable Procurement, the Net Zero Transformation
practice, the Regional Business Units and Industries
representatives, and the CSR Global team present and reporttheir net‑zero initiatives and targets.

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regardless of their location. The Environmental Policy applies
to the full scope of the entire Atos organization (100%)
including its suppliers and subcontractors.

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The 8 main principles of the Atos Environmental Policy are publicly available on the Atos website (1):1Compliance23Global challenges

Initiatives and action plans

4x%

Pollution & environmental protection

Local speciﬁc challenges
Locally identify specific challenges at siteor country level and resolve potential
issues that may arise (products andservices, logistics, distribution, waste
management, recycling, recovery, water…).

CO2
5

6

Atos Partners
Ensure that our suppliers, contractors ofgoods and services and other key
business partners respect this Policy andstrongly contribute to our environmental
progress.

Implement and monitor the necessary
trainings, initiatives, and action plans tosteadily make progress on our signiﬁcantaspects and challenges.

Performance monitoringx%

Prevent pollution and protect theenvironment by adopting appropriate
procedures and controls to reduce our
impact on the environment.

Identify and comply with applicablelaws, regulations and other relevant
legal requirements relating to theenvironmental aspects of ouractivities.

Address our global challenges (carbon
emissions, energy, travel, sustainabledigital solutions) and for the mostmaterial set targets and objectives toreduce their impact.

x%

7

8

Awareness

Review for each material challenge, on a
yearly basis, our performance against our
global and local environmental targets
and follow a continuous improvement
approach.

Communicate with our internal andexternal stakeholders on their expectations,
our action plans, and our environmental
performance.

The full comprehensive Atos Environmental Policy covering allenvironmental challenges (carbon emissions, energy
efficiency, waste management, etc.) is shared with external
stakeholders upon request.

Atos has formalized its commitment to integrity, notably
through its Code of Ethics, which materializes therequirements in terms of ethical behavior from its employees,
and through its Atos Partners’ Commitment to Integrity, whichsets out the ethical commitment that Atos expects its Partners
to take before entering in a contractual relationship with them.
This Atos Partners’ Commitment to Integrity also aims to
support Atos' efforts to decarbonize its supply chain in linewith its carbon reduction science‑based targets (seesection 5.4.6).

Internally, the Environmental Policy is complemented by theBook of Environmental Guidelines per challenge. It includes
regularly updated information about the context of eachenvironmental challenge and its main concrete instructions,ambitions, objectives, or targets at the Group and/or at the
local level.

1) https://atos.net/wp‑content/uploads/2023/07/atos‑environmental‑policy‑2023‑en.pdf

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5.2.2.3

Environmental Management System and ISO 14001 certification[A14]
The Environmental Management System (EMS) is a framework
covering the entire Group, supporting the achievement of its
environmental objectives through a powerful end‑to‑end
governance, and Plan‑Do‑Check‑Act process allowing
consistent evaluation, and improvement of its environmental
performance.
The EMS is in place at the Group level and in all regions andall Atos' employees are covered. The EMS is part of theIntegrated Management System to ensure synergies between
all management systems for Quality, IT, Security, andEnvironment.
Since 2018, Atos has chosen to deploy an ISO Multisite
Certification (MSC) process which follows a 3‑year life cycle
satisfying requirements of ISO norms underpinned via
different management systems for Quality, IT, Security, andEnvironment:
P ISO 9001:2015 for the Quality Management System;
P ISO 20000‑1:2018 for the IT Service Management System;

The MSC management coordinates, standardizes, andoptimizes the ISO 14001 certification with an end‑to‑end
compliance approach from Group to site level. As a result, allsites certified or in the process of being certified are following
this end‑to‑end approach from Group to site level. Thisguarantees strong coordination and proper local EMS
implementation at all stages.
The EMS and the ISO 14001 certification of the Group’s mainsites are two operational tools that help Atos:
P to implement and operate the Environmental Program, its

policy, and its operational guidelines companywide;

P to monitor the Group’s main challenges (energy, travel,

carbon emissions, Green IT and IT for Green solutions andservices) as well as the local challenges (e.g. water, waste)
through consistent action plans and controls internally andexternally audited;

P to avoid the risks of non‑compliance with regulations andstakeholder requirements;

P ISO 27001:2013 for the Information Security Management

P to maintain or gain new market share as ISO 14001

P ISO 14001:2015 for the Environmental Management System.

Additionally, Atos relies on an Environmental Legal Watch(ELW) and internal auditors to support the Environmental
Program and policies. As such, each region and its respective
countries develop an ELW, which is locally executed andglobally monitored to specifically address local legal
requirements, to prevent any environmental issues, and for
dialogue with local stakeholders. If significant local
environmental challenges arise, they are discussed during themanagement reviews, and the necessary actions that must be
taken are agreed upon. Finally, Atos internal auditors,
supported by the Group EMS, support the Company’senvironmental policies, and assist in internal controlling
processes.

System;This ISO MSC process is totally integrated into the Groupbusiness lifecycle providing guarantees for clients that Atosdelivers consistent services and products worldwide for the 4certified domains.
To ensure an efficient implementation of its Environmental
Program and Management System, Atos has chosen to certify
under ISO 14001:2015 all its main sites with the below criteria
falling within the scope of ISO 14001 certification process,independently verified by an external certification body with arelease of official certificates corresponding to the scope:
P all office sites accommodating more than 500 internal

employees;

P all core datacenters operated by Atos;P other sites to meet local business or legal needs.

certification is increasingly requested.

To further ensure consistency of implementation, training is
key for the EMS community. A complete “ISO 14001:2015
Mentorship Training program” has been created which
provides extensive training of all that is mandatory for each
new local EMS manager and is complemented by dedicatedcalls to answer and support specific queries. This training isessential to guide the EMS Manager in the preparation of all
the necessary actions, processes, and documentation forupcoming certifications.
Following the certification life cycle process, samples of sites
are annually audited by Atos’ internal auditors and assessedby an accredited external international certification body. The
results of ISO 14001 internal audits are presented in an annual
audit program, ensuring that a high level of maturity andknowledge is maintained across the Group.

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For the external assessment waves in 2023 assessed by an
external accredited certification body for ISO 14001:2015
Environmental Management System Standard within thescope of certification, Atos continues to meet the certification
requirements. The ISO 14001:2015 certificate was issued withthe sites certified listed by legal entities and per country. As
part of the setting up of the Tech Foundations and Eviden
business lines, each business line now has its own
ISO 14001:2015 certificate. The Tech Foundations certificate
was issued in November 2023 and the Eviden certificate wasissued in December 2023.
The ISO 14001 indicator, A14, which indicates the sites formallywithin the “certification process” is among the environmental
KPIs for the Group which is biannually monitored during the

5.2.2.4

data collection process. A site is formally entered into the“certification process” when a budget has been allocated or
the EMS manager has been appointed for this process.
The overall portfolio of Atos operational sites evolves overtime due to delivery agreements, acquisitions, divestitures,and efficiency programs. Atos’ current objective is to have at
the end of each year at least 80% of its main sites (offices ofmore than 500 internal employees and core datacenters)either already certified or in the process of being certified. At
the end of 2023, 88.6% (88% in 2022) of Atos’ main sites were
ISO 14001 certified or in the process of being certified andmore than 73,000 employees were working in one of thesesites. At the end of 2023, a total of 95 offices and datacenterswere certified.

Communication, information, and training process

Atos rolls out an annual global communications plan covering
all its main environmental challenges which is communicatedinternally and externally through videos, reports, posts, blogs,
position papers, websites, external ratings, press releases,
information spaces and dedicated meetings, mobile
applications, and training.
To strengthen environmental awareness, the Atos internal
global reporting process is specifically supported bydedicated training on environmental challenges and KPIs. As
an example, the EMS/ISO 14001 certification program is
supported by mandatory e‑learning to engage all employees
and promote eco‑friendly behavior worldwide. Several digitalcollaborative communities address sustainability‑related
topics such as environmental challenges, market trends,
stakeholder expectations, innovations, business challenges,
and best practices.
In 2023, 91.77% of the total Atos workforce (active internal
employees), across all sites, received complete online training

covering the Environmental Program and its challenges with afocus on the environmental management system deployedwithin the Group (89.1% in 2022, 86.1% in 2021, 78.9% in 2020,
67.8% in 2019, 50% in 2018).
To communicate its environmental commitments and actions,
Atos also organizes physical or online events, and workshopswith suppliers. In September 2023, Atos organized the
2nd Edition of Atos Sustainability Initiative Advancing What
Matters. In a digitally driven world, where technology is an
integral part of everyone’s daily lives, the importance ofsustainability cannot be overstated. Sustainable IT services
have emerged as a powerful force for positive change,
redefining how Atos interacts with technology while
minimizing its environmental impact. At this exclusive event,participants embarked on a collective journey into the worldof Sustainable IT Services, exploring this vital intersection oftechnology, innovation, and environmental responsibility.

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5.2.3

Risks and opportunities related to environment[GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 201‑2], [A20], [GRI 305‑1], [GRI 305‑2], [GRI 305‑3], [GRI 305‑4], [GRI 305‑5]

5.2.3.1

Identification and monitoring of climate‑‑related risks and opportunities

This section covers the risks and opportunities related to themajor environmental issues and climate change. These cangenerate new opportunities to create added value andbusiness or, on the contrary, negatively impact the Group’s
activity.
Aligned with the expectations from key stakeholders such as
the European Commission, the Task Force on Climate‑related
Financial
Disclosures(TCFD),
Non‑Governmental
Organizations, clients, or student Groups, Atos favors a double
materiality approach that considers both the potential impactsof climate change on companies (risks and opportunities) andthe potential impacts of companies on climate. Atos is officiallya supporter of the TCFD initiative.

Identification and assessment of climate‑‑relatedrisks and opportunities
The identification of the main climate‑related risks andopportunities relating to Atos is co‑led by the Group CSR
department and the Group Risk department and involved
internal experts from key function areas (Logistics andHousing, Datacenter Management, EMS, Insurance, HR,
Security and Business Continuity) as well as business lines andgeographies. Atos used a combination of analysis, tools, andprocesses, including the support of its former subsidiary
EcoAct with its state‑of‑the‑art knowledge and tools.
Multi‑function working Groups, risk assessments, andprospective methodologies were used to assess the risks/
opportunities and scenarios.

Climate model and scenario analysis
Atos used EcoAct’s climate scenarios analysis tool whichcalculates current and future exposure of sites according to
two Intergovernmental Panel on Climate Change (IPCC)
scenarios (RCP 2.6 and RCP 8.5) for three different time
horizons (near term from 2021 to 2040, mid‑term from 2041 to
2060, and long term from 2081 to 2100) according to theclimate hazards as defined by the EU Taxonomy regulation. In
2023, Atos therefore performed a new climate physical risk
assessment using the EcoAct tool, analyzing all 485 sites
where it operates (sites, offices, datacenters, etc.).
Atos used the output of this analysis to identify the main
climate‑related risks to which Atos was exposed (increasing
temperatures, heatwaves, cooling‑degree days, wildfires,water stress, or floods). Atos focused on the worst‑casescenario (RCP 8.5) for the near term (2021‑2040 term) toperform the risk assessment of its main sites and activities.
Key business lines and functions including Logistics andHousing, EMS, Datacenter Management as well as BusinessContinuity departments were involved in working Groups toassess the risk to the business and put in place mitigation
actions or roadmaps where needed to build a more resilientbusiness.

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The EcoAct tool is one of the tools and processes used by
Atos to identify and evaluate climate‑‑related risks andopportunities. Additionally, Atos performs:
P regular materiality and risk assessments, which include

interviews with stakeholders conducted with the help of
external consulting firms;

P as part of the EMS process, regular local and global impact

and risk assessments conducted at the site level;

P pre‑assessments

before choosing new operational
locations and/or when new sites fall under the
responsibility of the Group’s control (geographical location);

P evaluation of the maturity of key suppliers and strategic

partners in the field of climate‑related risks;

P climate change macro and micro‑economic scenarios toidentify the potential business impacts;

P competition benchmarks;
P legal monitoring and documentary research.

These are the tools and processes used by Atos to monitor
and mitigate climate‑‑related risks and opportunities: The
Global Environmental Program, the EMS, and the ISO 14001
certification of Atos’ main sites; the Enterprise Risk
Management (ERM) Process (monitoring main risks that can
impair the achievement of the Group’s objectives), the Book ofInternal Control (BIC), the Legal Risk Mapping and the policies
that frame all activities; the Global “crisis management policy”
and extensive “business continuity” strategies including “local
crisis scenarios” and local “continuity plans”/”recovery
procedures”; the RBUs, Global Operations, and Support
Functions dedicated action plans; the Safety and Emergency
Response Tool (SERT).
The ERM is one of the key risk management activities,
embracing the widest scope of risks. It is included in the Atos
Risk Management policy. It includes enterprise and operations
risks:
P enterprise risks address all risks on the strategic levelconsidering different external sources (e.g., Political,
Economic, Social, Technological, or Environmental) andinternal sources (e.g., by Organization or Process Design);

P operation risks address all the operational/business risks ofthe organization (through Rainbow Delivery and Risk andIssue Management).

The ERM approach is bottom‑up (top risks by organizations)and top‑down (request to assess existing risks from the risk
catalog) and it uses quantitative risk indicators (KPIs) to get
trend visibility. The outcome includes multiple workshops, arisk cartography and an agreement on remedial actions,communication of action plans, and follow‑up throughout theyear. Further information regarding the risk monitoring can befound in section 5.4.8 Vigilance Plan.

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5.2.3.2

Main climate‑‑related risks

Atos’ three main environmental and climate‑related risks concern:
A – Potential changes in regulations linked to climate change (ability to anticipate and mitigate);
B – More frequent and more extreme natural events and disasters (level of resilience); andC – Energy and carbon (new constraints, new limits, new taxes).
Likelihood, time horizon, and potential financial impact of Atos three main climate‑related risks:
Likelihood1

Time horizon2

Financial impact3

Challenge/mitigation

A – Potential changes in regulations Very likely
linked to climate change.
e.g.: Emerging regulation regarding
energy or emission levels (TR).

Short tomedium‑term

Low

Ability to anticipate and absorb
regulatory changes.

Risk

B1 – More frequent and more
extreme natural events anddisasters.
e.g.: Datacenter vulnerability andhosting service risk of failure (PR).

LikelyMedium‑term

Low to medium

Site geographical localization andability to properly assess andmaintain the appropriate resiliencelevel.

B2 – Ability to source IT equipment
infrastructure.
e.g.: Supply chain disruptions (PR/TR).

LikelyMedium‑termVery low to low

Suppliers’ maturity assessment andactive multi‑sourcing policy.

C – Energy and carbon emissions(new constraints, new limits, newtaxes).
e.g.: Increased indirect costs due to
new carbon taxes (TR).

Very likely

Medium‑term

Low

Ability to operate in a low‑carbon
economy and reduce exposure.
Ability to offer energy‑efficient andlow‑carbon IT solutions.

Transition risk (TR) and Physical risk (PR)
1. Likelihood: chance the event/risk will materialize (scale: unlikely, likely, very likely, certain).
2. Time horizon:– short‑term (0‑3 years) – aligned with business 3‑year plans,– medium‑term (3‑10 years) – considers longer‑term strategy and investment requirements,– long‑term (10+ years) – aligned to more generally defined climate risks publicized through global scientific bodies.
3. Financial impact: magnitude of impact for Atos’ operating margin: very low (<€ 10 million); low (€ 10-€ 50 million); medium (€ 50-€ 200 million);high (> € 200 million).

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Resilience/residual risks
Risk A – Residual risk: in the short to medium term, although
new changes in regulations are perceived as very likely, themagnitude of the potential residual impacts upon Atos isperceived as low given the ongoing monitoring, and mitigation
actions undertaken to anticipate and absorb the comingchanges.
Risk B1 – Residual risk: in the medium term, more frequentand extreme natural events are very likely. At the end of 2023,
the climate‑risk identification and assessment that was carriedout highlights the Atos regions and sites that require special
attention because of their current and/or future risk exposure
to one or multiple climate hazards. Out of the twenty‑eight
climate hazards reviewed according to the EU Taxonomy,
eight climate hazards have been deemed irrelevant because
they do not adversely affect the Atos business or sites. The
focus has been set on six physical climate risks that arematerial to the Atos business and sites: increasing
temperatures, heatwaves, cooling degree days, wildfires,water stress, or floods. Key internal functions are assessingthese risks and are taking them into account in performing afull vulnerability assessment of the business and putting inplace mitigating actions where needed.
E.g., Datacenters in the US and Thailand are already exposed
to and will see a substantial increase in heatwaves, coolingdegree days, water stress, wildfires, and pluvial flood intensity.

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If not properly anticipated the combination of increasing
temperatures and water stress may affect cooling needs witha risk of downtime for datacenters, high energy consumption,and cooling costs. The exposure to fires and floods may also
lead to damage to equipment, buildings, and infrastructures.
E.g., Large offices in India, the US, and Mexico are already
exposed to and will see a substantial increase in heatwaves,cooling degree days, wildfires, and pluvial flood intensity.
More intense floods may lead to office closure and damage toequipment and buildings, while increasing heatwaves may
affect the work productivity of staff if cooling systems fail or do
not cool enough under extreme heatwaves. Fires may affectwork productivity or even lead to site closure if there is toomuch smoke or fire danger close by.
Risk B2 – Residual risk: in 2023, Atos mitigated this risk
through its partnership program, its active multi‑sourcing
policy, and through criteria measuring the maturity of its main
providers (more information in section 5.4.6).
Risk C – Residual risk: in the medium term, specific issues(increased costs, taxes, regulations) regarding energy and
GHG emissions are very likely. At Atos, the magnitude of thepotential concrete impact is perceived as low, thanks to thelong‑term ongoing activities to prepare the Group to operate
in a low‑carbon economy.

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Main climate‑‑related opportunities
Atos main climate‑related opportunities are related to:
A – its own progress in terms of operational efficiency and cost
reduction;
B – the attractiveness of its eco‑friendly offerings and thepromotion of sustainable and decarbonization solutions that
help its clients with their own sustainability issues;

C – the high level of resilience of its sites and activities for
hosting critical IT services.
In the context of this section, the term opportunity should beunderstood primarily as potential co‑benefits or by‑productsof actions undertaken either to limit the risks associated withclimate change or to help tackle climate change.

Likelihood, time horizon, and potential financial impact of Atos' three main climate‑related opportunities:
Opportunity

Likelihood1

Time horizon2

Financial impact3

Challenge/mitigation

A – Operational efficiency and cost
reduction.
e.g.: Move to more eco‑friendly,
more eco‑efficient sites.

Very likely/
CertainCurrent/
Short‑term

Low

Ability to roll out global/local
programs like Atos’ ongoing officeand datacenter optimization
programs.

B – Attractiveness of eco‑friendly
and decarbonized offerings.
e.g.: Increased sales thanks to newofferings (Green IT, IT for Green).

Very likely/
Certain

Short‑term

High

Development of new products orservices through R&D andinnovation to reflect shifts in
consumer preferences.

Medium‑term

MediumAbility to offer demonstrably moresecure and resilient sites andactivities against climate change
events.

C – Improved resilience of sites and Likely
activities likely to host critical IT
services.
e.g.: Resilient datacenters.

Likelihood: chance the event/opportunity will materialize (scale: unlikely, likely, very likely, certain).
Time horizon:– short term (0‑3 years) – aligned with business 3‑year plans,– medium‑term (3‑10 years) – considers longer‑term strategy and investment requirements,– long‑term (10+ years) – aligned to more generally defined climate risks publicized through global scientific bodies.
3. Financial impact: magnitude of impact for Atos operating margin: very low (<€ 10 million); low (€ 10 – € 50 million); medium (€ 50 –€ 200 million); high (> € 200 million).

1.
2.

Climate‑‑related development/transition scenarios
The Board of Directors and the Atos Executive Board
oversee climate‑‑related risks and opportunities. From theclimatechangescenario
analysis(transition
risk/
opportunities), Atos has identified that digital technologies/
solutions will become more and more critical to help tackle
climate change and help mitigate its consequences.
Consequently, a global “decarbonization” plan wasformulated and is considered today as one of the mostcredible development/transition scenarios for Atos. A global“decarbonization” development/transition program, initiatedby the Group Head of CSR, the Group CEO, and all support
functions of the Group, has been underway since 2020. As aresult, the strategy and business objectives incorporate thedecarbonization program objectives, aiming for incremental
revenue growth, Atos 1.5°C Science‑based targets, and Atos
net‑zero commitments.

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5.2.4

Environmental efficiency of Atos operations

The selection of sustainability objectives by Atos was
conducted considering relevance and materiality to Atos’operations. This section covers in more detail the objectives,
targets, action plans, and achievements to date regarding theGroup’s main environmental challenges (carbon footprint,
energy consumption, business travel).

5.2.4.1

The KPIs included in this section are implemented within Atos'
overall corporate strategy. They reflect Atos’ sustainability
commitments and showcase its journey as a responsible
company.

Greenhouse Gas emissions

Atos GHG reduction Science‑‑based targets
In October 2021, the Science‑Based Targets Initiative (SBTi)
published the Net‑Zero Standard. The Net‑Zero Standard is
the most globally accepted definition of net zero. The
Net‑Zero Standard provides new criteria for the near‑term,long‑term carbon reduction, and net‑zero targets.

(i)

to follow a reduction trajectory of 1.5°C;(ii)

to reduce the volume of absolute emissions by 90% also
referred to as “deep decarbonization” and,(iii) to neutralize at the same time all residual emissions(maximum 10%) using nature‑based or technology‑basedcarbon capture projects.

Under these new criteria, reaching net zero now requires:At the end of 2021, swiftly following the Net‑Zero Standard publication, Atos reconfirmed its near‑term target and realigned its
long‑term target:
Atos near‑‑term reduction target 2019‑‑2025.

Atos long‑‑term reduction target 2019‑‑2039.

Atos net‑‑zero target 2039.

Target validated by the SBTi:
Reduce by 50% all carbon emissions(Scopes 1, 2, and 3, 2019 baseline).

Atos commitment:
Reduce by 90% all carbon emissions
by 2039 at the latest (Scopes 1, 2, and 3,
2019 baseline).

Atos commitment:
Target: achieve net zero by 2039 at thelatest. (Scopes 1, 2, and 3, 2019 baseline).

2023 emissions per Scope 1, 2 and 3[GRI 305‑1], [GRI 305‑2], [GRI 305‑3]
In 2023, the Group's total emissions (Scopes 1, 2 and 3)
represented 2.231 million tonnes of CO2e (3.303 in 2019).

In 2023, Scope 1 represented 20,517 tCO2e and 0.92% of all
Atos emissions.

The Atos carbon footprint is fully aligned with the GHG
Protocol Corporate Accounting and Reporting Standard.
Consequently:

Scope 2emissionsrepresented
67,979 tCO2e(using“market‑based” conversion factors) and 3.05% of all Atos
emissions (Renewable Energy Certificates (RECs) included).
Using “location‑based” conversion factors reflecting the
average energy mix of countries – Atos Scope 2 emissions
would have amounted to 130,787 tCO2e.

P Scope 1, Groups the direct emissions from fossil fuelsconsumed in Atos facilities (owned or leased), from theAtos car fleet, and also from fugitive emissions from air
conditioning systems;

P Scope 2 Groups emissions from electricity and district

heating;

P Scope 3 emissions are divided into 15 sub‑categories andGroup emissions that occur upstream and downstream in
the value chain.

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Scope 3 represented 2.142 million tons of CO2e and 96.03% of
all Atos emissions.
Within Scope 3, the 3 most significant categories representing
around 95.3% of the full Scope 3 were the upstream
categories 1 and 2 (Goods and services and Capital goods
representing 59.9%) and the downstream category 11 (use ofsold products representing 35.4%).

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Scope 3Emission per categories (in [K tCO2e] and in % of total Scope 3)

2023

Categories 1 and 2 All emission sources from purchased goods and services and capital goods.
Category 3

Fuel and energy‑related activities, not included Scopes 1, 2.

[1,284.1] 59.9%[14.8] 0.7%

Category 4 (and 9) Upstream and downstream transport, fret, warehouses,
not already included Scopes 1, 2.

[39.8] 1.9%

Category 5(and 12)Waste generated in operations and end‑of‑life of sold products.

[2.7] 0.1%

Category 6

Employee’s business travel, not included Scope 1.

[16.4] 0.8%

Category 7

Employees commuting/home working.

[26.4] 1.2%

Category 8

Upstream leased assets.

Category 9

Downstream transport, fret, and warehouses, not included Scopes 1, 2.

Category 10

Processing of sold products.

Category 11

Use of sold products (both Atos’ and suppliers’ products).

Category 12

End of life of sold products.

Included in C5

Category 13

Downstream leased assets.

Not relevant in Atos context

Category 14

Franchises.

Not relevant in Atos context

Category 15

Investments.

Not relevant in Atos context

All

All Scope 3 emission sources

Included in C1 & C2
Included in C4
Not relevant in Atos context[758.1] 35.4%[2,142.3] 100%

Supply chain large impact
As shown above, in 2023 the Scope 3 categories 1 and 2 (allupstream emission sources from purchased goods andservices and capital goods), which are directly resulting fromthe Atos supply chain represented a very significant part ofAtos Scope 3 emissions (59.9%). Because of this, Atos has
added increased focus on Supply Chain management, toimprove the accuracy of emissions data from key suppliers
and to encourage further decarbonization. Carbon reduction
activities within or linked to Atos’ supply chain include:
Implementation of a Strategic Supplier Management program
whereby main suppliers are asked to periodically report theirprogress on sustainability; New supplier selection criteria
including an increased weight for CSR risk and environmental
topics and objectives (including well‑below 2°C and 1.5°C
science‑based targets); A reinforcement of the energy
consumption and CO2 emissions as key purchasing criteria forgoods and services; The inclusion of the cost of energy intobusiness cases and Total Cost of Ownership calculations;
Ongoing improvements regarding actionable KPIs (e.g., datafrom life cycle assessments) to track the effective progressover the years.
More information in section 5.4.6 Suppliers’ CSR Performance.

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Carbon reduction activities[GRI 305‑5]
At Atos, and for many years, action plans have been in place to reduce carbon emissions. In 2019/2023, and sorted by Scope, themain action plans underway at Atos were:
GHG Scope

Main emission sources

Main action plans to reduce carbon emissions

Scope 1

Emissions from fossil fuel consumption, coolingsystems and Atos car fleet

P Energy efficiency and reduction of consumption (offices,

datacenters, travel/transport);

P Shift to renewable or carbon‑free energy, or low‑carbon

energy;P Offices and datacenters optimization plans (including

reduction of used spaces);

P Atos car fleet optimization (shift to electric/hybrid cars).

Scope 2Emissions from electricity consumption anddistrict heating

P Energy efficiency and reduction of consumption;
P Shift to renewable or carbon‑free energy;
P Offices and datacenters optimization plans.

Scope 3

Carbon emissions under influence: Scope 3
categories 1 to 15

2019‑‑2023 emissions reductions and progress
towards 2025
[GRI 305‑5]
Atos reporting covers all its significant emissions fromScopes 1, 2 and 3. Atos Scope 3 covers all 15 upstream anddownstream categories that are relevant. In 2023 (as well as in2019, 2020, 2021, and 2022), the reported emissions covered
above 99% of Atos’ activities (revenue).
The data and methodologies used by Atos to calculate its
emissions are reviewed by external auditors (1) (See Reportfrom the external auditors in section 5.6.2). Progress made incarbon accounting and remaining uncertainties are describedin section 5.6 – Information about the report.

P Decarbonization of Atos Supply Chain: progress with

suppliers (CO2 targets and criteria, ratings, specificprogress plan);
P Promotion of hosting services and digital technologies
with the lowest possible environmental footprint. (green
IT);
P Travel/transport optimization and green mobility, remote
working tools, homeworking;
P Other small categories optimization action plans.
Between 2019 and 2023 in intensity, all Atos emissions
decreased by 27% (tCO2e/M€ revenue). This reduction waspartly due to structural progress (e.g., Atos car fleet,
datacenters, and offices optimization – impact on Scopes 1
and 2) and partly by the progress made by main suppliers(actual data from suppliers’ carbon reporting – main impact on
Scope 3 categories 1, 2 and 11).
Between 2019 and 2023, Atos “Carbon Operational
Perimeter” (emissions under direct control or direct influence
including Scopes 1, 2 and 3 category 6) reduced by 58.1%
exceeding the 1.5°C pathway and already at a level only
expected by 2030. (See chapter 5.2.4.1).

Between 2019 and 2023 in absolute, all Atos emissions
decreased by 32.5% (tCO2e). This absolute reduction is in linewith Atos´' near‑term targets. The reduction still to beachieved by the end of 2025 to reach the Group's near‑termtarget is around 17.5%.

1) A quantitative validation was done on Atos operational perimeter (GHG scopes 1, 2 and 3 category 6) and the rest of Scope 3 was verified through aqualitative review.

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Evolution of GHG emissions between 2019 and 2023 and reduction still to be achieved to reach -50% (near‑term SBT):
GHG Protocol
Scopes
GHG emissions
Absolute (CO2e)

Scope 1 1

Evolution
2019‑‑2020

Evolution
2020‑‑2021

Evolution
2021‑‑2022

Evolution
2022‑‑2023

Total Evolution
2019‑‑2023

Still to beachieved
to reach -50%
(near‑‑term SBT)

-27.6%

4.8%-18.3%-6.8%-42.2%-7.8%

Target exceededby 11.8%-61.8%

Scope 2 2-30.5%-42.7% 4+27.4%-24.8% 4

Scope 3 3

-14.1%-13.4%+4.2%-11.0%-30.9%-19.1%All Scopes-15.1%-14.2%+4.7%-11.4%-32.5%-17.5%

1.
2.
3.
4.

Scope 1 Groups these direct emissions. e.g., Emissions from fossil fuels, company’s cars, or refrigerant gases from cooling systems.
Scope 2 Groups indirect emissions from electricity and district heating. (Market‑based figures).
Scope 3 indirect emissions are divided into 15 categories and Groups' emissions that occur upstream and downstream in the value chain.
Reduction including RECs bought in 2021 and 2023 in Hong Kong.

Carbon offsetting[GRI 305‑5]
In addition to the reduction of its emissions, Atos has gradually expanded its voluntary offsetting program both in the perimeter andin the type of projects (“emission mitigation outside the value chain”):
Offsetting

Period 2015‑‑2018

Period 2019‑‑2022 emissions

Perimeter =>Focus on emission sources from
datacenters energy consumption

Extended to Atos “Carbon Operational
Perimeter” (full Scopes 1, 2 and Scope 3
category 6).
Progressively including refrigerant gas(since 2021).
Progressively including Big Data andCybersecurity factory in Angers (since2021).

Projects =>Wind farm projects

Wind farm and forest protection projects

5

In 2023, Atos purchased the carbon credit necessary to offset its 2022 emissions.

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5.2.4.2

Energy consumption and travel impact[GRI 302‑1], [GRI 302‑3], [GRI 302‑4], [GRI 302‑5], [SASB TC‑SI‑130a.1]

Total energy consumption
For the past 15 years, in Atos sites, many actions have been
carried out in terms of energy optimization. The results ofthese actions can be observed in the reduction of energy
consumption.
In 2023, Atos' overall energy consumption amounted
to 454,833 MWh (-4.7% compared to 2022). (477,379 MWh in
2022, 519,800 in 2021, 579,140 in 2020, 702,376 in 2019).
In 2023, at the Group level, including Renewable Energy
Certificates (RECs), 68% of the electricity consumed by Atos
worldwide came from renewable sources (59% in 2022).
In 2023, the energy intensity was 43.34 MWh per Euro Million
revenue and 4.85 MWh per employee.
All energy KPIs split by types of activity (datacenters, offices)and by types of fuel can be found in section 5.2.8
Environmental Non‑Financial Performance Indicators.

Energy consumption, energy sources, andoptimization in the offices[GRI 302‑5]
For the past 15 years, in the offices, mostly leased by Atos,
many actions have been carried out in terms of energy
optimization: heating, air conditioning, insulation, lighting, andspace optimization.
In 2023, the global energy consumption in the offices was
151,575 MWh (-2.9% compared to 2022). (156,119 MWh in 2022,
165,334 MWh in 2021, 174,193 MWh in 2020). In 2023, 48.8% of
the electricity consumed in Atos offices was renewable.
In 2023, as an example of best practice, Atos Austria relocatedto new headquarters in Vienna’s 22nd district, geared towards
hybrid working and energy efficiency. To design the office,employees selected a layout based on accessibility, a
reduction in commuting, ecological needs, and a central
location with good connections to public transport. Adopting
hybrid ways of working was also key and now staff has
modular rooms that provide the best environment for flexible
working.

Energy consumption, energy sources, andoptimization in the datacenters[GRI 302‑5], [SASB TC‑SI‑130a.3]
Since 2014, a global consolidation and optimization program
has been underway in the Atos datacenters. To increase theenergy efficiency of the Group datacenters, Atos continuously

invests in technologies and best practices that reduce power
consumption and optimize the energy performance ofcomputing hardware and other electrical installations.
In 2023, the global energy consumption in the Atos
datacenters was 303,258 MWh (-5.6% vs. 2022) (321,260 MWh
in 2022, 354,466 MWh in 2021, 404,974 MWh in 2020).
In 2023, 76% of the electricity consumed in Atos Datacenters
was renewable, including RECs in Hong Kong. In the Group’s
core datacenters operated by Atos, above 96% of all theelectricity came from renewable sources.
The energy efficiency of the datacenters is measured throughthe long‑term evolution of the Power Usage Effectiveness(PUE). At the end of 2023, the average PUE for all datacenters
was 1.63 (1.67 in 2022, 1.72 in 2019) and 1.44 for core data
centers (1.44 in 2022, 1.52 in 2019).
In 2023, as an example of best practices, Atos received theData Centers European Code of Conduct award from theEuropean Commission for the efficient performance of its
Longbridge and Birmingham datacenters in the UK and Furth
datacenter in Germany. As the only company to be nominatedfor two countries by the EU Data Centers Energy Efficiency
Code of Conduct Annual Award 2023 (1), Atos has beenrecognized for having exceeded expected requirements interms of very good implementation of the Best Practices withassociated low PUE. This was achieved through theimplementation of the latest energy‑efficient technologies
such as White Space Cooling Optimization utilizing Artificial
Intelligence, Cold Aisle Containment, Hardware Airflow
Optimization, Free Cooling, the latest modern efficient
Uninterruptible Power Supplies (UPSs), LED Lighting (which isfurther dimmed, and motion‑activated) and utilizing Waste
Heat Recovery for Office Space Heating.

Travel Impact[GRI 302‑2], [GRI 305‑5]
Atos aims to minimize the environmental footprint linked totravel through a range of initiatives, which include new ways ofworking, Atos IT Digital Workplace, global and local policies,
switching to electric and hybrid fleet vehicles in addition toother Group and local best practices.
At the end of 2023, the global travel intensity was 1,966 km per
year per employee (1,384 in 2022 and 4,066 in 2019). From theperspective of business travel, the years 2019‑2023 were
exceptional due to the impact of Covid‑19, and thefluctuations between these years did not reflect the travel
trends that would typically be observed in normal times.

1) https://atos.net/en/2023/awards_2023_09_06/
atos‑awarded‑by‑the‑european‑union‑for‑the‑energy‑efficiency‑of‑its‑data‑centers‑in‑the‑uk‑and‑germany

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5.2.5

Atos digital technology (Green IT)

5.2.5.1

Atos Group strategy

Green IT (green information technology or green computing)is the practice of delivering environmentally sustainable
computing. Green IT aims to minimize the negative impact ofIT operations on the environment by designing,
manufacturing, operating, and disposing of IT solutions andtechnologies, computers, and computer‑related products inan environmentally friendly manner. Research has
demonstrated that IT when implemented efficiently can

5.2.5.2

significantly reduce net greenhouse gas emissions throughefficiencies in commercial and industrial processes. On theenvironmental front, Atos' strategic objective is both tominimize the negative impacts of IT and to maximize the gains
made possible by digital technologies. Further information canbe found below and in sections 5.2.6 "Digital solutions for
decarbonization (IT for Green)" and 5.4.10 “EU Taxonomy” forsustainable activities.

Eviden technology environmental challenges

The hardware challenges listed below are mainly linked to
Eviden’s activities.

Big Data and Cybersecurity hardware otherenvironmental challenges

Big Data and Cybersecurity optimized
manufacturing and computing Test Lab

Over the years, in terms of eco‑design, numerous actions havebeen taken by Big Data and Cybersecurity to incorporate theevolution of environmental regulatory obligations and client
expectations concerning product functions, delivery, quality,
service, and end‑of‑life management.

Since 2019, Atos has operated a new global high‑performancecomputing Test Lab in Angers, France. The lab’s infrastructureis equipped with an energy‑efficient cooling system, whichuses low‑GWP (Global Warming Potential) refrigerant fluid and“free‑cooling”, which can result in energy savings of up to 75%.
It has an energy recovery system, which reuses the energy
generated by the operation of the lab to heat the offices,
operating at an energy‑efficient COP of 6, twice as efficient asa standard system. The site is also equipped with a “green”
roof and electric vehicle charging terminals.

Big Data and Cybersecurity energy‑‑optimized
servers
Thanks to a steady stream of green innovations, each new
generation of servers, supercomputers, and communication
hardware is more energy‑efficient than the previous one.
Hardware Power consumption challenges imply constantprogress in design, materials, power supply, batteries,
packaging, disassembly, and recycling as well as specificinnovations to improve energy efficiency such as the newgenerations of patented Direct Liquid Cooling solutions (DLC),“Active and Passive Cold Door” cooling solutions,ultra‑capacitor devices in Atos supercomputers orcontainer‑based datacenters, using less energy thanconventional datacenters.
Big Data and Cybersecurity (BDS) also promotes longer
product lifespans that take the form of innovations facilitating
maintenance (e.g., plug‑and‑play functions) and products’
scalability (OpenSequana helps to ensure compatibility withthe design of the future compute or switchblades).
Big Data and Cybersecurity’s main manufacturing site is one of
the top 100 companies in France to have developed an
integrated
QSE(Quality,
Safety andEnvironment)
management system. Within this certification framework, thesite monitors regulations to ensure that its activities comply
with environmental, technical, and legal requirements.

As a hardware provider (products, servers…), Big Data andCybersecurity activities face several specific environmental
challenges: to comply with the specific laws, regulations, orbest standards; to limit the impact of products manufactured
thanks to eco‑design practices; to pay attention to the origin of
raw materials while minimizing their usage, particularly
conflict and critical minerals; to consider circular economy
challenges and best practices; to implement quality, safety,
and environment (QSE) practices and lean manufacturing inplants; to minimize risks on the supply chain through regularsuppliers’ assessments; to favor eco‑friendly transport andfreight to mitigate the footprint of logistics; and to monitor theend of life of electrical equipment (in line with the European
Waste Electrical and Electronic Equipment Directive – WEEE).
The ECMA 370 standard is being implemented by Big Data
and Cybersecurity at the design phase, to stimulate products’environmental improvements. By using accurate and verifiable
environmental self‑declarations, this standard specifies
environmental attributes and measurement methods
according to known regulations, standards, guidelines, andcurrently accepted practices. Over the years, in terms of
eco‑design, numerous actions have been taken to incorporate
the evolution of environmental regulatory obligations andclient expectations concerning product functions, delivery,
quality, service, and end‑of‑life management. The future
Angersproduction
site,
certified
BREEAM“VeryGood” (Building Research Establishment Environmental
Assessment Method), will respond to an eco‑manufacturing
strategy, allowing avoiding waste during production andimproving recycling rates, reducing the impact oftransportation, using 100% renewable energy, and offsetting
100% of remaining emissions.
Since early 2013, the Group has embarked on a consultation
process with its major suppliers on the origin of the raw
materials they use, given the issue of “conflict minerals” andwith the intention to prevent any use of these within the
manufacturing process of Big Data and Cybersecurity
computers.

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The design process integrates European directives such as
the Conformité Européenne (CE) standard; the Registration,
Evaluation, Authorization and Restriction of Chemicals(REACH) Directive on eliminating pollutants; the Restriction ofHazardous Substances (RoHS) Directive on eliminatinghazardous substances; the Biocidal Products Regulation; andfor Big Data and Cybersecurity the American Society ofHeating, Refrigerating, and Air‑Conditioning Engineers(ASHRAE) standards on maximum temperature and humidity
for server functionality.
From January 2021, in accordance with Article 33 of REACH
regulations, Companies are responsible for collecting
information on the properties and uses of the substances they
manufacture or import above one ton per year. They also mustassess the hazards and potential risks presented by thesubstance. The reporting of substances of concern in thedownstream supply chain is based on the list of declarable
substances provided by the European Chemicals Agency(ECHA) and implemented in BOMcheck or Silicon Expert tools.
This information is communicated to ECHA through a

5.2.5.3

Atos Big Data and Cybersecurity is also working on
compliance with the future marking United Kingdom
Conformity Assessed (UKCA) which will replace the current CE
marking on the UK market in January 2023.
Atos considers these specific challenges to be monitored.
Their potential impact is also marginal compared to theoverall activity of the Group. In relation to the challenges set
out above, during the 2023 fiscal year, there were no fines,
administrative, judicial, or arbitration proceedings (including
any proceedings of which the Group is aware and may bethreatened by) for non‑compliance with laws and regulations
concerning the provision and use of Big Data andCybersecurity and UCC products that had, or might have had,significant effects on the financial position or profitability of theGroup [GRI 2‑27].

Tech Foundations hosting solutions and datacenters environmental challenges

Datacenters challenges are mainly linked to Tech Foundation
business line activities.
Atos Global Operations function IDM provides datacenter
hosting services. As explained in detail in section 5.2.4.2(Energy consumption, energy sources and optimization in the
datacenters), IDM datacenters are steadily reducing their198

registration dossier (SCIP declaration in the ECHA SCIP
database according to the EU waste framework directive)
containing the hazard information and where relevant anassessment of the risks that the use of the substance may
pose and how these risks should be controlled.

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energy consumption and gradually increasing the proportionof renewable energy. In the medium term, the average PUE of
datacenters is improving, and the carbon footprint isdecreasing. Circular economy, recycling, and remanufacturing
activities are covered in sections 5.2.6 and 5.2.7. EU
Taxonomy‑related activities are presented in section 5.4.10.

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5.2.6

Digital solutions for decarbonization (IT for Green)

5.2.6.1

Atos Group strategy

IT for Green, that is, the use of IT to improve the efficiency ofcommercial and industrial processes thereby reducing
greenhouse gas emissions is a vital lever for reducing global
carbon emissions. Atos is uniquely positioned to offer
solutions that help organizations reduce their own impacts

through the efficient exploitation of IT. Atos’ strategic aim istherefore to continuously develop, enhance, and deliver a
portfolio of services that maximize the environmental gains
through the use of IT.

5.2.6.2 Eviden digital solution contribution to decarbonization
Eviden Sustainable Business Impact solutions avoid or reduce
CO2 emissions and improve sustainability across the wholebusiness process of an activity.

P connected industrial assets and production processes

This portfolio of sustainability solutions is based on a variety oftechnologies like IoT, Generative AI, Smart and cloud data
platforms. It focuses on sectors that are critical for CO2
emissions reduction and sustainability improvement: Energy,
Mobility, Industry, and Retail

Generative AI for Sustainability: Generative AI technologies
are also used to support sustainability improvement in theportfolio. Eviden uses Generative AI solutions to increase thelevel of awareness in a company and to support ESG‑related
questions from clients. Beyond the internal use, Eviden also
leverages this type of technology to improve the datacollection process on climate and sustainability data.

EcodesignCloud for Life Cycle Assessments (LCA):
EcoDesignCloud is a trusted cloud‑based platform that helps
organizations enhance product sustainability with fast andeffective LCA. It provides a trusted calculation of theenvironmental impact of each product, at every stage of its
lifecycle.
Using
Artificial
Intelligencealgorithms,
EcoDesignCloud provides a multi‑criteria measure of theenvironmental performance of any goods, providing 16
Product Environmental Footprint (PEF) impact indicators,
including CO2 emissions, considering end‑to‑end supply chain
activities. The EcoDesignCloud EcoScore allows productdesign and procurement teams to easily and quickly measure,view, and assess CO2 emissions.
IoT and Digital Twins: The portfolio of Sustainable Business
Impact solutions includes also offerings based on IoT and
Digital Twins solutions:
P Digital Twin of wind farms for the optimization of renewableenergy assets (real‑time monitoring and control, windforecasting yield prediction…);

P green hydrogen hub digital twin for the modeling of energy

consumption, energy costs, and carbon emissions;

thanks to digital twin for asset and process optimization andcarbon emissions savings.

Sustainability reporting: In the context of critical regulatorychange (CSRD, EU taxonomy), sustainability reporting has
become a strategic topic for organizations that want to beleaders in this domain. Together with partners, Eviden
provides end‑to‑end support to select and implement
sustainability reporting platforms that help organizations
secure their compliance, improve their operational excellence,and deliver state‑of‑the‑art sustainability reporting.
High‑‑Performance
Computing(HPC)
servers:
Next‑‑generation weather forecasting technology: Eviden’s
HPC resources are used to work on medium and long‑range
weather forecasting and prediction and global climate
modeling. This kind of innovative technology coupled withartificial intelligence help researchers improve the ability toforecast the occurrence and intensity of extreme weather
events and other new weather phenomena triggered byclimate change. This next‑generation weather forecasting
technology helps boost climate and weather innovation andsupports the fight against climate change.

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5.2.6.3 Tech Foundations digital solution contributions to decarbonization
Tech Foundations continues to support a science‑based
approach to make the Group more sustainable and accessible
and is dedicated to pursuing enterprises sustainability agenda.
The signature “Advancing what matters” embodies its values
and purpose to make a real difference for good to its
customers and society at large. Tech Foundations strives tocreate solutions for its customers that support theirsustainability goals. Whether it’s fighting climate change,
promoting digital inclusion, or ensuring trust in DataManagement – Tech for Good sits at the core of its identity.
At COP28 Tech Foundations launched its IT sustainability
Portfolio to support its clients on their journey towards asustainable and resilient enterprise. Going beyond
decarbonization and embarking on pioneering partnerships
around circular economy and biodiversity conservation.
Its IT Sustainability offerings accelerate the delivery ofmeasurable sustainability outcomes. It will help customers cut
carbon, increase energy and resource efficiency, and generatemeasurable environmental and social value along the supply
chain. Notably through:P IT Sustainability Advisory services to guide enterprises on

their road to sustainable IT;

P Sustainable IT Services to embed sustainability into its coreservices with a focus on IT decarbonization;

P Transformative IT solutions to enable sustainable outcomesfor businesses, industry, and the planet.

Here are some example offerings:
P IT Decarbonization Assessments assess the current carbon

maturity of a client’s IT infrastructure and build a roadmap
to achieve their carbon goals and ambition;

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P Decarbonization Level Agreements are being built into its

managed IT services contracts and Atos contractuallycommits to a carbon reduction target;

P Sustainable Workplace is a suite of offerings to help its

clients decarbonize their workplace. Atos offers clients
multiple lower‑carbon device replacement options,provides real‑time feedback to employees about theircarbonfootprint,
andoffersdashboards
withrecommendations for IT and CSR leaders. The circular
economy will be the cornerstone of the Sustainable
Workplace Offering;

P Atos also designs technology solutions to reduce theenvironmental impact of hybrid cloud infrastructures, andto decarbonize network services, through energy‑efficient
network equipment and greener network design, planning,and operations;

P IT solutions to tackle business, industry, and societal

challenges such as environmental monitoring solutions forsustainable airports, urban greening solutions for cities,
mobility and traffic management, and air quality andpollution monitoring.

Tech Foundations continues to strengthen its sustainability
partner ecosystem. With AWS it agreed on a strategic
partnership “CloudCatalyst” to supercharge cloud adoption
and decarbonization transforming customers’ businesses.
Tech Foundations is also working with a global network ofindustrial partners such as Circular Computing, Tier1, and N2S
on the adoption of Circular IT.

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5.2.7

Other environmental challenges[A19]
At Group level, during the materiality and impact analyses
carried out by external experts, other challenges have been
identified, albeit as less “material” or less significant at thescale of the full Group or due to the nature of Atos’ core

5.2.7.1

activities and business. Nevertheless, these challenges areimportant in terms of environmental impact or potential
consequences and are therefore receiving attention from Atosand are covered in this section.

Waste/E‑‑waste/Circular economy/recycling activities/remanufacturing

Atos as an IT service provider has a profile similar to those of
the tertiary sector. Atos’ aim is to reduce waste and waste
impact, ensure maximum reuse and recycling, and favor
circular economy and its associated practices.
As part of the ISO 14001 certification process, Atos provides
environmental training for all employees. One of the primaryreasons for conducting this training is the environmental
awareness about the waste generated at Atos and how it ismonitored. Information and recommendations are regularly
sent to employees to reduce waste and maximize wastesorting. Local initiatives are frequently put in place to reduce
waste such as awareness days, special zero waste days,
collection of old phones, and special trash cans for therecycling of cigarette butts.
Atos’ office waste mainly consists of cardboard, paper, cups,
plastic bottles, or other tertiary sector waste. Atos’ Real Estatepolicy favors the rent of office spaces and frequently theoffices are shared among multiple tenants. Office waste is
managed globally by the landlord or external subcontractors
according to the local legal obligations.
Several initiatives are ongoing at RBU level to reduce or
eliminate the use of plastic (such as plastic bottles, single‑use
plastics, disposable dishes, straws, stirrers, and packaging) in
Atos canteens and offices. These initiatives also consider if andhow plastic waste is processed to favor recycling, reuse, or
revalorization.
In 2023, based on publicly available estimations of waste per
employee in the tertiary sector, Atos’ global office waste
worldwide was estimated at around 40,833 metric tons (47,577

in 2022) for all employees calculated following the latest
ADEME methodology available.
Concerning e‑waste, through the leasing practice now
globally implemented within the Group and in compliancewith local laws, suppliers remain responsible for the end of lifeof their IT equipment, as required through the signature of theBusiness Partners’ commitment to Integrity Charter.
In Atos offices, non‑Atos IT equipment is mainly leased andreturned to lessors at the end of the lease period andproducts manufactured by Atos follow the processes
described below for Big Data and Cybersecurity products.
Employee instructions, work practices and operational
processes to recycle toners and ink cartridges, to manage IT
waste and optimize recycling are in place (laptops, desktops,
printers, monitors). Similar processes are applied by global
datacenter practices.
Since 2013, for its manufacturer activities, in compliance with
the European Waste Electrical and Electronic Equipment
Directive (WEEE Directive 2012/19/EU) and to favor thecircular economy, Eviden’s Big Data and Cybersecurity
supercomputer business line has joined a collective system
certified by the French Ministry of the Environment (EcoLogic).
This process makes it possible to optimize the end‑of‑life of
supercomputers sold to customers.
In the ISO 14001 certified sites (datacenters and offices) thevolume of waste, e‑waste, batteries, and accumulators istracked through dedicated indicators. In 2023, 151,500 kg of
WEEE was collected and professionally disposed of in Atos
ISO 14001 sites.

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Environment

5.2.7.2

Paper, plastic, packaging

The “new ways of working” promoted by Atos make extensive
use of digital collaboration tools. These tools progressively
reduce the use of paper within the Group. Furthermore, theprinting policy, the shared printers and the “follow me printing”
solution give everyone a sense of responsibility in reducing
paper consumption. In major Atos Business Units such as
France, paper comes primarily from renewable or sustainably
managed sources. In 2023, based on publicly available
estimations of paper consumption per employee in thetertiary sector, Atos’s global consumption was estimated ataround 35,683 metric tons for all employees.
For an IT service provider, the use of plastic is extremely low,and Atos globally does not consider plastics and packaging as

5.2.7.3a material topic. However, for specific divisions and activities,
the Group has been developing new approaches to promoteplastic reduction in different business areas. Regarding
Eviden’s manufacturing plants under Big Data andCybersecurity, where supercomputers and hardware businessis conducted, plastic and packaging are always considered
important aspects of Atos' environmental footprint. Thus, theBig Data and Cybersecurity supply chain team tackles the
reduction in the use of plastics in Atos packaging. Currently,
Atos is investigating several solutions to substitute plastic
usage for packaging. Big Data and Cybersecurity clients arealso offered services where packaging waste is collected
upon delivery.

Food, water, marine resources[SASB TC‑SI‑130a.2]
Catering providers working at Atos facilities are required to
optimize the use of resources (water, electricity…), combat foodwaste and wherever possible implement recovery practices
and waste recycling.
In offices, Atos’ water consumption is that of the tertiary sector.
Information and recommendations are regularly sent toemployees to reduce water consumption. In the ISO 14001
certified datacenters and office sites, data related to thevolume of water is collected.
In 2023, using current Atos UK data based on metered sanitaryconsumption per employee, and consistent with estimations
based on global water spend at the Atos Group, Atos’ water
consumption worldwide was estimated at around 0.351 million
m³ (0.409 in 2022) for all employees.

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Regarding water usage for product manufacturing anddatacenters:
P at Big Data and Cybersecurity, although the operations

include engineering activities (R&D, design, and component
assembly), they do not include manufacturing or only
marginally for specific components. The main consumptionof water is by upstream suppliers for the manufacture ofelectronic cards and processors;

P in datacenters, water is necessary for cooling, but typicallyis contained in a closed loop sealed circuit. During warm
weather when humidity is low, water spray can also be
used to support air conditioners as the resulting
evaporation reduces their energy consumption.

Marine resources challenges are not material in the Atos
context.

Corporate Social Responsibility
Environment

5.2.7.4

Biodiversity and land use, air emissions and pollution[GRI 305‑6], [GRI 305‑7]
As with the other environmental challenges mentioned above,
impacts on biodiversity have been analyzed and determinedthrough most recent materiality assessments as being of low
significance relative to other environmental impacts from thebusiness operations. Nevertheless, Atos’ action plansregarding emissions, energy consumption, and travel, thediffusion of environmentally friendly practices, the ISO 14001
certification, and the Environmental Management Systemhave positive repercussions for all ecosystems.
Atos, because of its activities and because of the continuous
optimization program of its sites (More information insection 5.2.2.3), contributes as little as possible to the use ofland surfaces.
As an example, for the launch of its new “Factory of the future”
in Angers (France), to produce and test its supercomputers,
quantum simulator, high‑end servers, cryptology, andcybersecurity products, Atos has chosen to consider
environmental criteria from the design phase. By rebuilding on
its own industrial site, this project is part of the zero net
artificialization (ZAN) process. In addition to the hundredfold
increase in green spaces and the solar panel roof, the plant
will be supplied with electricity from renewable energy
sources such as solar panels. The design of this smart factoryat the cutting edge of technologies will operate at the highest
level of eco‑efficiency and will also allow for the reinjection of
so‑called waste heat from the construction of its servers andsupercomputers into the urban heating network. This heatproduction will also save the city the expense of building a
new biomass heating plant. The project will be BREEAM(Building Research Establishment Environmental Assessment
Method) certified, the most widely used certification standard
in the world for construction, which guarantees maximum
respect for the environment from the design stage to the endof the building’s life.
Since 2021, Atos is participating in a project to preserve
seagrass beds contributing to carbon neutrality andbiodiversity. This project aims to establish the first certification
methodology for conservation and preservation measures forseagrass beds within the framework of the low‑carbon label,with the first pilot site within the Calanques National Park in
the Mediterranean.
Atos does not produce any biogenic CO2 emissions. However,regarding biodiversity, several local initiatives have been taken
up worldwide.
Local initiatives include beehives on sites’ rooftops to fightagainst the dramatic drop in bees’ population and wild bees’
and insects’ hotels; “Bee‑Days” to promote environmental
awareness; collaborative gardens for employees to growvegetables; and financial support to scientific research on
wildlife; climate change and preservation of the oceans.
In addition, between 2019 and 2022 Atos’ carbon‑offset
program, which included protection of primary forests, also
promoted the protection of biodiversity.

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Environment

5.2.8

Environmental Non‑‑Financial Performance Indicators[GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Atos specific indicators], [GRI 302‑1], [GRI 302‑2], [GRI 302‑3], [GRI 302‑4], [GRI 302‑5],[GRI 305‑1], [GRI 305‑2], [GRI 305‑3], [GRI 305‑4], [GRI 305‑5], [A14], [A19], [A20], [A7]The code of the standards intends to help Atos stakeholders
locate indicators of interest across Atos monitoring
performance. It does not represent a complete overview ofAtos reporting or practices.

The following table provides issues and indicators relevant to
the Company business in the environmental dimension,aligned to the disclosures from the GRI Sustainability
Reporting Standards, and aligned to the Sustainability
Accounting Standards Board (SASB) standards for the“Software and IT Services” industry.

Environment Dimension:
2023
Standard code

Indicator NameGRI 302‑‑1

Energy consumption within the organization(all energy sources)

GRI 302‑1_E_c1,
SASB TC‑SI‑130a.1(1)

Total direct and indirect energy consumption(in MWh)GRI 302‑1_A

Total Direct Energy Consumption in
Datacenters & Offices (in MWh)

GRI 302‑1_A_b1

Diesel consumption (in MWh)

GRI 302‑1_A_b2, G.
Q71
Fuel oil consumption (in MWh)

2021

2023 PERIMETER(in %)

2022 PERIMETER(in %)

Group

Group

Per
Group employee

PerPer
revenue employee

Perrevenue

454,833

477,379

519,800

-

98.1%

-

99.8%

15,131

20,033

23,774

-

98.1%

-

99.8%

2,605

3,242

3,353

-

98.1%

-

99.8%

989

2,868

1,114

-

98.1%

-

99.8%

GRI 302‑1_A_b3, G.
Q72
Gas consumption (in MWh)

11,537

13,923

19,307

-

98.1%

-

99.8%

GRI 302‑1_A‑Off

Direct energy consumption in Offices (in MWh)

13,521

16,30018,996

-

98.1%

-

99.8%

GRI 302‑1_A‑DC

Direct energy consumption in Datacenters(in MWh)

1,610

3,733

4,778

-

98.1%

-

99.8%

GRI 302‑1_C

Total Indirect Energy Consumption in
Datacenters & Offices (in MWh)439,702457,346

496,025

-

98.1%

-

99.8%

GRI 302‑1_C_b1, G.
Q56Electricity consumption (in MWh)

204

2022

432,213447,722

482,086

-

98.1%

-

99.8%

GRI 302‑1_C_b2

District heating consumption (in MWh)

7,489

9,624

13,939

-

98.1%

-

99.8%

SASB TC‑SI‑130a.1(2)

Percentage of grid electricity (excluding RECs)(in %)

37%

41%

42%

-

98.1%

-

99.8%

SASB TC‑SI‑130a.1(2)

Percentage of grid electricity (including RECs)(in %)

32%

41%

33%

-

98.1%

-

99.8%

SASB TC‑SI‑130a.1(3)

Percentage of renewable electricity excludingRECs (in %)

63%

59%

58%

-

98.1%

-

99.8%

SASB TC‑SI‑130a.1(3)

Percentage of renewable electricity includingRECs (in %)

68%

59%

67%

-

98.1%

-

99.8%

GRI 302‑1_C‑Off

Indirect Energy Consumption in Offices (inMWh)

138,053

139,819

146,337

-

98.1%

-

99.8%

GRI 302‑1_C‑DC

Indirect Energy Consumption in Datacenters(in MWh)301,648

317,527

349,688

-

98.1%

-

99.8%

Total electricity consumption from renewable
GRI 302‑1_C1_c10.1 sources excluding RECs (in MWh)270,219262,213279,723

-

98.1%

-

99.8%

Total electricity consumption from renewable
GRI 302‑1_C1_c10.2 sources including RECs (in MWh)

292,890262,213

321,707

-

98.1%

-

99.8%

GRI 302‑1_C1_c8;
SASB TC‑SI‑130a.
1(3)Share of electricity supplied by renewablesources in Atos’ core Datacenters (co‑location
excluded) (in %)

96%

95%

95%

-

100%

-

100%

GRI 302‑1_C1_c1

Share of electricity supplied by decarbonizedsources in all Atos Datacenters excluding RECs
(in %)

68%

62%

59%

-

100%

-

100%

GRI 302‑1_C1_c2

Share of electricity supplied by renewablesources in all Atos Datacenters including RECs
(in %)

76%

62%

71%

-

100%

-

100%

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Corporate Social Responsibility
Environment

2023
Standard code

Indicator NameGRI 302‑‑2

Energy consumption outside the organization(Travel)

2022

2023 PERIMETER(in %)

2021

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Group

Group

GRI 302‑2_c1

Total Km travelled per Employee (in Km/
Employee)

1,966

1,384

1,155

98%

-

94%

-

GRI 302‑2_c2

Total km travelled per Revenue (in Km/€million)

17,227

12,638

11,500

-

99%

-

99%
-

Travel intensity

Distances travelled
89,921,899 64,078,100 89,632,293

98%

-

94%

GRI 302‑2_A6_c50 Total Km travelled by Train (in Km)

GRI 302‑2_A6_c93

16,357,329

12,017,744

6,610,325

98%

-

94%

-

GRI 302‑2_A6_c57

Total Km travelled by Taxi (in Km)

1,094,667

1,002,144

1,088,132

98%

-

94%

-

Total Km travelled by Plane (in Km)

74,168,888 65,131,358 25,474,210

98%

-

94%

-

GRI 302‑2_A6_c92

Total Km travelled by Car (in Km)

GHG emissions for company cars
GRI 302‑2_A6_b70 Number of company cars

4,332

5,184

5,110

-

100%

-

100%

Average of emissions in company fleet cars
GRI 302‑2_A6_b82 (gr CO2/km)

60.53

75.17

75

-

100%

-

100%

GRI 302‑‑3

Energy Intensity

GRI 302‑3_A_c1

Intensity by Revenue – Total direct and indirectenergy (in MWh/€ million)

43.34

42.19

48.32

-

98.1%

-

99.8%

GRI 302‑3_A_c2

Intensity by Employee – Total direct andindirect energy (in MWh/Employee)

4.85

4.35

4.86

99.4%

-

99.9%

-

GRI 302‑‑4

Energy Saving Initiatives

GRI 302‑4_A_c1

Estimated Energy savings in Datacenters –dedicated activities only (in MWh)

2,841

707

747

-

51%

-

67%

GRI 302‑4_A_c5

Estimated Energy savings in Offices –dedicated activities only (in MWh)

8,341

1,096

3,403

-

51%

-

67%

GRI 302‑4_A_c14

Cost savings due to energy savings in Offices
and Datacenters (in € thousand)

1,285

302

747

-

51%

-

67%

GRI 302‑‑5

Reductions in energy requirements ofproducts and services

GRI 302‑5_A

Estimated average PUE for core Datacenters

1.44

1.44

1.41

-

100%

-

100%

GRI 305‑‑1

Greenhouse gas emissions Scope 1
20,51722,026

26,955

-

98.3%

-

99.8%

67,97990,44270,964

-

98.3%

-

99.8%

2.142

2.406

2.308

-

100%

-

100%

2.231

2.518

2.406

-

100%

-

100%

GRI 305‑1_A_c2

GHG emissions Scope 1 (in tCO2e)

GRI 305‑‑2

Greenhouse gas emissions Scope 2

GRI 305‑2_A_c1

GHG emissions Scope 2 (in tCO2e)

GRI 305‑‑3

Greenhouse gas emissions Scope 3

GRI 305‑3_A_c1

GHG emissions Scope 3 (in million tCO2e)

GRI 305‑‑1, GRI
305‑‑2, GRI 305‑‑3

Total greenhouse gas emissions Scopes 1, 2, 3

GRI 305‑4_B_c4

All GHG emissions – Scopes 1, 2, 3 (in million
tCO2e)

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Environment

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206

2022

2021

2023 PERIMETER(in %)

2022 PERIMETER(in %)

Group

Group

Per
Group employee

104,887

122,975

103,493

-

98.3%

-

99.7%

95,911

112,051

92,214

-

98.3%

-

99.7%

29,992

54,661

38,702

-

98.3%

-

99.7%

40,97839,87336,891

-

98.3%

-

99.7%

GRI 305‑3_B_c1.3

GHG emissions in Travel (Scope 3 Cat 6
Business travel) (in tCO2e)

16,391

10,507

5,574

-

98.3%

-

99.2%

GRI 305‑3_B_c1.4

GHG emissions in Travel (Atos car fleet) (intCO2e)

8,550

7,010

11,047

-

98.3%

-

99.2%

GRI 305‑‑4

Greenhouse gas emissions intensity

GRI 305‑4_A_c2.1

Intensity by Revenue – All GHG emissions(Scopes 1, 2, 3) (in tCO2e/€ million)

208.62222.06222.00

-

100%

-

100%

GRI 305‑4_A_c1.1

Intensity by Revenue – Atos Carbon
Operational Perimeter (in tCO2e/€ million)

10.13

10.88

9.61

-

98.3%

-

99.7%

GRI 305‑4_A_c2.2

Intensity by Employee – All GHG emissions(Scopes 1, 2, 3) (in tCO2e/employee)

23.67

22.94

22.37

100%

-

100%

-

GRI 305‑4_A_c1.2

Intensity by Employee – Atos Carbon
Operational Perimeter (in tCO2e/employee)

1.14

1.12

0.97

99.1%

-

99.0%

-

GRI 305‑‑5Reduction of greenhouse gas (GHG)
emissions

GRI 305‑5_A_c1

GHG reductions – Operational Perimeter(Scopes 1, 2 and 3 Categories 6) (in tCO2e)-18,088

19,482-57,369

-

98.3%

-

99.7%

GRI 305‑5_A_c2

GHG reductions – Scopes 1, 2, 3 (in million
tCO2e)-0.2880,112-0,397

-

100%

-

100%

Standard code

Indicator NameGRI 305

Greenhouse gas emissions sub‑‑perimeters

GRI 305‑4_B_c1

Atos Carbon Operational Perimeter (Scopes 1,
2 and 3 Categories 6) (in tCO2e)

GRI 305_B_c3

Atos Carbon Operational Perimeter excluding
refrigerants (in tCO2e)

GRI 305‑2_B_c1.1

GHG emissions in Datacenters(in tCO2e)

GRI 305‑2_B_c1.2

GHG emissions in Offices (in tCO2e)

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Per
Per
revenue employee

PerrevenueCorporate Social Responsibility
Environment

2023
Standard code

Indicator Name

A14

ISO 14001 certification of Atos main sites(offices and DCs)

A14_c5

Number of Offices and Datacenters ISO14001
certified

A14_c6Percentage of main Offices and core
Datacenters ISO14001 certified or in theprocess of being certified

A19

Waste Electrical and Electronic Equipment(WEEE)

A19_A9_b3

2022

2023 PERIMETER(in %)

2021

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Group

Group

95

108

99

100%

-

100%

-

88.6%

88%

90%

100%

-

100%

-

WEEE collected or recovered (in Kg)

151,501

145,785

145,986

-

66%

-

84%

151,500

133,118

138,765

-

66%

-

84%

100%

100%

100%

-

100%

-

100%

Qualitative Qualitative Qualitative

-

100%

-

100%

-

100%

-

100%

A19_A2_b3

WEEE professionally disposed (in Kg)

A20

Natural disasters

A20_A

Percentage of the core Datacenters that havesynchronous data replication capacities (in %)Discussion of the integration of environmental
considerations into strategic planning for
SASB TC‑SI‑130a.3 datacenter needs

GRI 419‑‑1

Significant fines for non‑‑complianceconcerning the provision and use of products
and services

GRI 419‑1_A

Significant fines for non‑complianceconcerning the provision and use of products
and services

0

0

0

All environmental indicators exclude Bosnia and Herzegovina, Burkina Faso, Norway, Russia and Togo.
GRI 302‑1, GRI 302‑3, GRI 305‑1, GRI 305‑2, GRI 305‑3, GRI 305‑4 Perimeter for Offices and Datacenters include Argentina, Australia, Austria, Belgium, Brazil,
Bulgaria, Canada, China, Croatia, Czech Republic, Denmark, Egypt, Estonia, Finland, France, Germany, Greece, Hong Kong, Hungary, India, Ireland, Japan, Korea,
Luxembourg, Malaysia, Mexico, Morocco, Netherlands, Philippines, Poland, Portugal, Romania, Senegal, Serbia, Singapore, Slovakia, South Africa, Spain, Sweden,
Switzerland, Taiwan, Thailand, Turkey, United Kingdom, United States and Uruguay.
GRI 302‑1_C1_c8: Approximated values. Strategic Datacenters managed by Atos in the Global Operation Practice Datacenters and Hosting (GO DC&H) scope.
GRI 302‑1, GRI 302‑3: Direct energy: gas, diesel, and fuel oil.
GRI 302‑1, GRI 302‑3: Indirect energy: electricity and district heating consumption
GRI 302‑2, GRI 305‑1, GRI 305‑3, GRI 305‑4 Perimeter for Travels include Argentina, Australia, Austria, Belgium, Brazil, Bulgaria, Canada, Chile, China, Croatia,
Czech Republic, Denmark, Egypt, Finland, France, Germany, Hong Kong, Hungary, India, Ireland, Japan, Luxembourg, Malaysia, Morocco, Netherlands,
Philippines, Poland, Portugal, Qatar, Romania, Senegal, Serbia, Singapore, Slovakia, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, Turkey, United
Arab Emirates, United Kingdom, United States and Uruguay.
GRI 302‑2 the Travel Intensity includes the travel’s scope of countries. The employees included in that scope of countries are 92,356. The revenue applicable forthat scope of countries is € 10,538 million.
GRI 302‑3 the Energy Intensity includes the office’s and Datacenter’s scope of countries. The employees included in that scope of countries are 93,697. The
revenue applicable for that scope of countries is € 10,494 million.
GRI 302‑5: The PUE is a standard calculation: total kWh consumed by the entire site infrastructure divided by the kWh consumed by the IT infrastructure. The
PUE, a measure defined by the Green Grid (1), is the industry standard indicator used to measure and monitor the energy efficiency of a Datacenter [GRI 302‑5_C].
The scope of this indicator is the core datacenters. Those core datacenters are strategically selected with stricter requirements to the design and operation.
GRI 305‑1, GRI 305‑2, GRI 305‑3: tCO2e: Tons of CO2 equivalent [GRI 305‑4_D].
GRI 305‑4 The greenhouse gas emissions intensity for the operational scope includes offices, datacenters, and business travel. The employees included in thiscountry scope are 91,618. The applicable turnover for this country scope is € 10,358 million [GRI 305‑4_B].
GRI 305‑4, GRI 305‑5: Atos “Carbon Operational Perimeter” includes emissions under control or direct influence. All emissions from Scope 1 (fossil fuel, Atos car
fleet and refrigerants), all emissions from Scope 2 (electricity and district heating) and emissions from Scope 3 category 6 (business travel) [GRI 305‑4_C]. An
external audit covers the full Carbon Operational Perimeter with a quantitative validation on scopes 1, 2 and 3 category 6.
A14: A site has formally entered the “certification process” when a budget has been allocated or the manager of the Environmental Management System has
been appointed.

51) https://www.thegreengrid.org/en/resources/library‑and‑tools/20‑PUE:-A‑Comprehensive‑Examination‑of‑the‑Metric

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Corporate Social Responsibility
Social

5.3 Social
5.3.1

Social Non‑‑Financial Performance

Atos recognizes that its principal asset and competitive
advantage is its employees. In a challenging organizational
environment coupled with strong competition for talent, Atosis reinforcing its key programs in talent attraction & retention
and skills management, to make it an employer of choice, anda place where employees can have control of their careersand develop in an inclusive, creative, responsible andcollaborative workplace. These fundamentals are supported
by strong recourse to internal fulfilment, high attention topeople care and retention of people, and diversity, equity andinclusion. Atos is an increasingly diverse and inclusive
workplace with positive trends observed for gender diversity
across the Group.

5.3.2

2023 came with heavy focus on the Group transformation
project, and the necessary consideration of the legitimate
concerns of employee representatives through social
processes. Change management was supported by asignificant communication effort including regular “allemployee calls” lead by Top management to explain andclarify the rationale, the process, the expected benefits andprovide opportunity for direct questions from all employees.
Human Resources has been at the heart of the transformation
effort, partnering with the business to prepare the futureorganization and ensuring employees are equipped
psychologically and professionally for the challenges andopportunities presented by such fundamental reorganization.

Talent attraction and retention[GRI 3‑3 Employment], [GRI 3‑3 Training and education]
Atos seeks to bring the right skills to foster development,
passion, and innovation. The programs to support this include:
P ensuring development of its employees by prioritizing

internal movement, supporting an industry leadorganization securing both internal and external industry
talent, targeting 95% retention of Key People;

P attracting and retaining digital natives through passion andinnovation in decarbonization, and embracing
opportunities offered by new ways of working.

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theIn line with its strong commitment to playing a key role in the
education of the future of young professionals, Atos hasdeveloped strong institutional partnerships with 190
universities on a worldwide basis. In 2023, as in previous years,
the Group provided numerous students with opportunities toenhance their education via internships or apprenticeships,
continuing their long‑standing tradition of fostering academic
growth. Working closely with future young professionals is
crucial for Atos so that when the time comes for them tochoose a new employer, Atos can offer them a project thatmatches their profiles and professional interests.

Corporate Social Responsibility
Social

5.3.2.1

Recruitment

The recruitment organization is the trusted advisor to business
managers,
driving
organizational
success
throughcollaboration, agility and relentless focus on delivering top
talent.
Atos embraces diversity as the ultimate engine of ingenuity
for its clients, and constantly strives to create a culture where
people feel supported and encouraged.
During 2023, Atos Group hired 13.771 employees to support
the growth of the Group, of which 5.074 were Juniors andprioritized diversified hiring, achieving 35.7% women hired.
The ratio of female hiring in leadership roles (GCM Level 7+)
was in line with the 2023 industry trends at 14.5%.
Thus, the focus of Atos’ Recruitment organization in 2023 hasbeen to act as the change‑driver in the Group and the IT
sector in general, to influence the mindset shift in hiring
managers on the criticality of Gender Diversity and Equity.
The Group Recruitment Center of Excellence (CoE)encompasses strategic global recruitment functions and is theenabler for the Atos recruitment community. Its objective is todesign the framework for a world‑class recruitment service.
The Reporting and Data Analytics team supports operational
recruitment with crucial insights, tailored dashboards andrelevant performance metrics by gathering, analysing andinterpreting data related to processes and activities enabling
the organization to make data‑driven decisions to improve
effectiveness and efficiency of recruitment efforts.
The Sourcing Science function enables the recruitmentcommunity to provide the business with market insights(salary benchmarks, competitor analysis etc.) and intelligencereports to support more target sourcing and effective staffing.
The Employer Branding function is to effectively position theorganization as an employer of choice, attracting and retaining
top talent, and creating a positive and compelling employer
brand image by managing the perception of the organization.
The focus in 2023 has been to showcase real life andinspirational examples of the diverse culture in Atos.
The Quality team ensures the recruitment process isconducted efficiently and effectively in compliance withprocess, legal and ethical standards leading to the selectionof high‑quality candidates who are the best fit for theorganization.
The Campus Management role is instrumental in driving thestrategic recruitment of promising talent directly from theacademic world, with a special emphasis on college
campuses. Atos places a high priority on attracting Gen Z
talent who are naturally tech‑savvy, innovative, and adaptable.
The Company positions itself as an attractive employer
offering a dynamic, inclusive, and forward‑thinking workplace,
one that is aligned with the values and aspirations of thenewest generation entering the workforce.

Key initiatives tailored to this target demographic include:
P IT Challenge: An annual competition that engages students

in solving real‑world issues with innovative technology
solutions, enhancing Atos’ brand as an innovator andthought leader among young tech enthusiasts;

P Campus

Events: On‑the‑ground opportunities such as
career fairs, guest lectures, and workshops help to build theAtos brand directly within educational institutions;

P In‑house Days: Exclusive events at Atos premises that offer

students a “behind the scenes” view of the Company
operations, culture, and people, fostering a closer
connection and a more intimate understanding of the Atos
work environment.

The Group Recruitment strategy encompassed a global
deployment of several tools, programs, technologies and AI
aimed at clearly voicing Atos' employer value proposition,
strengthening Atos’ employer brand and its visibility, toaccelerate candidate attraction:
P Textio

has developed the world’s most advanced
workplace language guidance. Textio written content isgender‑neutral thereby significantly increasing the women
applicants in Atos hiring funnel. In addition, the “age bias”
feature in Textio helps to effectively remove any biased
content to a certain age Group thereby balancing theage‑based appeal to the targeted candidate audience;

P the “SMART Dashboard” provides strategic tracking andanalytics for recruitment based on year to date and weekly
data related to demand fulfilment and evolution. It enablestransparency with the business with regard to process
efficiencies and adherence to recruitment KPIs. It visualizes
high‑level, as well as detailed, historical data and trends on
recruitment specific topics and metrics, such as joiner’s
ratio, pipeline, source mix, stagewise efficiencies,
applications, conversions, declines and specific hire
metrics;

P Atos has signed up with LinkedIn for a high‑quality

partnership allowing the Recruitment organization toleverage the world’s largest business community forrecruitment and sourcing activities. The “Hiring Enterprise
Program” allows for unlimited recruiter access and postingof all external job openings to increase Atos’ visibility andstrengthen the employer brand. The LinkedIn Company
page helps to increase visibility for an authentic employer
brand and showcase its Employer Value Proposition to
candidates and potential applicants;

P targeting top talent is combined with Atos’ Red Carpet

Onboarding initiatives to enhance candidate experience.
This approach encompasses a multi‑layer bonding withcandidates, to address doubts, career aspiration andapprehension and keep candidates engaged from their firstencounter with Atos throughout their application journey;

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SocialP HireEZ, an outbound recruitment platform which is allowing

access to more than 800 million diverse candidates in morethan 40 sourcing channels. HireEZ uses artificial intelligenceand Boolean search to find the best candidates for eachrole;

P Atosglobal Recruitment has launched an Applicant
Tracking System (ATS) based automated offer release pilot
in the US. The process helps to reduce time taken to rollout offers after candidate selection to less than 15 minutes
while currently the process takes anywhere from 4‑48
hours.

All above programs, initiatives, actions and tools enabled theGroup in 2023 to achieve its hiring goals, whilst at the sametime keeping the diversity hiring at the top of Atos’ priorities.
The Atos Group organized numerous academies such as IAM
Academy, SAP Academy, HR Campus Academy, and Growth
Academy (SAP), with a primary focus on external participants
and potential GenZ hires; the SolveIT competition was
designed in Bulgaria for students across all universities
specializing in cybersecurity who are keen on pursuing
careers in this field.
Keen to offer its staff career perspectives, in 2016 Atoslaunched its “Internal First” program. The purpose of the
program is to promote internal mobility when filling any vacant

position. It consists of a range of activities including internal
careers fairs, “job cafés”, video testimonials from employees,
and much more. The goal is to give employees theopportunity to develop their experience, skills andemployability within new career paths and through mobility. In
2023 Atos filled 72% of its permanent positions with internal
employees.
With the announcement of the potential company carve out in
2023, the recruitment organization has confirmed its
operational readiness:
P transparency: Recruiters have been briefed in dedicatedawareness sessions on how to address questions fromapplicants and potential candidates;

P promoting Atos as employer of choice: Recruiters havebeen provided training on how to pitch Atos. A SharePointsite with helpful information and communication assets(e.g., “6 Reasons to join Atos during a time of change”) andtemplates for applicants and new joiners has been set up;

P reaffirming commitments: Notably to recruitment gender

diversity;

P reporting adjustments: Dashboard split and installation of

separate reporting and data analytics teams in order toreflect brand specific demands, hires and KPIs.

Number and rate of people entering the Company per gender and age in 2023
[GRI 401‑1]

Female% total employees
FemaleMale% total employees
Male

<=30

2,534

18.4%

4,326

31.4%

6,860

49.8%

30><=50

2,075

15.1%

3,986

29.0%

6,061

44.1%

>50

292

2.1%

511

3.7%

803

5.8%

Total

4,901

35.6%

8,823

64.1%

13,724

99.7%*

Female and Male % total employees(*) 47 people (0.3%) joined Cloudreach entities are not assigned with gender.

Number and rate of people leaving the Company per gender and age in 2023
[GRI 401‑1]

Female% total employees
FemaleMale% total employees
Male

<=30

2,816

14.6%

4,383

22.6%

7,199

37.2%

30><=50

2,421

12.5%

6,371

32.9%

8,792

45.4%

>50

717

3.7%

2,417

12.5%

3,134

16.2%

Total

5,954

30.8%

13,171

68.0%

19,125

98.8%*(*) 232 leavers (1.2%) from Cloudreach entities are not assigned with gender.

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Female and Male % total employeesCorporate Social Responsibility
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5.3.2.2

Retention

Key People program

Expert Career Path and Community

Key People and Talents retention is key to the success of Atos.
In 2019 the Key People program was relaunched, focusing on
Atos’ most senior level Experts, Scientific Community
members, Top Talents and employees with key contributions.
An operational HR team with representatives from eachbusiness and Regional Business Unit (RBU) area actively
manages the retention of the 2,600 identified Key People,
working closely with business managers to addressdevelopment, career progression, remuneration and mobility
ensuring individual care for the career and development ofeach Key People. In 2021 the Key People digital application
was implemented to support the team in its work. Thisapplication excels at improving communication between
managers and HR and helps track retention measures
followed by appropriate mitigation actions.

Launched in 2017 with the ambition to be a driving force forcollaboration, ideation, innovative research and development,
the Atos Expert Community gathers today 2,100 technology
experts worldwide. The community aims to steer businessstrategy, contribute to Atos technology roadmap and boost
innovation by anticipating market needs.

The Key People program is fully operational, and in 2023,
despite “the high attrition” the market was facing and theongoing transformational processes in the Group, Atos
managed to retain 93% of its Key People. This is enhanced by
the stability that the program had in 2023 and the lack of big
fluctuations of the people in its scope.
The success of this program is due to the engagement of the
Senior Leadership teams who actively support the retention
and career of Atos’ key employees. There have been also
multiple retention measures implemented and followed up
on, to retain Talents in the organization. Similarly, to previous
years, Talent Reviews sessions with succession planning were
run to enhance Talent visibility and their further development.
There have been also various Career Management offerings
available to all Talents in the organization focusing on two
main aspects: career progression and development. From acareer progression perspective, it is worth mentioning the
Global Hands Up program to enhance career move readinessvisibility supported by digital application Evolve and weekly
published Hot Jobs (important open positions). Developmentareas were covered by Atos Corporate University hub, My
Future At Atos dedicated space, Career Advisory sessions
followed up by Career Conversation, career webinars on
development topics and other ad hoc initiatives.
In 2024, the Eviden part of the business would be considering
a redesign of the Key People program and associatedinitiatives and metrics to ensure alignment with Eviden
business model and strategic priorities.

In 2023, together with the Atos transformation, the community
was also undergoing some changes. The Atos Expert
Community was merged with the Atos Scientific Communityand further advanced as per the Tech Foundations and Eviden
strategies for research, innovation and technical excellence.
As a result, two independent communities were createdwithin each company respectively. Both are still developing
and establishing their operational models, revising theirpolicies, nominating candidates and validating their selection
criteria. This will be further verified and confirmed in 2024.
In its essence those communities respond to the objectives ofBusiness and Expertise Excellence. In Business terms, it isabout ensuring Atos Group’s positioning as a technology
leader and guaranteeing the best innovative and accurate
technology response to its clients. Shaped on different
strategic technology domains those experts regularly interact
to go beyond the technology frontiers, boost innovation andsupport clients to take the right decisions on their digitaltransformation journey.
As Expertise Excellence induces and conditions theachievement of the business objective, the Group pays
attention to develop the technological career of Atos experts,
create synergies between functions to broaden the field ofcompetencies and increase the level of influence and attract
talents.
Atos is leveraging experience and knowledge sharing, tofacilitate an international collective expertise. Thus, it isimperative to support experts in their development, both interms of skills and leadership. Beyond knowledge, there is
obviously desire and motivation, key vectors of success, which
is why Atos’ program includes a specific career path for all theexperts in the respective expert communities.

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Skills management and development[GRI 3‑3 Training and education], [GRI 404‑1], [GRI 404‑2], [GRI 404‑3]

5.3.3.1

Talent Development

The sustainable and long‑term employability of staff is thecornerstone of Atos’ Talent Development and Training policies.
Atos has developed its own Talent Academy with a suite ofglobal talent programs, designed to nurture talent’s skills andpassion to drive change and accelerate their growth within the
Company.
Each of these programs is directly sponsored by an Executive
Management member to ensure a strong link between talentdevelopment and growth strategies.
These programs include:

LAUNCH for future leaders
Designed for talents in the early stages of their career,
LAUNCH is a global initiative, based on a worldwide
framework, and delivered in a growing number of local andregional settings.
It is self‑organized and regional in set up, with core standards
being set at a Group level. The mission of the LAUNCH
program is to provide a combination of personal development
sessions, networking opportunities with top management andinternational colleagues, as well as working on innovative
projects that contribute to Atos’ business performance.

FUEL for emerging leaders
The FUEL program is a formal global program for early career
talents running in cooperation with the Institute for
Manufacturing (IfM Engage) of Cambridge University.
Participants also join the Franklin Covey leadership andpersonal development online sessions and are invited toengage in personal coaching sessions and to benefit from a
global mentor throughout the year. In 2023, over 100 FUEL
participants completed the program. To date, more than
400 employees have become FUEL alumni.

GOLD for Business Leaders
Nominated by the Atos executive and top management
annually, 80 members of the Group’s identified talents areinvited to take part in the prestigious GOLD for Business
Leaders program. In cooperation with HEC Paris, Europe’s
leading business school, GOLD for Business Leaders aims to212

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develop the future leaders of the Company and create
ambassadors for the Company’s values.
The program was recognized with an award by the European
Foundation for Management Development (EFMD) in the
Talent Development category in 2013. Apart from the learning
sessions, a module called Beyond GOLD was organized tohelp participants take the learning into their workplace. To
date, the program counts more than 560 active alumni.

GOLD for Technology Leaders
The GOLD for Technology Leaders program was launched in2013 in cooperation with the Institute for Manufacturing
Education and (IfM Engage) of Cambridge University in the
United Kingdom, and the Software Innovation Campus
Paderborn (SICP) of the Paderborn University in Germany. The
goal is to give to Atos talents with Expert profiles the visionand capability to define innovative end‑to‑end solutions,
helping clients to gain competitive advantage. In 2018 theprogram received an award from the European Foundation forManagement Development (EFMD) in the Talent Development
category. The GOLD for Technology Leaders alumni network
is over 300 employees.

VALUE for Executive Leaders
The VALUE program was launched in 2018 and developed inpartnership with INSEAD, a leading European business school,
aimed specifically at the Group Executives population. The
program, focused on Leading Digital Transformation, has
three modules (two modules delivered online and oneclassroom‑based module) and takes a very customer‑centric
view of leading the organization through the digital change
lifecycle. Over 360 Atos Executives have already graduatedfrom the program.
In total 1,340 employees have enrolled in the Global Talent
programs (including 2023 participants). Identification of
nominations for the programs is continuously underdevelopment with focus on Diversity. In 2023, 40% of womenparticipated in the Global Talent Program: 50% women in
FUEL, 24% in GOLD for Technology Leaders and 39% in GOLDfor Business Leaders. The target is 50% gender diversity in all
talent programs by end of 2024.

Corporate Social Responsibility
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5.3.3.2

Learning and Development

In a business‑as‑usual mode, a vast number of certified
learning paths are made available to all employees. Thesecertified learning programs are specific to the needs of thevarious target Groups within the Company: Industry Experts,
Technologists, Project and Delivery Managers, as well as
Leadership and Support Functions. These learning programs
are often offered online and/or virtually, through Atos internal
academies, external academic institutions like Harvard for
LIDA, HEC for GOLD for business leaders or through Atos
global education technical alliances with technology
companies.
In alignment to the “Be Digital” program, to generate adetailed and professional understanding of their role and therespective requirements of their job in the digital age,
employees have access to various Atos Corporate University
Academy programs. These Academies offer different learning
programs and curricula as well as certifications. This is often
done in partnership with leading universities and businessschools.
In 2023, 59,524 employees were trained at various academies
and trainings, with a total of 86,009 certifications obtained thatyear (including digital and non‑digital certifications). The Atos
workforce benefited from an average of 54.09 hours of formal
and informal training per employee [GRI 404‑1]. Furthermore,because employees spend much more time learning
informally on‑the‑job, in a digital environment orcollaboratively in coaching or peer communities, Atos isplanning to report such learning based on the hours ofeducation recorded in the ESS time‑sheeting tool. In 2023,
Atos estimated the number of hours of informal training at 34
hours per employee. Accordingly, there were more than
5 million hours of education reported for 2023. The Company
plans to capture this effort even more effectively in line withthe clear path to digitization.

Service delivery capabilities
To equip its workforce with digital solutions design anddelivery capabilities, Atos invests heavily in training andcertification programs focusing on key technologies and skills
required for Digital Transformation (e.g., virtualization, Internetof Things, big data, hybrid cloud, high performancecomputing). This effort is also supported by Atos’ ecosystemof technology partners (e.g., EMC² Federation, Microsoft, SAP)
and strategic alliances (e.g., Siemens or Google Cloud).
A major upskilling program called “Cloud Catalyst” waslaunched in January 2023 to provide Atos employees with theskills and capabilities necessary to deliver the Hybrid Cloudvision of the Group. “Cloud Catalyst” aims to transform Atos
from a legacy IT outsourcing provider into a leading providerof Managed Hybrid Cloud services for customers across thecloud continuum. Overall, as a part of this focused program,the Group has trained more than 1,500 employees andachieved 1,374 AWS certifications.

Leading in the Digital Age (LIDA)
Atos has been in a collaborative working partnership with
Harvard Business Publishing since 2018. The initial purpose
was to be able to create a world‑class leadershipdevelopment program for Atos Senior Managers. The
outcome was the Leading in the Digital Age (LIDA) program.
Atos successfully completed 12 Cohorts with about 1,795
program graduates. Atos is planning to launch the 13th Cohort
in the early 2024 due to a fabulous response received for thisever‑growing target population.
This program is a proud winner of Gold Award in theprestigious by EFMD (European Foundation for Management
Development) (1).
The LIDA program is tailored to equip its participants with theright mindset, knowledge and business models to drive theCompany’s strategic ambition. It is a highly participative
blended virtual program including case studies, discussions
with Harvard Business School Thought leaders, pre‑reading,podcasts, video. There are 3 principal modules of around
6 weeks duration and post the successful completion theparticipants are awarded the prestigious Harvard Certificate
and Digital Batch.

Project Management Academy and digital ways ofworking
Atos maintained its focus on Project Management (PM) andAgile training and certification in 2023. The objective was totrain Atos Project Managers and Program Directors effectively
in Project Management and Agile Methodologies, Digital waysof collaboration, LEAN, Design Thinking as well as updated
Atos internal processes and tools. The Group also focused onproviding more efficient and cost‑effective learning
opportunities. More and more employees are now using theofferings in the Skillsoft learning platform (Percipio).
Over 108 employees joined the different ProjectManagement‑related programs and training courses. In 2023,
35 employees enhanced their skills and knowledge in a
Project Management training program. Around 75 usedvarious Project Management offerings including Live Boot
Camps available on the Atos Skillsoft learning platform.
Moreover, over 100 employees used the Agile Academy
providing high‑quality education in different areas of Agile.
Around 60 employees received training in SAFe Agile andanother 50 in PSPO. The existing training programs “ProjectManagement Academy” and “Agile Academy” have been
updated with the latest content and further refined in delivery
methodology.

1) https://atos.net/en/2022/awards_2022_07_11/atos‑receives‑gold‑award‑for‑lida

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SocialSDM Academy

P increased

In 2023, Atos Service Delivery Management (SDM) Academy
program won the 2023 EFMD Executive in Practice (EiP) Gold
Award in the category “Professional Development“. Atos
Corporate University and ESCP business school haveco‑designed and delivered this academy program for Service
Delivery Managers (SDM). SDMs are pivotal to ensuring
customer satisfaction when high value contracts aredelivered. This program had over 1,000 participants.
The Atos SDM Development Program or Atos SDM Academy,
which has been running for 6 years now, has shown clear
results in improving the skills and competencies of SDM
managers (SDMs), such as:

5.3.3.3

P stronger,and verifiable level of knowledge andcommitment of Service Delivery Managers to Atosstandards and methodologies around the world, with apositive financial impact;

P improvement of stakeholder management and negotiation

skills;P enhanced strategic vision of Senior Service Delivery

Managers.

Career Development

In Atos, Career Development is a fundamental key for the
success of all Employees and for the Organization. The goal isto provide for each employee a unique opportunity to learn
and grow with developing next career steps. Atos Group
Career Management has implemented a holistic approach to
Career Management for its employees. To support careerplanning and development, the career wheel structures
career management into four key categories :EVOLVEAPP

IDP & MPP

HOT JOBS& JOB FAIRSCV& INTERVIEWGUIDANCE

FEEDBACKYOUROPPORTUNITIESYOURDEVELOPMENT
EXPERIENCEGAPSHANDS UPPROGRAMGLOBALACADEMIES &PROGRAMSYOURSKILLSINTERNAL &EXTERNALCERTIFICATIONSATOSCORPORATE
UNIVERSITY

to opportunities is enabled through the Evolve application,
launched in 2019 and re‑designed in 2022 to enhance user
experience, where employees can access opportunities
and apply for open positions. The Group Career Virtual Fairs
offer dedicated sessions with Atos Senior Leaders to help
employees explore new business career direction, followed
up with dedicated sessions with recruiters;
P Your Development – Fully aligned with Atos Groupbranding #AdvancingWhatMatters, Atos Group Career
Management runs monthly webinars dedicated to thecareer development of Atos’ employees. In collaboration
with Learning and Development and the Performanceteam, these webinars offer employees an opportunity toreflect on their career and skills and understand the
support and training available to them, empowering
employees to be the CEO of their Career. The Group’s
Career Management team started providing career
guidance sessions in 2022 to assist employees with theircareer and development queries. Interest in this service
grew in 2023;

P Your Organization – Ensuring employees are connected

YOUR CAREERDEVELOPMENTYOUR
ORGANIZATIONCULTUREUNDERSTANDING
ATOS
ATOS
STRATEGY& VISIONP Your Opportunities – Through the Global Hands Up

Program, Group Career Management in partnership withrecruitment and workforce management, share hot jobs
and host virtual job fairs, providing Atos employees, whohave registered an interest in a career progression withaccess to exciting opportunities in the organization. Access

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interfacing between SDMs of different
geographies and sectors and account executives, leading
to better understanding of customer business;

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with Atos and understand the strategy is important to theiroverall career planning. Employees are kept connected todevelopments that may create career opportunities
through dedicated My Future At Atos space and via
newsletters and webinars;

P Your skills – Providing employees with information on thewealth of training and development available at Atos
through Atos Corporate University, internal and external
certifications and a range of training offerings via My
Learning, webinars and newsletters.

Continuous support is offered to all employees via Atoson‑line community Viva Engage space MY FUTURE AT ATOS.
With over 25,000 members, this space shares role
opportunities, learning and development and support
employees with applying for their next role. In addition, Atos
dedicated a quarterly newsletter that shares news anddevelopments to support their career enhancement. All theseofferings are structured in alignment with the career wheel.

Corporate Social Responsibility
SocialCareer focus: Talent and Key People (1)Group Career Management places special attention on the
careers and growth of Atos’ Talents and Key People by offering
a dedicated 1:1 career coaching session for those who areinterested in career progression. Focusing on their individualcareer aspirations, Group Career Management explores how
their network and visibility can be expanded, considers theirpersonal brand, their aspirations and develops a common
career plan. Proactively working with the business to shareprofiles, support succession planning and access newopportunities, more than 65 individual career and talent
conversations took place with Atos’ Talents and Key People in
2023.
Key People support has been reinforced with a digitalapplication to enhance communication and actions tracking.
Dedicated sessions are also being held with managers of
Talents and Key People to increase their awareness and tosupport them with their talent development actions. In 2021 a
key people managerial training curriculum has been
introduced to support managers with the tools andknowledge to develop and support Atos Talents and Key
People more extensively. In addition, a Key People podcasts
series was initiated in 2022 to enhance awareness of the Key
People program among HR community and managers of Key
People. Furthermore, a quarterly Key People newsletter for
managers was launched in March 2022 to keep managers
engaged and informed about ongoing activities and actions
needed on their side.
In 2023 some of those activities were paused, and the focus
was shifted to the individual career support of Key People andTalents, internal mobility and progression, talent statusvalidationinalignmentwithongoingcompanytransformational processes. Key People’s managers havefurther access to a solid database of pertinent information thatshow them the status of their Key People and Talents in scope
and all the ongoing support activities.

Performance Management
Performance management is an essential function to achievea high performing environment, this is the first step to support
employee development, including skills acquisition andcareer development. At Atos, managers nurture regularconnections with their employees, ensuring timely and fair
feedback to support development goals and ensure Atos’
employees are assessed in a fair and transparent manner.
For that purpose, Atos has deployed a standardized
performance management process for all employees, acrossall countries. The process is based on a framework clearly
defined in its policy and supported using a dedicated tool.

The Atos performance management cycle is semester‑based
and is structured around systematic and consistent reviews,
with objectives setting and individual development planning,
feedback discussions with development actions and formal
evaluations.
In the last 12 months, 86.44% of employees received
performance and development reviews [GRI 404‑3]. 92% of the
Atos key people population had a review in 2023.
The Performance Management process not only secures asolid basis for further development of Atos employees; it also
helps with the alignment of people objectives across theorganization, increases clarity and transparency in workforce
capabilities, and helps to identify potential gaps. Those gaps
are then intended to be filled primarily with internal
candidates, to further enhance the development opportunities
for Atos’ employees. In 2023, 72% of all resource requests werefilled in internally.
At Atos, all employees can benefit from an Individual
Development Plan (IDP), which is a performanceenhancement and career planning tool, integrated within the
Performance Management process. This is a voluntarymeasure that is highly encouraged by the Group and helps
employees to identify actionable development in line with
their career aspirations and Atos’ business needs. To that end,
employees can select skills they need to develop for theircurrent or future role based on future customer needs, market
trends, Atos strategy and expected growth areas in themidterm future. In 2023, 62% of Atos employees created their
Individual Development Plan.

Global Mobility
Atos acknowledges the significance of international mobility intalent attraction and retention, and as part of its talentmanagement strategy, has instituted a robust international
mobility program.
To facilitate the mobilization of employees from the Global
Delivery Centers (GDCs) in Romania, Poland, and Bulgaria, theInternational Mobility team has introduced new policies under
its Landed Resource program. This initiative has createdpromising career opportunities for colleagues in thesecountries.
In 2023, Atos offered 726 employees a chance to advancetheir careers within the organization through international
assignments, bringing the total number of such assignments
to 2,193. Additionally, 76 new employees joined Atos throughthe International Hire program.

1) Key People are the employees identified as being key to the organization. Atos defines two tracks: (i) Expert Track with high‑end Experts and Scientific
Community members and Strategic Skills holders, and (ii) Leadership Track: Top Talents and Talent Programs Alumni, Key Contributors, andSuccessors to Executives.

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5.3.4

Employee Health, Safety and Wellbeing at work

[GRI 3‑3 Occupational Health and Safety], [GRI 403‑1], [GRI 403‑2], [GRI 403‑3], [GRI 403‑4], [GRI 403‑5], [GRI 403‑6], [GRI 403‑7], [GRI
403‑8], [GRI 403‑9], [GRI 403‑10]

5.3.4.1

Health and Safety

Global initiatives

Local initiatives

Atos has always been and is committed to maintaining andpromoting the health, safety, and wellbeing of its employees.

Health and Safety is managed locally and governed by each
Atos Country or Country Grouping in recognition of thedifferent legislation, norms and standards applicable. Formal
joint management‑worker health and safety committees
typically operate at country level [GRI 403‑1] and formal local
agreements with trade unions typically cover health andsafety topics [GRI 403‑4]. The musculo‑skeletal disorders are
considered the highly incident occupational disease between
Atos employees [GRI 403‑3].

Atos’ Health and Safety programs not only accommodate
legal requirements, but consider the needs and expectationsof interested parties, assess and manage risks, report andinvestigate incidents, formalize framework and objectives,
provide and track training, and consult employees, creating a
positive health and safety culture.
Atos cares for its employees by:
P enabling its employees to work from anywhere with safe

and secure remote, online, everywhere access, optimizing
digital possibilities including video, accessibility features
and assistive technologies;

P facilitating

healthy working conditions wherever Atos
employees work with eLearning modules to explain thegood behaviors to adopt;

P ensuring

its employees maintain a healthy work‑lifebalance as well as a sense of belonging and community
within Atos, whether working online or in‑person;

P offering the opportunity to reduce commuting time and, assuch, be an actor of the Atos’ decarbonization strategy.

The Standard ISO 45001:2018 sets the minimum requirementsof Occupational Health and Safety practice to protect
employees worldwide. In 2023, Atos has 40 sites certified in
Health and Safety systems according to ISO 45001:2018. [GRI
403‑8]SERT
With its global reach, Atos Safety Emergency Response Tool
(SERT) has been helping to keep employees safe around theworld since 2016. Indeed, Atos developed its own Safety andEmergency Response Tool that is activated by local
management in areas where a natural disaster or major
incident has occurred which could put Atos employees’ safety
at risk. In the event of a natural disaster, terrorist attack or any
kind of emergency, the employees identified in a geographicaldanger radius – based on information provided in the Human
Resources Information System HRIS on a voluntary basis –receive an email and an SMS from this tool.
Through this online tool accessible to all employees 7/7,
24/24, employees can report their status, and the status of acolleague(s) and request assistance. In 2023 SERT was
effectively activated in Philippines, France and North America.

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Local Example: As a large and representative country cluster,
hereafter the example of UK and Ireland Health and Safety:
P Objectives: Occupational Health and Safety Objectives for

UK&I in 2023 were to keep improving the Occupational
Health and Safety (OHS) and Environmental Management
Systems (EMS) by:– setting specific site objectives for Atos sites in scope for

ISO 45001:2018 by the end of Q1 2023,– reviewing all data centre operations with regard to

statutory requirements,– working on Driving Project – increasing the consent rate

for driver licence checking to 95% and ensuring 100% ofgrey fleet drivers, actively driving on Company business,
are verified;

P ISO 45001:2018:

this standard sets the minimum
requirements of Occupational Health and Safety practice toprotect employees worldwide. Atos UK&I migrated fromOHSAS 18001:2007 to ISO 45001:2018 in July 2020. In
addition, ISO 45001 was designed to follow ISO 14001
closely, as it is recognized that many organizations
combine their OHS and environmental management
functions internally;

P Risk Assessment: Risk assessments are carried out on an

AVA online system and there is also an online register
called Legal Watch. Once a year, Atos runs Enterprise Risk
Management workshops which turns into specificoperational objectives and plans shared with associatedowners;Corporate Social Responsibility
SocialP Training: SHINE is an online platform which hosts six

mandatory Health, Safety and Environment (HSE) e‑learning
courses: Office Safety, Fire Safety, Display Screen
Equipment (DSE), Home Working Safety, Managing Safety(Managers only), and Driver Safety Awareness. HSE
Coordinators are required to attain the Institute ofOccupational Safety and Health (IOSH) Managing Safety
Certificate, renewable every 3 years. Fire Safety Managers
and First Aiders attend an externally provided and verified
courses renewable every 3 years;

P Consultation: Health and safety consultation is a legal

requirement. Atos follows a consultation process,(Informing and Consultation Framework) enabling theCompany to provide relevant information to both non‑union
worker representatives (MyVoice) and Trade Union
Representatives. This enables Atos to comply with both the
Safety Representatives and Safety Committees Regulations
1977 (as amended) and the Health and Safety (Consultation
with Employees) Regulations 1996 (as amended). A
collaborative approach to worker consultation has
developed a positive health and safety culture allowing it tobecome embedded in the organization. Employees who
feel valued and involved in decision‑making play a big partin a high‑performing workplace. It brings about
improvements in overall efficiency, greater awareness andbetter control of workplace risks;

P Communication: The UK&I Health and Safety Policy, theOccupational Health and Safety Management Manual andassociatedprocedures
which
make
up
Atos
OHS‑Management System (OHS‑MS) are hosted on“SharePoint”. OHS‑MS links are available on internal
platforms such as “Yammer" and “Source” which direct
employees to a variety of information when required, andcan be accessed from any Atos site, home or client site bylogging onto the Atos network.

Site Forums are held quarterly, chaired by the Senior Site
Manager and a wide range of attendees participate.
Members of the UK&I HSE Team attend forum meetings toprovide H&S advice and updates on the OHS Management
System. The Site forums are split into 3 sections Health,
Safety and Environment (ISO 45001 and 14001), Security(ISO 27001) and on‑site Facilities Management.

Each Company Site has a Health and Safety notice board
which displays the UK&I Health and Safety Policy.
Additional information e.g., results of inspections, audits,
names of key stakeholders and any learning events frominvestigations are also displayed. Where necessary, Mental
Health first‑aiders, wellbeing campaigns and employer andpublic liability insurance certificates are also displayed.
If a site is multi tenanted, Atos ensure there is coordination
with tenants. Additionally, a monthly HSE Report is
produced and distributed to Senior Management tocommunicate information on performance against
objectives, targets and risks. These reports build a pictureof overall compliance;
P Fleet and Grey Fleet Safety: Atos has implemented a Safer

Driving Program in partnership with a company specialisedin Road Safety Compliance. Atos have achieved a high levelof engagement on H&S matters as part of the Safer Driving
Programme, with over 99% of all fleet drivers completing
their registered tasks. This includes agreeing to driver
licence on‑line checks, completing on‑line driver risk
assessment and tailored e‑training modules. Continual
efforts are being made by the Company to ensure that new
drivers who drive on Company business also complete theon‑line driver risk assessment and training modules.
The Safer Driving Programme also includes individual driverrisk assessment and training modules for grey fleet drivers(those who drive their own vehicles on company business).
Where drivers are deemed “high risk”, Atos increase thefrequency of driving licence checks to enable proactive
monitoring and intervention with further training/guidance
where required;

P Employee Assistance Programme (EAP): this programme

provided by one of the largest Occupational HealthCompany in the UK, offers advice and support toemployees with health problems that are work‑related andnon work‑related. They also provide advice on rehabilitation
programmes, disability adjustments and the managementof existing work‑related health problems;

P Recognition: Atos aspires to excellence. Through externalverification, Atos UK&I achieved the Royal Society for thePrevention of Accidents (RoSPA) President’s Award. This isawarded to organizations who have achieved 10‑14consecutive Gold Awards. As of 2023, Atos UK&I has
achieved 14 consecutive Gold Awards for Occupational
Health and Safety. Atos is also proud of its record of
attaining 4 Gold Fleet Safety Awards.

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Social

5.3.4.2

Wellbeing

Atos, as a people‑oriented company, is committed to thehealth and wellbeing of all employees across the Group. This
includes both physical and mental health.

colleagues at local, regional and global levels, enjoy thephysical and mental wellbeing benefits of exercise and havethe opportunity to support a charity while participating.

The Group offers its employees a flexible working
environment, which includes remote or hybrid work to those
who are eligible. Programs have been put in place to support
employees working from home by providing webinars onsafety, ergonomics at work, initiatives that help employees tokeep connected and specific programs for new joiners, like
local Virtual Welcome Days.

GAGE 2023 saw teams of Atos and Eviden colleagues
challenged to achieve 3 million points where every 300 points
passed, meant a contribution of 1€ for a chosen charity, up toa maximum of € 10,000. Over 60 different physical activities(including wheelchair activity, gardening and housework,
inclusive to all employees) could contribute to points along
the journey. Additional accompanying challenges, (e.g.,
plogging – street cleaning while jogging, car free days etc.)
support the Group CSR ambitions.

Some concrete examples of wellbeing initiatives:
P flexible work hours, working from home arrangements andpart‑time working options are available in the majority of its
entities;

P childcare facilities or contributions are available in entities

covering over 48,000 employees;

P breastfeeding/lactation facilities or benefits are available inentities covering over 50,000 employees;

P paid parental leave for primary caregiver in excess of legal

minimum is available
56,000 employees;

inentities

covering

Example of Wellbeing initiatives in the UK and Ireland:

overAtos UK&I promotes a variety of health and wellbeing
campaigns, such as:

P paid family or care leave beyond parental leave is available

P mental wellbeing: Atos has trained Mental Health Firstin entities covering over 28,000 employees;

P check

learning offerings available to employees on
managing health, mental health and stress;

P support

through employee assistance programs andoccupational health services for support with health andwellbeing.

Social wellbeing is also supported through the Group withcollaboration platforms and strong communities, enabling
empowerment and exchange of ideas and best practices andso ensure that employees stay connected with their teams.
The Global ELEE Programs (Employee Led Employee
Engagement) for example, gives a platform to hidden talent
within the organization and encourages any Atos employee
who is an expert in their field to share their experience,
knowledge with their colleagues and interact with peers allover the world. In 2023, over 65 ELEE sessions were runcovering many wellbeing (and other) topics such as managing
in a hybrid world, happier minds and psychological safety. The
sessions have been attended by over 16,500 employees frommany countries including India, Croatia, America, Bulgaria,
Netherlands and Romania.
Atos is also proud to have two internal Green Networks which
run initiatives to enable employees to be moreenvironmentally friendly through webinars and initiatives.
In 2023, for the third consecutive year, Atos actively
encouraged its employees to participate in the GAGE –formerly the Great Atos Global Expedition, and now called “GoAtos, Go Eviden”), a way to build team spirit, connect with

218

The 4‑week challenge saw the € 10,000 donation go to
Women In Tech, “the world’s foremost organization for
Inclusion, Diversity, and Equity in STEAM, with a mission tobridge the gender gap and empower women to embracetechnology.” The money has been spent on providing IT
equipment for the charity’s centers for disadvantaged womenin Brazil and Burundi.

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Aiders across the UK&I that provide support and assistanceto staff and managers;

P stress management: An Individual Stress Risk Assessment

is conducted by the Line Manager who completes theassessment with the employee. Employees are also
encouraged to use the Employee Assistance Program (EAP)
when stress is identified or the Stronger Minds helpline
available through AXA Private Medical if the employee iseligible;

P accessibility: Atos recognises the importance of making

information, services, and job opportunities accessible to all
and has a dedicated Accessibility Team. Atos strives touphold the principles and best practices of theinternationally recognised accessibility standards (WCAG,
BS8878 and EN301549);

P menopause: The changing age of the workforce meansthat a large and increasing proportion of Atos’ employees
will be working through and well beyond the menopause.
The menopause affects all women as well as sometransgender, intersex and non‑binary individuals. Atos has
the Employee Assistance Program (EAP), provided by PAM
Assist, engaged to support any member of staff who may
be affected. Any individual can request assistance orrequest a referral through their manager. This is also
supported via a dedicated Menopause policy document.
The work undertaken here has been recognized externallywith Atos being the first IT company globally to achieve theHenpicked Menopause friendly employer accreditation,
which is still current and valid during 2023.

Corporate Social Responsibility
Social5.3.5

Diversity, Equity and Inclusion[GRI 202‑2], [GRI 405‑1], [GRI 405‑2]

5.3.5.1

Atos DE&I Principles and Framework

While both Tech Foundations and Eviden have distinct
comprehensive DE&I strategies which reflect the evolving
nature of their business direction, across the Atos Group there
are 6 key shared priorities:
Business Accountability – where data on both employee
experience across the lifecycle and demographics (e.g.,gender, age) are used to drive representation, inclusion,
satisfaction and engagement from attraction to selection,
onboarding, development, retention and separation at global,
regional, country and business line levels.
Focus on facilitating equitable Career advancement foreveryone by improving accessibility, equity and inclusion for
all candidates, as well as mentoring, coaching andsponsorship for under‑represented Groups – particularly
women – at different career stages.
Strong employee networks, ERGs (Employee Resource
Groups) and Communities help the Group to foster a
supportive culture, promote inclusion and belonging in
addition to increasing awareness and developing policies withexecutive sponsorship.
Growing relationships with partners ensure the Groupadvances social impact on topics like digital inclusion andeducation for disadvantaged communities.
Education and Awareness through engaging learning
opportunities for both leaders and employees are reducing
unconscious bias and improving hiring outcomes – andinspiring curiosity through year‑round events (e.g.,
International Women’s Days, Pride Month, etc).
Smarter hiring – Greater rigour in recruitment processing to
onboarding, and transparency on hiring decisions, improves
not only objectivity but employee and team success once
appointments are made.
Gender Diversity reporting (for legal reasons) receives highglobal focus and features on global and regional
dashboarding, is used extensively by both Executive and HR
teams in monthly Excom reviews/webinars, for People andTalent Reviews with business leaders and HR Business
Partners, and drives Executive accountability on hiring,development and attrition outcomes. High‑profile reporting
obligations for areas like the Gender Pay Gap (in countries
such as the UK and France) sees Executives making strong
commitments to close the gap by developing appropriate
actions to improve representation for other under‑served or

disadvantaged
communities
where
permitted
encouraged (e.g. ethnicity, disability, LGBTQ+).

andAtos is focused on being an inclusive, diverse, and ethicalemployer of choice. It strives to create a safe, equitable andopen working environment in which difference andindividuality is valued and celebrated. At Atos, colleagues
respect each other, and managers develop their people tolead with care, understanding and humility. This spirit oftogetherness is what truly makes Atos a great and exciting
place to work.
The Atos Group’s global workforce of 94,231 employees across69 countries representing 143 nationalities truly demonstrates
its strength of true diversity of background, experience, raceand culture.
In Q2 2023 Tech Foundations and Eviden began working on
respective DE&I strategies, which addressed common priority
areas. The Group considered feedback from its people,
including extensive data from the Great Place to Work
employee survey conducted in Q4 2022, reviewed its actions,internal data, and external benchmarks; using these insights
the Group developed the revised DE&I global framework andambitions, which were launched at the beginning of H2 2023.
Atos adheres to the legal frameworks related to diversity andwhich abolish discrimination. Many countries have introduced
legislation to enforce the principle of equal pay for work ofequal value. This issue is supported by ILO Convention 100 on“Equal Remuneration for Men and Women Workers for Workof Equal Value”.
In addition, as of April 2, 2024, the Board of Directors ofAtos SE was composed of 54.5% women directors (6 out of11) (1). Also, the Company is complying with the 40% rate of
women directors set forth by the French law n°2011‑103 dated
January 27, 2011. The Atos Executive Group (previously Group
Executive Management), which is an Atos Senior management
network, including management position holders and talents,
in charge of implementing Atos strategies and delivering Atos
operational performance, is continuously monitored andreviewed. It contained 315 top managers as of December 31,
2023. Criteria for selection is based on performance,
entrepreneurship, innovation and fellowship, and membershipis reviewed on an annual basis. In 2023 there continued to be afocus on gender balance for this Group in alignment withGroup gender diversity. 32% of the Atos Executive Group are
women, where it was only c. 13% in 2019.

1) 54.5% (6 out of 11) pursuant to the legal ratio. In accordance with art. L. 225‑23 and L. 225‑27‑1 of the French Commercial Code, the Director
representing the Employee shareholders and the Employee Directors are not taken into account to determine the ratio of gender diversity on the Boardof Directors.

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Corporate Social Responsibility
SocialMoreover, Atos recognizes the increasing need for a resilientand diverse supply chain. To promote diversity within the
supply chain, Atos launched a supplier diversity program in
2022, and is therefore ready to comply with the Corporate

5.3.5.2

Recruiting and attracting a diverse workforce

In line with its commitment to be an inclusive, diverse andethical employer of choice, Atos seeks to bring in individuals
from diverse backgrounds who have the right skills andattitudes to drive growth and innovation.
During 2023 Atos hired 13,771 employees to support thegrowth of the Group and prioritized diversified gender hiring,achieving 35.7% women hired. Atos currently has more than
140 nationalities represented across its workforce.
This year again, recruitment practices continued to focus ongender balance in the applicant pool. Atos set itself a target of
50% of candidates hired to be female; continuing to drive thisfocus and agenda across its business. This target will be
continued into 2024.
Atos has a strong commitment to playing a key part in the
education of the future of young professionals, the Group has
developed strong institutional partnerships with 190
universities on a worldwide basis. In 2023, the Group
maintained its commitment to education by offering many
students the chance to enhance their education throughinternships or apprenticeships. Additionally, the Groupwelcomed a significant number of fresh graduates into its
workforce.
Atos continually reviews the Universities and Colleges hepartners with ensuring that they have a strong focus ondiversities in alignment with its intents.
With its recruitment and talent teams, along with its external
partners, Atos has focused on identifying actions to drive it
forward on its journey. In terms of global and local initiatives toboost its approach to attracting and hiring diverse talent, a
number of notable examples are as follows:220

Sustainability Reporting Directive (CSRD) requirements forresponsible conduct in its value chain. For further information,please see section 5.4.6 “Suppliers ‘CSR performance”.

Universal Registration Document 2023

P partnership with Textio to ensure gender neutrality in its

recruitment materials;

P partnering with organizations and agencies such as HireEZ,

The Muse, With You With Me or Career Builder to drive
engagement and promotion of its opportunities to women;

P partneringwith organizations and agencies such as
Ambitious About Autism, Genius Within and Specialisterne
to drive a focus on hiring neurodiverse candidates;

P implementing Gender Diversity Hiring Boards to ensure that

there is a gender balance in the applicant pool for senior
positions;

P running long‑term development programs targeted atunder‑represented Groups such as its Cloudreach Talent
Academy, through which Atos led a targeted recruitment
campaign for different under‑represented communities in 4
locations (Pune, Atlanta, London and Berlin) and provided
them with dedicated training and development on Cloudskills during an 18‑month program timeframe;

P campaigns and events to promote careers in tech such as

Women in Cyb‑her, Virtual Girls Day, Bright Networks, Codefirst girls, Atos Virtual In‑house Day;

P undertaking

education and training sessions with its
recruiters and hiring managers to highlight the importanceof diversity, understand unconscious bias and the part it
may play in the recruitment process and identify actions to
support the Group’s ambition.

Corporate Social Responsibility
SocialDiversity table[SASB TC‑SI‑330a.3], [GRI 405‑1]
Category

Definition

Employees

Nationalities% Female% MaleEntire organization

All employees

94,231143

32.69%

67.31%Top Management (excl. support functions)

GCM 7+

5,546

63

15.25%

84.75%Top Management (support functions)

GCM 7+

2,099

59

28.02%

71.98%

Junior Management

GCM 5/6

26,962111

30.38%

69.62%

Technical staff (excl. support functions)

GCM 0 to 4

48,54913236.50%

63.50%

Other (support functions)

GCM 0 to 4

2,616

67

61.66%

38.34%

Composed of1:

TOTAL

85,772

Independent sub‑category focus
Group Executive Board2

Sub‑category of Top
Management

11663.64%

36.36%

Executive Group3

Sub‑category of Top
Management

315

27

31.85%

68.15%

Germany and new acquisitions are excluded in GCM level relevant categories.
Group Executive Board: Atos Top Management team leading Group vision and defining strategy. Made up of the most senior managers in theorganization.
3. Executive Group: A wider senior management network, holders of management positions and talents. Responsible for implementing strategy
and delivering operational performance.
1.
2.

5.3.5.3

Career development and mentoring[GRI 405‑1]
In 2023 the DE&I office in collaboration with the Accessibility
team started a global Reverse Mentoring program. Thisinitiative seeks to elevate the voices of employees withdisabilities and generations, offering individuals fromunderrepresented Groups a platform to showcase theirunique perspectives to senior leaders. The program is set tocommence in the first quarter (Q1) of 2024, fostering a more
inclusive and dynamic organizational culture.

To promote Diversity, Equity, and Inclusion at the local level,
the Global Delivery Centers (GDCs) have launched the "OneGDC Women Mentoring Program". This program pairs 16
mentors with mentees and is specifically tailored for mid‑level
female professionals across different countries. The initiative isdesigned to provide dedicated support for their careerdevelopment, foster innovation, and empower them to takeon leadership roles.

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Social

5.3.5.4

Belonging at Atos[GRI 405‑1]
At Atos everyone should feel valued, appreciated and free tobe who they are at work. Their authentic self. The Groupsupports its employees to feel safe, supported and acceptedin the workplace so they can thrive, bringing their best to thebusiness. This enables the attraction and retention of talent
who can bring in their ideas, insights and collaborate todevelop innovative solutions and outcomes.
Globally Atos has created opportunities and space forauthentic conversations and exchanges on a range of topics
and lived experiences. The Group has held joint events
including the DEI Summit with partners SAP. 2,173 people
attend the sessions from 35 organisations in 37 countries.
There were 1.1m post reach impressions on social media,
10.5K LinkedIn video views. Extensive celebrations andawareness events also take place globally and regionally forevents such as International Women’s Day, and Pride Month.
As with all the communities Atos celebrates, champions andwelcomes members of the LGBTQ+ community. Across 2023
the Pride network has held dedicated webinars and panel
discussions for Pride Month, World AIDS Day and International
Day of Transgender Visibility. The International Day Against
Homophobia, Transphobia and Biphobia was marked on May
17th with advice for supporting and protecting the LGBTQ+
community. There was also a celebration of Lesbian Visibility
Week, Bisexual Awareness Week and International Non‑Binary

5.3.5.5

People’s Day. Topics included “How to be a Trans Ally in theworkplace” as well as an intersectional webinar brought jointly
by the Armed Forces and Pride Networks, to recognize theimpact LGBTQ+ people have had in the Armed Forces.
Alongside these events, the Pride network regularly engages
employees about LGBTQ+ issues, topics and interestingdevelopments via their Yammer community and on social
media.
As an organization Atos has promoted trainings that raiseawareness, address bias and highlight issues facing the
LGBTQ+ community, has taken action to introduce local
policies that support this community such as Transitioning
Guidelines or Family Friendly policies that are gender‑neutral.
Atos also actively partners with external organizations such as
L’Autre Cercle. In 2019 the Group pledged its support for the
LGBTQ+ community by signing the UN Standards of Conduct
for Business and L’Autre Cercle Charter of LGBT+ commitment.
Atos has deepened this commitment by becoming a Gold
Partner to L’Autre Cercle’s Role Models program and during
the last 3 years participated in Odyssey for Equality, a projectfocused on how to build in the future a fully inclusive working
environment for the LGBTQ+ community. In 2023 the AtosGroup participated in an open Autre Cercle workshop
discussing making better progress in International Mobility
protections for LGBTQ+ people.

2023 Successes and Awards

Alongside developing its DE&I framework and overarching
principles, Atos set several short‑term actions for 2023. These
actions spread across the strategic pillars in Tech Foundations
and Eviden.
A few examples of what was achieved in 2023 range fromraising awareness and educating team members throughhosted initiatives like International Women’s Day, He for She,Drop in at New Atos and Pride Month; to collaborating withpartners and clients during hosted events and partner forums
or training people to be facilitators for the #Iamremarkable
initiative; to working with new and existing external partners
such as L’Autre Cercle and Valuable 500.
Since 2022 Atos has been recognized for its DE&I efforts
globally and regionally, with the following awards andrecognitions:

P Adapt and Together shortlisted for “Outstanding Disability

Network of The Year” by British Diversity Awards (2);

P Together Network Co‑Chair has been shortlisted for the

Rising Star Award in this year’s Diversity, Equity andInclusion in Tech Awards;

P 3 Finalists in ISG Women in Digital awards in EMEA (3);P Atos UK&I recognized by Great Place to Work® as one of

the UK’s Best Workplaces™ for Women;

P European Awards Great Place to Work™ – Certified

Organisations UK 2023;

P UK’s Best Workplaces™ for Women 2023 (4);
P UK’s Best Workplaces in Tech™ 2023 (5);P the Together and Adapt Networks have been named in the

Global Diversity List 2023 in the Ethnicity Networks
category (1);

1)
2)
3)
4)
5)

222

THE LIST 2023 | GlobalDiversityList
Atos.jpg | SHORTLIST 2023 (britishdiversityawards.com)
ISG Women in Digital Awards | Defining Leadership for the Future | ISG (isg‑one.com)
UK's Best Workplaces for Women™ 2023 | Great Place To Work® UK
UK's Best Workplaces in Tech™ 2023 | Great Place to Work® UK

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Corporate Social Responsibility
SocialP Atos Group is ranked #83 out of 850 in the Financial

Times‑Statista Diversity Leaders rankings for Europe (1);

P Atos IT Services UK Ltd. was confirmed as one of the UK’s

Best Workplaces for Women 2023 ("super large" category);

83rd/850 companies on the Financial Times
Diversity Leaders List;

P Placing

P Times Top 50 Employer for Gender Equality in the UK and

Ireland (5th year in a row) (2);P SHARE Equality certification by Women on Top in Greece;
P Recognized as a Diversity Leading Company by Equipos y

Talento in Spain;

P Recognised as “Best Women Talent Company 2023” as oneof the Top 20 companies in Spain committed to the visibility
and promotion of women in business, in addition to being a“Top Diversity Company” – one of the Top 50 companies in
Spain with the best Diversity practices by Intrama.

5.3.5.6 Atos employee networks and partnerships
Across the organization Atos is continuously working to build astronger sense of community, drive advocacy, allyship andawareness, and create an environment of safe space andbelonging. The Group has taken a strategic course into
advancing its affinity Groups to Communities and Employee
Resource Groups that each drive actions, initiatives andprograms aligned with their specific mandates.

P Together Network featured a Vaisakhi Lunch explaining

In 2023, in partnership with the networks, Atos:P Atos included Aspirations promoting tech industry entries

P developed greater allyship delivering activations like Men’s

Mental Health awareness webinars and posts delivered
between Atos Adapt and Atos Inspire; an awarenesswebinar on World Aids Day jointly delivered between the
Atos Pride and Atos Adapt network; or its Use of Pronouns
and Accessible Language guide which was produced incollaboration with its Atos Pride network and launched aspart of its International Women’s Day program;P celebrated International Women’s Day hosting series ofglobal panel discussions and featuring video insights from
Atos’ leaders; The discussions cantered around the#embraceequity theme included topics such as The E in
DE&I, Understanding the Equity Challenge and the Myth of
Meritocracy and more;

P recognised culturally significant events and celebrations.

These included a 2023 cross‑company collaborative panel
discussion on the History of Juneteenth; A week‑longcelebration of Black Owned Business and Unsung Heros inTechnology for Black History Month and a Red Cross blood
drive – both in the US and Diwali celebrations across its
various offices and regions. The multiculture community in
UK involved Atos employees in many activations such as
Iran Awareness Session by Atefeh Eslahi highlighted Iran’sculture and current affairs; Lunar New Year’s celebration;
Year‑round Imposter Syndrome Sessions, provided support
and practical tips for overcoming imposter syndrome;

Sikh traditions and a “Cook Your Culture” event for Eid
Al‑Fitr, sharing insights and dish tutorials. The EmpowerSponsorship Programme, concluding in May 2023, paired
underrepresented employees with senior mentors toenhance diversity representation in line with the Ethnicity
Diversity Pledge;

for minority students. June commemorated the75th Windrush Anniversary with a documentary screening.
Refugee Awareness Week in June featured a panel
discussion on refugees and people seeking asylum. UK
celebrated Black History Month with two events, including
a lunch and learn and a mini‑panel;

P continued to nurture and develop its existing diversity

driven partnerships with organizations such as SAP.

In addition, Atos is an active member of numerous DE&I
focused organizations or partnerships. Through these theGroup has signed charters and made focused commitments
in progressing DE&I and driving change. Examples include:
P L’Autre Cercle Charter of LGBT+ commitment and Gold

Partner to L’Autre Cercle’s Role Models program;

5

P AARP pledge (supporting employees over 50);
P member of the Valuable 500 (supporting the accessibility

needs of its employees) (3);P TechPact pledge North America;
P signatory to parity.org (advancing women into senior roles);P member Business Disability Forum Partner (4);
P signatory to the UN Standards of Conduct for Business;
P UN Women in Asia Pacific member;
P partnership with NASSCOM in India;
P partner with Women in Africa on the WIA Code program;
P strategic partnership with Talent in Africa;
P member of Microsoft Canada’s Global Partner Solutions

Women’s Council.

1)
2)
3)
4)

FT‑Statista Diversity Leaders ranking and full methodology
Atos named a Times Top 50 Employer for Gender Equality 2023 - Atos
ATOS - The Valuable 500
Partners - Business Disability Forum

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Corporate Social Responsibility
SocialDuring 2024 Atos will continue to support its networks to drive
progressive development, actions and focus. The networks
strongly focus on improving awareness, educating people on

key topics, sharing stories and experiences, and advancing
advocacy around issues of prejudice, barriers anddiscrimination that affect different communities.

5.3.6

Accessibility and Digital Inclusion

5.3.6.1

Global Accessibility and Digital Inclusion Governance

Accessibility and Digital Inclusion are part of Atos values,
embedded in its statement of purpose by which Atos aims
to enable people “to live, work and develop sustainably, in asafe and secure digital space”. Ensuring that digitaltechnologies and services are accessible and inclusive iscrucial to provide everyone with appropriate support and theopportunity to reach their full potential, especially since
remote and home working have become more frequent.
Atos has built upon the work done in previous years to deliver
Accessibility, Digital and Disability inclusion for both its
employees and clients. Through a comprehensive global
program, practice and governance structure, it continues todeliver and build an inclusive and accessible organization andservices.
The governance relation between Group Accessibility (GA)and Accessibility practice is illustrated in Figure 1 below. Atos
has appointed an executive leader for accessibility as part of
the global management team empowered to drive theprogram and grow its accessibility offerings. The global headof accessibility is supported by a full‑time accessibility anddigital inclusion governance program manager and process
manager.

Group Accessibility (GA) is part of the Chief Administration
Office (CAO) and is accountable for the Group’s Accessibility
and Digital Inclusion policy, corporate strategy and provides
governance, compliance monitoring and reporting. The Group
Accessibility cooperates with other areas of the business to
support programmatic change in areas such as Human
Resources, Procurement, Marketing and Communications etc.
Group Accessibility funds workplace adjustments andprogrammatic work, which are delivered through theaccessibility practice portfolio and expert consultants. The
accessibility practice is housed in Tech Foundations – Digital
Workplace (DWP).
Digital Workplace Accessibility practice provides expertiseand resources to Group Accessibility to support the wider
business. The DWP Accessibility practice delivers external
services to clients as part of the DWP portfolio offerings.
Group Accessibility and Accessibility practice both combine toprovide support to the other business lines. The Accessibility
Practice (1) continued its development with Regional Heads
located in France, Germany, Iberia, India, North America andUK&I, along with experts in Bulgaria, Poland, Switzerland andAustria
accelerating
theglobal‑to‑local
programimplementation into customer offerings.
x%

x%

GLOBAL HEAD OF ACCESSIBILITY
PolicyGroup
Accessibility(CAO)

Expertise

Governance &Compliance

Accessibility
Portfolio Oﬀerings

Corporate
Strategy

Local speciﬁc challenges

Drive Growth

Programmatic
Work

Accessibility
Practice(DWP)

Supply Services

MandateInnovate & Deliver
PORTFOLIO

Providing Expertise & Fertilisation Opportunities for ALL Business Lines
Technology Services

Hybrid Cloud & Infrastructure1) Atos Accessibility and Assistive Technology – An Inclusive End User Experience (IUX).

224

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Awareness

Digital Business Platforms

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Social

5.3.6.2 Global Accessibility and Digital Inclusion policy and programThis Atos Global Accessibility and Digital Inclusion
policy (1) was first signed in 2019, updated in 2021 andreinforced in 2023.
In 2021, Atos initiated a Global Accessibility and Digital
Inclusion governance program with a dedicated program
manager to implement the Accessibility and Digital Inclusion
policy. This global program focuses on 3 key program themeswith 20 main workstreams:
P Business: addressing accessibility enablement for portfolio,

partners and Alliances, client experience, sales andpresales, global to local initiatives for geographies or Global
Delivery Centers;

Atos' vision
Be the recognized leader
in its industry for accessible
and disability inclusive
experiences & services

3 Scope Approach
Delivering Full Ecosystem
Accessibility
Applying the same structured
approach to digital inclusion
as for decarbonization

P Internal: addressing accessibility operational excellence inthe quality and audit, compliance, corporate data forreporting, internal events, employee relations andcommunications, HR, internal IT, knowledge andcompetence, procurement, portfolio and workplaceadjustments business areas;

P Ecosystem: addressing reporting, brand and marketing,

events like Global Accessibility Awareness Day (#GAAD)
and International Day of Persons with Disabilities (#IDPWD),
external relations with social partners such as Valuable 500,
the ILO Global Business Disability Network, the Business
Disability Forum, the WeThe15 movement, as well as
different regional Non‑Governmental Organizations (NGOs)or public development agencies, professional bodies.

Accessibility governance and 3 key program themes with workstreams
Business

Internal

Ecosystem

1 Portfolio

1 Quality & Audit

1 Brand and Marcoms

2 Partners & Alliances

2 Compliance

2 Events

3 Client Experience

3 Corporate Data for reporting

3 External relations

4 Sales & Presales

4 Internal events

4 Professional bodies

5 Global 2 Local/
Business Units

5 Employee Relations& Communications

5 Reporting

I. Geographies
II. Global Delivery
Centres

1 Direct impact from owned
or controlled resources, products
and services
2 Indirect impact from purchased
resources products and services

6 HR
7 Internal IT
8 Knowledge & Competence
9 Procurement
10 Portfolio compliance5

11 Workplace adjustments

3 Indirect impacts that occur in thevalue chain including upstream& downstream

Atos has decided to adopt a holistic approach to reach as
many people as possible, aiming to improve the experience
for all individuals, surpassing the estimated 16% of people withdisabilities (2). The approach is to deliver Full Ecosystem
Accessibility by applying the same methodology toaccessibility and digital inclusion as for decarbonization withthe aim to reduce negative externalities of exclusion throughcumulative improvements across all areas of the business.
The 3‑scopes in which Atos can impact accessibility anddigital inclusion encompass:
P Direct

impact from owned or controlled resources,
products, and services;

P Indirect impact from purchased resources, products, andservices;

P Influence that occurs in the value chain including upstream

and downstream.

The program is two‑fold, addressing the Group’s own
transformation to be an inclusive Company on a global level
as well as delivering technologies and services to its clients
fostering their inclusive digital transformations.

The accessibility services and solutions have been
consolidated into a unified global dedicated portfoliodelivered by or with support of the Company’s accessibility
practice. To underline the importance of the Accessibility andDigital Inclusion governance, regular steering committees areheld with stream leaders and key stakeholders.
The Atos Book of Internal Controls includes controls linked tothe policy and program implementation with tests on legal
compliance, accessible facilities, accessible internal IT
environment and accessibility in project and productmanagement life cycles.
Following the implementation of new processes, new controls
are being set up to test the process within the accountablefunction supported by the Group Accessibility. An example ofthis is the accessibility assessment process for new vendors in
Request for Proposal (RFP) and Request for Quote (RFQ) andthe inclusion of accessibility clauses in relevant new suppliercontracts in procurement.

1) Accessibility and Assistive Technology – An Inclusive End User Experience (IUX) – Atos.
2) WHO 2023.

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5.3.6.3 Highlights of 2023
Atos continues to engage relevant stakeholders andcontributors on its key pillars to reach a next level of
excellence for its employees and clients, with continuous
addition of new accessibility tools and features in the Digital
Workplace practice. The objective for Atos Digital Workplace
is to offer assistive technologies and accessible solutions forall employees and clients regardless their role or location, andto continuously improve compatibility with other applications.
Additionally, Atos continues to leverage Microsoft M365
assistive technologies in several areas such as speech
recognition, text to speech, accessible color themes andsemi‑automated accessibility compliance controls including
numerous concrete features that got deployed and promoted
via demonstrations:
P Microsoft Teams: speech recognition enabled products,

dictation, real time captions, translation to 90+ languages,
background noise suppression, high contrast mode,
PowerPoint Teams Live presentation features, user Support
Hub: Chatbot e.g., beneficial for people with auditory or
speech impairments but still being fully optimized onaccessibility features, tests of Copilot as an assistive
technology especially for neurodivergent conditions;

P Microsoft O365: dark/high contrast mode, use of screen

readers, Accessibility Checker (for creating content) and
Immersive reader to support neurodivergent conditions andnon‑native speakers of languages.

Since 2021, assistive technologies can be requested by
employees via PISA (Platform for Internal Services @ Atos),
reducing delays to access assistive technologies, removing
the requirement to prove disability and enable a culture shift
to a more inclusive employee experience. In 2022,
Accessibility conformance was added as a quality gate forinternal applications.
A multi‑year remediation plan for existing internal tooling aswell as global‑to‑local collaboration pilots have been
designed and agreed to be launched in 2024. This will enable
concerted globally versus locally compliance actions for
globally deployed IT internal tools. Main improvement areas ofinternal IT systems that have been identified are alternative
texts, contrast ratios, keyboard navigation within and between
pages, alternatives to audio contents, resizing compatibility
and distinct focus on active element. The existence of local
General Data Protection Regulation (GDPR) related constraintsof third‑party tooling not enabling the usage of Cloud‑based
assistive features in some geographies has been discovered.
The new quality gate shall reinforce those improvements for
new tooling.

Content creators received training on how to create
accessible documents and use the Accessibility Checker inO365 as part of document creation processes for all corporate
documents. Branding has been designed to meet the Web
Content Accessibility Guidelines (WCAG) AA requirementswith colour contrast using the branded colour palettes as wellas improved font legibility. Accessibility experts have been
supporting marketing and creative teams with regular reviews
and meetings to define roadmaps for implementation offurther trainings and improvement proposals. New brandwebpages for Tech Foundations and Eviden are planned, andprocesses changed to deliver improved accessibility of web
features. Atos has entered the partnership with Accessibility
Cloud to provide automated and manual testing and better
reporting on Accessibility status. New awareness trainings andalerts for web content creators will contribute to improved
web content accessibility.
During the Company transformation, Atos provided
Accessibility expert consulting support to Human Resources
focused working Groups on transformation topics.
A maturity model assessment was conducted globally inrecruitment and on‑boarding, retention and progression andskills and learning in 2022. The report from the assessment
resulted in diverse improvements being recommended
focusing on the accessibility of entry point applications,harmonized systems and procedures across geographies, andwhere disability related data could be collected improving
and harmonizing systems. Work is ongoing to improve
support processes for employees with disabilities tovoluntarily self‑declare their disability status.
There has been an ongoing communications campaign toinform employees about the availability of accommodations
and mechanisms for accessing assistive technology andaccessibility support. Additional resources have been madeavailable to support the provision and processing ofworkplace adjustments. Work in this area to harmonize andglobalize processes is a key part of the work ongoing in themulti‑year plan.
Similarly to 2022, focus in 2023 was put on mandatory
trainings available globally and locally:
P all 2023 mandatory training modules are compliant with

Accessibility Standard WCAG 2.1 AA. This means that thecontent has been designed in an accessible format
including the use of transcripts, closed captions andalternative texts for images;

P “Accessibility and Digital Inclusion in Atos” – the training on

the policy and program got deployed and widely
promoted, targeting all employees (available in French,
German, Spanish and English);P new trainings on Accessibility have been created andmade available for employees. A further evaluation projectis in progress to look at the requirements of specificAccessibility training for employees to make sure that
employees have the right skills to carry out their role
specific requirements for Accessibility.

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Corporate Social Responsibility
SocialIn 2023 Atos successfully developed and rolled out a new
end‑to‑end process to assess the Accessibility maturity of new
vendors during RFPs for defined product categories andsubcategories within the inclusion and Accessibility scope.
This has been achieved via a standardized Accessibility
questionnaire adapted to the suppliers size and implemented
in the Atos tool. The global Procurement team has been
providing Accessibility maturity scores to buyers (traffic lightsystem), and Accessibility experts support buyers in thenegotiations of new mandatory Accessibility contract clauses,
specified per product Groups and maturity score. The
Accessibility team provides a “support desk” that evaluates
the need for further Accessibility tests providing them whenrequired. It also advises on regulations and applicable
contract clauses.

Through this new process, accessibility is also part of theevaluation process for Learning and Development products
and services providers during RFPs and considered in talentdevelopment programs (like FUEL and GOLD).
The new process was introduced following a global
mandatory “Accessibility for Procurement Training”, which is
now deployed as one of Learnings in internal learning
platforms. The effectiveness of the new processes will betested and evaluated via internal controls conducted by
Procurement and communicated to Group Accessibility. In
2024 an adapted process for the maturity assessment will be
developed, tested for current suppliers with appropriate
contract clauses created for outsourced services and IT
FP‑Services categories.

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5.3.6.4 Building and sharing knowledge and professionalization
Knowledge sharing and training on Disability and Accessibility
have been key topics since 2021.
The Group has deployed its first curriculum that included
assessment on Accessibility and Digital Inclusion available for
all Atos employees. It has been promoting the Accessibility
policy and program since introduction in 2022 emphasizing
importance and everyone’s impact on communications andaccessible documents. In 2023, the Atos Accessibility teamcreated three new courses: for buyers in Global Procurementon Accessibility assessments of suppliers, for the service desk,and for social media Accessibility. Microsoft Word, Excel andPowerPoint Accessibility courses are to be released soon.
Atos certifies its Accessibility experts with the International
Association of Accessibility Professionals (IAAP) and reached atotal of 51 certified experts by the end of 2023 (27 CPACC, 12
WAS, 10 CPWA and 2 ADS); early 2024, 21 more certifications
are planned (3 CPACC, 4 WAS, 10 CPWA and 10 ADS). Atos
received the most IAAP recognition awards of any member
organization in 2023.

P open online events of key days in the disability inclusion

calendar such as:– Global Accessibility Awareness Day (GAAD) (1) every May

for 9th year,– Innovation in Disability Inclusion event for International

Day for Persons with Disabilities (2)/Purple Light Up (3) inDecember where executive employees, Accessibility
team and partners celebrate people with disabilities at
the workplace for the 3rd time.

Atos as a Group has been actively
professionalization initiatives for accessibility:

engagedin

P the work initiated on the Digital Accessibility Specialist

Apprenticeship Standard in 2019 (Atos chaired thetrailblazer Group), fully approved with a funding band
agreed by the UK Department for Education with coursesthat are now live and available from multiple learning
providers;An Accessibility pilot on the inclusion of employees withdisabilities was conducted in FUEL for Emerging Leaderstalent program in 2023 – providing captions, accommodations
and customized support during the training phase, while ateam of talents worked on “Atosian Accessibility Enablement”,
a project to identify solutions supporting increasedorganizational wide awareness, especially in the portfolio,
sales and presales communities.

P in 2023, Atos has submitted a proposal to GIZ develoPPP

The Accessibility Champions program created by a former
FUEL talent team is now led by the Global Accessibility
Academy and Accessibility Knowledge Lead. This program
enables people to access training and gain certifications. The
Accessibility Champions Program has a dedicated Yammer
community with 94 champions having achieved thecertification (+49 new level 1 Champions in 2023, compared to
45 in 2022) and 135 enrolled as Champions. Atos’ Knowledge
Lead presented on “Digital Accessibility: A Strategic Edge
Through Apprentices” for Purple Beard Training – one of theapproved learning providers for the Digital Accessibility
specialist apprenticeship that Atos led the work on creating.

P Atos has pursued its Accessibility Academy scheme taking

The Intranet Accessibility portal provides information on the
Accessibility practice, policy and program (including
information on global access to workplace adjustments). It
also provides up‑to‑date information on training materials anda calendar for events such as:

1)
2)
3)
4)
5)

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P operational steering committees;

for Fostering Accessibility Competence and Inclusive
Employment Alliance, with the objective to train
Accessibility specialists and personal assistants (focusing
on disability support skills). The aim was predominately toprovide training for individuals with disabilities, andenabling them to obtain meaningful employment after theircohort between 2024‑2026 in Cairo, Egypt (4);on 2 apprentices on a two‑year cycle, with the latest having
completed the program in 2022 and the next cohort having
started in 2023. Discussions are ongoing with learning
providers and potential partners to extend the scheme toother geographies including Germany and the UnitedStates;P the graduates among the alumni of the scheme continue towork in accessibility as recognized experts within Atos andthe sector, contributing to the work of the International
Association of Accessibility Professionals for the “Strategic
Leader in Accessibility (SLiA)” Recognition (5);

P active advice to several organizations on accessibility

organizational maturity and programs.

Global Accessibility Awareness Day 2023.
2023 Innovation in Disability Inclusion Event webpage.
Atos Purple Light Webpage 2023.
Fostering Accessibility Competence & Inclusive Employment Alliance.
International Association of Accessibility Professionals to create a certification for a “Strategic Leader in Accessibility (SLiA)”.

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5.3.6.5 Fostering entrepreneurship and innovation in disability inclusion
In 2023, Atos successfully supported mentoring for its second
virtual development partnership with the Deutsche
Gesellschaft für Internationale Zusammenarbeit (GIZ) as
collaboration of the MakeIT Alliance (an initiative with theGerman Federal Ministry for Economic Cooperation andDevelopment, BMZ), the ICT 4 Inclusion Challenge – India
Edition 2022 (1).
The challenge aimed to “Mitigating the impact of climatechange on people with disabilities” through proposedsolutions from over 400 interested teams, of which 16 were
eligible and 7 intermewed by a high‑profile jury, resulting in 3
winning teams which were accompanied by tailoredmentorship as part of the Impact Transfer Program from Zero

Project in 2023. Also, the Africa 2021 edition of “Shaping
inclusive education for people with disabilities in Africa” hadcontinued for a 3‑month tailored mentoring for the 3 winningteams to support scaling the solutions in 2023.
Building on this initiative, Atos partnered with GIZ, Zero
Project, Fundación Descubreme and Inclusive Creations tocreate the Zero Scaling Solutions Program (2) which has a full
curriculum of support for entrepreneurs.
In France, a new edition of Handi‑Entrepreneurs (3) coordinatedby the “Mission Emploi Handicap” (4) supported the innovation
process and the entrepreneurial spirit of people withdisabilities.

5.3.6.6 Working with strategic partners and disability organizations
The Group has continued to develop and deepen its
relationship with different business and supplier partners on
the topic of accessibility, examples being Amazon, SAP,
Salesforce and Google. Atos has further improved the joint
partner offering for Accessibility as a Service (AAAS) with
Microsoft (5) and has hold regular meetings as part of its joint
Center of Excellence to deliver more inclusive experiences inthis partnership. Microsoft named Atos as a finalist in their2022 Partner Awards in the Category “Inclusion
Changemaker” (6). Building upon this, Atos presented onaccessibility in partnership with Microsoft as part of Microsoft
Inspire 2023 and also on “EAA: to advance accessibility inEurope” as part of Swiss Federal Office for Equality for Persons
with Disabilities (BFEH) E‑accessibility conference (7).
In 2023, Atos started a new long‑term partnership with
Accessibility Cloud to combine automated testing withmanual expert accessibility audits that can be tracked in anaccessible management dashboard to help track and improve
web accessibility and compliance with standards at scale.
Atos will use Accessibility Cloud for its internal accessibility
work as well as including it as a portfolio offering.
Atos has continued its commitment to work with International
Labor Organization (ILO) Global Business Disability Network as
Chair in 2023 with diverse contributions and participated in the
GBDN Conference in Geneva in November as well as to panel
discussions on “No social and environmental sustainability
without disability inclusion” (8) and “Climbing the career ladder:developing talent with disabilities”.

At the Zero Conference in Vienna 2023, Atos contributed with
2 fireside chats on the ILO Self‑Assessment Tool and the Atos
Approach of “Treating Exclusion Like Pollution”. Atos also
continued membership with Business Disability Forum,
International Association of Accessibility Professionals (IAAP),
and The Valuable 500. Furthermore, the Group participated in
Inclusive India Conference and Accessible Europe: ICT 4 ALL.
Atos is an active partner of the Valuable 500 (a partnership of
500 Companies aiming to accelerate disability inclusion andend exclusion through business). The first Valuable 500
commitment was signed by Atos’ CEO in 2019 and thiscommitment was renewed in May 2023 with a new vision andwide‑reaching long term‑goals (9). The Tech Foundations CEO
was personally engaged as the executive mentor for
Generation Valuable which is part of Atos commitment tolearn directly from its employees with disabilities. The intent isto provide executives insights on how to enable a culture ofbelonging, trust, and opportunity at all levels of theorganization simultaneously addressing the gap in disability
talent.
Atos’ employees have been actively contributing to Valuable
500 by being part of the advisory board (10) and participating in
the Self‑ID Resource Guide, as well as in the Generation
Valuable program. The new commitment also implies
participating in Collective Action against the most significant
systemic barriers to inclusion: Inclusive Reporting (Valuable
500
KPIs),
C‑Suitestorytelling/Leadership,
andRepresentation.

1) Atos GIZ Joint ICT 4 Inclusion Challenge Webpage.
2) Scaling Solutions Program.
3) Atos Press Release “Atos dévoile les lauréats de la 14ème édition de son concours handi‑entrepreneurs”.
4) Atos webpage of French Mission Emploi Handicap.
5) Microsoft Marketplace Consulting Services – Atos Accessibility As A Service.
6) Atos Press Release on Atos named Finalist in Microsoft’s Inclusion Changemaker Award.
7) Swiss Federal Office for Equality for Persons with Disabilities (BFEH) E‑accessibility conference of November 16, 2023.
8) No social and environmental sustainability without disability inclusion Panel for ILO.
9) https://www.thevaluable500.com/companies/atos
10) The Valuable 500 Advisory Board Members.

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SocialAtos decided to address disability representation in senior
management encouraging existing C‑Suite and senior
managers with disabilities to self‑identify as such, supportingthem to become positive role models for future generations –with a start of a movement in 2023 with for example theGeneral Counsel of Atos North America sharing about her
dyscalculia, dysgraphia and dyslexia and the abilities andassets of employees with neurodivergent conditions. (1)To replicate the success of Generation Valuable, Atos plans apilot that supports and mentors the next generation of middle
managers with disabilities in their career progression into senior
roles, and so replicating Generation Valuable across theorganization with a reverse mentoring pilot matching employeeswith disabilities of diverse conditions, geographies, gender, andage with senior leaders. This initiative seeks to elevate the voicesof employees across generations and with disabilities, offering toshowcase the unique perspectives and first‑hand experiences tosenior leaders. The program is set to commence in the firstquarter (Q1) of 2024, aiming to prepare next steps to foster amore inclusive and dynamic organizational culture.
In parallel, a new global survey shall enable anonymous
voluntary self‑identification for all employees with disabilities
or who experience accessibility barriers which can create asituation of disability – this shall enable the organisation to
gain better data on companywide foundational needs for thecreation of a universally more accessible and inclusive
employee experience.
Atos also supports Purple Space, BATA (British Assistive
Technology Association), and Tech Share Pro and is working todeliver the Paralympics and other key parasports events aswell as supporting the broader diversity and inclusion
initiatives of the International Paralympic Committee such as
the “We The 15” movement.

5.3.6.7 Employee Resource Groups and initiatives
The Atos Employee Resource Groups (ERG) and disability
inclusion networks, Adapt network (2) and AdaptAbility support
employees with physical or mental disabilities or healthconditions as well as their allies to manage their impairment toreach their full potential in the workplace whilst contributing at
work.
The ERGs assist employees who need to adjust the way theywork and can rely on Atos' comprehensive workplaceadjustment policy designed to build disability confidence
across the organization.
From its starting point in the UK, Atos Adapt has actively
worked to open the network to other countries. Atos Adapt
runs events, webinars, and programs for the WeThe15 humanrights movement (3). The focus is on raising awareness ofmental health, disability and wellbeing through education
resources, webinars. It promotes events and programs at local
level to support culture change and ensure employees feelable to self‑identify in line with the Group Policy and Program.

1)
2)
3)
4)
5)
6)
7)
8)

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Five things business leaders can learn from people with disabilities Blog.
Atos Adapt Webpage.
Atos WeThe15 Movement webpage.
Top 10 Future Leader 2022 Ethnicity Awards including Atos Adapt Lead.
European Diversity Awards Shortlist 2023.
British Diversity Awards 2023.
Global Diversity List 2023.
Positively Purple Blog 2023.

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Atos Adapt successfully worked with the UK Diversity andInclusion Lead on gaining the final level 3 of Disability
Confident for Atos in the UK. The work of the network chair
was recognized with the Top 10 Future Leader 2022 Ethnicity
Award (4) and in 2023, Atos Adapt has been shortlisted for
Outstanding Disability Network of the Year at the European
Diversity Awards (5) and British Diversity Awards (6) and being
listed in the Global Diversity List (7). For International Day of
Persons with Disability, the network published a blog forcelebrating Positively Purple (8).
In 2023, Atos Adapt set up a safe space and dedicatedcommunity for employees within the autism spectrum and tosupport individuals with impairments, health conditions andneurodivergent conditions that can result in disability. The
network collaborated with and consulted the Group’s
Accessibility and DE&I functions sharing experience onreverse mentoring in UK to build the first global reverse
mentoring pilot concept for employees with disabilities.

Corporate Social Responsibility
SocialIn a voluntary capacity, Atos employees contribute to many
Accessibility and Inclusion initiatives including:
P International Association of Accessibility Professionals;
P World Institute on Disability (1);P Neurodiversity Initiatives with neurodiversity internships inAtos UK;P Awareness training for managers and HR on Neurodiversity

provided by Genius Within CIC to support neurodivergent
individuals access placements via the UK “KickStart
Scheme”;

P Mandate in the French National Advisory Council for People

with Disabilities in the Working Group of European andinternational issues, application of conventions (CNCPH);

P “100% Handinamique” Association for Young Active People

with Disabilities in France;

P “Access to Hope” Association for Infrastructure Accessibility

in India;

P AXSChat online accessibility community;
P Membership of Diversity and Inclusion Advisory Board UK

Institute of Coding;

P Advisor to Billion Strong Disability Charity focused on

positive disability identity.

5.3.6.8 Awards and recognitions
In April 2023, Atos was finalist in Disability Smart Awards
2023 (2) with the Disability Smart Leader Award for the work of
Neil Milliken (Atos) and highly commended recognition for
Disability Smart Learning and Development Award for Atos
Accessibility Learning and Development.

In 2023, Atos received 4 Awards from the International
Association of Accessibility Professionals (IAAP) during the
M‑Enabling conference (3).
Atos Head of Accessibility Neil Milliken was also named in the
Disability Power 100 2023 List, coming 2nd in the Digital andTech category (4).

5

1)
2)
3)
4)

World Institute on Disability Board Members.
Business Disability Forum Smart Awards 2023.
Accessibility wards IAAP 2023.
Disability Power 100.

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5.3.7

Employee Engagement

5.3.7.1

Employee Experience Program

The various Employee Experience programs and initiatives
across the Atos Group offer employees a workplace where
they can grow and flourish (professionally and personally)
thanks to an increasingly hybrid working environment, and to
the reassurance that all situations are managed with fairness
and in accordance with prevailing rules around ethics andhuman rights.
Programs and initiatives have evolved through both familiar
and innovative approaches to key aspects of employee
wellbeing – including physical, mental, and social, toextensively involving employees in obtaining feedback andactive involvement in brand pride and engagement, bothinternally and on social media. Recent examples included“What Atosian are you?” where Atos employees completed ashort survey to connect their traits to a corporate value, andthe social media launch of the new Eviden corporate values.
Mental health is high on the agenda year round, and featuresin key annual events like Movember and International Men’s
Day and in improving provision of measures like Mental HealthFirst Aiders, improved offerings from 3rd party providers, andgreater education on recognizing and assisting colleagues
needing support; physical wellbeing is promoted bothglobally and locally through events such as GAGE (Go Atos,
Go Eviden) – a virtual expedition competition motivatingteams to get moving, which is now established as an annual
event. Social wellbeing sees more initiatives, webinars andforms to enable remote and hybrid workers feel moreconnected to colleagues and reinforces a sense of belonging.
A constant focus on wellbeing shows improvements inabsence levels and presenteeism, and greater experiences
and continuity for our clients.
Programs are driven by a network of people from all parts of
the organization, via teams or squads of leaders covering
every part of the organizational matrix. This network approach
matches global strategy to local priorities, local context andshares best and “next” practices from across the Company,
where business areas can learn from trialed initiatives andadapt them locally to suit need.

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Given the Atos corporate strategy to split the Group into two
distinct business lines (Tech Foundations and Eviden) and thenature and timing of both the transition, and the timing andissuing of survey results and certifications, it was decided at
Group level not to conduct the annual Great Place to Worksurvey in 2023. Transformation pulse surveys, more regularGroup and local/regional/business line Town Halls/All‑Hands
calls, and engagements with employee forums meant theGroup was able to measure perception and engagement
throughout complex organizational transformation.
In the last Global Transformation Pulse Survey, the largest
survey conducted at global scale and conducted inJune 2023, 3,333 employees responded. 73% of respondents
felt “communication around the transformation was sufficient".
65% “identified with the new brand story for their entity (TechFoundations or Eviden)”, and 63% “felt prepared for thecompletion of the overall carve out.” [SASB TC‑SI‑330a.2]

Smart working conditions[GRI 2‑7]
Atos provides permanent, full time working relationships with
its employees: 99% of the total workforce is on permanent
employment contracts and 94% is full‑time. Atos accepts
part‑time work when an employee considers it better for his or
her work‑life balance; part‑time is at the initiative of theemployee, not of the Company.
Atos operates in a collaborative mode, which allows remote
working and provides employees with more flexibility to find awork‑life balance. All the initiatives to promote a smart andhealthy work environment have helped to reduce theCompany’s inter absenteeism rate.
The absenteeism percentage regarding the direct operational
workforce in 2023 was 1.61% [A16].
In addition, the total number of work‑related accidents was 39.

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5.3.7.2

Recognition and Loyalty

Atos Group Compensation and Benefit Principles

Gender pay‑‑gap

Compensation and Benefits cover several elements includingbase salary, variable pay, long term incentives, benefits andrecognition. In designing and executing each of these, the key
principles to be achieved are:[GRI 405‑2]

P attract and retain talents;
P motivate and reward performance both collectively andindividually in a balanced and competitive way;

P ensure fair and equitable compensation decisions.

To ensure that Atos achieves these, and remains competitivein the market, each aspect is regularly reviewed, and where
necessary, redesigned or enhanced.
Whilst Atos operates at a global level it is important to notethat many of the offerings need to be reviewed and deployed
locally in all countries where it operates according to local
specificities and regulation.
The Group conducts regular benchmarking exercises withvarious external expert partners to help provide intelligenceand insight into lead practices and ensure competitiveness.
Atos typically uses these for benchmarking base salary but
now is widening that scope to understand more on benefits
and variable pay in the market.

Base Pay
In all countries where the Group operates, Atos entry level
wage (the lowest wage in Atos paid to a permanent full‑time
employee) is above the local minimum wage. This is alignedwith the Atos commitment to a fair or living wage for all
employees.
Atos is operating in 69 geographies and 91.3% of thesecountries have minimum wages dictated by law: where aminimum wage is dictated by law, Atos pays more than thislevel of wage [GRI 202‑1].
Atos uses benchmark data both internally and externally whenassessing pay. This data is used to help make pay decisions
and support its principle to drive fair pay decisions. Pay levels
are assessed against where they fall compared to the internaland external market median.
In addition to this, the Group also has a commitment tosupport equality and diversity and has built in data on diversity
to ensure it makes informed pay decisions to help reduce any
gender differences that may exist.

Some differences of salary between women and men still
exist, but the gap is further narrowing thanks to steps taken by
the Group. Indeed, on a reporting scope covering 84% of Atos
employees, the salary gap between women and men is lessthan 4.34% concerning annual basic salary, and less than 4.39%
concerning total target remuneration.
In France pursuant to an agreement with unions, a special
reserve is set aside every year to come on top of the
traditional salary review exercise so that the relative differencein average income per category between women and men is
reduced.
The French government requires each company of a certain
size to publish the professional gender equality index (index
de l’égalité professionnelle entre les femmes et leshommes (1)) based on the gender salary gap, the spread ofindividual increases, the number of increases following a
return to work after maternity, parity amongst the 10 highest
earners, and spread of promotions. A minimal rating of 75 outof a maximum 100 is required. In 2023 Atos France’s
score (2) improved from 88 to 89 points, covering 90% of theheadcount of all Atos France entities.
The final element considered when assessing pay is
performance. To this end, this data is provided to managers aspart of the annual pay review. Together, these key data points
enable the Group to drive towards rewarding based on highperformance, ensuring competitiveness whilst also driving fair
pay decisions.

Variable Pay
For all Atos employees that are eligible for bonus policy,
variable compensation is determined on a semester basis,
with there being 2 semesters per calendar year.
Atos variable pay schemes reward is based on a combinationof successful company and personal performance.
In 2023, Atos focused on 3 key plans:
P management roles: their variable compensation is basedon financial objectives, cascading Group budget at therelevant employees’ scope (mainly External Revenue,
Order Entry, Margin and Cash objectives) and an individual
objective;

P employees:

for those eligible (middle manager andcontributor level) employees’ bonus is based purely on
their performance and assessed using their performance
rating;1) Loi pour la liberté de choisir son avenir professionnel; applied through the implementing decree: Décret n° 2019‑15 du 8 janvier 2019 portant application
des dispositions visant à supprimer les écarts de rémunération entre les femmes et les hommes dans l’entreprise et relatives à la lutte contre lesviolences sexuelles et les agissements sexistes au travail.
2) This index score includes all Atos France entities except Atos International France and new acquisitions.

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Corporate Social Responsibility
SocialP global functions: for those operating with a global scope,Group level financial measures (same metrics for
management but on a Group wide measure) along withimprovement target (or strategic objective for the function)
are set.

There are some deviations from these due to local restrictions
or legislation. A variable pay framework and flyers exist to
capture the scheme rules and to cascade objectives to all
employees and managers. Each employee has their bonus
objectives captured on the system so they have a formal
record and can access and view those objectives at any time.
Each semester, the Group Executive Board reviews the Global
Variable Compensation framework to make sure that it isaligned with the Group’s operational strategy. The Group
Executive Board ensures that the Variable Compensation
Policy encourages the Group’s employees to deliver the best
performance.
In addition to the variable compensation, in France and in the
Netherlands, Atos set up local collective profit‑sharing
schemes, mainly based on the financial performance of theentity.

Stock Plans
Atos associates on a regular basis management and key
employees to its stock performance through two main
policies.
P Employee stock ownership plans

Whilst no Employee Stock Ownership Plan has run in 2023,
Atos regularly proposes Employee Stock Ownership plans
to its employees, covering more than 98% of Atos
employees worldwide. New employees coming fromrecently acquired companies are also eligible the soonest
possible.
P Management long‑term incentive plans

Atos is strongly committed to associating and retaining its
management and key talents with the long‑term
performance and results of the Group, notably throughlong‑term incentive plans.
In a perspective of recognition and retention, Atos developedin 2023 an attractive long‑term incentive plan with anallocation of three tranches to roughly 500 employees. The
beneficiaries are Executives but also key selected employees
among talents and experts. The definitive acquisition of theshares allocated under the Tranches 1 and 2 is subject to apresence condition and not to any performance condition.
Only the acquisition of the shares allocated under Tranche 3 issubject to the achievement of performance conditions over a
period of three years.
Among these performance conditions, a portion of the grant(25% of the total grant) is subject to the achievement ofCorporate Social Responsibility (CSR) and internal‑Human
Capital conditions, as following:
P 12.5% of the grant are subject to ESG internal condition,linked to the training rate for Atos Group employees on
Atos Code of Ethics, Atos Cybersecurity, Atos Safety
Awareness and Atos Environmental Management System;

P 12.5% of the grant are subject to an internal Human Capitalcondition, based on the improvement of (a) the retention
rate for Atos and (b) the satisfaction rate based on regularsurveys.

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For details, please refer to section 4.3 “Compensation andstock ownership of Company officers. The plan describedabove is named as Plan 2 in the section 4.3. The plan 1, notdetailed in this section concerns only the Executive
Committee and the Company Corporate Officers.

Benefits
P Health care coverage, death and disability benefits

There was a slight increase in the Company's employee
benefits in 2023. The health care benefits coverage forpermanent employees increased from 88% in the previous
year to 95.5% in 2023. Additionally, the company expanded its
disability benefits offering to nearly all permanent employees,with an increase from 92% in 2022 to 98.4% in 2023 [GRI 401‑2].
Additional occupational medical/health benefits are rare in
Germany, Austria, Switzerland and Sweden. In these countries,
the compulsory health insurance is fairly comprehensive, so
supplementary medical benefits are generally not necessary.
Death benefits are offered to 97.6% of permanent employees[GRI 401‑2]. In Austria, Germany and Switzerland, death
benefits are included in the pension plans and provided in theform of pension for spouse and children. In other countries,
death benefits are mainly provided in the form of lump sum
payments. The principal lump sum amount is sometimes
increased according to the family status (France, Morocco,
Denmark) and sometimes doubled for a death as a result ofan accident (China, Japan, Thailand, Poland, Spain, Brazil,
Chile, Mexico, and United Arab Emirates).
P Coverage of the organization’s defined benefit plan

obligations [GRI 201‑3]

Funding strategies for defined benefit pension plans vary perplan and country and are set up to reflect the relevant local
funding requirements, respecting legally required timelines
for recovery plans for plans in deficit.
P Other

In addition to the health, death and pension benefits detailed,
Atos provides a range of benefits as part of the totalcompensation package. These include company vehicles,
flexible benefits, lunch vouchers, childcare vouchers,
enhanced leave and more. Offerings vary by geography
according to local regulations but are designed to enhanceand ensure that the Group offers an attractive and competitive
package in each respective market in which it operates.
P Recognition Programs

Recognition is a key motivating factor. To allow every great
contributor to be recognized in a timely and transparent way,
the Group has two key recognition tools it deploys:– “Accolade” which empowers employees to nominate theircolleagues and gives managers the possibility to
instantaneously reward their teams according to threelevels (Bronze, Silver and Gold) for exceptional
performance. In 2023, over 8,000 accolades were awarded
in individual or Group ceremonies;

Corporate Social Responsibility
Social– “SPOT awards” is an online recognition tool deployed foruse across the globe. It is aimed at creating a culture ofappreciation across the organization, which helps
employees to acknowledge their colleagues’ exceptional
efforts and instantly share their appreciation through thisrecognition award. It aims at timely recognition and there
are no approvals required. In 2023, 15,520 SPOT awards
were sent (vs 16,481 in 2022), recognizing 10,976 individual
achievements (vs 12,569 in 2022) and 2,480 (vs 3,912 in 2022)
as part of a team success.

These awards do not follow a hierarchy and can be given out
across levels/functions and geographies. The focus is on
recognition, and they are non‑monetary awards.

5.3.7.3

Remuneration analysis
Atos ensures its competitiveness in the market. In 2023, 48% of
the Atos population was working in a country where the ratio
between the highest On Target Earning (OTE) and the median
one is below 10 [GRI 2‑21].
Ratio between the highest OTE
and the median OTE% of theHeadcount

Under 1048%

10 < X < 20

24%

More than 20

28%

Total

100%

Awareness and involving employees[GRI 403‑1]

Labor relations
Atos believes that employees are the key driver for deliveringvalue and are its most valuable assets. A fair, frank and trustfulrelationship between the management, the employees andtheir representatives is fundamental for the success of Atos.
Atos ensures full compliance with international labor
standards, by applying principles of the International Labor
Organization Conventions, as is required through theadherence to the Global Compact of the United Nations,which states as principle 3 that business should uphold thefreedom of association and the effective recognition of theright to collective bargaining.

The SEC is composed of 35 members and as many deputies. It
represents more than 40,000 employees across Europe in 22
different countries and is deeply involved in events
concerning the Atos Group.
In August 2023, the Group has announced the launch of the
Project Refoundation, in which the SEC has been engaged forthe Information and Consultation process, accompanied bytheir independent experts. The SEC issued their opinion in
October 2023.

Social dialogue at local level

A culture of permanent social dialogue

Beyond the discussions with the SEC on European andmultinational issues in many countries, regular information
and/or consultations take place, where relevant, with local
employee representatives in work councils and/or unions.
This information and/or consultation discussions are rolled
out at the local level of every country impacted by a new
project, whether the project is transnational or local. The
information/consultation of the SEC does not replace thelocal information/consultation.

The European Company Council (Societas Europaea Council
or SEC) is a forum between Atos and its employee
representatives at
European level.
This ensures aconstructive social dialogue in which Atos employees –through their elected or designated representatives – canraise their opinions before relevant decisions impacting theGroup are taken.

In addition to the regulatory and legally required obligations,
Atos also values this social dialogue as an important means toensure that employees are informed and involved in thedevelopment of the Company. The local implementation of
acquisitions are important elements of this. Local organization
structures and working conditions are topics in these
consultations and negotiations.

To ensure the respect of freedom of association, Atos has built
a concrete organization for social dialogue.
Communication and social dialogue are constructive andpositive and can be illustrated by effective social discussions
at European and country levels.

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Corporate Social Responsibility
SocialThe following graph illustrates some examples of social dialogue deployed at the local level during the previous years.

France• Social Architecture(works councils, local
representatives)• Boost project (follow-up) :harmonization of
employees’ statutes• Health care andPension Plan
• “Atypical work” (overtime,
Saturday, Sunday work,night work…)

Iberia• Atos Spain Equal Plan
• Atos IT Spain Equal Plan
• Collective Bargaining
Agreement• New Home Working
agreements per legal
entityItaly• Atos Holding Italy new
creation• Remote working
agreement• Health policy for Atos
Holding Italy
1 employees

Poland• Remote Work Regulations– change due tolegislation update• Work Regulations– change due tolegislation update• Remuneration Regulations• Programs of the company
social beneﬁts fund• Quarterly meetings with
Unions incl. ﬁnancial
results• Flexy-parking• Part-time Agreement forthe oldest employees• Professional elections

On a local level, Atos employees can freely contact theirrepresentatives using the usual communication channels of
the Company and ask them to raise some topics on theirbehalf.
Moreover, Atos Employees have constant access to dedicatedSharePoint spaces where all agreements and minutes fromthe local meetings are accessible at all times.
In addition, regular information calls are organized to help
Atos employees understand important negotiated topics ormain changes that could impact them. Management andHuman Resources teams – with the support of Social
Relations teams – are in charge of these communication
actions.
In 2023, Atos Management has organized several “Allemployee calls” to keep the employees informed through thetransformation process.

Collective bargaining agreements
Atos acknowledges that job security contributes to thepsychological health of its workforce. Therefore, Atos follows
local and international regulations concerning minimum

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notice periods regarding significant operational changes. 42%of employees are covered by collective bargaining
agreements [GRI 2‑30].
Collective bargaining agreements relate to working conditions
and terms of employment between an employer, a Group of
employers and one or more employers’ organizations.
Atos’ collective agreements cover health and safety matters,[GRI 403‑4] length of maternity/paternity leave, working time,
wages, notice periods, vacation time (usual and exceptionalsuch as wedding, birth, house moving, etc.) or training.

Other agreements
Atos participates in the civic engagement of French reservists
in the army. In accordance with the French law, the Group
allows employed reservists to take up to ten days of leave per
year for their missions or training within the military reserve or
the reserve of national police. In this way, the Group allows
reservists to enlist as citizens to contribute to national
protection.

Corporate Social Responsibility
Social

5.3.8

Corporate community investment[GRI 201‑1], [GRI 203‑2]
As a responsible company, Atos strives to play a positive rolein society, building a culture that promotes employee
volunteering to support the communities in which the Group
operates and so contributes to the Sustainable Development
Goals (SDG).
Atos uses the Business for Societal Impact (B4SI) model as aframework for monitoring the social initiatives of its corporate
citizenship program. The use of a globally recognizedmethodology helps to identify and measure Atos’ positive
impact worldwide, as well as to disclose relevant information
to Atos stakeholders.
Atos corporate citizenship program is set at Group level and isaligned with its CSR strategy. It focuses on the Group’s corecompetencies and strengths, harnessing the power of its
business, brand and people to create a better future for all.
The program prioritizes the development of strategic andlong‑‑term partnerships with universities and local
Non‑‑Governmental Organizations (NGO) and is based on a
global vision which is shared at all levels of the organization,
providing clear guidance to its employees, and encouraging
them to get involved through volunteering and other activities.
The corporate citizenship program inspires partners, clients,and society at large and contributes to increasing the level of
employee engagement.
In 2023, Atos pursued the deployment of its corporate
citizenship program around the following four pillars:
P educationand science: contributions to schools,
universities or other organizations or projects that promote,sustain and increase individual and collective knowledge
and understanding of specific areas of study, skills andexpertise;

P diversity and Inclusion: promoting empowerment, inclusionand employability in digital technology by encouraging
women, youth, seniors, disabled persons and otherdisadvantaged persons and Groups to access and acquire
the skills to use Information and Communication
Technologies (ICT) and therefore be able to participate inand benefit frominformation society;world’s

growingknowledge

andP health

and digital safety and emergency relief:
contributions to hospitals, health trust and other healthrelated organizations that prevent or relieve sickness,disease or human suffering, as well as promoting healthand healthy lifestyles. Additionally, the contributions to
disaster relief efforts;

P environment:

contribution supporting environmental
activities outside the Company. Contribution to projects ororganizations that advance environmental protection orconservation e.g., through conservation of flora and faunaor through engaging people in activities such as recycling
or other aspects of a sustainable lifestyle.

These four priorities support SDG 4 (Quality Education), SDG
10 (Reduced Inequalities) and SDG 3 (Good Health andWell‑being).
In addition, as Atos local teams are the most aware of theneeds of their own community, they have the opportunity toengage in activities that support other SDGs. In this context
some local actions support SDG 1 (No poverty) and SDG 5(Gender Equality).
Atos employees have a strong spirit of solidarity. In 2023, morethan 4,200 employees took part in several citizenship projects
worldwide.
These initiatives ranged from providing free IT teaching, tovolunteering in schools in deprived areas, delivering ICT
projects, and organizing sporting activities that helped raise
funds for social initiatives.
Following the tragic earthquake which unfolded in Morocco in
September 2023, Atos colleagues played a vital part in theongoing relief effort by collecting donations in kind – basic
necessities such as tents, mattresses, clothing and blankets –and in cash, that went directly to those in need. Atos Groupremains committed to aiding the communities affected bymatching its employees' donations to assist the International
Committee of the Red Cross. By 31.12.23, 397 donations worth
a total of € 22,884 had been collected.

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Corporate Social Responsibility
SocialAmong the many initiatives supported by Atos’ employees,
here are some examples of other 2023 outstanding programs:
P Education and science:“Take Action”

In 2023 was launched the “Take Action” initiative, a freeanti‑cyberbullying course in the Netherlands, in partnershipwith Shootlab, a Dutch social enterprise that employs people
with neurodiversity, therefore with a distance to the labormarket. With cyberbullying a pressing concern for society, thisinitiative aims to empower young students with knowledge
and to encourage them to adopt the right behavior to deal
with the issue. Through engaging lessons and a series ofpowerful Virtual Reality videos, students (aged 12‑14) aremade aware of cyberbullying and learn how to navigate adigitally safe world. The program is divided into two lessons.
The first part explains exactly what cyberbullying is, and thesecond focuses on what young people can do when theyrecognize a cyberbullying situation, and the tools they can use
to deal with it.
Within three months, many Amsterdam schools had alreadybooked the program for their first‑year students, and in total
over 1,769 students have benefited from the program. The
program is due to be extended throughout the Netherlands
and to other countries in 2024.
Partnership with 01 Talent Africa to reveal the digital talent of
tomorrow in Senegal

To reduce the digital divide while anchoring African local
authorities and actors across the continent in the digital world,
01Talent Africa, in partnership with Atos, launched in July 2022
its very first Zone01 in Africa. This initiative is part of a strategic
partnership that aims to accelerate the digital transformationin Africa, by enabling the massification of world‑class digitalskills through an innovative and inclusive training of
excellence on the continent.
The inauguration of the new collective intelligence center
took place in November 2022 at Atos premises in Dakar. Afteran ambitious talent identification campaign that started in
June, a first cohort of 120 future talents began their free 2‑yeartraining program in February 2023. At the end of the program,
Atos plans to hire some of them.
Atos and 01Talent intend to develop their partnership with the
opening of new Zone01 on the African continent in the coming
years.
P Diversity and Inclusion:

Partnership Atos “WithYouWithMe”

The social impact company, founded by veterans, provides
free skills and aptitude testing, mapping to suited digital
careers and no‑cost training to underrepresented Groups intechnology. Through WithYouWithMe, Atos hired 6 skilled
candidates in a pilot, who had undergone intensive training ina digital boot camp, including candidates with no priortechnology experience, e.g., a reskilling nurse. ThroughWithYouWithMe, Atos is fulfilling its own resource needs for amarket‑competitive rate, whilst helping lower barriers to entry
in digital careers. For every candidate hired throughWithYouWithMe, the program funds ten training seats forunderrepresented Groups in the community. In January, Atos
will look to convert all 6 to permanent employees and iscontinuously looking for new avenues to expand
its partnership.

1) https://www.facebook.com/groups/atostour/

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Other UK academic partnerships

Other successful DEI‑focused academy pilots included Digital
Futures, which focuses on supporting neurodiverse andunderserved talent, Software Institute and Bright Network. In
total, across the Academy programs Atos has piloted up/
reskilling over 84 individuals.
Atos ANTZ Mentor Program

Atos partners with social impact organization ANTZ to deliver
mentoring to prison leavers and vulnerable individuals in thecommunity. The program has delivered over £ 1.85 million insocietal savings and supported over 128 mentees since 2015.
In 2023, 23 employees volunteered time as mentors, providing
skills and practical and emotional support to help mentees
find sustainable employment, secure further education andreintegrate into society. The program is a referral channel for
the UK Government’s Going Forward into Employment
initiative, supporting the Civil Service’s ambition to be the UK’s
most inclusive employer.
Partnership with The Princes Trust through Million Makers
program in the UK

This year, Atos took part in its 13th Million Makers competition,
raising money for The Prince’s Trust charity which supports
young people in the UK. The team delivered innovative events
that raised nearly £ 2.6 million. This year’s fundraising has seena blend of in‑person and virtual events to increase inclusivity.
The teams have hosted legacy events, such as the annual Golf
Day and Gala Dinner, as well as the popular Leading Ladies'
event which explored the topic of intersectionality.
P Health, digital safety and emergency relief:Fight again cancer with 18th Atos Tour (1)In 2023, for its 18th edition, the Atos Tour, a 470km peloton
cycling event organized by Atos, saw 70 riders once again
cover the impressive distance between Paris and Eindhoven.
Each year the Atos Tour unites all the international participants
and organizing teams around a sporting feat, creating a real
camaraderie and a strong chain of solidarity as eachparticipant rides for a good cause. Funds are raised forcharities in each participant’s country to support the fightagainst cancer.
In 2023 the Tour raised € 53,612.66. In its 20 years of existence,
the Atos Tour has distributed over € 415,500 to a dozen of
national funds.
In 2023, the economic value distributed through citizenshipactivities amounted to € 5.5 million. This amount includes
donations to charities and social communities, as well as
commercial initiatives and community investments as definedin the Business for Societal Impact (B4SI), the reference
framework used by Atos to report on its corporate citizenshipcontribution [GRI 203‑1].

Corporate Social Responsibility
SocialThe following two charts detail how Atos has contributed tothis positive impact and disclose the percentage of Atos’contribution to corporate citizenship in each category and theestimated monetary value (at cost) of each type ofcontribution.

How Atos contributed in 2023 (€ thousand)646 €K

The Atos Syntel Prayas Foundation drives its CSR activities
through various initiatives, such as:

Management cost

235 €KIn kind contribution

This mission is supported by Atos colleagues in India, acrossfunctions and locations, who volunteer time, skill, creativity,and knowledge to work with local outreach programs. The
volunteer engagement program has evolved into a robust
hybrid model that drives social change, creates equal
societies, spreads the ethos of the “Joy of Giving”, enables andempowers, enhances employee engagement and mental
wellbeing.

1,067 €K
Cash contribution

P provide education through partnerships with schools andNGOs with a focus on remedial education, life skills andholistic development training;

P support skill development and employment initiatives totrain graduates, young people with skills gaps, and/or
disabilities and thus create an employable workforce;

3,552 €K
Staﬀ time cost

P provide

environmental education for students from
economically challenged background that help themdevelop a deeper understanding of environmental issues,
become socially conscious and adopt healthy andsustainable lifestyles;

Type of Atos contribution in 2023 (in %)P create learning infrastructures to ensure that children havea safe, hygienic, and positive environment in which to growand become healthy confident young people.

4%
Commercial initiatives

36%
Community Investments

60%
Charitable Donation

In 2023, more than 25,815 primary and secondary school
students benefited from remedial education, life skills andholistic development training.
More than 39,748 young people were offered Skill
Development Trainings to facilitate their professional
integration, of which 7,188 beneficiaries with disabilities.
More than 1,300 students have benefited from theenvironmental education program run by Atos Syntel
volunteers.

Atos Syntel Prayas Foundation, India
Founded in 2006 as a CSR initiative, the Syntel Prayas
Foundation was incorporated into Syntel as an NGO in 2009
and renamed the Atos Syntel Prayas Foundation in 2019,
following the acquisition of Syntel by Atos.
Its vision has been from the very start to enrich young minds
and create shared value through educational initiatives,
sharing skills and knowledge to train and educate lessprivileged students.
The mission of the foundation is to provide remedial andsupplementary education, promote computer literacy andimpart real life skills to economically challenged students andyoung adults, as well as vocational guidance and training
including health, hygiene, arts, music, sports and nutrition
programs to the underprivileged.

The Foundation has supported infrastructure works for over
333,820 children notably in Mumbai, Pune, Chennai and
Vadodara, Tirunelveli, Bangalore. For example, Solar Power
System Installation in schools, gender‑specific sanitization
units, school renovation work, computer lab, STEM Lab(Science, technology, engineering, and mathematics),
E‑learning classrooms.
The foundation, which has also developed and managed the
donation portal for potential voluntary stem cell donors inIndia, organized donation camps across Atos Offices in
Mumbai, Pune, Chennai, Tirunelveli and Bangalore in which
2,250 employees participated.
Lastly, around 650 employees have joined the Volunteer
Engagement Program (VEP), offering education and soft skills
program to over 15,500 children.

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Social5.3.9

Social Non‑‑Financial Performance Indicators[GRI 3‑3 Employment], [GRI 3‑3 Training and Education], [GRI 3‑3 Occupational Health and Safety], [GRI 3‑3 Atos specific indicators],[GRI 401‑1], [GRI 401‑2], [GRI 401‑3], [GRI 403‑9], [GRI 403‑10], [GRI 404‑1], [GRI 404‑2], [GRI 404‑3], [A2], [A16]The code of the standards intends to help Atos stakeholders
to locate indicators of interest across Atos monitoring
performance. It does not represent a complete overview ofAtos reporting or practices.

The following table provides issues and indicators relevant to
the Company business in the social dimension, aligned to thedisclosures from the Global Reporting Initiative (GRI)
Sustainability Reporting Standards, and aligned to the
Sustainability Accounting Standards Board (SASB) standards
for the “Software and IT Services” industry.

Social Dimension:
2023

240

2022

2021

2023 PERIMETER(in %)

2022 PERIMETER(in %)

Group

Group

Per
Group employee

Average hours of formal training per employee

20.36

24.49

28.24

94%

-

90%

-

GRI 404‑1_c2

Average hours of formal training per male
employee

19.22

22.76

26.16

94%

-

90%

-

GRI 404‑1_c3

Average hours of formal training per female
employee

23.15

28.20

32.81

94%

-

90%

-

GRI 404‑1_c5

Average hours of training per employee

54.09

63.09

52.01

87%

-

88%

-

GRI 404‑1_c6

Average hours of training per male employee

52.32

60.63

48.85

87%

-

88%

-

GRI 404‑1_c7

Average hours of training per female
employee

58.96

68.60

59.32

87%

-

88%

-

GRI 404‑1_c4

Number of internships

3,426

4,047

2,391

100%

-

100%

-

GRI 404‑‑2

Programs for upgrading employee skills

GRI 404‑2_A_c1

Number of digital certifications registeredStandard code

Indicator NameGRI 404‑‑1

Average training hours per employee

GRI 404‑1_c1PerPer
revenue employee

Perrevenue

435,601

362,713

276,967

100%

-

100%

-

Number of digital certifications obtained per
GRI 404‑2_A_b0 year

72,88885,746

100,026

100%

-

100%

-

GRI 404‑2_A_b2

Total number of certifications registered562,652

476,643

360,756

100%

-

100%

-

GRI 404‑2_A_c3

Number of certifications obtained per year

86,009115,887

130,799

100%

-

100%

-

GRI 404‑‑3

Career development monitoring

GRI 404‑3_A_c1

Percentage of employees receiving
performance appraisal in the last 12 months

86%

89%

87%

82%

-

73%

-

GRI 404‑3_A_a1

Percentage of female who received a regularperformance and career development review
during the reporting period

85%

90%

86%

82%

-

73%

-

GRI 404‑3_A_a2

Percentage of male who received a regularperformance and career development review
during the reporting period

87%

89%

88%

82%

-

73%

-

GRI 404‑3_A_c2

Percentage of employees with an Individual
Development Plan

62%

66%

77%

76%

-

72%

-

GRI 404‑3_A_c3

Percentage of Internal Fulfilment(Internal promotion of employees)

72%

63%

66%

100%

-

100%

-

GRI 401‑‑1

Organizational workforce in headcount and
Employee Turnover

GRI 401‑1_A_c2

Number of employees at the end of thereporting period (Legal staff)

94,231

109,800

107,572

100%

-

100%

-

GRI 401‑1_A_b1

Females at the end of the reporting period(Legal staff)

30,63734,99233,885

99%

-

99%

-

GRI 401‑1_A_b2

Males at the end of the reporting period(Legal staff)

63,07374,04273,687

99%

-

99%

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Universal Registration Document 2023

Corporate Social Responsibility
Social2023
Standard code

Indicator Name

2022

Group

2023 PERIMETER(in %)

2021

Group

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Employees by geographical breakdown
LFR.50

Employees in France (in %)

11.4%

10.2%

10.6%

100%

-

100%

-

LFR.51

Employees in Europe (excl. France) (in %)

41.7%

40.2%

40.5%

100%

-

100%

-

LFR.52

Employees in North America (in %)

8.5%

8.3%

8.5%

100%

-

100%

-

LFR.53

Employees in South America (in %)

3.7%

3.2%

2.8%

100%

-

100%

-

LFR.54

Employees in Asia/Pacific (in %)

31.0%

34.9%

34.5%

100%

-

100%

-

LFR.55

Employees in the Middle East/Africa (in %)

3.7%

3.1%

3.1%

100%

-

100%

-

A24.1

Number of employees in India

24,01132,79632,073

100%

-

100%

-

A24.2

Number of employees in United States

6,073

7,138

7,510

100%

-

100%

-

A24.3

Number of employees in Europe

50,07855,41654,962

100%

-

100%

-

Employee Turnover
GRI 401‑1_B_c1

Number of employees leaving employment
during the reporting period

19,35726,081

22,447

100%

-

100%

-

GRI 401‑1_B_b1

Males leaving employment during thereporting period

13,171

17,80014,864

100%

-

100%

-

GRI 401‑1_B_b2

Females leaving employment during thereporting period

5,954

8,281

7,583

100%

-

100%

-

GRI 401‑1_B_c3

Total employee turnover rate

20.54

23.72

20.87

100%

-

100%

-

GRI 401‑1_B_c2

Percentage of voluntary attrition

14.38%

20.59%

17.92%

100%

-

100%

-

93%

89%

94%

100%

-

100%

-

105,157

122,941

121,216

100%

-

100%

-

M.22.1

Retention rate among key people (in %)GRI 2‑‑7, GRI 2‑‑8

Number of employees

GRI 2‑7, GRI 2‑8

Total employees plus supervised workers(including: interims + interns + subcos)

GRI 2‑7_A_c1

Percentage of employees with a permanentcontract

99%

98%

98%

100%

-

100%

-

GRI 2‑7_A1

Males with a permanent contract

62,35872,787

72,587

99%

-

99%

-

GRI 2‑7_A2

Females with a permanent contract

30,21734,29333,335

99%

-

99%

-

GRI 2‑7_A_c2

Percentage of employees with a temporary
contract

1.21%

1.78%

1.53%

100%

-

100%

-

GRI 2‑7_A3

Males with a temporary contract

715

1,255

1,100

99%

-

99%

-

GRI 2‑7_A4

Females with a temporary contract

420

699

550

99%

-

99%

-

GRI 2‑7_A_c3

Percentage of employees in Full Time working

94%

95%

95%

98%

-

97%

-

GRI 2‑7_B2

Number of male in full time employment

59,35970,11371,357

97%

-

97%

-

GRI 2‑7_B4

Number of female in full time employment

27,30531,60030,988

97%

-

97%

-

GRI 2‑7_A_c4

Percentage of employees in Part Time working

6%

5%

5%

98%

-

97%

-

GRI 2‑7_B1

Number of male in part‑time employment

2,310

2,306

2,330

97%

-

97%

-

GRI 2‑7_B3

Number of female in part‑time employment

2,874

2,847

2,897

97%

-

97%

-

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Social2023
Standard code

Indicator NameGRI 405‑‑1

Diversity and Equal Opportunity

GRI 405‑1_B_c3;
SASB
TC‑SI‑330a.3
Number of nationalities within AtosGRI 405‑1_B_c5;
SASB
Number of nationalities representing more
TC‑SI‑330a.3
than 5% of the Atos population
GRI 405‑1_B_c4;
SASB
TC‑SI‑330a.3
Percentage of females within Atos

242

2022

2023 PERIMETER(in %)

2021

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Group

Group

143

145

149

100%

-

100%

-

5

6

6

100%

-

100%

-

32.69%

32.09%

31.50%

99.4%

-

100%

-

GRI 405‑1_B_b1;
SASB
TC‑SI‑330a.3

Employees with disabilities

1,548

1,527

1,459

97.07%-

98.41%-GRI 405‑1_B_c1;
SASB
TC‑SI‑330a.3

Percentage of people with disabilities

1.69%

1.41%

1.36%

97.07%-

98.41%-GRI 405‑1_c15;
SASB
TC‑SI‑330a.3(1)Female ratio within the Group executive
management (top 450)

32%

30%

32%

100%

-

100%

-

GRI 405‑1_c14

Percentage of women identified in talents pool

31.21%

30.46%

29.88%

87%

-

64%

-

GRI 405‑1_c15

Percentage of women recruited

35.71%

34.38%

35.74%

99.7%

-

100%

-

GRI 405‑‑2

Salary rate between men and women

GRI 405‑2_A_c3

Overall salary rate between women and men
in Annual Basic Salary

0.96

0.95

0.93

84%

-

88%

-

GRI 405‑2_A_c3

Overall salary rate between women and men
in Total Remuneration

0.96

0.95

0.93

84%

-

88%

-

1.6%

1.6%

1.9%

82%

-

81%

-

A16

Health and safety

GRI 403‑9

Global absenteeism rate (in %)GRI 403‑9_a.i,
GRI 403‑10_a.ii

Number of staff seriously injured work related

39

50

64

97%

-

98%

-

GRI 403‑9_a.iii,
GRI 403‑10_a.i

Number of Atos staff's dead work related

1

1

3

97%

-

98%

-

G. Q50

Accident frequency rate
(number of lost time accidents x 1,000,000/
number of hours worked)

0.25

0.29

0.59

97%

-

98%

-

GRI 401‑‑2

Benefits to employees

Percentage of Permanent employees
GRI 401‑2_A_C15 participating in Death Benefits

98%

97%

97%

88.88%-

97.28%-

Percentage of Temporary employees
GRI 401‑2_A_C16 participating in Death Benefits

87%

89%

88%

88.88%-

97.28%-

Percentage of Permanent employees
GRI 401‑2_A_C17 participating in Disability benefits

98%

92%

92%

88.88%-

97.28%-

Percentage of Temporary employees
GRI 401‑2_A_C18 participating in Disability benefits

87%

42%

33%

88.88%-

97.28%-

Percentage of Permanent employees
GRI 401‑2_A_C19 participating in Health Care

96%

88%

94%

89.30%-

97.27%-GRI 401‑2_A_C20 Percentage of Temporary employees
participating in Health Care

88%

92%

87%

89.30%-

97.27%-GRI 401‑‑3

Return to work and retention rates afterparental leave

GRI 401‑3_B

Total number of employees that took parental
leave

376

368

355

11%

-

10%

-

GRI 401‑3_C

Total number of employees who returned towork after parental leave ended

25

40

40

11%

-

10%

-

GRI 401‑3_D

Percentage of employees who returned towork after parental leave ended who were still
employed twelve months after their return to
work

80%

90%

95%

11%

-

10%

-

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Corporate Social Responsibility
Social2023
Standard code

Indicator NameGRI 2‑‑30

Collective bargaining agreements

GRI 2‑30_A_c2

Percentage of employees covered bycollective bargaining agreements

GRI 401‑‑1

Employee Hiring

GRI 401‑1_A_c1

New employees hired during the Reporting
Period13,771

GRI 401‑1_A_a1

Male hires during the Reporting Period

8,823

GRI 401‑1_A_a2

Female hires during the Reporting Period

4,901

GRI 401‑1_A_a5

New employees hired in developing countries
during the Reporting period

GRI 401‑1_A_a3

Number of juniors recruited

GRI 401‑1_A_a4

Percentage of juniors recruited

39.03%GRI 202‑‑2

Proportion of senior management hired fromthe local community

GRI 202‑2_A_b1

Number of national senior managers

6,945

GRI 202‑2_A_b2

Total number of senior managers

7,645

GRI 202‑2_A_c1

Percentage of national senior managers

90.8%

GRI 202‑2_A_b3

Number of national employee

GRI 202‑2_A_b4

20222023 PERIMETER(in %)

2021

Group

Group

42%

45%

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

42%

97%

-

98%

-

28,91925,281

100%

-

100%

-

18,97816,245

100%

-

100%

-

9,941

9,036

100%

-

100%

-

5,337

17,114

16,029

100%

-

100%

-

5,074

13,712

12,777

94%

-

96%

-

49.21%

50.96%

94%

-

96%

-

7,257

7,041

91%

-

90%

-

7,968

7,763

91%

-

90%

-

91.1%

90.7%

91%

-

90%

-

86,373

101,469

99,768

100%

-

100%

-

Total number of employees

94,231

109,797

107,572

100%

-

100%

-

GRI 202‑2_A_c2

Percentage of national employees

91.7%

92.4%

92.7%

100%

-

100%

-

GRI 202‑2_A_b5

Number of national employees recruited

11,92326,35623,157

100%

-

100%

-

13,771

28,91925,281

100%

-

100%

-

86.6%

91.1%

91.6%

100%

-

100%

-

GRI 201‑1_A6_c1 Total community investments (in € thousand)

5,500

3,622

3,154

-

70%

-

85%

GRI 201‑1_A6_c3 Donations to Charity (in € thousand)

3,284

448

2,223

-

70%

-

85%

Contribution to Commercial initiatives for good
GRI 201‑1_A6_c4 causes (in € thousand)

224

48

26

-

70%

-

85%

Contribution to Universities and similar
GRI 201‑1_A6_c8 (in € thousand)

1,247

797

752

-

70%

-

85%

Contribution to Responsible IT Projects
GRI 201‑1_A6_c9 (in € thousand)

746

2,329

152

-

70%

-

85%

Total number of employees recruited
GRI 202‑2_A_b6 (Excluding acquisitions)
GRI 202‑2_A_c3

Percentage of national employees recruited(Excluding acquisitions)

GRI 201‑‑1

Community investments (Economic value
distributed)

Total number of employees involved in the
GRI 201‑1_A6_c2 main social initiatives

643

3,577

1,709

22%

-

57%

-

GRI 201‑1_A6_b1 Cash contribution (in € thousand)

1,067

944

793

-

70%

-

85%

GRI 201‑1_A6_b2 Staff time cost (in € thousand)

3,552

2,348

2,077

-

70%

-

85%

235

127

13

-

70%

-

85%

GRI 201‑1_A6_b3 In‑kind contribution(in € thousand)

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Social2023
Standard code

Indicator NameManagement Cost of Social initiatives
GRI 201‑1_A6_b4 (in € thousand)

2022

Group

Group

646

204

2021

2023 PERIMETER(in %)Per
Group employee271-

2022 PERIMETER(in %)Per
Per
revenue employee
70%

-

Per
revenue85%

GRI 404‑1: The calculation of the average training by employee is done using the average headcount in three moments of time (on the December 31, 2022, theJune 30, 2023 and the December 31, 2023). This includes the hours registered in the Atos formal training tools and also the hours registered as informal training(self‑directed training not accessed through the Atos’ learning management system).
GRI 404‑1: Indirect employees/Subcontractors/Externals excluded.
GRI 401‑1: The turnover is calculated as the total leaving excluding outsourcing divided by total headcount at the end of the year, excluding the "restructuring"
category.
GRI 405‑1_B_c4; SASB TC‑SI‑330a.3: The percentage of females within Atos excludes Cloudreach employees due to the lack of gender information from thisacquired company.
GRI 405‑1_c15, SASB TC‑SI‑330a.3(1): The executive Group (GEM, Group executive management) refers to a wider senior management network, holders ofmanagement positions and talents. Responsible for implementing strategy and delivering operational performance.
GRI 405‑2: The salary rate comparison between men and women excludes Germany, employees not assigned a gender (male or female), and employees who
are not assigned a GCM level (an internal job category classification based on the Global Capability Model of the company).
GRI 403‑9: The absenteeism rate exclude AppCentrica (Canada), Avantix (France), Brazil Unify, Burkina Faso, Canada Cloudreach, Canada Digitaux, Canada
Enquetes Forensik, Canada Maven Wave, Chile, Corporate Germany, Czech Republic DataSentics, France Cloudreach, Gabon, GDC Greece, GDC India
Cloudreach, Germany, India Visual BI, Israel, Lebanon, Maven Wave (NAO‑India), Netherlands Cloudreach, Peru, Qatar Ipsotek, Singapore Ipsotek, Switzerland
Cloudreach, Togo, Tunisia, Turkey Customer Services, UK Cloudreach, UK Ipsotek, United Arab Emirates Ipsotek, USA Cloudreach, USA Edifixio, USA Visual BI,
USA Waven Wave and USA Z Data.
GRI 2‑30: The collective bargaining agreements exclude Algeria, Burkina Faso, Egypt, Gabon, Hong Kong, Israel, Ivory Coast, Japan, Kingdom of Saudi Arabia,
Korea, Lebanon, Madagascar, Malaysia, Mali, Norway, Qatar, Senegal, Singapore, South Africa, Taiwan, Thailand, Togo, Tunisia and United Arab Emirates.
GRI 401‑1_A_a3, GRI 401‑1_A_a3: Since 2021, “juniors” hired are disclosed instead of “graduates” who were disclosed in previous years. The concept of “junior”
refers to the employee category GCM 0‑3 and less than 30 years old, while the concept of “graduate” refers to new joiner who graduated in current or prior year.
GRI 401‑3: includes only France.

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Corporate Social Responsibility
Governance

5.4 Governance
5.4.1

Governance Non‑‑Financial Performance

Atos is fully committed to enhance trust towards the era ofdigital transformation. In 2023, the Group maintained its efforts
to be recognized as a trustworthy digital company, by(i) behaving as an ethical and fair player within its sphere of
influence and ensuring the same along its value chain, and(ii) creating value for its clients through the provision of
innovative and secured solutions and the monitoring of client
satisfaction.

5.4.2

Client Satisfaction and Delivery Capability

5.4.2.1

Permanent improvement of client satisfaction

Client satisfaction is a major Atos objective, just as supporting
long‑term growth is one of Atos’ business goals. Associatedgovernance includes regular review by the Group Executive
Board to focus on achieving processes, objectives, andresults. Atos commits to the highest levels of service quality,
reliability and availability for all services provided to its clients.
Improving client experience and associated satisfaction is thenumber 1 objective of Atos quality policy and the primary
focus of the Atos Quality Steering Committee, which is chairedby the Head of Atos Quality and Audit (AQuA) for Tech
Foundations and Head of EQAC (Enterprise Quality AssuranceStandard Code& Control) – Quality Assurance and Facilitation for Eviden. In
addition, each Atos Group Executive Board member
personally supports Top client relationships (Eviden: Platinum,
Top, Foundation Invest; Tech Foundations: Diamond, Top 30,
Top 125, Top 200).
As part of Atos current 1‑year plan, Atos tracks KPIs at global
level for the full Group:
P NPS: Net Promoter Score;
P OCS: Overall Client Satisfaction;
P Innovation Scores (Products/People).

Indicator NameGroup (FY 2023)

GRI 2‑29

Group Overall Client Satisfaction (all clients part of strategic survey)

8.81

GRI 2‑29

Net Promoter Score for the Group top 200 clients66%

GRI 2‑29

Net Promoter Score for all clients74%

A10_c2.1

Clients’ perception to the innovation attitude of Atos people in the customer
satisfaction surveys (average score from 1 to 10)

8.22

A10_c2.2

Clients’ perception to the Atos products and services innovation in the customer
satisfaction surveys (average score from 1 to 10)

8.22

Further information on the above KPIs is available insection 5.4.13.
A comprehensive improvement loop is built from the client
feedback received through the three‑layered survey process
to drive action plans accordingly, as described below. It links
strategic, tactical, and transactional client engagement,
experience, and satisfaction feedback with cascading actionplans to continuously improve and maintain high levels of

5client experience and satisfaction. This works from thestrategic level, with actions such as innovation workshops or
innovative proofs of concept, to tactical actions for quality andproductivity improvement or client journey mapping to
improve client interactions. It also works to ensure thecontinuous improvement on the “shop floor” transactional
operations.

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Corporate Social Responsibility
GovernanceAtos three‑layered satisfaction survey process and the improvement framework are represented as follows:

The Atos Customer Satisfaction Framework
Main characteristics of the interaction

Geos/Regions

Level of the interaction

Strategic CSAT Survey

Account

Board / CxO.
(Corporate) Purchasing- General perception measurementon overall quality of the relation- Personal Interviews once or twice
a semester

Strategic

Tactical CSAT Survey

Contract / Project
Operations

IT Management
IT Coordinators
Project Managers- Perceived performancemeasurement for individual
service contacts/Projects- On-line- Every 6 months / Ongoing

Tactical

Perception Survey

Services

Transactional

End Users

Strategic surveys are handled by Atos executive
representatives (management/sales) and encompass Atos
top accounts through face‑to‑face interviews.
Tactical surveys are driven by the Operations and obtain
feedback at contract level from the client teams related to
Atos services, project deliverables, and overall performance.
Transactional surveys, for large accounts serviced by Atos,
provide immediate feedback solicited from the end‑users at
the end of a service request or other transaction. This allows
monitoring of service performance perception, impacting
daily operations.

25%

29%

20%

15%

8%

36%
46%
49%

- Instant Client Feedback- Continuous Measurement ofservice delivery quality- On-Line, event-triggered

8%35%

The overall improvement loops, associated tools, specificworkshops, and cookbooks on repetitive situations aredescribed in Atos’ global client experience framework. The
program is driven by Atos Quality and Audit (AQuA) for Tech
Foundations and EQAC - Quality Assurance and Facilitation for
Eviden, in conjunction with sales operations and client
executives. Within each of the regions/geographies,
improvements based on tactical surveys are driven by thequality teams. Progress and feedback tracking are part ofaccount quarterly reviews and of monthly reviews in the
Operations.
At the strategic level, Atos 1‑year plan aims to reach andsustain an overall Net Promoter Score (NPS) above 50% for allits clients (larger scope). The NPS target for 2023 was set at
59% and the achievement for all clients reached 74% for thefull year.

9%
34%

27%

19%

48%

14%

4%

25%

25%

27%

65%

65%

66%

70%

70%

70%

2020

2021

2022

3%
20%

59%

59%
49%

48%

66%
26%

5%

74%

41%

52%
34%

5%

7%

29%

56%

57%

57%

2016

2017

2018

77%

44%

1%
-10%

2012

2013

2014

2015

2019

n Detractors n Passives n Promoters

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NPS

Target2023

Corporate Social Responsibility
Governance5.4.2.2

Client delivery capability

The goal of Atos is for its Operations to deliver its clients thesame experience, whatever the organization working on the
projects, services or solutions across the world. The global
Operations secure the deployment of standardized processes
across all geographies.
This commitment is at the heart of the clients’ trust in Atos
capabilities and is implemented via the Atos Integrated
Management System (AIMS) for Tech Foundations businessand Eviden Integrated Management System (EIMS) for Eviden
business and assessed through:P Atos ISO Multisite Certification Program (ISO MSC) coveringa vast majority of Atos activities and most of the locations
worldwide for ISO 9001 (Quality Management System),ISO 27001 (Information Security Management System),

5.4.3

ISO 20000‑1 (IT Service Management System)
ISO 14001 (Environmental Management System);andP ISO Multisite Certification guidance states that all Atos units

with more than 500 internal employees, shall be ISO 9001
and ISO 27001 certified or in progress to achieve ISO MSC
certification. Furthermore, ISO 14001 certification is
mandatory for all offices with more than 500 internal
employees and for all core data centers (excluding
co‑locations), while ISO 20000‑1 certification is under thedecision of local/global management (depending on
specific business need or requirement; for details, see: ISO
Multisite Certification Process);

P Atos Controls’ continual assessment ensures that processcontrol points are systematically implemented.

Research and Innovation

A dedicated section on thriving innovation and partnerships is included in the “Organization and Business offerings” section of thisdocument, as core for the digital transformation to accomplish clients’ and stakeholders’ expectations.
Core domain

Specific section

Research andDevelopment

Scientific and technological Expertise
Industry challenges solutions

2.4.1

Open Innovation

Open‑Innovation with our customers
Successful partnership examples in 2023
Atos Scaler accelerates Open Innovation with startups

2.4.2

Atos Thought Leadership for Sustainability
The Atos Scientific Community and Expert Communities are
key agents for driving innovation and change both within Atosand for its clients. Sustainability, in its broadest sense, is afoundational theme that runs through all of their research andthought leadership. The last Journey 2026 report from the
Scientific Community (1) describes among other topics the
Atos’ vision on the dimensions of the decarbonization equationand the future of corporate digital responsibility. Its insights
were a key part of the inspiration behind the Eviden NetZero
Transformation portfolio which is a unique set of offerings
developed to support the Eviden’s customers in the reductionof their carbon emissions. The topic of decarbonization is oneof the most frequently explored themes in Client Innovation
Workshops which are led by the Atos Scientific Community.
Eviden has been developing a portfolio of solutions andassets built on hyperscaler platforms under the umbrella ofDigital Solutions for Change. These data‑driven insights will
empower more informed decision‑making and the services
are made available via the hyperscalers Marketplaces.
Atos Group has made significant Research and Development
investments to design the most powerful, yet mostenergy‑efficient general purpose supercomputer in Europe.
Atos is using this capability in its Excellence AI Lab (inpartnership with NVIDIA), to conduct research into areas suchas climate research and healthcare, demonstration that digitaltechnology is more than part of the sustainability problem, it isa key enabler of the solution.
With its long‑standing commitment to offering green digital

Covered in section:transformation that delivers benefits to people, society andeconomy, Atos is proud to be a founding member of theEuropean Digital Green Coalition (EDGC (2)). As a founding
member and signatory of the EDGC, Atos commits toestablishing science‑based targets for reducing GHG
emissions (see chapter 5.2.4.1 Greenhouse Gas emissions). The
members of the EDGC work closely with the European
Commission and other stakeholders relevant to deliver onthese commitments and to report regularly on progress via
established sustainability reporting frameworks.
Together with the 37 ICT signatory companies, Atos commits
to contributing to the success of the green digitaltransformation of the EU and beyond with the following
actions:
P to invest in the development and deployment of green

digital solutions with significant energy and material
efficiency that achieve a net positive impact in a wide rangeof sectors;

P toengage with relevant organizations to develop
standardised, credible and comparable assessment
methodologies for the net impact of green digital solutions
on the environment and climate in priority sectors such asenergy, transport, manufacturing, agriculture and thebuilding sector;

P to promote cross‑sectoral dialogue and to contribute to thedevelopment of guidelines and recommendations for the
deployment of green digital solutions in different sectors,
and to encourage workforce upskilling.

Atos is contributing together with 26 leading European

1) https://atos.net/content/journey/unlocking‑virtual‑dimensions‑atos‑scientific‑community‑report.pdf2) https://www.greendigitalcoalition.eu/coalition‑members/

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5

Corporate Social Responsibility
Governanceindustry players to the European industrial technology
roadmap for the next generation cloud‑edge offering (1) which
was presented to the European Commission in 2021. This
report outlines the technological priorities for strategic
investment needed to enable the development and adoptionof competitive, secure, trusted, and climate‑neutral cloud andedge services across the EU and therefore strengthen
Europe’s leadership in cloud and edge. One focus of thisreport has been on developing high energy efficiency
infrastructures, leveraging low consumption hardware andsoftware, improving resource management, and enhancing
data center energy mix and cooling performances, so the EU
could lead the way in developing sustainable cloud and edge
offerings. An updated version of this report was handed overto the European Commission in July 2023. (2)As a result, the European Alliance for Industrial Data, Edge andCloud has been launched, which Atos joined in
December 2021 among the first wave of members to bring its
technological expertise in cloud and edge, digital security anddecarbonization.

Client Innovation Workshops (CIW) [A10]
The objectives of Client Innovation Workshops (CIW) are todemonstrate Atos thought leadership and position itself as a
strategic innovation partner for its clients. Powered by The
Atos Scientific Community (3) (SC) those Innovation Workshops
support Atos Clients shaping their vision through technology
and business trends. This positions Atos as a technology
visionary and thought‑leader and emphasizes the role of Atos
as Leader in Secured and Decarbonized Digital.
The CIW Program is delivered through the Global Innovation
Network within the Atos’ Business Technology and Innovation
Centers (BTICs) and Labs across the Globe, in‑person,
remotely or in a hybrid format. The Client Innovation
Workshops are booked in a digital tool as an Innovation, aStrategic Hackathon (StratHack (4)) or a Multi‑Clients
Workshop.

The criteria for a workshop to be considered a Client
Innovation Workshop are:
P Atos Client participation;
P Participation of Scientific Community Member(s);P Innovation topics at the heart of the agenda.

Innovation topics are based on key client challenges andnurtured by the Atos Scientific Community publication, either
the bi‑annual thought leadership publication titled “Journey” or
via the various Reports and Papers produced throughout theyear.
The vision embedded into the “Journey” publication is a topic
in itself, inspiring clients and exploring the potential to unlock
virtual dimensions by studying impact for customers aroundthree big themes:
P stretching physical boundaries:– with sustainability actions supported by Atos offerings

around Net Zero.

P creating new virtual paradigms by defining four new modesof:– operations: with VirtualShore, IA autonomy,– relations:with a metaverse world enabling digitalinteractions,– value: with new Business platforms and progress of

WEB3 distributed architecture,– life: with Augmented Humans, and autonomous Cobots;
P crossing the divide:– trust and compliance: protection against cyber threats,

The BTICs are the place where clients can experience Atos’latest innovations and where their teams will meet its experts
to design the proofs of concept (POCs) of the solutions fitting
their needs.
Atos has a network of 7 BTICs worldwide (5).

1) https://ec.europa.eu/newsroom/repository/document/2021‑18/
European_CloudEdge_Technology_Investment_Roadmap_for_publication_pMdz85DSw6nqPppq8hE9S9RbB8_76223.pdf
2) https://digital‑strategy.ec.europa.eu/en/news/european‑alliance‑industrial‑data‑edge‑and‑cloud‑presents‑its‑first‑deliverables
3) The Atos Scientific Community is a global network that comprises 175+ of the top scientists, engineers and forward thinkers from across the Group, witha rich mix of skills and backgrounds. Its members are involved in research activities that aim to demonstrate how technologies will influence thebusinesses of Atos current and future clients. They support, amongst others, patent creation and development of cutting‑edge proofs of concept.
4) StraHacks (for Strategic Hackathons) are Innovation Workshops with Executive level participants.
5) Amsterdam (Netherlands), Bezons (France), Chennai (India), London (UK), Madrid (Spain), Munich (Germany), Vienna (Austria).

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Artificial Intelligence (AI) Labs
The Atos AI Labs bring together expertise in AI alongsideprivate and public sector organizational capabilities tocollaborate and unlock cross‑enterprise opportunities.
The AI Labs are available to both public and private‑sector
organizations across Europe and North America to utilize AI
technologies and to define and design use cases relevant totheir needs. They aim to use AI technologies to solve
problems with data in an innovative and collaborativeenvironment.
AI Lab sessions are designed to discover, scope, andprototype potential solutions and Atos uses its internallydeveloped and industry‑proven approach to ensure finding
the right opportunity for Atos’ client’s business, drive themfrom idea generation to pilot development and quickly deliver
impact and value.
Atos’ current offer revolves around three packages:
P AI Discovery: half‑day workshops aiming to get insights into

the client needs, goals, and perspective, and provide themwith a list of prioritized AI use cases ready to be analysed;

P Use Case Deep Dive: a two‑to‑six weeks experimentation

followed by a two‑days design workshop concentrating ona specific use case, with the objective of synthesizing anactionable problem statement, visualizing and – if possible– modelizing data, and analysing what solutions can workand how they fit into the overall plan;

P AI Pilot: usually following a Deep Dive session, the aim is tobuild a pilot under two months to be able to measure KPIs,
validate the initial hypothesis and make data‑driven
decisions.

Atos has a network of AI Labs with locations in France, UK and
Germany.
In addition to these physical places, the client can benefit
from AI Lab sessions that can be delivered off‑site. Discovery
Workshops, Deep Dive sessions and Multi‑Client Events may
be delivered at locations other than the Atos AI Lab network,at client premises for instance.
Remote sessions have become more common in recent years.
Tools that enable collaboration and interaction, such as Teamsor Klaxoon, make it possible to conduct workshops remotely.

Atos’ relationships with the academic world and research
institutes help to drive its R&D and business. Atos hasdeveloped a framework for engagement, including thefollowing activities:
P organize joint R&D aligned on major technological axes

(quantum computing, high‑performance computing,cybersecurity, Artificial Intelligence, decarbonization,
climatology) as well as specific developments for industries(precision medicine, industry 4.0…);

P integrate PhD students into Atos teams to put theirresearch topics into practice. One example is the European
NEASQC project that Atos is coordinating. The ambition isto prepare European businesses for the age of quantum
computing by exploring a wide selection of industrial andfinancial use cases, and associated algorithms, compatible
with NISQ computers, the first quantum systems to beavailable in the near future. Atos coordinates and works
hand‑in‑hand with the 11 other partners, leading industrial
end‑users and academic experts from 8 European
countries, to initiate an active European community around
NISQ Quantum Computing (1);

P teaching and other curriculum‑‑related activities. Many

Atos engineers teach at universities in their countries. Atos
is a co‑creator of the world’s first MBA program indecarbonization. The Wroclaw Business University ofApplied Sciences and Atos Poland R&D implemented apioneering study program in decarbonization. The program
responds to the requirements imposed on organizations by
the European Union to make their activities climate‑neutral
by 2050 – with zero greenhouse gas emissions. Atos will
also serve with their Subject Matter Experts as lecturers;

P student innovation competitions. Atos is organizing its

yearly IT Challenge which is an international competition forstudents from all around the world. It is an innovative
contest challenging not only students’ innovation qualities
but also development and business, offering a uniquelearning experience by tackling real life issues that Atos
faces. 2023 edition was about the Metaverse – Newexperiences for business ecosystems. The projects
presented must be environmentally friendly.

The 1st prize of this year’s Atos IT Challenge was won by theteam “VR Speech Trainer” from the Francisco de Vitoria
University in Spain (2).

Research and Development with Academia andResearch Centers

In addition to enhancing Atos’ reputation in the market, thesepartnerships add value in three areas:

The University Technology Partnerships function maintained
its focus in 2023 on global engagements with universities andfurther developed the academic engagement framework tomeasure and recognize the value of these activities.

P accelerated research power, on anticipation of leading

Feedback from universities on Atos’ engagements is that ithelps students, for example, to get involved in real‑life use
cases for their studies, projects and thesis. Through these use
cases, they explore a new perspective outside pure academic
topics. Another exciting benefit is accessing Atos’ Expert,
Scientific, and Chief Technology Officer communities.

strategic technologies through world‑class academic R&D
commitments;

P increasing

revenues through the development
differentiating capabilities and products;of

P strengthening skills and expertise through the recruitmentof talented new employees within the Group.

1) https://www.neasqc.eu/about‑the‑project/2) https://www.atositchallenge.net/

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Environmental topics cover a large part of the research work
undertaken
withresearch
institutes,
inparticulardecarbonization and climatology, for example:
P with the CEA Atos has started to i) work with the joint

research team on CO2 emissions and capture by agriculture
and natural environment based on ICOS network of sensors
at French scale; ii) work on CO2 emission monitoring bysatellite imagery (inversion methodology) at a global scale,and iii) improve the Carbon Monitoring solution (1) byimplementing forecasting components at a worldwide
scale;

P with Inria, Atos is conducting several research partnerships

around the decarbonization of IT. Atos is currently working
on two PhD theses on the monitoring and reduction ofEdge‑to‑Cloud and HPC emissions using a collective
awareness between the hardware, the software, and theusers. The goals are to i) increase energy efficiency finding
the appropriate resources for a given application, ii) avoid
energy waste by controlling hardware dynamicallyaccording to the workload, and iii) fighting rebound effectusing user incentives.

Atos Intellectual Property (IP)Under the leadership of the Atos IP Steering Group, Atos
continues to develop its portfolio, reaching 2,400 patents in
2023. Atos also continuously realigns its portfolio withstrategic priorities, having filed 8 patents to protect the new
Bull Sequana XH3000 (especially on the new hardware
cooling system) and 6 new patents on Quantum (with a focus
on compilation technologies), both efforts confirming Atos’
patent leading position on these two topics. In 2023, Atos filed
a total number of 52 patent applications. 20 of these filed
patents were on decarbonization technologies, confirming
Atos’ effort to develop innovative solutions to help its clients toachieve their decarbonization objectives.

Accelerate open innovation with start‑‑ups
One of Atos’ strengths is its ability to leverage the worldwide
start‑up economy to design unique solutions for its clients. For
the past few years, involving start‑ups has become an
essential part of Atos’ approach to inspiring large corporates inachieving their objectives to stay ahead of the pace ofinnovation.
Inaddition,collaborating
with
young
entrepreneurs is a stimulating and constructive experience for
Atos employees, helping them explore new and pioneeringsolutions for their clients.
In 2020, Atos launched a new program for start‑ups and SMEs:
Scaler, the Accelerator. Scaler accelerates a fruitfulcollaboration between Atos experts and a start‑up’sentrepreneurs. It’s a win‑win relationship. The start‑ups win
through accelerated development, access to Atos clients andpartners, and brand power and visibility. Scaler wins through aspirit of innovation that inspires agility, creativity, anddisruption; adds sweet‑spot solutions to Atos portfolio andgenerates new client engagements. Scaler creates added

1) Carbon Monitoring solution

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value for Atos’ clients, as the start‑ups enrich its portfolio with
innovative solutions. In return, Atos supports their businessdevelopment and helps them grow internationally,
accelerating their access to its customers and partner
ecosystem.
The Scaler program has already supported 27 start‑ups. Overa period of 24 months, Eviden’s teams have worked with thesestart‑ups to define the best joint value proposition before
giving them access to their international customers and major
strategic partners. The Scaler program recently led to thesigning of a contract between Eviden and ColibrITD, for thecreation of the first hybrid quantum computing platform
dedicated to combustion, in partnership with the French
institution ONERA.
This year, Scaler also started to prepare its fourth wave ofstart‑ups and already onboarded 3 new start‑ups, focused on
Artificial Intelligence/Machine Learning, Blockchain and
NetZero, in addition to the start‑ups already on the program:
P Rubiscape: with the exponential demand for artificial

intelligence and pressing time‑to‑market expectations,start‑ups that offers AI solutions that are more efficient, anddeployable more quickly and easily are high‑profile gems.
Rubiscape’s multi‑persona low‑code Data Science andMachine Learning (DSML) platform offers a set of
integrated tools to simplify AI solutions while providing
visual analysis summaries, helping to meet businesschallenges and accelerate the implementation of even themost complex and ground‑breaking projects. Rubiscapeenhances Eviden’s existing AI offering and is applicable toall industry sectors. Rubiscape is also part of the start‑up
programs of Eviden’s partners AWS, Google Cloud andMicrosoft. It has received numerous international awards,
including the NASSCOM DeepTech Club Start‑up and Aegis
Graham Bell Award for product innovation;

P Manual.to: people at home learn through video – at work

they are stuck with PDF. The success of digitaltransformation projects depends on adoption: people needto get up to speed as soon as possible. Industries struggle
to capture the knowledge of the aging workforce and shareit with the new generations. Manual.to quickly captures,
shares and improves digital instructions, product manuals
and trainings, with video and multilingual text. Manual.toand Eviden have a track record of helping large customers
with an easy to deploy, user‑friendly solution;

P ByzGen: ByzGen is the expert in secure registries andenterprise blockchain, having developed and deployed its
blockchain orchestration platform, FALKOR, over the past
6 years. ByzGen uses FALKOR to deploy simple solutions tocomplex trust network challenges. This helps to address
the pressure of ever‑increasing data scale and DataManagement requirements, given the growth of regulation,compliance, generative artificial intelligence, ESG(environment, social, governance) and asset and property
tracking. ByzGen is also part of Eviden UK&I’s Horizons
program.

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Other start‑ups will soon be joining the Scaler program,
especially in the field of quantum, to complement Eviden’s
new offering QaptivaTM (1), and also in Artificial Intelligence.
Each year, new startups are selected to develop their projects
according to specific customer interests. They stay in the
program, where Atos helps them accelerate theirdevelopment and grow internationally, for a period of
18 months, accessing Atos’ clients and partners and benefitingfrom Atos’ technology expertise as well as from its global
brand and visibility.
The Scaler program has fostered many open innovation
projects supporting customers’ business needs. To date, Atos
Scaler has onboarded 30 start‑ups from across the globe andaround 20 client deals have already been signed with client
engagements accelerating.
Some examples of Atos Scaler delivering on its promises –accelerate business growth and portfolio open innovation –include:P growing business, such as with a few customers in

Manufacturing and Financial Services customers in the UKwith Kore.ai, or Ministère de la Santé in France. The Scaler
program recently led to the signing of a contract between
Eviden and ColibrITD, for the creation of the first hybrid
quantum computing platform dedicated to combustion, in
partnership with the French institution ONERA;

P accelerating decarbonization with Greenspector throughthe delivery of a platform measuring the environmental
impact of web and mobile web applications for French
National Health System (Délégation ministérielle au
Numérique en Santé et Agence du Numérique en Santé);

P developing Ecosystem Play Innovation, expanding thevalue‑chain to offer an expanded portfolio with a selectionof very innovative and complimentary startups to Atos’clients, such as attack surface management solutions of
CyCognito to complete the remediation security services in

Digital Security, or using Carbon Minds’ environmental
life‑cycle data to enrich Atos’ Product Carbon Footprint(PCF) Platform (in Net Zero Transformation);

Scaler is growing the start‑‑ups’ business and it
helps them go international
Atos gives the start‑ups access to its clients and partners
ecosystem and helps them sign new business contracts byextending its support beyond mere coaching for the go tomarket phase. All start‑ups take part in account planning in all
regions and meet up with Atos’ clients. Start‑ups also
participate in demos in Atos’ Business Technology andInnovation Centers (BTICs) and are on the agendas of clientinnovation sessions.
Over the last few months, more than 70 client meetings
involving Scaler’s start‑ups have been held across the world,
proactively addressing co‑innovation with clients on theirdigital transformation agenda and opening new business
opportunities in various industries such as energy and utilities,
manufacturing, healthcare, media, finance, or the public
sectors.
The full list of start‑ups in the 2023 program includes:
P Digital Security: DuoKey – Digitalberry – GitGuardian –CyCognito – ByzGen (New);P AI: Rubiscape (New), Kore.ai;
P Advanced Technology: Iptoki – ColibrITD;
P Manufacturing: Carbon Minds;
P Financial Services and Insurance: Kore.ai;
P Decarbonization: Manual.to (New);
P Alumni: United Biometrics – Claroty – DreamQuark –Synchronized – Opinum – Greenspector – Tier 1 – Prove n
Run – Otorio – IQM – Circular Computing.

51) Nouvelle offre d’Eviden, QaptivaTM

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Examples of Innovation related to Social
Responsibility
The Software République unveils the first achievements
and ambitions of its collaborative training ecosystem,
the “Talent Academy” (1).
Faced with a shortage of talent and a lack of young people
graduating from scientific training, the Software République,an open innovation ecosystem for intelligent, secure, andsustainable mobility launched by Dassault Systèmes, Eviden,
Orange, Renault Group, STMicroelectronics, and Thales,presents for the first time the achievements of its “Talent
Academy,” with the goal of enhancing the employability of
talent and the competitiveness of companies. Unique inFrance and Europe, the “Talent Academy” addresses thechallenges of training and skills development in the field ofdigital and engineering sciences, serving young people andemployees of companies in the Software République. Its
objective is to guide young people, especially young women,
towards scientific and technical careers, attract future talent to
the Software République ecosystem, and promote thedevelopment and upgrading of skills through training andretraining programs.
The achievements of the “Talent Academy” revolve aroundthree programs that mark the significant moments in a
professional career: educating, recruiting, and training.
The “Take Action” initiative. Eviden has launched “TakeAction”, a free anti‑cyberbullying course in the Netherlands, inpartnership with Shootlab, a Dutch social enterprise that
employs people with neurodiversity, therefore with a distanceto the labor market. With cyberbullying a pressing concern forsociety, Eviden decided to empower young students withknowledge and encourage them to adopt the right behaviors
to deal with the issue. Through engaging lessons and a seriesof powerful VR videos, students (aged 12‑14) are made awareof cyberbullying and learn how to navigate a digitally safe
world. The program is divided into two lessons. The first part
explains exactly what cyberbullying is, and the second
focuses on what young people can do when they recognize acyberbullying situation, and the tools they can use to deal
with it.
Within three months, many Amsterdam schools had alreadybooked the program for their first‑year students, and in total
over 1,769 students have benefited from the program. The
program is due to be extended to the Netherlands and othercountries in 2024.
Eviden launches EcoDesignCloud (2) enhancing productsustainability with fast and effective Life Cycle Assessments(LCA).

Using Artificial Intelligence algorithms, EcoDesignCloud
provides multi‑criteria measure of the environmental
performance of any goods, providing 16 ProductEnvironmental Footprint (PEF) impact indicators, taking into
account end‑to‑end supply chain activities, thereby offeringorganizations a complete assessment.
Organizations today are faced with ever more stringent
environmental regulations and are under pressure to meetsustainability targets and provide adequate reporting. Relying
on internationally trusted and recognized data sources,
EcoDesignCloud uses artificial intelligence to enable users toreliably assess the environmental impact and CO2 emissions
for any product they design or purchase, throughout the
supply chain, to help them meet their sustainability objectives
and non‑financial reporting requirements.
Using proven lifecycle inventory databases to generate an
EcoScore, EcoDesignCloud allows product design andprocurement teams to easily measure, view and assess theCO2 emissions and environmental impact of their products in amatter of minutes, rather than months compared to traditional
methods, as well as easily create custom reports andcompare assessments.
First‑‑in‑‑class carbon accountancy methodology for thepreservation of the marine environment (3): Digital Realty
France, Schneider Electric France and the Calanques National
Park announced the establishment of the first carbon
accounting methodology in Europe dedicated to theprotection of seagrass beds, which play a major role inregulating the climate and preserving global biodiversity.
The “Prométhée‑Med” research project has resulted in the firstlow‑carbon labelling methodology dedicated to theprotection of the marine environment, and its implementation
should represent a potential reduction of 24,000 tCO2e/year
on average. By ensuring a methodology is in place whichaligns with best practice, the project can support climate
action taking place at the rate required by the science. This
first‑in‑class methodology paves the way for the effective
preservation of an important carbon stock and a key natural
habitat of the Mediterranean – the Posidonia meadows – andhas been approved by the Directorate General for Energy andClimate (DGEC) of the Ministry for the Ecological Transition in
France.
The new methodology aligns with the crucial industry need toprovide high‑integrity carbon credits and establishes apathway towards even higher ambition, such as that seen in
the Core Carbon Principles (4) launched by The Integrity
Council for the Voluntary Carbon Market last week. By
ensuring rigorous standards, the necessary levels ofinvestment can be met to fully realise the role of carbon
markets in accelerating the net‑zero transition and scaling
solutions.

1) https://eviden.com/insights/press‑releases/
the‑software‑republique‑unveils‑the‑first‑achievements‑and‑ambitions‑of‑its‑collaborative‑training‑ecosystem‑the‑talent‑academy/2) https://atos.net/en/2023/press‑release_2023_11_20/eviden‑launches‑ecodesigncloud3) https://atos.net/fr/2023/communiques‑de‑presse_2023_04_06/
label‑bas‑carbone‑en‑mer‑validation‑dune‑premiere‑methodologie‑pour‑la‑preservation‑des‑herbiers‑mediterraneens‑projet%E2%80%89promethee‑med%E2%80%89

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5.4.4

Security and Data Protection[SASB TC‑SI‑230a.2]

Mission of Atos Group Security

P external security assessment by major players;

The Group Security function spans all countries and entities
within Atos Group with a reporting line into the Executive
Committees of both business lines (Tech Foundations andEviden).

P close cooperation with governments agencies;

Its mission is to lead the organization’s effort to manageinternal security and safety risks by anticipating adverse
effects of security and safety events to the organization.

P combat the evolving threat landscape;P advanced data analytics displayed in security dashboard.

These are complemented by a portfolio of projects to:
P gain more benefits from existing security investments.

Its key activities are to:GovernanceP provide assurance to the Group Executive Board on

The Heads of Group Security for Tech Foundations and Eviden
oversee the cybersecurity strategy in the Cybersecurity/
Information Security Committee which is responsible forcybersecurity strategy at Atos Group level. They advise the
Executive Board on trends, company activities andapproaches with regard to cybersecurity.

security and safety risks;

P create and maintain information security and safety policies

and set implementation goals;

P monitor the threat, regulatory landscapes and identify the

top security and safety risks;

P invest in advanced capabilities to protect against anddetect cyber‑attacks on the organization;

P facilitate,monitor the implementation,
security controls across the organization.

andmaintain

The key frameworks used across the enterprise are ISO 27001,
Control Objectives for Information and Related Technology,
the Information Technology Infrastructure Library and the
National Institute of Standards and Technology.
Atos Group has established and enforced Binding Corporate
Rules (BCR) to the entire Group and has implemented theGeneral Data Protection Regulation (GDPR) recommendations
throughout the Company from an independent dataprotection team fully cooperating with Group Security andreporting to an Atos Group senior manager.
During the integration of acquired entities and the Atostransformation program, Atos Group ensures improvements incost efficiencies, gap analysis and risk management. It also
leverages best practices from those entities to enrich Atos’
Group risk position.
Atos Group delivers excellence in security with minimum
security risk appetite by:
P independent security organization (budget/resources);
P threat intelligence service;
P dedicated Red team/Blue team (ethical hackers);
P best‑of‑breed anti‑malware protection strategy;

Since its inception in 2001, the Atos Information Security
Management System (ISMS), which is mandated across all
Atos legal entities, has continued to mature as a result ofPlan‑Do‑Check‑Act cycle. The Security organization manages
the continuous improvement cycle required by the ISO 27001
certification.
The Heads of Group Security are supported by Group security
staff members and security professionals in the respective
Regional Business Unit/geographies. The Heads of Group
Security ensure adequate representation and management of
security resources deployed around the globe.
Group Security is designed to support the Atos Group
organization structure.
Every week the Heads of Group Security have several
meetings with Group Security staff:
P Senior Leadership Team meetings, aimed at providing

direction and priorities to the Group Security Program;

P Team meetings with all Group Security staff, to update staff

on ongoing projects and initiatives;

P Security

Operation Reviews with Group Security
participants from all regions, to review all opened security
incidents for progress and potential closure, and to reduce
potential impact of any security incidents, as well as
identify and share good security practices.

The Atos Group’s main certifications regarding security include
ISO 27001, ISAE 3402 and PCI/DSS for a selection of Atos data
centers as per applicability.

P advanced vulnerability scans;

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Cyber Essentials
Cyber Essentials is a UK government backed scheme to help
protect UK organizations against a whole range of the mostcommon cyber‑attacks. Cyber Essentials Plus retains the
Cyber Essentials trademark simplicity of approach andrequires the implementation of the same levels of protection
but requires undertaking a hands‑on technical verification.
Atos has the following:
P Cyber Essentials Certificate Of Assurance Certification

Number: ec71d0a2‑2113‑4152‑b6e5‑13e61bad7853.
Scope: IRIS UK CLOUD PLATFORM – excluding all othernetworks. Date of certification: 2023‑08‑04;

P Cyber Essentials Certificate Of Assurance Certification

Number: afe065f7‑6d0d‑4eea‑9afe‑22289004bb0f. Scope:
Atos IT Remote Services Only, excluding all other networks.
Date of certification 2023‑11‑20;

P Cyber Essentials Plus Certificate of Assurance Certification

Number:b8ef848e‑9e49‑4bd5‑ad10‑123725715827.
Scope: IRIS UK CLOUD PLATFORM – excluding all othernetworks. Date of certification: 2023‑08‑04;

P Cyber Essentials Plus Certificate of Assurance Certification

Number: a6f96ee1‑0e74‑4427‑88b0‑4d11e0a9df08. Scope:
Atos IT Remote Services Only, excluding all other networks.
Date of certification: 2023‑11‑20.

Eviden Technology Services Limited has the following:
P Cyber Essentials Certificate Of Assurance Certification

Number: 72fd73c7‑e326‑412a‑964c‑a9c14682a046. Scope:
Whole Organization. Date of certification: 2023‑06‑15.

A comprehensive approach to the protection ofassetsThe Atos Group security organizations foster a comprehensive
set of Global Security and Safety policies, standards, andguidelines. With an ever‑evolving risk landscape, the Atos
Cybersecurity Architecture and strategy evolves too. Thisevolution is addressed in regularly reviewed and updated
policies. The Atos Group Security policies are wellcommunicated and published to raise awareness about the
mandatory and binding character for all Atos entities andemployees worldwide.

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This guarantees the safety and the security of Atos internaland external (i.e., “client related”) business processes.
The Atos Group Safety and Security policies encompass theprotection of all Atos Group assets, whether owned, used orheld in custody by the Atos Group (information, intellectual
property, sites, network, personnel, software, and hardware).

Group Security library change/enhancement in
2023
The Atos Group of companies continues to enhance its
extensive set of security policies and supporting collateral andhas improved its efficiency through digital transformation.
Intellectual property of assets and confidential information,
including, but not limited to, the use of confidentiality
agreements, encryption and logical and physical protection of
information, are also covered within these set of policies.
These documents are stored within a SharePoint library andare available to all Atos Group employees. This document set
is routinely audited as part of the ISO 27001 certification
process.
The document “Security Requirements for Partners andSuppliers” is also included as part of the Group’s
documentation, which highlights the organization expectation
around security and privacy best practices to be ensured aspart of its engagement. Atos Group Information Security
Management System (ISMS) documentation also covers
security and privacy requirements of customers in addition to
the annual Security awareness programs conducted for all
Atos employees.
During 2023, a project to transform ISO 27001 certification
standard used by the Group from ISO 27001:2013 to
ISO 27001:2022 was initiated in order to obtain the certification
against the new standard during H1 2024.
During 2023, the following were added to the ISMS documentset.
P Encryption and Cryptographic Controls Policy;
P Safety and Security for International Workers;
P Guidelines– Security rules for the use of shared
workplaces ATOS_EVIDEN;

P Report Internal Audit Walkthrough.

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Awareness
P An information security/cybersecurity policy is publishedand made internally available to all employees on the AtosGroup Security SharePoint portal.

P The mandatory Atos Cybersecurity and Safety AwarenessTraining was enhanced in June 2023 to add new training
topics based on latest security risks and threats. The
training is available in 7 languages (English, French,
German, Spanish, Portuguese, Dutch, Simple Chinese) andis Web Content Accessibility Guidelines (WCAG) compliant.

P A clear escalation process is available to all employees

which can be easily followed in the event they noticesomething suspicious is in place. This process is reviewed
during the mandatory training.

P In

addition to the mandatory training, several
recommended training courses are available on the
Learning Portal and Atos Group Security Awareness
SharePoint spaces.

P It is the responsibility of all members of staff to adhere to

the Atos Security Policies and related standards,
procedures, and guidelines. Breach of these documents
may result in disciplinary action, up to and including
termination of employment.

P During 2023, 38 global communications covering security

awareness were published and made available to all Atos
staff worldwide.

P Atos conducted 6 phishing simulation campaigns during

delivered to targeted employees, using several templates
requesting them to click on an embedded link and enter
their credentials in a fake login page. Employees whoreported the phishing email were congratulated for theirpositive response. Employees who were successfully
phished were notified of their error and invited to complete
complementary training.
P Cybersecurity

Awareness Month was observed bothglobally and regionally during October 2023. Staff wereencouraged to participate throughout the month‑longevent consisting of security‑themed webinars, articles andnewsletters. The objective was to raise awareness acrossthe organization about the importance of cybersecurity to
Atos and its clients and encourage people to do their part inprotecting cyberspace, stressing individual accountability,
and taking proactive steps to enhance cybersecurity.

Multi Factor Authentication (MFA)
The Global IT Single Sign On (SSO) service on the Atos
Authentication Portal supports Multi‑Factor Authentication(MFA) for workstations and mobile phones. This permits Public
Key Infrastructure (PKI) card authentication (smart cardcertificate based on the Atos PKI CA infrastructure) andMicrosoft Mobile Authenticator (AUTH). These allow Atos tooffer MFA to all its employees and subcontractors/third
parties. It ensures that MFA is applied to the compatible Atos
critical web applications authentication. 97% of active
individual physical and functional user accounts have
implemented MFA.

2023 to measure employee awareness and vigilance tophishing attacks. Over 630,000 test phishing emails were

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Corporate Social Responsibility
GovernanceAtos Managed Detection and Response (MDR)

Security Incident Management

Through the acquisition of Paladion in 2020, the Atos Grouphas procured AIsaac, a dedicated EU based cloud MDR(Managed Detection and Response) infrastructure. Since 2021
Atos has transitioned to the AIsaac service.

The Security Incident Management Policies have been
redefined and implemented. The collaboration between theentire Group Security Officers and the Computer Security
Incident Response Team (CSIRT) ensures its effectiveness.

This new Atos AIsaac platform provides big data SIEM
(Security Information and Event Management) capabilities
with threat intelligence, advanced threat detection, faster
incident mitigation, and collaborative breach response 24x7.
The MDR solution does monitor servers, network devices,other Atos Group tools and security services to provide better
detection of malicious activities and faster incident response.

To capture all Group security events and Group security
incidents, Tech Foundations and Eviden rely on a network ofmore than 80 Atos Group Security Officers worldwide. These
security events and security incidents are reviewed in theweekly Security Operations Review, which is chaired by the
Atos Group Chief Security Officer (Atos Group CSO). All
security incidents and events relating to data protection are
also reviewed by the Group Data Protection officer and his
network of security and legal experts.

By relying on the new Paladion AIsaac MDR platform, the AtosGroup has a scalable platform to develop in‑house and to
improve the protection from sophisticated attacks. Throughthe on‑going development with big data SIEM, and artificial
intelligence, Atos can continuously analyze and protect theorganization’s data to detect attacks in real‑time and nearreal‑time. Once a threat is detected, AIsaac accelerates andfully orchestrates fast, accurate, and effective response toremediate threats faster.

In 2023, the incident management core team, supported by
Big Data and Security (BDS) members, has conducted some
improvements, especially in terms of reporting and strategicaladvising capacities. Further improvement steps have beentaken by implementing an Incident Management Dashboard
to share trends and key views to set up corrective andpreventive actions plans.

With this purpose – and in the perspective of the
improvement of the security events/incidents management –the Atos Group Security Directorates have launched in 2023 a
project with the AIsaac team to upgrade the tool usage basedon machine learning capabilities through the optimization ofuse‑cases and the development of appropriate and scalable
response proposals.

New incident management rules were implemented to
optimize the root cause analysis, the relevance of security
ticket filtering, and the fluidity of the work of security officers.
This includes improved automation and orchestration, moretargeted access for security officers in the incident
management processes, refined reporting, and strengtheningof the partnership approach with BDS security experts.

Secure Coding

In H2 2023, a major process improvement step has beenachieved with the submission of a security ticket done directly
through PISA, which strengthens the security ticket process.

The Atos Group continues its journey towards strengthening
security as part of the application design, development anddeployment. The maturity gained through secure coding
training activity during previous years was built upon further
through a series of initiatives. The Learning Portal was
updated with self‑learning programs that provide anunderstanding of topics like the Open Web Application
Security Project (OWASP) top 10 and defensive programming.
New courses made available during 2023 include:
P Certified Secure Software Lifecycle Professional (CSSLP);P Secure Software Lifecycle;
P Secure Programming;
P Secure Coding Principles.

The secure development policy and guidelines were updated
and enhanced. An aide memoire for application security
controls which provides information in a concise manner
forms part of the Atos Group set of security documentation.
Through a series of workshops, the application team havebeen introduced to the advanced security features and tools
available as part of the GitHub program. The Atos Group willretain its focus on the topic in future through various initiatives.

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Moreover, as part of the creation of two business lines within
the Group (Tech Foundations and Eviden), incident
management workstream have been separated to ensure aproper segregation of information and services delivered.
Each incident management teams is reporting separately
security tickets and KPIs, except potential P1 and P2 (major
incidents) that are still managed under the white (i.e., AtosGroup) umbrella until further notice.
A major security incident with a priority of either P1 or P2 canbe designated as a crisis after approval by the Atos Chief
Security Officer and is then managed in compliance with the
Crisis Management Policy.
As part of the creation of two business lines within the Group,and based on the experience gained, the Crisis Management
Policy, the Security Incident Management Policy and the
Cyber Emergency Policy have been reviewed.
Finally, to ensure that the methodology is applied consistently
in addressing any declared cyber emergency event, a Groupcrisis exercise was conducted in October 2023 with strategic
functions and another one in December 2023 to train Tech
Foundations and Eviden teams’ collaboration.

Corporate Social Responsibility
GovernanceBusiness Continuity Management
Within the Atos Group, Business Continuity Management(BCM) is split into two main parts, Internal BCM for Atos
supportive services and External BCM for customer services.
Both internal and external stakeholders benefit from the BCM
process.
For clients, the Atos Group has a tried, tested and certified
track record of implementing operational resilience, continuity
and recovery for its customers’ critical services. This isembedded into the organization at a global and local level toensure that continuity plans are successfully implemented
minimising the impact of unexpected events on Atos’customers business. Clients are onboarded into the Global
BCM programme and Business Continuity Management
System. This includes mobilising resources through thetransition phase to enable plans to be developed andupdated throughout the transition phase and embed theminto the future mode of operation (FMO). To ensure that
performance levels are achieved, during each stage of thetransition, the Business Continuity Managers monitor, analyseand deliver 8 milestones to ensure FMO is aligned or certified,
if required, to ISO 22301. During 2023, Atos conducted
approximately 700 Client Continuity tests.
To ensure that the Atos Group infrastructure and people
continue to deliver IT services, line managers and local
managers, responsible for components of the infrastructure orservices, maintain an up‑to‑date business continuity plan,
ready to execute if a disaster prevents the normal delivery ofservice.
Individual Business Lines are responsible for understanding
the business impact of disruptions to the services that they
provide, examining the resilience of those services, including
their ability to cope with local disruptions and staff shortages.
As part of this, they undertake local Business Continuity
Planning and Exercise Execution and are onboarded to the
Global Continuity Programme supported by the Operational
Resiliency Team (ORC). Business continuity plans must be
capable of delivering the contracted availability requirements
to clients and internal services. Simulated continuity is tested
at least annually. Business continuity management is
discussed and agreed upon with internal supportive services
and with clients, the latter part is described in the relevant

contracts. Both agreements result in internal and externalService Level Agreements.
During 2023, the Atos Group Security Directorates haveworked on multiple fronts to ensure the readiness of theoverall setup of business continuity feasibility:(i)

They continue to organise webinars, simulations,tabletop exercises and a Group crisis exercise to review
the collaboration of the Atos Group crisis‑team members
under crisis conditions to minimize or remove thepossible impact. More than 40 people from Operations
and Shared Functions worked in a simulated test case of
the business continuity management methodology andaddressed the requirements of internal and external
stakeholders.

(ii)

As part of the creation of two business lines within theGroup, the Atos Group Security Directorates haveundertaken an assessment and gathered the status ofBusiness Continuity Plan (BCP) completeness at all officesites, with a result of 94% for all sites (Small, Medium andLarge), including 100% for the Large sites. This work is
continuing with the aim of reaching 100%. Furthermore, inthe current state, Atos ORC is continuing to support
Eviden organisation and clients. The services are detailed
in the Global GEO BCM programme. The Eviden entity
has its own ORC team under construction and will be
responsible for managing the perimeters defined.

External Security Benchmarking
The Atos Group continue to use an industry‑recognized
security scorecard comparison supplier to benchmark their
suppliers and their own performance against key competitors.
This enables the Atos Group to provide feedback to the
suppliers on their security posture, and to launch actions toimprove their own cybersecurity. Should the security
scorecard show a reduction in score, this would be used as a
key indicator for the initiation of change to improve their
suppliers and their own security positions in the market.
In addition, the Atos Group has deployed in 2023 an External
Attack Surface Monitoring tool and process supporting aneven more proactive detecting and remediating visible
weaknesses in its digital footprint.

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GovernanceGroup Cybersecurity Dashboard
The Group Cybersecurity Dashboard is a visual display of
automated feeds to indicate with high reliability, at any given
point, its security posture. The dashboard has been structured
using the National Institute of Standards and Technology
Cybersecurity Framework (NIST‑CSF) categories: Identify,
Protect, Detect, Respond, and Recover. In conjunction with theuse of Red, Amber and Green (RAG) indicators, it assists inenabling prioritization of where focus is to be given in nearreal‑time on an ongoing basis. This is seen as a critical tool forthe security community and other stakeholders within Atos tofacilitate rapid management of evolving threat actors.
The dashboard provides various layers of visualization anddata, from the holistic view of the entire Group estate rightdown to users’ specific area of responsibility. Generation ofreports to the Group Security Management Committee andother key stakeholders are provided, which give the status at
the most current point. Each KPI target is reviewed twice
yearly to aid in improving the security culture and the maturity
level.
Whilst this tool is predominately used to visualize key
performance indicators, it also contains operational
information. Examples include the ability to search by IP or
host name and identify its location and its current security
posture on an asset‑by‑asset level.
Further categories have been integrated into the dashboard tostrengthen the ability to identify the constantly changing
threat environment. In 2023, existing KPIs have been further
improved and means to display KPI trends over a longer
period have been deployed.
Tech Foundations and Eviden Cybersecurity Dashboards havebeen built. At the time of creating this report, a view of Eviden
and Tech Foundations KPI’s has been built into the respective
dashboards. As sources are gradually split in Eviden and Tech
Foundations, additional KPI’s will be deployed in both
dashboards. The existing joint Group Cybersecurity Dashboard
remains in place.

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Security key performance indicators (KPIs) andreporting
Security KPIs have been improved by better definition,delivering more meaningful information to the relevant
support functions, and enhancing the capability todemonstrate the value of security. For example, percentage
calculation of successful completion of security and safety
awareness e‑learning, security incidents open/closed andcompliance to malicious code prevention.
Following the certification life cycle process, samples of sites
are annually audited by Atos’ internal audit team and assessedby an accredited external international certification body. The
results of the internal audit ISO 27001:2013 are presented in anannual audit program, ensuring that a high level of maturity
and knowledge is maintained across the Group. For theexternal audit wave of 2023, assessed by an externalinternational certification body for ISO 27001:2013 Information
Security Management Standard within the scope of
certification, the Atos Group continues to meet thecertification requirements. The ISO 27001:2013 certificateswere issued with the sites listed by legal entities and per
country.
Atos and Eviden now have their own ISO 27001:2013
certificate. The Tech Foundations certificate was issued in
November 2023 and Eviden’s was issued in December 2023.
During 2023, Atos did not experience any security incident on
its perimeter which resulted in it having to pay penalties orsuffer revenue losses. Security events are rapidly identified,and prompt action is taken by security staff following
established processes. As such, security incidents had only
limited impacts on Atos and/or its business. No security
incident exposed Atos to the application of penalties or claims
as such (other than incidents covered within the application ofService Level Agreements in the normal course of business).
No other costs were incurred as a result of these security
incidents.

2023 KPIs

KPI Name

A3_c2 Atos Group

Percentage of open security incidents open v/s closed (%)

A3_c3 Atos Group

Percentage of staff who successfully performed the CyberSecurity and Security
E‑learning

92.85%

A3_c4 Atos Group

Percentage of staff who successfully performed the Data Protection E‑learning

91.94%

A3_c5 Atos Group

Percentage of compliance to malicious prevention99%

A3_c9 Atos Group

Percentage of coverage to ISO 27001 certification

98.72%

A3_c10 Atos Group

Percentage of staff in situ for greater than 8 weeks with enforced Two‑Factor
Authentication

Universal Registration Document 2023

2023 Results

5.13%

99%

Corporate Social Responsibility
GovernanceAchievement of 2023 Objectives
Objectives

Descriptions

Results/extents to which they have been met

Enhancedautomation of
security
measurements

Continue the automation of
the controls to capture how
security measures are being
implemented successfully
across the full scope of theorganization (and newly
acquired companies). Atos
will rely for that on theGroup Security Dashboard
and standard best‑in‑classsolutions;

New KPI’s added to dashboard.
P Enforcement of Conditional Access Policies
P Security Incidents and Events
P DDoS Protection – critical events
P KPI trend – visible as additional reports – aggregates data from other KPIs
Major changes/rebuild of existing KPI’s.
P ForeScout Network Discovery
P Microsoft O365 Secure Score rating
P Percentage of assets without most critical vulnerabilities detected
P Status of % Security Audit Action Closed
P Asset Inventory Infoblox Coverage – calculation change

Enhance MDR

Go further in the Managed
Detection and Response via
the rollout of Microsoft E5
licences for all Atos staff,
and by enhancing the scope
and use of the Atos MDR
tool;

During 2023, cloud protection was enhanced by:
P The implementation of role‑based access control;
P Development of the understanding required to implement Data Lost
Prevention in the Corporate environment;
P Implementation of different scenarios in Cloud Access Security Broker tofurther improve the security posture and preparation for an additional Data
Lost Prevention solution to be tested and deployed in 2024.
This key milestone was achieved in 2023 as a result of deep analysis of E5
features for future design and development of other security controls.
As part of the En Garde program, logs are now collected and as a result of
their analysis, additional functionality has been, and continues to be built.

Greater control of
threat surface andreduce dataleakage

Leverage on new
cybersecurity services (e.g.,
improve control of Atos
threat surface, and improvedetection of information
leakage);

Atos has successfully deployed a Data Disclosure monitoring solution and anExternal Attack Surface management solution including the required
procedures to process the information provided by such solutions. With thisAtos already captured valuable insights which enabled further protection of
its clients and its own company assets.

Enhancedpartnership with
Atos IT andbusiness entities

Partnership with Atos IT andbusiness entities for
improving the security
maturity of theirinfrastructure, products, andservices;

Atos has launched in close collaboration with Atos IT and Production IT a
global program that deals with the detection and remediation of Shadow IT
aiming at maximum coverage of security controls and related improved
assurance

Additional
investment incontrol of supply
chain and cloudsecurityGroup Security will pushfurther the investments inthe control of the supply
chain and cloud security;

Investigating automation with the supply chain activities with an assessmentof tooling ongoing.
Have instigated greater collaboration with the Charter of Trust and fellow
members to assist with its objectives.
Investment in cloud security will be clarified as part of the planned transition
to ISO 27001:2022 in 2024.

Maintain security
levels during andafter creation of
two business lines

With the proposed creationof two business lines, aGroup Security
transformation program has
started, which is planned tobe completed in Q2 of 2024.
A guiding principle of this is
to maintain the level of
security during and after thecreation of the two businesslines.

The program is being executed and main tasks were finished as planned in
December 2023. The guiding principle has been achieved. Few remaining
actions will be finalized in 2024.

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Security Risk Assessment
The Atos Group follows a comprehensive Enterprise Risk
Management Framework, aiming at managing theuncertainties that may impair the achievement of businessobjectives. Within this framework, Security risk management
follows specific processes embedded in its Information
Security Management System, in alignment with the
ISO 27001 standard.
Those processes all include the following steps: risk
identification (determine what could happen), risk analysis andevaluation (quantitative and/or qualitative, to assess the levelof risk), and risk treatment (acceptance or management oftreatment/remediation plans). These are complemented bycommunication to relevant stakeholders and monitoring/
review cycles.
These risk management activities allow the Atos Group to:
P enhance its understanding of security risks and their

management;

P identify and manage residual risks;
P drive continuous improvement of security.

In 2023, the Atos Group security team performed a global
security risk assessment, starting from key unwanted
scenarios (intrusion in a production system, theft ofconfidential data…) and leading to the identification andevaluation of operational risks.
Ransomware infection was one of the key scenarios
considered, including the capability to prevent, detect andremediate such issues. As noted under Business Continuity
Management above, a crisis simulation exercise wasconducted across a number of regions based on cyberattack
scenario to test and validate crisis management procedures at
operational and management levels.
Security improvement plans have been aligned to address theresults of those risk assessments.

Security Transformation and Paris 2024 Summer
Olympic GamesThe key driver for Security Transformation in 2023 was tofurther prepare Atos (as the IT Integrator) for meeting thechallenges of the cybersecurity of the Paris 2024 Summer
Olympics. The Group Security function initiated atransformation program during 2023 aiming at:
P further leveraging existing tooling capabilities, for threatprotection,
protection;

identitymodernization

andinformation

P sharpening the digital footprint of the organization, notably

by controlling the External Attack Surface and the ShadowIT;

P mobilizing all Atos staff to be extra vigilant in the run‑up to

and during the Olympic Games, via mandatory Security and
Safety Awareness training, internally orchestrated phishingcampaigns, and a focused set of security related
communications to Atos staff;

P running Red Team ethical hacking project and otherpenetration tests.

This program will be pursued in 2024.

Charter of Trust
Atos is one of the founding members of the Charter of Trust,which was formally launched at the Munich Security
Conference (MSC) in February 2018. As part of this worldwide
agreement, the MSC and the globally active companies
defined important principles for a secure digital world. They
are committed to contributing to the value and the further
development of the Charter for greater cybersecurity.
The Atos Group Security headed Charter of Trust (CoT) teamacts externally in the different CoT task forces as active
taskforce leader or member. This team ensures Atos internally
maintains compliance with CoT principles and security
requirements and active contribution to new subjects
considered important by all CoT Partner Organizations.
Responsibility throughout the digital supply chain andeducation taskforces have jointly developed further guiding
materials to be shared with suppliers.

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Corporate Social Responsibility
Governance

Enhancements during 2023 include:
Principle

Enhancement

Responsibility throughout the digital
supply chain and education

Risk based, modular approach based on existing standards created
Communication material (“why flyer”) created and published
Verification methods and partners available and known
Several presentations on conferences and at organizations

Security by default

Built a shared definition of security by default, also in conversation with a wide range ofstakeholders, including the OECD
Carried out several technical webinars with participants from public EU institutions andvarious countries
Created a number of explanatory documents that received positive feedback fromexternal audience

Transparency and Response

Created a workGroup aiming at:
P the development of a foundation for standard security awareness training that canbe used by all CoT partner organizations and their suppliers
P the creation of a CoT Cyber Defence Academy – lowering the entry barriers to acareer in cybersecurity, addressing the skills gap and building diversity in Atos
security teams
P the creation of a CoT and CyberPeace Institute Advanced Cyber Defence Training
CentreAdvocacy and Communications

Newsletter and blog posts have been published regularly
Munich Security Conference and CoT Anniversary contribution
Determination of 5 core subjects: expertise to regulators, improved supply chain andproduct security, promoting cyber education, and collective response

Trustworthy AI and Digital Trust

Formation of a new taskforce and alignment on the definition of trustworthy AI.
Definition of purpose – trust in AI products and AI led digitalization.

Supply Chain Assurance
In addition to the supply chain assurance activities undertaken
under the CoT area, and the use of external security
scorecards to routinely monitor the cybersecurity posture ofits key suppliers, the Atos Group continues to strengthen their
supplier
cybersecurity
management
framework.
Cybersecurity has been integrated within the full End to End(E2E) process from initial selection through to ongoing regularsupplier assurance activities and offboarding.

2024 Goals
While Group Security continue to see Cyber threats
increasing, the goal for 2024 will be to succeed to maintain thegood security as in the previous years, and to avoid the impactof security events and incidents to the organization and to theclients.
To succeed in the challenge, the Group Security 2024 goals
are the following:
P investment in employees’ training and awareness programs

will be increased to enhance their understanding ofcybersecurity threats and risk mitigation;

P thenecessary preparation to comply with the newEuropean Union Network and Information Security 2
Directive will be implemented;

P during 2024, the continuation of these projects, using

innovative technologies, will permit cross‑checking of many
information sources, resulting in a stronger security
management system;

P after successfully implementing the first Group Security

Gen‑AI project during Q4 2023, a further review will be
undertaken of the adoption of AI technologies with theobjective to benefit from this technology by leveraging
Atos’ tooling capabilities, including in its managed detection
and response solution;

P Atos will continue to control its External Attack Threat

Surface, working with a new partner;

P Atos Group will partner with Atos IT and business entities toimprove the security maturity of its infrastructure, products,
and services within Tech Foundations and Eviden;

P supply chain security challenges will be addressed byenhanced investment;

P during the first months of 2024, the remaining actions

required for preparation of the organisational creation of
two distinct business lines will be completed and the
security related service agreements defined andestablished between Tech Foundations and Eviden will be
implemented.

P an in‑depth review of the centrally managed environment

in 2023 resulted in the initiation of a number of projects tomeasure and control security of non‑centrally managed
systems;

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Data protection
The Atos Group Data Protection Policy applies to the entire
operations across the whole Atos Group. Moreover, Atos hasGroup Binding Corporate Rules (BCR) as both a Controller anda Processor since 2014 and UK Binding Corporate Rules since
December 2021. These provide protection for internationaltransfers of personal data within the Atos Group and apply aconsistent level of good data protection practice within theGroup. The Atos Group BCR were updated again in 2023 toalign them with the most recent European Data Protection
Board guidance on BCR for Controllers.
Regarding suppliers, the Privacy Policy of Atos provides key
principles that are applied to suppliers through contractual
clauses and commitments that frame their mandatory
obligations regarding privacy, and this includes the Privacy
Policy principles.
To ensure data protection through the entire data supply
chain, Atos suppliers and partners are:P selected through processes that include the privacy policy

principles and an assessment of the personal dataprocessing through a Compliance Assessment of Data
Processing for Supplier (CADP‑S), which is composed offormal checklists of questions related to the processing of
personal data conducted by the supplier, an analysis of its

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privacy policies and data protection commitments andcertifications;
P bound by Atos Procurement agreement including a Data

Protection Addendum considering the i) appropriate
Technical and Organizational Measures (TOMs) to secure
personal data for the specific processing, ii) where relevant,the Standard Contractual Clauses (SCC) to frameinternational transfers of personal data, and iii) Atos
contractual data protection clauses to explicit supplier’s
obligations to comply with privacy policy principles.

Regarding clients, the Privacy Policy of Atos applies as abaseline to any bid where Atos has identified that personal
data will be collected/processed by Atos on behalf of theclient; this includes:
P an assessment of the personal data processing through aCompliance Assessment of Data Processing as data
Processor (CADP‑P) via the MyClientCADP tool, which was
further developed in 2023, is composed of formal checklistsof questions, and integrated into the Atos bid and delivery
processes;

P signed

Agreements and Data Protection Addenda
considering the privacy policy principles and theappropriate Technical and Organizational Measures
instructed by the client.

Corporate Social Responsibility
Governance

5.4.5

Ethical and trustworthy management of data

[GRI 3‑3 Customer privacy], [GRI 418‑1], [SASB TC‑SI‑220a.1], [SASB TC‑SI‑230]

5.4.5.1

Client information

Extensive privacy information is now published via the Privacy
page on the Atos corporate website (1). In addition to theprivacy notice and information on cookies, this page also
contains links to the Group Binding Corporate Rules (BCR) and
its appendices, as well as the UK BCR, a statement regarding
how Atos protects personal data and a report on the work
carried out to comply with data protection.
As an IT services company, Atos processes only limitedend‑client information for its own purposes. Accordingly, while
Atos processes extremely large amounts of data, including
end‑client data, in most cases it only does so as a Processor
on behalf of its own clients, rather than as a Controller.
However, Atos does assist and support its clients in theassessment of data processing and the resulting impact on
privacy, both for the client and their final own clients (endusers).
Accordingly, with regard to the end user information it may
receive, Atos will comply with the explicit instructions of its
clients, which the Atos Compliance Assessment of Data
Processing as a data Processor (CADP‑P) helps Atos to trackand document.
Therefore, to ensure that Atos clients comply with the highest
level of compliance with data protection rules, Atos
systematically proposes to its clients:
P to amend former agreements in place to consider the

General Data Protection Regulation (GDPR);

P to implement a reviewed data protection set of clauses

including GDPR principles (“Atos – Standard data protection
clause”) in which Atos requires its clients to guarantee thatthey have provided adequate information in relation to dataprotection, so their data subjects benefit from the principles
of data protection by design;

P to assess any processing of personal data on behalf of its

clients using the MyClientCADP tool, which is designed tobe completed progressively as part of the Atos bidding andcontracting process by the relevant members of the bid

team. This will include, where relevant, information on the
proposed use of both internal and external subcontractors,
including any proposed international transfers. The
resulting Compliance Assessment of Data Processing(CADP‑P) record, which can be included as part of thecontractual documentation with clients, documents key
data protection information regarding the way in which
personal data will be processed and ensures that clients
have the necessary information to meet their own
obligations as Controllers. All relevant supporting
documentation is gathered in the Atos Account Client
Management System (ACM).
Concerning the policies and practices relating to behavioral
advertising and user privacy [SASB TC‑SI‑220a.1], there is a listof policies, procedures and practices for personal dataprotection relating to behavioral advertising and user privacy.
The main Atos policies or procedures relating to personal dataprotection are as follows:
P Atos Group Data Protection Policy;
P Atos Personal Data Breach Policy;
P Atos Binding Corporate Rules;
P Policy for Access to Atos IT Network User Data;
P Atos Security requirements for Partners and Suppliers.

Atos has implemented the policies, rules and requirements
mentioned above into its operations and continues to develop
and enforce them. This approach was strengthened throughits GDPR compliance program launched in 2017 and remains
under the custodianship of the Group Data Protection Office,supported by the Atos Data Protection Community – thecommunity of Data Protection officers, Data Protection Legal
Experts and Data Protection Coordinators (individuals ininternal functions or business areas who act as DP points ofcontact). This collaborative approach has proved important to
the development of effective Data Protection practices as wellas ensuring that the international diversity of data protection
requirements can be effectively addressed.

1) https://atos.net/en/privacy

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GovernanceAtos top management considers Data Protection to be an
ongoing endeavor that has to be put into practice by everyone
and this is evidenced by its continued support at both a global
and a local level – as evidenced by the Data Protection
Community.
As part of the GDPR program, Atos introduced data protection
training for all its employees which was based on GDPR
principles. This training has regularly been updated, including
in 2023, and in its latest version forms part of the mandatory
training program that all Atos employees are required tocomplete each year.
Atos maintains records of its processing of personal data for
its own purposes in the form of what it terms a “Compliance
Assessment of Data Processing as a Controller” (CADP‑C).
These assessments consider matters such as the legal basisof the processing, the types of data that will be used, howlong data will kept for and any use of subcontracting (among
other things). It also provides privacy notices to inform
individuals about how their data is used.
Acting as a Controller and Processor, Atos does not use any
client data for secondary purposes. [SASB TC‑SI‑220a.2]
Atos uses client information in a B2B context, i.e., for marketing
purposes or when performing contracts with the companies
that the individuals represent, strictly in line with local dataprotection obligations. For marketing purposes, Atos uses atminimum opt‑out mechanism, if applicable, and uses (single)
opt‑in or double opt‑in mechanisms in jurisdictions that
require these. A data subject’s consent always supersedes anyother mechanism, hence once consent has been withdrawn,
Atos does not seek alternative mechanisms to circumvent the1) https://atos.net/en/privacy

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data subjects that clearly expressed they do not wish toreceive marketing Information.
The Global Service Agreement (GSA), signed by each Atos
affiliate, contains a specific reference to the Atos register ofprocessing activities which details the processing activities
that the Company undertakes as as a Controller.
Acting as a Processor, Atos provides support to its clients inorder to answer data subjects’ requests, including access,portability, correction and deletion requests; Atos informs
website visitors regarding data privacy (1).
Atos inform its clients on the following privacy protection
issues:P nature of information captured;
P use of the collected information;
P possibility for clients to decide how private data iscollected, used, retained and processed:– opt‑out option is available,– opt‑in consent is required,– request access to data held by the Company,– request their data be transferred to other service

providers,– request their data be corrected,– request their data be deleted;
P how long the information is kept on corporate files;
P how the information is protected.

Corporate Social Responsibility
Governance5.4.5.2

Protecting personal data in a data driven world

In a digital world driven by data, a primary concern is to build
the necessary trust for digital business, based on protecting
data and especially personal data by reducing the risks ofincidents, particularly breaches of client privacy and data
losses. Atos has for many years positioned itself as a pioneerin the market with regard to its approach to the protection of
personal data. Based on its comprehensive security
organization, strong and enforced policies, interdisciplinary
collaboration, and the intensive cooperation of the dataprotection experts within the Company, Atos follows thestrictest data protection standards.
In 2023 the Data Protection Community delivered training andawareness communications to the community, including inconnection with Data Protection Day. There has also been afocus on providing information on specific data protection
topics that are relevant to particular roles or use cases, so that
employees have usable guidance. For example – what
information and guidance would be useful to a line manager
or what needs to be considered when considering sharing
images of employees.
The Atos data protection policies encompass the protection of
all personal data collected or held in custody by Atos (acting
as a Controller or acting as a Processor) with a focus, in 2023,
on the contractual measures between Atos and its suppliers(in the form of Data Protection Addenda DPA) and the roll‑outof the Group Binding Corporate Rules (BCR) to new andacquired legal entities. This followed on from 2022 when there
had been significant focus on the roll‑out of the updated
European Commission Standard Contractual Clauses (SCC) for
the transfer of personal data to third countries.
There is a permanent working party on “Data Protection
Awareness Procurement”, which includes the Atos
Procurement team, Atos Legal Procurement team and theAtos Group Data Protection Office. This working party
improves process and delivers specific training sessions for
Procurement managers and senior buyers. In particular, thisworking party supported the alignment with the revised SCC
and associated Data Transfer Impact Assessments (TIA) thatthese require.
The new SCC are integrated into the Atos DPA, besides an
Atos tooling for conducting the Transfer Impact Assessments(Atos Data TIA record). For the Technical and Organizational
Measures (TOMs), Atos standardized the lists of TOMs (acting
as Processor and acting as Controller), to better cascade theinstructions given by clients across the supply chain.

Atos requires all its suppliers to comply with the same highdata protection standards that it has set for itself via its
above‑mentioned policies or based on applicable dataprotection legislation.
Atos IT, which is in charge of the Atos internal applications
supporting most of the internal data processing activities ofAtos as Data Controller around employees, clients, suppliersor partners as data subjects, has revised its Enterprise
Application Policy (ASM‑GIT‑0006) and Enterprise Data Policy(ASM‑GIT‑0007) to translate in IT terms the requirements ofpersonal data protection.
To ensure awareness among the Atos IT staff, specific training
modules have been elaborated around those revised policies,
stressing the personal data protection aspects: identified
ownership, documented data acquisition and propagation
flows, explicit life cycle definition, consistency rules andquality indicators, special attention to backups, log files andarchives (retention period, authorized access, protectedstorage). In addition, regular programs are executed to expand
the coverage of the data policy to all the organization throughimproved awareness training of the data‑owners and constant
update of the enterprise data inventory.
The revised Data Protection E‑Learning strived to uphold theprinciples and best practices of internationally recognizedaccessibility standards (WCAG (1), BS8878 and EN301549).
The continuous improvement of these tools and processes
allowed Atos to further integrate the “accountability principle”
in a stringent way. Based on a Data Protection Management
platform, Atos modernized and automized in 2020 its
assessment process for activities performed for its own
purposes in the role of Controller. Similarly, in 2022, theassessment process for activities performed in the role ofProcessor went through an equivalent transformation and wastransitioned to the MyClientCADP platform. Both record types
and the processes around them were substantially improvedin 2023, with significant changes in how global Controller
records are cascaded to meet local requirements and in how
Processor records align with bid processes. By these means
Atos has strengthened its register of processing activities aswell as its privacy by design approach in the creation andimplementation of its systems and services.
Furthermore, and from an operational perspective, in 2023,
Atos did not receive any significant complaints regarding
breaches of client privacy. [GRI 418‑1], [SASB TC‑SI‑220a.3]

1) Web Content Accessibility Guidelines.

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Data sovereignty and trust
To allow all participants in a data economy to realize the valueof their data, it is required to maintain control over data usage.
Policy and rules defined in the European regulation schemas
need to be substantiated with trust frameworks. This fully
resonates with Atos “raison d’être”. To achieve such ambition,
Atos has taken an industry leadership, as a founding memberof Gaia‑X, which provides the necessary trust framework andmechanisms to ensure that EU values, such as dataprotection, digital sovereignty, interoperability, portability andsecurity can be ensured. Atos has been a founding member of
the Gaia‑X Association, was elected to its Board of Directors inJune 2021, and is contributing to its deliverables and a numberof dataspace projects which originate from it.
Gaia‑X is a non‑profit organization with more than
300 members from business, politics, academics and sciencefrom Europe and around the world with the objective tocreate a federated and secure data infrastructure ecosystem,

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bringing innovation through digital sovereignty and boosting
the creation of new common data spaces to create digital
economy.
Atos is also a Contributing Partner of the Charter of Trust as
well as of Ethical Trustworthy Artificial and MachineIntelligence (ETAMI) European initiative, which develops
standards and best practices for the robust and secure
application of AI.
In addition, Atos is actively engaged in shaping the European
ecosystem around cloud and data through board
memberships at the International Data Spaces Association(IDSA), Big Data Value Association (BDVA) and FIWARE as well
as strongly contributing to building cloud edge ecosystemthrough membership in the European Alliance of Industrial
Data, Edge and Cloud and European projects, such as Horizon
Europe and European Defense fund, leveraging on its
leadership in secured, decarbonized digital.

Corporate Social Responsibility
Governance

5.4.6

Suppliers’ CSR Performance

5.4.6.1

Monitoring of CSR risk in the supply chain[A17]
To ensure ethical and compliant activities, Atos focuses a
significant portion of its spend on large tier‑one suppliers thattake the same compelling approach towards sustainability as
Atos.
Atos Procurement’s objective is to strengthen the relationshipwith its:
P top 250 suppliers by spend which represent circa 70% of

total Atos Group spend;

P strategic suppliers which are selected based on the level of

spend, the category risk level and the geographic risk
where the supplier operates;

P top managed suppliers, that are selected based on spend

and business criticality.

Some of the suppliers in the three Groups are overlapping.

The Atos Partners’ Commitment to Integrity (1)[GRI 2‑24]
Atos’ suppliers must accept and comply with the Atos
Partners’ Commitment to Integrity.
The Atos Partners’ Commitment to Integrity is included in all
requests for proposals sent to suppliers and its key clauses
are incorporated in the Atos’ contracts. The Atos Partners’Commitment to Integrity’s objective is to capture principles
and actions for Corporate and Social Responsibility (CSR)
undertaken by the Atos’ Procurement department. It advises
Atos’ suppliers to follow the principles of the UN Global
Compact in the areas of human rights, labor, environment,anti‑corruption and the related non‑compliance clausethroughout the whole contract lifecycle with Atos. If a supplierdoes not agree to adhere to the Atos Partners’ Commitment toIntegrity because they have their own charter in place, Atos
expects their charter to be at the same level in terms ofprinciples as the Atos one. In the context of request for
proposals, suppliers are also informed that they should
respect and accept these principles as a prerequisite to beable to work with Atos. Also, they should be prepared to beassessed in depth by EcoVadis on their corporate
responsibility performance at any time during their contract
with Atos.

Anti‑‑corruption
All Atos employees who perform purchasing‑related activities
on behalf of Atos or who have regular contacts with suppliers
are required to sign the Atos Code of Conduct, which
establishes the elementary rules each employee must
respect in the performance of his or her work, including rules
and guidance on anti‑corruption issues.
Additionally, every year, all Atos employees have to complete
the mandatory training course “Code of Ethics” which trains
the employee to have a thorough understanding of Atos’
ethical standards covering all themes of the Code of Ethics
and to promote fair practices in daily business activities.
The top 250 Atos’ suppliers by spend are screened oncompliance, including anti‑corruption checks, on a yearlybasis. Each of them has its compliance risk assigned, remains
under monitoring, and follow‑up actions are defined tomitigate risks where required.
As part of the vendor onboarding process, every supplier isscreened for international sanctions and suppliers with risk
factors (sectorial and geographical risk, corruption issues
declared in the vendor onboarding questionnaire) are subject
to comprehensive compliance screening in a market leading
tool (implemented in early 2022) based on numerous types of
events including corruption cases.
Suppliers with significant findings will be subject to theProcurement Compliance Officer's review who, if required,
may also consult Group Compliance. Once assessed andapproved, the suppliers will be monitored. For any future
event resulting in potential change of supplier compliance risk
level, the Procurement Compliance Officer will be notified totake proper action and mitigate supplier compliance risk.
Extended compliance checks have also been implemented
for other key Procurement processes and, together with a newtooling in place, have helped to strengthen assessments in
the Atos supply chain to make sure Atos only engages withethical, healthy and reliable suppliers.

1) https://atos.net/wp‑content/uploads/2022/06/atos‑commitment‑integrity‑en.pdf

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EcoVadis and CSR alternative assessments
Atos works with the expert third party EcoVadis to gain insight
into the Group’s suppliers’ activities. Because of the thoroughanalysis conducted in the dimensions of Environment, Laborand Human Rights, Ethics and Sustainable Procurement, Atos
selected EcoVadis to be the standard reviewer of its suppliers.
The key Atos Procurement KPIs are related to the spend
covered by suppliers that have been recently assessed by
EcoVadis. Thanks to the detailed analysis, Atos has a valuable
overview of its top and strategic suppliers’ CSR approach,including their strengths, weaknesses and any unethicalbehavior reported in the media or by NGOs. This helps Atos
Procurement to identify possible risks and mitigate themcase‑by‑case within the supply chain.
Atos Procurement’s objective is to strengthen the relationshipwith its top and strategic suppliers and have all of themassessed by EcoVadis on their corporate responsibility
performance. Atos also encourages suppliers to hold anassessment not older than 36 months during the Atos‑suppliercontract period. Suppliers are asked to respond to a detailed
questionnaire about their engagement in corporate
responsibility and to provide documents as proof in support oftheir answers. After filling in the survey, a team of EcoVadis
CSR experts analyzes the answers and documents in detail, inorder to give a global score (out of 100) and a score perdimension, as well as detailed comments including
improvement schemes.
If a supplier does not have a valid EcoVadis scorecard, Atoscan accept an alternative rating by another third‑party expert
CSR rating company. All alternative ratings are reviewed andaccepted on a case‑by‑case basis.
In 2023:
P 73% of total Atos Group spend was with suppliers assessedby EcoVadis or had an alternative assessment; [A17]P 756 (929 valid scorecards in total) suppliers were scored orreassessed by EcoVadis;

assessed by EcoVadis in the Atos sector (computer
programming, consultancy and related activities) is 52,4.
In 2023, Atos’ suppliers improved or maintained their score per
topic compared to 2022, based on the 3‑year validity of thescorecards. The average scores were as follows:
P Environment: 61 (vs. 60 in 2022);
P Labor and Human Rights: 61 (vs. 59 in 2022);
P Ethics: 58 (vs. 57 in 2022);
P Sustainable Procurement: 50 (same as 2022);

Suppliers with insufficient scores (EcoVadis overall
score below 40/100)
In 2023, 62 suppliers assessed by EcoVadis had an overall
score below 40, generally due to a lack of understanding of
the EcoVadis assessment process and platform.
This number increased significantly compared to 2022 as theoverall portfolio of suppliers assessed by EcoVadis has
doubled in size. However, those 62 suppliers represent only
2.8% of the total Atos Group spend.
In 2023, Atos has provided specific post‑assessment
communication to these suppliers to encourage them to
implement corrective action plans. Progress is tracked, andsuppliers are encouraged to be reassessed in the next 12months. The Group’s approach is to work with each supplierthat has a score of below 40 and help them to increase theirscore.

Atos suppliers with a special EcoVadis recognition
53% of Atos spend is with suppliers that have received a
special EcoVadis recognition. The level of recognition received
is detailed in the chart below:
13%

13%

BronzePlatinum

P 198/250 of Atos’ top suppliers (by spend) were scored orreassessed by EcoVadis representing 79% of its strategic
suppliers. [A17], [GRI 205‑1]

The overall average score of the 756 Atos suppliers assessedby EcoVadis is 59 (out of 100) which confirms the following
assessment:
P astructured
approach;andproactive

corporate

P basic reporting on actions or performance indicators;
P companyembraces
continuous
performance
improvements on corporate responsibility and should beconsidered for a long‑term business relationship.

As a matter of comparison, the overall average score of all
suppliers assessed by EcoVadis in its entire worldwide
database is 46, while the overall average score of all suppliers

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Gold

46%
Silverresponsibility

P policies and tangible actions on major topics;

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28%

Atos itself was reassessed by EcoVadis in 2023 (with an overall
score of 84/100 and 100/100 in the Environmental category)and has been awarded the EcoVadis Platinum Award for its
performance in Corporate Social Responsibility. Atos thus
confirms its position in the top 1% of companies assessed by
EcoVadis in its Industry (computer programming, consultancy
and related activities).

Corporate Social Responsibility
Governance

Additional decarbonization rating conducted by
Atos for strategic suppliers:

Green/red/amber classification of suppliers

To broaden the spend coverage, Atos has implemented its
internal decarbonization rating methodology to establish
suppliers’ decarbonization maturity.

Atos uses the EcoVadis Environment theme score, alternative
assessments or the Atos internal decarbonization rating tocategorize its top and strategic suppliers as green, amber orred.

Once a year, Atos runs a performance review of its strategic
suppliers (the “Supplier Performance Management –QCDIMS”) (1). In this performance review, the following topics
are rated with the corresponding weight of the total score:

Green suppliers are mature from an environmental strategy
perspective, while red suppliers require improvement in thearea. Atos stakeholders are encouraged to spend more withgreen and amber suppliers and spend less with red suppliers.

Quality (20%), Cost (20%), Delivery (15%), Innovation (10%),
Management (15%), and Sustainability (20%).

Red suppliers are also addressed by Procurement, SupplierManagement and the Procurement Sustainability Team about
their red classification. Atos offers them support to improvetheir carbon performance through:To assess the Sustainability topic, three sections were
established, all almost equally considered:
P CSR assessment (EcoVadis or alternative assessment): 7%;
P Decarbonization: 7%.

to develop an improvement program.

decarbonization,

thefollowing

criteria

areP having a CO2e emission reduction strategy;
P offsetting unavoidable emissions;

ISO
14001
Management System);

The objective is not to terminate red suppliers’ agreements,
but to help them improve and become green.
Amber suppliers are not yet mature suppliers from adecarbonization perspective, but they are committed to makechanges and improve their sustainability and decarbonization
strategy.

P measuring and reporting CO2e emissions;

P having

certifications

P having

ISO 50001 certifications (Energy Management

System);commitments and/or continuous improvements;

P expert support from EcoAct or an equivalent organization

P Social: 6%

Regardingassessed:

P regular meetings to demonstrate any new sustainability(Environmental

P disclosing to CDP (Carbon Disclosure Project);
P committing to a Science Based Target.

Suppliers have to provide evidence for the above points, suchas, for example, a CR/CSR/sustainability report or an
integrated report/annual report that is published externally.
In 2023, 48% of Atos Group spend was done with suppliers
who have committed to SBTi.

In 2023, 73% of total Atos Group spend has been assessed for
CSR risk and for decarbonization. Below is the distribution of
the assessed spend for decarbonization:
8%
Amber

14%
Red

78%

5

Green

Based on their score, suppliers get a green, red or amber
status.
During 2023 the percentage of spend with green suppliers
increased by 19%, the spend with amber suppliers decreased
by 16% and the percentage of spend with red suppliers
decreased by 3% versus 2022. The increasing maturity of the
Atos suppliers is clear based on the shifts in the spend during
2023.

1) Quality, Cost, Delivery, Innovation, Management and Sustainability.

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Corporate Social Responsibility
GovernanceDecarbonization of the supply chain
Atos has committed to net‑zero carbon emissions tocontribute to limiting the global warming of the planet to
1.5 °C. In this respect, Atos’ near‑term target is to reduce theCO2 emissions of its supply chain by 50% by 2025. The aim istherefore to work with suppliers who can support Atos on thejourney to achieve this decarbonization ambition.
An Atos Decarbonization Clause is proposed in all new andrenegotiated/renewed contracts of 2 years and more, withthe annual spend of minimum € 2 million.
By signing this clause, Atos asks its supplier to commit to the
Science Based Target Initiative and set an objective of
reducing its overall carbon footprint (GHG Scopes 1, 2 and 3) inalignment with the SBTi targets. After an agreed timeline, thesupplier is also expected to share its carbon emission datawith Atos.
Once a year or on each anniversary of the Agreement, thesupplier should demonstrate to Atos the decrease of its
carbon emissions, documented by appropriate evidence (forexample external audits of its carbon emissions).

Labor and human rights[GRI 2‑24]
Respecting human rights throughout the supply chain is a key
topic for Atos. To ensure that suppliers are monitoring theirown operations and supply chains, the following questions
have been introduced when selecting new suppliers throughsourcing event (RfXs) and during the annual performance
review:

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P Has your company implemented initiatives and processes

to ensure that modern slavery, including child labor, forcedlabor, compulsory or bonded labor and human trafficking,are not taking place in any part of your business or supply
chain?

P Does your company comply with local labor laws in all

operating locations?

P Does your company have a whistleblowing procedure inplace?

The first question is also included in the supplier onboarding
questionnaire in case a supplier is not selected throughsourcing event (RfXs).
The negative responses to the questions will help further
identify suppliers who might carry some risk related to humanrights abuse. These cases are flagged for the responsible
buyers who can notify the stakeholders of the inherent risk ofengaging such suppliers.
In addition, following the EcoVadis assessments, improvement
actions are proposed to Atos suppliers such as, for example:
P implement labor and human rights policies;
P implement formalized process to assess risks related to

employee health and safety;

P implement measures on career management and training;
P implement measures on diversity, discrimination, andharassment;

P implement measures to prevent child labor, forced laborand human trafficking.

Corporate Social Responsibility
GovernanceSupplier diversity
Atos recognizes the increasing need for a resilient and diverse
supply chain, so in 2022 it has established its supplier diversity
program. The program includes Atos’ actions to advancediversity, equity and inclusion within the supply chain, not only
by tracking diverse suppliers but also by encouraging
suppliers to have policies, actions and reporting in place topromote diversity in their own organizations and within their
supply chain.
Atos defines 'diverse suppliers' as any suppliers that are atleast 51% owned, controlled, operated, or managed by a party
that falls into one of the following Groups:
P minorities;
P women;
P people with disabilities;

suppliers bidding for Atos business through the eSourcing
process, suppliers score additional points for diversity
certificates, for subcontracting to diverse suppliers or forhaving certain diversity related initiatives in place.
Procurement also has a departmental objective in place,where it is required to invite at least one diverse supplier tobid in sourcing events (RfXs).
From the beginning of 2023, the diversity topic is addressedwith all managed suppliers. Additionally, all new suppliers
going through the onboarding process are requested to state
their diversity status and are requested to provide any
diversity certifications they hold.
When managed suppliers are reviewed and scored annuallyfor their performances, the topic of diversity, along with othersocial topics (representing 6%) such as human rights areincluded as part of the overall sustainability score (20%).

P veterans;

Accessibility in the supply chain

P LGBTQ+;

Atos is determined to position accessibility as a fundamental
and integral aspect of the products and services it supplies to
its customers and its own employees including accessibility
competence and consideration within its supply chain.

P any noted underrepresented Group.

Small‑Medium sized Enterprise (SMEs), and Small‑Medium
sized Business Enterprise (SBEs) qualify as diverse suppliers.
In addition, in some geographies, working with social
enterprises is also encouraged and monitored, but this is still
an experimental stage at the moment.
Currently, diversity certifications are requested from all

Effective Q4 2023, the Atos Procurement Team has adapted its
sourcing process to include detailed supplier accessibility
evaluation criteria in sourcing events (RfXs) and to include
accessibility clauses in relevant new supplier contracts (forapplicable Procurement categories).

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Corporate Social Responsibility
Governance5.4.6.2 Atos spend 2023 by country and by category
Local spending

Atos’ spend 2023 by country[GRI 2‑6][GRI 203‑2], [GRI 204‑1]

Through the permanent dialogue with suppliers, Atos
monitors the percentage of the procurement budget used forsignificant locations of operation that is spent with local
suppliers for that operation (such as percentage of products
and services purchased locally).
This KPI covers Atos entities integrated in the main ERP(Enterprise Resource Planning) system.

Percentage of local spending:In the 68 countries where Atos Procurement is operating, six
countries (France, the United Kingdom, the United States,
Germany, the Netherlands and Belgium) represent 79% of the
spend.
The eight largest countries representing 84% of Atos spend
are all located in Europe and North America. This means thatmost of the Company spend is in countries that have stricter
sustainability regulations in place than other regions.
Global Procurement aims to centralize the spending and tosign global agreements with significant suppliers. However,many of these suppliers are present in the countries where
the Group operates in and, as such, 83% of the delivery of
goods and services are done at local level, reducing Atos’
impact on the environment. This is also explained by the useof vendors located in numerous countries and the use of
distributors for IT materials. [GRI 204‑1]

16%
Other

25%
France2%Austria

3%
Spain

3%

Belgium

4%
Netherlands

11%
Germany

24%
United Kingdom

12%
USA

Atos’ spend 2023 by category[GRI 2‑6], [GRI 204‑1]
Since Atos is a service company, a large part of its purchases
is concentrated on people‑related categories. Indeed, 47% of
Atos total spend is dedicated to services, including staffing
and subcontracting, facility management and professional
services. These categories indirectly generate employment incountries where strong labor laws are in place. On the other
hand, IT spend represents 45% of Atos total spend and issourced from the largest IT tier‑one suppliers, which are all
fully in line with Atos sustainability objectives.
Manufacturing in Atos now represents 7% of spend and ismainly sourced from electronic contracts manufacturing(ECMs) and/or tier‑one suppliers, though a small proportion of
spend is sourced from a supply chain in the Asia‑Pacificregion.
7%
Manufacturing

1%
Mobility

47%
Services

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45%
IT

Corporate Social Responsibility
Governance

5.4.7

Ethics and Compliance

Inherently, Ethics and Compliance are part of the non‑financial performance challenges that Atos is committed to meeting(section 5.4.7.1) and are encapsulated in a dedicated program (section 5.4.7.2).

5.4.7.1

Ethics and Compliance non‑‑financial performance challenges[GRI 3‑3 Anti‑corruption]

5.4.7.1.2 Ethics and Compliance governance5.4.7.1.1

To ensure the effectiveness of its compliance program, Atos
has set up a multi‑layered governance combining a global
and local approach from the highest level of the organization
to the heart of the operations.

Ethics and Compliance approach

Atos’ purpose (“raison d’être”) is structured around the notionof the “digital space” or digital, and Atos’ contribution to
making it safe, accessible to all and sustainable, therefore
contributing to the common interest. Atos’ commitment tointegrity and its strong foundations of Ethics and Complianceenables the confidence of the Group’s employees, clients, andsociety at large, which is key to the digital space to which Atos
contributes.
In 2023, EcoVadis maintained Atos’ “Platinum” certificate andrecognized its efforts in terms of “Ethics” and “Labor andHuman Rights” with a score of 80/100 in both respective
sections, securing Atos’ position in the top 1% of the IT
sector (1).
In order to achieve the challenges of an increasingly complex
and constantly evolving business and regulatory environment,
Atos has developed its Ethics & Compliance program whichtargets the highest ethical standards and promotes them as acompetitive advantage to bring value to the business andensure its long‑term success with its internal and external
stakeholders.
Atos’ approach to Ethics and Compliance is to develop andmonitor a coordinated program to prevent and detect risks inthe following regulatory areas:
P anti‑corruption;
P trade regulations and export control;

A – Tone from the top: Board of Directors, Ethics
Advisory Body and Group Executive Board
The Board of Directors oversees the development of thecompliance program, notably through regular reporting of theGroup Deputy Secretary General and the necessary support of
the Group Head of Ethics and Compliance, and endorses the
key elements of the program, such as the Code of Ethics.
The Group Deputy Secretary General, also in charge ofInternal audit, reports on a half‑year basis to the Audit
Committee and a regular information channel exists between
the Group Deputy Secretary General and the Chairman of the
Audit Committee.
The Board of Directors has appointed an Ethics Advisory Body(“Collège des déontologues”) composed of independent andhighly expert external professionals to advise the Groupmanagement on complex, sensitive and/or strategic
compliance issues for the Group. The Ethics Advisory Body
meets as often as necessary.
To ensure compliance is fully embedded in Atos’ culture, theGroup Executive Board determines the direction and priorities
for compliance, on the basis of the regular reporting driven byGroup Deputy Secretary General.

P antitrust;
P the Duty of Vigilance.

1) https://atos.net/en/2023/press‑release_2023_10_12/
atos‑is‑awarded‑a‑platinum‑ecovadis‑medal‑for‑its‑commitment‑to‑sustainability‑for‑4th‑year‑running

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B – Compliance community: Group Compliance,
Compliance Officers (RBU and Functions) and GeneralCounsels
The compliance program is developed at global level, toensure consistency and effectiveness throughout the Group.
On a day‑to‑day basis, the compliance activity is led by theGroup Compliance Team which:
P defines the compliance strategy in line with the direction

set by the Group Executive Board;

P advises Senior Managers on the compliance guidance,

policies and tools to be implemented locally;

P collectively with Local Compliance Officers of RBUs andGlobal Functions, ensure the implementation of the Group
compliance program and its daily effectiveness;

P undertakes the Group Corruption Risk Mapping, develops

and follows up the related mitigation plans;

P launches, leads and supports global internal investigations.

Compliance Officers within the RBUs and Global Functions are
key in the compliance organization. They work in close
cooperation with the General Counsels, who bring the legal
support needed. They all meet as a virtual community withGroup Compliance at least once a month to share bestpractice and ensure full alignment on compliance initiatives.
Compliance Officers are in charge of supporting Senior
Managers notably to promote a culture of compliance andintegrity in their organization, to monitor the implementationof compliance initiatives, provide compliance training, collectand investigate local alerts and compliance issues raised totheir attention.

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The Group Compliance Team conducts a legal watch review
to ensure increasingly frequent changes in laws andregulations applicable to the Group are well anticipated andmanaged. The legal framework regarding internationalsanctions has been this year again under strict scrutiny byGroup Compliance Team considering the numerous
geopolitical conflicts that took place around the globe. In
order to adapt the compliance program, when local laws sorequire, the Group Compliance Team relies on the
Compliance Officers and General Counsels in the regions toadapt Group compliance initiatives to the local environmentand circumstances, in order to ensure that Atos complies withapplicable laws in all countries where it operates. This is why
the close cooperation and two‑way communication between
Group Compliance and Compliance Officers and GeneralCounsels is deemed crucial to the effectiveness of the
program and is maintained at all times.

C – Senior managers
Senior Managers are responsible for the effective
implementation of the compliance program within theirorganization. Thus, they are responsible for:P structuring

the compliance function within theirorganization: they approve the appointment of theCompliance Officer on the proposal of the General Counsel,
before validation by the Group Compliance Team;P ensuring

the effective implementation within theirorganization of all compliance directives, policies, trainings
and tools developed by the Group Compliance Team;P ensuring employees in their organization understand andcomply with the Code of Ethics and the Global Ethics &Compliance Policy.

Corporate Social Responsibility
Governance5.4.7.1.3 Ethics and Compliance program and key
initiatives
Atos’ compliance program relies on a four‑stage risk
management cycle, consisting of risk identification andassessment, prevention, detection and monitoring, thus
enabling a continuous improvement cycle.
In accordance with this program, Atos has conducted key
compliance initiatives in 2023, focused on:
P the completion and release of the Corruption Risk Mappingin collaboration with the Group Internal Control & ERM andGroup Internal Audit teams;

P pursuing

the strengthening of the compliance due
diligence process on third parties (including suppliers,
clients and business partners) through the definition anduse of an improved and stricter methodology and thecentralization of the due diligence procedures on all
categories of third parties in a single tool for better
management and monitoring purpose;

P the close monitoring of compliance with internationalsanctions and embargoes, in particular with regard to theevolving legal framework regarding Russia and Belarus, aswell as the US export control restrictions targeting China on
advanced computing and semiconductor manufacturing;

P pursuing the digitalization of the Atos Group Alert Systemwith the roll‑out of the new online system in the Asia Pacific(APAC) region and the preparation and launch of all
relevant consultation and/or information processes of theEuropean and local work councils, in line with changes in
the legal and regulatory framework further to the adoptionof the Directive (EU) 2019/1937 on the protection ofwhistleblowers, as well as preparing the duplication of theplatform for Eviden and Tech Foundations;
P the revision of the Global Ethics and Compliance Policy tobring it to line on the one hand with practical internal
developments in the management of compliance topics,
and on the other with process developments;

P bringing together all documents and policies related to thegiving and receiving of Gifts and Invitations;

P the publication of a new policy on Charitable Donations andSponsorships to provide guidance and good practices, andset up a mandatory step‑by‑step approval process toensure that proper due diligence is carried out on therecipients of potential contributions, only contributions
which are legitimate and compliant with applicable laws
and Atos Code of Ethics are made, and that adequate
documentation is gathered and obtained to ensure
monitoring of all charitable donations and sponsorship
activities;

P the review and update of Atos Anti‑Fraud Policy to provide

visibility and practical guidance, manage the fraud risk, andreaffirm Atos’ zero‑tolerance policy on fraud.

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Governance5.4.7.2

Ethics and Compliance Program

Atos has put in place a robust compliance program, in linewith the highest ethical standards and best practice. Adopting
a risk management approach, the program consists in
identification and assessment measures (5.4.7.2.1), preventative
measures (5.4.7.2.2), detective measures (5.4.7.2.3) andmonitoring measures (5.4.7.2.4).

5.4.7.2.1 Ethics and Compliance Identification andAssessment Measures[GRI 2‑23], [GRI 2‑24]

A – Corruption Risk Mapping
In 2023, Atos finalized the update of its Corruption Risk
Mapping exercise and improved its methodology through acomprehensive collaboration between Group Compliance,
Group Internal Audit and Group Internal Control and Enterprise
Risk Management departments as well as a representative
sample of operational managers from the business lines andother support functions at all levels of the organization.
In line with all principles detailed in the French Anticorruption
Agency (AFA) guidelines and with the support of the GroupInternal Control and Enterprise Risk Management practices
and methodology, the 2023 updated Corruption Risk Mapping
relied on a staged approach unfolding in four main limbs:
P identification of business activities and processes;
P definition of corruption risks and scenarios, with theindication of the processes concerned, the possible
corruption mechanisms used, the third parties involved, andthe internal functions exposed;

P the review of the Group processes covering all businesslines and geographies
improvement;

toidentify

opportunities

for

P the identification of corruption risks relevant to Atos’ current

organization and activities through a bottom‑up approachfor both global functions and the regions; As a result, 58
scenarios among 25 risk areas were identified, along with 14
corruption mechanisms. For each corruption mechanism
identified, a control card identifying and detailing thecorresponding controls and mitigating measures in place
was created;

P anassessment of all scenarios to obtain a fair
representation of the inherent risk exposure of theorganization, taking into account aggravating factors where
relevant, followed by the analysis of the efficiency of thecontrols and measures in place to obtain the residual risk
exposure using objective criteria;

P consequent prioritization of the risks and development ofaction plans at the relevant levels in the organization toaddress issues or bring improvements.

B – Compliance & Ethics within the Enterprise Risk
Management (ERM)
A thorough risk review is conducted at Group level at regularintervals as part of the Enterprise Risk Management (ERM)
process driven by Group Internal Control and ERM
department. This review comprises all strategic risks asprescribed in Section 7.1.1 Enterprise risk management below
in the URD.

P analysis and consolidation of results and definition ofWithin the framework of the ERM, the risks and opportunities
pertaining to Compliance and Ethics are assessed todetermine whether there could be a risk that the Group may
fail to comply with regulations resulting in potential Group’s
criminal liability, fines, reputational damages, additional costs
or revenue shortfall. The regulations and related legal risks
within the frame of Compliance and Ethics embedded in the
ERM framework allow for a compliance assessment withanti‑corruption laws, economic sanctions, the protection ofhuman rights, export control, competition law, andemployment and labor laws (individuals and collective rights).

The cooperative work conducted in the frame of the
Corruption Risk Mapping update included:

In 2023, the Compliance and Ethics risk was assessed andconsidered as “optimized”, i.e., low and well mitigated thanks
to the comprehensive policies and processes that have been
implemented over the years within the Group.

P evaluation of the inherent risk through a survey sent to alarge scale of relevant internal stakeholders and theresidual risk through workshops organized with risk control
experts; andpertinent action plans. The outcome of the revised
Corruption Risk Mapping, including the action plans, were
presented to the Group Executive Board and to the Audit
Committee. The progress made on the action plan will bereported to the Group Executive Board on a semesterly
basis and to the Audit Committee on a yearly basis.

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Corporate Social Responsibility
Governance5.4.7.2.2 Ethics and Compliance Preventative
Measures
A – Code of Ethics[GRI 2‑23], [GRI 2‑24]
The Code of Ethics introduces Atos’ commitment to comply
with the highest standards of business integrity and ethics, aswell as applicable laws and regulations in all countries.
It is a key preventative measure, as it covers a wide range ofcompliance topics and guides employees for ethicaldecision‑making.
The Code of Ethics was initially adopted in 2003 and has been
regularly reviewed since then to adjust to the changes in theregulatory environment and to reflect Atos’ ethical ambition.
In 2021, a revised version of the Code of Ethics was adopted
and implemented progressively in the whole Group. The Codeof Ethics includes a foreword from the Chairman of the Board
setting the tone from the top linking the ethical commitments
to Atos’ purpose (“raison d’être”) and covering a wider range of
topics like inclusion in the workplace, human rights, dataprotection and the environment, and providing for acomprehensive anticorruption code of conduct in line with thelatest version of the Corruption Risk Mapping. As such, theCode of Ethics formalizes the Atos zero‑tolerance policy
towards corruption. It has been endorsed by the Board of
Directors.
In order to ensure full awareness and understanding of theCode of Ethics, all employees are required to take themandatory training dedicated to the Code of Ethics on anannual basis to ensure they remain fully aligned with andaware of their obligations. In most RBUs, the Code of Ethics is
specifically referred to in employment contracts andassociated documentation in order to ensure full awarenessby employees end effective enforcement. In addition, KPIs
have been established in relation to employees’ training on
the Code of Ethics. For further information, please refer to theparagraph dedicated to the “Communication and training
strategy” below.

B – Global Ethics and Compliance Policy and otherinternal policies
The Global Ethics and Compliance Policy, together with thecompliance related procedures, guidelines and materials
supplement the Code of Ethics and form the framework of the
Atos Compliance Management System which is designed toensure that Atos operates in an ethical manner.
Such materials are maintained by Group Compliance toensure they are up to the highest and most up‑to‑date ethicalstandards. In 2023, the Global Ethics and Compliance Policy
was revised and amended to be in line with the internal
developments and organizational changes that occurred in
the past two years and to provide detailed information on the
Corruption Risk Mapping exercise (revision and methodology),
as well as the third‑party section regarding the new checks oncustomers and suppliers that have been implemented in theGroup.

C – Atos Partners’ Commitment to Integrity
The Atos Partners’ Commitment to Integrity (1) is a key
document in the management of third parties. This document
sets forth the ethical commitments that all Atos partners are
expected to take when entering a contract with Atos. It covers
human rights, health and safety of individuals, businessintegrity and the environment. Non‑compliance with any ofthe provisions by a third party subject to the Atos Partners’Commitment to Integrity, constitutes a breach of thecontractual obligations and may entail as such, depending on
the severity of the facts, the termination of the contract.

51) https://atos.net/wp‑content/uploads/2022/06/atos‑commitment‑integrity‑en.pdf

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D – Communication and training strategy[GRI 2‑23], [GRI 2‑24], [GRI 205‑2]
Communication campaigns and training sessions are key toensuring that policies, tools and other resources are known
and understood by employees across the Group, which is thecondition of their effectiveness.
Communication
The Group Compliance Team has developed an annual
communication plan including both regular communications
such as newsletters and campaigns to celebrate external
events such as the UN Anticorruption Day, and specificmessages on crucial topics based around internal news andevents, to best capture employees’ attention and ensure theyremain alert.
The Group Compliance Team sends quarterly a bulletin toapproximately 2,000 managers, including all CEOs, Senior
Managers, Compliance Officers, internal auditors and to thewhole legal community worldwide to share: internal initiatives
and best practices to be aware of and to be communicatedwithin their respective organization, and highlights of thelatest external developments in compliance globally including
the lessons which can be learnt for Atos in its daily activities
and operations.
As part of the UN International Anti‑corruption Day
celebration, the Group Compliance Team, supported by allCompliance Officers, organized a worldwide communication
campaign through a quiz designed to engage employees’
attention and re‑enforce learning about the importance ofalways acting ethically.
Trainings
P Code of Ethics – Mandatory e‑learning training for
employees
The training on the Code of Ethics is mandatory for all
permanent contract and active employees in the Group. It
must be completed by all new hires within 90 days of joining
Atos and must be re‑taken annually. This requirement is toensure that all employees have an up‑to‑date knowledge ofthe principles set in the Code of Ethics.
The Code of Ethics training reflects an interactive approachcombining lessons and actual scenarios and include a final
test which employees must pass to validate their training. The
final test questions are modified each year. The themes
covered include all topics of the Code of Ethics including theprevention of discrimination and harassment in the workplace,the prevention of bribery and corruption, fraud, compliancewith competition law, and the management of conflicts ofinterest. In 2023, the training was partially updated to keep up
with the latest regulations and highlight Atos’ updated
compliance and ethics procedures.
In 2023, 92.33% of employees completed the e‑learning on the
Code of Ethics [GRI 205‑2].

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P Code of Ethics – ETO2s (“Ethics in Tier One Organization

School”)

To complement the mandatory e‑learning on the Code of
Ethics, ETO2s (“Ethics in Tier One Organization School”) live
training sessions are organized by Group Compliance and theCompliance Officers, throughout the Group targeting
managers, in order to train them specifically on how to set theright tone within their teams. The aim is to go deeper on more
technical subjects, and to give guidance to managers so thatthey can fully ensure their manager role and guide their team
to conduct their activities in accordance with the Code of
Ethics principles. In 2023, this training focused onanti‑corruption, antitrust, international sanctions and export
control, anti‑fraud, dawn raids, human rights and the Alert
System.
P Doing Business Without Bribery

To ensure a deeper understanding of the corruption risks by
the most exposed employees, Atos uses the e‑learning
module “Doing Business Without Bribery” developed byTransparency International providing a very practical approachin an operational context and made available to all
employees. Key employees exposed to an enhanced level ofrisk due to the nature of operations they conduct aremandatorily required to partake the training.
P Compliance Officers’ Induction Program

Once appointed, each Compliance Officer is trained by theGroup Compliance Team about the key compliance measuresand their role as a member of the Compliance Officer network.
The program cover topics such as anti‑corruption, conflict ofinterest, antitrust, international sanctions, third party due
diligence and the assessment of compliance risks. In 2023, theGroup Compliance Team has actively worked on updating theinduction program content to provide Compliance Officers
with all required knowledge to conduct their role.
P Export Control trainings

In 2023, the Group Compliance Team has increased
awareness of international sanctions and export controls tothe employees most concerned with the US/China
export‑control framework, to ensure compliance with new
sanctions as they were introduced.
P Financial Integrity training

As part of the comprehensive action plan announced in
April 2021 to enhance its preventive controls and processes,
Atos rolled out an e‑learning dedicated to financial integrity to
all employees in North America. The objective was to educate
them on all aspects of financial integrity, teaching them how to
identify red flags in order to ensure the right behavior at alllevels of the organization. Following the successful
completion of this training in North America, the training has
been extended beyond and rolled out for all employees in theGroup during 2022. In 2023, efforts were pursued, and thetraining was made compulsory to new joiners.

Corporate Social Responsibility
GovernanceE – Due diligence on third parties

F – Export‑‑Control

The Atos Compliance program is designed to ensure that theassessment of the integrity and business practices of theGroup’s commercial partners remains at all times a crucial
aspect of Atos business dealings.

Due to Atos business activities’, and particularly IT
components and services, communication equipment andhardware, the Atos Group is subject to a various array ofnational and international export control laws and regulations,
under which a licence and/or compliance to specificrequirements may be requested from the relevant authorities
before any equipment or technology can be transferred,
exported, re‑exported, brokered or transported.

As per Atos’ third‑party management processes, customers
and prospects, suppliers and other business partners orintermediaries are thoroughly vetted using compliancescreening software and databases prior to engagement. The
evaluation aims at identifying third parties subject tointernational sanctions, representing a potential corruption risk
exposure, subject to legal breaches, as well as identifying
human rights abuses to comply with Atos’ Duty of Vigilance
obligations.
The onboarding process includes specific measures forhigher‑risk partners (e.g., integrity questionnaire) andadherence to stringent ethical undertakings. Integrity checks
are also carried out on acquisition targets and recipients ofcharitable donations, sponsorship or patronage.
In the continuity of previous years’ actions, improvements indue diligence included the review and update of the relevant
policies and processes related to the management of third
parties, and the reinforcement of communication and training
on the topic. In this regard, the integration of all types of third
parties into a single screening solution was conducted in 2023
to ensure a uniform framework for the assessment andmonitoring of third parties and facilitate the differentiationaccording to the risk represented by each.

To comply with these laws and regulations, Atos has set up an
Export Control program based on:
P a range of documents and guidelines, including the Group

Export Control Compliance Guidelines which set up theconditions and requirements of the export control
compliance program within the organization;

P the identification of the controlled goods (whether tangible

or intangible) subject to the control and the assessment of
the risks affiliated;

P Structured Export Control teams (Group Compliance andLocal Export Control Team);

P the management of the controlled goods through an

authorization process which ensures the transfers/exports
are being done according to the export control regulations;

P rules, processes, training campaigns and internal audit.

This program, applicable in all the Atos entities, defines theroles and responsibilities of the various stakeholders involvedin the Export Control processes as well as the best practices
to be deployed internally.

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Corporate Social Responsibility
Governance5.4.7.2.3 Ethics and Compliance Detective
measuresGroup Ethics Alert System[GRI 2‑26]
Atos has a Group Ethics Alert System in place to enable
employees across the Group, as well as third parties, to report
any matter of concern in relation to potential breaches of theCode of Ethics, or applicable laws or regulations.
In accordance with the Group Alert System Policy, the firststep upon receipt of any compliance alert is the analysis of its
admissibility and decision whether an internal investigation
should be launched [GRI 2‑16]. Anonymous alerts are
considered, unless prohibited by local laws. Atos guarantees
the protection of the confidentiality of all informationexchanged as part of the processing of the alert, including theidentity of the whistleblower and of any other person involved.
Precautionary measures are also taken to prevent any conflictof interest, and therefore ensure impartiality in the conduct of
the investigation. All the alerts considered as admissible arereviewed by an investigation team appointed on acase‑by‑case basis for each alert. The Investigation Team is atleast composed of two persons, coming from various
functions internally (Compliance, Internal Audit, Legal Affairs,
Human Resources, etc.) but also externally if needed (Externalcounsels, etc.) depending on which expertise is the most
relevant regarding the subject of the alert and thecircumstances. The Investigation Team members have a duty
to confirm they are not conflicted (personally or professionally)in relation to the alert they investigate on.
In 2023, Atos pursued the digitalization of the Atos Group Alert
System with the roll‑out of a dedicated system alreadyeffective in Americas, Middle East, Africa and Turkey with theaddition of the APAC (Asia Pacific) region. Furthermore, thepreparation and launch of all relevant consultation and/or
information process of the European and local work councils
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regulatory framework further to the adoption of the Directive(EU) 2019/1937 on the protection of whistleblowers. The useof the tool supporting the whistleblowing system remains an
option to a whistleblower who may always report its concerns
through any means. For further information about the Group
Ethics Alert System, please refer to Section 5.4.8.5 “Alert
mechanism” in the Vigilance Plan section below.
Compliance Officers report half‑yearly to the Group
Compliance Team statistics and key data on the alerts raised
and investigated locally.
In 2023, 50 compliance alerts were reported and monitored
within the Group [GRI 2‑16].

Accounting measures
Accounting controls are a critical component of Atos
compliance program, as they ensure that the Company isoperating in accordance with all applicable laws andregulations, that its financial reporting is accurate and reliable,
and that fraud and misuses of assets are properly prevented
and managed.
An inter‑department task force led by Group Finance was set
up in 2020, to review, assess and enhance the existingaccounting controls in the Book of Internal Control (BIC).
Since 2021, the task force has implemented additional
accounting controls as a result of the Corruption Risk Mapping
action plan, including a strengthening of the approval
workflows of the General Ledger Month End Closing portal
leading to an improvement of preventive accounting controls.
In 2023, efforts have been pursued in this regard with thedevelopment of the Finance Internal Control tool, developed
jointly by Finance Internal Control and Atos IT, which is now
fully operational and is improved continuously. In addition, theextensive efforts put in place in 2023 on the Corruption Risk
Mapping exercise allowed for the identification of existingaccounting controls across the Group and their mapping
against the potential corruption mechanisms which may be
faced by the Group in the course of its activities.

Corporate Social Responsibility
Governance5.4.7.2.4 Ethics and Compliance program
monitoring
The monitoring of the Compliance program is managed incooperation between Group Compliance and Group Internal
Control and Enterprise Risk Management (ERM).
In all its operations, Atos operates a three‑tier control system.
This model includes three lines of defense:

1st line of defense
The purpose of the controls executed by the 1st line ofdefense is to ensure that processes are performed incompliance with the Group internal policies. They are
performed by key executors as part of their daily activities.

2nd line of defense
The purpose of the controls executed by the 2nd line ofdefense is to ensure that the 1st line controls have been
properly carried out. Hence, the control performed by Group
Compliance on the basis of the semesterly reporting from theCompliance Officers is a control executed by the 2nd line ofdefense.

3rd line of defense
The purpose of the third line of defense is to ensure that thecontrol system complies with the Group requirements and is
implemented effectively. It is performed by Group Internal
Audit, through entity reviews and process reviews, as per theapproved annual audit plan.
All entity reviews conducted by Group Internal Audit containcheckpoints related to compliance risks. Process reviews may
also contain checkpoints on compliance matters, dependingon the subject of the review. In 2020, a specific anticorruption
BIC testing campaign was rolled out. Since then, most
campaigns now include anticorruption controls as part of therotation plan.
In 2023, no significant fine for non‑compliance with laws andregulations was levied against the Group [GRI 2‑27]. No clientor supplier claim related to Atos legal compliance fields waslevied against the Group [GRI 205‑3].
For further information about the monitoring and internal
control procedures, please refer to Section 7.4 “Internal
control” of this document.

The effectiveness of these controls is regularly assessed
through self‑assessment questionnaires and testing
campaigns organized by the Group Internal Control and ERM
Team.

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5.4.8

Vigilance Plan

In 2017, the Duty of Vigilance law came into force in France
and introduced a new legal framework by which Frenchauthorities could hold corporations accountable for serious
impacts on Human Rights and fundamental freedoms, on the
Health and Safety of individuals and on the Environment,
resulting from the activities of Atos, its subsidiaries and thesubcontractors and suppliers with whom they have an
established business relationship.
As an eligible company, Atos is required to implement a
vigilance plan and report on the actions taken in accordance.
The vigilance plan discloses key features of the management
systems in place in terms of vigilance, which include, but are

5.4.8.1

not limited to, risk mapping, evaluation procedures, mitigation
actions, alert mechanisms, and monitoring systems on theeffective and efficient implementation of measures.
Atos’ vigilance plan (the “Vigilance Plan”) is structured around:(i) the scope (5.4.8.1) and the governance (5.4.8.2) of the plan,(ii) the measures relating to the risk mapping, the evaluation
procedures and mitigation actions for Atos’ own activities(5.4.8.3) and its supply chain (5.4.8.4), (iii) the alert mechanism(5.4.8.5) and the monitoring system in place to evaluate theperformance of the plan (5.4.8.6). The plan also displays across‑reference table to better link the vigilance plan with theother parts of the Universal Registration Document (5.4.8.7).

Scope

The scope of the Vigilance Plan covers all Atos Group entities
and the Tier‑one (direct) suppliers and subcontractors withwhom Atos has an established business relationship.

Atos’ Procurement approach is presented in Section 5.4.6“Suppliers CSR performance”, along with the spend by
category and by country.

5.4.8.2 Governance
The Group Head of Ethics and Compliance is responsible forthe development of the Vigilance Plan, as well as the
publication of its results.
The Group Compliance team, placed under the Group Deputy
Secretary General’s supervision, monitors the effective
implementation of the Vigilance Plan, relying on thecontributions of the following key stakeholders:
P Group Corporate Social Responsibility (CSR) team;

P Group Human Resources team, Global Corporate Expertise,

Employee Experience, Diversity team;

P Group Safety and Security team;
P Group Procurement team.

The Group Compliance team also works in close cooperation
with the UK teams, which are involved in Atos’ response to the
UK Modern Slavery Act to leverage on areas of convergence,
especially regarding the management of Human Rights risks.

5.4.8.3 Own activities
5.4.8.3.1 Risk mapping

P Human Rights

A risk review is conducted at Group level at regular intervals
as part of the Enterprise Risk Management (ERM) process
driven by Group Internal Control and ERM department, which
review comprises all strategic risks as prescribed in
Section 7.1.1 Enterprise risk management below in the URD.

Atos acts to prevent infringements on internationallyrecognized Human Rights as expressed in the International
Bill of Human Rights, and on the principles set out in theInternational Labor Organization’s Declaration on Fundamental
Principles and Rights at Work.

Within the framework of the ERM, the risks and opportunities
pertaining to Compliance and Ethics are assessed todetermine whether there could be a risk that the Group may
fail to comply with regulations resulting in potential Group’s
criminal liability, fines, reputational damages, additional costs
or revenue shortfall. The regulations and related legal risks
within the frame of Compliance and Ethics embedded in the
ERM framework allow for a compliance assessment, among
many other subjects, with regard to the protection of humanrights, employment and labor laws (individuals and collective
rights), and include assessment of the French Duty of
Vigilance law requirements (to identify and prevent the risks ofserious adverse impacts on human rights, health and safety of
individuals and the environment resulting from the Group’s
own activities, as well as from its supply chain).

The Group aligns its prevention and use as referential todevelop internal processes:

In 2023, the Compliance and Ethics risk was assessed andconsidered as “optimized”, i.e. low and well mitigated thanks tothe comprehensive policies and processes that have been
implemented over the years within the Group.

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– the United Nations’ Guiding Principles on Business andHuman Rights;– the United Nations Global Compact principles on Human

Rights, Labor, Environment and Anti‑corruption;– the OECD Guidelines for multinational enterprises.

Corporate Social Responsibility
Governance

P Environment

Atos’ risks related to Environment are identified by internal
experts with the support of external experts using a
combination of analysis, tools and processes, including theEnterprise Risk Management (ERM) which covers main
environmental matters. The identification and assessment ofrisks’ methodology is detailed in Section 5.2.3 “Risks andopportunities related to Environment”.
P Health and Safety

Atos’ risks related to employee safety are identified andassessed through the ERM process which covers the risks ofharming people’s health from a psychological, chemical or
physical standpoint.
In addition, Atos has developed a robust risk assessment
methodology in order to assess the inherent site‑risks basedon four assets: people, hardware, software and the site itself.
The risk mapping is updated annually and performed on eachnew site entering the scope. The methodology is in line with
the ISO 27005 and ISO 27001 standards, which is monitored aswell as its implementation by an external auditor as part of theGroup’s certification to the ISO 27001 standard.

5.4.8.3.2 Evaluation procedures
Atos is subject to an annual assessment conducted by
EcoVadis regarding its policies, actions, and performance
disclosure. This assessment focuses on four areas:
Environment, Labor and Human Rights, Sustainable
Procurement, and Ethics. It allows identifying Atos’ strengths
and potential areas for improvement in each of these areas.
Since 2020, Atos has been awarded with the highest
distinction, the EcoVadis “Platinum” level 1. Atos’ efforts in theEnvironment area have been particularly recognized,
managing to maintain Atos’ 100/100 score for the second year
running. Regarding the Labor and Human Rights, Ethics andSustainable Procurement areas, Atos’ score reached 80/100.
P Human Rights

As stated above, Atos is subject to an assessment conductedby EcoVadis in terms of Human Rights. After reviewing all Atos
policies dedicated to labor practices topics (on health andsafety, diversity, equity and inclusion, working conditions,structured social dialogue, career management and training
and major labor issues), and to human rights topics (child andforced labor, discrimination, human trafficking, debt bondage
criteria, endorsement of the United Nations Global Compact;etc.) and the actions that have been put in place, EcoVadis
highlighted the strengths of the Atos program and detailed
the areas where improvements could be done with different
levels of priority (from low to high). This evaluation then helps
Atos to determine the development paths that need to betaken.

With regard to third‑party management in relation to humanrights, Atos has set up a strong due diligence process/evaluation program on third parties. Indeed, customers andprospects, suppliers and other business partners orintermediaries are thoroughly vetted using compliancescreening software and databases prior to engagement, as
well as adherence to stringent ethical undertakings. The
review process also includes specific measures for higher‑risk
partners (e.g., integrity questionnaire).
The evaluation aims at identifying third parties subject tointernational sanctions (such as the Global Magnitsky humanrights sanctions, import/export bans based on human rights
violations, investment bans for Chinese companies
responsible for, or complicit in, human rights violations, etc.),
subject to legal breaches (notably convictions for humanrights violations), as well as identifying human rights abuses.
In 2023, the integration of all types of third parties into a single
screening solution was conducted to ensure a uniform
framework for the assessment and monitoring of third parties
and facilitate the differentiation according to the risk
represented by each.
P Environment

Evaluation procedures related to Environment are summed
up in the Section 5.2.3 “Risks and opportunities related toenvironment”, and further detailed across in Section 5.2“Environment”.
P Health and Safety

Health and Safety is managed locally and governed by each
Country Cluster or Country in line with the local legislation,
norms
and
standards
applicable
such
as
the
ISO 45001:2018 standard. For more details, please refer to
Section 5.3.4 “Employees Health, Safety and Wellbeing atwork”.
A network of Country Safety and Security Officers (CSSO)
ensures the deployment of actions plans at country levelworking closely with Site Security Advisors (SSA) in charge ofapplying policies at site level. In case of non‑conformity, SSA
must report to CSSO to put measures in place and support
site managers on continuous improvement plans.

5.4.8.3.3 Mitigation actions[GRI 2‑25]
In order to prevent serious impacts on Human Rights, Healthand Safety of the individuals and Environment, Atos has
implemented tailored prevention and mitigation measures.
The table below associates for each risk category, themitigation measures taken by Atos and displays for each ofthem their nature (policy, statement, program, certification ortool) and a short description with a reference to the section inthis Universal Registration Document where further details
can be found, when applicable.

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Nature of risks

Major Risks

Mitigation Actions

PolicyThis list focuses on global policies pertaining to human rights. They
are not exclusive of other local policies as applicable.
P Code of Ethics, which encompasses Atos principles of ethicalresponsibility and promotes a culture of ethics and integrity, pleasesee 5.4.7.2.2 “Ethics and Compliance Preventive Measures”.
P Atos’ Partners Commitment to Integrity, which sets out Atos’ ethicalcommitments and expectations towards third parties, please see
5.4.7.2.2 “Ethics and Compliance Preventative Measures”.
P Global Ethics and Compliance Policy, which supplements the Codeof Ethics as part of the framework of the Atos ComplianceManagement System, designed to provide guidance and ensuresthat Atos operates in an ethical manner, please see 5.4.7.2.2 “Ethics
and Compliance Preventive Measures”.
P Atos Dignity at Work and Prevention of Sexual Harassment Policy,
which provides guidance as to matters related to dignity at workand harassment, so that employees are aware of the support
available.
P Group Data Protection Policy, please see 5.4.4 “Security and Data
Protection”.
P Atos Security Incident Management Policy according to ISO 27001
certification, which establishes the organizational structure for
event or incident response, please see 5.4.5 “Ethical andTrustworthy Management of Data”.
P Conflict Minerals Statement, which outlines the measures

Human Rights
Statement

implemented by Atos to reduce the risks associated with “Conflict
Minerals” throughout its supply chain; please see 5.2.5.2 Big Data &Cybersecurity hardware other environmental challenges”; “5.4.8.4.1
Risk assessment and 5.4.8.4.3 Mitigation actions.
P Atos Human Rights Policy Statement, which sets up Atos’commitment to protect Human Rights in all its sphere of influence;
please see 5.4.9 “Human Rights”.
P Atos UK Modern Slavery Act Statement, which sets the measurestaken by Atos UK entities to ensure that slavery and humantrafficking are not taking place in their supply chains and in any
parts of their business; please see online version (1).
P Atos Employee Experience Program, please see 5.3.7 “Employee

Engagement”.

P Atos Gender Equity Program, which aims at attaining gender

Programbalance and advancement of women into senior positions; pleasesee 5.3.5 “Diversity, Equity and Inclusion”.
P Diversity and Inclusion at Atos, which focuses on the 4 pillars:
gender, generations, accessibility, and culture; please see 5.3.5“Diversity, Equity and Inclusion”.
P Code of Ethics mandatory training and ETO2S virtual classroom
training for managers, please see 5.4.7.2.2 “Ethics and CompliancePreventive Measures”.
P Conflict Minerals – Due diligence supporting tool Silicon Expert.
P Business Partner Tool – Business Partners’ due diligence

Tool

supporting tool.

P Compliance Catalyst Screening Tool – Third party (customers,

prospects and suppliers) due diligence supporting tool.

P Code of Ethics e‑learning platform.

1) https://atos.net/en‑gb/united‑kingdom/we‑are‑atos/key‑regulatory‑documents

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Corporate Social Responsibility
Governance

Nature of risks

Major Risks

Health ofemployees

Mitigation Actions

Certification

P Certification according to the ISO 45001:2018, please see 5.3.4“Employees Health, Safety and Wellbeing”.

P Atos Safety Policy, which covers all internal/external and human/

PolicyProgram
Safety of theworkplacenatural threats which can impact Atos staffs, subcontractors, clientsand visitors anytime and anywhere.
P Atos Physical and Environmental Security Policy, which defines theminimum‑security requirements for all Atos sites based on
ISO 27001.
P Atos Security Incident Management Policy.
P Review of country evacuation plan for high‑risk countries anddevelopment of specific ones when necessary.

P Country‑risk mapping indicating the level of risk based on seven

Tool

Certification

criteria: terrorism, geopolitics, socio‑political considerations,criminality, travelling security, sanitary aspects and natural
disasters.
P Travel safety measures for all sites: including a list of countries withrelated risks and emergency contacts, 38 e‑learning modules, a“Human Resources Approval Process” and a Code of Conduct.
P Alert mechanism based on safety risks: International SOS, external
tool for travellers; Safety and Emergency Response Tool (SERT),
internal tool for all employees; Emergency numbers.
P ISO 27001:2018 certification (Atos Group Level).
P Environmental Management System, please see in 5.2.2“Environmental governance” section.

P “Environmental Management System and ISO 14001 Certification”.

PolicyP Environmental Policy, which provides high‑level principles over the

short and long term, applicable to all Atos’ entities and operations,
all office sites and datacenters regardless of their location andregarding the Group’s main environmental challenges.
P For further details see 5.2.3 “Risks and opportunities related toenvironment”.

5

P Environmental Program and Environmental Management System

The Environment

Programaction plans.

P Book of environmental guidelines per challenge.
P For further details see Section 5.2.3 “Risks and opportunities related

to environment”.

P CSR Materiality and risks assessments including the Enterprise Risk

Management which covers the main environment risks.

Tool

P CSR Data collection and KPIs tracking.
P Mandatory Environmental Program and EMS training.
P For further details see Section 5.2 “Environment”.

Certification

P ISO 14001:2015 certification (Atos main sites), please see in 5.2.2“Environmental governance” section “Environmental Management
System and ISO 14001 Certification”.

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Corporate Social Responsibility
Governance5.4.8.4 Suppliers
5.4.8.4.1 Risk assessment
In 2023, the Group Procurement department conducted a risk
assessment for all its purchasing categories and active
suppliers, considering risks related to Environment, Labor andHuman Rights, Ethics and Sustainable Procurement areas.
The risk assessment includes category risk and country risk
levels (the latest based on corruption, international sanctions,anti‑money laundering and combating the financing ofterrorism (AML/CFT) regulations and human rights
dimensions). During the supply chain spend analysis, multiple
suppliers have been selected for further action in case theirspend category risk was severe or high and the related
country risk was very high, high or medium. All such suppliers
fulfilling such criteria have further been assessed forcompliance risk through Compliance Catalyst, and theyremain under constant monitoring.

Overall, 90% of the total spend has been identified as being
sourced from non‑risky countries.
Atos works closely with EcoVadis to identify potential conflictminerals risks in the supply chain. Atos is mostly indirectly
exposed to these risks but some purchasing categories suchas storage, personal computers and peripherals, network andsecurity products and servers imply high sourcing risk if they
are purchased from high‑risk countries.

5.4.8.4.2 Evaluation procedures
To ensure ethical and compliant activities, Atos focuses a
significant portion of its spend on large Tier‑One (direct)
suppliers and has them assessed by EcoVadis on theircorporate responsibility performance. In 2023, 73% of the total
Group spend has been assessed by EcoVadis or alternative
CSR assessments. For more information, please see
Section 5.4.6 “Suppliers CSR performance”.

CSR risk

Decarbonization

Increase global spend withenvironmentally committed
suppliers (green/amber): 64.5%

E

G

Risk assessment and monitoring: maintain 70%
of total Atos Group spend with suppliers assessed(by EcoVadis or alternative assessments)

2023H2
Scope 3 – Supply Chain Emissions
Dedicated objectives for each RBU/global
category: supplier engagement for real
data collection and providing feedback
on data quality to increase the amountof spend covered with real CO2 data.

E

E: Environmental

S

S: Social

To fulfil its decarbonization ambition, Atos started to combine
in 2021 the EcoVadis assessment Environmental results with
their internal decarbonization rating methodology to gain
further insight on its suppliers’ environmental practices,
especially their level of maturity regarding carbon
management. Based on the EcoVadis Environment theme
score or the Atos internal decarbonization rating, suppliers areclassified green, amber or red.
Over the lifetime of the contract, Atos’ top managed suppliers
are reviewed as part of the “Supplier Performance
Management QCDIMS” evaluation procedure that considers
quality, cost, delivery, innovation, management andsustainability dimensions. The sustainability dimension

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Inclusive Sourcing

Social – Supplier Diversity: invite one diverse
supplier to all RFPs (identiﬁed by Beroe or byexternal mapping)

G: Governanceincludes EcoVadis score and decarbonization score. The
sustainability dimension weighs 20% in the final score to drive
sourcing decision‑making process. Each of the reviewed
suppliers has a scorecard and low performance scoring canlead to specific actions to be taken.
Suppliers and subcontractors proposed by Atos in the context
of clients’ bids are subject to a pre‑contractual due diligenceand validation process. Integrity checks are carried out before
any commitment, which include compliance and financial risk
assessments via dedicated tools. In case the integrity checks
reveal any risk regarding the proposed partner, an in‑depth
assessment is carried out to assess the nature of the risk anddecide on the appropriate measures to be taken.

Corporate Social Responsibility
GovernanceSee below how Atos uses the EcoVadis scorecards and platform as part of its Sustainable Procurement strategy.

Risk
assessment

Supplier
performance
management –QCDIMS

Clientsustainability
dashboards

Bid support

ISO 14001

For more information, please see Section 5.4.6.1 “Monitoring of CSR risk in the supply chain”.

5.4.8.4.3 Mitigation actions[GRI 2‑25]
In addition to the mandatory training on the Code of Ethics,
Atos buyers are trained on the Procurement Code of Conduct
when they start working at Atos and whenever the training
materials are updated or amended. They are also regularly
trained on how to conduct risks assessments, and specificallyon decarbonization.
To ensure that Atos’ suppliers follow a similar approach to
Atos’ towards sustainability, they are expected to commit
along with the principles set forth in the Atos Partners’Commitment to Integrity, which has been updated in 2022 (1).
Under the Atos Partners’ Commitment to Integrity, Atos’suppliers:
P commit to follow the ten principles of the UN Global

Compact; andP acknowledge that they are expected to inform andencourage their direct business partners to follow the same
principles.

They further acknowledge that:
P their commitment thereunder is an essential part of theircontract with Atos, so that non‑compliance will constitute acontractual breach;

P their commitment will be considered for the purpose of the

CSR risk assessment conducted by Atos in relation to its
supply chain and that they may be requested to beassessed by EcoVadis at least every second year in theareas of Environment, Labor and Human rights, Ethics andSustainable Procurement,

In addition, Atos’ standard terms and conditions for
Procurement have been updated in 2021. They contain acomprehensive clause whereby Atos’ suppliers:
P commit to comply with all applicable laws and standards

regarding Human Rights, Health/Safety, Environmental andLabor Requirements;

P undertake to avoid causing or contributing to adverse

impacts as concerns Human Rights, Health/Safety,
Environmental and Labor Requirements under the contract,
and to notify Atos and address such impacts, should theyoccur;

P acknowledge that any breach of that clause will be amaterial breach, which shall entitle Atos to terminate thecontract.

For more information, please see Section 5.4.6.1 “Monitoring of
CSR risk in the supply chain”.
The decarbonization of the supply chain is an important
challenge for Atos which has recently increased themonitoring of its suppliers’ carbon maturity. For more
information, please see Section 5.2.4.1 “Greenhouse Gas
emissions/Supply chain large impact”.
Atos’ contractors working on Atos’ sites must also comply with
Atos Physical and Environmental Security Policy. The purposeof this policy is to protect Atos’ employees, subcontractors’
employees and clients’ assets and information from all threats,
whether internal or external, deliberate or accidental. It isimperative to implement and control adequate physical andenvironmental security measures, from basic security
measures (Logistics and Housing) to security perimeters(welcome zone to high protected zone).
Going further, Atos sets some expectations in its Conflict
Minerals Statement and enforces its partners to put in place
all necessary compliance processes to ensure that theirproducts are responsibly manufactured and do not containconflict minerals.
Furthermore, Atos uses the SiliconExpert tool to implement adue diligence supply chain reporting process in accordancewith the US SEC Rule relating to the conflict minerals, and theOECD Due Diligence Guidance for Responsible Supply Chainsof Mineral from Conflict‑Affected and High‑Risk Areas.
SiliconExpert delivers an environmental compliancemanagement system and database providing information onover 20,000 electronic distributors and suppliers.

1) https://atos.net/wp‑content/uploads/2022/06/atos‑commitment‑integrity‑en.pdf

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Corporate Social Responsibility
Governance5.4.8.5 Alert mechanism
The Group Ethics Alert System enables both internal andexternal users to report any matter of concern in relation topotential breaches of the Code of Ethics, or applicable laws or
regulations, relating to Human Rights, Health and Safety andthe Environment. For further information about the Group
Ethics Alert System, please see Section 5.4.7.2.3 “Ethics andCompliance Detective Measures”.
In 2023, further to the concertation process initiated with theunions in 2021 in relation to the French Duty of Vigilance Law,
Group Compliance pursued the revision of the Group Ethics
Alert System, working jointly with Group Data Protection and
Global Human Resources. The revision focused both on theprocesses, policies and technical aspect, in order to have themost up‑to‑date technology for managing alerts and align theGroup’s policies and guidelines on the highest and mostrecent standards resulting from the adoption andtransposition of the EU Whistleblowing Directive in EU
countries’ legislations.
Over this period, the digital reporting platform supporting thewhistleblowing system has been rolled throughout the Group,
except where local consultation processes are being
conducted where needed in Europe. Information toemployees regarding the launch of the new platform has
been made with dedicated explanation on how to use the
new system.

5.4.8.6 Monitoring system
Methodology
The Group Compliance Team oversees the reporting andmonitoring of the compliance alerts. Compliance Officers
report annually to the Group Compliance Team statistics andkey data on the alerts raised and investigated locally. Suchdata, which are consolidated and processed on a no namebasis provide valuable information about potential patterns
and are a key part of the Group’s continuous improvement
cycle. Please see the “Group Alert System” paragraph in
Section 5.4.7.2.3 “Ethics and Compliance Detective Measures”
for more details.
The Group CSR Procurement Team has developed anindicator to monitor the supply chain related to the spend
covered by suppliers that have been recently assessed by
EcoVadis. EcoVadis Suppliers Evaluations are monitored on amonthly basis, please see Section 5.4.6 “Suppliers CSR
performance”.

Results
The data resulting from the monitoring of the compliancealerts are reported to the Board of Directors through thepresentation of the Annual Compliance Review, available
online on Atos website (1).
In 2023, 50 compliance alerts were reported and monitored
within the Group [GRI 2‑16].

Since 2020, in addition to compliance alerts, specific KPIs are followed to monitor Atos’ duty of vigilance response.

KPI

NatureN‑‑1

N

Evolution
N‑‑1/N

URD
Reference% of employees trained on the Code of
EthicsSuccess
Factor

89.1% 92.33%+3.62%

5.4.7.2.2% of employees trained on the Diversity
and Inclusion learning programs

Success
Factor

10% 10.5%

+0.5%

N.A

Percentage of offices and datacenters
ISO 14 001 certified or in the process of
being certified

Across

88% 88.6%+0.6%

5.2.2.3

Number of sites certified with a recognized
Health and Safety management system

Internal
platform

39

40

+1

N.A

Number of suppliers with corrective action
initiation requested by Atos (for supplierswith an EcoVadis score < 40)

EcoVadis

29

62

+33

N.A

1) https://atos.net/en/about‑us/corporate‑responsibility‑and‑sustainability/ethics

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Corporate Social Responsibility
Governance5.4.8.7 Cross‑‑reference table
The cross‑reference table below identifies the information constituting Atos’ Vigilance Plan and its implementation as required byarticle L. 225‑102‑4 of the French Commercial Code.
Human Rights

Health and Safety

The Environment

URD Reference

URD Reference

URD Reference

7.1.1

7.1.1

5.2.3

5.3.4
5.3.5
5.4.6
5.4.6.1
5.4.7.2.2 – E

5.3.4

5.2
5.2.3

5.3.5
5.3.7
5.4.4
(Section on Security and Data
protection)
5.4.5.2
5.4.6
5.4.7.2.2
5.4.9

5.3.4

5.2.2
5.2.3

Alert Mechanism

5.4.7.2.3

5.4.7.2.3

5.4.7.2.3

Monitoring System

5.4.7.2.4

5.3.4

5.2.3.1

Vigilance measures

Risk Mapping

Evaluation Procedures

Mitigations Actions

5.4.9

Human Rights[GRI 2‑24]
As stated in the Atos Human Rights Policy Statement (1),publicly available, Atos aims to be a responsible employer
globally, acting fairly in its labor and employment activities in
all its spheres of influence and is strongly committed toprevent any infringements on internationally recognizedhuman rights as expressed in international laws andregulations.

Since 2021, the Group has improved the measures adopted aspart of its Vigilance plan, including, but not limited to, risk
mapping, evaluation procedures, mitigation actions, alert
mechanisms, and monitoring systems. The measures in place
to prevent human rights potential infringements are
implemented to cover Atos’ own activities and its supply chain.
For further information about these measures, please refer to
Section 5.4.8 “Vigilance Plan”.

1) https://atos.net/wp‑content/uploads/2023/06/atos‑human‑rights‑policy‑statement.pdf

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5

Corporate Social Responsibility
Governance5.4.10 EU Taxonomy
5.4.10.1 Introduction to the Regulatory Framework
In 2021, the European Commission introduced the EU
Taxonomy for sustainable activities (EU Regulation 2020/852
of the European Parliament and of the Council dated June 18,2020), with the goal of directing investments towards

sustainable projects and activities. The regulation has been
supplemented in 2023 with Delegated Acts, and theapplicable EU Taxonomy regulation to date will be referred toas the “Taxonomy Regulation” (1).

The sustainable activities are mapped in the Taxonomy Regulation with reference to the following six environmental objectives:

03

05

SUSTAINABLE USE
AND PROTECTION
OF WATER AND
MARINERESOURCES

01

CLIMATECHANGEMITIGATION

02

CLIMATECHANGE
ADAPTATIONThe Taxonomy Regulation provides, for each objective, adefinition of Taxonomy-eligible activities. Atos activities which
do not meet the definition requirements do not fall in thescope of the EU Regulation and are therefore non‑‑eligible
activities.
Eligible activities (once identified as such) must meet thefollowing conditions set out in the Taxonomy Regulation to bereported as Taxonomy‑‑aligned activities:
P Substantial Contribution Criteria: the activity complies withthe technical screening criteria as defined for eachenvironmental objective;

P Do No Significant Harm (DNSH): the activity does not causesignificant harm to any of the other five environmental
objectives;

P Minimum

Safeguards: the activity is carried out incompliance with certain minimum social and governancestandards (e.g. human rights, labour rights, anti‑corruption,
responsible business conduct, etc.).

POLLUTIONPREVENTION
AND CONTROL

04

TRANSITION
TO A CIRCULARECONOMY

06

PROTECTION AND
RESTORATION OF
BIODIVERSITY ANDECOSYSTEMS

Therefore,aTaxonomy‑aligned
activity
contributes
substantially to at least one of the environmental objectives
without prejudicing the other objectives, while meeting therequirements of the Minimum Safeguards.
As far as non‑financial companies are concerned, in 2022 thereporting obligation for the Taxonomy key performanceindicators (revenue, CapEx and OpEx) only covered the firsttwo objectives: climate change mitigation and climate change
adaptation. In 2023, the disclosure requirements for such KPIs
cover Taxonomy‑eligibility for all six objectives andTaxonomy‑alignment for the first two objectives only
(Taxonomy‑alignment for all objectives will be required in 2025with respect to the 2024 reporting period).
As a Group subject to the obligations to publish non‑financial
information in accordance with European regulations, Atos
must follow the requirements laid out in the Taxonomy
Regulation.

5.4.10.2 Reporting scope
Revenue, Capital Expenditures (CapEx) and Operating
Expenditures (OpEx) considered for this reporting cover all theactivities across the Atos Group and correspond to the scopeof consolidation as described in Chapter 6 – Financial
statements.

In 2023, the Atos Group has disposed of some activities as
described in Section 6.1.7.6 Scope of changes in 2023,
including EcoAct and its subsidiaries which is reported in thisEU Taxonomy section.

1) The Taxonomy regulation and all relevant delegated acts can be found at: https://finance.ec.europa.eu/sustainable‑finance/tools‑and‑standards/
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Corporate Social Responsibility
Governance5.4.10.3 Analysis of generic DNSH and Minimum Safeguards criteria
To perform the alignment analysis, Atos has examined (i) the
DNSH – Climate Change Adaptation criteria, (ii) the DNSH –Sustainable use and protection of water and marine resources
criteria, (iii) Minimum Safeguards criteria which apply to all
objectives as a “generic criterion”, and (iv) the DNSH –Transition to a Circular Economy criteria which applies
consistently to the economic activities of the Information andCommunication Technology sector of the Taxonomy
Regulation which is relevant to the Atos Group.
Each criterion can be analyzed with a global approach, whichapplies to the entire Atos Group rather than an activity‑specificanalysis.

5.4.10.3.1 Do No Significant Harm – climate change
adaptation
The DNSH – Climate Change Adaptation criteria is the sameacross all environmental objectives and addresses, notably,
the identification of physical climate risks that are material tothe activity. In 2023, Atos has refreshed the analysis of theclimate physical risks for all Atos sites. This analysis was co‑ledby the CSR and the Risk departments and relied onstate‑of‑the‑art tools developed by EcoAct which relies on themost recent regulatory requirements.
The assessment was performed against all physical climate
related risks as defined in the Taxonomy Regulations and uses
climate models projecting climate‑related risks usingnear‑term (2021‑2040), medium term (2041‑2060) andlong‑term (2081‑2100) projections based on the IPCC RCP2.6
and RCP8.5 scenarios. Existing adaptation plans (based oncontinuous climate risk assessment) have been and are being
updated and improved based on the conclusions of thisclimate physical risk assessment for material sites across all
business lines and geographies. For more information on thephysical climate risks assessment and climate risks
management and adaptation measures please refer to
Section 5.2.3 Risks and Opportunities related to environment.

5.4.10.3.2 Do No Significant Harm – Sustainable use
and protection of water and marine
resources
The DNSH – Sustainable use and protection of water andmarine resources criteria is the same across all environmental
objectives and addresses, notably, the identification ofenvironmental degradation risks relating to preserving water
quality and avoiding water stress. As an IT provider, Atos does
not use or consume water to an extent that water use andprotection is a material topic. The use of water by Atos is thatof a service company, and Atos tracks the water consumptionof all its ISO 14001 sites, with the aim of reducing water
consumption in the Group.
Due to the nature of its manufacturing activities (mostly
assembly), Eviden’s use of water is limited and mainly
upstream with its suppliers who are subject to the Group
Procurement policies and the Business Partner’s commitment
to Integrity Charter. For Tech Foundations and its data center
activities, the use of water is mainly for cooling flows in aclosed water loop in a sealed circuit.
Atos has no influence or impact on marine resources, this
topic is not relevant to the Atos business and environmental
impact. For more information regarding circular economy atAtos, please refer to Section 5.2.7 Other environmental
challenges.

5.4.10.3.3 Minimum Safeguards
The Taxonomy Regulation details the Minimum Safeguards
according to which an activity must comply to betaxonomy‑aligned.
Atos has performed an analysis of the Minimum Safeguards
criteria in terms of Human Rights, Labor Rights andGovernance. Atos is committed to respect internationallyrecognized human rights and standards, wherever Atos
operates, in particular the Declaration of International Labor
Organization on fundamental principles and rights at work, theUN Guiding principles on Business and Human Rights and theInternational Bill of Human Rights (as expressly stated in the
Atos Human Rights Policy Statement (1)). Though there is no
specific mention of the OECD Guidelines for multinational
enterprises in Atos’ public documentation, Atos respects andhas developed strong internal processes that embrace andbuild on the principles covered in the guidelines. As a
European company, Atos is complying with national laws
covering in depth and detailing how to ensure that theseprinciples are implemented within private companies. Pleaserefer to Chapter 5. Corporate Social Responsibility which
details how Atos implements the 15 recommendations madeby the OECD to enterprises in their guidelines (2).

1) https://atos.net/wp‑content/uploads/2023/06/atos‑human‑rights‑policy‑statement.pdf
2) OECD Guidelines for Multinational Enterprises on Responsible Business Conduct, Éditions OCDE, Paris, https://www.oecd‑ilibrary.org/
finance‑and‑investment/oecd‑guidelines‑for‑multinational‑enterprises‑on‑responsible‑business‑conduct_81f92357‑en. (pages 14‑15).

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5

Corporate Social Responsibility
GovernanceIn accordance with the Final Report on Minimum Safeguards issued in October 2022 by the Platform on Sustainable Finance, theGroup confirms the following to support its alignment with the Minimum Safeguards:
Human Rights

P Atos has established a human rights due diligence process (as outlined in the UNGPs and OECD

Guidelines for MNEs);

P Atos has not been found in breach of labor law or human rights;
P No OECD National Contact Point has engaged a case with Atos;P The Business and Human Rights Resource Center has not taken up any allegation against the Company.

Corruption

P Atos has anti‑corruption processes in place (see section 5.4.7 – Ethics and Compliance for full description

and Atos Compliance Review which details the implementation of compliance programs at Atos);

P Neither Atos nor senior management have been finally convicted in court on corruption (see related KPI).

Fair Competition

P Atos promotes employee awareness on the importance of compliance with all applicable competition

Value Chain

P Atos has established a third‑party due diligence process where customers, prospects and suppliers are

Taxation

P Atos is committed to full compliance with the local and international tax regulations and standards,

laws and regulation (Code of Ethics, e‑learning, Ethics Tiers One Organization (ETOS) training, internal
guidelines);
P Neither Atos nor senior management have been finally convicted in court on violating competition laws.
thoroughly vetted using a compliance screening software and databases prior to engagement. The
evaluation aims at identifying third parties subject to international sanctions, to legal breaches (criminal,
competition, bribery convictions, etc.), as well as identifying human rights abuses. This due diligenceprocess also allows Atos to identify and prevent any potential exposure to the manufacture or selling ofcontroversial weapons, as Atos has an export‑control assessment on all the items (software, hardware,etc.) included in Atos business deals.
P Identified high‑risk partners are subject to specific mitigation measures (such as integrity questionnaire,
further requirements, etc.), and are being asked to adhere to stringent ethical undertakings.
P Integrity checks are also carried out on acquisition targets and recipients of charitable donations,
sponsorship, or patronage.
P Especially on the monitoring of the supply chain, please see section 5.4.8.4 – Suppliers. Indeed, Atos
assessed its Tier‑One (direct) suppliers through EcoVadis on their corporate responsibility performance.
including OECD guidelines.

P Dedicated processes are implemented to closely monitor and limit tax risks.
P Atos does not encourage nor promote aggressive tax planning schemes aiming at evading taxes. Despite

this, some Group’s positions may be challenged by an administration during tax audits. In such a case, Atos
may have to defend its interest and conduct contentious proceedings.

Consequently, all the Taxonomy‑eligible activities carried out by Atos meet the Minimum Safeguards criteria set by the Taxonomy
Regulation.

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Corporate Social Responsibility
Governance5.4.10.3.4 Do No Significant Harm – Transition to acircular economy
As an IT provider, Atos aims at reducing waste and waste
impact, ensuring maximum reuse and recycling in favor of
circular economy and practices. All Atos ISO 14001 certified
sites have a waste and e‑waste management system in place.
The responsibility for end‑of‑life of IT equipment is the
responsibility of the suppliers of such equipment, which are
subject to the Group Procurement policies and the Business
Partner’s commitment to Integrity Charter.
Atos strives to put circular economy at the center of its
business activities. Regarding Eviden’s manufacturing
activities, which mainly consist in assembling (and not the

manufacture of new components), they are compliant with theEuropean Waste Electrical and Electronic Equipment Directive(WEEE
Directive
2012/19/EU).
Moreover,awaste
management plan is in place to ensure maximal recycling at
end of life of electrical and electronic equipment. During thedesign phase and before those Eviden products are put on
the market, Eviden uses an eco‑design approach as describedin Directive 2009/125/EC. Finally, the Eviden product design
process also incorporates the respect of the Directive
2011/65/EU on the removal of hazardous substances inelectrical and electronic equipment.
For more information regarding circular economy at Atos,
please refer to Section 5.2.7 Other environmental challenges.

5.4.10.4 Eligibility and alignment analysis
In anticipation of the publication of the Delegated Acts on theoutstanding environmental objectives which occurred in Juneof 2023, Atos has ensured a continuous awareness programon the EU Taxonomy towards all relevant Atos stakeholders
throughout the year:(i)the CSR Committee of the Board of Directors;(ii)

the Group Executive Board;(iii) Tech Foundations and Eviden Business teams;(iv) many support functions (CSR community, Finance,
Portfolio, Legal and Compliance, Procurement, Risk,

Insurance, Innovation,
departments); andandLogistics

andHousing(v) participants of internal Talent Programs Fuel and GOLD.
Such program enabled these stakeholders to become
knowledgeable in EU Taxonomy and contribute to performing
the eligibility and alignment analysis of the portfolio of theGroup, as well as CapEx and OpEx investments. New
processes have been and are being put in place andimproved both with Eviden and Tech Foundations businesses
so that such taxonomy analysis and the collection of therelevant financial data presented in this section can be
automated and streamlined in the future.

In 2023, Atos did not generate revenue or invest CapEx or OpEx in nuclear and fossil gas related activities.
Nuclear energy related activities

1.

The undertaking carries out, funds or has exposures to research, development, demonstration anddeployment of innovative electricity generation facilities that produce energy from nuclear
processes with minimal waste from the fuel cycle.

No

2.

The undertaking carries out, funds or has exposures to construction and safe operation of new
nuclear installations to produce electricity or process heat, including for the purposes of district
heating or industrial processes such as hydrogen production, as well as their safety upgrades, using
best available technologies.

No

3.

The undertaking carries out, funds or has exposures to safe operation of existing nuclear
installations that produce electricity or process heat, including for the purposes of district heating or
industrial processes such as hydrogen production from nuclear energy, as well as their safety
upgrades.

No

5

Fossil gas related activities
4.

The undertaking carries out, funds or has exposures to construction or operation of electricity
generation facilities that produce electricity using fossil gaseous fuels.

No5.

The undertaking carries out, funds or has exposures to construction, refurbishment, and operationof combined heat/cool and power generation facilities using fossil gaseous fuels.

No

6.

The undertaking carries out, funds or has exposures to construction, refurbishment and operation ofheat generation facilities that produce heat/cool using fossil gaseous fuels.

No

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Governance5.4.10.4.1 Revenue

As far as variation in methodologies are concerned for 2023:

Analysis and methodology

P Atos considers owned data centers as well as co‑locatedAtos has performed the eligibility analysis of its business inlight of the Taxonomy Regulation, which includes all
supporting documentation published by the EU Commission,as well as market practice for the IT industry. In 2022 and 2023,
Numeum, which is the leading professional organization of thedigital and IT ecosystem in France, published a position paper
detailing an industry approach to identifying eligible andaligned activities for the IT sector under climate change
mitigation objective (1).

P for 2023, the alignment analysis showed that there is no

Atos has relied on the EU Regulation and the Numeum
position paper to analyse its portfolio offerings. Atos has led
throughout the 2023 financial year several trainings andworkshops with the portfolio teams and operational experts ofboth Eviden and Tech Foundations to perform a deep diveanalysis of the portfolio in light of the eligibility and alignment
criteria for the economic activities for each of the six
objectives of the EU Taxonomy. Processes are being put inplace so that new offerings developed by Eviden and Tech
Foundations are systematically analyzed against EU
Taxonomy criteria and improved to meet the alignment criteria
where applicable.

data centers, thereby increasing the eligible revenue ascompared to 2022 for activity 8.1 data processing, hosting
and related activities, and in line with Numeum
recommendation and market practice;available data on competitors allowing Eviden HPC to be“the best performing alternative solution/technology”, thisbeing only true compared to the previous generations of
the HPC built by Eviden. Atos therefore does not consider
Eviden’s High Performance Computing business astaxonomy‑aligned, contrary to 2022;

P the transformation of the Atos Group in two business lines

Tech Foundations and Eviden has enabled a morethorough review of the Eviden portfolio which leads tomore eligible portfolio offerings or client projects being
Taxonomy‑eligible. Moreover, the Net Zero Transformation
Practice offerings (which include but are not limited to
EcoAct business) have been screened with moregranularity, as some offerings can be analyzed in light of
the new Taxonomy activities introduced by the amendment
regulation to the Climate Delegated Act; andP as mentioned in section 5.4.10.2 Reporting scope, theEcoAct activities have been disposed of effective October
31st, 2023.

1) https://numeum.fr/note‑de‑position‑sur‑la‑taxinomie‑verte

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The Atos revenue‑generating activities which are eligible and/or aligned with EU Taxonomy are as follows:
Climate change mitigation
Activity description

Atos activity

Business line

StatusComment

8.1 Data processing, hosting andrelated activities:

Atos provides data centers and hosting
Techservices for its clients using either its own
Foundations
infrastructure or equipment owned by Atos in aco‑location partner’s data center.

EligibleNone of the data centerscomply yet with all
substantial contribution
criteria such as therequirement of having a
Global Warming Potential
lower than 675, therefore theactivity is eligible but
not‑aligned.

8.2 Data‑‑driven solutions for GHG
emissions reductions:

Design and implementation of
decarbonization solutions to reduce the GHG
emissions of clients through the EcoAct
subsidiary.

Eviden –EcoActbusiness
disposedeffective
31/10/2023

Eligible

The lack of available data on
the best practicealternatives on the market
prevents Eviden from being
able to finalize the alignment
analysis

EvidenEligible

After careful review anddiscussions with businessteams, in line with theevolution of the constructionof the applicable technicalscreening criteria andevolving market practice,
this activity was assessed as
eligible due to the lack ofavailable data on the bestpractice alternatives on themarket.

Eviden’s SAP practice includes solutions, like
Evidenthe SAP Sustainability Footprint Management,
integrating data with SAP data sources torecord customers’ carbon footprint, monitor
progress, gain actionable insights fromsustainability data, and support establishedreporting frameworks like TCFD, GRI, CSRD,
and SASB.

Eligible

The lack of available data on
the best practicealternatives on the market
prevents Eviden from being
able to finalize the alignment
analysis

EvidenWithin the Low Code and SaaS practice,
Eviden has developed a solution, based on athird‑party software, that can provide a
detailed view of captured energy consumption
data for organizations across the globe andacross all sites to make informed decisions
and apply relevant measures to create a moresustainable enterprise.

Eligible

The lack of available data on
the best practicealternatives on the market
prevents Eviden from being
able to finalize the alignment
analysis

Eviden’s Smart City solution, through the
Evidenintegration and collection of information fromsensors and other data sources, and using new
M‑to‑M applications, allows the monitoring of
air quality, noise, weather probes, crowd andtransportation movement and the tracking of
CO2 emissions and other environmental KPIs
to optimize traffic, public transportation, andenergy consumption in city areas.

Eligible

The lack of available data on
the best practicealternatives on the market
prevents Eviden from being
able to finalize the alignment
analysis

Eviden’s Connected Vehicle solutions
remotely collect, transfer, process, and store
data from in‑vehicle sensors during their use
to facilitate the creation of a drivereco‑scorecard based on the driving behavior
and to provide insights into CO2 emissions,thus reducing downtime and fuelconsumption.

Eligible

The lack of available data on
the best practicealternatives on the market
prevents Eviden from being
able to finalize the alignment
analysis

Storage, manipulation, management,
movement, control, display, switching,interchange, transmission or processingof data through data centres includingedge computing.

Development or use of Information andCommunication Technology (ICT)solutions that are aimed at collecting,transmitting, storing data and at its
modelling and use where those activities Eviden has developed a High‑‑Performanceare predominantly aimed at theComputing offering which provides energy
provision of data and analytics enabling efficiency features.
GHG emission reductions. Such ICT
solutions may include, inter alia, the useof decentralized technologies (i.e.
distributed ledger technologies), Internetof Things (IoT), 5G and Artificial
Intelligence.

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Climate change adaptation
Businessline

Activity description

Atos activities

Status

9.3 Consultancy for physical climate
risk management and adaptation:
The provision or the contracting of
consultancy activities enabling
businesses or organisations tomanage physical climate risks.

Digital transformation Consulting by
EcoAct which accompanies
customers in the identification andassessment of climate risks andopportunities.

Eviden –EcoActbusiness
disposedeffective
31/10/2023

Eligible

Eviden’s Digital Transformation
Consultancy Practice provided aconsulting project for the digitalsustainability program of amultinational insurance company
aiming at reducing the client’s CO2
footprint and reporting on the
progress.

EvidenEligibleBusinessLine

StatusTransition to a circular economy
Activity description

Atos activities

IOT Practice: solutions to analyse and Eviden
4.1 Provision of IT/OT data‑‑driven
generate insights from data remotely
solutions and software:collected from assets during use andManufacturing, development,
operations for the purpose of remote
installation, deployment ormonitoring and predictive
maintenance, repair or provision ofmaintenance of these assets, e.g.
professional services, including
infrastructural assets, consumer
technical consulting for design or
products.
monitoring of:(a) software and IT or OT systems forthe purpose of remote monitoring and
EvidenEcoDesignCloud is a cloud‑based
predictive maintenance, including
software developed by Eviden which
systems for remotely collecting,uses raw materials flows and productprocessing, transferring, and storingdata from equipment during their use, components to score products
against 16 sustainability criteria, thus
analysing the data and generating
providing a calculation of theinsights about the operational
environmental impact of a product, at
performance, and providing remote
maintenance and recommendations every stage of its lifecycle.
about measures required to avoid
operational failure and maintain theequipment in an optimal operating
WorldGrid Business Unit: solution for Eviden
condition and prolong their useful life the predictive maintenance and online
and reduce resource use and waste. monitoring of nuclear power plants,[…]
allowing the provision of a continuous
monitoring of the equipment, and(c) lifecycle assessment software
supporting the lifecycle assessment automatic detection of anomalies andabnormal running conditions.
and related reporting for products,
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Eligible

EligibleCorporate Social Responsibility
GovernanceNo activity was identified to this day as eligible to the otherobjectives: Sustainable use and protection of water andmarine resources, Pollution prevention and control, andProtection and restoration of biodiversity and ecosystems.
Following the full analysis of its portfolio, Atos therefore also
considers that the following Group activities are not eligible
under the Taxonomy Regulation as applicable to date,representing 92.7% of total Group revenue. The following list ofnon‑eligible activities is indicative and not limited to:(i)

Industry solutions;(ii)

Cybersecurity
solutions;andmission‑criticalproducts

and(iii) Advanced computing products and solutions;(iv) Data, Analytics, AI and Automation services and solutions;(v) Application services;(vi) Communication, collaboration, and workplace services
and solutions;(vii) Infrastructure services.
For more information on these activities please refer to
Chapter 2 – Organization and Business Offering.

Revenue Indicator
In accordance with the Taxonomy Regulation, the taxonomy
revenue is calculated as the share of revenue derived fromthe products or services associated with Taxonomy‑eligible orTaxonomy‑aligned economic activities, if any, as identified inthis section (numerator), divided by Atos’ total revenue(denominator) as reported in the consolidated financial
statements (see Section 6 – Financial statements).

Atos revenue break‑down per environmental objective:
Proportion of turnover/Total turnover
Taxonomy‑‑aligned
per objective

Taxonomy‑‑eligible
per objective

CCM

0%

7.2%

CCA

0%

0%

WTR

0%

0%

CE

0%

0.03%

PPC

0%

0%

BIO

0%

0%

At the end of 2023, consolidated revenues amounted to: € 10,692,8 million. Taxonomy‑eligible revenue amounted to € 776 million,
or 7.3% of Atos revenue. Atos does not report any taxonomy‑aligned revenue for 2023 as detailed in this section.

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GovernanceYear

Code (2)Turnover (3)Financial Year N

Economic Activities (1)Proportion of Turnover Year N (4)

5

Text

Currency%

A. TAXONOMY‑ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy‑‑aligned)
Data driven solutions for GHG emissions reduction

CCM 8.2

0

0%

0

0%

Of which Enabling00%

Of which Transitional

0

0%

5.5%

Turnover of environmentally sustainable activities (Taxonomy‑‑aligned) (A.1)

A.2 Taxonomy‑‑eligible but not environmentally sustainable activities (not Taxonomy‑‑aligned activities)
Data processing, hosting and related activities

CCM 8.1

593.4

Data driven solutions for GHG emissions reduction

CCM 8.2

179.2

1.7%

Consultancy for physical climate risk management and adaptation

CCA 9.3

0.3

0.0%

CE 4.1

Provision of IT/OT data‑driven solutions and software

3.2

0.0%

Turnover of Taxonomy‑‑eligible but not environmentally sustainable activities (notTaxonomy‑‑aligned) (A.2)

776

7.3%

A. Turnover of Taxonomy‑‑eligible activities (A.1+A.2)

776

7.3%

9,917

92.7%

10,693100%

B. TAXONOMY‑NON‑ELIGIBLE ACTIVITIES
Turnover of Taxonomy‑‑non‑‑eligible activities
Total

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Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

%

E

E

Y

N/EL

N/EL

N/EL

N/EL

N/EL

Y

Y

Y

Y

Y

Y

Y

2.5%

0%

0%

0%

0%

0%

0%

Y

Y

Y

Y

Y

Y

Y

2.5%

0%

0%

0%

0%

0%

0%

0%

Category (transitional activity)(20)

Category enabling activity (19)

Proportion of Taxonomy‑‑aligned(A.1) or eligible (A.2) turnover,year N‑‑1 (18)Minimum safeguards (17)Biodiversity (16)

Pollution (14)Water (13)Climate Change Adaptation (12)Climate Change Mitigation (11)Biodiversity (10)Circular Economy (9)Pollution (8)Water (7)Climate Change Adaptation (6)Climate Change Mitigation (5)Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/
EL
EL
EL
EL
EL
EL

Circular Economy (15)DNSH criteria(“does not significantly harm”)

Substantial contribution criteria

Y

Y

Y

Y

Y

Y

Y

0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0%

T

E
T

EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL
EL

EL

N/EL

N/EL

N/EL

N/EL

1.4%

EL

N/EL

N/EL

N/EL

N/EL

N/EL

0.6%

N/EL

EL

N/EL

N/EL

N/EL

N/EL

0%

N/EL

N/EL

N/EL

N/EL

EL

N/EL

0%

7.2%

0.0%

0%

0%

0.03%

0%

2.0%

7.2%

0.0%

0%

0%

0.03%

0%

4.5%

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Corporate Social Responsibility
Governance5.4.10.4.2 Capital Expenditure (CapEx)
Analysis and methodology
As a first step of the analysis, Atos has identified and reports
the CapEx related to assets or processes that are associatedwith Taxonomy‑eligible and Taxonomy‑aligned economic
activities (type “a” CapEx according to Taxonomy Regulation)
as identified in Section 5.4.10.4.1 – Revenue.
Secondly, Atos focused on identifying the CapEx which can beconsidered as individually eligible or aligned (type “c” CapEx
according to Taxonomy Regulation), meaning investments ineconomic activities listed in the relevant Delegated Acts. This
analysis has been performed through several workshops with
the CSR, Finance, Procurement and Logistics and Housing
departments to identify the eligible activities in which Atos

invested CapEx and to coordinate the alignment analysis withthe relevant suppliers. These reported CapEx have beenverified at Group and business line level to remove any
potential double counting with any other reported eligible oraligned CapEx as identified thereafter.
Finally, the identification of CapEx plans (type “b” CapEx
accordingtoTaxonomy
Regulation)toexpandtaxonomy‑aligned activities or to upgrade taxonomy‑eligible
activity to align within the next five years has not beenpossible in 2023 due to the focus of the Group on its internaltransformation and the unavailability of tracking processes ofsuch transitional financial investments at Group level or local
level. Each of Eviden and Tech Foundations business line will
work on putting the adequate processes in place in the near
future to do this reporting.

The Atos CapEx which are eligible and/or aligned with EU Taxonomy are as follows:
Climate change mitigation
Activity description

Atos activities

StatusComments

6.5 Transport by motorbikes, passenger cars
and light commercial vehicles:
Purchase, financing, renting, leasing andoperation of vehicles designated as category
M1, N1, both falling under the scope ofRegulation (EC) no. 715/2007 of the European
Parliament and of the Council, or L (2- and3‑wheel vehicles and quadricycles).

New leases of the Atos Eligible
car fleetandpartiallyalignedAlignment is reported based on analysis
performed by Atos’ leasing partners on thesubstantial criteria and DNSH criteria.

7.7 Acquisition and ownership of buildings:
New right‑of‑use
Buying real estate and exercising ownership of leases for Atosbuildings
that real estate.

Eligible

No alignment possible based on the reports
from Atos’ landlords.

8.1 Data processing, hosting and related
activities

CapEx related to theeligible activities

Eligible

Please refer to Section 5.4.10.4.1

8.2 Data driven solutions for GHG emissions
reduction

CapEx related to theeligible activities

Eligible

Please refer to Section 5.4.10.4.1

Activity description

Atos activities

StatusComments

1.2 Manufacture of electrical and electronicequipment:
Manufacturing of electrical and electronicequipment for industrial, professional andconsumer use.

The increase in CapEx Eligible
linked to the purchaseof hardware
equipment for the Atos
business and its own
useTransition to a circular economy

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CapEx Indicator

In accordance with the Taxonomy Regulation, the denominator for CapEx comprises the acquisition of intangible assets (Section 6
Note 8.2) and tangible assets (Section 6 Note 8.3) and the acquisition of Right‑of‑use (Section 6 Note 9) in 2023.
Atos CapEx break‑down per environmental objective:
Proportion of CapEx/Total CapEx
Taxonomy‑‑aligned
per objective

Taxonomy‑‑eligible
per objective

CCM

0.7%

41.5%

CCA

0%

0%

WTR

0%

0%

CE

0%

10.6%

PPC

0%

0%

BIO

0%

0%

Regarding Taxonomy‑aligned activities, the numerator
includes CapEx pertaining to the increase in right of use for
the Company fleet of vehicles which have been reported asaligned by the leasing partners.
Regarding Taxonomy‑eligible activities, the numerator
includes CapEx pertaining to the eligible economic activities
identified in section 5.4.10.4.1, the increase in right of use for
the Company fleet of vehicles which have not been identified
as Taxonomy‑aligned by the providers, the increase of right ofuse for the real estate of the Group, and the investments inelectric and electronic equipment for Atos’ own use andcustomer use.
The decrease in additional right of use of real estatecompared to 2022 results from both a reduced number ofleases coming for renewal in 2023 and restriction applied by
the Group on long term leases signature in the context of thetransformation of the Group.

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Corporate Social Responsibility
GovernanceAt the end of 2023, consolidated CapEx amounted to: € 398million. Taxonomy‑eligible but not‑aligned CapEx amounted to€ 207.3million, or 52.1% of Atos CapEx. Taxonomy‑aligned CapEx amounted to € 2.8 million, or 0.7% of Atos CapEx.

Code (2)Economic Activities (1)Proportion of CapEx Year N (4)Year

CapEx (3)Financial Year N

Text

Currency%

00%

A. TAXONOMY‑ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy‑‑aligned)
Data driven solutions for GHG emissions reduction

CCM 8.2

Transport by motorbikes, passenger cars and light commercial
vehiclesCCM 6.5

CapEx of environmentally sustainable activities (Taxonomy‑‑aligned) (A.1)

2.8

0.7%

2.8

0.7%

Of which Enabling00%

Of which Transitional

2.8

0.7%

A.2 Taxonomy‑‑eligible but not environmentally sustainable activities (not Taxonomy‑‑aligned activities)

Transport by motorbikes, passenger cars and light commercial
vehiclesCCM 6.5

8.2

2.1%

Acquisition and ownership of buildings

CCM 7.7

73

18.3%

Data processing, hosting and related activities

CCM 8.1

80.2

20.2%

Data driven solutions for GHG emissions reduction

CCM 8.2

3.7

0.9%

Manufacture of electrical and electronic equipment

CE 1.2

42.2

10.6%

CapEx of Taxonomy‑‑eligible but not environmentally sustainable activities (notTaxonomy‑‑aligned) (A.2)

207.3

52.1%

A. CapEx of Taxonomy‑‑eligible activities (A.1+A.2)

210.1

52.8%

B. TAXONOMY‑NON‑ELIGIBLE ACTIVITIES302

CapEx of Taxonomy‑‑non‑‑eligible activities

187.9

47.2%

Total

398

100%

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Y

N/EL

N/EL

N/EL

N/EL

N/EL

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

%

E

Y

Y

Y

Y

Y

Y

Y

3,7%

E

Y

Y

N/EL

N/EL

N/EL

N/EL

Y

Y

Y

Y

Y

Y

Y

0%

0.7%

0%

0%

0%

0%

0%

Y

Y

Y

Y

Y

Y

Y

3.7%

0%

0%

0%

0%

0%

0%

Y

Y

Y

Y

Y

Y

Y

0%

Y

Y

Y

Y

Y

Y

Y

0%

0.7%

EL; N/EL EL; N/EL EL; N/EL

Category (transitional activity)(20)

Category enabling activity (19)

Proportion of Taxonomy‑‑aligned(A.1) or eligible (A.2) CapEx, year
N‑‑1 (18)Minimum safeguards (17)Biodiversity (16)

Pollution (14)Water (13)Climate Change Adaptation (12)Climate Change Mitigation (11)Biodiversity (10)Circular Economy (9)Pollution (8)Water (7)Climate Change Adaptation (6)Climate Change Mitigation (5)Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/
EL
EL
EL
EL
EL
EL

Circular Economy (15)DNSH criteria(“does not significantly harm”)

Substantial contribution criteria

T

T
E
T

EL; N/EL EL; N/EL EL; N/EL

EL

EL

N/EL

N/EL

N/EL

N/EL

0%

EL

EL

N/EL

N/EL

N/EL

N/EL

27%

EL

EL

N/EL

N/EL

N/EL

N/EL

8.2%

EL

N/EL

N/EL

N/EL

N/EL

N/EL

0%

N/EL

N/EL

N/EL

N/EL

EL

N/EL

0%

41.5%

0%

0%

0%

10.6%

0%

35.3%

42.2%

0%

0%

0%

10.6%

0%

38.9%

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Corporate Social Responsibility
Governance5.4.10.4.3 Operational Expenditure (OpEx)
As shown in Section 6 Finance Statements under 6.1.7 Notes
to the consolidated financial statements, in particular Note4
Operating Items (4.1 Personal expense), as a service
company 53% of Atos Operating Expenditures are personnel
expenses. Atos is neither a software company, nor a hardware
driven company, therefore Taxonomy defined OpEx are notmaterial to Atos’ business model.

The Taxonomy Regulation has defined as OpEx (denominator)
direct non‑capitalised costs that relate to research anddevelopment, building renovation, short term lease,maintenance and repair, and other costs related to day‑today
servicing of assets property, plant and equipment that ensure
the continued and effective functioning of such assets.
For Atos, the total non‑capitalised costs in research anddevelopment, short‑term leases and maintenance and repair
amounts to € 586 million for the year 2023 (the denominator).
This represents less than 6% of the Group’s total OpEx of €10,226 million and it is not representative of Atos’ businessmodel.

Atos elects to use the exemption according to the Taxonomy
Regulation and reports 0 as numerator (Taxonomy‑eligible orTaxonomy‑aligned OpEx).

Proportion of OpEx Year N (4)OpEx (3)Economic Activities (1)Year

Code (2)Financial Year N

Text

Currency%

A. TAXONOMY‑ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy‑‑aligned)
N/A

N/A

OpEx of environmentally sustainable activities (Taxonomy‑‑aligned) (A.1)

0

0%

0

0%

Of which Enabling00%

Of which Transitional

00%

A.2 Taxonomy‑‑eligible but not environmentally sustainable activities (not Taxonomy‑‑aligned activities)
N/A

0

0%

OpEx of Taxonomy‑‑eligible but not environmentally sustainable activities (notTaxonomy‑‑aligned) (A.2)

N/A

0

0%

A. OpEx of Taxonomy eligible activities (A.1+A.2)

00%

B. TAXONOMY‑NON‑ELIGIBLE ACTIVITIES304

OpEx of Taxonomy‑‑non‑‑eligible activities

586

100%

Total

586

100%

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Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

Category (transitional activity)(20)

Category enabling activity (19)

Proportion of Taxonomy‑‑aligned(A.1) or eligible (A.2) OpEx,
year N‑‑1 (18)Minimum
safeguards (17)Biodiversity (16)

Pollution (14)Water (13)Climate Change Adaptation (12)Climate Change Mitigation (11)Biodiversity (10)Circular Economy (9)Pollution (8)Water (7)Climate Change Adaptation (6)Climate Change Mitigation (5)Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/ Y/N, N/
EL
EL
EL
EL
EL
EL

Circular Economy (15)DNSH criteria(“does not significantly harm”)

Substantial contribution criteria

E

T

5

E
T

EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL
N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

N/A

N/A

N/A

N/A

N/A

0%

N/A

N/A

N/A

N/A

N/A

N/A

0%

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Corporate Social Responsibility
Governance5.4.11 Tax Policy
5.4.11.1 Tax compliance
Atos is committed to full compliance with tax law and practicein countries where the Group operates. In this respect, Atos
pays taxes in the jurisdictions where business activities
generate taxable profits and value is created. This responsible
behavior is achieved in accordance with domestic andinternational rules and standards as well as applying theOECD (1) principles to transactions within the Group.
As a matter of principle, Atos does not encourage nor
promote tax evasion and the Group does not engage inaggressive tax planning schemes aiming at evading taxes.

5.4.11.2 Tax risk management
Given its global presence and the international nature of its
activities, the Group is exposed to tax risks relating mainly tothe various, complex and constantly changing tax regulations
to which it is subject.

legislation and the business of the Group. Atos does notpromotepresenceinjurisdictions
consideredasnon‑cooperative by the European Union except if thispresence is strictly justified by operational needs.

Atos seeks to reduce the level of tax risk arising from its
operations by ensuring that great care is applied in relation to
all processes which could affect compliance with its tax
obligations.

In the frame of its M&A activities, Atos performs tax due
diligences and, during the integration phase of the newly
acquired entities, aligns their practices with the Group’s tax
policy when necessary.

The Group has implemented internal processes to limit tax
risks. Towards tax management, the Group takes benefits ofavailable tax incentives, reliefs and exemptions in line with tax

Regarding reorganization projects, Atos Tax department andits external tax advisors are fully involved to monitor the
associated tax consequences.

5.4.11.3 Governance
The Tax Department, under the responsibility of the Group
Chief Financial Officer, is made up of trained tax experts
qualified by expertise (notably in International Taxation, M&A
and reporting) and situated either at Group headquarters or
according to geography, who ensure the application of tax law
and follow the development of tax standards. Whenever thecomplexity of given laws or situations requires it, Atos uses

external advisors to ensure that the appropriate tax treatment
is adopted.
In addition, the Tax Department maintains close relationships
with the various internal stakeholders to ensure that tax issues
are taken into account and that the applicable regulations areapplied consistently.

5.4.11.4 Tax transparency
Atos encourages relationships with tax administrations basedon exchange and mutual respect.
Where tax law is subject to interpretation, the Group may seeka written opinion from the relevant tax authority to support thedecision‑making process or may engage transparent
discussions to secure alignment on interpretation of tax rules.
Rulings may be also requested by Atos to secure the tax
treatment applied to significant and impacting transactions.

1) Organisation of Economic Cooperation and Development.

306

Universal Registration Document 2023

If, during tax audits, the Group’s positions are challenged by anadministration, Atos may have to defend its interest andconduct contentious proceedings.
The Group meets its obligation in respect of the“country‑by‑country reporting” (CbCR) and transfer pricing
documentation in view of the applicable law and OECD
guidelines. Atos also monitors the rules relating to the
mandatory disclosure requirements and any potential impactof the new Global Anti‑Base Erosion rule (“Pillar 2”) on its futureworldwide tax expense.

Corporate Social Responsibility
Governance5.4.11.5 Allocation of taxes and social contributions[GRI 201‑1]

9%

In 2023 the Group expenses related to taxes and social
contributions amount to € 1,051 million, including € 68.5
million of current corporate income tax.

GDC

The allocation by geography is detailed below:

Americas16%2%
Global structures

37%
Southern Europe

2%
Others14%
Northern Europe & APAC

20%Central Europe

5.4.11.6 Financial assistance received from government[GRI 201‑4]
In 2023, Atos received a total amount of € 81 million in
financial assistance from governments, including:(i)tax relief and tax credits;(ii)

subsidies;(iv) awards;(v) royalty holidays; and(vi) other financial benefits received from any government
for any operation.

(iii) investment grants, research and development grants,
and another relevant types of grant;

5.4.12 Policy influence
As a corporate citizen, Atos may have the opportunity to
discuss with decision makers and legislators and participate inpublic policy matters. In all circumstances, Atos maintains
transparency and integrity and complies with local laws, inparticular with respect to disclosing or registration
requirements aimed at ensuring transparency.
Atos is registered in the Transparency Register established by
the European Parliament and the European Commission, toensure transparency of the decision‑making process relating
to European policies by allowing for per scrutiny and ensuringthat the EU institutions are accountable.
As registrant, Atos commits to abide by the principles of theTransparency Register’s Code of Conduct setting thestandards of behavior to be adopted in all relations with the
EU institutions.

In France, Atos is registered in the Transparency Registerestablished by the "Haute Autorité pour la Transparence de la
Vie Publique (HATVP)", where affiliations to French
professional associations and activities similar to lobbying
actions towards French public officials are declared.
Atos prohibits payments to political parties or organizations, aswell as any indirect financing of political activities. All
contributions made by Atos are part of its philanthropic
activities and performed consistently with the Atos purpose(“raison d’être”) and commitments to improve access to
education and knowledge equality, increase the skills andemployability of youth, and work to include disadvantaged
communities into the digital world.
Details about Atos’ philanthropic contributions in 2023 areavailable in Section 5.3.8 “Corporate Community Investments”.

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5

Corporate Social Responsibility
Governance5.4.13 Governance Non‑‑Financial Performance Indicators[GRI 3‑3 Customer Privacy], [GRI 3‑3 Anti‑corruption], [GRI 3‑3 Atos specific indicators], [GRI 205‑1], [GRI 205‑2], [GRI 205‑3], [GRI 2‑29],[GRI 418‑1], [A10], [A12], [A3], [A17]The code of the standards intends to help Atos stakeholders
to locate indicators of interest across Atos monitoring
performance. It does not represent a complete overview ofAtos reporting or practices.

The following table provides issues and indicators relevant to
the Company business in the governance dimension, aligned
to the disclosures from the GRI Sustainability ReportingStandards, and aligned to the Sustainability AccountingStandards Board (SASB) standards for the “Software and IT
Services” industry.

Governance Dimension
2023

308

Standard code

Indicator NameGRI 2‑‑18

Corporate Governance

LFR.149

Are the roles of Chairman and CEO separated?
(Y/N)

GRI 2‑18

Attendance rate at Board meetings (%)

2022

Group

2023 PERIMETER(in %)

2021

Group

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Y

Y

Y

-

100%

-

100%

93,06%

96,50%

96,76%

-

100%

-

100%

LFR.150

Number of members of the Board of
Directors/Supervisory Board

9

14

13

-

100%

-

100%

LFR.150.1

Number of independent members of theBoard of Directors

5

8

6

-

100%

-

100%

GRI 405‑1

Percentage of female in Governance bodies(Board of Directors)

56%

57%

46%

-

100%

-

100%

G.Q11

Number of employee representatives among
the Board

2

3

3

-

100%

-

100%

LFR.162

Number of Board members of different
nationality than the company headquarters

5

8

7

-

100%

-

100%

LFR.197

Share capital held by members of the Board of
Directors (%)

0,01%

0,03%

0,03%

-

100%

-

100%

G.Q116

Number of members within the Group
Executive Board

8

10

20

100%

-

100%

-

GRI 405‑1_c16;
SASB
TC‑SI‑330a.3;
G.Q605

Share of women in the Group Executive Board

13%

20%

15%

100%

-

100%

-

LFR.173

Does your Sustainable Policy rely on the UN 17
Sustainable Development Goals (Y/N)

Y

Y

Y

-

100%

-

100%

A26

Governance to implement the CSR strategy

Qualitative Qualitative Qualitative

-

100%

-

100%

G.Q643Presence of the CSR manager at the executive
committee (or management committee)
Qualitative Qualitative Qualitative

-

100%

-

100%

GRI 2‑‑29

Client satisfaction and delivery capability

GRI 2‑29_c1

Group Overall Customer Satisfaction (all clients
part of strategic survey, in a scale from 0 to 10)

8.81

8.64

8.61

-

34%

-

48%

GRI 2‑29_c2.1

Net Promoter Score for our top 200 clients

66%

61%

56%

-

27%

-

43%

GRI 2‑29_c2.1

Net Promoter Score for all clients

74%

66%

65%

-

-

51%

A10

Initiatives regarding innovative services/
product developments

A27_B

Number of patents fulfilled during thereporting year

64

58

77

-

100%

-

100%

A10_c2.1

Clients perception to the innovation of Atos
people in the customer satisfaction surveys(average score from 1 to 10)

8.22

8.13

8.08

-

29%

-

43%

8.22

8.17

8.05

-

30%

-

43%

15

14

20

-

100%

-

100%

A10_c2.2

Clients perception to the Atos innovation in thecustomer satisfaction surveys (average scorefrom 1 to 10)

A12

Business partners & ecosystem

A12_A

Number of startups active during the reporting
periodUniversal Registration Document 2023

39%

Corporate Social Responsibility
Governance

2023
Standard code

Indicator Name

A3

Data Security Incidents

A3_c2

2022

2023 PERIMETER(in %)

2021

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Group

Group

Percentage of Open Security Incidents open vsclosed (in %)

5.1%

4.1%

3.1%

100%

-

100%

-

A3_c3

Percentage of employees who successfully
performed the Cybersecurity & Security
E‑learning

93%

91%

95%

92%

-

90%

-

A3_c4

Percentage of employees who successfully
performed the Data Protection E‑learning

92%

90%

88%

92%

-

90%

-

A3_c5; SASB
TC‑SI‑230a.2

Percentage of compliance to malicious code
prevention

99%

100%

100%

100%

-

100%

-

A3_c9; SASB
TC‑SI‑230a.2

Percentage of coverage of ISO 27001
certifications

99%

97%

98%

100%

-

100%

-

A3_c10Percentage of employees in situ for greaterthan 8 weeks with enforced Two‑Factor
Authentication

99%

99%

Not
disclosed

100%

-

100%

-

SASB
TC‑SI‑230a.1(1) Number of data breaches, (2) percentage
involving personally identifiable information(PII), (3) number of users affected

Qualitative Qualitative Qualitative

-

100%

-

100%

SASB
TC‑SI‑230a.2

Description of approach to identifying andaddressing data security risks, including use ofthird‑party cybersecurity standards
Qualitative Qualitative Qualitative

-

100%

-

100%

GRI 418‑‑1, SASB
Customer Privacy
TC‑‑SI‑‑220
SASB
TC‑SI‑220a.1

Description of policies and practices relating tobehavioral advertising and user privacy
Qualitative Qualitative Qualitative

-

100%

-

100%

SASB
TC‑SI‑220a.2

Number of users whose information is used forsecondary purposes

0

0

0

-

100%

-

100%

GRI 418‑1_A1,
SASB
TC‑SI‑220a.3

Total amount of fines exceeding€ 300 thousand paid by the company andresulting as the final and not appealable
outcome of a legal proceeding for breach ofdata privacy regulations

0

0

0

-

100%

-

100%

SASB
TC‑SI‑220a.3

Total amount of monetary losses as a result oflegal proceedings associated with user privacy

0

0

0

-

100%

-

100%

A17, GRI 205‑‑1,
GRI 412Supplier Screening

A17_A_c0

Number of strategic suppliers assessed by
EcoVadis and alternative assessments

198

190

149

-

100%

-

100%

A17_A_c1

Percentage of strategic suppliers evaluated by
EcoVadis and alternative assessments

79%

76%

61%

-

100%

-

100%

A17_A_c2

Total spend evaluated by EcoVadis andalternative assessments (in € million)

4,540

4,523

3,592

-

100%

-

100%

A17_A_c3

Total percentage of spend assessed by
EcoVadis and alternative assessments

73%

70%

68%

-

100%

-

100%

Universal Registration Document 2023

5

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5

Corporate Social Responsibility
Governance

2023
Standard code

Indicator NameGRI 204‑‑1

Proportion of spending on local suppliers

GRI 204‑1_A_c1

Percentage of local spending

GRI 205‑‑1

Operations assessed for risks related tocorruption

GRI 205‑1_c1

Number of "alerts" reported through Whistle
blowing systems

GRI 205‑‑2

Percentage of employees trained on the
Code of Ethics

2022

2023 PERIMETER(in %)

2021

Per
Group employee

2022 PERIMETER(in %)Per
Per
revenue employee

Perrevenue

Group

Group

84%

85%

79%

-

100%

-

100%

50

73

73

-

100%

-

100%

GRI 205‑2_E_b1

Number of employees who successfullycompleted the web based Code of Ethics
training

91,27095,125

91,134

92%

-

97%

-

GRI 205‑2_E_c1

Percentage of employees who successfullycompleted the Code of Ethics´ e‑learning

92%

89%

88%

92%

-

97%

-

GRI 205‑‑3

Actions taken in response to incidents ofcorruption

0

0

0

-

100%

-

100%

Number of claims with clients or suppliers
related to corruption (higher than
GRI 205‑3_A1_c2 € 300 thousand)GRI 2‑‑27

Compliance with laws and regulations

GRI 2‑27_a1

Total value of significant fines exceeding€300 thousand paid by the company andresulting as the final and not appealable
outcome of a legal proceeding

0

0

0

-

100%

-

100%

GRI 2‑27_b1;
SASB
TC‑SI‑520a.1

Number of significant fines exceeding€300 thousand paid by the company andresulting as the final and not appealable
outcome of a legal proceeding

0

0

0

-

100%

-

100%

SASB
TC‑‑SI‑‑520a.1

Competitive Behavior

SASB
TC‑SI‑520a.1

Total amount of fines exceeding€ 300 thousand paid by the company andresulting as the final and not appealable
outcome of a legal proceeding for breach ofanti‑competitive law or regulations

0

0

0

-

100%

-

100%

SASB
TC‑‑SI‑‑550a.2

Systemic Risk Management

SASB
TC‑SI‑550a.2

Description of business continuity risks related
to disruptions of operations
Qualitative Qualitative Qualitative

-

100%

-

100%

GRI 201‑‑4

Financial assistance from governments

GRI 201‑4_A_c1

Financial assistance from governments(in € million)

-

100%

-

100%

81

96

86

GRI 2‑29: “Net Promoter Score”: Percentage of “Promoters” minus Percentage of “Detractors”. “Promoters” are ready to recommend Atos (score of 9 or 10
answering the recommendation question); “Detractors” are not likely to (score below or equal to 6).
GRI 2‑29, A10_c2 : Coverage declined slightly as the Group modified the criteria for Top Clients. Previously, this category included Globally Integrated Accounts,
Global Accounts, and Local Strategic Accounts, resulting in a total of 249 accounts. Now, it specifically comprises the 200 largest clients based on External
Revenue Actuals.
LFR.150, LFR.150.1, GRI 405‑1, G.Q11, LFR.162, LFR.197: Information as at December 31, 2023. Please see section 4.2.3 for updated information taken into accountthe composition of the Board of Directors as the date of publication of this Universal Registration Document.
GRI 405‑1 regarding “Percentage of female in Governance bodies (Board of Directors)”: 56% (5 out of 9). 57% (4 out of 7) pursuant to the legal ratio. In accordancewith art. L. 225‑23 and L. 225‑27‑1 of the French Commercial Code, the Director representing the Employee shareholders and the Employee Directors are nottaken into account to determine the ratio of gender diversity on the Board of Directors.
GRI 405‑1_c16, SASB TC‑SI‑330a.3, G.Q605: The Group Executive Board refers to Atos top management team leading Group vision and defining strategy. Made upof the most senior managers in the organization.
A17, GRI 205‑1: Information contains data provided by EcoVadis and alternative assessments similar to EcoVadis. This kind of assessments serve Atos to monitor
the total number and percentage of operations assessed for risks related to corruption and identified significant risks. Those assessments are not only on
corruption, but also on human rights and environment.
GRI 205‑2: The Code of Ethic´s training exclude temporary and external employees (guests, interns, sub‑contractors), inactive employees, the new joiners arriving
between October and December, and employees without access to Atos systems.
GRI 418‑1_A1, SASB TC‑SI‑220a.3: The threshold to report the complaints is € 300 thousand.

310

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Corporate Social Responsibility
Non‑Financial Performance Statement

5.5 Non‑‑Financial Performance Statement
Since 2010, Atos performs a yearly Materiality Assessment to
identify main non‑financial challenges for the Company taking
into account stakeholders’ expectations. From the materiality
assessment, a set of non‑financial risks and opportunities are
identified and aligned with the overall risk identification
process in Atos (Enterprise Risk Management detailed in
section 7.1.1). The table below presents the Non‑Financial
Performance Statement, namely the references to easily findthe Business Model of Atos, its non‑financial risks andopportunities, the policies and mitigation actions to address
them and the main Key Performance Indicators (KPIs) used tomonitor its implementation. The overall approach follows up
the principles of International Integrating Reporting
Committee (IIRC), from the Company strategy setting into
operations.

NFPS Themes

Description

Related Section

Business Model

Based on the multi‑capital IIRC model, Atospresents its value creation over time.

2023 Universal Registration Document,Group overview/Business model

Risks Assessment

With an integrated approach, Atos presents its
2023 Universal Registration Document, 7 Risks
overall set of Risks, including the non‑financial ones. analysis, 5.2.3, 5.4.6.1, 5.4.7.2, 5.4.8.3, 5.4.8.4

5

Universal Registration Document 2023

311

5

Corporate Social Responsibility
Non‑Financial Performance Statement

Atos Challenges

Non‑‑Financial
Risks

Natural disasters
and extreme
eventsEnvironment

312

Energy andcarbonemissions,
Potentialchanges inregulations
linked to ClimatechangeRelevantfor Atos

RelatedOpportunities

Descriptions

Policies and
Mitigation Actions

Main KPIs

X

As a result of an exposure
to the environmental
disasters (flood,
hurricanes, fires, extreme 2023 Universal
Resilience ofpollution, etc.) intensified Registrationsites andDocument 5.2.3.2
by climate changes, theactivities to host
Main
Company could becritical IT
climate‑relatedmaterially adversely
services
affected if the organization risks
is not effectively preparedto face/or recover fromthe effects of the disasters.

A20
Natural disasters

X

Committing to reduce
Operationalenergy consumption andefficiency and2023 Universal
carbon footprint andcost reduction,
Registration
following the recent
Document 5.2.3
Attractiveness ofInternational Climate
Risks andeco‑friendly
Agreements the Company
opportunities
offers andcould be materiallyrelated topromotion ofadversely affected if it fails
environment
sustainable
to rapidly scale up its
solutions
reduction efforts.

GRI 302 Energy,
GRI 305
Emissions,
GRI 201‑2
Financial
implications andother risks andopportunities
due to climatechange

The finitude of resources,
especially the rare raw
2023 Universal
materials used in electrical
Registration
components, constitute a
Document 5.2.7.1
challenge for the industry,
Waste and
which will have to adapt
e‑waste, circularand develop new
economy andsolutions linked withrecycling
eco‑design andactivities
management of end‑of‑life
products.

A19 Waste
Electrical andElectronic
Equipment(WEEE)

Circulareconomy

NFPS

Positive impact
for the planet

Animal welfare

NFPS

N/A

Responsible food

NFPS

N/A

Waste and foodinsecurity

NFPS

N/A

Universal Registration Document 2023

Corporate Social Responsibility
Non‑Financial Performance Statement

Atos Challenges

Non‑‑Financial
Risks

Key People
retention andacquisition

Skillsenhancement
and performance

SocialPeople Care and
HealthCollective
agreements theirimpacts on the
Company’s
economic
performance andthe employees’
working
conditions

Relevantfor Atos

X

RelatedOpportunities

Peopleengagement

Policies and
Mitigation Actions

Within a highly
competitive labor market
and as most of the Group’s 2023 Universal
value is based on Human Registration
Document 5.3.2
capital, the Company
Talent attraction
could be materiallyadversely affected if it fails and retentionto:P acquire the Talents anddigital experts;
P retain and motivate
essential qualified staff; 2023 Universal
P achieve up/reskilling of Registration
the employees;
Document 5.3.3.
P meet the expectations
Skillsmanagement
regarding wellbeing atandwork, personal
development
development, fair andattractive Company
culture.

Main KPIs

GRI 404‑3
Careerdevelopment
monitoring
GRI 401‑1
Employee Hiring

GRI 404‑1
Average training
hours peremployee

X

People’s careerdevelopment

X

Wellbeing at work
allowing personal
Collaborative
2023 Universal
development andA2environment andRegistration
developing a fair and
Employeebeing aDocument 5.3.4
attractive Company
satisfaction
responsible
culture remain important, Employees
employer by
especially when working Health, Safety
leveraging
and Wellbeing at GRI 403‑9 Global
conditions are modified
wellbeing at
absenteeism rate
workwith work from homework
becoming standard due tothe pandemic.

NFPS

As a result of being
2023 Universal
internationally located, theRegistration
Company could beDocument 5.3.7
materially adversely
Employeeaffected if it fails to protect
Engagement
its employees.

Being aresponsible
employerFight against
discriminationand promote
diversity

Descriptions

NFPS

Being exposedinternationally with
2023 Universal
violations of human rights,
Registration
the Company could beDocument, 5.3.5
materially adversely
Diversity, 5.3.6
affected if it fails to
Accessibility andmaintain the business
Digital Inclusion
integrity and ethicalbehavior.

GRI 404‑2
Programs for
upgradingemployee skills

5

GRI 2‑30
Collective
bargaining
agreements

GRI 405‑2
Salary rate
between womenand men
GRI 405‑1
Diversity and
Equal
Opportunity
GRI 401‑2
Benefits toemployees

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5

Corporate Social Responsibility
Non‑Financial Performance Statement

Atos Challenges

Non‑‑Financial
Risks

Socialcommitments infavor ofsustainable
development

Cyber attacks

Relevantfor Atos

RelatedOpportunities

Client’s dataprotection

NFPS

X

X

Marketenvironment

314

As a result of theinternational exposure of
the Group, the sensitivityof activities, andincreasing sophisticationof cyber‑crime, theCompany could bematerially adversely
affected if it fails to timely
prevent and react tocyber‑attacks, maintain
availability or continuity inservices for internal andexternal businessactivities.

2023 Universal
Registration
Document
7.2.3 IT Security
risks:
cyber‑attack,systems security
and data
protection

Main KPIs

LFR.173
Sustainable
policy rely on the
UN 17
Sustainable
Development
Goals

A3
Data security
incidents

A3
Data security
incidents

X

Operational
2023 Registration
Controlling andexcellence /processing data being the Document 5.4.4
Reputation
resilience / Legal core of Atos business, the Security and dataprotection, 5.4.5
Company could be
and internal
Ethical andmaterially adversely
controlaffected if it fails to protect trustworthy
mechanisms /Client’s data and therefore management ofTrust anddata, 7.2.3.3 Data
to comply with Data
complianceProtection requirements. protection
throughout thevalue chain

GRI 418‑1
CustomerPrivacyX

Qualitative
delivery quality
and competitive
advantage2023 Universal
Registration
Document 7.2.1
As a result of evolving
client preferences and IT Financial andoperational risks:
services being a critical
Implementation
element for theof the assets
performance of clients’disposalbusiness development,
program,the Company could be
Financial rating,materially adversely
Liquidity andaffected if it fails togoing concern,
adequately deliver andmanage client relationship Customer
relationship &delivery quality.

GRI 2‑29
Clientsatisfaction anddeliverycapability

Powerfuleco‑system

The activity of the Group isdepending on the demand
fluctuation in the different
2023 Universal
markets of its clients.
Registration
Volatile, negative, orDocument 7.2.4.1.
uncertain economic
Marketconditions and patterns ofenvironment,
economic growth in the
5.4.3 Researchmarkets Atos serves could
and Innovation
adversely affect clientdemand for Atos’ services
and solutions.

A12
Business
partners andEcosystem

Governance

Clientrelationship,delivery quality

Policies and
Mitigation Actions

Committing to encourage 2023 Universal
Registration
sustainable actions, theDocument 5.1.4
Company could be
Atosmaterially adversely
affected if it fails to rapidly stakeholders’approach andscale up its reduction
engagement
efforts.

Cyber andadvancedsecurity offering
Systems security(reliability andcontinuity)

Descriptions

X

Universal Registration Document 2023

Corporate Social Responsibility
Non‑Financial Performance Statement

Atos Challenges

Non‑‑Financial
Risks

Relevantfor Atos

Innovation andclient digitaltransformation

Regulation andcompliance

Human rights

Tax evasion

Descriptions

Policies and
Mitigation Actions

Main KPIs

As a result of the swift
evolution of disruptive
2023 Universal
new and emerging
Registration
technologies, theDocument 7.2.4.2
Company could be
Innovation andmaterially adverselyIntellectual
affected if it fails toproperty, 7.2.4.3.
develop and innovate at
Customer digital
the speed required to taketransformation
advantage fromand business
innovations, digitalization,model disruption
new patent creation andregistration.

X

Sustainabledigitaltransformation
and Businessreinvention

X

Operational
excellence /As a result of regular local
Reputationand global changes inresilience / Legallaws and regulations inand internal
multiple areas, thecontrolCompany could bemechanisms /materially adversely
Trust andaffected if it fails to timely
compliancecomply with them.
throughout thevalue chain

X

Being exposed
Reputation
resilience / Legal internationally withevolving regulations, theand internal
Company could becontrolmaterially adversely
mechanisms /affected if it fails toTrust andmaintain the businesscomplianceintegrity and ethicalthroughout the
behavior.
value chain

Governance

Bribery andcorruption

RelatedOpportunities

2023 Universal
Registration
Document 5.4.7
Ethics andCompliance,
5.4.8 VigilancePlan, 7.2.5.1
Regulation andcompliance

A10
Initiatives
regardinginnovative
services/
Product
developments

GRI 2‑27
Compliance withlaws andregulations

GRI 205‑1
Operations
assessed forrisks related tocorruption
GRI 205‑3
Actions taken in
response toincidents ofcorruption

NFPS

Being exposedinternationally withviolations of human rights,
the Company could bematerially adversely
affected if it fails tomaintain the businessintegrity and ethicalbehavior.

2023 Universal
Registration
Document 5.4.9
Human Rights

A17 Supplier
Screening

NFPS

As a transnational Group,
Reputation
2023 Universal
resilience / Legal the Company could be
Registrationmaterially adversely
and internal
Document 5.4.11
affected if the organization
control
Tax Policy
is not effectively prepared.
mechanisms

GRI 201‑1
Allocation of
taxes

5

X: Relevant risk for Atos.
NFPS: Compliant with French Non‑Financial Performance Statement (DPEF (1)), but not identified as a main non‑financial risk for Atos.
N/A: Not Applicable to Atos, not relevant for its activity.

1) Déclaration Performance Extra Financière.

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5.6 Information about the report
5.6.1

Scope of the report[GRI 2‑4], [GRI 2‑5]This section describes the scope of Atos 2023 Universal
Registration Document and the guidelines on which it is5.6.1.1

French legal requirements related to the Corporate Responsibility Reporting

With the Déclaration Performance Extra Financière (DPEF),
French companies must report a greater amount of
information related to corporate responsibility.
With the materiality methodology, Atos has defined
objectively and according to the practices of reporting within
IT sector the list of information which is “material” and needs

5.6.1.2

to be reported, and the list of the one for which a justificationof its omission must be given.
This methodology enables the external auditors, who certify
the presence of the information and the fairness of thejustification, to produce their Audit Report in accordance with
French law.

Respect of the AA1000 standard

Atos uses the AA1000 SES (2015) standard as a framework to
structure its stakeholder dialogue, in alignment with thefollowing principles:

Inclusivity
Collecting and integrating the opinions of Atos stakeholders is
key in defining Atos materiality assessment and main
challenges. To ensure the Atos corporate responsibility
strategy meets the expectations of its stakeholders(employees, clients, partners, suppliers, and shareholders),
regular meetings, discussions, and surveys are organized toshare views and receive input relating to different areas ofconcern. The aim is to work together and by doing so tocreate a more sustainable environment for Atos, its main
partners, and the community as a whole. The working
meetings with the Societas Europeas Council (SEC) remains animportant component of the regular consultation process.

Materiality
The sustainability challenges considered to be the mostsignificant for Atos activities are selected on a yearly basis.
Atos materiality assessment process is described thoroughly316

based. It also addresses how Atos reports according to
globally accepted reporting standards, and the process used
to obtain the information presented in this report. The external
assurance is disclosed in section 5.6.2 [GRI 2‑5].

Universal Registration Document 2023

in section 5.1.5. The materiality assessment is establishedbased on Atos’ stakeholders’ expectations as well as Atos’internal prioritization which is developed based on objective
criteria related to its markets, opportunities, and actions.

ResponsivenessSince 2013 (2012 results) the Atos Registration Document has
contained the extra‑financial KPIs that Atos monitors,
highlighting the sustainability challenges and focusing on thematerial KPIs. Since 2013, Atos has had a steady commitment
to adhere to Integrated Reporting international principles. Atos
aims to have a constructive reporting environment toarticulate its strategy in order to drive performance internallyand better explain to investors the value creation over time.

ImpactSince 2018 (2017 results) Atos has carried out an impact
valuation assessment with the objective to measure the most
relevant externalities. This analysis seeks to explain the most
relevant impacts that Atos is monitoring, measuring, andaccountable for in terms of how their actions affect theirbroader ecosystems.

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5.6.1.3

Alignment with GRI Sustainability Reporting Standards and Sustainability
Accounting Standards Board (SASB)[GRI 3‑3 Anti‑Corruption], [GRI 3‑3 Energy], [GRI 3‑3 Emissions], [GRI 3‑3 Employment], [GRI 3‑3 Training and Education], [GRI 3‑3
Occupational Health and Safety], [GRI 3‑3 Customer Privacy], [GRI 3‑3 Atos specific indicators]
In 2020, Atos conducted a material analysis with a third party
and aligned with GRI Standards in order to confirm theprioritization of its sustainability issues.
The interviews, conducted by the expert third party, evaluatedthe importance of each topic in relation to its significance for
Atos’ business strategy, its relationship to existing regulations
as well as its link with targets set by the Atos Group.
Material issues are validated by the members of the Corporate
Social Responsibility Program and approved by the Group
Executive Board.
The materiality matrix presented in section 5.1.5 emphasizes
the prioritization of Atos’ corporate responsibility matters andrestructures the disclosed information into the ESG
dimensions of Environment, Social, and Governance. The
topics disclosed there remain material and relevant for theCompany for the reporting period 2023.
Atos reports in accordance with the GRI Standards within this
Universal Registration Document providing information on
general disclosures, on the management approach for each

5.6.1.4

material topic, and on the requirements of the GRI
topic‑specific disclosures that match with the material topic
identified in the last materiality assessment. Additionally, otherrelevant Atos‑specific indicators are disclosed. Atos also uses
the industry‑specific sustainability accounting standards for
Software and IT services developed by SASB, for additionallyidentify a set of ESG issues most likely to impact the financial
condition of the Company. With those main frameworks andother best practices, Atos aims to demonstrate that thenon‑financial performance disclosures are accurate andextensive in line with the requirements of the GRI Standards
and the SASB Standard.
Atos has applied the “Guidance on Defining Report Content”
following the Principles of Materiality, Stakeholder
Inclusiveness, Sustainability Context, and Completeness.
Atos is committed to transparent and public reporting onsustainability. This report covers the period from January 1,
2023, to December 31, 2023, in a comparable period (one year)
to the previous 2022 report. [GRI 2‑3]

Process for defining report content

The selection of the corporate responsibility topics andindicators is aligned with Atos’ business strategy and based ona materiality assessment (See section 5.1.5). Atos’ corporate
responsibility strategy includes a prioritization of topics which
is an essential requirement for the internal foundation of the
Corporate Social Responsibility Program follow up. At thesame time the Atos CSR experts align the reporting to the“Software and IT Services” industry standard of the
Sustainability Accounting Standards Board (SASB), using theadvantage that a sector‑specific standard could provide to
Atos stakeholders focusing on disclosures and sector‑specificindicators.
The GRI Content Index table can be found in the Atos website,
within the Corporate Social Responsibility section. It states
which subjects have been considered applicable andincluded in the report. The required profile information and an
overview of the management approach for each indicator
category is also provided.

Reporting scope for the indicators resulting fromthe materiality study[GRI 2‑2]
The corporate responsibility perimeter (entities under scope)
includes the same entities included in the consolidated
financial scope on December 31, 2023.
Atos obtains its corporate responsibility data from internalmeasurement and from external sources (third parties).
For the year 2023, the Atos Group is organized as indicated in
Note 18 “Consolidation scope as of December 31, 2023: main
entities”. [GRI 2‑2]
On the basis of this context, the perimeter (countries underscope) of the indicators does not vary significantly from the2022 reporting period. The table of indicators at the end of theEnvironmental, Social and Governance sections specify theperimeter associated to each indicator.

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5.6.1.5

Methodological detailed information

Detailed information related to the restatements
of information[GRI 2‑4]
No restated information from last year, on Fiscal Year (FY) 2023
reporting.
Detailed explanation of the change in data center electricity
consumption reporting[GRI 302‑1]
In 2023, Atos changed its approach to collecting data onelectricity consumption in data centers. Electricity
consumption in the data centers is no longer based on
invoices as in previous years. Instead of relying on half‑yearlyreports from local data center managers, Atos has collected
this information from the central Global Operation PracticeData Centers & Hosting (GO DC&H) team. This team carries
out monthly monitoring and updates for all data centers, both
Atos‑owned and collocated.
In collocation data centers, where Atos uses only part of theavailable space and operational management is outsourced,
the volume of electricity consumption specifically related tocooling systems (and other infrastructure equipment)
associated with the IT equipment used by Atos may be either
overestimated, underestimated, or even unavailable.
To offer more accurate reporting for these collocation centers,
and to take into account this volume of electricity
consumption linked to cooling and other equipment, a volumeof 70.9% has been added to the electricity consumption of theIT equipment. This volume is based on the average Power
Usage Effectiveness (PUE) of these data centers (1.7090). The
PUE, a measure defined by the Green Grid, is the industry
standard indicator used to measure and monitor the energy
efficiency of a Datacenter.
This adjustment has not been made in Atos‑owned data
centers, where the data already takes all consumption into
account.

Detailed information regarding GHG emissions
reporting, Scopes and KPIs
[GRI 305‑1], [GRI 305‑2], [GRI 305‑3], [GRI 305‑4], [GRI 305‑5]
Atos is applying the GHG protocol methodology for all GHG
Scopes (Scopes 1, 2, 3). The GHG Protocol, developed by theWorld Resources Institute (WRI) and the World BusinessCouncil on Sustainable Development (WBCSD), sets theglobal standard for how to measure, manage, and reportgreenhouse gas emissions. [GRI 305‑1_E, GRI 305‑2_D, GRI
305‑3_F, GRI 305‑5_D]
The reporting period covers the calendar year (January 1 to
December 31). [GRI 2‑3]
The chosen consolidation approach for emissions is based on
operational control.
The Group's overall perimeter can progressively change toinclude acquisitions and exclude divestitures or to include or
exclude products/services and activities. As well thegeographical perimeter can progressively change to include
or exclude additional countries. [GRI 305‑1_D]

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As defined within the GHG Protocol, Atos emissions are
sub‑categorized between Scopes 1, 2, and 3.
The gases included in Scope 1 [GRI 305‑1_A], in Scope 2 [GRI305‑2_B] and in Scope 3 [GRI 305‑3_A, GRI 305‑4_D, GRI
305‑4_B] are CO2e.
Atos is not producing any biogenic CO2 emissions. [GRI305‑1_C, GRI 305‑3_C]
The data collection related to the environmental indicators
involves all the Regional Business Units. In 2023, with few
exceptions, countries provided the necessary information to
calculate a reliable estimation of their energy consumption
and carbon footprint. For the least consuming countries,
representing a total of around 4% of the Group's energy
consumption, the estimates made in 2022 have been replacedin 2023 by local collection of actual consumption data.
As indicated in footnotes to indicators GRI 305‑4, the GHG
emissions intensity for the operational perimeter (Intensity ofAtos Carbon Operational Perimeter) is calculated with thedata provided by a certain number of countries; thedenominator used is 91,618 employees and € 10,358 million ofrevenue which represents the company’s weighted coverageof over 98% of both the total employees and the company
revenue. The intensity of all GHG emissions is calculated withthe total number of employees (94,231) and the total revenue(€ 10,693 million) which represent the company’s coverage of
100% per employee and revenue.
The conversion factors have been adjusted to the type offossil energy consumed (fuel oil, diesel, gas) and according to
the countries for electricity and district heating.
Location‑based conversion factors are based on Defra and theInternational Energy Agency (IEA).
Market‑based conversion factors used for renewable energy
and Renewable Energy Certificates (RECs) are set to zero.
The methodology put in place in 2021 to estimate emissions
related to refrigerants has not changed in 2023. In 2023, only
the premises considered (office and data centers) have been
updated.
Since 2021, to clarify the reporting and to be better alignedwith the GHG Protocol guidelines all emissions related toenergy consumption previously reported in Scope 3 arereported in Scope 1 (all fossil fuel emissions) and in Scope 2(all electricity and district heating emissions). Previous years
were recalculated and reported accordingly.
As indicated in footnotes to indicators GRI 305‑4, GRI 305‑5,
the Atos’ “Carbon Operational Perimeter” includes emissions
under control or direct influence. All emissions from Scope 1(fossil fuel regardless of whether it is paid by Atos or by thelandlord, Atos car fleet and refrigerants) and emissions fromScope 2 (electricity and district heating regardless of whether
it is paid by Atos or by the landlord) and emissions fromScope 3 category 6 (business travel). An external audit covers
the full Atos’ Carbon Operational Perimeter with a quantitative
validation on scopes 1, 2 and 3 category 6.

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To cover all the emissions linked to its supply chain (Scope 3),
Atos uses monetary emission factors (euros to CO2e). Whenavailable, these emission factors come directly from suppliers(for example, audited and published in their annual reports oron external sites such as CDP). When unavailable, Atos uses
monetary emission factors proposed by ADEME (1). Since 2019,
these emission factors have been adjusted to include
emissions linked to the local energy mix of the main countries
where Atos purchases are made (France, USA, UK, Germany,and the rest of the world). In 2023, the ADEME emission
factors have been updated to take account the inflation overthe period 2019‑2022. Over this period, inflation rates were
9.8% for France, 13.6% for Germany, 15.7% for the USA, 14.3% for
the UK and 20.2% for the rest of the world (2).

P the impact of inflation on some monetary emission factors

Detailed information on the evolution of
calculations carried out and methodologies used
for GHG emission KPIs

P the use of the latest annual carbon data released by Atos

The carbon accounting uncertainties are widely described by
the GHG Protocol, the IPCC, and by all carbon organizations
and experts (3). These uncertainties are linked to the existingaccounting tools and methodologies, to the conversion rates
from energy to carbon emissions or to the cascading
estimations made along the subcontracting chains. For thisreason, the results must be considered with the necessary
hindsight and progress must be analyzed consideringdevelopments over several years. This state of affairs
concerns all market players and is not specific to Atos.

P the level of precision for the emissions reported by many

Regularly, new methodologies are published by theseorganizations and carbon experts to keep pace with the latest
science, advance carbon accounting, reduce uncertainties
and improve the overall reliability of results. Atos is also taking
an active part in these developments for example bydeveloping carbon data platforms.
Concretely, the years to come will continue to bring moreaccurate methodologies, refined conversion factors, improved
data sources and actual data from new carbon assessments
and this will guarantee the best possible results both at the
global and local level. For example, between 2019 and 2023,
Atos, Scope 3 calculations have already evolved, and willcontinue to improve in line with progress linked to a set offactors:
P the impact of crisis or specific events (e.g., Covid‑19 having

an impact on emissions related to homeworking andcommuting);

used to convert Euros of spend in CO2e (e.g., for the supply
chain emissions calculations);

P thegeolocation of carbon emission
considering the places of purchase);factors(e.g.,P the development of new specialized or sectorial databasesor the updating of existing databases offering more precise
emission factors;

P the progress made in carbon accounting methodologies toreduce uncertainty levels and improve the quality ofcarbon data;

P the use of smart proxies with more precise emission data to

represent consistent categories of goods and services;suppliers (e.g., audited and published in their own annual
reports or published on external sites such as CDP);

contributors to Atos Scope 3 emissions (clients, partners,
suppliers…);

P the capacity of the suppliers to deliver specific data for the

specific goods and services Atos purchases (e.g., following
new CO2 results of life cycle assessments);

P the gradual replacement of the products and services Atos

uses by new products and services with lower carbon
footprint;

P in addition, Atos’ emissions can be impacted by the Group’s

acquisitions or divestitures. To compare different years onequivalent perimeters, it is necessary to reintegrate or
exclude the absolute emissions associated with thesetransformations.

As demonstrated through the progress made between 2019and 2023, Atos makes its best effort in the accounting andreporting of its GHG emissions. Atos uses recognized data
sources and conversion factors such as Ademe or theInternational Energy Agency (IA) and strives to apply the best
methodologies currently available.
The data sources, the methods used, and the calculations
performed by Atos are shared each year with an external
auditor. To date, carbon data has passed a quantitative audit
including category 6 of scope 3, and the rest of Scope 3 wasverified through a qualitative review.

1) https://base‑empreinte.ademe.fr/documentation/base‑carbone2) https://www.imf.org/external/datamapper/PCPIPCH@WEO/WEOWORLD
3) See GHP Protocol guidelines: “Corporate Value Chain (Scope 3) Accounting and Reporting Standard”. See all occurrences of “uncertainty” in the
document and see Section B. Uncertainty in Scope 3 Emissions Page 126.

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Detailed information regarding Science‑‑Basedtargets and KPI baselines realignment[GRI 305‑1], [GRI 305‑2], [GRI 305‑3], [GRI 305‑4]
The Science‑Based Targets initiative (SBTi) is a collaboration
between CDP, the United Nations Global Compact, World
Resources Institute (WRI) and the World‑Wide Fund for Nature(WWF). The SBTi defines and promotes best practices inscience‑based target settings and independently assesses
companies’ targets.
Science‑based targets are emissions reduction targets in linewith what the latest climate science says is needed to meetthe goals of the Paris Agreement – to limit global warming towell‑below 2 °C above pre‑industrial levels and pursue efforts
to limit warming to 1.5 °C. Science‑based targets are emissions
reduction goals in line with what the latest climate sciencesays is needed to prevent the worst impacts of climatechange. Science‑based targets show companies how muchand how quickly they need to reduce their greenhouse gas
emissions in order to be consistent with keeping warming
below the most dangerous levels.
The rapid transformations ongoing in the Atos Group bothinternally and externally (acquisitions or divestitures) have a
direct impact on its energy and carbon emissions. Newchanges in geographic areas (with specific local energy mix),in activities and production capacities or in intensity profiles(e.g., new industrial business versus services) must be
considered. To accommodate these changes, stay in line withthe reality of the Company and compare similar scopes, Atoscan realign its absolute (1) and intensity baselines. Concretely,
to be able to compare the different years over an equivalent
perimeter, it can be necessary to reintegrate or exclude theemissions associated with these transformations. No
realignments were done in 2021, 2022 and 2023.

Detailed information regarding Atos 2021
Sustainability‑‑Linked Instrument Framework
amendments to the KPI‑‑SPT Reference Base
As mentioned in the 2021 Sustainability‑Linked Financing
Framework, “We reserve ourselves the right to conduct
amendments to the KPI‑SPT Reference Base, in case of any
M&A activities or changes to the calculation methodology 29
for the KPI, which are appropriate in light of such activity orchange and the nature of the KPI. The adjustment mechanism
allows for a revision of the KPI‑SPT Reference Base fromwhich the SPT derives by an amount up to the ratio of thechange in relative tCO2e Atos records as a result of theacquisition, merger, divestment, significant changes in data
due to better data accessibility and/or changes in thecalculation methodology as detailed in Atos 2021 URD
Section 5.2.5.1 (Reduction of carbon emissions). In addition,
new products/services and activities may trigger a
re‑baselining. The purpose of this mechanism is to (i) ensurethat a development of the Atos Group through M&A activity is
not preventing Atos from achieving its set sustainability
performance target, (ii) allow the inclusion of newly acquired
businesses in the scope of Atos’ ambitious reduction targetsand (iii) cater for evolution in the principles and standards
which govern the items which are included in the KPI and toensure alignment of the monitoring of KPI and disclosure andreporting standards to which Atos is subject. In case ofchanges to the Framework, the KPI and SPT set out in thisFramework will remain applicable throughout the tenor of any
Sustainability‑Linked Instrument issued under this Frameworkin the form prevailing at the time of issuance of the respective
Sustainability Linked Instrument, regardless of any
subsequent changes to Atos’ sustainability strategy orchanges and future updates of the Framework, independentof whether they are driven by changes in the relevant
principles or Atos’ corporate decisions".
Atos 2021 Sustainability‑Linked Financing Framework isavailable on Atos website (2).

1) https://atos.net/content/investors‑documents/2021/atos‑slf‑framework.pdf2) https://atos.net/content/investors‑documents/2021/atos‑slf‑framework.pdf

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Detailed information regarding energy indicators[GRI 302‑3]
For energy and travel emission sources, site‑related data arecollected at the site level, and then consolidated with travel
data collected at the country level. The data is thenconsolidated at the level of the Regional Business Unit andthen at the Global level [GRI 305‑1].
Atos does not sell electricity, heating, cooling, or steam tothird parties.
For the energy intensity ratios, the types of energy included
are electricity, gas, district heating, backup generator fuel(diesel and fuel oil).
The energy intensity ratio per employee is calculated by
dividing the absolute energy consumption during thereporting year (the numerator) by the total headcountregistered at the end of the financial year (December 31) for all
countries within the scope.
In the energy intensity ratio per million‑euro the denominator
for revenues corresponds to the revenue of countries
included into the Office and Datacenter scope for 2023.

Detailed information related to Human Resourcesindicators[GRI 3‑3 Employment], [GRI 3‑3 Training and education]
All the Human Resources indicators derived from the HR
Information System (GRI 401‑1, GRI 401‑2, GRI 401‑3, GRI 404‑1,
GRI 404‑2, GRI 404‑3, GRI 405‑1, GRI 405‑2, GRI 202‑1, GRI
202‑2, and A6) are based on an extraction made inJanuary 2024. The data within those systems undergoes
continuous updates, which means that it may differ from theinformation extracted at a specific point in time. However, thisdiscrepancy is not significant.

Detailed information related to average training
hours per employee[GRI 3‑3 Training and education]
The are two overviews of indicators related average hours of
training per employee per year: one includes the overview offormal training, and another includes the formal together with
the informal training.
P Formal training: all planned or unscheduled learning

activities accessed through the learning management

system, or reported therein by an individual learner. It
includes self‑directed e‑learning, instructor‑led trainings ina classroom or virtual classroom or a public event where
the attendance can be proven. The scope of this indicator
includes “internal employee” categories, such aspermanent and temporary, full time and part time, direct
and indirect employees. Excluded from this scope are any“external
employee”
categories,
suchas“subcontractors” (including interims) and “interns”.
P Informal
training: consists of learning activities
self‑declared by employees and approved by their
managers in the time sheet system. Since the register ofhours is based on the time sheet system, all indirect
employees are excluded because they do not use the time
application. The Direct and Indirect categories allow
classification of the total workforce based on defined roles.
Indirect people refer to any employee not billable to an
external customer. They are not directly involved increating solutions, products, or services delivered tocustomers.
The calculation of the “average training per employee” isbased on the average headcount at three specific moments intime (on the 31/12/2022, 30/06/2023 and 31/12/2023). This
includes the hours registered in the Atos formal training tools
and also the hours registered as informal training(self‑directed training not accessed through the Atos´ learning
management system). The categories of employees such as
subcontractors (including interims) and interns are excluded
from the scope.

Detailed information related to ISO 27001 Audits[A3], [GRI 3‑3 Atos specific indicators]
The percentage coverage of ISO 27001 certifications
demonstrates the number of applicable units that maintained
ISO 27001certification (MSC (1)) or are currently in onboarding
process for ISO 27001 MSC in relation to the number of all
Atos applicable units. A unit is a legal entity at particularlocation. An applicable unit is a unit with 500 of more
employees or which has client or legal requirements tomaintain ISO 27001 certification.
The objective is to ensure that the 75% of all applicable Atos’units maintain current ISO 27001 certification in the reporting
year, which ensure compliance with the ISO Information
Security Management Standard and demonstrates high levelof security, data protection and client privacy approach at
Atos.

1) Multisite Certification or local certification.

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5.6.2

Report of one of the statutory auditors, appointed as independent third
party, on the verification of the consolidated non‑‑financial statement[GRI 2‑5]
Year ended December 31, 2023
This is a free English translation of the report by one of the Statutory Auditors issued in French and is provided solely for theconvenience of English‑speaking readers. This report should be read in conjunction with, and construed in accordance with, French law
and professional standards applicable in France.
To the Shareholders’ Meeting,In our capacity as Statutory Auditor of Atos S.E (hereinafter the“Entity”), appointed as independent third party (“third party”)
and accredited by the French Accreditation Committee(Cofrac),under
number 3‑1886(Cofrac
Inspection
Accreditation, scope available at www.cofrac.fr), we haveconducted procedures to express a limited assurance
conclusion on the historical information (observed or
extrapolated) in the consolidated non‑financial statement,

prepared in accordance with the Entity’s procedures(hereinafter the “Guidelines”), for the year ended December 31,
2023 (hereinafter the “Information” and the “Statement”,
respectively), presented in the Group management reportpursuant to the legal and regulatory provisions ofArticles L. 225‑102‑1, R. 225‑105 and R. 225‑105‑1 of the French
Commercial Code (code de commerce).

Conclusion
Based on the procedures we have performed as described in
the section “Nature and scope of procedures” and theevidence we have obtained, nothing has come to ourattention that cause us to believe that the non‑financial

statement is not prepared in accordance with the applicableregulatory provisions and that the Information, taken as awhole, is not fairly presented in accordance with the
Guidelines, in all material respects.

Comments
Without modifying our conclusion expressed above and inaccordance with Article A. 225‑3 of the French Commercial
Code, we make the following comments:
As mentioned in the methodological detailed information inparagraph 5.6.1.5 of the CSR chapter, in 2023 the company
changed it reporting methodology regarding the monitoringof electricity consumptions in its own Data Centers andregarding electricity consumptions linked to cooling ofcomputing equipment in collocated Data Centers.

Preparation of the non‑‑financial performance statement
The absence of a commonly used generally accepted
reporting framework or a significant body of establishedpractice on which to draw to evaluate and measure theInformation allows for different, but acceptable, measurement
techniques that can affect comparability between entities andover time.

Consequently, the Information needs to be read andunderstood together with the Guidelines, summarised in theStatement and available on request to the company’s
headquarters.

Limits inherent in the preparation the Information
The Information may be subject to uncertainty inherent to thestate of scientific and economic knowledge and the quality of
external data used. Some information is sensitive to the choiceof methodology and the assumptions or estimates used for its
preparation and presented in the Statement.

Responsibility of the Company
The Board of Directors is responsible for:P selecting or establishing suitable criteria for the preparationof the Information;

P preparing a Statement pursuant to legal and regulatory

provisions, including a presentation of the business model,

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a description of the main non‑financial risks, a presentationof the policies implemented considering those risks and theoutcomes of said policies, including key performanceindicators and the information set‑out in Article 8 ofRegulation (EU) 2020/852 (Green taxonomy);Corporate Social Responsibility
Information about the report

P preparing

the Statement by applying“Guidelines” as referred above; andtheEntity’s

P designing, implementing and maintaining internal control

over information relevant to the preparation of Informationthat is free from material misstatement, whether due tofraud or error.

Responsibility of the Statutory Auditor appointed as independent third party
Based on our work, our responsibility is to express a limited
assurance conclusion on:
P the compliance of the Statement with the requirements ofArticle R. 225‑105 of the French Commercial Code;P the fairness of the information provided pursuant to part 3of sections I and II of Article R. 225‑105 of the French
Commercial Code, i.e. the outcomes of policies, including
key performance indicators, and measures relating to themain risks, hereinafter the “Information.”

As we are engaged to form an independent conclusion on the
Information as prepared by management, we are notpermitted to be involved in the preparation of the Information

as doing so may compromise our independence.
It is not our responsibility to provide a conclusion on:
P the Entity’s compliance with other applicable legal andregulatory provisions particularly with regard to theinformation set‑out in Article 8 of Regulation (EU) 2020/852(Green taxonomy), the French duty of care law and against
corruption and tax evasion;

P the fairness of information set‑out in Article 8 of Regulation(EU) 2020/852 (Green taxonomy);

P thecompliance of products and services with theapplicable regulations.

Applicable regulatory provisions and professional guidance
We performed the work described below in accordance with
Articles A. 225‑1 et seq. of the French Commercial Code, ourverification program consisting of our own procedures(Programme de vérification de la déclaration de performance
extra‑financière) and the professional guidance issued by the
French Institute of Statutory Auditors (Compagnie Nationale
des Commissaires aux Comptes) applicable to suchengagement, in particular the professional guidance issued by
the Compagnie Nationale des Commissaires aux Comptes,
Intervention du commissaire aux comptes – Intervention de l’OTI– déclaration de performance extra‑financière, and acting as
the verification programme and with the international
standard ISAE 3000 (revised) (1).

Independence and quality control
Our independence is defined by Article L. 821‑28 of the French
Commercial Code and French Code of Ethics for Statutory
Auditors (Code de déontologie). In addition, we have
implemented a system of quality control including
documented policies and procedures aimed at ensuring

compliancewithapplicable
legal
and
regulatory
requirements, ethical requirements and the professional
guidance issued by the French Institute of Statutory Auditors(Compagnie Nationale des Commissaires aux Comptes) relating
to this engagement.

Means and resources
Our work engaged the skills of five people between
October 2023 and March 2024 and took a total of twenty‑fourweeks. To assist us in conducting our work, we referred to our

corporate social responsibility and sustainable development
experts. We conducted around ten interviews with people
responsible for preparing the Statement.

Nature and scope of procedures
We planned and performed our work to address the areas
where we have identified that a material misstatement of theInformation is likely to arise.
The procedures we performed based on our professional
judgment enable us to express a limited assurance
engagement on the Information:
P We obtained an understanding of all the consolidated

entities’ activities and the description of the main risks
associated;

P We assessed the suitability of the criteria of the Guidelines

with respect to their relevance, completeness, reliability,
neutrality and understandability, taking into account, whereappropriate, best practices within the sector.

P We verified that the Statement includes each category ofsocial and environmental information set out in section III of
Article L. 225‑102‑1 of French Code of Commerce as well as
information regarding compliance with human rights andanticorruption and tax avoidance legislation and includes,
where applicable, an explanation for the absence of theinformation
requiredunder
Article L.225‑102‑1 III,
paragraph 2 of the French Commercial Code.

1) ISAE 3000 (révisée) - Assurance engagements other than audits or reviews of historical financial information

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5

5

Corporate Social Responsibility
Information about the report

P We verified that the Statement provides the information

P We obtained an understanding of internal control and risk

P We verified that the Statement presents the business

P For the key performance indicators and other quantitativerequired under Article R.225‑105 II of the French
Commercial Code where relevant with respect to the mainrisks.

model and a description of the main risks associated withall the consolidated entities’ activity, including where
relevant and proportionate, the risks associated with theirbusiness relationships, their products or services, as well as
their policies, measures and the outcomes thereof,
including key performance indicators associated to themain risks.

P We referred to documentary sources and conductedinterviews to:– assess the process used to identify and confirm the mainrisks as well as the consistency of the outcomes,
including the key performance indicators used, withrespect to the main risks and the policies presented; and– corroborate the qualitative information (measures andoutcomes) that we considered to be the mostimportant (1). Concerning certain risks or information ourwork was carried out on the consolidating entity, while
for other risks, our work was carried out on the
consolidating entity and on a selection of entities.

P We verified that the Statement covers the consolidated

scope, i.e. all companies within the consolidation scope inaccordance with Article L. 233‑16 of the French Commercial
Code, with the limits specified in the Statement.

management procedures implemented by the Entity andassessed the data collection process aimed at ensuring thecompleteness and fairness of the Information.
outcomes that we considered to be the most important (2),
we implemented:– analytical procedures that consisted in verifying theproper consolidation of collected data as well as theconsistency of changes there to;– tests of details, using sampling techniques, in order toverify the proper application of definitions andprocedures and reconcile the data with supporting
documents. This work was carried out on a selection ofcontributing entities (3) and covers between x% and y% of
the consolidated data selected for these tests;

P We assessed the overall consistency of the Statement inrelation to our knowledge of all the entities included in theperimeter of consolidation.

The procedures performed in a limited assurance review areless in extent than for a reasonable assurance opinion inaccordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie Nationale
des Commissaires aux Comptes); a higher level of assurance
would have required us to carry out more extensive
procedures.

Paris‑‑La Défense, March 26, 2024
One of the Statutory Auditors,
Deloitte & Associés
Jean‑‑François Viat

Erwan Harscoët

Partner, Audit

Partner, Sustainability Services

1) Selected qualitative information: implementation of GHG emission assessment of scope 3 (other Scope 3 categories which have not been
quantitatively assessed).
2) Selected quantitative information:
Environmental indicators : Total direct and indirect energy intensity by employee (Mwh per employee), Total direct and indirect energy intensity byrevenue (Mwh per € million), Greenhouse Gas Emissions Scope 1 (in tCO2e), Greehouse Gas Emissions Scope 2 (in tCO2e), Total km travelled by Plane,
Total km travelled by Train, Total km travelled by Car, Total km travelled by Taxi, Carbon operational perimeter (scope 1, 2 and 3 category 6) in tCO2e,
GHG intensity by Employee on Atos Carbon Operational Perimeter (tCO2e/employee), GHG intensity by revenue on Atos Carbon Operational Perimeter(tCO2e/€ million).
Social indicators: average hours of training per employee, number of digital certifications obtained per year, Total number of employees recruited(excluding acquisitions), total employee turnover rate (%), percentage of females within Atos, Overall salary rate between women and men in Annual
Basic Salary, Overall salary rate between women and men in Total Remuneration, Absenteeism rate (%), Percentage of employees covered bycollective bargaining agreements, Number of employees leaving employment during the reporting period, number of employees at the end of thereporting period (legal staff).
Other indicators: percentage of employees who successfully completed the Code of Ethics’ e learning, Percentage of strategic suppliers evaluated by
Ecovadis or alternative assessments, Total percentage of spend assessed by Ecovadis and alternative assessments.
3) Audited entities: Atos France, Atos Netherlands, Atos Germany

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6
Financial statements
6.1

Consolidated financial statements

326

6.2

6.1.1 Statutory auditors’ report on the consolidated
financial statements for the year ended
December 31, 2023

326

6.1.2 Consolidated income statement333

6.2.1 Statutory auditors’ report on the financial
statements for the year ended December 31,
2023

405

6.2.2 Statutory Auditors’ special report on
regulated agreements with third parties –Shareholders’ Meeting held to approve thefinancial statements for the year ended
December 31, 2023

409

6.2.3 Atos SE Financial statement410

6.2.4 Notes to the Atos SE statutory financial
statements

412

6.2.5 Atos SE financial summary for the last five
years

435

6.2.6 Payables and receivables payment terms

436

6.1.3 Consolidated statement of comprehensive
income334

6.1.4 Consolidated statement of financial position335

6.1.5 Consolidated cash flow statement336

6.1.6 Consolidated statement of changes
in shareholders’ equity337

6.1.7 Notes to the consolidated financial
statements

338

Parent company summary
financial statements

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6

Financial statements

6.1 Consolidated financial statements
6.1.1

Statutory auditors’ report on the consolidated financial statements
for the year ended December 31, 2023

This is a translation into English of the statutory auditors’ report on the consolidated financial statements of the Company issued in
French and it is provided solely for the convenience of English speaking users.
This statutory auditors’ report includes information required by European regulation and French law, such as information about theappointment of the statutory auditors or verification of the information concerning the Group presented in the management report.
This report should be read in conjunction with, and construed in accordance with, French law and professional auditing standards
applicable in France.

To the annual general meeting of Atos S.E.,

OpinionIn compliance with the engagement entrusted to us by theannual general meetings, we have audited the accompanying
consolidated financial statements of Atos S.E. (“Atos”, the“Company” or the “Group”) for the year ended December 31,
2023.
In our opinion, the consolidated financial statements give atrue and fair view of the assets and liabilities and of thefinancial position of the Group as at December 31, 2023 and of
the results of its operations for the year then ended inaccordance with International Financial Reporting Standards
as adopted by the European Union.
The audit opinion expressed above is consistent with ourreport to the Audit Committee.

Basis for Opinion
Audit Framework

Independence

We conducted our audit in accordance with professional
standards applicable in France. We believe that the audit
evidence we have obtained is sufficient and appropriate toprovide a basis for our opinion.

We conducted our audit engagement in compliance withindependence requirements of the French Commercial Code(code de commerce) and the French Code of Ethics (code dedéontologie) for statutory auditors for the period from January
1, 2023 to the date of our report, and specifically we did notprovide any prohibited non‑audit services referred to in Article
5(1) of Regulation (EU) No. 537/2014.

Our responsibilities under those standards are further
described in the Statutory Auditors' Responsibilities for the Auditof the Consolidated Financial Statements section of our report.

Material uncertainty related to going concern
We draw attention to the material uncertainty resulting fromevents or conditions that may cast significant doubt on theGroup’s ability to continue as a going concern as described in

the “Discussions on refinancing and liquidity” section of Note
1.1.6.5 “Major events of the year”. Our opinion is not modified in
respect of this matter.

Justification of Assessments - Key Audit Matters
In accordance with the requirements of Articles L.821‑53 andR.821‑180 of the French Commercial Code (code de commerce)
relating to the justification of our assessments, and in addition
to the matter described in the Material Uncertainty Related toGoing Concern section, we inform you of the key audit mattersrelating to risks of material misstatement that, in our
professional judgment, were of most significance in our auditof the consolidated financial statements of the current period,
as well as how we addressed those risks.

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These matters were addressed in the context of our audit of
the consolidated financial statements as a whole, and informing our opinion thereon, and we do not provide aseparate opinion on specific items of the consolidated
financial statements.

Financial statements
Consolidated financial statements

Revenue recognition on long term fixed‑‑price contracts
Note 3 “Revenue, trade receivables, contract assets, contract liabilities and contract costs”, Note 5 “Other operating income andexpenses (Other items)”, Note 12 “Provisions” to consolidated financial statements
Key Audit Matter

Our audit approach

Regarding fixed‑price contracts performed over the course of
several years, particularly related to consulting and system
integration activities, revenues are recognized, in accordancewith IFRS 15 ‘Revenue from contracts with customers’ basedon the transfer of the control of the service provided.

We have updated our understanding of the internal control
environment relating to the monitoring of contracts, contract
term cost estimates and margin, in particular controls relating
to the costs incurred on contracts and those relating to thecosts to complete.

For multi‑element service contracts, which may be a
combination of different services, revenue is recognizedseparately for each performance obligation when the control
is transferred to the customer.

For a number of contracts that were selected based uponquantitative and qualitative criteria (notably, contracts thatexperienced technical difficulties or low profitability), we
performed the following procedures:

Revenue recognized depends on the estimated totaltransaction price and its allocation to the various contract
components.

P For new contracts,

Total contract costs and expected remaining costs are
subject to regular monitoring and estimate to determine thestage of completion and the margin to be recognized. If theseestimates indicate that the contract will be unprofitable, theentire estimated loss for the remainder of the contract isrecorded immediately through a provision for onerous
contracts.
We consider revenue recognition on long‑term contracts andthe associated costs as a key audit matter as identification of
performance obligations and related allocations of thetransaction price requires judgment from management.
When revenue is recognized on the basis of costs incurred,
the percentage of completion relies on operational
assumptions and estimates which impact the Group
consolidated revenue and operating margin.

– Whencontracts included multiple elements, we
corroborated the analysis and accounting treatment
retained by the Company (allocation of the transaction
price to the different performance obligations identified,and definition of recognition conditions of the revenue
recognized for each performance obligation) with
contractual terms and our understanding of the services
provided;– We corroborated the expected budget margin to thefinancial data within the signed contract and theassociated costs estimation.

P For contracts in progress, we performed the following

procedures on the percentage of completion whenrevenue is recognized over time on the basis of costs
incurred:– we reconciled the financial data (revenue, billing andwork‑in‑progress) included in the work progressspreadsheet that is updated monthly by the financial
controller to the accounting records;– we corroborated the amount of costs incurred, notably

hours per project with the data from the timesheet
application system;– weanalyzed
methodology;

standard

hourlyrates’

calculation– we performed interviews with financial controllers and/6or operational managers to assess the estimated costs
yet to be incurred and the percentage of completion on
the contract, which is the basis on which revenue andmargin is recognized, we have furthermore analyzed theappropriateness of these estimates by comparing theforecasted data with the actual performance of thecontract;– we analyzed assumptions used by management todetermine the loss at completion recognized foronerous contracts and confirmed these assumptions
with historical performance on the contract and theperformance to be achieved and the corresponding
estimates made.

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6

Financial statements
Consolidated financial statements

Goodwill and other fixed assets valuation
Note 5 “Other operating income and expense”, Note 8 “Goodwill and fixed assets”, Note 9 “Leases” to consolidated financial
statements
Key Audit Matter

Our audit approach

As of December 31, 2023, the net carrying value of fixed
assets amounts to €4,446 million, namely 39% of the total
assets. The fixed assets comprise goodwill (€2,875 million),
intangible
assets(€529 million),tangible
assets(€355 million), as well as right‑of‑use assets (€687 million).

As part of our audit, we examined the process implemented
by the Group regarding the performance of impairment tests.

Goodwill and other fixed assets are tested for impairment
when there is any indication that they may be impaired. This
test is performed at least annually for goodwill.
Following the completion of the legal carve‑out between
Tech Foundations and Eviden, the cash‑generating units(CGUs) now correspond to Tech Foundations and Eviden
operations within each Regional Business Unit (RBU).
The annual impairment test is based on the fair value lesscosts to sell of each CGU, determined on the basis of amulticriteria approach, including Discounted Cash Flows(DCF) and trading multiples. The resulting values were also
determined taking into consideration the estimated values oftransactions that had been or were being considered, and/or
offers received, as well as market expectations.
The recoverable values are determined based on particularly
sensitive forward‑looking assumptions and other estimates.
In 2023, the total impairment of goodwill and othernon‑current assets amounted to €2,546 million.
We considered the valuation of goodwill and other fixed
assets as a key audit matter, given the weight of these assets
in the consolidated statement of financial position, theimportance of management's judgment in determining cash
flow assumptions, discount and long‑term average growth
rates, as well as the sensitivity of the valuation of theirrecoverable value to these assumptions.

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We assessed whether the methodology used bymanagement complies with the accounting standards,
including the CGU definition, the net assets allocation and themodels used to determine the recoverable amounts.
We performed the following procedures, on the impairment
tests for each CGUs:
P we assessed the appropriateness of the assumptions andthe methodology used by the Group with the assistance of
external advisors in the multicriteria approach to determine
the fair value less cost to sell;

P we reconciled the cash‑flow projections with the revised

mid‑term plan of the Group;

P we analyzed the overall consistency of assumptions used(including the estimation of the perpetual growth rate),
especially through interviews with Management and future
growth prospects;

P we assessed, with the support of our valuation specialists,

the appropriateness of the valuation models, including thediscount rates used in relation with market benchmarks;

P we assessed the consistency of the results with theestimated values of transactions that had been or werebeing considered, and/or offers received.

We verified the arithmetical accuracy of the valuations usedby the Group.
We performed our own sensitivity calculations and comparedthem to the analysis performed by Management.
We verified that the disclosures in the notes to theconsolidated financial statements, including assumptions
used and the sensitivity analysis, are appropriate.

Financial statements
Consolidated financial statements

Litigations

Note 16 "Litigations" and Note 19 “Subsequent events” to consolidated financial statements
Key Audit Matter

Our audit approach

The Group is engaged in legal proceedings for a litigation
mainly concerning intellectual property rights against TriZetto
Group and Cognizant Technology Solutions (Cognizant/
TriZetto) in the United States of America, the status of which
as at December 31, 2023 is described in Note 16 to theconsolidated financial statements.

In order to obtain a sufficient understanding of the existing
litigations and claims and the related judgements, weinterviewed Management and analysed the procedures
implemented by the Group to identify disputes.

On October 27, 2020, a jury in the United States District Court
for the Southern District of New York found Syntel, asubsidiary of Atos, liable for trade secrets misappropriationand copyright infringement and specified approximately$855 million in damages, due to Cognizant and its subsidiary
TriZetto.
After various judgments by this jury formed by a U.S. court in
the Southern District of New York in 2021 and 2022, on
May 25, 2023, the United States Second Circuit Court ofAppeals vacated the decision issued by the United States
District Court for the Southern District of New York. In its
decision, the Second Circuit held that the use of the “avoided
development costs” methodology, underlying the initial$570 million in damages, was contrary to the law. The Second
Circuit Court of Appeals remanded the case to the District
Court for further consideration.

With regard to the Cognizant/TriZetto litigation, we:
P conducted interviews with Group management to assess

the current status of the ongoing litigation;

P consulted

available procedural elements and otherrelevant information concerning the litigation and thelikelihood and possible impact of the risk;

P performed a critical review of the estimates and positions

taken by Management;

P assessed whether the latest developments have beentaken into account.

We also assessed whether the disclosures in note 16 and 19
to the consolidated financial statements are appropriate.

In December 2023, the US Supreme Court denied TriZetto's
appeal. As a result, TriZetto cannot pursue any damages
under the DTSA (Defend Trade Secrets Act).
On March 13, 2024, the United States District Court for theSouthern District of New York vacated the remaining
compensatory damages judgments entered in this case.
Therefore no compensatory damage will have to be paid byAtos. The District Court granted TriZetto’s motion for attorney’s
fees in the amount of $14.5 million. The decision is not final
yet.
We considered this matter to be a key audit issue because of
the uncertainty of the outcome of the proceedings, the highdegree of estimation and judgement used by Management,
and the potential materiality to consolidated net income andequity if these estimates were to change.

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6

Financial statements
Consolidated financial statements

Valuation of defined benefits plans
Note 11 “Pension plans of other long‑term benefits” to the consolidated financial statements
Key Audit Matter

Our audit approach

Certain employees and former employees of the Groupbenefit from defined benefit pension plans, some of which(notably in the United Kingdom, Germany, the United Statesand Switzerland) can be prepaid through plan assets (pension
funds or insurance companies). The net obligations
recognized in the Group balance sheet in respect of pension
plans amount to €698 million at December 31, 2023.

We reviewed the pension plans valuation process, and themethodology used by the Group to set up the underlying
actuarial assumptions.

The Group amends on a regular basis, by collective
agreement or options to beneficiaries, the lump sum payment
or annuity rights of certain plans. The main amendments
performed in 2023 and their related impacts are disclosed in
Note 11 to the consolidated financial statements.
We have considered the valuation of defined benefit pension
plans as a key audit matter, based on:
P thetechnical expertise required to assess inflation,
discounting, and longevity assumptions underlying thevaluation of the plans, and the impacts that could result
from a change in those assumptions on the recognized
obligations;

P the estimates related to beneficiaries’ behavior made byManagement to assess the impact of certain planamendments, which could lead to significant impacts inoperating margin, in case of variances with actual behavior
observed.

With the support of our actuarial experts:
P we assessed the actuarial assumptions used, in particular

the consistency between the financial (inflation anddiscount rates) and demographic (mortality table)
assumptions, in comparison with market indices andbenchmarks, and;

P for the plans we considered as the most significant, we

reviewed the independent actuaries’ reports. We also
reconciled the fair value of plan assets with their market
value (listed shares, bonds, swaps) or other externalreports (real estate, unlisted shares, investments ininfrastructure projects).

We also verified that the recorded amendments of rights
reflected the agreements signed with the beneficiaries of theplans. For assumptions implying Management estimates on
the beneficiaries’ behavior, we corroborated thoseassumptions with the behavior observed on similar planamendments.
Then, we verified that the disclosures in Note 11 to theconsolidated financial statements, in particular the plans’description and amendments, actuarial assumptions, andsensitivity analysis, were appropriate.

Deferred tax assets recognition on tax loss carryforward
Note 7 “Income tax” to the consolidated financial statements
Key Audit Matter

Our audit approach

Deferred tax assets are recognized on tax loss carryforwards
when it is probable that taxable profit will be available against
which the tax loss carryforwards can be utilized. Estimates oftaxable profits and utilizations of tax loss carryforwards wereprepared on the basis of profit and loss forecasts as preparedby Management. Duration of forecasts depends on local
specificities.

Our audit approach consisted in assessing,with the assistanceof our tax experts, the probability of the Group making future
use of the tax loss carryforward generated to date,particularly in regard to:
P deferred tax liabilities in the same tax jurisdiction, that

could be offset against deferred tax assets with the same
maturity; andDeferred tax assets on tax loss carryforwards amount to€233 million as of December 31, 2023.

P the Group’s ability to generate future taxable profits in the

Tax losses carryforwards amount to €6,275 million as a baseamount as of December 31, 2023, of which only a part gives
rise to the recognition of deferred tax assets with respect totheir estimated utilization. Unrecognized deferred assets on
tax losses carryforward amounts to €1,338 million as ofDecember 31, 2023.

We also reviewed the reasonableness of main data andassumptions used to determine the tax forecasts underlying
the recognition and recoverability of deferred tax assets on
tax loss carryforwards.

We identified this issue as a key audit matter due to theparticularly high amount of tax loss carryforwards that can berecognized, and the importance of Management judgment inestimating taxable profits and the resulting utilization of tax
losses.

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Universal Registration Document 2023

relevant tax jurisdictions in order to use existing tax loss
carryforwards.

We also assessed the appropriateness of disclosures ondeferred tax assets in respect of tax loss carryforwards in
Note 7 to consolidated financial statements.

Financial statements
Consolidated financial statements

Specific verifications
We have also performed, in accordance with professional
standards applicable in France, the specific verifications
required by laws and regulations of the Group’s information
given in the management report of the Board of Directors.
We have no matters to report as to its fair presentation and its
consistency with the consolidated financial statements.

We attest that the consolidated non‑financial statement
required by Article L.225‑102‑1 of the French Commercial Code(code de commerce) is included in the information pertaining
to the Group presented in the management report, being
specified that, in accordance with the provisions of Article
L.823‑10 of the code, we have not verified the fair presentationand the consistency with the consolidated financial
statements of the information contained therein. This
information should be reported on by an independent third
party.

Report on Other Legal and Regulatory Requirements
Format of the presentation of the consolidated
financial statements intended to be includedin the Annual Financial Report
We have also verified, in accordance with the professional
standard applicable in France relating to the procedures
performed by the statutory auditor relating to the annual andconsolidated financial statements presented in the European
single electronic format, that the presentation of theconsolidated financial statements intended to be included in
the annual financial report mentioned in Article L. 451‑1‑2, I of
the French Monetary and Financial Code (code monétaire etfinancier), prepared under the responsibility of the Chief
Executive Officer , complies with the single electronic format
defined in the European Delegated Regulation No 2019/815 ofDecember 17, 2018. As it relates to consolidated financial
statements, our work includes verifying that the tagging ofthese consolidated financial statements complies with theformat defined in the above delegated regulation.
Based on the work we have performed, we conclude that thepresentation of the consolidated financial statements
intended to be included in the annual financial reportcomplies, in all material respects, with the European single
electronic format.

Due to technical limitations involved in the microdata tags ofthe consolidated financial statements in accordance with theEuropean Single Electronic Format for reporting, the content
of certain tags in the notes to the consolidated financial
statements may not be displayed identically to theconsolidated financial statements attached to this report.
Furthermore, we have no responsibility to verify that theconsolidated financial statements that will ultimately be
included by your company in the annual financial report filedwith the AMF are in agreement with those on which we have
performed our work.

Appointment of the Statutory Auditors
We have been appointed as statutory auditors of theCompany by your General Shareholders’ meetings held on
December 16, 1993 for Deloitte & Associés, and on October 31,
1990 for Grant Thornton.
As at December 31, 2023, Deloitte & Associés was in its 30thyear of total uninterrupted engagement, and for Grant
Thornton in its 33rd year of total uninterrupted engagement,
and for both statutory auditors, the 28th year since theCompany securities were admitted to trading on a regulated
market.

Responsibilities of Management and Those Charged with Governancefor the Consolidated Financial Statements
Management is responsible for the preparation and fairpresentation of the consolidated financial statements inaccordance with International Financial Reporting Standards
as adopted by the European Union, and for such internal
control as management determines is necessary to enable
the preparation of consolidated financial statements that are
free from material misstatement, whether due to fraud or
error.
In preparing the consolidated financial statements,
management is responsible for assessing the Company’s
ability to continue as a going concern, disclosing, as

6

applicable, matters related to going concern and using thegoing concern basis of accounting unless it is expected toliquidate the Company or to cease operations.
The Accounts Committee is responsible for monitoring thefinancial reporting process and the effectiveness of internal
control and risks management systems and where applicable,
its internal audit, regarding the accounting and financial
reporting procedures.
The consolidated financial statements were approved by the
Board of Directors.

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Financial statements
Consolidated financial statements

Statutory Auditors’ Responsibilities for the Audit of the Consolidated Financial Statements
Objectives and audit approach
Our role is to issue a report on the consolidated financial
statements. Our objective is to obtain reasonable assurance
about whether the consolidated financial statements as awhole are free from material misstatement. Reasonableassurance is a high level of assurance, but is not a guaranteethat an audit conducted in accordance with professional
standards will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and areconsidered material if, individually or in the aggregate, they
could reasonably be expected to influence the economic
decisions of users taken on the basis of these consolidated
financial statements.
As specified in Article L. 821‑55 of the French Commercial
Code (code de commerce), our statutory audit does notinclude assurance on the viability of the Company or thequality of management of the affairs of the Company.
As part of an audit conducted in accordance with professional
standards applicable in France, the statutory auditor exercises
professional judgment throughout the audit and furthermore:
P Identifies and assesses the risks of material misstatementof the consolidated financial statements, whether due tofraud or error, designs and performs audit procedures
responsive to those risks, and obtains audit evidence
considered to be sufficient and appropriate to provide abasis for his opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one
resulting from error, as fraud may involve collusion, forgery,
intentional omissions, misrepresentations, or the override ofinternal control.

P Obtains an understanding of internal control relevant to theaudit in order to design audit procedures that areappropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the internal
control.

P Evaluates the appropriateness of accounting policies used

and the reasonableness of accounting estimates andrelated disclosures made by management in the
consolidated financial statements.

P Assesses the appropriateness of management’s use of thegoing concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists
related to events or conditions that may cast significant
doubt on the Company’s ability to continue as a going
concern. This assessment is based on the audit evidence

obtained up to the date of his audit report. However, future
events or conditions may cause the Company to cease tocontinue as a going concern. If the statutory auditor
concludes that a material uncertainty exists, there is arequirement to draw attention in the audit report to therelated disclosures in the consolidated financial statements
or, if such disclosures are not provided or inadequate, tomodify the opinion expressed therein.
P Evaluates the overall presentation of the consolidated

financial statements and assesses whether thesestatements represent the underlying transactions andevents in a manner that achieves fair presentation.

P Obtains sufficient appropriate audit evidence regarding thefinancial information of the entities or business activities
within the Group to express an opinion on the consolidated
financial statements. The statutory auditor is responsible forthe direction, supervision and performance of the audit of
the consolidated financial statements and for the opinion
expressed on these consolidated financial statements.

Report to the Audit Committee
We submit a report to the Accounts Committee which
includes in particular a description of the scope of the audit
and the audit program implemented, as well as the results of
our audit. We also report, if any, significant deficiencies ininternal control regarding the accounting and financial
reporting procedures that we have identified.
Our report to the Accounts Committee includes the risks ofmaterial misstatement that, in our professional judgment,
were of most significance in the audit of the consolidated
financial statements of the current period and which are
therefore the key audit matters, that we are required todescribe in this report.
We also provide the Accounts Committee with the declaration
provided for in Article 6 of Regulation (EU) N° 537/2014,
confirming our independence within the meaning of the rules
applicable in France such as they are set in particular by
Articles L.821‑27 to L.821‑34 of the French Commercial Code(code de commerce) and in the French Code of Ethics (codede déontologie) for statutory auditors. Where appropriate, we
discuss with the Accounts Committee the risks that may
reasonably be thought to bear on our independence, and therelated safeguards.

Paris‑‑La Défense and Neuilly‑‑sur‑‑Seine, March 26, 2024
The Statutory Auditors
French original signed by

332

Deloitte & AssociésGrant Thornton

Jean‑François Viat

Samuel Clochard

Universal Registration Document 2023

Financial statements
Consolidated financial statements

6.1.2

Consolidated income statement(in € million)

Notes

12 months ended
December 31,
2023

12 months ended
December 31,
2022*

Revenue

Note 2

10,693

11,270

Personnel expense

Note 4.1-5,418-5,692

Non‑personnel operating expense

Note 4.2-4,808-5,222

Operating margin

467

356

% of revenue

4.4%

3.2%

-3,573-1,151

Operating income (loss)-3,106-795% of revenue-29.0%-7.1%

Other operating income and expense

Note 5

Net cost of financial debt

Note 6.1

-102

-29

Other financial expense

Note 6.1

-151

-289

Other financial income

Note 6.1

26

143

Net financial income (expense)

Note 6.1

-227

-175

-3,332-970

Net income (loss) before tax
Tax charge

Note 7-112-46

Share of net profit (loss) of equity‑accounted investments

Note 105

4-3,439-1,012-3,441-1,012

Note 14.3

1

-0

Notes

12 months ended
December 31,
2023

12 months ended
December 31,
2022-3,441-1,012

110,860,004

110,641,457-31.04-9.14

110,860,004

110,641,457-31.04-9.14

Net income (loss)
Of which:
P attributable to owners of the parent
P non‑controlling interests(*) Restated as described in Note 3.

(in € million and shares)

Net income (loss) - Attributable to owners of the parent
Weighted average number of shares
Basic earnings per share (in euros)

Note 14.1

Diluted weighted average number of shares
Diluted earnings per share (in euros)

Note 14.1

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Financial statements
Consolidated financial statements

6.1.3

Consolidated statement of comprehensive income
12 months ended
December 31, 2023

12 months ended
December 31, 2022

-3,439-1,012

-151

234

6

-3

Exchange differences on translation of foreign operations

-156

236

Deferred tax on items to be reclassified to profit or loss

-1

1

P Not reclassified to profit or loss (non recyclable)

-158

111

Actuarial gains and losses on defined benefit plans

-121

149

Deferred tax on items not reclassified to profit or loss

-36

-38

Total other comprehensive income (loss)

-309

345

-3,748-668-3,750-668

10(in € million)

Net income (loss)
Other comprehensive income
P To be reclassified subsequently to profit or loss (recyclable)

Change in fair value of cash flow hedge instruments

Total comprehensive income (loss) for the period
Of which:
P attributable to owners of the parent
P non‑controlling interests

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Financial statements
Consolidated financial statements

6.1.4

Consolidated statement of financial position(in € million)

Notes December 31, 2023 December 31, 2022

ASSETS
Goodwill

Note 8.1

2,875

5,305

Intangible assets

Note 8.2

529

919

Tangible assets

Note 8.3355

414

Note 9687

892

Right‑of‑use assets
Equity‑accounted investments

Note 10118

Non‑current financial assets

Note 6.3

142

171

Non‑current financial instruments

Note 6.6

0

13

Deferred tax assets

Note 7.4

Total non‑‑current assets
Trade accounts and notes receivable

Note 3.2

Current taxes

206

294

4,806

8,017

2,459

2,603

83

64

1,637

1,485

Other current assets

Note 4.4

Current financial instruments

Note 6.6

13

18

Cash and cash equivalents

Note 6.2

2,295

3,331

Total current assets

6,488

7,501

Assets held for sale-876

11,294

16,394TOTAL ASSETS(in € million)

Notes December 31, 2023 December 31, 2022

LIABILITIES AND SHAREHOLDERS’ EQUITY
Common stock

Note 14.2

Additional paid‑in capital
Consolidated retained earnings

111

111

1,499

1,499

1,887

3,195

Net income (loss) attributable to the owners of the parent

Note 14.1-3,441-1,012Equity attributable to the owners of the parent

Note 14.2

55

3,793

Non‑controlling interests

Note 14.3

Total shareholders’ equity

5

7

61

3,799

Provisions for pensions and similar benefits

Note 11741

639

Non‑current provisions

Note 12282

496

Borrowings

Note 6.4

2,530

2,450

Derivative liabilities

Note 6.6-

13

Deferred tax liabilities

Note 7.4

35

148

Non‑current lease liabilities

Note 9588

704

Other non‑current liabilities

1

1

Total non‑‑current liabilities

4,177

4,451

Note 4.3

2,066

2,187

74

63

Current provisions

Note 12280

245

Current financial instruments

Note 6.6

2

11

Current portion of borrowings

Note 6.4

2,124

2,412

Current lease liabilities

Note 9234

309

Other current liabilities

Note 4.5

2,276

2,260

7,056

7,487

Trade accounts and notes payable
Current taxes

Total current liabilities
Liabilities related to assets held for sale
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY-

656

11,294

16,394

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Financial statements
Consolidated financial statements

6.1.5

Consolidated cash flow statement(in € million)

12 months ended
12 months ended
Notes December 31, 2023 December 31, 2022
-3,332-970

Depreciation of fixed assets

Net income (loss) before tax
Note 4.2

266

275

Depreciation of right‑of‑use

Note 4.2

321

372

Net addition (release) to operating provisions-35

7

Net addition (release) to financial provisions

39

23

Net addition (release) to other operating provisions

-185

-182

Amortization of intangible assets (PPA from acquisitions)

Note 5108140

Impairment of goodwill and other non current assets

Note 5

2,527

177

61

160

Losses (gains) on disposals of non current assets
Net charge for equity‑based compensation

Note 5

Unrealized losses (gains) on changes in fair value and other

19

1

-27

Net cost of financial debt

Note 6.1

102

29

Interest on lease liability

Note 6.1

26

22

Net cash from (used in) operating activities before change in working capitalrequirement and taxes

-81

46

Tax paid-77-59

Change in working capital requirement

-255

440

Net cash from (used in) operating activities

-413

427

Payment for tangible and intangible assets

-205

-251

Proceeds from disposals of tangible and intangible assets

2

6

Net operating investments

-203

-245

Amounts paid for acquisitions and long‑term investments

-26

-279

Cash and cash equivalents of companies purchased during the period-

11

Net proceeds from disposals of financial investments

476

226
-24

Cash and cash equivalents of companies sold during the period-34

Dividend received from entities consolidated by equity method-0

Increase (decrease) in other non‑current financial assets-

60

Net long‑‑term financial investments

416

-6

Net cash from (used in) investing activities

213

-251

Common stock issued

01

Capital increase subscribed by non‑controlling interests-

6

Purchase and sale of treasury stock-3-2

Dividends paid*

-32

-9

Dividends paid to non‑controlling interests-3-2

Amounts paid for acquisition of non‑controlling interests-5-

Lease payments

Note 6.5

-358

-405

New borrowings

Note 6.5

1,700

1,850

Repayment of current and non‑current borrowings

Note 6.5-1,850-1,632

Net cost of financial debt paid

Note 6.5

-102

-29

Other flows related to financing activities

Note 6.5

31

-81
-304

Net cash from (used in) financing activities-622

Increase (decrease) in net cash and cash equivalents

-822

-127

Opening net cash and cash equivalents

3,190

3,239

Increase (decrease) in net cash and cash equivalents

Note 6.5

-822

-127

Impact of exchange rate fluctuations on cash and cash equivalents

Note 6.5-73

78

Closing net cash and cash equivalents

Note 6.5

2,295

3,190

(*) Corresponded to taxes withheld on internal dividend distributions.

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Financial statements
Consolidated financial statements

6.1.6

Consolidated statement of changes in shareholders’ equity(in € million)

Number ofshares atperiod end(thousands)

At December 31, 2021

110,730

Common stock issued

221

Additional
Commonpaid‑‑inStockcapital111

Consolidated
retainedearnings

1,498

5,790

1

-

Appropriation of prior period net income(loss)-2,962Total
attributableNet
to theNonincome owners of controlling(loss) the parent
interests-2,962

4,437

6

Total
shareholders’equity
4,444

1
2,962

1

-

-

Dividends paid

-0-0Equity‑based compensation

23

23

23

Changes in treasury stock

-2

-2

-2

Other
Transactions with owners

1
221

-

1

Net income (loss)
Other comprehensive income (loss)
Total comprehensive income (loss)
for the period

-2

-3

1

3

4

-2,940

2,962

23

1

23

-

-1,012-1,0120-1,012

345

-0

345

345
-

-

-

345

-1,012

-668

0

-668

At December 31, 2022

110,951

111

1,499

3,195

-1,012

3,793

7

3,799

Common stock issued

488

0

-0

-

Appropriation of prior period net income(loss)-1,012

1,012

-

-0

-0

Dividends paid

-0-0Equity‑based compensation

17

17

Changes in treasury stock

-3

-3

Other

-1

-1

-0

-1

-3

10

Transactions with owners

488

0

-0

Net income (loss)
Other comprehensive income (loss)
Total comprehensive income (loss)
for the period
At December 31, 2023

-3

-3
17
-3

-999

1,012

13

-

-3,441-3,441

1-3,439

-309

-0

-309

-309
-

-

-

-309

-3,441-3,7501-3,748111,439

111

1,499

1,887

-3,441

55

5

61

6

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Financial statements
Consolidated financial statements

6.1.7

Notes to the consolidated financial statements

Note 1

Changes in the scope of consolidation

Note 2

Segment information

345
347

Note 3

Revenue, trade receivables, contract assets, contract liabilities and contract costs

350

Note 4

Operating items

353

Note 5

Other operating income and expense

355

Note 6

Financial assets, liabilities and financial result

358

Note 7

Income tax

365

Note 8Goodwill and fixed assets

368

Note 9Leases376

Note 10 Investments accounted for under the equity method

378

Note 11Pension plans and other long‑term benefits

379

Note 12

Provisions

385

Note 13

Fair value and characteristics of financial instruments

386

Note 14 Shareholders’ equity
Note 15391

Off‑balance sheet commitments

393

Note 16 Litigations
Note 17394

Related party transactions

395

Note 18 Consolidation scope as of December 31, 2023: main entities
Note 19 Subsequent events

403

Note 20 Auditors’ fees404

6.1.7.1

General information

Atos SE, the Group parent company, is a société européenne
(public limited company) incorporated under French law,whose registered office is located at 80, Quai Voltaire, 95870
Bezons, France. It is registered with the Registry of Commerce
and Companies of Pontoise under the reference 323,623,603.
Atos SE shares are traded on the Euronext Paris market under
ISIN code FR0000051732. The shares are not listed on any
other stock exchange market. The Company is administrated
by a Board of Directors.
Atos is a global leader in digital transformation and is theEuropean number one in cloud, cybersecurity andhigh‑performance computing. Atos provides end‑to‑end
vertical solutions, smart data platforms and infrastructure
solutions, working closely with global technology partners
and leveraging innovations in business platforms, customer
experience and digital workplace, artificial intelligence andhybrid cloud.

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The consolidated financial statements of the Group comprise
the Group parent company, its subsidiaries and the Group
interests in associates and jointly controlled entities (together
referred to as the “Group”).
The Atos Group did not change its corporate name comparedto the previous period.
These consolidated financial statements were approved by
the Board of Directors on March 25, 2024. The consolidated
financial statements will be submitted to the approval of thenext Annual General Meeting.

Financial statements
Consolidated financial statements

6.1.7.2

Basis of preparation

All amounts are presented in millions of euros unlessotherwise indicated. Certain totals may have rounding
differences.

Accounting framework
The consolidated financial statements of the Group for thetwelve months ended December 31, 2023 have been preparedin accordance with the international accounting standards
endorsed by the European Union and whose application was
mandatory as at December 31, 2023.
The international accounting standards comprise theInternational Financial Reporting Standards (IFRS) as issued by
the International Accounting Standards Board (IASB), theInternational Accounting Standards (IAS), the interpretations of
the Standing Interpretations Committee (SIC) and the IFRSInterpretations Committee (IFRS IC).
Accounting policies applied by the Group comply with thosestandards and interpretations.
At December 31, 2023, the Group applied the sameaccounting policies and measurement methods as wereapplied in its consolidated financial statements for the year
ended December 31, 2022, with the exception of changes
required by the enforcement of new standards andinterpretations presented hereafter as well as the accounting
treatment of certain third‑party software resale transactions as
described in Note 3.

New standards and interpretations applicablefrom January 1, 2023
In response to the “Pillar Two” international tax reform thataims at introducing a minimum global tax rate of 15%, the IASB
has amended IAS 12 to introduce a temporary mandatory
relief from accounting for deferred tax arising from legislation
implementing the GloBE – global anti‑base erosion model
rules, effective immediately and applied retrospectively inaccordance with IAS 8. Under the relief, entities are exempt
from providing for and disclosing deferred tax related to the
top‑up tax.
The application of the amendments to IAS 12 - Income taxes:
International Tax Reform – Pillar Two Model Rules was
mandatory for the Group effective for the fiscal year beginning
January 1, 2023.
In accordance with the relief, the Group did not account forany deferred income taxes in connection with Pillar Two in the
consolidated financial statements.

Other standards
The Group does not apply IFRS standards and interpretations
that have not yet been approved by the European Union at
the closing date. In addition, none of the new standards
effective for annual periods beginning after January 1, 2023
and for which an earlier application is permitted have been
applied by the Group.
The potential impacts of these new pronouncements are
currently being analyzed.

Use of estimates and judgments
The preparation of consolidated financial statements requires
management to make judgments, estimates and assumptions
that affect the reported amounts of assets and liabilities,
income and expense in the financial statements anddisclosures of contingent assets and liabilities at the closing
date. As a function of changes in these assumptions or incircumstances that may arise, the amounts appearing in the
future financial statements of the Group may differ fromcurrent estimates, particularly in the following areas:
P Revenue

recognition: estimates of percentage ofcompletion, cost to complete and potential loss atcompletion, principal versus agent analyses (Note 3 –Revenue, trade receivables, contract assets, contract
liabilities and contract costs, and Note 12 – Provisions);

P Business combinations: fair value of the considerationtransferred (including contingent consideration) and fairvalue of the assets acquired and liabilities assumed (Note 1– Changes in the scope of consolidation);

P Impairment test of goodwill and other fixed assets: key

assumptions underlying recoverable amounts (Note 8 –Goodwill and fixed assets);

P Recognition and measurement of deferred tax assets:availability of future taxable profits against which
deductible temporary differences and tax losses carriedforward can be utilized (Note 7 – Income tax);

P Recognition

and measurement of provisions andcontingencies: key assumptions about the likelihood andmagnitude of outflow of resources with no counterpart,
estimates and judgments regarding the outcome ofdisputes in progress and, more generally, estimates
regarding all provisions and contingent liabilities (Note 12 Provisions and Note 16 - Litigations);

P Measurement of defined benefit obligations: key actuarial

assumptions (Note 11 - Pension plans and other long‑term
benefits);

Besides, based on the available information, the Group has
carried out a first assessment of the potential impacts related
to the implementation of Pillar Two: this work revealed alimited exposure to the top‑up tax which effects would be
non‑material. This assessment will nevertheless have to bereviewed in light of the contemplated disposals.

P Lease liabilities and right‑of‑use assets: assessment of the

The following other new standards, interpretations oramendments whose application was mandatory for the Groupeffective for the fiscal year beginning January 1, 2023 had nomaterial impact on the consolidated financial statements:

recoverability of accounts receivable (Note 3 – Revenue,
trade receivables, contract assets, contract liabilities andcontract costs) and other financial assets.

P Narrow scope amendments to IAS 1;
P Narrow scope amendments to IAS 8;
P Amendment to IAS 12 – Deferred tax related to assets andliabilities arising from a single transaction;lease term and incremental borrowing rates used (Note 9 –Leases);P Financial assets: estimates and judgments relating to the

On a regular basis, estimates on long‑term contracts arereviewed taking into consideration potential loss‑making
situations or risks of recoverability on contract assets andcontract costs. The expected credit loss valuation is also
reviewed to consider potential increased bankruptcy risk ofcustomers.

P IFRS 17– Insurance contracts.

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Financial statements
Consolidated financial statements

Effects of climate‑‑related matters on financial
statements
In preparing the consolidated financial statements, the impact
of climate change has been considered by Atos, particularly inthe context of the disclosures required in the Corporate Social
Responsibility section of the Universal Registration Document.
There has not been any material impact on judgments andestimates arising from those considerations, consistent withthe assessment made by Atos that climate change is notexpected to have a meaningful impact on the viability of theGroup in the medium term.
In addition, in November 2021, the Group issued asustainability‑linked bond (refer to Note 6). The coupon of thelast three years will be unchanged if Atos achieves thefollowing Sustainability Performance Target (SPT): reduction in
2025 of Atos annual GreenHouse Gas CO2 emissions (Scopes
1, 2 and 3) by 50% compared to 2019. In case the SPT is notmet, the last three coupons shall be increased by 0.175%.
Finally, an objective of carbon dioxide reduction was includedin the performance criteria for the performance share plans
attributed between 2020 and 2022 (see Note 5). This indicatormeasures the percentage of CO2 emission variation per €million of revenue (tCO2/€ million) over a 3‑year period.

Significant accounting policies

analysis of the actual transfer of risks, the non‑materiality ofany dilution risk based on experience, and the absence ofcontinuing involvement.

Current and non‑‑current assets and liabilities
Assets and liabilities classified as current are expected to berealized, used or settled during the normal cycle ofoperations. All other assets and liabilities are classified as
non‑current. The Group working capital requirement is definedin Note 4.6.

Foreign currency translation
The presentation currency is the euro, which is the Groupfunctional currency.

Financial statements denominated in foreign
currencies
The financial statements of consolidated companies areprepared in their functional currency, corresponding to thecurrency of the primary economic environment in which they
operate. The financial statements of foreign operations whosefunctional currency is not the euro are translated into euros as
follows:
P assets and liabilities are translated at the closing exchange

rate;

Financial assets classification and business model

P income

IFRS 9 defines three approaches to classify and measurefinancial assets based on their initial recognition:

P the resulting translation gains and losses are recognized in

P Amortized cost;
P Fair value through other components of comprehensive

income;P Fair value through income statement.

Financial assets are classified according to these three
categories by reference to the business model the Group uses
to manage them, and the contractual cash flows theygenerate.
Loans, receivables and other debt instruments considered“basic lending arrangements” as defined by IFRS 9(contractual cash flows that are solely payments of principal
and interest) are carried at amortized cost when they are
managed with the purpose of collecting contractual cash
flows, or at fair value through other components ofcomprehensive income when they are managed with the
purpose of collecting contractual cash flows and selling theasset, while debt instruments that are not “basic lending
arrangements” or do not correspond to these businessmodels are carried at fair value through income statement.
Equity instruments are carried at fair value through income
statement or, under an irrevocable option, at fair value throughother comprehensive income.
The business model of the Group is to collect its contractual
cash flows for its trade receivables.
Trade receivables can be transferred to third parties (banks)with conditions of the transfers meeting IFRS 9 requirements,
meaning transfer of contractual cash flows and transfer ofsubstantially all risks and rewards are achieved. Those tradereceivables are in that case derecognized, further to the340

Universal Registration Document 2023

and expense are translated at the averageexchange rate for the period;
other comprehensive income on the line “Exchange
differences on translation of foreign operations”. When allor part of the investment in the foreign operation isderecognized (i.e., when the Group no longer exercises
control, joint control or significant influence over thecompany) the share of accumulated foreign currencytranslation adjustments is recycled to profit or loss.

Goodwill and fair value adjustments arising on the acquisitionof a foreign entity have been treated as assets and liabilities ofthat foreign entity and translated into euros at the closing
date.
The Group does not have any entity operating in a
hyperinflationary economy except Argentina and Turkey.
Argentina is a hyperinflationary economy since July 1, 2018
and Turkey since April 1, 2022. As such, all income statement
items from Argentinian and Turkish entities have been
restated from inflation in accordance with IAS 29.

Foreign currency transactions
Foreign currency transactions are translated into thefunctional currency using the exchange rate prevailing at thedates of the transactions. At closing date, the corresponding
receivables and payables are translated using the closing
exchange rate.
The resulting foreign exchange gains and losses arerecognized in financial income and expense under theheading “Other financial income and expense”, except where
hedge accounting is applied as explained in Note 13 – Fairvalue and characteristics of financial instruments.

Financial statements
Consolidated financial statements

6.1.7.3

Financial risk management

The Group activities are exposed to a variety of financial risks
including liquidity risk, interest rate risk, credit risk andcurrency risk. Financial risk is managed by the Group Treasury
department and involves minimizing potential adverse effects
on the Group financial performance.

Liquidity risk
Liquidity risk management involves maintaining sufficient cash
and marketable securities and ensuring the availability offunding through an adequate amount of committed credit
facilities.
Atos policy is to cover in full its expected liquidity
requirements by long‑term committed loans or otherappropriate long‑term financial instruments. Terms andconditions of these loans include maturity and covenantsleaving sufficient flexibility for the Group to finance its
operations and expected developments.
Credit facilities are subject to financial covenants that are
carefully followed by the Group Treasury department.
An analysis of the maturity of financial liabilities is disclosed in
Note 6.4 – Financial liabilities.
The continuity of operations relies in particular on the liquidityof the Group as disclosed in 6.1.7.5 – Main events of the period.

Interest rate risk
Interest rate risk arises mainly on borrowings. The
management of exposure to interest rate risk encompasses
two types of risks:
P a price risk on fixed‑rate financial assets and liabilities. For

example, by contracting a fixed‑rate liability, the Group is
exposed to potential opportunity losses should interest
rates fall. A change in interest rates would impact themarket value of fixed‑rate financial assets and liabilities.
However, this loss of opportunity would not impact
financial income and expense as reported in the
consolidated income statement and, as such, future net
income of the Group up to maturity of these assets andliabilities;

P a risk on floating‑rate financial liabilities should interest

rates increase.

The main objective of managing overall interest rate risk on
the Group debt is to minimize the cost of debt and to protect
the Group against fluctuations in interest rates by swapping to
fixed rate a portion of the floating‑rate financial debt.
Derivative instruments used to hedge the debt are swap
contracts entered with leading financial institutions.

Credit risk
The Group has no significant concentrations of credit risk. The
client selection process and related credit risk analysis is fully
integrated within the global risk assessment conducted
throughout the life cycle of a project.
Derivative counterparts and cash transactions are limited tohigh‑credit quality financial institutions.

Currency risk
Atos Group policy promotes natural hedge positions in whichcosts and revenues are denominated in the same currency.
Nevertheless, the Group financial performance can be
influenced by fluctuations in exchange rates considering thegrowing portion of the external business involving offshore
cost centers based mostly in India and Central Europe.
The Group has established a policy for managing foreignexchange positions resulting from commercial and financialtransactions denominated in currencies different from thelocal currency of the relevant entity. According to this policy,
any material exposure must be hedged as soon as it is known.
In order to hedge its foreign exchange rate exposure, theGroup uses a variety of financial instruments, mainly forward
contracts and foreign currency swaps.
The Group anticipates that the deterioration of its credit rating
will affect the availability of foreign exchange credit lines in
the course of 2024. Therefore, it is likely that the Group may
face difficulties to mitigate its foreign exchange risk or have toaccept higher hedging costs.

Price risk
The Group is not exposed to commodity price risks.
The convertible bond issued in November 2019 contains an
optional component indexed on Worldline share price. The
redemption and/or exchange price of this bond is linked tothe evolution of Worldline share price. The reference
exchange price was 71.55 € at issuance date.
Subsequent to the disposal in June 2022 of its entire stake inWorldline, Atos entered into a derivative transaction to hedge
this exposure to the fluctuations of Worldline share price (seeNote 6.3).

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Financial statements
Consolidated financial statements

6.1.7.4

Alternative Performance Measures

Operating marginresulting from triggering events that are not under control
of Atos management;

Operating margin is equal to revenue less personnel andnon‑personnel operating expense. It is calculated before
Other Operating Income and Expense as defined below.

P The net gain or loss on disposals of tangible and intangible

Other Operating Income and Expense

P Other unusual, abnormal and infrequent income or expense

Other operating income and expense include:
P The amortization and impairment of intangible assets

recognized as part of business combinations such as
customer relationships, technologies and goodwill;

P When accounting for business combinations, the Groupmay record provisions in the opening statement of financial
position for a period of 12 months beyond the businesscombination date. After the 12‑month period, unused
provisions arising from changes in circumstances are
released through the income statement under “Other
operating income and expense”;

assets that are not part of Atos core‑business such as realestate;such as major disputes or litigation.

Normalized net income (loss)
The normalized net income (loss) attributable to the owners of
the parent is the net income (loss) attributable to the ownersof the parent before Other Operating Income and Expenseand Net gain (loss) on financial instruments related toWorldline shares, net of taxes.

Normalized earnings per share

P The cost of acquiring and integrating newly controlled

The normalized earnings per share are calculated by dividing
the normalized net income (loss) attributable to owners of theparent by the weighted‑average number of common shares
outstanding during the period, excluding treasury shares.

P The net gain or losses on disposals of consolidated

Net cash (or net debt)

entities, including earn out with or without presence
conditions;companies or businesses;

P The fair value of share‑based compensation granted to

employees including social contributions;

P The reorganization and rationalization expense relating tobusiness combinations or qualified as unusual, infrequent
and abnormal. When a restructuring plan qualifies for Other
Operating Income and Expense, the related real estate
rationalization & associated costs regarding premises arepresented on the same line;

P The curtailment effects on restructuring costs and theeffects of plan amendments on defined benefit plans

342

Universal Registration Document 2023

The net cash (or net debt) comprises total borrowings (bonds,
short‑term and long‑term loans, securitization and otherborrowings), short‑term financial assets and liabilities bearing
interest with a maturity of less than 12 months, less net cash
and cash equivalents. Liabilities associated with lease
contracts and derivatives are excluded from the net debt.

Free Cash Flow
Free cash flow represents the change in net cash or net debt,
excluding equity changes, share buyback, dividends paid toshareholders and non‑controlling interests, net acquisition or
disposal of companies or businesses.

Financial statements
Consolidated financial statements

6.1.7.5

Main events of the period

Opening of an amicable conciliation procedure
aiming at renegotiating Atos SE debt with its
financial creditors
On March 26, 2024, Atos SE announced that the Company hadentered into an amicable conciliation (1) procedure. According
to French law, a conciliation procedure lasts four months,
which may be extended by one month; Maître Hélène
Bourbouloux of FHB SELARL was appointed as conciliator.
The purpose of this procedure is to facilitate a global
refinancing agreement with the banks and bondholders ofAtos SE (the “financial creditors”).
The conciliation procedure concerns only the financial
indebtedness of Atos SE and will not impact suppliers,
employees, the governance of the Company, or othercreditors of the Company or its subsidiaries.

Implementation of an additional asset disposal
program

P The implementation of specific actions to optimize its

working capital requirements, including in particular thecontinued access to a factoring program,

P The continuation of the €400 million asset divestment

program that was announced on July 28th, 2023,

P The implementation of a new disposal program announced

on January 3, 2024. In this respect, the Group is actively
evaluating strategic alternatives, having received several
expressions of interest or indicative offers relating tovarious perimeters.

At December 31, 2023, cash, cash equivalents, and short term
financial assets of the Group amounted to €2,423 million,
including the benefits of working capital actions. Borrowings
amounted to €4,654 million, of which €2,400 million of bondsand €2,080 million of bank financing. As a result, the total net
debt for the Group amounted to €2,230 million at December
31, 2023. In addition, the Atos SE’s leverage ratio applicable tothe multi‑currency revolving credit facility and the term loan A
amounted to 3.34x at December 31, 2023.

With the disposal of EcoAct finalized in October 2023, Atos hascompleted its non‑core businesses divestment program of€700 million set during the Group’s Capital Markets Day on
June 14, 2022.

Atos SE wishes to draw attention to the maturity of Atos SE’sborrowings and the risks associated with its refinancing. The
coming maturities of its borrowings are as follows:

On July 28, 2023, the divestment program has been expandedby an additional €400 million.

for another 6‑month extension option until January 2025
available to Atos under standard conditions (notably noevent of default and payment of an extension fee); it should
be noted that there is no ongoing event of default, since
under French law, events of default linked to theappointment of a mandataire ad hoc or the opening of aconciliation procedure are considered void;

As indicated in the January 3, 2024 market update press
release, the Group is considering the disposal of other assets,
well in excess of the €400 million mentioned in the press
release of July 28, 2023, in order to meet its financing
maturities.
Following the end of the discussions with Airbus regarding thepotential sale of its BDS (Big Data & Security) businessannounced on March 19, 2024, the Group is analyzing theresulting situation and actively evaluating strategic
alternatives, having received several expressions of interest or
indicative offers relating to various perimeters, that are in thebest interest of its customers, employees and shareholders
and also taking into consideration the sovereign imperativesof the French State.
Atos considered that at December 31, 2023 none of thecontemplated disposals met the IFRS 5 criteria to be classified
as held for sale and discontinued operations.

Refinancing discussions and liquidity

P The €1.5 billion term loan A, maturing in July 2024, provides

P The €500 million bond (Optional Exchangeable Bond)maturing in November 2024,

P The €750 million bond maturing in May 2025,
P The €900 million revolving credit facility maturing inNovember 2025,

P The €350 million bond maturing in November 2028, andP The€800 million bond (Sustainability‑Linked
maturing in November 2029.

Bond)

As stated in the January 3rd, 2024 Market Update press
release, the Group will need to take the following actions,either individually or in combination, in order to meet thesefinancing maturities:

The consolidated financial statements of the Group for theyear ended December 31, 2023 have been prepared on agoing concern basis. The Group’s cash forecasts for the twelve
months following the approval of the 2023 consolidated
financial statements by the Board of Directors, result in a cash
situation that meets its liquidity needs over that period.

P Obtain new bank financing,

The cash forecasts, which take into account the latest
business forecasts, have been prepared in particular based on
the following assumptions:

P Continue specific actions to optimize its working capital

P Access capital markets (debt and/or equity),
P Implement a major asset disposal program in addition tothe €400 million disposal program announced on July 28,
2023, andrequirement, including continued access to a factoring
program.

1) The conciliation is a procedure, so‑called amicable or preventive, for dealing with financial difficulties. It is provided for in the Commercial Code. The
negotiations, which take place under the aegis of a conciliator appointed by the President of the Commercial Court, are confidential. The conciliator's
mission is to encourage the conclusion of an amicable agreement between the debtor and its creditors, who are called upon to do so, aimed at putting
an end to the company's difficulties and ensuring its continuity.

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6

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Financial statements
Consolidated financial statements

In this context and as indicated above following its press
release of February 5, 2024, Atos SE has entered into
discussions with its banks and bondholders with a view toreaching a global agreement on the restructuring of its
financial debt. Those discussions, that were held with theparticipation of the mandataire ad hoc appointed since thebeginning of February 2024, will continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a shortand well‑defined timetable of 4 months, which can be further
extended by another month if needed. Those discussions
were still ongoing at the time the consolidated financial
statements for the year ended December 31, 2023 wereapproved by the Board of Directors.

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The Group has sufficient liquidity to operate business until arefinancing plan is reached and is also in discussions with its
financial creditors regarding an interim financing, which would
provide an additional liquidity cushion to the Group until a
global agreement on the refinancing plan is reached.
All these circumstances create a material uncertainty upon
the ability of the Group to continue as a going concern in theevent the Group is unable to negotiate a new refinancing planor to execute an important asset disposal plan. In that case,
Atos SE may not be able to realize its assets or settle its
liabilities within the ordinary course of its operations, and theapplication of IFRS accounting standards in the ordinary
context of going concern, in particular with regards to themeasurement of assets and liabilities, may not be appropriate.

Financial statements
Consolidated financial statements

6.1.7.6 Notes to the consolidated financial statements
Note 1

Changes in the scope of consolidation

Basis of consolidation
Subsidiaries
Subsidiaries are entities controlled directly or indirectly by theGroup. Control by the Group over its subsidiaries is based on
its exposure or entitlement to variable income resulting fromits investment in those entities, as well as its ability to exercise
power over the entity in such a way as to influence theamount of the returns it receives. The existence and effect ofpotential voting rights that are currently exercisable orconvertible, the power to appoint the majority of themembers of the governing bodies and the existence of vetorights are considered when assessing whether the Group
controls another entity.
Subsidiaries are fully consolidated from the date on which
control is transferred to the Group. They are de‑consolidated
from the date on which control ceases. In the event of achange in the percentage of the Group interest in a subsidiary
without loss of control, the change is recognized as atransaction between shareholders.
Non‑controlling interests in the net assets of consolidated
subsidiaries are presented on a separate line of equity under“non‑controlling interests.” Non‑controlling interests include
the amount of minority interests as of the acquisition date andthe amount represented by minority interests in the change inequity since that date.
Joint ventures and associates
An associate is an entity over which the Group exercises
significant influence. Significant influence is the power toinfluence the making of key financial and operational
decisions within the entity, without this demonstrating control
or joint control of the Group.
A joint venture is a joint arrangement in which the parties, who
exercise joint control, are entitled to a share of the net assetsof the joint venture. Joint control is demonstrated when, on
the basis of the rights granted by the agreement, decisions on
the relevant activities of the entity require the unanimous
agreement of the parties.
The factors taken into account to demonstrate significant
influence or joint control are similar to those used foranalyzing the Group control over its subsidiaries. Joint
ventures and associates are accounted for using the equity
method.
Joint operations
A joint operation is a partnership in which the partners (joint
owners), who exercise joint control over the entity, have directrights over the assets of the entity, and obligations in respectof its liabilities. As a co‑investor, the Group recognizes therelevant assets and liabilities line by line, as well as theincome and expense related to its interests in the joint
operations.
Business combinations
A business combination may involve the purchase of anotherentity’s shares, the purchase of all the net assets of anotherentity or the purchase of some of the net assets of anotherentity that together form one or more businesses.
Major services contracts involving staff and asset transfersthat enable the Group to develop or significantly improve its
competitive position within a business or a geographicalsector are accounted for as business combinations whenfulfilling the definition of a business under IFRS 3.
Valuation of assets acquired, and liabilities assumed of
newly acquired subsidiaries
Business combinations are accounted for according to theacquisition method. The consideration transferred in
exchange for control of the acquired entity is measured at fairvalue. It is calculated, at the date of the acquisition, as thesum of the fair values of the assets transferred by the Group,
liabilities incurred by the Group to the former owners of theacquiree and the equity interests issued by the Group in
exchange for control of the acquiree.
Direct transaction costs related to a business combination are
charged to the income statement when incurred andpresented as part of Other Operating Income and Expense.
Non‑controlling interests may, on the acquisition date, bemeasured either at fair value or based on their stake in the fairvalue of the identifiable assets acquired and liabilities
assumed of the acquired entity. The choice of measurement
methodology is made on a transaction‑by‑transaction basis.
All the assets, liabilities and contingent liabilities of theacquired subsidiary are measured at their fair value in the
opening statement of financial position at acquisition date.
The opening statement of financial position is adjusted, whennecessary, during the 12 months following the acquisition
date.

6

In step acquisitions, any equity interest held previously by theGroup is remeasured at fair value at the acquisition date (i.e.
the date when the Group obtains control) and the resulting
gain or loss is recognized in Other Operating Income andExpense.
If control in a subsidiary is lost, any gain or loss is recognizedin Other Operating Income and Expense. Furthermore, if aninvestment in the entity is retained by the Group, it isre‑measured to its fair value and any gain or loss is also
recognized in Other Operating Income and Expense.

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Financial statements
Consolidated financial statements

Purchase of non‑‑controlling interests and sale of interests ina subsidiary
Transactions with non‑controlling interests, without impact oncontrol, are treated as transactions with Group shareholders
and are recorded in equity.
Assets held
operations

forsale/distribution

anddiscontinued

When the carrying amount of a non‑current asset or disposal
Group is expected to be recovered principally through a sale/
distribution transaction rather than through continuing use, itis presented separately in the Group consolidated statementof financial position under “Assets held for sale”. Any related
liabilities are also reported on a separate line under “Liabilities
related to assets held for sale”.
For the reclassification to be made:P the sale must be highly probable;
P management must be committed to a plan to sell the asset(or disposal Group); andP theasset (or disposal Group) must be available for
immediate sale in its present condition.
Assets (or disposal Groups) held for sale and associatedliabilities are measured at the lower of their carrying amountand fair value less costs to sell/distribute. Depreciation of theassets ceases when it is reclassified as held for sale.
A discontinued operation is a component of the Group thateither has been disposed of, or is classified as held for sale,and:P represents

a separate major line of business orgeographical area of operations, or is a part of a single
coordinated plan to dispose of a separate major line ofbusiness or geographical area of operations; or
P is a subsidiary acquired exclusively with a view to resale.
The post‑tax profit or loss of the discontinued operation andrelated disposal gains or losses are presented as a single
amount on a separate line of the income statement, with arestatement of the prior year as a comparative. Cash flows
from discontinued operations are also reported separately in
the Group consolidated statement of cash flows.

The list of main consolidated companies at December 31, 2023 is presented in Note 18.

1.1 - Scope changes in 2023

The joint‑operation was part of the RBU Americas.

As announced to the market in 2022, Atos has initiated adivestiture program that resulted in the main following
disposals over 2023.

Those disposals generated total cash net proceeds of€476 million and resulted in a net capital loss before tax of€46 million recorded as part of Other operating income andexpense. The transaction costs for those disposals amounted
to €20 million.

Atos Italia S.p.A.
On March 31, 2023, Atos completed the sale of its Italian
operations (“Atos Italia”) to Lutech S.p.A., an Italian provider ofIT services and solutions.
The transaction perimeter does not include the Italian
EuroHPC business, which is kept within Atos, nor the UCC
Italian operations. The disposed activity was exclusively
operating within the Southern Europe regional business unit.

Unified Communications & Collaboration business
On September 30, 2023, Atos completed the disposal of the
Unified Communications & Collaboration business to Mitel, a
California‑based global player in business communications.
The business was operated across all regions, with the main
software and products provider located in the RBU Central
Europe.

EcoActOn October 31, 2023, Atos completed the sale of EcoAct andits subsidiaries to Schneider Electric. EcoAct was acquired by
the Group in 2020 and was mainly reported in the RBU
Southern Europe.
In addition, on October 3, 2023, State Street Corporation took
over the full ownership of the company’s joint‑operation with
Atos. This resulted in Atos deconsolidating the operations ofState Street Syntel Services Pvt Ltd from September 30, 2023.

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1.2 - Scope changes in 2022
On January 3, 2022, Atos acquired Cloudreach, a leading
multi‑cloud services company specializing in public cloud
application development and cloud migration, with strong
partnerships with all three hyperscalers. Through thisacquisition, Atos welcomes over 600 highly skilled cloudprofessionals to further strengthen its global cloud expertise.
Cloudreach was incorporated in 2009 and is headquartered in
London with additional offices in the USA, Canada, theNetherlands, Germany, France, Switzerland and India.
Cloudreach is reported mainly in the RBUs Northern Europe &APAC and Americas.
The consideration transferred was €252 million leading to therecognition of a €248 million goodwill.
Had the acquisition of Cloudreach occurred on January 1,
2022, the twelve‑month revenue and operating margin would
have been €93 million and €-11 million, respectively.
On September 19, 2022, Atos completed the disposal of its
Russian operations which resulted in a €37 million loss
recorded as part of Other operating income and expense in2022.

Financial statements
Consolidated financial statements

Note 2

Segment information

According to IFRS 8, reported operating segments profits are
based on internal management reporting information that isregularly reviewed by the chief operating decision maker, andis reconciled to Group profit or loss. The chief operating
decision maker assesses segments profit or loss using ameasure of operating profit. The chief operating decision
maker, who is responsible for allocating resources andassessing performance of the operating segments, has been
identified as the company CEO.
The internal management reporting is built around two axes:
Regional Business Units and Business Lines. Regional
Business Units have been determined by the Group as the

Since the first semester of 2022, the Group is governed aroundfour Regional Business Units (“RBU”) and three business lines(Tech Foundations, Digital and Big Data & Security – “BDS”),
replacing the former Industries.
In addition, on June 14, 2022, Atos announced that it was
studying a separation into two publicly listed companies:
Eviden that would bring together Digital and BDS businesslines, and Tech Foundations.
For that purpose, the Group launched a reorganization plan tolegally and operationally separate the Group between Tech
Foundations and Eviden activities.

main axis for analysis by the chief operating decision maker.
As a result, and for IFRS 8 requirements, the Group discloses
Regional Business Units as operating segments.
A Regional Business Unit is defined as an aggregation ofseveral geographical areas which contain several countries,
without taking into consideration the activities exercised
within each country.
The measurement policies that the Group uses for segmental
reporting under IFRS 8 are the same as those used in its
financial statements. Corporate entities do not represent an
operating segment and are thus presented within “Corporate
and Other”.

The legal separation was fully completed over the second
semester of 2023. Before that, as operations and cash flows
could not be clearly distinguished operationally and forfinancial reporting purposes between Tech Foundations andEviden, Tech Foundations and Eviden did not constitutecomponents of an entity for the full year 2023.
Therefore, for the year 2023, Regional Business Units remain
the main axis for analysis reviewed by the chief operating
decision maker.
As a result, and for IFRS 8 requirements, Regional Business
Units remain the reported operating segments. Information for
Eviden and Tech Foundations available to the chief operating
decision maker are however also presented here.

Regional Business Units are made of the following countries:
Operating segments

Americas

Argentina, Brazil, Canada, Chile, Colombia, Guatemala, Mexico, Peru, the United States of America and Uruguay.

Northern Europe Australia, Belgium, China, Denmark, Estonia, Finland, Hong Kong, India, Ireland, Japan, Lithuania, Luxembourg,
Malaysia, New Zealand, Norway, Philippines, Singapore, Sweden, Taiwan, Thailand, the Netherlands, the United& APAC
Kingdom and South Korea.
Central Europe

6Austria, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Germany, Hungary, Poland, Israel, Romania,
Serbia, Slovakia and Switzerland.

Southern Europe Andorra, France, Italy, Portugal and Spain.
Corporate and
Other

AbuDhabi, Algeria, Benin, Burkina Faso, Egypt, Gabon, Ivory Coast, Lebanon, Madagascar, Mali, Mauritius,
Morocco, Namibia, Qatar, Saudi‑Arabia, Senegal, South Africa, Togo, Tunisia, Turkey, UAE as well as Corporate
functions and Global Delivery Centers (GDC).

Each Business Line is represented in each RBU.
Inter‑segment transfers or transactions are entered into under the normal commercial terms and conditions that would also be
available to unrelated third parties. The revenues from each external contract amounted to less than 10% of the Group revenue.

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Financial statements
Consolidated financial statements

The operating segment information for the periods was the following:(in € million)

AmericasNorthern
Europe &APACCentralEuropeSouthern
EuropeCorporate
and OtherElimination Total Group

12 months ended December 31, 2023
External revenue by segment

2,441

3,163

2,506

2,284

300

10,693% of Group revenue

22.8%

29.6%

23.4%

21.4%

2.8%

100.0%

Inter‑segment revenue

101

160

217

130

1,405

-2,013-0Total revenue

2,542

3,322

2,723

2,414

1,705

-2,013

10,693

Segment operating margin

249

163

31

99

-77

467

% of margin

10.2%

5.2%

1.3%

4.3%

-25.5%

4.4%

Total segment assets
as at December 31, 2023

2,396

2,255

1,010

1,583

1,466

8,709

Other information on the income statement
Depreciation of fixed assets

-53

-75

-53

-36

-49

-266

Depreciation of right‑of‑use

-74

-106

-73

-40

-28

-321

40

43

54

47

20

205

Other information
Capital expenditure
Net (debt) cash

1,033

-27

793

463

-4,492-2,230Year‑end headcount

11,69014,735

10,845

14,93942,931

95,140AmericasNorthern
Europe &APACCentralEuropeSouthern
EuropeCorporate
and OtherElimination Total Group(in € million)

12 months ended December 31, 2022*
External revenue by segment

2,794

3,199

2,588

2,420

269

11,270% of Group revenue

24.8%

28.4%

23.0%

21.5%

2.4%

100.0%

110

190

206

127

1,332

-1,966--1,966

11,270Inter‑segment revenue

2,904

3,389

2,795

2,547

1,601

Segment operating margin

Total revenue

222

115

-10

106

-78

356

% of margin

7.9%

3.6%

-0.4%

4.4%

-29.0%

3.2%

Total segment assets as at December
31, 2022

4,134

2,982

1,267

2,125

1,321

11,829Other information on the income statement
Depreciation of fixed assets

-57

-71

-63

-34

-50

-275

Depreciation of right‑of‑use

-105

-117

-77

-43

-30

-372

Capital expenditure

46

40

66

71

30

251

Net (debt) cash

748

-131

120

284

-2,470-1,45018,16316,02812,562

17,03347,011

110,797

Other information

Year‑end headcount(*) Revenue restated as described in Note 3.

External revenue for France amounted to €1,867 million in 2023 (compared to €1,800 million in 2022).

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Financial statements
Consolidated financial statements

The assets detailed above by segment are reconciled to total assets as follows:
December 31, 2023

December 31, 2022

8,709

11,829Tax assets

289

358

Cash and cash equivalents

2,295

3,331

(in € million)

Total segment assets

Assets held for sale-876

11,294

16,394

Tech Foundations

EvidenTotal Group

External revenue

5,604

5,089

10,693% of Group revenue

52.4%

47.6%

100.0%

Operating margin

172

294

467

% of margin

3.1%

5.8%

4.4%

(in € million)

Tech Foundations

EvidenTotal Group

External revenue

6,026

5,244

11,270% of Group revenue

53.5%

46.5%

100.0%

Operating margin

79

276

356

1.3%

5.3%

3.2%

Total assets

Revenue and operating margin for Tech Foundations and Eviden were as follows:(in € million)

12 months ended December 31, 2023

12 months ended December 31, 2022*% of margin(*) Revenue restated as described in Note 3.

6

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Financial statements
Consolidated financial statements

Note 3

Revenue, trade receivables, contract assets, contract liabilities and contract costs

Revenue is recognized if a contract exists between Atos andits customer. A contract exists if collection of consideration isprobable, rights to goods or services and payment terms canbe identified, and parties are committed to their obligations.
Revenue from contracts with customers is recognized either
against a contract asset or receivable, before effective
payment occurs.
Multiple arrangements services contracts
The Group may enter into multiple‑element arrangements,
which may include combinations of different goods orservices. Revenue is recognized for each distinct good orservice which is separately identifiable from other items in thearrangement and if the customer can benefit from it.
Contracts related to the management of IT infrastructureoften embed transition and transformation prior to thedelivery of recurring services, such as IT support andmaintenance.
When transition or transformation activities represent
knowledge transfer to set up the recurring service, they
provide no incremental benefit to the customer and cannot
be considered as a separate performance obligation (set up
activities), no revenue is recognized in connection with these
activities. The costs incurred during these activities arecapitalized as contract costs if they create a resource that will
be used in satisfying future performance obligations related
to the contract and if they are recoverable. They areamortized on a systematic basis over the contractual period.
The cash collected for such activities is considered asadvance payment, presented as contract liability, andrecognized as revenue over the recurring service period.
When these activities transfer to the customer the control of a
distinct good or service and the customer can benefit fromthis good or service independently from the recurring
services, they are accounted for separately as separate
performance obligations and revenue relating to these
activities is recognized.
When a single contract contains multiple distinct goods orservices, the consideration is allocated between the goods
and services based on their stand‑alone selling prices. The
stand‑alone selling prices are determined based on the list
prices including usual discounts granted at which the Groupsells the goods or services separately. Otherwise, the Groupestimates stand‑alone selling prices using a cost‑plus margin
approach.
Principal versus agent
When the Group resells hardware, software and IT services
purchased from third‑party suppliers, it performs an analysisof the nature of its relationship with its customers todetermine if it is acting as principal or as agent in the delivery

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Universal Registration Document 2023of the good or service. The Group is a principal if it controls
the specified good or service before it is transferred to thecustomer. In such case, revenue is recognized on a grossbasis. If the Group is an agent, revenue is recognized on a net
basis (net of supplier’s costs), corresponding to any fee orcommission to which the Group is entitled. When the Group isproviding a significant service of integrating and/or designing
the specified good or service, it is acting as a principal in theprocess of resale. If the specified good or service is distinct
from the other services promised to its customer, the Group isacting as a principal notably if it is primarily responsible for thegood or service meeting the customer specifications orassumes inventory or delivery risks.
At a point in time versus over time recognition
Revenue is recognized when the Group transfers the control
of a good or service to the customer, either at a point in timeor over time.
For recurring services, the revenue is recognized over time as
the customer simultaneously receives and consumes thebenefit provided by the Group’s performance as the Group
performs. If the Group has a right to invoice a customer at an
amount that corresponds directly with its performance todate, the revenue is recognized at that amount. Otherwise,
revenue is recognized based on the costs incurred if theentity’s efforts are not expensed evenly throughout the period
covered by the service.
When the Group builds an asset or provides specificdevelopments, revenue is recognized over time, generally
based on costs incurred.
When the Group’s performance creates or enhances an asset
that the customer controls as the asset is created orenhanced or when the performance does not create an asset
with an alternative use and the Group has an enforceable
right to payment for the performance completed to date by
the contract and local regulations, revenue is recognized overtime, generally based on costs incurred.
Otherwise, revenue is recognized at a point in time.
Customer contracts in the form of a lease
Part of certain service arrangements may qualify as a lease
under IFRS 16 if they convey a right to use an identified asset
in return for payments included in the overall contract
remuneration. If service arrangements contain a lease, theGroup is considered as manufacturer or dealer‑lessor
regarding its customers. Where the lease transfers the risks
and rewards of ownership of the assets to its customers(finance lease), the Group recognizes revenue representing
the selling price of assets held under lease and presents
those as contract assets.

Financial statements
Consolidated financial statements

Contract costs - Costs to obtain and fulfill a contract

Revenue recognition and associated costs on contracts

Incremental costs to acquire a multi‑year service contracts
are capitalized and amortized over the life of the contracts.

Total projected contract costs are based on various
operational assumptions such as forecast volume or variancein the delivery costs that have a direct influence on the levelof revenue and possible forecast losses on completion thatare recognized. A provision for onerous contract is booked if
the future costs to fulfill a contract are higher than its related
economic benefits.

Transition & Transformation costs that do not represent a
separate performance obligation of a contract are capitalized
as contract costs if they create a resource that will be used toperform other performance obligations embedded in thecontract and are recoverable. Other costs incurred to obtainor fulfill a contract are expensed when incurred.
Statement of financial position presentation
Contract assets primarily relate to the Group’s rights toconsideration for work completed but not yet billed at thereporting date. Invoices to be issued are presented as part ofcontract assets. When the rights to consideration areunconditional, they are classified as trade receivables.
Contract liabilities relate to payments received from
customers in excess of the amounts recognized in revenue inconnection with the satisfaction of the related performanceobligations. Contract costs are presented separately fromcontract assets. Contract assets and contract liabilities arenetted on a contract by contract basis.

Financing component
When the Group expects the period between the transfer ofgoods and services and customer payment to be greater than
12 months, it assesses whether the contract is embedding afinancing component granted or received. When significant,interests generated by this financing component are booked
separately from revenue.
Impairment of trade receivables and contract assets
Trade receivables and contract assets are recognized using
the amortized cost method.
Impairment is calculated on the basis of the expected credit
loss model. Under this model, 12‑month expected credit
losses (resulting from the risk of defaults in the next 12months) are recorded at their initiation, when thecorresponding financial asset is recognized.

3.1 - Revenue from contracts with customers
Disaggregation of revenue from contracts withcustomers

Restatement of revenue for the 12 months ended
December 31, 2022

Most of the revenue generated by the Group is recognizedover time. The Group applies the “cost‑to‑cost” method tomeasure progress to completion for fixed price contracts.
Most of the Big Data and Security activities revenue isrecognized at a point in time when solutions are delivered
except for High Performance Computer solutions when Atos isbuilding a dedicated asset with no alternative use and has an
enforceable right to payment arising from the contract or local
regulation for costs incurred including a reasonable margin. In
this specific case, revenue is recognized over time.

In 2023, the Group reviewed the accounting treatment ofcertain third‑party standard software resale transactions
following the decision published by ESMA in October 2023
that illustrated the IFRS IC decision and enacted a restrictive
position on the assessment of Principal vs. agent under
IFRS 15 for such transactions. The revenue was negatively
impacted by €62 million. The impact affected Eviden in theAmericas RBU without impacting the operating margin.

6

Disaggregated revenue by Region and according to the Tech
Foundations and Eviden perimeters is presented in Note 2.
In accordance with IAS 8, the Group restated 2022 comparative figures as follows:
12 months ended
December 31,
2022
as published

Restatement

12 months ended
December 31,
2022
restated

Revenue

11,341-71

11,270

Personnel expense-5,692--5,692

Non‑personnel operating expense-5,29371-5,222

Operating margin

356

-

356

% of revenue

3.1%

Other operating income and expense-1,151-

Operating income (loss)

-795

-

% of revenue-7.0%(in € million)

3.2%-1,151-795-7.1%

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Financial statements
Consolidated financial statements

3.2 - Trade accounts and notes receivable, and contract liabilities
December 31, 2023

December 31, 2022

Contract assets

1,002

1,168

Trade receivables(in € million)

1,443

1,413

Contract costs

85

101

Expected credit loss allowance

-71

-79

Trade accounts and notes receivable

2,459

2,603

Contract liabilities

-980

-974

Net accounts receivable

1,479

1,629

42

41

Number of days sales outstanding (DSO)
In 2023, net contract assets decreased by €171 million,
reflecting better conversion of contract assets into tradereceivables, as well as a major advance payment received ona new HPC contract. Trade receivables slightly increased as
the net result of the above, offset by the decrease in factoring
actions.
The average credit period on sale of services is between 30

and 60 days depending on the countries. The main part ofcontract assets should be converted in trade receivables in
the 12 coming months except for contract assets
corresponding to the transfer of IT equipment under the leasemodel and the grant of multi‑years right‑to‑use licenses. Mostof the contract liabilities should be converted in revenue in the
coming months. The DSO ratio increased from 41 days at
December 31, 2022 to 42 days at December 31, 2023.

Transfer of trade receivables
As of December 31, 2023, €712 million of trade receivables
were transferred to third parties with conditions of thetransfers meeting IFRS 9 requirements, meaning transfer ofcontractual cash flows and transfer of substantially all risks
and rewards are achieved. Those trade receivables were
therefore derecognized in the statement of financial position
as of December 31, 2023. The €712 million included€90 million in the US where Atos only sold 95% of the right tocash flows and then derecognized 95% of the receivables.
The level of trade receivables sold with no recourse to bankswith transfer of risks as defined by IFRS 9 decreased by€150 million compared to December 31, 2022. DSO has been
positively impacted by the sale of receivables by 22 days
compared to 23 days at December 31, 2022.

Ageing of trade receivables past due
December 31, 2023

December 31, 2022

1,249

1,199

1‑30 days overdue

116

119

31‑60 days overdue

21

32

Beyond 60 days overdue

57

64

1,443

1,413

December 31, 2023

December 31, 2022

Balance at beginning of the year

-79

-213

Impairment losses recognized

-8

-12

Amounts written off

86

Impairment losses reversed

10

147

Impact of business combinations--0

Reclassification to assets held for sale-

1

Other reclassification and exchange differences-2-8

Balance at end of the year

-71

-79

(in € million)

Current

Total

Movements in expected credit loss allowance(in € million)

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Consolidated financial statements

Note 4

Operating items

4.1 - Personnel expense
12 months ended
December 31, 2023

% Revenue

12 months ended
December 31, 2022

% Revenue*-4,40641.2%-4,73342.0%

Social security charges

-970

9.1%

-890

7.9%

Tax, training, profit‑sharing

-60

0.6%

-72

0.6%

Net (charge) release to provisions for staff expense

-0

0.0%

0

0.0%

Net (charge) release of pension provisions

19

-0.2%

3

0.0%

-5,41850.7%-5,69250.5%

12 months ended
December 31, 2023

% Revenue

12 months ended
December 31,2022*% Revenue*

Subcontracting costs direct-1,91217.9%-2,155

19.1%

Hardware and software purchase

-952

8.9%

-1,080

9.6%

Maintenance costs

-505

4.7%

-535

4.7%

Rent expense

-10

0.1%

-11

0.1%

Telecom costs

-182

1.7%

-207

1.8%

Travelling expense

-65

0.6%

-69

0.6%

Professional fees

-222

2.1%

-222

2.0%

Other expense

-448

4.2%

-381

3.4%

-4,29540.2%-4,661

41.4%

Depreciation of fixed assets

-266

2.5%

-275

2.4%

Depreciation of right‑of‑use

-321

3.0%

-372

3.3%

Net (charge) release to provisions

17

-0.2%

-3

0.0%

Gains (Losses) on disposal of assets

-5

0.1%

-6

0.1%

Trade receivables write‑off

-8

0.1%

-6

0.1%

Capitalized production

71

-0.7%

102

-0.9%

Subtotal other expense

-513

4.8%

-561

5.0%

-4,80845.0%-5,22246.3%(in € million)

Wages and salaries

TOTAL(*) Restated as described in Note 3.

4.2 - Non‑‑personnel operating expense(in € million)

Subtotal expense

TOTAL

6

(*) Restated as described in Note 3.

Rent expense corresponds to short‑term lease contracts and low value assets (see Note 15.1).

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Consolidated financial statements

4.3 - Trade accounts and notes payable
December 31, 2023

December 31, 2022

2,066

2,187

Net advance payments

-46

-28

Prepaid expense and advanced invoices

-531

-569

TOTAL

1,489

1,590

83

85

(in € million)

December 31, 2023

December 31, 2022

Inventories

175

157

State - VAT receivables

356

280

Prepaid expense and advanced invoices

531

569

Other receivables and current assets

529

452

Net advance payments

46

28

1,637

1,485

December 31, 2023

December 31, 2022

Employee‑related liabilities

473

445

Social security and other employee welfare liabilities

159

157

(in € million)

Trade accounts and notes payable

Number of days payable outstanding (DPO)

4.4 - Other current assets

TOTAL

4.5 - Other current liabilities(in € million)

VAT payables

442

411

Contract liabilities

980

974

Other operating liabilities

223

273

2,276

2,260

TOTAL

At December 31, 2023, employee‑related liabilities included €145 million of signed settlements with employees in connection with
the German restructuring plans, compared to €72 million at December 31, 2022.

4.6 - Working capital requirement
December 31, 2023

December 31, 2022

Trade accounts and notes receivable

2,459

2,603

Trade accounts and notes payable-2,066-2,187

Other current assets

1,637

1,485

Other current liabilities-2,276-2,260

-128

-81

56

100

-319

-340

(in € million)

less Short‑term financial assets
less Payables on acquisitions of non‑current assets
TOTAL

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Consolidated financial statements

Note 5

Other operating income and expense

Other Operating Income and Expense is an Alternative
Performance Measure and is defined in section 6.1.7.4.
Equity‑‑based compensation
Performance shares are granted to management and certain
employees at regular intervals. Those equity‑based
compensation schemes are measured at fair value at the
grant date considering market‑based performance condition,
when applicable.
The fair value of such plans are recognized in “Other
operating income and expense” over the vesting period withthe offsetting credit recognized in equity. The service andnon‑market performance conditions are taken into account inestimating the number of awards that are expected to vest,
with a true‑up to the number ultimately satisfied.
When an equity‑based compensation is settled into cash, theplan is measured at the fair value of the liability at eachreporting date so that it ultimately equals the cash payment
on settlement date.

Employee share purchase plans offer employees theopportunity to invest in Group shares at a discounted price.
Shares are subject to a five‑year lock‑up period. Fair values ofsuch plans are measured considering:
P the share price at the attribution date;
P the percentage of discount granted to employees;
P the attribution of free shares for the first subscribed sharesaccording to the matching share plan;

P the consideration of the five‑year lock‑up restriction to theextent it affects the price that a knowledgeable, willingmarket participant would pay for that share; andP the grant date.

Fair value of such plans is fully recognized in “Other operating
income and expense” at the end of the subscription period.
Social contributions linked to equity‑based compensation
schemes are also presented as “Other operating income andexpense”.

The following table presents “Other operating income and expense” by nature:
12 months ended
December 31, 2023

12 months ended
December 31, 2022

-696

-352

-38

-69

4

-30

Amortization of intangible assets (PPA from acquisitions)

-108

-140

Equity‑based compensation

-19

-25

-2,546

-177

-169

-359

-3,573-1,151(in € million)

Reorganization costs
Rationalization and associated costs
Integration and acquisition costs

Impairment of goodwill and other non‑current assets
Other items
TOTAL
Reorganization costs amounted to €696 million and reflected
intensified workforce optimization measures throughout all
regions for €343 million, in particular the extension of theGerman restructuring plan launched in December 2022 for€147 million, but also included €353 million of one‑off
separation and transformation costs as the Group executed
the legal carve‑out plan over the year.
Rationalization and associated costs significantly decreased(€38 million compared to €69 million in 2022) as theconsolidation plan of data centers in North America
completed major milestones over the year.
Integration and acquisition costs were a net income of€4 million as certain earn‑out and retention schemes did notmaterialize and were thus released to the income statement.

6

In 2023, the amount related to the amortization of intangible
assets recognized in the purchase price allocation exercisesamounted to €108 million, compared to €140 million in 2022,
and was mainly composed of:P €59 million

of Syntel customer relationships andtechnologies amortized over 12 years starting November 1,
2018;

P €16 million of Bull customer relationships and patents

amortized over respectively 9 years and 7 to 10 years
starting September 1, 2014;P €8 million related to the last year of SIS customer

relationships amortization.

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Financial statements
Consolidated financial statements

The decrease originated from PPA assets being derecognized
as the underlying entities were disposed of, as well as the endof the amortization period for certain assets.
The equity‑based compensation expense amounted to€19 million in 2023 compared to €25 million in 2022, reflecting
the lower fair values of the 2022 and 2023 performance shareplans compared to the plans delivered in 2022 (2019 plans),
together with a high level of forfeiture in 2023.
Impairment of goodwill and other non‑current assets
amounted to €2,546 million. Considering the uncertainties
arising from the current situation of the Group, the Groupdecided to perform its annual impairment tests based onparameters that included significant risk premiums (see Note8.1). This resulted in a €2,248 million impairment of goodwill,affecting goodwill allocated to Eviden by €1,920 million, andTech Foundations by €328 million, as well as a €173 million

impairment on PPA assets. Impairment of goodwill and othernon‑current assets also included a €47 million impairment of
goodwill in Americas as a result of the exit from thejoint‑arrangement with the State Street Group, the impairmentof certain software licenses resulting from the effect of avendor contract renegotiation for €19 million (see Note 8.2), as
well as €50 million of impairment of right‑of‑use assets
related to data centers mainly in the Northern Europe & APAC
and Southern Europe regions (see Note 9).
In 2023, other items were a net expense of €169 million
compared to €359 million in 2022. In 2023, those items mainly
included legal costs on major litigations for €46 million, thenet capital loss arising from disposals for €46 million,
reassessments on onerous contracts that were accounted forunder Other items in 2021 for €36 million, and the net cost ofpension and early retirement programs in Germany, the UK
and France.

Equity‑‑based compensation
The €19 million expense recorded within other operating
income and expense relating to equity‑based compensation(€25 million in 2022) was mainly related to performance shareplans granted from 2021 to 2023, of which €5 million related
to the 2023 performance share plans.

The equity‑based compensation plans are detailed by year and by nature as follows:

By year(in € million)

12 months ended
December 31, 2023

12 months ended
December 31, 2022

Plans 2023

5-

Plans 2022

9

12

Plans 2021

5

7

Plans 2020

08

Plans 201900

Plans 2018

-

-1

TOTAL

19

25

12 months ended
December 31, 2023

12 months ended
December 31, 2022

Performance share plans

18

21

Stock option plans--0

Employee share purchase plans

10

Cash‑settled incentive plans

1

4

TOTAL

19

25

By category of plans(in € million)

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Financial statements
Consolidated financial statements

Performance share plans
In 2023, Atos implemented three new performance share plans, one of them having three vesting tranches:
Board of Directors meeting dateJune 28, 2023

November 16, 2023*

581,750

100,000

13.1

6.5

June 28, 2026

November 16, 2026

3

3

Expected dividend yield (%)

0.67

0.67

Fair value of the instrument (€)

12.84

6.37

1

0

Number of shares granted
Share price at grant date (€)
Vesting date
Expected life (years)

2023 expense recognized (in € million)(*) Forfeited in 2024.

Board of Directors meeting dateJune 28, 2023

June 28, 2023

June 28, 2023

375,266

375,285

750,549

13.1

13.1

13.1

June 28, 2024

June 28, 2025

June 28, 2026

1

2

3

Expected dividend yield (%)

0.67

0.67

0.67

Fair value of the instrument (€)

13.08

13.08

12.82

2

1

1

Number of shares granted
Share price at grant date (€)
Vesting date
Expected life (years)

2023 expense recognized (in € million)
Rules governing the performance share plans in the Group are
as follows:
P To receive the share, the grantee must generally be an

employee or a corporate officer of the Group or an
employee of a company related to Atos;

P Vesting is generally conditional upon both the continued

employment and the achievement of performance criteria,
financial and non‑financial ones that vary according to theplan rules such as:– internal financial performance criteria including Grouprevenue growth, Group Operating Margin and Group Free
Cash Flow (FCF);– internaland external social andresponsibility performance criteria;

environmental– an external stock market performance criterion;
P The vesting period varies according to the plan rules but

never exceeds 3 years;

P The lock‑up period ranges from 0 to 2 years.

6

Main previous plans impacting 2023 consolidated income statement are detailed as follows:
Board of Directors meeting date

Number of shares granted
Share price at grant date (€)
Vesting date
Expected life (years)
Expected dividend yield (%)
Fair value of the instrument (€)
2023 expense recognized (in € million)

May 18, 2022

May 18, 2022

May 18, 2022

May 18, 2022

309,560

309,703619,352

264,000

23.4

23.4

23.4

23.4

May, 18 2023

May, 18 2024

May, 18 2025

May, 18 2025

1

2

3

3

1.74

1.74

1.74

1.74

21.56

21.19

20.82

19.27

2

2

3

0

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Financial statements
Consolidated financial statements

Board of Directors meeting dateJune 13, 2022

July 24, 2020

July 24, 2021

Number of shares granted

39,000870,630

862,100

Share price at grant date (€)

18.8

75.0

41.2

June, 18 2025

July 24, 2023

July 24, 2024

3

3

3

Expected dividend yield (%)

1.74

2.07

2.09

Fair value of the instrument (€)

14.91

68.74

39.67

0

1

5

Vesting date
Expected life (years)

2023 expense recognized (in € million)

Stock option plans
In 2023, the Group did not implement any stock option plan.

Employee share purchase plans

Cash‑‑settled plans

In 2023, the Group did not implement any employee sharepurchase plan.

An equity‑based compensation plan was settled in cash in
March 2023. The related expense amounted to €1 million.

Note 6

Financial assets, liabilities and financial result

6.1 - Financial result
Net financial expense amounted to €227 million for the period (compared to €175 million in 2022) and was composed of a net costof financial debt of €102 million and other net financial expense of €125 million.

Net cost of financial debt
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Interest income

187

70

Interest expense

-289

-99

Net cost of financial debt

-102

-29

(in € million)

Net cost of financial debt increased from €29 million in 2022
to €102 million in 2023. This variation mainly resulted fromadditional drawdowns made on the term loans and therevolving credit facility over the year, associated with a sharp
increase of the EURIBOR rate.
This can be detailed as follows:
P Excluding the OEB, the average gross borrowing of€4,550 million compared to €5,557 million in 2022 bearing
an average expense rate of 3.07% compared to 0.92% lastyear. The average gross borrowing expense was mainly
explained by:– the used portion of the syndicated loan combined with

the Negotiable European Commercial Papers (NEU CP),and the Negotiable European Medium‑Term Note
program (NEU MTN) for an average of €643 million(compared to an average of €2,067 million in 2022) andthe Term Loans starting in July 2022 bearing an effective
interest rate of 4.52%;

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Universal Registration Document 2023

– a €300 million bond issued in October 2016 bearing a

coupon rate of 1.44% (fully repaid in October 2023);– a €750 million bond issued in November 2018 bearing a

coupon rate of 1.75%;– a €350 million bond issued in November 2018 bearing a

coupon rate of 2.50%;– a€800 million sustainability‑linked bond issued in
November 2021 bearing a coupon rate of 1.00%;

P the average gross cash varied from €2,450 million in 2022

to €1,873 million in 2023 bearing an average income rate of
1.93%, compared to 0.91% in 2022. The average income rateincrease is explained by a better remuneration on thedeposits and Money Market Funds, from €22 million in 2022
to €32 million in 2023.

Financial statements
Consolidated financial statements

Other financial income and expense
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Foreign exchange income (expense)-15

4

Fair value gain (loss) on forward exchange contracts-3-2

Net gain (loss) on financial instruments related to Worldline shares

0-83Interest on lease liability

-26

-22

Other income (expense)

-80

-43

Other financial income and expense

-125

-146

P other financial expense

-151

-289

P other financial income

26

143

(in € million)

Of which:

Other financial items were a net expense of €125 million in
2023 compared to €146 million in 2022 and were mainlycomposed of:
P leaseliability interest of €26 million compared to€22 million in 2022. This variation mainly resulted from theincrease in discount rates;

P pension

related financial expense of €31 million, an
increase compared to €16 million in 2022 due to theincrease in interest rates across all geographies at the endof 2022. The pension financial cost represents thedifference between interest costs on pension obligations
and the return on plan assets;

P a

net foreign exchange loss (including hedges) of€19 million (compared to a gain of €3 million in 2022)
mainly due to an exposure spreading across many
geographies and currencies;

P other expense also included €23 million of factoring costfor 2023 (compared to €9 million in 2022).

In 2022, other financial income and expense also included the
net loss of €83 million made of the net loss from the disposalof the residual interest in Worldline, the change in value of the
OEB derivative and the derivative to hedge the residual
exposure to Worldline shares, both measured at fair value
through profit and loss under IFRS 9.

6

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Financial statements
Consolidated financial statements

6.2 - Cash and cash equivalents
Cash and cash equivalents include cash at bank and financial
instruments such as money market securities. Such financial
instruments are readily convertible to a known amount ofcash and are subject to an insignificant risk of change in value.
They are held for the purpose of meeting short‑term cash
commitments and have a short maturity, in general threemonths or less from the date of acquisition. Some
instruments, such as term deposits, that have at inception alonger maturity but provide for early withdrawal and a capitalguarantee may also be classified as cash equivalents undercertain circumstances. Money market securities are(in € million)

Cash in hand and short‑term bank deposit
Money market funds
TOTAL

recognized at their fair value. Changes in fair value arerecorded in the income statement under “Other financial
income and expense”.
For entities having subscribed to the Group cash poolingagreement, the cash/debt positions which are linked to thisagreement are mutualized and only the net position ispresented in the consolidated statement of financial position.
The cash and cash equivalents are held with bank andfinancial institutions counterparts, the majority of which are
rated A- to AA-. Impairment on cash and cash equivalents is
calculated based on a default probability.

December 31, 2023

December 31, 2022

2,285

3,256

10

75

2,295

3,331

Depending on market conditions and short‑term cash flow expectations, Atos from time to time invests in money market funds orbank deposits with a maturity period not exceeding three months. Money market funds decreased significantly as a result of cash
repatriation actions carried out by the Group over 2023.

6.3 - Non‑‑current financial assets(in € million)

Pension prepayments

December 31, 2023

December 31, 2022

3

28

Fair value of non‑consolidated investments, net of impairment

10

5

Other*

129

138

TOTAL

142

171

(*) Other includes loans, deposits, guarantees and up‑front and underwriting fees related to past acquisitions amortized over the duration of the debt
instrument.

Other also included the funding of the non‑current portion of the 2021 German restructuring plan and deferred price receivables
related to disposals.

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Financial statements
Consolidated financial statements

6.4 - Financial liabilities
that factor market conditions as of the end of the reporting
period.

Borrowings
Borrowings are initially recognized at fair value, net of debt
issuance costs. Borrowings are subsequently measured atamortized cost. The calculation of the effective interest rateconsiders interest payments and the amortization of debt
issuance costs.

The Group has identified three financial instrument categories
based on the two valuation methods used (listed prices andvaluation techniques). In accordance with IFRS, thisclassification is used as a basis for presenting thecharacteristics of financial instruments recognized in thestatement of financial position at fair value through income asof the end of the reporting period:

Debt issuance costs are amortized in financial expense overthe life of the loan through the use of the amortized cost
method. The residual value of issuance costs for loans
derecognized is fully expensed on the date of derecognition.

P Level 1 category: financial instruments quoted on an active

Bank overdrafts are recorded in the current portion ofborrowings.

P Level 2 category: financial instruments whose fair value ismarket;determined using valuation
observable market inputs;

Derivatives
Derivative instruments are recognized as financial assets or
liabilities at their fair value. Any change in the fair value ofthese derivatives is recorded in the income statement as afinancial income or expense, except when they are eligible forhedge accounting.

techniques

drawingon

P Level 3 category: financial instruments whose fair value isdetermined using valuation techniques drawing on non observable inputs (inputs whose value does not result fromthe price of observable market transactions for the same
instrument or from observable market data available as ofthe end of the reporting period) or inputs which are only
partly observable.

The market value of derivative financial instruments isprovided by the financial institutions involved in thetransactions or calculated using standard valuation methods

The breakdown of borrowings was the following:
December 31, 2023
(in € million)

Current Non‑‑current

Bonds

December 31, 2022
Total

Current Non‑‑current

Total

-

1,900

1,900

300

1,900

2,200

Optional exchangeable bond

500

-

500

-

500

500

Banks loans and NEU CP / MTN

1,500

630

2,130

1,930

50

1,980

Other borrowings

124

-

124

182

-

182

Total borrowings

2,124

2,530

4,654

2,412

2,450

4,862

The €1,500 million Term Loan A was presented as a current
borrowing without taking into account the second six‑monthextension option.
Term loans of €1.8 billion and revolving credit facility of€0.9 billion
On July 29, 2022, a new financing structure was put in place tosupport the transformation plan as follows:P a €1.5 billion term loan (“Term Loan A”) with an initial

duration of 18 months and two extension periods of 6months each. The first six‑month extension took effect onJanuary 29, 2024;

Issuance of a €800 million sustainability‑‑linked bond
On November 4, 2021, Atos announced the placement of its
inaugural €800 million sustainability‑linked bond with an
8‑year maturity and a 1.0% coupon.
The coupon of the last three years will be unchanged if Atos
achieves the following Sustainability Performance Target(SPT): reduction in 2025 of Atos annual GreenHouse Gas CO2
emissions (Scopes 1, 2 & 3) by 50% compared to 2019. In casethe SPT is not met, the last three coupons shall be increased
by 0.175%. The proceeds of the bond have been used forgeneral corporate purposes.

P a €0.3 billion bridge loan (“Term Loan B”) with an initial

duration of 12 months and one extension period of 6months. Its purpose was to pre‑finance assets disposals.
Over 2023, the bridge loan was fully repaid;

P the amount of the existing revolving credit facility (signed in2018 with a maturity extended to November 2025) was
reduced from €2.4 billion to €0.9 billion. At December 31,
2023, €580 million were drawn. The remaining €320 million
were drawn in January 2024.

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Financial statements
Consolidated financial statements

In 2022, subsequent to the disposal of its entire stake inWorldline, Atos entered into a derivative transaction to hedge
this exposure to the fluctuations of worldline share price (seeNote 13).

Issuance of a €500 million bond exchangeable in Worldline
sharesAtos issued in November 2019 bonds due in 2024 for an
aggregate nominal amount of €500 million. The bonds areexchangeable into Worldline shares, at a premium of 35%
above the placing price of the Equity placement. The bonds
do not bear interest and have a maturity of 5 years (except incase of early redemption). The bonds have been offered at a
price of 108.875% of the principal amount and will be
redeemed at their principal amount at maturity, corresponding
to an annual yield to maturity of -1.7%.

Other bonds
On November 5, 2018, Atos announced the placement of its€1.8 billion bond issue. The €1.8 billion triple tranche‑bondissue consisted of three tranches:P €700 million notes with a 3.5‑year maturity and 0.75%

coupon (fully repaid in May 2022);P €750 million notes with a 6.5‑year maturity and 1.75%

In accordance with IFRS 9, a derivative liability was initiallybooked corresponding to the value of a call option on
Worldline shares (Level 2 category) at the issuance of thebond. The net change in the fair value of the derivative liability
between December 31, 2022 and December 31, 2023 of€13 million was recorded in income statement as part of thefinancial result leading to a total value in the consolidated
statement of financial position of €0.1 million at December 31,
2023 (see Note 13).

coupon;P €350 million notes with a 10‑year maturity and 2.50%

coupon.

There are no financial covenants attached to this bond.
On October 29, 2016, Atos issued a Euro private placementbond of €300 million with a seven‑year maturity and with a
1.444% fixed interest rate (unrated). This bond was fully repaidin October 2023.

The call option derivative component value is indexed toWorldline shares price and other criteria. At issue date, thereference exchange price of Worldline shares was €71.55. At
December 31, 2023, the Worldline share price was €15.67.

Non‑‑current borrowings maturity(in € million)

2025

2026

2027

2028

>2028

Total

Bonds

750

-

-

350

800

1,900

Banks loans and NEU CP / MTN

580

50

-

-

-

630

-

-

-

-

-

-

December 31, 2023

1,330

50

-

350

800

2,530

(in € million)

2024

2025

2026

2027

>2027

Total

Other borrowings

Bonds

-

750

-

-

1,150

1,900

500

-

-

-

-

500

Banks loans and NEU CP / MTN

-

-

50

-

-

50

Other borrowings

-

-

-

-

-

-

December 31, 2022

500

750

50

-

1,150

2,450

Optional exchangeable bond

Borrowings in currencies
The carrying amounts of the Group borrowings were denominated in the following currencies:362(in € million)

EUR

Other currencies

Total

December 31, 2023

4,563

91

4,654

December 31, 2022

4,680

182

4,862

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Financial statements
Consolidated financial statements

Fair value and effective interest rate of financial debt

The valuation of financial liabilities was conducted based on:

The fair value of bank loans and NEU CP / MTN, which wereprimarily composed of variable interest rate loans, wasconsidered to be equal to their carrying value. The fair valueof bonds which were primarily composed of instruments
traded on a market was determined based on the quoted
prices (unadjusted).

P exchange rates prevailing as of December 31, 2023;
P interest rates presented hereafter.

The fair values and effective interest rates in 2023 were as follows:
Carrying value

Fair value

Effective
interest rate

Bonds

1,900

1,227

1.60%

Optional exchangeable bond

500

403

0.00%

Banks loans and NEU CP / MTN

2,130

2,112

4.52%

Other borrowings

124

124

Total borrowings

4,654

3,866

(in € million)

6.5 - Change in net debt
Financial liabilities changes and net debt (cash) changes reconcile to the cash flow statement as follows:(in € million)

Optional
exchangeable
Bonds
bond

At January 1, 2023

Other
Bank loans borrowings
and NEU
excl.
CP / MTN
overdraftTotalborrowings
excl. Cash & cash
overdraft equivalents

Overdraft

Total net
cash & cash
equivalents

Short‑term
financialassets(liabilities)*

Net cashLease(debt) liabilities

2,200

500

1,980

41

4,722

3,331

-141

3,190

81

-1,4501,013

Lease payments

-

-

-

-

-

-358

-

-358

-

-358

-358

New borrowings

-

-

1,700

1,700

1,700

-

1,700

-

-

-

Repayment ofborrowings

-300

-

-1,550--1,850-1,850--1,850---Net cost of financial
debt paid

-

-

-

-

-

-102

-

-102

-

-102

-

Other flows related tofinancing activities

-

-

-

83

83

-52

83

31

52

-

-

Other cash flowchanges

-

-

-

-

-

-300

57

-243

-2

-245

-

-300

-

150

83

-67

-962

139

-822

50

-705

-358

Change in leaseliabilities

-

-

-

-

-

-

-

-

-

-

146

Interest on leaseliability

-

-

-

-

-

-

-

-

-

-

26

Impact of exchange
rate fluctuations

-

-

-

-0

-0

-74

2

-73

-3

-75

-6

Other changes

-

-

-

-0

-0

-74

2

-73

-3

-75

167

At December 31, 2023

1,900

500

2,130

124

4,654

2,295

0

2,295

128

-2,230822

Non‑current portion

1,900

-

630

-

2,530

-

-

-

-

-2,530

588

-

500

1,500

124

2,124

2,295

0

2,295

128

300

234

Cash flows impacts

Current portion(*)

6

Short‑term financial assets and liabilities bearing interests with maturity of less than 12 months.

(in € million)

Cash and cash equivalents
Overdrafts
Net cash and cash equivalents

December 31, 2023

December 31, 2022

2,295

3,331

-

-141

2,295

3,190

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Financial statements
Consolidated financial statements

6.6 - Breakdown of assets and liabilities by financial categories
The book value of financial assets corresponds to their fair value.
As at December 31, 2023 the breakdown of assets was the following:(in € million)

Non‑current financial instruments

Loans andreceivables at Fair value through other Fair value throughamortized cost comprehensive income
profit and loss

Derivative
related assets

-

-

0

-

Trade accounts and notes receivable

2,459

-

-

-

Other current assets*

885

-

-

-

-

-

-

13

-

-

2,295

-

3,344

-

2,295

13

Loans andreceivables at Fair value through other Fair value throughamortized cost comprehensive income
profit and loss

Derivative
related assets

Current financial instruments
Cash and cash equivalents
Total(*) Excluding inventories, prepaid expense, advanced invoices and net advance payments.

As at December 31, 2022, the breakdown of assets was the following:(in € million)

Non‑current financial instruments
Trade accounts and notes receivable

-

-

-

13

2,603

-

-

-

732

-

-

-

Current financial instruments

-

-

-

18

Cash and cash equivalents

-

-

3,331

-

3,335

-

3,331

31

Other current assets*

Total(*) Excluding inventories, prepaid expense, advanced invoices and net advance payments.

As at December 31, 2023 the breakdown of liabilities was the following:(in € million)

Financial Liabilities
designated at fair value
through profit or loss

Financial Liabilities –Measurement at
amortized cost

Derivative
relatedliabilities

Borrowings

-

2,530

-

Derivative liabilities

-

-

0

Non‑current financial instruments

-

-

-0

Trade accounts and notes payable

-

2,066

-

Other current liabilities

-

2,276

-

Current portion of borrowings

-

2,124

-

Current financial instruments

-

-

2

Total

-

8,996

2

(in € million)

Financial Liabilities
designated at fair value
through profit or loss

Financial Liabilities –Measurement at
amortized cost

Derivative
relatedliabilities

Borrowings

-

2,450

-

Derivative liabilities

-

-

13

Non‑current financial instruments

-

-

-0

Trade accounts and notes payable

-

2,187

-

Other current liabilities

-

2,260

-

Current portion of borrowings

-

2,412

-

Current financial instruments

-

-

11

Total

-

9,309

24

As at December 31, 2022 the breakdown of liabilities was the following:

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Universal Registration Document 2023

Financial statements
Consolidated financial statements

Note 7 Income tax

Note 7

Income tax

The income tax charge includes current and deferred tax
expense. Deferred tax is calculated whenever temporary
differences occur between the tax base and the consolidated
base of assets and liabilities. Deferred tax assets and liabilities
are valued using the enacted tax rate at the closing date thatwill be in force when temporary differences reverse. They are
not discounted.

considered to be recoverable during their validity period, i.e.
when it is probable that taxable profit will be available against
which the deferred tax assets can be utilized. Estimates oftaxable profits and utilizations of tax loss carry forward areprepared on the basis of profit and loss forecasts arising fromthe Group mid‑term plan.

In case of a change in tax rate, the deferred tax assets andliabilities are adjusted through the income statement except if
those changes relate to items recognized in othercomprehensive income or in equity.

Deferred taxes are recorded for all taxable temporary
differences of subsidiaries, associates and partnerships,
unless Atos is in a position to control the timing of reversal of
the temporary differences and it is probable that such reversal
will not take place in the foreseeable future.

Deferred tax assets corresponding to temporary differences
and tax losses carried forward are recognized when they are

Deferred tax assets and liabilities are netted off at the taxable
entity level, when there is a legal right to offset.

7.1 - Tax charge(in € million)

12 months ended
December 31, 2023

12 months ended
December 31, 2022

-121

-85

9

39

-112

-46

Current tax charge
Deferred tax (charge) income
Total tax charge

Based on the available information, the Group has carried out a first assessment of the potential impacts related to theimplementation of Pillar Two: this work revealed a limited exposure to the top‑up tax which effects would be non‑material. This
assessment will nevertheless have to be reviewed in light of the contemplated disposals.

7.2 - Effective tax rate
The difference between the French standard tax rate and the Effective Tax Rate is explained as follows:(in € million)

12 months ended
December 31, 2023

12 months ended
December 31, 2022

Profit (loss) before tax-3,332-970

French standard tax rate

25.8%

25.8%

Theoretical tax income (expense) at French standard rate

861

251

Impact of permanent differences

-632

-62

Differences in foreign tax rates
Movement on recognition of deferred tax assets
Equity‑based compensation
Change in deferred tax rates

49

-2

-339

-284

-5

-5

0

22

Taxes not based on taxable income

-40

34

Withholding taxes

-15

-5

French tax credit

9

9

1

-4

Group tax income (expense)

Other

-112

-46

Effective tax rate

-3.3%

-4.7%

6

The tax charge for 2023 was €112 million with a loss before tax of €3,332 million. This charge included a net movement in deferred
tax assets for an amount of €-339 million, as well as non‑recurring items, deriving notably from the tax costs of the carve‑out
operations and of the disposals executed during the year.
Due to the loss before tax of the period, the Effective Tax Rate of the period is not meaningful.

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Financial statements
Consolidated financial statements

7.3 - Restated effective tax rate
After restating the unusual items, the restated profit before tax was €240 million, the restated tax charge was €170 million and therestated effective tax rate was 70.8%.
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Profit (loss) before tax-3,332-970

Other operating income and expense-3,573-1,151--83

Profit (loss) before tax excluding unusual items

240

264

Tax impact on unusual items

59

250

Group tax income (expense)

-112

-46

Total of tax income (expense) excluding tax on unusual items

-170

-296

Restated effective tax rate

70.8%

112.1%(in € million)

Net gain (loss) on financial instruments related to Worldline sharesTax impact on unusual items does not include taxes withheld on internal dividend distributions nor tax costs of the carve‑out
operations.

7.4 - Deferred tax assets and liabilities(in € million)

December 31, 2023

December 31, 2022

206

294

Deferred tax assets
Deferred tax liabilities

35

148

Net deferred tax

171

146

7.5 - Breakdown of deferred tax assets and liabilities by nature
Tax losses
carry forward

Intangible assets
recognizedas part of PPA

Fixed
assetsPensions

Other

Total

December 31, 2021

158

-161

28

115

-18

122

Charge to profit or loss for the year

27

52

-7

2

-36

39

Change of scope

29

-7

0

0

3

25

Charge to equity

-0

-0

-

-38

3

-35

Reclassification

-3

5

-1

10

-11

-1

Reclassification to assets held for sale

-

0

-1

-0

-2

-3

Exchange differences

5

-6

-3

1

1

-2

December 31, 2022

216

-116

16

89

-60

146

Charge to profit or loss for the year

21

7

-6

-48

35

9

Change of scope

-5

13

1

-1

35

44

Charge to equity

-0

-

0

-36

-1

-37

Reclassification

1

-1

1

-1

10

9

Exchange differences

0

3

2

-1

-6

-1

December 31, 2023

233

-93

14

2

13

171

(in € million)

366

Universal Registration Document 2023

Financial statements
Consolidated financial statements

7.6 - Tax losses carry forward schedule (basis)
December 31, 2023
(in € million)

Recognized Unrecognized

December 31, 2022
Total

Recognized Unrecognized

Total

2023

-

-

-

1

2

3

2024

4

2

6

1

1

2

2025

3

3

6

6

3

9

2026

2

3

5

7

2

9

2027

15

13

27

-

-

-

Tax losses available for carry forward for
5 years and more

134

87

222

128

35

163

Ordinary tax losses carry forward

159

108

267

143

44

186

Evergreen tax losses carry forward

556

5,452

6,008

1,108

5,197

6,305

Total tax losses carry forward

715

5,560

6,275

1,251

5,241

6,492

In 2023, the countries with the largest tax losses available forcarry forward were Germany (€2,378 million including thetrade tax basis, compared to €2,266 million in 2022), France(€2,279 million, compared to €1,966 million in 2022), theUnited Kingdom (€1,507 million, compared to €1,120 million in2022), the United States (€365 million, compared to€387 million in 2022), the Netherlands (€182 million,
compared to €176 million in 2022), Belgium (€113 million,
compared to €58 million in 2022), Brazil (€95 million,

compared to €82 million in 2022), Switzerland (€81 million,
compared to €64 million in 2022), Spain (€75 million,
compared to € 90 million in 2022) and Austria (€69 million,
compared to €78 million in 2022).
In 2022, €193 million of tax losses available for carry forward
were related to the Unified Communications & Collaboration
business which disposal was completed in September 2023
(see Note 1).

7.7 - Deferred tax assets not recognized by the Group
December 31, 2023

December 31, 2022

Tax losses carry forward

1,338

1,106

Temporary differences

620

457

Total

1,958

1,563

(in € million)

6

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Financial statements
Consolidated financial statements

Note 8Goodwill and fixed assets

8.1 - Goodwill
Goodwill is measured as the excess of the sum of theconsideration transferred, the amount of any non‑controllinginterests in the acquiree, and the fair value of the acquirer’s
previously held equity interest in the acquiree (if any) over the
net of the amounts of the identifiable assets acquired and theliabilities assumed at the acquisition date. If, after assessment,
the resulting difference is negative, the excess is recognized
immediately in profit or loss as a bargain purchase gain. The
amount of goodwill is definitively set within 12 months of thedate of acquisition.
A CGU is defined as the smallest identifiable Group of assetsthat generates cash inflows that are largely independent of
the cash inflows from other assets or Group of assets. CGUs
correspond to Tech Foundations and Eviden operations within
geographical areas, generally countries, where the Group has
operations.
Goodwill is allocated to a Cash Generating Unit (CGU) or aGroup of CGUs for the purpose of impairment testing.
Goodwill is allocated to those CGUs that are expected tobenefit from synergies of the related business combination
and represent the lowest level at which managementmonitors goodwill. Goodwill is tested for impairment at thelevel of Tech Foundations and Eviden operations within each
Regional Business unit as it is the lowest level at which the
goodwill is monitored for internal management purposes.
Changes in internal management reporting are applied
retrospectively and comparative figures are restated.
Goodwill is not amortized and is subject to an impairment test
performed at least annually or more often whenever eventsor circumstances indicate that the carrying amount could not
be recovered. Such events and circumstances include but are

Following the completion of the legal carve‑out in the second
half of 2023, all assets and liabilities were separated between
Tech Foundations and Eviden in each country. Cashgenerating units, which were formerly defined as
geographical areas, generally countries, were thus split
between Tech Foundations and Eviden. As a result, thesmallest Group of assets that generates largely independent
cash flows is now made of respectively Tech Foundations andEviden operations within each country.
Goodwill is tested for impairment at the level of Tech
Foundations and Eviden operations within each Regional
Business unit level as it is the lowest level at which the
goodwill is monitored for internal management purposes.
As the Group has reorganized its reporting structure in a waythat changes the composition of CGUs to which goodwill has
been allocated, goodwill of each RBU was allocated between
Tech Foundations and Eviden operations based on theirrelative fair values at December 31, 2023, determined as
described hereafter.

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Universal Registration Document 2023

not limited to:
P significant deviance of economic performance of the asset

when compared with budget;

P significant worsening of the asset’s economic environment;
P loss of a major client;
P significant increase in interest rates.

The impairment test is performed by comparing the carrying
value of the CGU or Group of CGUs to its recoverable amountat the closing date. The recoverable value of a CGU is basedon the higher of its fair value less cost to sell and its value in
use. The value in use is determined using the discounted
cash‑flows method at the closing date based on the mid‑termplan of the Group.
When the recoverable value is less than its carrying amount,
an impairment loss is recognized in “Other operating income
and expense”. The impairment loss is first recorded as an
adjustment to the carrying amount of the goodwill allocatedto the CGU, and the remainder of the loss, if any, is allocatedto the other assets of the CGU in proportion to their carrying
values.
Impairment losses recognized
subsequently be reversed.

ongoodwillcannotWhen a CGU or part of a CGU is sold, the share of goodwill
corresponding to the scope disposed of is taken into accountin the carrying amount of its net assets used to determine thegain or loss realized. The share of goodwill is measured basedon the relative value of the scope transferred within the CGU
or Group of CGUs.

To perform the impairment tests, the recoverable value wasdetermined based on the fair value less costs to sell that theGroup categorized within Level 3 of the fair value hierarchy
according to IFRS 13. Fair values were determined based on amulticriteria approach, including Discounted Cash Flows(“DCF”) and trading multiples.
Discounted Cash Flows were based on the latest mid‑termplan for the period 2024‑2027.
Assumptions used were the following:
P the terminal value was calculated beyond the horizon of

the mid‑term plan, using an estimated perpetual growthrate of 0% for Tech Foundations regions, and between 2%
and 3% for Eviden regions, depending on the mix of BDS
and Digital activities within the region;

P discount rates were determined by RBU and by BusinessLine based on the Group weighted average cost of capitaland adjusted to consider specific tax rates and country risks
relating to each geographical area; in addition, specific risk
premiums were included to reflect the current uncertainties
on the Group situation.

Financial statements
Consolidated financial statements

Discount rates used at December 31, 2023, as well as at December 31, 2022 can be presented as follows:
2023 discount rates

2022 discount rates

TechFoundations

EvidenGroup*

Americas

29.0%

17.7%

11.8%

Northern Europe & APAC

28.5%

16.8%

13.0%

Central Europe

28.5%

15.3%

8.5%

Southern Europe

28.5%

16.1%

12.3%

Other

32.0%

18.0%

17.9%

(*) The breakdown of the discount rates between Tech Foundations and Eviden was not available at December 31, 2022.

taking into consideration the estimated values for thetransactions that were or are envisaged, as well as market
expectations.

Considering the uncertainties surrounding the Group current
situation, the impairment tests were carried out usingparameters, for both DCF and trading multiples, that included
significant risk premiums in the discount rates and discounts
on multiples. The resulting values were also determined

The test is sensitive to discount rates, long‑term growth rates
and operating margin rates.

For information purposes, a sensitivity analysis was carried out on the enterprise values resulting from the DCF method. The resultson the enterprise values determined based on the multicriteria approach are presented below:
Tech Foundations enterprise value increase (decrease)
Discount rate

Perpetual growth rate

Operating margin(in € million)+300 basis
points-300 basis
points+50 basis
points-50 basis
points+50 basis
points-50 basis
pointsAmericas

-21

27

0

-2

19

-19

Northern Europe & APAC

-24

30

1

-3

26

-26

Central Europe

-4

6

0

-1

17

-17

Southern Europe

-6

8

0

-1

21

-16

Other

-2

3

0

-0

4

-4

Eviden enterprise value increase (decrease)
Discount rate

Perpetual growth rate

Operating margin(in € million)+100 basis
points-100 basis
points+50 basis
points-50 basis
points+50 basis
points-50 basis
pointsAmericas

-42

48

16

-15

45

-47

Northern Europe & APAC

-32

37

12

-11

40

-42

Central Europe

-23

26

9

-8

50

-51

Southern Europe

-20

23

8

-8

41

-44

-1

1

0

-0

2

-2

Other

Universal Registration Document 2023

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369

6

Financial statements
Consolidated financial statements

At year end, carrying values of goodwill by RBU for Tech Foundations and Eviden were the following:
December 31, 2023

December 31, 2022

(in € million)

TechFoundations

EvidenGroup

Group*

Americas

331

1,227

1,558

2,841

Northern Europe & APAC

172

853

1,026

1,480

Central Europe

-0

250

250

250

Southern Europe

-0

0

-0

579

Other

18

24

42

155

Total

521

2,354

2,875

5,305

(*) The breakdown of goodwill between Tech Foundations and Eviden was not available at December 31, 2022.

Changes in the carrying values of goodwill can be presented as follows:
Exchangedifferences andother December 31, 2023

(in € million)

December 31, 2022

Increase

Decrease

Gross value

6,956

0

-109

-85

6,763

Impairment loss

-1,652-2,29951

13-3,887

Carrying amount

5,305-2,299

-58

-73

2,875

Over 2023, goodwill decreased from €5,305 million to€2,875 million as a result of the following:
impairment pursuant to the exercise
described above, affecting Tech Foundations for€328 million (€183 million for Americas, €68 million for
Northern Europe & APAC and €65 million for Southern
Europe) and Eviden for €1,920 million (€970 million for
Americas, €391 million for Northern Europe & APAC and€454 million for Southern Europe);P €52 million impairment loss recorded over the first half of2023 in application of IFRS 5 mainly in relation to thereclassification as held for sale of State Street operations
which disposal was completed on October 3, 2023 (seeNote 1), affecting Americas;

P €2,248 million

P a derecognition of €52 million of goodwill in connection

with the disposal of EcoAct (see Note 1), affecting Southern
Europe;P a €73 million foreign exchange impact coming mainly fromgoodwill denominated in USD.

Exchangedifferences and Reclassification toother assets held for sale December 31, 2022

(in € million)

December 31, 2021

Increase

Gross value

6,761

259

139

-202

6,956

Impairment loss

-1,656

-85

10

80

-1,652Carrying amount

5,105

174

148

-122

5,305

Over 2022, goodwill increased from €5,105 million€5,305 million, mainly due to the following:toP a €248 million goodwill related to the acquisition of

Cloudreach (as described in Note 1), mainly affecting
Northern Europe & APAC;P a €-122 million reclassification to assets held for sale,including a €202 million goodwill for Atos Italian operations
and a €-80 million goodwill impairment for Unified
Communications & Collaboration business, affecting
respectively Southern Europe and Central Europe;

P a €148 million foreign exchange impact coming mainly

from goodwill denominated in USD.

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Financial statements
Consolidated financial statements

8.2 - Intangible assets
Intangible assets other than goodwill
An intangible asset is recognized when it is probable that
future economic benefits therefrom will accrue to thecompany and if the cost of this asset can be reliably
estimated based on reasonable and documented
assumptions.
Intangible assets are recorded at their acquisition or
production cost.
Intangible assets other than goodwill consist primarily ofsoftware and user rights acquired directly by the Group,
software, customer relationships and technologies acquired
as part of business combinations, as well as internallydeveloped IT solutions.
To assess whether an internally generated intangible asset
meets the criteria for recognition, the Group distinguishes theresearch phase and the development phase.
Under IAS 38, no intangible asset arising from research (orfrom the research phase of an internal project) shall berecognized. Such expenditure is therefore recognized as an
expense when it is incurred.
Expense resulting from a development project (or from thedevelopment phase of an internal project) are recognized as
intangible assets if the Group demonstrates all the following
criteria:
P the technical feasibility of completing the intangible asset

so that it will be available for use or sale;

P its intention to complete the intangible asset and to use or

sell it;P its ability to use or sell the intangible asset;
P how the intangible asset will generate probable future

economic benefits;

P the availability of adequate technical, financial and otherresources to complete the development and to use or sell
the intangible asset; andP its ability to measure reliably the expenditure attributable

to the intangible asset during its development.

Development expenditure refers to IT solutions developed for
the Group’s own use, to specific implementation projects for
specific customers or innovative technological solutions
made available to a Group of customers. Development
projects are analyzed on a case‑by‑case basis and the only
costs which are capitalized are those attributable to thecreation, production and preparation of the asset to becapable of operating in the manner intended bymanagement. It is accounted for at cost less accumulated
depreciation and any impairment losses. It is amortized on astraight‑line basis over a useful life between 3 and 15 years,
the standard scenario being set at 5 years.
An intangible asset related to customer relationships andbacklog acquired during a business combination isrecognized as customer relationships. The value of this asset
is based on certain assumptions of renewal of the underlying
contracts and on the discounted flows of these contracts. This
asset is amortized on an estimate of its average life.
The value of the developed technology acquired is derived
from an income approach based on the relief from royalty
method. This method relies on (i) assumptions of thetechnological obsolescence curve and (ii) the theoreticalroyalty rate applicable to similar technologies, to determine
the discounted cash flows expected to be generated by thistechnology over their expected remaining useful life. The
developed technology is amortized on an estimate of its
average life. The cost approach may also be implemented asa secondary approach to derive an indicative value forconsistency purposes. This method relies on an assumptionof the costs that should be engaged to reproduce a similar
new item having the nearest equivalent utility as the asset
being valued. On the contrary, if technology is believed to be
the most important driver for the business, an Excess Earning
method could also be implemented.
Intangible assets are amortized in operating margin on astraight‑line basis over their expected useful life. Customer
relationships, patents, technologies and trademarks acquired
as part of a business combination are amortized in “Other
operating income and expense” on a straight‑line basis overtheir expected useful life, generally not exceeding 19 years.
Impairment of intangible assets other than goodwill
Impairment tests are performed on intangible assets withfinite useful lives whenever there is an indication of
impairment. Impairment losses on intangible assets may bereversed later if there has been a change in the estimatesused to determine the recoverable value of the asset and ifthat amount again comes to be greater than the net carrying
amount. The value of the asset after reversal of theimpairment loss is capped at the carrying amount net ofamortization, as if no impairment loss had been recognized inprior years.

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Financial statements
Consolidated financial statements

Customer
relationships

Trademarks,
software andlicenses

Other
intangible
assets

Total

1,372

594

292

2,257

Additions

-0

43

0

44

Capitalized costs

-

-

42

42

Disposals

-138

-125

-56

-319

Exchange differences and others

-27

-6

-15

-48

1,207

506

262

1,976

-907

-233

-199

-1,339Amortization charge of the year

-5

-11

-17

-33

Amortization of intangible assets recognizedas part of a Purchase Price Allocation

-69

-31

-8

-108

-

-

-26

-26

Disposals

78

106

37

221

Impairment

-3

-193

-

-196

Exchange differences and others

25

7

1

33

-880

-355

-213

-1,448December 31, 2022

465

361

92

919

December 31, 2023

328

151

50

529

(in € million)

Gross value
December 31, 2022

December 31, 2023
Accumulated depreciation
December 31, 2022

Amortization of capitalized costs

December 31, 2023
Net value

In 2023, the amount related to the amortization of intangible
assets recognized in purchase price allocation exercises
decreased to €108 million compared to €140 million in 2022.

The gross book value of customer relationships for€1,207 million at December 31, 2023 presented above, mainly
included:The €108 million amortization charge of Purchase Price
Allocation intangible assets in 2023 were mainly related toSyntel and Bull customer relationships.

P €470 million related to the Syntel acquisition in 2018;A €196 million impairment was recognized in 2023 mainly in
relation to intangible assets recognized in Purchase Price
Allocation exercises, as well as certain software licenses.

P €341 million related to the Siemens IT Solutions andServices acquisition in 2011;P €157 million related to the Xerox ITO acquisition in 2015;P €90 million related to the Anthelio acquisition in 2016;P €38 million in connection with the Maven Wave acquisitionin 2020.

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Financial statements
Consolidated financial statements

Customer
relationships

Trademarks,
software andlicenses

Other
intangible
assets

Total

1,312

613

333

2,258

Additions

-

44

5

49

Impact of business combinations

-

2

0

2

Intangible assets recognized as part of a Purchase Price
Allocation

15

1

10

26

Capitalized costs

-

-

46

46

Disposals

-12

-85

-41

-139

Exchange differences and others

62

21

-46

38

Reclassification to assets held for sale

-5

-2

-16

-23

1,372

594

292

2,257

-758

-238

-173

-1,169Amortization charge of the year

-2

-37

-29

-68

Amortization of intangible assets recognizedas part of a Purchase Price Allocation

-97

-33

-10

-140

(in € million)

Gross value
December 31, 2021

December 31, 2022
Accumulated depreciation
December 31, 2021

Amortization of capitalized costs

-

-

-28

-28

Disposals

12

83

39

134

Impairment

-33

-

-35

-68

Exchange differences and others

-35

-9

35

-8

6

1

2

9

-907

-233

-199

-1,339December 31, 2021

553

375

160

1,089

December 31, 2022

465

361

92

919

Reclassification to assets held for sale
December 31, 2022
Net value

6

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6

Financial statements
Consolidated financial statements

8.3 - Tangible assets
Tangible assets are recorded at acquisition cost. They are
depreciated on a straight‑line basis over the following
expected useful lives:
P buildings 20 years;
P fixtures and fittings 5 to 10 years;
P computer hardware 3 to 5 years;
P office furniture and equipment 5 to 10 years.

Any gain or loss on the disposal of a tangible asset isrecognized in the income statement.

(in € million)

Impairment of tangible assets
Impairment tests are performed on tangible assets whenever
there is an indication of impairment. Impairment losses ontangible assets may be reversed later if there has been achange in the estimates used to determine the recoverable
value of the asset and if that amount again comes to begreater than the net carrying amount. The value of the asset
after reversal of the impairment loss is capped at the carrying
amount net of depreciation, as if no impairment loss had beenrecognized in prior years.

Land andbuildings

IT
Other
equipments tangible assets

Total

Gross value
December 31, 2022

309

202

62

573

Additions

14

84

13

110

Disposals

-14

-11

-5

-30

9

-11

-14

-16

318

264

56

638

December 31, 2022

-180

30

-10

-160

Depreciation charge for the year

-20

-114

-7

-141

Disposals

1

7

1

9

Exchange differences and others

1

6

1

8

-198

-71

-14

-284

December 31, 2022

129

233

52

414

December 31, 2023

120

193

42

355

Exchange differences and others
December 31, 2023
Accumulated depreciation

December 31, 2023
Net value

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Financial statements
Consolidated financial statements(in € million)

Land andbuildings

IT
Other
equipments tangible assets

Total

Gross value
December 31, 2021

288

83

70

442

Additions

16

136

19

170

Impact of business combination

1

2

0

3

Disposals

-6

-24

-7

-36

Exchange differences and others

8

63

-20

52

Reclassification to assets held for sale

1

-58

0

-57

309

202

62

573

December 31, 2021

-151

127

3

-20

Depreciation charge for the year

-23

-115

-9

-147

Disposals

0

14

1

16

Exchange differences and others

-5

-49

-6

-60

December 31, 2022
Accumulated depreciation

Reclassification to assets held for sale

-1

53

0

52

-180

30

-10

-160

December 31, 2021

138

211

73

421

December 31, 2022

129

233

52

414

December 31, 2022
Net value

Tangible assets of the Group include mainly IT equipment used in data centers. Atos policy is to rent its premises. Therefore, landand building assets include mainly the technical infrastructure of the Group data centers.

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Financial statements
Consolidated financial statements

Note 9LeasesExistence of a lease
At inception of a contract, the Group assesses whether acontract is, or contains, a lease. A contract is, or contains, alease if the contract conveys the right to control the use of an
identified asset for a period in exchange of consideration.
Lease liabilities and right‑of‑use assets are recognized at thelease commencement date.
The Group does not recognize short term leases (less than 12
months) and leases for which the underlying asset is of a low
value except when those assets are subleased to end
customers. Such leases are expensed directly and futurecommitments to pay rents are presented as off‑balance sheet
commitments.
Lease liability
The lease liability is initially measured at the present value ofthe lease payments that are not paid at the commencement
date, discounted using incremental borrowing rates since
implicit rates are not readily available. Those rates have been
determined for all currencies of the Group by geography andby maturity. The incremental borrowing rates are calculated
by taking for each currency a reference market index
quotation and adding up a spread corresponding to the costof financing that would be applied by a lender to any
subsidiary of the Atos Group.
The lease liability is subsequently increased by the interest
cost on the lease liability and decreased by lease payments
made. It is remeasured when there is a change in the futurelease payments arising from a change in an index or rate, achange in estimate of the amount expected to be payable
under a residual value guarantee, or changes in the376

Universal Registration Document 2023

assessment of whether an extension option is reasonably
certain to be exercised or a termination option is reasonably
certain to be exercised, resulting from a decision of the Group.
Right‑‑of‑‑use asset
The right‑of‑use asset is initially measured at cost, which
comprises the initial amount of the lease liability adjusted forany lease payments made at or before the commencement
date, plus any initial direct costs incurred, less any lease
incentive received.
Real estate leases
The Group leases most of its offices and strategic production
sites such as data centers. Terms and conditions of thoselease contracts can be very heterogeneous depending on thenature of the sites and local regulations. Those leases haveterms between 2 to 20 years.
The Group is applying judgment to determine the lease term
for some real estate lease contracts in which it is a lessee andthat include renewal or early termination options analyzing
whether those sites, mainly offices and data centers, arestrategic or not. In most cases, the Group retains the earliest
date when the Group can exit its lease commitment without
paying any significant penalty.
IT equipment and company cars
The Group leases IT equipment for its own use or to deliver its
services to end customers (computers, servers). Those leases
are entered for terms between 3 to 5 years.
Deferred tax treatment
Deferred tax is applied to IFRS 16 entries based on local
applicable tax rates.

Financial statements
Consolidated financial statements

Right‑‑of‑‑use assets(in € million)

Land andbuildings

ITequipments

Cars
and others

Total

Gross value
1,235

524

65

1,824

Increase

December 31, 2022

75

117

11

203

Decrease

-230

-161

-33

-424

Exchange differences and others

7

-16

6

-2

1,087

464

49

1,600

December 31, 2022

-597

-294

-41

-932

Depreciation charge for the year

-154

-149

-17

-320

Decrease

214

138

31

382

December 31, 2023
Accumulated depreciation

Exchange differences and others

1

6

-0

6

Impairment

-50

-

-

-50

December 31, 2023

-585

-301

-27

-913

December 31, 2022

638

229

24

892

December 31, 2023

501

164

22

687

Net valueA €50 million impairment was recognized in 2023 in relation to data centers in the RBUs Northern Europe & APAC and Southern
Europe.
Land andbuildings

ITequipments

Cars
and others

Total

December 31, 2021

1,241

522

86

1,849

Increase

223

285

20

528

0

-

-

0

-216

-300

-27

-543

8

18

-7

19

-22

-1

-7

-30

1,235

524

65

1,824

December 31, 2021

-472

-258

-48

-777

Depreciation charge for the year

-185

-167

-21

-372

Decrease

76

139

25

240

Exchange differences and others

-5

-10

0

-15

Impairment

-17

-

-

-17

(in € million)

Gross value

Impact of business combination
Decrease
Exchange differences and others
Reclassification to assets held for sale
December 31, 2022

6

Accumulated depreciation

Reclassification to assets held for sale

6

0

3

10

-597

-294

-41

-932

December 31, 2021

770

264

38

1,072

December 31, 2022

638

229

24

892

December 31, 2022
Net value

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Financial statements
Consolidated financial statements

Lease liabilities
December 31, 2023

(in € million)

Maturing in one year or less

234

Maturing in 1‑2 years

168

Maturing in 2‑3 years

130

Maturing in 3‑4 years

97

Maturing in 4‑5 years

65

Maturing in more than 5 years

128

Total

822

The amounts represent future disbursements expressed after discounting.

Note 10 Investments accounted for under the equity method
Investments over which the parent company directly or
indirectly exercises significant influence, without however
exercising full or joint control, are accounted for under theequity method. This method consists in recording the Group
share in profit for the year of the investee in the consolidated
income statement as part of “Share of net profit (loss) ofequity‑accounted investments”.

(in € million)

378

December 31,
2022

Miscellaneous

8

TOTAL

8

Universal Registration Document 2023

The Group share in the net assets of the investee is recorded
under “Equity‑accounted investments” in the consolidated
statement of financial position. Goodwill arising on theacquisition of equity‑accounted investment is included in the
carrying amount of the investment.
The Group decided to classify all gains or losses on thedisposal of investments in associates in “Other operating
income and expense”.

Disposal-

Net results

Exchangedifferences andotherDecember 31,
2023

5

-1

11

5

-1

11

Financial statements
Consolidated financial statements

Note 11 Pension plans and other long‑‑term benefits
Employee benefits are granted by the Group through defined
contribution and defined benefit plans. Costs relating todefined contribution plans are recognized in the income
statement based on contributions paid or due in respect of
the accounting period when the related services have been
provided by beneficiaries.
The valuation of Group defined benefit obligations is based ona single actuarial method known as the “projected unit credit
method”. Under this method, the amount of future benefit
payments to employees is determined on the basis ofactuarial assumptions (change in wages, retirement age,probability of payment, turnover rate and mortality rate).
These future payments are reduced to their present value
using a discount rate determined according to the rates ofinvestment‑grade corporate bonds of a maturity equivalent tothat of the company’s corporate liabilities.
The actuarial assumptions are periodically updated, with thesupport of the external actuaries used by the Group.
Plan assets usually held in separate legal entities are

The net total amount recognized in the Group statement offinancial position in respect of pension plans was €698 million
at December 31, 2023 compared to €579 million at
December 31, 2022. The total amount recognized for othermeasured at their fair value, determined at closing.
The value of plan assets is determined based on valuations
provided by the external custodians of pension funds andfollowing complementary investigations carried‑out whenappropriate.
From one accounting period to the other, any difference
between the projected and actual pension obligation andtheir related assets is combined at each benefit plan’s level toform actuarial differences. Those differences may result either
from changes in actuarial assumptions used, or fromexperience adjustments generated by actual developments
differing, in the accounting period, from assumptions
determined at the end of the previous accounting period. All
actuarial gains and losses on post‑employment benefit plans
generated in the period are recognized in “othercomprehensive income”.
Benefit plan costs are recognized in the Group’s operating
income, except for interest costs on obligations, net of
expected returns on plans assets, which are recognized in“other financial income and expense”.

long‑term
employeebenefitswas€40 million
atDecember 31, 2023 compared to €32 million at December 31,
2022.

The amounts recognized in the balance sheet consisted of:December 31, 2023

December 31, 2022

3

28

Accrued liability – pension plans [a]

-700

-607

Total Pension plan

-698

-579

Accrued liability – other long‑term employee benefits [b]

-40

-32

Provisions for pensions and similar benefits [a] + [b]

-741

-639

(in € million)

Prepaid pension asset

6

Pension plans
The Group pension obligations are located predominantly in the United Kingdom (58% of Group total obligations), Germany (25%),
Switzerland (7%) and France (5%).

Characteristics of significant plans and associated risks
In the United Kingdom, these obligations are generated bylegacy defined benefit plans, the majority of which have beenclosed to further accrual or new entrants. Plans are final pay
plans and are subject to the UK regulatory framework where
funding requirements are determined by an independentactuary based on a discount rate reflecting the plan expected
return on plan assets. Recovery periods are agreed between
plans independent trustees and the sponsoring companies
and may run up to 20 years if appropriate securities areprovided by sponsors. Most of the plans are governed by asole independent trustee.

The current asset allocation across United Kingdom plans is
87% fixed income, 13% equities and other assets and may varydepending on the particular profile of each plan. Interest rateand inflation exposures are cautiously managed throughinvestment in Gilts, Indexed‑Linked and interest rate swaps.
The fixed income allocation comprises a significant exposure
to investment grade credits and the equity allocation is welldiversified geographically.

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Financial statements
Consolidated financial statements

Plans do not expose the Group to any specific risk that are
unusual for these types of benefit plans. Typical risks include
increase in inflation, longevity and a decrease in discountrates and adverse investment returns.
In Germany, most of the liabilities relate to pension
entitlements that were transferred to the Group with theacquisition of SIS in 2011. Plans cover multiple legal entities inGermany and are subject to the German regulatory
framework, which has no funding requirements but does
include compulsory insolvency insurance (PSV). Plans are
partially funded however, using a Contractual Trust
Agreement (CTA). The CTA is governed by a professional
independent third party. The investment strategy is set by theInvestment
Committee
composedof
employer
representatives. The assets allocation related to the largest
German schemes is 68% fixed income, 14% return seeking
assets and other assets and 18% property. The assets
allocation related to the other scheme is more in line with thelower interest rate sensitivities of the schemes and are
predominantly invested in investment grade credits and, to alesser extent, in balanced funds and European high yield.

In Switzerland, the obligations are generated by legacy
defined benefit plans, exceeding the minimum benefit
requirements under Swiss law (BVG). Pension contributions
are paid by both the employees and the employer and are
calculated as a percentage of the covered salary. The rate ofcontribution depends on the age of the employee. Upon
retirement, the employees’ individual savings capital ismultiplied by the conversion rate, as defined by the pension
fund regulations, and can be paid out as either a lifetime
annuity or a lump‑sum payment. In the event of disability, thepension plan pays a disability pension until the ordinary
retirement age.
Atos recognized all actuarial gains and losses and asset
ceiling effects generated in the period in "Other
comprehensive income".

Events in 2023
Since the prior year end shorter‑term inflation in the UK has
notably exceeded the long‑term assumptions (RPI over the 12months to September 2023 was 8.9% and CPI over the 12months to September 2023 was 6.7%), which fed through as anexperience adjustment to the Defined Benefit Obligation,
recognized within Other Comprehensive Income.
This mainly affects the deferred liabilities which are primarily
linked to CPI subject to a cap of either 2.5% or 5% p.a. over thewhole period of deferment to retirement. The impact on
pensioner liabilities is more limited due to annual caps on thepension increases each year.

For the 2023 year‑end, an allowance within the Defined
Benefit Obligation was made for anticipated 2024 increases(based on the known inflation figures in September 2023),
which has resulted in an additional experience loss within
Other Comprehensive Income. Overall, the experience loss
due to the short‑term high inflation in the UK, recognized as
Other Comprehensive Income, amounted to €63 million.
In France, the pension reform did not have any material
impact on the Defined Benefit Obligation as the underlying
retirement age assumptions used for valuing the liabilities in
2022 were already at or beyond the new legal retirement age
as amended by the reform.

Events in 2022
In the UK, 230 active employees were readmitted, on
September 1, 2022, to the Civil Service Pension Arrangements(“CSPA”) for future service. Employees’ past service benefits inrelation to service up to August 31, 2022 remained with the2019 Scheme but employees will subsequently be offered theoption of transferring these benefits into the CSPA. Therefore,
future service accrual from September 1, 2022 had no impact
on the obligations for these members but did cause areduction in operating costs for the remainder of the year. In
addition, a bulk transfer and a closure exercise for six former
employees in total, resulted in a reduction in the operating

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Universal Registration Document 2023

costs for part of the year. The total reduction in operating
costs regarding these events amounted to €3 million,
recognized for half as operating margin and for half as
financial result.
In France, the Syntec federation signed with the main unions
the so‑called modernization amendment to the national
collective bargaining agreement which clarifies, among otherthings, the pay items that should be included whencalculating the lump sum payments for retiring employees.
This clarification led to an increase in the obligations in
respect of retirement indemnities for an amount of €6 million,
recognized as other operating expense.

Financial statements
Consolidated financial statements

Components of net periodic cost
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Service cost (net of employees contributions)33

47

Past service cost, settlements-34Administration costs

2

2

Operating expense

3253Interest cost

145

99

Interest income

-114

-83

Financial expense

31

16

Net periodic pension cost – Total expense (profit)62

68(in € million)

The decrease in the net periodic pension cost is mainly
explained by non‑recurring components of the net periodic
pension cost (impact of events in 2022). Overall, regularcomponents remain quite stable with a decrease in the 2023

service cost and a rise in the financial expense, further to thesignificant increase in the discount rates at December 31,
2022, almost offsetting each other.

Change in defined benefit obligation
December 31, 2023

December 31, 2022

3,011

4,263

Exchange rate impact

33

-56

Service cost (net of employees contributions)33

47

Interest cost

145

99

Past service cost, settlements-3

4

Business combinations (disposals)

29

6

Employees contributions

6

6

-197

-204

Actuarial (gain) loss - change in financial assumptions

83-1,432

Actuarial (gain) loss - change in demographic assumptions

-34

-10

Actuarial (gain) loss - experience results

81

115

Reclassification to liabilities related to assets held for sale

-

174

3,187

3,011

(in € million)

Total Defined Benefit Obligation at January 1

Benefits paid

Defined benefit obligation at December 31

6

The weighted average duration of the liability is about 12 years.

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Financial statements
Consolidated financial statements

Change in the fair value of plan assets
December 31, 2023

December 31, 2022

2,440

3,616

Exchange rate impact

35

-58

Actual return on plan assets

130-1,081

Employer contributions22

19

Benefits paid by the funds

-155

-165

Business combinations (disposals)

28

6

Employees contributions

6

6

Administration costs-8-9

Reclassification to liabilities related to assets held for sale

-

106

2,498

2,440

December 31, 2023

December 31, 2022

-689

-571

-9

-8

-698

-579

December 31, 2023

December 31, 2022

Net amount recognized at beginning of year

-579

-647

Net periodic pension cost

-62

-68

Benefits paid by employer

42

39

Employer contributions

22

19

Business combinations (disposals)-20Asset ceiling limitations recognized in Other Comprehensive Income

1

-8

-121

157

2

-1

(in € million)

Fair value of plan assets at January 1

Fair value of plan assets at December 31

Reconciliation with the net amount recognized in the financial statements(in € million)

Funded status
Asset ceiling limitations recognized in Other Comprehensive Income
Prepaid (accrued) pension cost

Change in the net amount recognized in the financial statements (all plans)(in € million)

Amounts recognized in Other Comprehensive Income
Other (exchange rate)
Reclassification to liabilities related to assets held for sale
Net amount recognized at end of year

382

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-

-69

-698

-579

Financial statements
Consolidated financial statements

The development in the main plans by country for 2023 was as follows:
UK schemes German schemes(in € million)

Other schemes

Net amount recognized at beginning of year

21

-334

-266

Net periodic pension cost

-8

-19

-36

Benefits paid by employer & employer contributions

11

13

41

Business combinations (disposals)

-

-1

-1

Amounts recognized in Other Comprehensive Income

-61

-52

-9

Other (exchange rate and reclassification)

-

-

2

Net amount recognized at end of year

-37

-392

-268

UK schemes German schemes

Other schemes(in € million)

Defined benefit obligation at December 31st

-1,841-784-563

Fair value of plan assets at December 31st

1,804

391

303

Asset ceiling limitation at December 31st

-

-

-9

Net amount recognized at end of year

-37

-392

-268

Actuarial assumptions
Group obligations are valued by independent actuaries based on assumptions that are periodically updated.
These assumptions are set out in the table below:
United Kingdom

Eurozone

Switzerland

USA

December 31, December 31, December 31, December 31, December 31, December 31, December 31, December 31,
2023
2022
2023
2022
2023
2022
2023
2022

Discount
rate

4.70%

4.85%

3.3%~3.5%

3.8% ~ 4.0%

1.50%

2.25%

4.80%

5.00%

Salaryincrease

2.8%

2.9%

2.5%~2.95% 2.5% ~ 2.95%

2.25%

2.25%

na

na

RPI: 3.15%
CPI: 2.45%

RPI: 3.20%
CPI: 2.55%

na

na

na

na

Inflation
assumption

2.2%

2.2%

The inflation assumption is used to estimate the impact of indexation of pensions in payment or salary inflation based on thevarious rules of each plan.
Sensitivity of the defined benefit obligations at December 31, 2023 for the significant plans to the discount rate and inflation rate
assumptions is as follows:
Discount rate +25bp

Inflation rate +25bp

United Kingdom main pension plans

-3.1%

+2.1%

German main pension plans

-3.1%

+0.5%

These sensitivities are based on calculations made by independent actuaries and do not include cross effects of the various
assumptions; they do however include effects that the inflation assumption would have on salary increase assumptions for theUnited Kingdom.

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Financial statements
Consolidated financial statements

Plan assets
Plan assets were invested as follows:
December 31, 2023

December 31, 2022

Equity14%

13%

Bonds/Interest Rate Swaps

72%

68%

Real Estate

8%

13%

Cash and cash equivalents

2%

2%

Other

4%

4%

Of these assets, 88% are valued on market value, 10% relate toproperty, private equity and infrastructure investments where
valuations are based on the information provided by theinvestment managers, and 2% relate to insurance contracts.

A significant part of the Bonds and Interest Rate Swaps arepart of the interest rate hedging program operated by the
Atos United Kingdom pension plans, which aims at hedging asignificant portion of funding liabilities. None of the plans arehedged for longevity risks.
Atos securities or assets used by the Group are not material.

Prepaid pension situations on the consolidated statement of financial position
The net asset of €3 million was supported by appropriate refund expectations according to IFRIC 14.

Net pension impact on the consolidated income statement
The net impact of defined benefit pension plans on consolidated income statement can be summarized as follows:
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Operating margin

-30

-49

Other operating income and expense-2-4

Financial result

-31

-16

Total (expense) profit

-62

-68

(in € million)

Other long‑‑term employee benefits
Net liabilities related to other long‑term employee benefits were €32 million at December 31, 2022. They increased to €40 million
at December 31, 2023 through expenses recorded in the income statement (€24 million) net of benefit payments (€16 million).

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Financial statements
Consolidated financial statements

Note 12 Provisions
Provisions are determined by discounting the expected future
cash flows to extinguish the liability. Provisions are recognized
when:
P the Group has a present legal, regulatory, contractual orconstructive obligation as a result of past events;

P it is probable that an outflow of resources embodying

economic benefits will be required to settle the obligation;

P the amount has been reliably quantified.

When the unavoidable costs of meeting the obligations underDecember31, 2022

Addition

Releaseused

Reorganization

116

201

Rationalization

7

4

Project commitments

563

Litigations and contingencies

55

Total provisions741(in € million)(*)

a customer or a supplier contract exceed the economic
benefits expected to be received under it, the present
obligation under the contract is recognized and measured asa provision classified as project commitments. The
unavoidable costs under a contract reflect the least net costof exiting from the contract, which is the lower of the cost of
fulfilling it and any compensation or penalties arising fromfailure to fulfil it. The costs of fulfilling a contract comprise thecosts that relate directly to the contract, both incremental
costs and allocation of other direct costs.

ReleaseunusedScopechanges

Other*

December 31,
2023

Current

Noncurrent

-208

-2

2

0

110

108

2

-1

-0

-

0

11

3

8

117

-235

-68

11

2

390

133

258

39

-7

-34

3

-7

50

36

15

362

-450

-104

16

-5

562

280

282

December 31,
2022 Current

Noncurrent

Other movements mainly consist of currency translation adjustments and reclassifications.

December31, 2021

Addition

Releaseused

ReleaseunusedReorganization

169

93

-86

Rationalization

7

1

-1

584

173

-94

(in € million)

Project commitments

Reclassification
toliabilities
related toassetsheld for
sale

Scope
changes

Other*

-63

-

-1

3

116

75

-1

0

0

-0

7

1

6

-57

-

-16

-27

563

141

422

41

Litigations and contingencies

34

18

-5

-15

11

5

6

55

29

26

Total provisions

794

286

-186

-136

11

-12

-17

741

245

496

(*)

Other movements mainly consist of currency translation adjustments and reclassifications.

Reorganization
Additions mainly included the extension of the German restructuring plan launched in December 2022 while the release used
related to both the extension and the initial 2022 plan, which were completed over 2023.

Project commitments
Additions to provisions related to reassessments onloss‑making contracts, mainly in Northern Europe, while therelease used corresponded for the most part to costs incurredon customer and vendor onerous contracts for which a
provision had been accrued at the end of 2021.

The release unused reflected the favorable effects of asettlement with a customer in Germany and a reassessment
on a vendor onerous contract.

Litigations and contingencies
They were composed of a number of long‑term litigation
issues, such as non‑income tax contingencies and social
disputes, guarantees given on disposals and other disputes
with clients and suppliers, notably in South America. The€34 million of release unused included in particular €8 million
coming from the favorable outcome on a tax litigation in
Brazil.

Additions included provisions for legal fees on major
litigations but also a €2 million provision related to thepotential consequences of the judgements rendered by the
French Court of Cassation on September 13, 2023 thatvalidated the acquisition of paid leave rights during all sickleaves and without a ceiling.

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6

Financial statements
Consolidated financial statements

Note 13 Fair value and characteristics of financial instruments
Derivative financial instruments
Derivative instruments are recognized as financial assets or
liabilities at their fair value. Any change in the fair value ofthese derivatives is recorded in the income statement as afinancial income or expense, except when they are eligible forhedge accounting, whereupon:
P for fair value hedge of existing assets or liabilities, thehedged portion of an instrument is reported at fair value on
the statement of financial position. Any change in fair value
is recorded as an expense or an income in the income
statement, where it is offset simultaneously by changes in
the fair value of the designated hedged elements except
for any ineffectiveness;

P for cash flow hedge, the effective portion of the change infair value of the hedging instrument is directly recognizedin shareholders’ equity as “other comprehensive income”.
The change in value of the ineffective portion is recognizedin “Other financial income and expense”. Amounts deferredin equity are taken to the income statement at the sametime as the related hedged cash flow.
The Group uses forward foreign exchange contracts to hedge
the variability of cash flows arising from changes in foreignexchanges rates on sales and purchases in foreign currencies.
The Group designates only the spot element of the forward
exchange contract as the hedging instrument in cash flow
hedging relationships for highly probable transactions. Under
IFRS 9, the Group has elected to separately account for theforward points as a cost of hedging. Consequently, thechanges in forward points are recognized in othercomprehensive income and accumulated in a cost of hedging
reserve as a separate component within equity andaccounted for subsequently in the income statement as gain
and losses accumulated in the cash flow hedge reserve aspart of the underlying covered transaction.

December 31, 2023

December 31, 2022

AssetsLiabilities

AssetsLiabilities

Forward foreign exchange contracts

13

-2

18

-11

Forward interest rate contracts

-

-0

-

-

-

0

-

-

13

-2

18

-11

(in € million)

Analyzed as:
P Non‑current
P Current

The fair value of financial instruments is provided byindependent counterparties.
Concomitantly with the disposal of its residual interest inWorldline, Atos entered into a derivative transaction to hedge
its residual exposure to Worldline share price related to theoutstanding exchangeable bonds due 2024, which were
issued in 2019 (see Note 6.4).

In the consolidated statement of financial position at
December 31, 2023, the value of the derivative asset was€0.1 million and offset the value of the derivative liability
corresponding to the derivative component embedded in thebond exchangeable in Worldline shares. Those are reported
as current derivatives in the consolidated statement offinancial position.

The premium paid on the derivative transaction wasrecognized on the balance sheet as a derivative asset andsubsequently remeasured in accordance with IFRS 9 at fairvalue through the income statement.

Interest rate risk
Bank loans and NEU CP / MTN arranged at floating rates
amounted to €1,930 million in 2022 and €2,080 million in
2023, exposing the Group to cash flow interest rate risk.

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The Group may mitigate its interest rate exposure using
interest rates swap contracts with financial institutions in order
to fix the rate of a portion of the floating‑rate financial debt.

Financial statements
Consolidated financial statements

Exposure to interest rate risk
The table below presents the interest rate risk exposure of theGroup. The exposure at floating rate after hedging risk
management
isapproximately €220 millionasatDecember 31, 2023. A 1.0% decrease in short‑term reference

rates in Euro would reduce income from interest by€2.2 million in theory assuming the structure (cash/floatingdebt/hedges) remains stable for the full period of the year.
ExposureLess than 1 year

More than 1 year

Total

-1,500-580-2,080

-124

-

-124

Total liabilities-1,624-580-2,204

Cash and cash equivalents

2,295

-

2,295

0

-

0

Total net cash and cash equivalents*

2,295

-

2,295

Short‑‑term financial assets (liabilities)

128

-

128

Net position before risk management

800

-580

220

-

-

800

-580

220

-

-1,900-1,900

-500

-

-500

-

-50

-50

300

-2,530-2,230(in € million)

Bank loans and commercial papers
Other

Overdrafts

Hedging instruments
Net position after risk management
Bonds
Optional exchangeable bond
NEU MTN at fixed rate
Total net (debt) cash after risk management(*) Overnight deposits (deposit certificates) and money market securities and overdrafts.

Liquidity risk
On July 29, 2022, a new financing structure was put in place tosupport the transformation plan as follows:

P the amount of the existing revolving credit facility (signed in

P a €1.5 billion term loan (“Term Loan A”) with an initial2018 with a maturity extended to November 2025) was
reduced from €2.4 billion to €0.9 billion. At December 31,
2023, €580 million were drawn. The remaining €320 million
were drawn in January 2024.

P a €0.3 billion bridge loan (“Term Loan B”) with an initial

At December 31, 2023, the calculation of the leverage ratio
applying to the revolving credit facility and the Term Loan A
presented here below is adjusted for IFRS 16 impacts for an
amount of €358 million.

duration of 18 months and two extension periods of 6months each. The first six‑month extension took effect onJanuary 29, 2024;

duration of 12 months and one extension period of 6months. Its purpose is to pre‑finance assets disposals. The
bridge loan was fully repaid over 2023;

12 months ended
12 months ended
December 31, 2023 December 31, 2022

Nature of ratios subject to covenant

Covenant

Leverage ratio (net debt/OMDA)*

not greater than 3.75

3.34

2.36

(*) OMDA: Operating margin before non cash items.

On November 4, 2021, Atos announced the placement of its
inaugural €800 million sustainability‑linked bond with an
8‑year maturity and a 1.0% coupon.
The coupon of the last three years will be unchanged if Atos
achieves the following Sustainability Performance Target(SPT): reduction in 2025 of Atos annual GreenHouse Gas CO2
emissions (Scopes 1, 2 & 3) by 50% compared to 2019. In casethe SPT is not met, the last three coupons shall be increased
by 0.175%. The proceeds of the bond have been used forgeneral corporate purposes.

The rating agency Standard and Poor’s assigned a rating of
BBB-, subsequently to the rating of Atos at the time ofissuance of the bond. On July 13, 2022, S&P downgraded Atos
to BB / Outlook Negative. On November 28, 2023, Standard
and Poor’s changed Atos rating from BB to BB- maintaining
CreditWatch Negative. On January 19, 2024, Standard andPoor’s changed Atos rating from BB- to B- placing Atos on
CreditWatch Developing. Finally, on February 9, 2024, Atos
rating was downgraded from B- to CCC with negative outlook.
In November 2019, Atos issued €500 million zero coupon
bonds exchangeable into Worldline shares (“OEB”) with amaturity of 5 years and an exchange premium of 35%.

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6

Financial statements
Consolidated financial statements

On November 5, 2018, Atos announced the placement of its€1.8 billion bond issue. The €1.8 billion triple tranche‑bondissue consisted of three tranches:P €700 million notes with a 3.5‑year maturity and 0.75%

coupon (fully repaid in May 2022);P €750 million notes with a 6.5‑year maturity and 1.75%

coupon;P €350 million notes with a 10‑year maturity and 2.50%

coupon.

There are no financial covenants attached to this bond.
The rating agency Standard and Poor’s assigned a rating of
BBB+ to the three tranches, subsequently to the rating of Atosat the time of issuance of the bond. On September 20, 2021,
Standard and Poor’s downgraded Atos rating to BBB- /Outlook Stable, and further downgraded it to BB / Outlook
Negative on July 13, 2022. On November 28, 2023, Standard
and Poor’s changed Atos rating from BB to BB- maintaining
CreditWatch Negative. On January 19, 2024, the rating was
further downgraded from BB- to B- placing Atos on
CreditWatch Developing. Finally, on February 9, 2024, Atos
rating was downgraded from B- to CCC with negative outlook.
On May 4, 2018, Atos implemented a Negotiable European
Medium‑Term Note program (NEU MTN) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of €600 million. Due to Atos
credit rating downgrades in 2023, it is likely that the Group will
face difficulties to access in 2024 the NEU MTN market.
On June 2, 2017, Atos implemented a Negotiable European
Commercial Paper program (NEU CP) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of €900 million raised to€1.8 billion in October 2018. On December 10, 2019, themaximum amount of €1.8 billion was increased to €2.4 billion.
Due to Atos credit rating downgrades in 2023, it is likely that
the Group will face difficulties to access in 2024 the NEU CP
market.
On October 29, 2016, Atos issued a Euro private placementbond of €300 million with a seven‑year maturity and with a
1.444% fixed interest rate (unrated). This bond was fully repaidin October 2023.
As a result of the above, at December 31, 2023, Atos wasfacing the following maturities:
P the €1.5 billion term loan A, maturing in July 2024 excluding

the 6‑month extension option available to Atos under

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Universal Registration Document 2023

standard conditions (notably no event of default andpayment of an extension fee);
P the €500 million bond (Optional Exchangeable Bond)maturing in November 2024;

P the €750 million bond maturing in May 2025;
P the €900 million revolving credit facility maturing inNovember 2025;

P the €350 million bond maturing in November 2028; andP the€800 million bond (Sustainability‑Linked
maturing in November 2029.

Bond)

As stated in the January 3rd, 2024 Market Update press
release, the Group will need to take the following actions,either individually or in combination, in order to meet thesefinancing maturities:
P Obtain new bank financing,
P Access capital markets (debt and/or equity),
P Implement a major asset disposal program in addition tothe €400 million disposal program announced on July 28,
2023, andP Continue specific actions to optimize its working capitalrequirement, including continued access to a factoring
program.

In this context and as indicated above following its press
release of February 5, 2024, Atos SE has entered into
discussions with its banks and bondholders with a view toreaching a global agreement on the restructuring of its
financial debt. Those discussions, that were held with theparticipation of the mandataire ad hoc appointed since thebeginning of February 2024, will continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a shortand well‑defined timetable of 4 months, which can be further
extended by another month if needed. Those discussions
were still ongoing at the time the consolidated financial
statements for the year ended December 31, 2023 wereapproved by the Board of Directors.
The Group has sufficient liquidity to operate business until arefinancing plan is reached and is also in discussions with its
financial creditors regarding an interim financing, which would
provide an additional liquidity cushion to the Group until a
global agreement on the refinancing plan is reached.

Financial statements
Consolidated financial statements

Currency exchange risk
Atos operates in 71 countries. However, in most cases, Atos
invoices in the country where the Group renders the services,thus limiting the foreign exchange risk. Where this is not thecase, the Group generally uses hedging instruments such as
forward contracts or foreign currency swaps to minimize therisk.

The Group anticipates that the deterioration of its credit rating
will affect the availability of foreign exchange credit lines in
the course of 2024. Therefore, it is likely that the Group may
face difficulties to mitigate its foreign exchange risk or have toaccept higher hedging costs.

The carrying amount of the Group foreign currency denominated monetary assets and monetary liabilities at the reporting date areas follows:
EUR

GBP

USD

2023

2022

2023

2022

2023

2022

Assets

133

305

10

8

261

417

Liabilities

170

479

2

6

216

242

Statement of financial position net exposure

-37

-174

8

2

45

175

-666

-649

-158

-122

-102

-111

(in € million)

Hedged exposure

Foreign currency sensitivity analysis
The entities with functional currencies in EUR, GBP and USD
are mainly exposed to foreign exchange risk.
The following table details the Group sensitivity to a 5%
variation of the sensitive currency against the relevant

functional currency of each subsidiary. The sensitivity analysis
includes only outstanding monetary items denominated inforeign currency and adjusts their translation at the period end
for a 5% increase in foreign currency rates.

EUR(in € million)

Income statement

GBP

USD

2023

2022

2023

2022

2023

2022

-35

-41

-8

-6

-3

3

6

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6

Financial statements
Consolidated financial statements

Hedge accounting
There is no material deviation between the maturity of thefinancial instruments and the period in which the cash flows
are expected to occur.

As at December 31, 2023, derivatives were all allocated to thehedging of transactional risks (foreign exchange currency
risks). From an accounting perspective, most of the derivatives
were considered as cash flow hedge instruments.

The breakdown of the designation of the instruments by currency is as follows:(in € million)

December 31, 2023

December 31, 2022

Fair value

Fair value

Notional

Notional

Cash flow hedge
Foreign exchange
Forward contracts CHF

-

-

-

-7

Forward contracts CNY

-

5

-

7

Forward contracts GBP

-

-10

-

-5

Forward contracts INR

-

202

-5

183

Forward contracts MAD

1

26

-

27

Forward contracts MXN

2

39

3

31

Forward contracts MYR

-

-

-

1

Forward contracts PHP

-

32

-1

29

Forward contracts PLN

10

226

7

176

Forward contracts RON

-

98

3

92

Forward contracts USD

-1

291

-1

243

December 31, 2023

December 31, 2022

Fair value

Notional

Fair value

Notional

Forward contracts CHF

-

-

-

-5

Forward contracts GBP

-

-3

-

-2

Forward contracts INR

-

2

-

17

Forward contracts MAD

-

-

-

7

Forward contracts PHP

-

-

-

1

Forward contracts PLN

-

5

1

32

Forward contracts RON

-

1

-

2

Forward contracts USD

-

19

1

47

(in € million)

Trading and fair value hedge
Foreign exchange

The net amount of the cash flow hedge reserve at December 31, 2023 was €8 million (net of tax), with a variation of + €5 million(net of tax) over the year.

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Universal Registration Document 2023

Financial statements
Consolidated financial statements

Note 14 Shareholders’ equity
14.1 - Earnings per share
Basic earnings per share is calculated by dividing the net
income (attributable to owners of the parent) by the weighted
average number of ordinary shares outstanding during theperiod. Treasury shares deducted from consolidated equity
are not considered in the calculation of basic or diluted
earnings (loss) per share.
Diluted earnings per share is calculated by dividing the net
income (loss) attributable to owners of the parent, adjusted
for the financial cost net of tax of dilutive debt instruments, by

the weighted average number of ordinary shares outstanding
during the period, plus the average number of shares which,according to the share buyback method, would have beenoutstanding had all the issued dilutive instruments been
converted (stock options and convertible debt).
The dilutive impact of each convertible instrument isdetermined in order to maximize the dilution of basic earnings
per share. The dilutive impact of stock options is assessed
based on the average price of Atos shares over the period.

12 months ended
December 31, 2023

12 months ended
December 31, 2022

-3,441-1,012--

Net income (loss) restated of dilutive instruments- Attributable to owners of the parent [b]-3,441-1,012

Weighted average number of shares outstanding [c]110,860,004

110,641,457--

110,860,004

110,641,457

Basic earning per share [a] / [c]-31.04-9.14

Diluted earning per share [b] / [e]-31.04-9.14(in € million and shares)

Net income (loss) – Attributable to owners of the parent [a]Impact of dilutive instruments

Impact of dilutive instruments [d]Diluted weighted average number of shares [e]=[c]+[d](in €)

No significant share transactions occurred subsequently to the 2023 closing that could have a dilutive impact on earnings (loss) per
share calculation.

14.2 - Equity attributable to the owners of the parent

6

Treasury shares
Atos shares held by the parent company are recorded at theiracquired cost as a deduction from consolidated shareholders’equity. In the event of a disposal, the gain or loss and therelated tax impacts are recorded as a change in consolidated
shareholders’ equity.

Capital increase
In 2023, Atos SE increased its share capital by incorporating
additional paid‑in capital and common stock for €0.5 million
related to the issuance of 487,765 new shares.

As at December 31, 2023, Atos SE issued share capitalamounted to €111 million, divided into 111,439,307 fully
paid‑up common stock of €1.00 par value each.

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Financial statements
Consolidated financial statements

14.3 - Non‑‑controlling interests
Non‑‑controlling interests purchase commitments
The Group can take commitments to repurchase thenon‑controlling interests of shareholders of certain
subsidiaries. The strike price of these put options may be set
or determined according to a predefined calculation formula,and the options may be exercised at any time or on a specificdate.

non‑controlling interests are maintained in the statement offinancial position and the liability is recognized against equity
attributable to owners of the parent. Where access to theentity’s economic benefits is no longer available by virtue ofthe put option, the corresponding non‑controlling interests
are derecognized.

The Group records a financial liability at the present value ofthe strike price in respect of the put options granted toholders of non‑controlling interests in the entities concerned.
The offsetting entry for this financial liability differs dependingon whether the non‑controlling shareholders have maintained
present access to the economic benefits of the entity. In thecase of present access to the entity’s economic benefits,

The difference between the financial liability representing thecommitment to repurchase the non‑controlling interests andthe carrying amount of derecognized non‑controllinginterests is recorded as a deduction from equity attributableto owners of the parent. Subsequent changes in the value ofthe commitment are recorded by an adjustment to equity
attributable to owners of the parent.

December 31,
2022

Net Income

Miscellaneous

7

1

-3

Total

7

1

-3

December 31,
2021

Net Income

Miscellaneous

6

0

-2

Total

6

0

-2

(in € million)(in € million)

Dividends
Paid Scope changes

Other

December 31,
2023

-

-

5

-

-

5

Dividends
Paid Scope changes

Other

December 31,
2022

-

3

7

-

3

7

Since the loss of control of Worldline in May 2019, non‑controlling interests are no longer significant for the Group.

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Universal Registration Document 2023

Financial statements
Consolidated financial statements

Note 15 Off‑‑balance sheet commitments
15.1 - Contractual commitments
The table below illustrates the minimum future payments under firm obligations and commitments over the coming years:(in € million)

December31, 2023

Maturing
Up to 1 year

1 to 5 years

Over 5 years

December31, 2022

Leases of low value assets and short term leases

18

11

7

0

18

Non‑cancellable purchase obligations

352

171

176

5

476

of which > 5 years

46

16

25

5

116

Total commitments given

370

181

183

5

495

Financial commitments received (syndicated loans)*

320

-

320

-

2,020

Total commitments received

320

-

320

-

2,020

(*) Maturities are indicated before unexercised extension options.

In 2023, financial commitments received referred to the non‑utilized part of the revolving credit facility (see Note 13).

15.2 - Commercial commitments
December 31, 2023

December 31, 2022

Bank guarantees

413

357

P Operational - Performance

212

232

3

7

P Operational - Advance Payment

143

83

P Financial or Other

55

35

Parental guarantees

5,800

5,767

P Operational - Performance

5,599

5,654

201

113

6

5

6,219

6,129

(in € million)

P Operational - Bid

P Financial or Other

PledgesTotal
For various large long‑term contracts performed by its
subsidiaries, the Group provides performance guarantees to
its clients. These guarantees amounted to €5,599 million as ofDecember 31, 2023, stable compared with €5,654 million at
the end of December 2022.
In addition, in relation to the multi‑currency revolving credit
facility with a final maturity date on November 6, 2025, Atos SE
issued a parental guarantee for the benefit of the consortiumof banks represented by BNP Paribas in order to guarantee up
to €660 million (unchanged amount) the obligations of its two
subsidiaries: Atos Telco Services B.V. and Atos International
B.V.
In connection with the Cognizant/TriZetto litigation (see Note16), the Board of Directors of Atos SE approved on March 25,
2021 indemnity agreements benefiting insurance companies
which syndicated the supersedeas bond for a total amount of$570,710,384, provided for the appeal of the case andapproved by the U.S. District Court for the Southern District of
New York. In December 2023, the US Supreme Court denied
Trizetto's appeal. As a result and based on the joint stipulation

6

that the parties submitted to the judge, the supersedeas bondwas significantly reduced.
In the framework of the Atos pension schemes rationalization
plan in the UK aiming to a more efficient structure, the Boardof Directors of Atos SE, on July 22, 2018, gave consent to the
grant of a parental guarantee to the Atos Pension Schemes
Limited as trustee of the new Atos UK 2019 Pension Scheme
set up on November 1, 2019. Under this guarantee, Atos SE
guarantees the obligations of the sponsoring employers vis-àvis the pension scheme. On December 22, 2020, theguarantee has been confirmed and extended to take into
consideration the merger of the Atos 2011 Pension Trust into
the Atos UK 2019 Pension Scheme and the transfer of therelated liabilities. The new total estimated amount of theguarantee was £332 million (€383 million) at December 31,
2023.
Due to Atos credit rating downgrades in 2023, it is likely that
the Group will face difficulties to issue in 2024 bank andparental guarantees.

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Financial statements
Consolidated financial statements

Note 16 Litigations
The Group is regularly involved in various claims and legal
proceedings arising in the ordinary course of business. While
the Group does not expect that the ultimate resolution of any
existing claims and proceedings (other than the specificmatter described below, if decided adversely), individually orin the aggregate, will have a material adverse effect on its
financial position, an unfavorable outcome in some or all ofthese proceedings could have a material adverse impact on
results of operations or cash flows for a particular period. This
assessment is based on the current understanding of relevantfacts and circumstances. As such, the Group view of thesematters is subject to uncertainties and may change in the
future.

Moreover, the Group includes many entities located in othercountries than France and is regularly audited by local tax
authorities. Several audits and tax‑related proceedings or
disputes have been initiated or are currently being conductedby those authorities or in the courts, but none are expected togive rise to or has given rise to material tax expense that could
have a significant impact on the financial statements as theGroup considers that it has sound means of defense and thatit employs the legal procedures available to it to prevent any
unfavorable outcome.

TriZetto
In 2015, Syntel initiated a lawsuit against the TriZetto Groupand Cognizant Technology Solutions, stating claims for breachof contract, intentional interference with contractual relations
and misappropriation of confidential information. In responseto the complaint, TriZetto and Cognizant asserted various
counterclaims, including claims against Syntel for copyright
infringement and trade secret misappropriation.
On October 27, 2020, a jury in the U.S. District Court for theSouthern District of New York found Syntel, which was
acquired by Atos in 2018, liable for trade secretmisappropriation and copyright infringement and specified
approximately $855 million in damages in favor of Cognizant
and TriZetto, of which $570 million of punitive damages.
On April 20, 2021, the United States District Court for theSouthern District of New York granted in part the post‑trial
motion filed by Syntel. The Court reduced the jury’s$855 million damages award to $570 million and denied
Cognizant and TriZetto’s request for an additional $75 million
in pre‑judgment interest.
In its decision, the Court held that sufficient evidence existed
to support the jury’s verdict of trade secret misappropriationand that the jury’s award of $285 million in compensatory
damages was not contrary to law. However, the Court foundthat the jury’s $570 million punitive damages award wasexcessive and should be reduced to $285 million. TriZetto
agreed to this reduction. The Court also issued an injunction
prohibiting future use by Syntel of the specific trade secrets at
issue in the trial.
The appeal was filed with the U.S. Court of Appeals for theSecond Circuit on May 26, 2021 and briefing was completed
on December 23, 2021. The oral argument in the Court of394

Universal Registration Document 2023

Appeals took place on September 19, 2022. In order to avoid
any immediate payment, Syntel was required to post asupersedeas bond for approximately the remaining damages
amount at the time the appeal was filed ($571 million – seeNote 15).
On May 25, 2023, the United States Second Circuit Court ofAppeals vacated the decision issued by the United States
District Court for the Southern District of New York. In its
decision, the Second Circuit held that the use of the avoided
development costs methodology, underlying the initial$570 million damages, was contrary to the law. The Second
Circuit remanded the case to the District Court for further
consideration if any amount of damages are still appropriate.
In December 2023, the US Supreme Court denied TriZetto's
appeal. As a result, TriZetto cannot pursue any damages
under the DTSA (Defend Trade Secrets Act). The matter must
now be heard by the District Court to determine if any
damages are applicable under New York or copyright law.
Based on the joint stipulation that the parties submitted to thejudge, the supersedeas bond was significantly reduced.
On March 13, 2024, the United States District Court for theSouthern District of New York, as part of Syntel’s ongoing
litigation with Cognizant and its subsidiary TriZetto, vacatedthe remaining compensatory damages judgments entered inthis case: (i) the $142,427,596 New York trade secretmisappropriation award and (ii) the $59,100,000 copyright
infringement award. Therefore no compensatory damage will
have to be paid by Atos. The District Court granted TriZetto’s
motion for attorney’s fees in the amount of $14,548,992. The
decision is not final yet.

Financial statements
Consolidated financial statements

Note 17 Related party transactions
Related parties are defined as follows:P entities which are controlled directly by the Group, either

solely or jointly, or indirectly through one or moreintermediary
controls,
entities
which
offer
post‑employment benefits in favor of employees of theGroup, or entities which are controlled or jointly owned bya member of the key management personnel of the Group
as defined hereafter; andP key management personnel of the Group defined as

persons who have the authority and responsibility forplanning, directing and controlling the activity of the Group,
namely members of the Board of Directors, as well as
members of the Executive Board.

Transactions between Atos and its subsidiaries, which are
related parties of the Group, have been eliminated inconsolidation and are not disclosed in this note.
Transactions between the related parties
The main transactions between the related entities arecomposed of:
P The reinvoicing of the premises;
P The invoicing of delivery services such as personnel costs

or use of delivery infrastructure;

P The invoicing of administrative services; andP The interest expense related to the financial items.

These transactions are entered into at market conditions.

At December 31, 2023, there were no receivables or liabilities included in the statement of financial position linked to relatedparties.

Compensation of members of the Board of Directors and members of the Executive Board
The remuneration of the key members of Management during the year is set out below:
12 months ended
December 31, 2023

12 months ended
December 31, 2022

Short‑term benefits

20

12

Employer contributions & other taxes

4

3

Post‑employment benefits00Equity‑based compensation: stock options & free share plans

3

3

Total

27

18

(in € million)

Short‑term benefits include salaries, bonuses, fringe benefits and severance payments. Bonuses correspond to the total charge
reflected in the income statement including the bonuses actually paid during the year, the accruals relating to current year and therelease of accruals relating to prior year.

Universal Registration Document 2023

395

6

6

Financial statements
Consolidated financial statements

Note 18 Consolidation scope as of December 31, 2023: main entities% ofInterest

Consolidation
method% of Control

Address

HOLDING COMPANIESAtos SE

Group Parent Company

Atos International BV

100

FC

100

80, quai Voltaire - 95870 Bezons, France

Saint Louis Ré SA

100

FC

100 12 rue du Chateau d'Eau, 3364 Leudelange, Luxembourg

Atos International SAS

100

FC

100

Bull SA

100

FC

100 68, Rue Jean Jaurès - 78340 Les Clayes‑sous‑Bois, France

Burgemeester Rijnderslaan 30, 1185 MC Amstelveen
80, quai Voltaire - 95870 Bezons, France

FRANCE
Atos France

100

FC

100

80, quai Voltaire - 95870 Bezons

Atos Worldgrid SAS

100

FC

100

80, quai Voltaire - 95870 Bezons

Yunano SAS

100

FC

100

80, quai Voltaire - 95870 Bezons

Bull SAS

100

FC

100

68, Rue Jean Jaurès - 78340 Les Clayes‑sous‑Bois

Agarik SAS

100

FC

100

80, quai Voltaire - 95870 Bezons

Avantix SAS

100

FC

100

655, avenue Galilée - 13794 Aix en Provence

Evidian SA

100

FC

100

68, Rue Jean Jaurès - 78340 Les Clayes‑sous‑Bois

Keynectis SA

100

FC

100

Tour Eria, 5 rue Bellini - 92800 PuteauxAtos Digital Security SAS

100

FC

100

50, avenue Daumesnil - 75012 Paris

Eviden France SAS

100

FC

100

80, quai Voltaire - 95870 Bezons

100

FC

100

Otto‑Hahn‑Ring, 6 - 81739 Munich

GERMANY
Atos Information
Technology GmbH

396

Eviden Germany GmbH

100

FC

100

Otto‑Hahn‑Ring, 6 - 81739 Munich

CHG Communications
Holding GmbH

100

FC

100

Otto‑Hahn‑Ring, 6 - 81739 Munich

Atos IT Dienstleistung und
Beratung Gmbh

100

FC

100

Luxembourger Str. 3, 45131 Essen

Atos International Germany
Gmbh

100

FC

100

Otto‑Hahn‑Ring, 6 - 81739 Munich

Eviden International
Germany GmbH

100

FC

100

Otto‑Hahn‑Ring 6, 81739, Munich

Applied International
Informatics GmbH

100

FC

100

Torstraβe, 49 - 10119 Berlin

Bull GmbH

100

FC

100

Von‑der‑wettern‑straße, 27 - 51149 Cologne

Science + computing AG

100

FC

100

Hagellocher Weg, 73 - 72070 Tübingen

Energy4u GmbH

100

FC

100

Albert‑Nestler Straße, 17 - 76131 Karlsruhe

Atos Support GmbH

100

FC

100 The Squaire, Am Flughafen 14 - 60549 Frankfurt am Main

Atos IT Services GmbH

100

FC

100

Luxemburger Str.. 3, 45131 Essen

Atos Systems Business
Services GmbH

100

FC

100

Am seestem, 1 - 40547 Dusseldorf

Cycos AG

95.1

FC

100

Joseph‑von‑Frauenhofer‑Straβe, 5 - 52477 Alsdorf

CV Cryptovision GmbH

100

FC

100

Munscheidstr. 14 - 45886 Gelsenkirchen

Universal Registration Document 2023

Financial statements
Consolidated financial statements% ofInterest

Consolidation
method% of Control

Address

THE NETHERLANDS
Eviden Netherlands BV

100

FC

100

Burgemeester Rijnderslaan, 30 - 1185 MC Amstelveen

Atos Telco Services BV

100

FC

100

Burgemeester Rijnderslaan, 30 - 1185 MC Amstelveen

Atos Netherlands BV

100

FC

100

Burgemeester Rijnderslaan 30, 1185 MC Amstelveen

Motiv IT Masters BV

100

FC

100

(3402 PL) Ijsselstein - Utrechtseweg 34 e

100

FC

100

Rue Yehia El‑Mazouni, 16, El Biar - Algiers

Atos IT GmbH

100

FC

100

Siemensstraße, 92 - 1210 Vienna

Eviden Technologies
Beteiligungen GmbH

100

FC

100

Wagramer Straße 19, Stock 16, 1220 Vienna

Atos IT Solutions andServices GmbH

100

FC

100

Siemensstraße, 92 - 1210 Vienna

Atos Technologies Austria
GmbH

100

FC

100

Wagramer Strabe 19, stock 16, 1220 Vienna

TSG EDV‑Terminal Service
GmbH

99

FC

100

Modecenterstraße, 1 - 1030 Vienna

SEC Consult Austria

100

FC

100

14, 1. Stock Komarigasse - 2700 Wiener Neustadt

OTHER EUROPE - MIDDLE EAST - AFRICA
Algeria
Bull Algerie
Austria

Belgium
Eviden Belgium SA/NV

100

FC

100

Da Vincilaan, 5 - 1930 Zaventem

Atos Belguim BV

100

FC

100

Da Vincilaan, 5 - 1930 Zaventem

Atos IT Solutions andServices EOOD

100

FC

100

Oborishte Region, 2 Maria Luiza Blvd, TZUM BusinessCenter, 4th floor 1000 Sofia

Eviden Global Delivery
Center EOOD

100

FC

100 2 Knyaginya Maria Louisa Blvd TZUM Business Center, 4thfloor 1000 Sofia

100

FC

100

31, avenue Noguès - 01 BP 1580 Abidjan 01

Atos IT Solutions andServices A/S

100

FC

100

Stensmosevej 15 , 2620 Albertslund

Eviden Denmark ApS

100

FC

100

Langebjergvænget 18, 4000 Roskilde

100

FC

100

Heinzelova, 69 - 10000 Zagreb

100

FC

100

Doudlebská, 1699/5 - 14000 Prague 4

Bulgaria

Ivory Coast
Bull Cote d'Ivoire
Denmark

6

Croatia
Atos IT Solutions andServices d.o.oCzech Republic
Atos IT Solutions andServices s.r.o.
Atos Czech Republic s.r.o.

100

FC

100

14000 Prague 4, Doudlebska 1699/5

DataSentics AS

100

FC

100

Washingtonova, 1599/17, Nové Město - 11000 Prague 1

100

FC

100

Immeuble Abiali, ZI d'Oloumi - BP 2260 Libreville

100

FC

100

Irakleio Avenue, 455, N. Iraklio - 14122 Athens

Atos IT Solutions andServices oy

100

FC

100

Kalkkipellontie, 6 - 026050 Espoo

Ideal Product Data Oy

100

FC

100

Jaakonkatu 2 - 01620 Vantaa

Gabon
Bull Gabon
GreeceAtos Greece SA
Finland

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397

6

Financial statements
Consolidated financial statements% ofInterest

Consolidation
methodAtos Magyarorszag Kft

100

FC

100 Neumann János street 1. (Infopark) A building 1. floor 1117
Budapest

Eviden Hungary Kft

100

FC

100 Neumann János street 1. (Infopark) A building 1. floor 1117
Budapest

100

FC

100

Dundrum Town Centre, Sandyford Road Dublin 16

100

FC

100

Rue Jal el Dib, 69 - Secteur 1 - BP 60208 Beyrouth

100

FC

100

Gostauto Street, 40 - 01112 Vilnius

100

FC

100

1, rue Edmond Reuter Contern - 5326 Luxembourg

100

FC

100

12, rue Indira Gandhi, Tsaralalana, BP 252 Antananarivo

Atos IT Services SARL

100

FC

100 Espace les Palmiers, angle avenues Mehdi Benbaraka et
Annakhil - Hayryad Rabat

Atos ITS Nearshore Center
Maroc SARL

100

FC

100 Boulevard Al Qods, Quartier Sidi Maarouf, Casanearshore- 1100 Casablanca

Eviden Technologies Maroc

100

FC

100

Bull Maroc

100

FC

100 Boulevard Al Qods, Quartier Sidi Maarouf, Casanearshore- 1100 Casablanca

100

FC

100

C/o Deloitte & Touche, Namdeb Center, Bulow street, 10- PO Box 47 Windhoek

Eviden Polska SA

100

FC

100

Pulawska 180 02‑670 Warsaw

Atos Poland Global Services
Sp zoo

100

FC

100

ul. Kraszewskiego 1 85‑240 Bydgoszcz

100

FC

100

Avenida José Malhoa 16 - Piso sétimo B2 - Edificio
Europa. Distrito: Lisboa, Concelho: Lisboa, freguesia:
Campolide - 1070 159 Lisbon

Eviden Technologies SRL

100

FC

100

Calea Floreasca, 169A, Sector 1 - 014459 Bucharest

Atos Global Delivery Center
SRL

100

FC

100

Municipul Timisoara, Piata Consiliul Europei 2A, Cladirea
Unidted Business Center 1, et 2, 300627 Judet Timis

Atos Convergence Creators
SRL

100

FC

100 Municipiul Braşov, Strada MIHAIL KOGĂLNICEANU, Nr. 21,
Bloc C6, Judet Braşov

100

FC

100 Cité Keur Gorgui, Immeuble Khadimou Rassoul - BP 3183
Dakar

100

FC

100

Danila Lekica Spanca 31 - 11070 Belgrade

74

FC

100

Woodlands Office Park, Ground Floor Building 32 - 2144
Woodlands% of Control

Address

Hungary

Ireland
Atos IT Solutions andServices Limited
LebanonBull SAL
Lithuania
UAB “Bull Baltija”
Luxembourg
Atos Luxembourg PSF SA
Madagascar
Bull Madagascar SA
MoroccoCasablanca - shore 7, 1100 boulevard Al Qods – quartier
Sidi Maârouf,

Namibia
Bull Information Technology
Namibia Pty. Ltd.
PolandPortugal
Atos Soluções e Serviçospara Tecnologias deInformação, Unipessoal,
Ltda
Romania

Senegal
Bull Senegal
SerbiaAtos IT Solutions andServices d.o.o.
South Africa
Atos (PTY) Ltd

398

Universal Registration Document 2023

Financial statements
Consolidated financial statements% ofInterest

Consolidation
method% of Control

Address

100

FC

100

Calle Subida al Mayorazgo, 24b - 38110 Santa Cruz deTenerife

Spain
Atos Consulting Canarias SA
Atos Spain SA

100

FC

100

Albarracin, 25 - 28037 Madrid

Atos IT Solutions andServices Iberia SL

100

FC

100

Ronda de Europa, 5 - 28760 Madrid

Atos Worldgrid SL

100

FC

100

Calle Isabel Torres, 19 Edificio Cisga - 39011 Santander

Atos Holding Iberia SL

100

FC

100

ALBARRACIN 25, Madrid

MSL Technology SL

100

FC

100

C/ Marques de Ahumada, 7 - 28028 Madrid

100

FC

100

Pribinova 19/7828 - 811 09 Bratislava

100

FC

100

Johanneslundsvägen, 12‑14 - 194 87 Upplands Väsby

Atos AG

100

FC

100

Freilagerstrasse, 28 - 8047 Zürich

Eviden AG

100

FC

100

Freilagerstarsse 28, 8047 Zurich

100

FC

100

Yakacık Caddesi, No 111 - 18 - 34870, Kartal, Istanbul

Atos Origin FZ LLC

100

FC

100

Office G20, Building DIC‑9 Dubai Internet City - PO
Box.500437

Atos FZ LLC Dubai Branch

100

FC

100

The Galleries Building, No2 Level 2 - 500437 Downtown
Jebel Ali, Dubai

Paladion Sharjah (Branch)

100

FC

100

Saif Suite X4 - 03 and SAIF Office P8‑05‑58, Sharjah
Airport International Free Zone, Sharjah, 120398

100

FC

100

Sheikh Suhaim bin Hamad Street - No.89858 Doha

100

FC

100

Alex Desert Road, Smart Village, Concordia Building,Ground Floor, Cairo

49

FC

49

P. O. Box # 8772 - Riyadh‑11492

Atos Consulting Limited

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonAtos IT Services Limited

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonAtos IT Services UK Limited

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonEviden Technology Services
Limited

100

FC

100

Atos UK IT Holdings Limited

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonShere Limited

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonAtos BPS Ltd

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonAtos UK Holdings Ltd

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonSlovakia
Eviden Slovakia SRO
SwedenAtos IT Solutions andServices AB
Switzerland

TurkeyAtos Bilisim Danismanlik ve
Musteri Hizmetleri Sanayi ve
Ticaret A/S
United Arab Emirates - Dubai

Qatar
Atos Qatar Llc
Egypt
Atos IT SAE

6

Saudi Arabia
Atos Saudi LLC
THE UNITED KINGDOM

44 Esplanade, JE4 9WG, St. Helier, St. Helier, Jersey

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6

Financial statements
Consolidated financial statements% ofInterest

Consolidation
methodAtos International IT
Holdings Ltd

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonEngage ESM holding LTD

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonEngage ESM LTD

100

FC

100 High holborn, 71, Mid City Place Second Floor - WC1V6EA
LondonIpsotek Ltd.

100

FC

100

Acre House, 11‑15 William Road - NW13ER London

Cloudreach Europe Limited

100

FC

100

3rd Floor Saffron House 6‑10 Kirby Street - EC1N8TS
LondonAtos (Australia) Pty Ltd

100

FC

100

Mountain Highway, 885 - 3153 Bayswater Victoria

Eviden Australia

100

FC

100

75 Castlereagh street , 2000 Sidney , Suite 5,01

Eviden Information
Technology (Nanjing) Co Ltd

100

FC

100

Floor 12, Building 1B Powerise accelerator, High Techzone Software park - Nanjing Jiangsu Province

Eviden Information
Technology (China) Co Ltd

100

FC

100

Room 05.161, Floor 5, Building E No.7, Zhonghuan Nanlu
Wangjing - Chaoyang District Beijing

Atos Enterprise Technology(Beijing) Co Ltd

100

FC

100

Room 101, 1/F, Building 3
No. 7, Wangjing Zhonghuan Nan Road, Chaoyang District,
Beijing

Atos Worldgrid Information
Technology (Beijing) Co Ltd

100

FC

100

Room 05.162, Floor 5, Building E No.7, Zhonghuan Nanlu
Wangjing - Chaoyang District Beijing

RTS Information Consulting(Chengdu) Co Ltd

100

FC

100 Room 108‑109, 1st floor, Building B2, Tianfu Software Park,
High Tech Zone - Chengdu Sichuan Province

Atos Information
Technology HK Ltd

100

FC

100

8/F Octa Tower - 8 Lam Chak Street - Kowloon Bay

Eviden Hong Kong Limited

100

FC

100

RM 1301, 13th floor, Harbourside HQ, 8, Lam Chak Street,Hong Kong

Bull Information Systems(Hong Kong) Limited

100

FC

100

RM 1401 - Hutchison House - 10, Harcourt Road

Eviden India Pvt Ltd

100

FC

100

1402 /1403 Supremus, E Wing, Techno Campus,
Kanjurmarg (East), Mumbai City Maharashtra - 400042

Atos Sol & Sys Pvt LTD

100

FC

100

Unit No. 1401 & 1409, 14th Floor, SupremusE Wing,
Techno Campus, Kanjurmarg East 400042 Mumbai

Eviden IT Services Private
Limited

99.99

FC

100

Plot 8b, RMZ Centennial, Camp‑B, 5th Floor, ITPL Main
Road, Whitefield, Bangalore Ka 560048

Anthelio BusinessTechnologies Private
Limited

99.99

FC

100

Level 1, Part A of Tower1,Phase 2, SY.NO 115 (Part)
Waverock, APIIC IT\ITES SEZ, Nanakramguda
Serilingampally Mandal Hyderabad Telangana 500008

Syntel Pvt Ltd.

100

FC

100

Unit No,112, SDF IV, SEEPZ Andheri (East) Mumbai 400
096 Maharashtra

Syntel Global Pvt Ltd

100

FC

100

Ground floor, E‑Tech Software Technology Park, Dhokali
Naka,Kolshet road, Thane(West)-400607

Paladion Networks Pvt Ltd
India

100

FC

100 49, Shilpa Vidya, 3rd Phase, 1st Main, JP Nagar, Bangalore
560068Eviden KK

100

FC

100

6 F, Daisan Toranomon Denki Building - 1‑2‑20 Minato‑ku
Tokyo

Atos Technologies Japan

100

FC

100

6 F, Daisan Toranomon Denki Building - 1‑2‑20 Minato‑kuTokyo% of Control

Address

ASIA PACIFIC
Australia

China

Hong Kong

India

Japan

400

Universal Registration Document 2023

Financial statements
Consolidated financial statements% ofInterest

Consolidation
method% of Control

Address

100

FC

100

6 F, Daisan Toranomon Denki Building - 1‑2‑20 Minato‑ku
Tokyo

100

FC

100

16‑A (1st Floor) Jalan Tun Sambanthan - 3 Brickfields 50470 Kuala Lumpur

99.94

FC

100

23/F Cyber One Building - Eastwood City - Cyberpark 1110 Libis, Quezon City

100

FC

100

8th Floor, Two E‑Com Center, Palm Coast Ave., Mall of
Asia Complex, 1110 Pasay City

Atos Information
Technology (Singapore) Ptd
Ltd

100

FC

100

Blk 988 Toa Payoh North #08‑01 - 319002

Eviden Singapore Pte Ltd

100

FC

100

988 TOA PAYOH NORTH #08‑01 - 319002

100

FC

100

5F, No 100 Sec 3, Min Sheng E. Road - Taipei

100

FC

100

2922/339 Charn Issara Tower II - 36th Floor - New
Petchburi Road - Bangkapi - Huay Kwang - 10310
Bangkok

Atos Argentina SA

100

FC

100

Virrey Liniers 2250, C1241ABV – Buenos Aires

Bull Argentina SA

100

FC

100 Manuela Saenz 323 5to. Piso Of. 506 - C 1107 bpa, Buenos
Aires

Atos Brasil Ltda

100

FC

100

Avenida das Nacoes Unidas, 12901 - Torre Norte, 19Andar, PARTE B - Brooklin, CEP 04578‑910, na Cidade de
Sao Paolo

Atos Serviços de Tecnologia
da Informação do Brasil
Ltda

100

FC

100

Avenida das Nacoes Unidas, 12901 - Torre Norte, 19Andar, PARTE B - Brooklin, CEP 04578‑910, na Cidade de
Sao Paolo

Bull Ltda.

100

FC

100

Avenida das Nacoes Unidas, 12901 - Torre Norte, 19Andar, PARTE B - Brooklin, CEP 04578‑910, na Cidade de
Sao Paolo

Eviden Inc

100

FC

100

c/o Gowling WLG (Canada) LLP, One Main Street West
ON L8P 4Z5 Hamilton

Atos Technologies Canada
Inc

100

FC

100

5770 Hurontario Street, Suite B150, Missisauga, Ontario
L5R 3G5

Eviden Services, Inc

100

FC

100

415, Rue Saint‑Antoine cuest Bureau, 400 Montréal Québec H2Z 2B9

Evidian‑Bull Japan KK
Malaysia
Atos Services (Malaysia)
SDN BHD
Philippines
Atos Information
Technology Inc
XBS Disposition Subsidiary
Philippines Inc
Singapore

TaiwanAtos (Taiwan) Ltd
ThailandAtos IT Solutions andServices Ltd
AMERICAS
Argentina

Brazil6

CanadaProcessia Solutions Inc

100

FC

100

3131, St‑Martin ouest, Laval - QC H7T 2Z5

AppCentrica Inc

100

FC

100

3 Church Str, suite 600, Toronto - Ontario M5E 1M2

100

FC

100 Autopista Norte Carrera 45 N° 108‑27 Torre 2 oficina 1505 Bogotá

100

FC

100

Colombia
Atos IT Solutions andServices S.A.S
MexicoAtos Global Delivery Center
México, S. de R.L. de C.V.

Sevilla No. 40 Piso 3 - Colonia Juarez delgation
Cuauhtemoc - 06600 Ciudad de Mexico

Universal Registration Document 2023

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6

Financial statements
Consolidated financial statements% ofInterest

Consolidation
method% of Control

Address

Atos IT Solutions andServices Inc

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Eviden USA, Inc

100

FC

100

5920 Windhaven Pkwy, Suite 110, Plano, TX 75093

Atos IT Outsourcing
Services, LLC

100

FC

100

5920 Windhaven Parkway, Suite 120 Plano, TX 75093

Eviden Technologies USA 3,
LLC

100

FC

100

5920 Windhaven Pkwy, Suite 110, Plano, TX 75093

Atos Governmental IT
Outsourcing Services, LLC

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Atos Healthcare Services,
LLC

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Eviden Technologies USA 2,
LLC

100

FC

100

251 Little Falls Drive
19808 City of Wilmington, County of New Castle

The United States ofAmerica

Atos Syntel Inc

100

FC

100

525 E. Big Beaver Road,Suite 300, Troy, MI 48083

Anthelio Global Inc

100

FC

100

One Lincoln Centre, Suite 200 - 5400 LBJ Freeway TX
75240 Dallas

Atos Digital Health
Solutions, Inc

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Atos Technologies USA, LLC

100

FC

100

5920 Windhaven Parkway, Suite 120 Plano, TX 75093

Pyramid Healthcare
Solutions Inc

100

FC

100

One Lincoln Centre, Suite 200 - 5400 LBJ Freeway TX
75240 Dallas

Evidian Systems Inc

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Engage ESM Inc

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Maven Wave Partners LLC

100

FC

100

71 S. Wacker Drive, Suite 2040, Chicago, IL 60606

Paladion Technologies Inc

100

FC

100

Delaware corporation with its office at 11480 Commerce
Park drive, Suite 210, Reston Virginia 20191

Eagle Creek Software
Services

100

FC

100

10050 Crosstown Circle, Suite 360, Eden Prairie,
Minnesota 55344

Nimbix Inc

100

FC

100

800 E. CAMPBELL ROAD, SUITE 241,
TX 75081 RICHARDSON

VisualBI Solutions Inc

100

FC

100

4851 Regent Boulevard - Irving, TX 75063

Cloudreach Inc

100

FC

100

230 Avenue of The Americas FL 19 New York, NY,
10020‑1520
NY, 10020‑1520 New York

Cloudamize Inc

100

FC

100

3340 Peachtree Rd NE, Suite 2550, Atlanta, GA 30326

100

FC

100

Av. Dr Luis A. de Herrera, 2802 - 1160 Montevideo

Uruguay
Bull Uruguay SA

402

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Consolidated financial statements

Note 19 Subsequent events
On January 9, 2024, the remaining amount available on therevolving credit facility was drawn, representing an additional
drawdown of €320 million (see Note 6.4).
On January 19, 2024, the rating agency Standard and Poor’s
downgraded Atos rating from BB- to B- placing Atos on
CreditWatch Developing. On February 9, 2024, Atos rating was
further downgraded from B- to CCC with negative outlook.
On January 29, 2024, the first 6‑month extension of the€1.5 billion Term Loan A took effect (see Note 6.4).
On February 5, 2024, Atos announced that a mandataire ad
hoc had been appointed to frame the discussions with thebanks with a view to reaching a refinancing plan for its
financial debt.
On February 28, 2024, Atos announced that, in the context of
its exclusive negotiations with EP Equity Investment (“EPEI”) forthe potential sale of Tech Foundations announced on
August 1, 2023, the parties have not reached a mutuallysatisfactory agreement. The discussions and the put
agreement have therefore been terminated by mutual

consent, with no indemnification on either side.
On March 13, 2024, the United States District Court for theSouthern District of New York, as part of Syntel’s ongoing
litigation with Cognizant and its subsidiary TriZetto, vacatedthe remaining compensatory damages judgments entered inthis case: (i) the $142,427,596 New York trade secretmisappropriation award and (ii) the $59,100,000 copyright
infringement award. Therefore no compensatory damage will
have to be paid by Atos. The District Court granted TriZetto’s
motion for attorney’s fees in the amount of $14,548,992. The
decision is not final yet. As a result, the Group considers thatthe amount of the provision remaining at Decembre 31, 2023 isstill adequate.
On March 19, 2024, Atos announced it has been informed by
Airbus that discussions related to the sale of its BDS (Big Data
& Security) business will not proceed.
On March 25, 2024, an amicable conciliation procedure was
opened at the request of Atos SE for a limited period of fourmonths, which may be extended by one month.

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Consolidated financial statements

Note 20 Auditors’ fees
Grant Thornton

Other Grant
Thornton member
firms
Deloitte & AssociésGrant Thornton(in € thousand and %)Fees

Deloitte

%

Fees

%

Fees

%

Other Deloitte
member firms
Fees%

Audit and limited review of individual and consolidated financial statements
Parent company

1,128

40%

-

0%

1,537

34%

-

0%

Subsidiaries

954

34%

4,316

77%

1,397

31%

1,383

85%

2,083

74%

4,316

77%

2,934

65%

1,383

85%

Parent company

435

16%

-

0%

1,103

25%

-

0%

Subsidiaries

285

10%

1,301

23%

448

10%

237

15%

Sub‑‑total Non Audit

720

26%

1,301

23%

1,551

35%

237

15%

2,802

100%

5,617

100%

4,485

100%

1,620

100%

Sub‑‑total Audit
Non audit services*

Total fees 2023(*) In 2023, non audit services related to services provided at the Company's request and notably corresponded to (i) certificates and reports issued as
independent third party on human resources, environmental and social information pursuant to article of the French Commercial Code, (ii) tax services,
authorized by local legislation, in some foreign subsidiaries, and (iii) services related to the Group restructuration.

Grant Thornton

Other Grant
Thornton member
firms
Deloitte & AssociésGrant Thornton(in € thousand and %)Fees

Deloitte%

Other Deloitte
member firms

Fees

%

Fees

%

Fees

%

-

0%

1,229

48%

-

0%

Audit and limited review of individual and consolidated financial statements
Parent company
Subsidiaries

1,035

59%

717

41%

3,802

75%

1,218

48%

1,124

76%

1,752

100%

3,802

75%

2,447

96%

1,124

76%

Parent company

-

0%

-

0%

103

4%

-

0%

Subsidiaries

4

0%

1,292

25%

-

0%

347

24%

Sub‑‑total Non Audit

4

0%

1,292

25%

103

4%

347

24%

1,756

100%

5,093

100%

2,550

100%

1,471

100%

Sub‑‑total Audit
Non audit services*

Total fees 2022(*) In 2022, non audit services related to services provided at the Company's request and notably corresponded to (i) certificates and reports issued as
independent third party on human resources, environmental and social information pursuant to article of the French Commercial Code, and (ii) tax services,
authorized by local legislation, in some foreign subsidiaries.

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Financial statements
Parent company summary financial statements

6.2 Parent company summary financial
statements
6.2.1

Statutory auditors’ report on the financial statements for the year
ended December 31, 2023

This is a translation into English of the statutory auditors’ report on the financial statements issued in French and it is provided solely forthe convenience of English‑speaking users. This statutory auditors’ report includes information required by French law, such as
information about the appointment of the statutory auditors or verification of the management report and other documents provided toshareholders. This report should be read in conjunction with, and construed in accordance with, French law and professional auditing
standards applicable in France.
To the Shareholders’ Meeting of Atos S.E.,

Opinionthe Company as at December 31, 2023 and of the results of its
operations for the year then ended in accordance with Frenchaccounting principles.

In compliance with the engagement entrusted to us by yourShareholders’ Meeting, we have audited the accompanying
financial statements of Atos S.E. for the year ended
December 31, 2023.

The audit opinion expressed above is consistent with ourreport to the Accounts Committee.

In our opinion, the financial statements give a true and fairview of the assets and liabilities and of the financial position ofBasis for opinion
Audit Framework

Independence

We conducted our audit in accordance with professional
standards applicable in France. We believe that the audit
evidence we have obtained is sufficient and appropriate toprovide a basis for our opinion.

We conducted our audit engagement in compliance withindependence requirements of the French Commercial Code(code de commerce) and the French Code of Ethics (code dedéontologie) for statutory auditors, for the period fromJanuary 1, 2023 to the date of our report, and specifically we
did not provide any prohibited non‑audit services referred to in
Article 5(1) of Regulation (EU) No 537/2014.

Our responsibilities under those standards are further
described in the "Statutory Auditors’ Responsibilities for the
Audit of the Financial Statements" section of our report.

6

Material uncertainty related to going concern
Without qualifying the above opinion, we draw your attention
to the material uncertainty surrounding events orcircumstances that could call into question the Company’s

ability to continue as a going concern as described in Note 20“Liquidity and going concern situation” to the financial
statements.

Justification of Assessments – Key Audit Matters
In accordance with the requirements of Articles L.821‑53 andR.821‑180 of the French Commercial Code relating to thejustification of our assessments, in addition to the matterdescribed in the section “Material uncertainty related to going
concern”, we inform you of the key audit matters relating torisks of material misstatement that, in our professional
judgment, were of most significance in our audit of thefinancial statements of the current period, as well as how weaddressed those risks.
These matters were addressed in the context of our audit of
the financial statements as a whole, and in forming our opinion
thereon, and we do not provide a separate opinion on specificitems of the financial statements.

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Valuation of participating interests
Note “Accounting rules and policies – Financial assets” and Note 2 “Financial fixed assets” to the financial statements
Key Audit Matter

Our audit approach

As of December 31, 2023, participating interests are recordedon the balance sheet at a net book value of €5,316 million, or
67% of total assets. Participating interests are initially bookedat their acquisition cost.

Our assessment of the valuation of participating interests isbased on the process implemented by the Company todetermine their value in use.

A provision for impairment is recognized when the acquisition
cost exceeds the value in use, determined as follows:
P for operating subsidiaries: based on the enterprise value

determined according to a multicriteria approach,including (i) discounted cash flows (DCF) based on theGroup’s revised medium‑term plan, and (ii) market
multiples;

P for non‑operating subsidiaries (holding companies): basedon their net equity and their share in the adjusted net
assets of their subsidiaries, if any.

A provision for the impairment of participating interests, net ofreversals, in the amount of €5,320 million was recorded for2023.
We considered the valuation of participating interests as a
key audit matter, given the weight of these assets in thebalance sheet and the significant judgments made byManagement, in particular for assumptions used to determine
discounted cash flows and market multiples used.

We performed the following procedures:
P - for valuations based on enterprise value determinedusing a multicriteria approach:– we assessed, with the assistance of our valuation

specialists, the appropriateness of the valuation
methodology, market multiples and the assumptions
underlying cash forecasts,– we reconciled these cash forecasts with the mid‑termbudgets by activity prepared by Management andpresented to the Board of Directors;– we analyzed the consistency of the assumptions used,primarily through discussions with Management, andfuture growth prospects;

P - for valuations based on their net worth and their share in

the adjusted net assets of subsidiaries, we verified theconsistency of their net worth and shares held by yourCompany with the financial statements of the different
entities.

Finally, we verified the appropriateness of the disclosures inNotes 2 “Financial fixed assets” and 20 “Liquidity and going
concern situation” to the financial statements relating to therefinancing proposals received in the context of the financial
restructuring, and, in particular, the information relating to thenon‑consideration of such proposals for the valuation ofparticipating interests as of December 31, 2023.

Specific Verifications
We have also performed, in accordance with professional
standards applicable in France, the specific verifications
required by laws and regulations.

Information given in the management report andin the other documents with respect to thefinancial position and the financial statements
provided to Shareholders
We have no matters to report as to the fair presentation andthe consistency with the financial statements of theinformation given in the management report of the Board of
Directors and in the other documents with respect to thefinancial position and the financial statements provided toShareholders.
We attest the fair presentation and the consistency with thefinancial statements of the information relating to payment
deadlines mentioned in Article D.441‑6 of the French
Commercial Code.

Report on corporate governance
We attest that the Board of Directors’ report on corporate
governance sets out the information required by
Articles L.225‑37‑4, L.22‑10‑10 and L.22‑10‑9 the French
Commercial Code.

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Concerning the information given in accordance with therequirements of Article L.22‑10‑9 of the French Commercial
Code relating to remuneration and benefits received by orawarded to the Directors and any other commitments made in
their favor, we have verified its consistency with the financial
statements, or with the underlying information used toprepare these financial statements and, where applicable,with the information obtained by your Company fromcontrolled enterprises included in the scope of consolidation.
Based on these procedures, we attest the accuracy and fairpresentation of this information.
With respect to the information relating to items that yourCompany considered likely to have an impact in the event of atakeover bid or exchange offer, provided pursuant to
Article L.22‑10‑11 of the French Commercial Code, we haveagreed this information to the source documents
communicated to us. Based on these procedures, we have noobservations to make on this information.

Other Information
In accordance with French law, we have verified that therequired information concerning the purchase of investments
and controlling interests and the identity of the shareholders
and holders of the voting rights has been properly disclosed in
the management report.

Financial statements
Parent company summary financial statements

Other Legal and Regulatory Verifications or Information
Format of presentation of the financial statements
intended to be included in the annual financial
reportWe also verified, in accordance with professional standards forstatutory audit procedures to be carried out on parent
company and consolidated financial statements presented in
the single electronic reporting format, that the presentation ofparent company financial statements to be included in theannual financial report referred to in section I of
Article L.451‑1‑2 of the French Monetary and Financial Code(code monétaire et financier), prepared under the responsibilityof the Chief Executive Officer, complies with the format
specified in Commission Delegated Regulation (EU) 2019/815
of December 17, 2018.
Based on our work, we conclude that the presentation of theparent company financial statements to be included in theannual financial report complies, in all material aspects, withthe single electronic reporting format.
It is not our responsibility to verify that the parent company
financial statements ultimately included by your Company inthe annual financial report filed with the AMF correspond to
those on which we performed our work.

Appointment of the Statutory Auditors
We were appointed as statutory auditors of the Company byyour Shareholders’ Meetings of December 16, 1993 for Deloitte& Associés, and October 31, 1990 for Grant Thornton.
As at December 31, 2023, Deloitte & Associés and Grant
Thornton were in the 30th and 33rd year of total uninterrupted
engagement, which is the 28th year for both firms since thesecurities of the Company were admitted to trading on aregulated market.

Responsibilities of Management and Those Charged with Governance for the Financial
Statements
Management is responsible for the preparation and fairpresentation of the financial statements in accordance with
French accounting principles, and for such internal control as
management determines is necessary to enable thepreparation of financial statements that are free from material
misstatement, whether due to fraud or error.
In preparing the financial statements, management is
responsible for assessing the Company’s ability to continue asa going concern, disclosing, as applicable, matters related togoing concern and using the going concern basis ofaccounting unless it is expected to liquidate the Company or
to cease operations.
The Accounts Committee is responsible for monitoring thefinancial reporting process and the effectiveness of internal
control and risk management systems and where applicable,
its internal audit, regarding the accounting and financial
reporting procedures.
The financial statements were approved by the Board of
Directors.

Statutory Auditors’ Responsibilities for the Audit of the Financial Statements
Objectives and audit approach
Our role is to issue a report on the financial statements. Our
objective is to obtain reasonable assurance about whether thefinancial statements as a whole are free from material
misstatement. Reasonable assurance is a high level ofassurance but is not a guarantee that an audit conducted inaccordance with professional standards will always detect amaterial misstatement when it exists. Misstatements can arise
from fraud or error and are considered material if, individuallyor in the aggregate, they could reasonably be expected toinfluence the economic decisions of users taken on the basisof these financial statements.
As specified in Article L.821‑55 of the French Commercial
Code, our statutory audit does not include assurance on theviability of the Company or the quality of management of theaffairs of the Company.
As part of an audit conducted in accordance with professional
standards applicable in France, the statutory auditor exercises
professional judgment throughout the audit and furthermore:

P identifies and assesses the risks of material misstatement of

the financial statements, whether due to fraud or error,
designs and performs audit procedures responsive to thoserisks, and obtains audit evidence considered to be sufficientand appropriate to provide a basis for his opinion. The riskof not detecting a material misstatement resulting fromfraud is higher than for one resulting from error, as fraud
may involve collusion, forgery, intentional omissions,misrepresentations, or the override of internal control;

P obtains an understanding of internal control relevant to theaudit in order to design audit procedures that areappropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the internal
control;P evaluates the appropriateness of accounting policies used

and the reasonableness of accounting estimates andrelated disclosures made by management in the financial
statements;

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P assesses the appropriateness of management’s use of thegoing concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists
related to events or conditions that may cast significant
doubt on the Company’s ability to continue as a going
concern. This assessment is based on the audit evidence
obtained up to the date of his audit report. However, future
events or conditions may cause the Company to cease tocontinue as a going concern. If the statutory auditor
concludes that a material uncertainty exists, there is arequirement to draw attention in the audit report to therelated disclosures in the financial statements or, if suchdisclosures are not provided or inadequate, to modify theopinion expressed therein;

P evaluates

the overall presentation of the financial
statements and assesses whether these statements
represent the underlying transactions and events in amanner that achieves fair presentation.

Report to the Accounts Committee
We submit a report to the Accounts Committee which
includes in particular a description of the scope of the audit
and the audit program implemented, as well as the results of
our audit. We also report, if any, significant deficiencies ininternal control regarding the accounting and financial
reporting procedures that we have identified.
Our report to the Accounts Committee includes the risks ofmaterial misstatement that, in our professional judgment,
were of most significance in the audit of the financial
statements of the current period and which are therefore the
key audit matters that we are required to describe in thisreport.
We also provide the Accounts Committee with the declaration
provided for in Article 6 of Regulation (EU) No. 537/2014,
confirming our independence within the meaning of the rules
applicable in France such as they are set in particular by
Articles L.821‑27 to L.821‑34 of the French Commercial Codeand in the French Code of Ethics for statutory auditors. Where
appropriate, we discuss with the Accounts Committee therisks that may reasonably be thought to bear on our
independence, and the related safeguards.

Paris–La Défense and Neuilly‑‑sur‑‑Seine, May 16, 2024
The Statutory Auditors
Deloitte & AssociésGrant Thornton

Jean‑François Viat

French member of Grant Thornton International
Samuel Clochard

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Financial statements
Parent company summary financial statements

6.2.2

Statutory Auditors’ special report on regulated agreements with third
parties – Shareholders’ Meeting held to approve the financial
statements for the year ended December 31, 2023

This is a free translation into English of the statutory auditors’ special report on regulated agreements that is issued in the Frenchlanguage and is provided solely for the convenience of English‑speaking users. This report on regulated agreements should be read in
conjunction with, and is construed in accordance with, French law and professional auditing standards applicable in France.
To the Shareholders’ Meeting of Atos S.E.,
In our capacity as Statutory Auditors of your company (the“Company”), we hereby report to you on regulatedagreements with third parties.

interest involved in respect of the conclusion of these
agreements and commitments for the purpose of approving
them.

The terms of our engagement require us to communicate toyou, based on information provided to us, the principal terms
and conditions of those agreements brought to our attention
or which we may have discovered during the course of ouraudit, as well as the reasons justifying that such agreements
and commitments are in the Company’s interest, without
expressing
anopinionon
their
usefulness
andappropriateness or identifying other such agreements, if any. It
is your responsibility, pursuant to Article R. 225‑31 of theFrench Commercial Code (code de commerce), to assess the

Our role is also to provide you with the information provided
for in Article R. 225‑31 of the French Commercial Code in
respect of the performance of the agreements, alreadyauthorized by the Shareholders’ Meeting and having
continuing effect during the year, if any.
We conducted the procedures we deemed necessary inaccordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie Nationale
des Commissaires aux Comptes) relating to this engagement.

Agreements submitted for approval to the shareholders’ meeting
Agreements authorized and concluded during the year
We hereby inform you that we have not been advised of any agreements authorized and entered into during the year that would
require the approval of the Annual General Meeting pursuant to Article L.225‑38 of the French Commercial Code.

Agreements already approved by the shareholders’ meeting
Agreements approved in prior years whose implementation continued during the year
We hereby inform you that we have not been advised of any agreements previously approved by the Shareholders’ Meeting which
remained in force during the year.

Paris–La Défense and Neuilly‑‑sur‑‑Seine, May 16, 2024

6

The Statutory Auditors
French original signed by
Deloitte & AssociésGrant Thornton

Jean‑François Viat

French member of Grant Thornton International
Samuel Clochard

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6.2.3

Atos SE Financial statement

As of December 31, 2023, the Group issued common stock amounted to € 111.4 million comprising 111,439,307 fully paid‑up sharesof € 1 per value each. Atos shares are traded on the Paris Euronext market under ISIN FR0000051732. The shares are not listed on
any other stock exchange. Atos SE is the only listed company of the Group.

Balance sheet
December 31, 2023
(in € thousand)December 31, 2022

Notes

Gross

Amortization/
Depreciation

Note 1

113,918-113,918

-

-

-

-

12,135,588-6,818,698

5,316,890

8,812,183

54,069-5,98948,080529

12,303,575-6,938,605

5,364,970

8,812,712

Net

AssetsIntangible fixed assets
Tangible fixed assets
Participating interests

Note 2Other participating interests

Note 2Other long‑term investments

Note 2

Total fixed assets-

Advances and down payments

635

Trade accounts and notes receivable

Note 3

210,503

Other receivables

Note 3

1,375,406

Cash and cash equivalent

Note 4

Total current assets
Prepayments, deferred expenses

Note 5

Total assets(in € thousand)

210,503

113,165-7

1,375,399

997,605

980,552-399

980,153

2,157,691

2,566,461-406

2,566,055

3,269,096

38,32634,218

7,969,351

12,116,026

38,326
14,908,362

Notes-6,939,011

December 31, 2023 December 31, 2022

Liabilities and shareholders’ equity
Common stock

111,439

110,952

1,626,737

1,630,225

11,076

11,076

Other reserves and retained earnings

3,363,952

4,064,629

Net income for the period-5,032,627-700,677

Additional paid‑in capital
Legal reserves

Shareholders’ equity

Note 6

83,577

5,116,205

Provisions for contingencies and losses

Note 723,807273,700

Borrowings

Note 84,627,616

4,673,362

Trade accounts payable

Note 9109,438

102,155

Other liabilities

Note 93,124,643

1,950,466

7,885,504

6,999,684

269

137

7,969,351

12,116,026

Total liabilities
Unrecognised exchange gains, deferred income
Total liabilities and shareholders’ equity

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Note 10

Financial statements
Parent company summary financial statements

Income statement(in € thousand)

Notes

Revenue

Note 11

December 31, 2023 December 31, 2022

117,963

124,413

4,193

1,783

Total operating income

122,156

126,196

Purchases and external expenses-35,492-28,797

Taxes-2,036-820

Remuneration and social charges-4,749-3,214

Other income

Depreciation amortization and provisions
Other expenses-13,418-9,269-3,202

Total operating expenses-51,546-49,452

Operating margin

70,61076,744-5,017,442-870,959-4,946,832-794,215

Note 14-106,459

88,924Note 15

20,664

4,614-5,032,627-700,677

Net financial result

Note 12Note 13

Net income on ordinary activities
Non‑‑recurring items
Employee profit sharing
Corporate income tax
Net income for the period

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Parent company summary financial statements

6.2.4

Notes to the Atos SE statutory financial statements

Atos SE Activity
Atos SE main activities are:P the management of the Atos trademark;P the management of Group participating interests;
P the management of Group financing activities.

Revenue consists mainly of trademark fees received fromGroup subsidiaries.
The company Atos SE is the parent company of the AtosGroup and consequently establishes consolidated financial
statements.

Highlights
Following the announcement on June 14, 2022 of the Group’s
project to separate the historical activities of Atos (TechFoundations) and its Big Data and Cybersecurity (“BDS”) andDigital activities (Eviden), Atos entered into discussions with
Airbus, as announced on February 16, 2023, for the acquisitionof a minority stake of 29.9% in Eviden. On March 29, 2023, Atosannounced Airbus’ decision to no longer pursue thediscussions.
On August 1, 2023, Atos announced the contemplated sale ofTech Foundations, and provides regularly updates regarding

the discussions with EP Equity Investment (“EPEI”).
Atos also regularly informs the market of the progress of its
refinancing plan. Atos has announced its financing plan and its
adjustments and discussions with its banks with a view toreaching a refinancing plan.
Regarding the evolution of Atos’ governance, on October 4,2023, Yves Bernaert was appointed CEO.
On October 16, 2023, Atos announced changes in the Board of
Directors composition, with notably, the appointment of
Jean‑Pierre Mustier as new Chairman of the Board.

Rules and accounting methods
The 2023 financial statements of Atos SE have been preparedin application with ANC 2020‑05 and current regulations withgenerally accepted accounting principles in France.
General conventions were applied, in the respect of:
P principle of prudence;
P principle of going concern;

P permanence of the accounting methods from one exercise

to another;

P cut‑off principle.

As a principle, items are booked in the accountancy based on
the historical cost method.
The annual accounts are established and presented inthousands of euros.

Intangible assets
Intangible assets consist of software and merger deficit.
The softwares are booked at the acquisition cost andamortized on a straight‑line basis over their expected usefullife.

Tangible assets
There are no tangible assets at December 31, 2023.

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Those assets are fully depreciated at December 31, 2023.

Financial statements
Parent company summary financial statements

Financial assets
Financial assets consist of participating interests and otherfinancial investments (loans and deposits).
Participating interests carried in the balance sheet are bookedat their acquisition cost, including any transaction fee.
At each year end close, participating interests are valued attheir value‑in‑use. A provision for impairment is set aside when
the acquisition cost exceeds the value‑in‑use determined asfollows:

P for operational subsidiaries: enterprise value is determinedbased on a multicriteria approach, including (i) Discounted
Cash Flows (DCF) which are based on the mid‑term plan of
the Group, and (ii) trading multiples;

P for non‑operational subsidiaries (holding entities), on thebasis of their net equity and their share of the revalued net
assets in their subsidiaries, if any.

Trade accounts and notes receivable
Trade accounts and notes receivable are recorded at theirnominal value. They are calculated individually and, if
necessary, are subject to an impairment loss.

Trade accounts and notes receivable denominated in foreign
currency are booked at their fair value at the closing date. The
difference between their historical value and their fair value atyear‑end is booked as unrecognized exchange gain or loss.

Cash and cash equivalents
Treasury stocks are recorded at their acquisition cost in thecontext of a liquidity contract or in the intention to grant themas free shares plan or stock‑options plan.

For the shares acquired in the context of the liquidity contracta depreciation charge is recognized when the carrying value
exceeds the weighted average market price of Atos stock forthe month of December.

Prepayments, deferred expenses
Deferred expenses relate exclusively to costs for issuing borrowings. Those costs are recognized over the duration of theborrowings on a straight‑line basis.

Provisions
The amount of the provisions is based on the best estimate of
the outflow of resources necessary to extinguish theunderlying obligation.

When the participating interest is fully impaired, in addition to
the depreciation of the related current assets a provision forrisk may be required when the carrying value exceeds thevalue in‑use.

Bonds
Bond issues are recorded for their refund value at the date ofreceipt of the funds, the trigger event.

6
Issue premiums are capitalized and amortized over the termof the loan.

Non‑‑recurring items
Non‑recurring items are made of incomes and expenses generated by operations which are unusual, abnormal or infrequent intheir magnitude or occurrence.

Rounding
Some amounts (including data expressed in thousands or
millions) and percentages presented in this Universal
Registration Document have been rounded. Where
applicable, the totals presented in this Universal Registration

Document may differ slightly from those that would havebeen obtained by adding the exact (unrounded) values ofthese amounts.

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Parent company summary financial statements

Note 1Intangible assets

Net value of intangible fixed assets(in € thousand)December 31,
2022

Acquisitions/charges

Disposals/
reversals

December 31,
2023

Intangible assets

113,918

113,918

Amortization-9,960-9,960Depreciation-103,958-103,958

Total of amortization & depreciation-113,918-113,918

00

Net value of intangible assets
The intangible assets are mainly composed of:– France: € 40.8 million,

P a merger deficit resulting from the transfer of assets and– Spain: € 63.1 million;

liabilities from Atos Investissement 6 to Atos SE in 2004,
fully depreciated since 2016. This merger deficit is allocatedto the various assets brought to allow a proper follow‑up
and is broken down as follows:

Note 2

P and other merger deficit accounted prior 2004 for a grossvalue of € 9.96 million, depreciated on a straight‑line basis.

Financial fixed assets

Change in financial fixed assets – Gross value
December 31,
2022

Acquisition

Decrease

December 31,
2023

Investments in consolidated companies

10,452,188

1,942,908-259,508

12,135,588

Total Investments

10,452,188

1,942,908-259,508

12,135,588

Intercompany loans and accrued interests

529

53,540-54,069Total Other financial assets

529

53,54010,452,716

1,996,448(in € thousand)

Total

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Universal Registration Document 2023

54,069-259,508

12,189,657

Financial statements
Parent company summary financial statements

Acquisition/diminution of participating interest and other movements
On June 14, 2022, for its Capital Market Day, Atos announce
that it was studying a separation into two publicly listedcompanies: Eviden that would bring together Digital and Big
Data and Cybersecurity business lines, and Tech Foundations.
For that purpose, the Group launched a reorganization plan tolegally and operationally separate the Group between Tech
Foundations and Eviden activities in France and abroad,therefore:
P on February 8, 2023, the Iberia SL Holding company wasformed by a capital contribution of € 3,000;

P on March 6, 2023, Atos SE sells the shares of Atos Holding

Germany 1 GmbH and Atos Holding Germany 2 GmbH to
AIT for an amount of € 21,812 and AIDB for an amount of€ 3,588;

P on May 30, 2023, Atos SE carried out the recapitalisation ofAtos France by a capital increase of € 234,213,223 by raising
the par value of € 1 each of the 3,718,984 shares held –thus increasing their unit value to € 63.98;

P on June 1, 2023, Atos SE increases the capital of Eviden SAS

by € 25,000,000 per creation of 16,822 new shares;

P on June 15, 2023, Atos SE acquires the single share of

Eviden International then held by Atos International B.V. for€ 6,000 under a share transfer agreement with retroactive
effect of enjoyment on January 1, 2023;

P on June 15, 2023, Atos SE acquires the 6,060 shares ofAgarik then held by Bull SAS for € 303,000,000;

P on June 15, 2023, Atos SE acquires all of the shares of Atos

IT Solutions & Services SRO then held by AI10 for€ 2,600,000 and transferred to Atos International B.V. percontribution to reserves;

P on June 15, 2023, Atos SE acquires all the shares of Eviden

Slovakia then held by Atos International B.V. for an amountof € 2,500,000;

P on June 15, 2023, Atos SE acquires all the shares of Atos

Magyarorszag Kft then held by Bull International for an
amount of € 1,180,000;

P on June 29, 2023, and December 28, 2023, Atos SE carriedout a cash capital increase of AIT Germany€ 240,284,351 and € 750,000,000 respectively;for

P on July 15, 2023, Atos SE transferred, by contribution to thecapital:– its shares held in Atos IT Solutions and Services(Colombia) for an amount of € 1,122,734,– its loan to Atos Tech Holding S.L. (relating to Atos IT

Solutions and Services) to Netherlands 4 B.V. for an
amount of € 1,795,320;

P on July 21, 2023, Atos transferred its € 11,244,250 loan with

Atos Tech Holding S.L.;

P on July 28, 2023, Atos International B.V. transferred to

Atos SE 220,946,356 shares of Atos Brazil Ltda and123,994,062 shares of Atos Servicio de Technologica daInformacao da Brazil Ltda by dividend distribution forrespectively € 43,472,814 and € 1;

P in July 2023, Atos SE increases the capital of Atos Spain bya cash contribution of € 15,786,000;

P Atos SE is distributed by Atos France the securities it holds

in Eviden France, ImaKumo Singapore, ImaKumo Germany
and ImaKumo Switzerland by way of a capital reduction of€ 7,206,538 – thus Atos SE holds:– 879 actions from Eviden France for € 1,306,537,– 5,000 shares of ImaKumo Pte Ltd for € 4,800,000,– 25,000 shares of ImaKumo GmbH for € 1,
– 20 shares of ImaKumo SARL for € 1,100,000;
P on September 13, 2023, Atos SE acquires the 5,559,000

shares of Atos Holding Iberia then held by Atos Spain SA for
an amount of € 88,252,371, thus bringing its 100% stake;P on September 15, 2023, acquisition of 30.84% of the sharecapital of Eviden SAS then held by AI10 (22,000 shares) for
an amount of € 32,700,000;

P on October 31, 2023, Atos SE sells EcoAct to Schneider for€ 175,130,878;

P on October 31, 2023, Atos SE acquires the sole share ofSaint Louis RE held by Atos International B.V for € 34,000
and thus holds 100% of the capital;

P in 2023, Atos SE creates its subsidiaries:– Atos Holding France 1 per cash contribution of € 1,000,– Atos Holding France 2 per cash contribution of € 1,000,

6– Atos Holding France 3 per cash contribution of € 1,000;
P on December 26, 2023, Canopy UK is liquidated.

– its shares held by Atos Argentina SA (31.3% of the capital)

to Atos Holding Netherlands 4 B.V. for an amount of€ 6,260,398,

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Financial statements
Parent company summary financial statements

Change in financial fixed assets – Impairment(in € thousand)

Investments in consolidated companies

December 31,
2022

Depreciation

ReleaseDecember 31,
2023-1,640,004-5,306,814

128,120-6,818,698-

Investments in non consolidated companies--

Other investments

-

-

Total

-1,640,004

The release of the period corresponds to the impact ofCanopy UK liquidation for € 29.9 million and to Eviden Spainfor € 67.6 million and Atos Investissement 10 pour€ 29.5 million.

-5,306,814

128,120-6,818,698

The depreciation of the period corresponds mainly to AtosInternational BV for € 3,364.5 million, Atos information
Technology GmbH for € 863.4 million, Bull SA for€ 734.1 million, Atos France pour € 201.0 million, Eviden
France for € 59.0 million, Atos Holdings Netherlands for€ 59.0 million and Atos International for € 20.2 million.

Net value of the financial fixed assets(in € thousand)

Investments in consolidated companies
Investments in non consolidated companies

Gross amount

Depreciation

Net value

12,135,588-6,818,698

5,316,890

-

-

-

-

-

12,135,588-6,818,698

5,316,890

54,069-5,98948,080---54,069-5,98948,08012,189,657-6,824,687

5,364,970

Other investments
Investments
Loans and accrued interests
OthersOther financial assets
Total
As part of its financial restructuring process, the Group
received on May 3, 2024, proposals that are still subject todiscussions with a view to reaching a final refinancing plan andthat could have an impact on the value‑in‑use of the financial

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fixed assets (see Note 20 Liquidity and going concern). As aconsequence, these proposals at its current stage were nottaken into account to value the participating interests ofAtos SE as of December 31, 2023.

Financial statements
Parent company summary financial statements

Main subsidiaries and investments
Net carrying value of participating interest as of December 31, 2023

(in € thousand)

Loans andadvances
Gross value at Net value at made by theDecember 31, December 31, Company not% interest
2023
2023
refunded

Sureties andguaranties
made

Dividends
received

Subsidiaries (over 50% interest)
French subsidiaries
Atos France

100

583,066

25,989Atos Participation 2

100

30,616

16,548Atos International

100

142,983

14,089Bull SA100

1,340,194

506,445

Atos Investissement 10

100

88,89929,464

Eviden SAS

100

62

15

Atos Meda

100

8,840

6,149

Atos Investissement 19

100

59

59

Atos Investissement 20

100

37

0

Atos Investissement 21

100

368

368

Atos Worldgrid

100

32,32832,328Eviden International France

100

6

0

55,66

59,0070Agarik SAS

100

303,000

303,000

Atos Holding FR1

100

1

0

Atos Holding FR2

100

1

0

Atos Holding FR3

100

Eviden France SAS

Total French subsidiaries

10

2,589,468

934,454

2,208

2,175

315,000

21,735

336,735

Foreign subsidiaries
St Louis Ré, Benelux

100

Atos Spain SA

100

143,907

104,484

Atos Information Technology GMBH

100

1,576,032

126,818

Atos International BV, Pays Bas

100

7,638,812

4,044,020

Atos Bilisim, Turquie

81

22,276

4,410

Atos Customer Serv Turquie

92

199

199

Atos Magyarorszag Kft

100

1,180

1,180

ImaKumo Sarl

100

1,100

906

ImaKumo GmbH

100

0

0

Eviden Germany GmbH

100

1

0

Eviden Germany GmbH

100

1

0

Eviden International GmbH

100

7

0

Eviden Germany GmbH

100

7

0

ImaKumo Pte Ltd

100

4,800

2,221

Eviden Slovakia

100

2,500

2,500

Atos Holding Iberia

100

88,25588,255

Atos Holding Netherlands 4 B.V.

100

64,083

5,111

9,545,368

4,382,279

751

158

12,135,587

5,316,890

Total Foreign subsidiaries

252,900
9,179

6

2,000

6,890

261,790

9,179

598,525

9,179

Subsidiaries (10 to 50% interest)
Group technic informatic, Spain
Total Investments

33

Universal Registration Document 2023

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6

Financial statements
Parent company summary financial statements(in € thousand)Total equity from French subsidiaries

1,336,868

Total equity from foreign subsidiaries

5,610,369

Total net income from French subsidiaries-318,510

Total net income from foreign subsidiaries

455,764

Dividends received relate to Atos Argentine (€ 6.3 million), Atos Colombie (€ 1.1 million) et Atos Chili (€ 1.8 million) via AtosInternational B.V. linked to the Group reorganization plan.

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Financial statements
Parent company summary financial statements

Note 3

Trade accounts, notes receivable and other receivables

Trade accounts, notes receivable and other receivables

Depreciation

Net value
December 31,
2023

Net value
December 31,
2022

64,166-64,16640,384Invoices to be issued

146,337-

Trade accounts and notes receivables

210,503(in € thousand)

Gross amount
December 31,
2023

Trade accounts and notes receivable and doubtful debtors

146,337

72,781

210,503

113,165

State and income tax

27,138-27,13818,148

VAT receivable

15,933-

15,933

13,462

1,299,661-7

1,299,654

964,248

Other debtors

32,674-32,674

1,747

Other debtors

1,375,406-7

1,375,399

966,995

Total

1,585,909-7

1,585,902

1,110,770

Intercompany current account

Of which operating
The trade accounts and doubtful debtors mainly include
intra‑Group receivables. The “invoices to be issued” mainly
relates to intercompany invoicing of Trademark Fees for€ 14.6 million and non‑current items for € 131.18 million.

Intercompany current accounts include mainly receivable aspart of the cash pooling.
The other receivables relate mainly to the expected earn‑out,
following the sale of UCC to Mitel, for an amount of€ 27 million.

Maturity of trade accounts receivable and other debtors
Gross amount at
December 31,
2023

Up to 1 year

1 to 5 years

Trade accounts and notes receivable and doubtful debtors

64,16664,166-

Invoices to be issued

146,337

146,337-

State and income tax

27,13827,138-

VAT receivable

15,933

15,933-

1,299,654

1,299,654-

32,67432,674-

1,585,902

1,585,902-(in € thousand)Intercompany current account
Other debtors
Total

6

Accrued income
December 31, 2023

December 31, 2022

Other receivables

200

403

Total

200

403

(in € thousand)Accrued income included in Receivable accounts

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6

Financial statements
Parent company summary financial statements

Note 4

Cash and cash equivalents

Cash and cash equivalents and mutual funds(in € thousand)

Gross amount at
December 31,
2023

Mutual funds
Treasury stocks – owned shares

Depreciation

Net value
December 31,
2023

Net value
December 31,
2022

-

-

-

-

944

-399

545

2,047

Short Term Bank deposits-

Cash at bank979,608-

979,608

2,155,644

Total

980,552-399

980,153

2,157,691

Movement in Treasury stocks‑‑owned shares
As of December 31, 2023, the Company owned 77,312 Atos SE
shares which amounted to 0.07% of the share capital with aportfolio value of € 545,049.60, based on December 31, 2023,
market price, and with a book value of € 943,732.36. Theseshares were purchased in the context of a share buyback
program and were assigned to the allocation of shares to
employees or corporate officers of the Company or its groupand correspond to the hedging of its undertakings under the
performance shares plans or share purchase plans.

Note 5

From January 1, 2023 to December 31, 2023, the Company
bought 300,000 shares.
From January 1, 2023, to December 31, 2023, the Company
transferred 264,834 shares of the Company to beneficiaries of
LTI (Long term Incentives) plans.

Short term bank deposits
Depending on market conditions and short‑term cash flow
expectations, Atos SE from time to time invests in money
market funds or bank deposits.

Prepayments and deferred expenses
December 31, 2023

December 31, 2022

Redemption premiums of bonds

6,247

7,663

Prepaid expenses

25,572

11,257

Deferred expenses

6,504

15,299(in € thousand)Translation differences

3

Total

38,326

The redemption premiums of bonds, for an amount of€ 6.2 million, are related to the:P € 0.57 million bonds emitted in 2018 for € 750 million;
P € 0.80 million bonds emitted in 2018 for € 350 million;P € 4.875 million bonds issued in 2021 for € 800 million.

The amounts are deduction made of the amortization(amortization on a straight‑line basis depending on thematurities).
The prepaid expenses relate to the payment of the Marketingright of the 2024 Paris Olympic games for € 25.4 million.

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Universal Registration Document 2023

34,218The deferred expenses consist of fees amortization related to:
P the syndicated loan for € 1.0 million;
P the € 1,100 million 2018 bonds for € 1.1 million;
P the € 500 million 2019 zero coupon convertible bond for€ 0.9 million;

P the € 50 million 2019 NEU MTN (Negotiable European

Medium‑term Note) for € 0.2 million;

P the€ 800 million€ 3.0 million;

2021

sustainability‑linked

P the € 600 million 2022 term loan for € 0.3 million.

bond

for

Financial statements
Parent company summary financial statements

Note 6

Shareholders’ equity

Common stock
December 31, 2023

December 31, 2022

Number of shares

111,439,307

110,951,542

Nominal value (in €)1

1

111,439

110,952(in € thousand)Common stock

Capital ownership structure over three years
December 31, 2023

December 31, 2022

Shares%Shares

December 31, 2021%

Siemens Pension Trust e.V.1
JP Morgan Chase & Co2

Shares%

10,665,713

9.63%

7,587,586

6.84%

2.91%

3,006,444

2.71%

3,372,846

3.05%

9,625

0.01%

33,221

0.03%

33,6650.03%

77,312

0.07%

227,1460.20%

181,626

0.16%

Others89,787,412

80.57%

100,097,145

90.22%

96,476,482

87.13%

Total

111,439,307

100%

110,951,542

100%

110,730,332

100%

Onepoint3

12,414,101

11.14%

Bank of america4

5,904,331

5.30%

Employees

3,246,526

Board of Directors
Treasury stock

Following the crossing, downward, by Siemens Pension -Trust e.V., on October 28, 2022, of threshold of the Company’s capital and voting rights,
their holding is included in “others”.
2. On the basis of the threshold crossing statement dated September 8, 2022 (n°222C2178).
3. On the basis of the threshold crossing statement dated December 13, 2023 (n°223C2047).
4. On the basis of the threshold crossing statement dated September 14, 2023 (n°223C1428).
1.

Shareholders’ agreements
The Company has not received notice of any shareholder
agreements for filing with the stock exchange authorities and,to the best knowledge of the Company, no “action de concert”
or similar agreements exists.

The Company is not aware of any agreements between
shareholders that could result in restrictions on the transfer ofshares and the exercise of the Company’s voting rights.
To the Company’s knowledge, there is no agreement capableof having a material effect, in case of public offer on the sharecapital of the Company.

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6

6

Financial statements
Parent company summary financial statements

Share buy‑‑back legal Framework
The 19th resolution of the Annual General Meeting of June 28,2023, renewed in favor of the Board of Directors, theauthorization to trade in the Group’s shares, in connection with
the implementation of a share buyback program.
These purchases may be carried out:
P to ensure liquidity and an active market of the Company’s

shares through an investment services provider acting
independently in the context of a liquidity contract, in
accordance with the market practice accepted by the AMF;

P to attribute or sell these shares to the executive officers

and Directors or to the employees of the Company and/or
to the current or future affiliated companies, under theconditions and according to the terms set or accepted byapplicable legal and regulatory provisions in particular inconnection with (i) profit‑sharing plans, (ii) the sharepurchase option regime laid down under articles L. 22‑10‑56
and L. 225‑177 et seq. of the French Commercial Code, and(iii) free awards of shares in particular under the framework
set by articles L. 22‑10‑59, L. 22‑10‑60 and L. 225‑197‑1 etseq. of the French Commercial Code and (iv) French orforeign law shareholding plans, in particular in the context
of a company savings plan, as well as to carry out all
hedging operations relating to these operations, under theterms and conditions set by market authorities and at suchtimes as the Board of Directors or the person acting uponits delegation so decides;

P to remit the shares acquired upon the exercise of the rights

attached to securities giving the right, whether immediate
or deferred, by reimbursement, conversion, exchange,
presentation of a warrant or any other way, to theattribution of shares of the Company, as well as to carry out
all hedging operations relating to the issuance of suchsecurities, under the conditions set by market authorities
and at such times as the Board of Directors or the person
acting upon its delegation so decides;

P to keep them and subsequently use them in payment or

exchange or other in the context of potential external
growth operations; or

P to cancel them as a whole or in part through a reduction of

the share capital authorized by the General Meeting, inparticular pursuant to the 19th resolution of the Annual
General Meeting held on June 28, 2023.

This authorization shall be used at any time except during
public offers on the shares of the Company.
This authorization will also enable the Company to trade in its
own shares for any other purpose in accordance with theregulations in force or which would be presumed to be

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Universal Registration Document 2023

legitimate by the applicable legal and regulatory provisions or
which would be recognized as a market practice by the AMF.
In such a case, the Company would inform its shareholders by
way of a press release.
The purchase of shares shall not exceed, at any time, amaximum number of shares representing 10% of the sharecapital of the Company, at any time, this percentage being
applied to a share capital figure adjusted to reflecttransactions affecting the share capital subsequent to theAnnual General Meeting held on May 18, 2022, it being
specified that where the shares are repurchased in thecontext of a liquidity contract, the number of shares taken into
account in calculating the 10% limit will be the number ofshares purchased minus the number of shares resold during
the period of the authorization.
Acquisitions, sales and transfers or exchange of shares may
be made by any means, subject to the limits authorized by thelaws and regulations in force, on one or several occasion, on aregulated market or via a multilateral trading facility or asystematic internalizer or over the counter, including by publictender offering or by block purchases or sales (with no limit on
the portion of the share repurchase program), and whererequired, by derivative financial instrument (traded on aregulated market or a multilateral trading facility via asystematic internalizer or over the counter) or by warrants or
securities giving access to Company shares, or the
implementation of optional strategies such as purchases orsales of purchase or sale options, or by the issuance of
securities giving access to the Company’s capital, by
conversion, exchange, redemption, exercise of a warrant or
any other means to Company shares held by this latter party,
and when the Board of Directors or the person acting on the
Board of Directors’ authority, under conditions laid down in thelaw, decides in compliance with the relevant legal andregulatory provisions.
The maximum purchase price per share may not exceed€ 120 (fees excluded).
The Board of Directors may adjust the aforementioned
maximum purchase price in the event of incorporation ofpremiums, reserves or profits, giving rise either to an increasein the nominal value of the shares or to the creation and thefree allocation of shares, as well as in the event of division of
the nominal value of the share or share consolidation or any
other transaction on equity, so as to take account of the
impact of such transactions on the value of the shares.
As a result, the maximum amount of funds assigned to theshare buyback program amounts to € 1,337,272 as calculatedon the basis of the share capital as of the day of the Annual
General Meeting.
This authorization was granted for a period of 18 months asfrom June 28, 2023.

Financial statements
Parent company summary financial statements

Free Float
Shares% of share capital% of exercisablevoting rights*

3,246,526

2.91%

2.91%

Board of Directors

9,625

0.01%

0.01%

Treasury stock

77,312

0.07%

0.00%

Onepoint

12,414,101

11.14%

11.15%

Free float

95,691,743

85.87%

85.93%

Total

111,439,307

100%

100%

As at December 31, 2023

Employees(*) The percentages of voting rights are calculated with reference to the number of voting rights exercisable at General Shareholders’ Meetings, i.e., number oftheoretical voting rights minus the shares without voting right such as treasury shares.

The 5,904,331 Atos shares held by Bank of America,
representing 5.32% of the Company's share capital, were
included in the free float as this stake was analyzed as
unstable by Atos.
Stakes owned by the employees and the management as wellas treasury shares, are also excluded from the free float.

The Company’s shares which are owned by employees aremanaged by Group mutual funds (FCPE) or held in direct
shareholding.
The Supervisory Boards of the Group mutual funds exercise
the voting rights attached to the securities held within thefunds. As of December 31, 2023, the shareholding of current
and former Atos Group employees into Atos SE represented
an overall 2.91% of the share capital.

Changes in shareholders’ equity(in € thousand)Common stock
Additional paid‑in capital
Legal reserve

December 31,
Exercice of2022 share options

Capitalincrease

Net Income December 31,
2023
2023

110,952488

111,439

1,630,225-488

1,629,737

Dividends

Appropriationof result

11,076

11,076

Other reserves

3,363,952

Retained earnings

4,064,629-4,064,629

Net income for the period-700,677

700,677

Total of the shareholders’equity5,116,205

0

As of December 31, 2023, the Company’s issued common
stock amounted to € 111.4 million, divided into 111,439,307
fully paid‑up shares of € 1.00 par value each.

003,363,952

0-5,032,627-5,032,627-5,032,627

83,577

6

Compared to December 31, 2022, the share capital wasincreased by the issuance of 487,765 new shares, resulting
from the vesting and delivery of performance shares grantedon July 24, 2020, to certain employees and executive officersof the Group.

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6

Financial statements
Parent company summary financial statements

Potential common stock
Based on 111,439,307 outstanding shares as of December 31, 2023, the common stock of the Group could be increased by
3,016,024 new shares, representing 2.71% of the common stock before dilution. This dilution could come from the acquisition of
performance shares or free shares, as follows:(in shares)

Number of shares outstanding

December 31,
2023

December 31,
2022

Change111,439,307

110,951,542

487,765% dilution

From performance shares

3,016,024

2,279,353

736,671

2.71%

Potential dilution

3,016,024

2,279,353

736,671

2.71%

114,455,331

113,230,895

Total potential common stock

As of December 31, 2023 (and since July 26, 2022), there are no longer any outstanding stock subscription options.

Note 7

Provisions

Provisions
December 31,
2022

Charges

Subsidiary risk

273,556

13,361

Contingencies

143

10,003--

273,699

23,364(in € thousand)

Litigations
Total
Of which-

December 31,
2023-273,256

13,661-

10,146-----273,256

23,807-

P operating
P financial
P exceptional

424

Release used Release unused

Universal Registration Document 2023

143

-

-

-

143

273,556

13,361--273,256

13,664-10,00010,000Financial statements
Parent company summary financial statements

Note 8Financial borrowings

Closing net debt

(in € thousand)

Bonds
Convertible BondBank loans
Other borrowings
Loan Interest to be paid
Borrowings

Up to 1 year

1 to 5 years

Over 5 years

Gross value
December 31,
2023-

1,100,000

800,000

1,900,000

Note 4

Closing net debt

2,200,000

507,676--

507,676

516,449

2,000,000

50,000-2,050,000

1,900,000

100,094

1,606

36,457138,157

39,22531,784--

31,784

17,6882,639,554

1,151,606

836,457

4,627,616

4,673,362

1,372

4,875

6,247

7,662

979,608--

979,608

2,155,644

1,659,946

1,150,234

831,582

3,641,762

2,510,056

Bond Redemption premium
Cash at bank

Gross value
December 31,
2022

Financial borrowings included mainly:
P term loans for € 1.8 billion and revolving credit facility

revolving for € 0.9 billion:

On July 29, 2022, a new financing structure was put in place
to support the transformation plan as follows:– a € 1.5 billion term loan (“Term Loan A”) with an initial

duration of 18 months and two extension periods of
6 months each. The first six‑month extension took effecton January 29, 2024,– a € 0.3 billion bridge loan (“Term Loan B”) with an initial

duration of 12 months and one extension period of
6 months. Its purpose is to pre‑finance assets disposals.
The bridge loan was fully repaid over 2023,– the amount of the existing revolving credit facility (signed

in 2018 with a maturity extended to November 2025) was
reducedfrom€ 2.4 billion
to€ 0.9 billion.
At
December 31, 2023, € 580 million were drawn, of which€ 500 million by Atos SE and € 80 million by a Groupsubsidiary. The remaining € 320 million were drawn inJanuary 2024;– in November 2021, a € 800 million sustainability –linked

bond, 8 years maturity (2029) with a coupon of 1.0%;

P convertible bonds issued on November 1, 2019, due 2024

for an aggregate nominal amount of € 500 million, which
will be exchangeable into Worldline shares at a premium of
35% above the placing price of the Equity Placement. The
convertible bonds have been issued with a premium of€ 44.375 million corresponding to the offering price of
108.875%;

P NEU MTN for € 50 million with a maturity in 2026;
P other borrowings, including:– profit‑sharing for € 2.2 million,– loans with Subsidiaries within Alpha project:– to Atos Spain SA for Atos Holding Iberia shares transfer

for € 88.2 million reimbursed January 2024,– to Atos Holding Netherlands 4 B.V. to transfer Bull

Uruguay SA shares to Atos Tech Holding amounting to€ 11.2 million,– to Saint Louis RE amounting to € 36.5 million.

P bonds as detailed below for € 1,900 million– in November 2018, a € 750 million bond, 6.5 years

maturity (2025) with a coupon of 1.75%,– inNovember 2018, a € 350 million bond, 10 years
maturity (2028) with a coupon of 2.5%,

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Note 9Trade accounts, notes payable and other liabilities

Maturity of trade accounts, notes payable and other liabilities(in € thousand)

Trade accounts and notes payable
Social security and other employee welfare liabilities

Gross amount
December 31,
2023

Up to 1 year

1 to 5 years

Gross amount
December 31,
2022

109,438

109,438-

102,155

520

520

-

503

21,76021,760-12,013

3,076,438

3,076,438-

1,931,764

Other debtors

25,92525,925-

6,185

Other liabilities

3,124,643

3,124,643-

1,950,465

Total

3,234,081

3,234,081-

2,052,620

VAT payable
Intercompany current account liabilities

Terms of payments
The general terms of external purchases were sixty days as
from the date of issuance of the invoice except lawful oragreed contrary provisions between the parties.

As far as intercompany purchases are concerned, the generalterms of payments are 30 days.

The breakdown of accounts payable at the end of the financial year was as follows:(in € thousand)

Gross amount
December 31

Associatedcompanies

Other

Overdue for
Total more than one
December 31
year

Overdue forless than one
year

Invoicesnon‑‑due at
December 31-

32,87576,5630.0%

30.03%

66.96%

2023
Accounts payable andliabilities

109,438

Accounts payable

59,854

336 59,518

59,854-32,87526,979Invoices to be received

49,584

12,361 37,223

49,584--

49,584

Accounts payable andliabilities

102,155

10,234 91,921

102,155-

14,07388,082

0.0%

13.8%

86.2%

Accounts payable

21,775129 21,646

21,775-

14,073

7,702

Invoices to be received

80,38010,105 70,275

80,380--80,38012,697 96,741

109,438

100.0%

2022

100.0%

Deferred Expenses(in € thousand)

Invoices to be received
Other liabilities

426

December 31, 2023

December 31, 2022

49,58380,380758

758State and employee related liabilities

1,588

14,014

Total

51,92995,152

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Financial statements
Parent company summary financial statements

Note 10 Unrecognized exchange gains and deferred income
The deferred income is mainly related to financial interests.

Note 11 Revenue
Revenue split
December 31, 2023

December 31, 2022

(in € thousand)(in %)(in € thousand)(in %)

108,15191.68%

112,545

90.5%

892

0.76%

1,312

1.0%

8,920

7.56%

10,556

8.5%

Total revenue by nature

117,963100.0%

124,413100.0%

France70,832

60.0%

21,63817.4%

Foreign countries

47,13140.0%

102,775

82.6%

117,963100.0%

124,413100.0%

December 31, 2023

December 31, 2022

-8,018-1,811-67-64-1,184-1,293--34-9,269-3,202

Trademark fees
Re‑invoicing
Parental guarantees

Total revenue by geographical area

Note 12 Other expenses
Expenses(in € thousand)Group functions expenses
Software and Patent
Directors’ fees
Operating Foreign exchange loss
Total
Group functions expenses mainly include marketing,communication, investor relations and human resources
expenses invoiced by Atos International SAS and other6

holdings subsidiaries to the Company including fees paid to
the International Olympic Committee.

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Note 13 Financial result
December 31, 2023

December 31, 2022

Dividends received

9,179

-

Intercompany current account interests

18,818

2,419

-

-

Other financial income on Convertible Bond

53,401

13,053

Reversal of provisions on investments in consolidated companies

414,787

82,920

Reversal of financial provisions

1,387

4,421

Disposal of short‑term investment

1,555

551

Foreign exchange gains

2,620

117

Total of the financial incomes

501,747

103,480

Interests on borrowings-130,423-45,164

Securitisation interests--(in € thousand)

Investment banking revenues

Intercompany loans interests-38,706-7,280-5,320,175-622,884-419-4,319Provision for deferred expenses-10,444-10,986

Short‑term borrowing interests

-103

-69

Foreign exchange losses-2,717-138

Other financial expenses-10,212-10,042

Financial provision-5,991-273,556

Total of the financial expenses-5,519,190-974,439

Net financial result-5,017,442-870,959

Provision for depreciation on investments in consolidated companies
Provision for depreciation of treasury stocks - owned shares

Financial incomes
The depreciation on investments has been disclosed in theNote 2 Financial Assets and Note 7 Provision.

Financial expenses
The interests on borrowings are composed of:P € 3.5 million on syndicated loan;
P € 36.0 million on bonds;
P €-2.9 million on NEU CP and MTN/Negotiable European

Commercial Paper - Medium Term Note.

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The provision for deferred expenses is composed of€ 0.5 million related to the syndicated loan and € 9.9 million
to the bonds.
The other financial expenses are mainly related to the loss
incurred on the delivery of the performance shares to theemployees for an amount of € 4.3 million (€ 6.7 million in2022) and a discount fee for the financing of the CIR (researchtax credit) 2022 for an amount of € 4.4 million.
The depreciation on investments has been disclosed in theNote 2 Financial Assets and Note 7 Provision.

Financial statements
Parent company summary financial statements

Note 14 Non‑‑recurring items
December 31, 2023

December 31, 2022

Selling price from disposal of financial investments

218,732

253,058

Other income

109,166

60,052(in € thousand)

Provisions on receivables

425

Total of non‑‑recurring income

327,898

313,535

Net book value of financial investments sold-251,529-97,882

Provisions for liabilities and charges-10,000

Other expenses-172,827-126,729

Total of non‑‑recurring expenses-434,356-224,611

Non‑recurring items-106,459

88,924

In 2023, the exceptional result comes mainly from :– net book value of securities sold for €-221.2 million;

P the sale of the shares of the subsidiaries Eco Act and AtosP the net book value of Canopy UK’s securities liquidated– the exceptional result mainly corresponds to the sale

The provisions are related to the legal costs for a dispute(Trizetto) : € 10 million.

Brazil Ltda to, respectively, Schneider and Atos Holding
Netherlands (direct subsidiary):
price of the securities for € 218.8 million,

December 26, 2023 for € 30.2 million,

The other exceptional financial results are mainly due to there‑invoicing of € 109.1 million to the Group entities concerned.

Note 15 Tax
Tax consolidation agreement

P the result of the consolidated companies is determined as

As per article 223‑A of the French Fiscal Code, Atos SE signed
a Group tax consolidation agreement with a certain number of
its French subsidiaries with effect as of January 1, 2001.

P Atos SE is the only company liable for any additional tax toAtos SE as parent company of the Group is designated as the
only entity liable for the corporate tax of the Group tax
consolidation.
The main features of the agreement are:if they had been taxed separately;

be paid in the event of an exit by a subsidiary from theGroup. In the event of tax audit, the subsidiary which exitedfrom the Group remains liable toward Atos SE of any
additional income tax related to the time it was part of thetax consolidation.

Decrease and increase of the future tax charge of Atos SE taxed separately
At year end, decreases and increases of the future tax charge were broken down as follows:
Basis Decrease

Basis Increase

Non deductible provisions for timing differences

29,934

2

Total

29,9342(in € thousand)No deferred tax assets or liabilities had been recognized.

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Parent company summary financial statements

Breakdown between net income on ordinary activities and non‑‑recurring items(in € thousand)Before tax

Net income on ordinary activities-4,946,832-4,946,832-106,459-106,459

Non‑recurring items and legal profit sharing
Tax charge
Total
The result of the fiscal consolidation is a loss of € 356,3 million
and therefore no current tax charge related to 2023. Atos SE
shows a global tax income of € 20.7 million and no tax would
have been paid by the Company in the absence of French tax
consolidation.

Computed tax

Net amount-

20,664

20,664-5,053,291

20,664-5,032,627

The loss for the financial year of the French tax consolidationgroup carried forward is € 836.2 million as of December 31,
2023.

Note 16 Off‑‑balance sheet commitments
Commitments given(in € thousand)

Performance Parental Guarantees
Bank guarantees*
Total

December 31, 2023

December 31, 2022

5,459,245

5,509,522

81,38770,583

5,540,592

5,580,108(*) Borne by Atos SE.

reduction of the amount to $ 284,855,192.
For various large long‑term contracts, Atos SE provides
parental performance guarantees to its subsidiary’s
customers. These guarantees amount to € 5,459,245,000 asof December 31, 2023, compared with € 5,509,522,000 at theend of December 2022, a decrease of € 50,277,000 compared
to last year.
In connection with litigation between Syntel and Cognizant/
TriZetto, on May 25, 2023, the United States Second Circuit
Court of Appeals vacated the decision of the U.S. District
Court for the Southern District of New York which had inflicted
on Syntel damages of $ 570,710,384. The Court held that theuse of the avoided development costs methodology wascontrary
to
the
law
and
confirmedtheAs part of the rationalization of pension funds in the UK for amore efficient structure, the Board of Directors of Atos SE on
July 22, 2018 authorized the granting of a parental guarantee
to Atos Pension Schemes Limited as trustee of the new Atos
UK 2019 Pension Scheme fund established on November 1,
2019. As part of this guarantee, Atos SE is committed toguaranteeing the obligations of employer entities to thepension fund. As of December 22, 2020, this guarantee has
been confirmed and extended to take into account thetransfers of liability resulting from the merger of the Atos 2011
Pension Trust with the Atos UK 2019 Pension Scheme. The
new total estimated amount of the guarantee amounts to£ 332,000,000 (€ 382,000,000).

Commitments received(in € million)

Syndicated loan

December 31, 2023

December 31, 2022

320

820

The received financial commitment refers exclusively to the part non utilized at Group level of the € 320 million revolving facility.

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Financial statements
Parent company summary financial statements

Note 17 Risk analysis
Market risks: fair value of financial instruments
Cash at bank and short‑‑term deposits, trade accounts
receivable, bank overdraft and trade accounts payable
Due to the short‑term nature of these instruments, the Groupconsiders that the book value constitutes a reasonableestimate of their market value as of December 31, 2023.

Long- and medium‑‑term liabilities
As of December 31, 2023, Atos has utilized the syndicated loan
for a total amount of €580 million including €500 million on
Atos SE.

Liquidity risk
On July 29, 2022, a new financing structure was put in place tosupport the transformation plan as follows:P a € 1.5 billion term loan (“Term Loan A”) with an initial

duration of 18 months and two extension periods of
6 months each. The first six‑month extension took effect onJanuary 29, 2024;

P a € 0.3 billion bridge loan (“Term Loan B”) with an initial

duration of 12 months and one extension period of
6 months. Its purpose is to pre‑finance assets disposals. The
bridge loan was fully repaid over 2023;

P the amount of the existing revolving credit facility (signed in2018 with a maturity extended to November 2025) was
reduced from € 2.4 billion to € 0.9 billion. At December 31,
2023, € 580 million were drawn. The remaining€ 320 million were drawn in January 2024.

On November 4, 2021, Atos announced the successfulplacement of its inaugural € 800 million sustainability‑linked
bond with an 8‑year maturity and a 1.0% coupon.
The coupon of the last three years will be unchanged if Atos
achieves the following Sustainability Performance Target(SPT): reduction in 2025 of Atos annual GreenHouse Gas CO2
emissions (Scopes 1, 2 & 3) by 50% compared to 2019. In casethe SPT is not met, the last three coupons shall be increased
by 0.175%. The proceeds of the bond have been used forgeneral corporate purposes.
The rating agency Standard and Poor’s assigned a rating of
BBB-, subsequently to the rating of Atos at the time ofissuance of the bond. On July 13, 2022, S&P downgraded Atos
to BB/Outlook Negative. On November 28, 2023, Standard
and Poor’s changed Atos rating from BB to BB- maintaining
CreditWatch Negative. On January 19, 2024, Standard andPoor’s changed Atos rating from BB- to B- placing Atos on
CreditWatch Developing. Finally, on February 9, 2024, Atos
rating was downgraded from B- to CCC with negative outlook.

In November 2019, Atos issued € 500 million zero coupon
bonds exchangeable into Worldline shares (“OEB”) with amaturity of 5 years and an exchange premium of 35%.
On November 5, 2018, Atos announced the successfulplacement of its € 1.8 billion bond issue. The € 1.8 billion triple
tranche‑bond issue consisted of three tranches:P € 700 million notes with a 3.5‑year maturity and 0.75%

coupon (fully repaid in May 2022);

P € 750 million notes with a 6.5‑year maturity and 1.75%

coupon;P € 350 million notes with a 10‑year maturity and 2.50%

coupon.

There are no financial covenants attached to this bond.
The rating agency Standard and Poor’s assigned a rating of
BBB+ to the three tranches, subsequently to the rating of Atosat the time of issuance of the bond. On September 20, 2021,
Standard and Poor’s downgraded Atos rating to BBB-/Outlook
Stable, and further downgraded it to BB/Outlook Negative on
July 13, 2022. On November 28, 2023, Standard and Poor’schanged Atos rating from BB to BB- maintaining CreditWatch
Negative. On January 19, 2024, the rating was further
downgraded from BB- to B- placing Atos on CreditWatch
Developing. Finally, on February 9, 2024, Atos rating wasdowngraded from B- to CCC with negative outlook.
On May 4, 2018, Atos implemented a Negotiable European
Medium‑Term Note program (NEU MTN) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of € 600 million. Due to Atos
credit rating downgrades in 2023, it is likely that the Group will
face difficulties to access in 2024 the NEU MTN market.
On June 2, 2017, Atos implemented a Negotiable European
Commercial Paper program (NEU CP) in order to optimize
financial expense and improve Group liquidity management,
for an initial maximum amount of € 900 million raised to€ 1.8 billion in October 2018. On December 10, 2019, themaximum amount of € 1.8 billion was increased to€ 2.4 billion. Due to Atos credit rating downgrades in 2023, it islikely that the Group will face difficulties to access in 2024 the
NEU CP market.
On October 29, 2016, Atos issued a Euro private placementbond of € 300 million with a seven‑year maturity and with a
1.444% fixed interest rate (unrated). This bond was fully repaidin October 2023.

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Parent company summary financial statements

Liquidity risk at December 31, 2023
Instruments

Fix/Variable

Line (in € million)

Maturity

Fix

800

November 2029

Syndicated loan

Variable900

November 2025

Term Loan A

Variable

1,500

January 2025 *

OEB

Fix

500

November 2026

Bond borrowing

Fix

750

May 2025

Bond borrowing

Fix

350

November 2028

NEU MTN

Fix

50

April 2026

Sustainability‑linked bond(*) After extension options: 2 x 6 months on Term Loan.

As stated in the January 3, 2024 Market Update press release,
the Group will need to take the following actions, either
individually or in combination, in order to meet these financing
maturities:
P obtain new bank financing;P access capital markets (debt and/or equity);
P implement a major asset disposal program; andP continue specific actions to optimize its working capitalrequirement.

In this context and as indicated above following its press
release of February 5, 2024, Atos SE has entered into
discussions with its banks and bondholders with a view toreaching a global agreement on the restructuring of its
financial debt. Those discussions, that were held with theparticipation of the mandataire ad hoc appointed since thebeginning of February 2024, will continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a shortand well‑defined timetable of 4 months, which can be further
extended by another month if needed. Those discussions
were still ongoing at the time the financial statements for theyear ended December 31, 2023 were approved by the Boardof Directors.
The Group has sufficient liquidity to operate business until arefinancing plan is reached and is also in discussions with its
financial creditors regarding an interim financing (see Note 19
Subsequent events, which would provide an additionalliquidity cushion to the Group until a global agreement on therefinancing plan is reached.

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Credit risk
The Group has a fully integrated process concerning credit
risk. In its trade relations, the Group manages its credit risk
with a portfolio of diversified customers and follow‑up tools.
Financially, the Group monitors the credit risk on its
investments and its market operations by rigorously selecting
leading financial institutions and by using several banking
partners. The Group thus considers its credit risk exposure as
being limited.

Market risk
The Group monetary assets comprise receivables and loans,securities investments and cash at bank. Monetary liabilities
comprise financial, operating and other liabilities.

Interest rate risk
The exposure to interest rate risk encompasses two types ofrisks:
P a price risk on fixed‑rate liability, the Company is exposed

to potential opportunity losses should interest rates fall. Achange in interest rates would impact the market value of
fixed‑rate financial assets and liabilities. However, this lossof opportunity would not impact financial income andexpenses as reported in the Company’s Income Statement
and, as such, future net income of the Company up to
maturity of these assets and liabilities;

P a cash‑flow risk on floating‑rate financial assets andliabilities. The Company considers that a variation in rates
would have little effect on floating‑rate financial assets andliabilities.

Financial statements
Parent company summary financial statements

Note 18 Related parties
There is no transaction made by the Company (trademark fees, financing operations and tax consolidation) that was not performed
under market conditions.

Note 19 Subsequent events
On January 9, 2024, the remaining amount available on therevolving credit facility was drawn, representing an additional
drawdown of € 320 million.
Replacing Yves Bernaert, Paul Saleh was appointed Chief
Executive Officer of the Group on January 15, 2024.
On January 19, 2024, the rating agency Standard and Poor’s
downgraded Atos rating from BB- to B- placing Atos on
CreditWatch Developing. On February 9, 2024, Atos rating was
further downgraded from B- to CCC with negative outlook.
On January 29, 2024, the first 6‑month extension of the€ 1.5 billion Term Loan A took effect.
On February 5, 2024, Atos announced that a mandataire ad
hoc had been appointed to frame the discussions with thebanks with a view to reaching a refinancing plan for its
financial debt.
On February 28, 2024, Atos announced that, in the context of
its exclusive negotiations with EP Equity Investment (“EPEI”) forthe potential sale of Tech Foundations announced on
August 1, 2023, the parties have not reached a mutuallysatisfactory agreement. The discussions and the put
agreement have therefore been terminated by mutual
consent, with no indemnification on either side.
On March 13, 2024, the United States District Court for theSouthern District of New York, as part of Syntel’s ongoing
litigation with Cognizant and its subsidiary TriZetto, vacatedthe remaining compensatory damages judgments entered inthis case: (i) the $ 142,427,596 New York trade secretmisappropriation award and (ii) the $ 59,100,000 copyright
infringement award. Therefore no compensatory damage will
have to be paid by Atos. The District Court granted TriZetto’s
motion for attorney’s fees in the amount of $ 14,548,992. The
decision is not final yet. As a result, the Group considers thatthe amount of the provision remaining at December 31, 2023 isstill adequate.
On March 19, 2024, Atos announced it has been informed by
Airbus that discussions related to the sale of its BDS (Big Data
& Security) business will not proceed.
On March 25, 2024, an amicable conciliation procedure was
opened at the request of Atos SE for a limited period of fourmonths, which may be extended by one month.
On April 9, 2024, Atos announced that an agreement inprinciple with a group of banks, a group of bondholders andthe French State regarding an interim financing in the amountof € 450 million has been reached for additional liquidity until
refinancing agreement is reached.

On April 29, 2024, Atos announced the revision of theparameters of the financial restructuring framework presented
on April 9, 2024, to reflect current market conditions andbusiness trends and the extension to May 3, 2024 for thesubmission of financing proposals including new money byexisting stakeholders of Atos SE and third‑party investors.
On the same date, Atos announced that the financial
restructuring agreement will include the extension of the€ 450 million interim financing agreed in‑principle and anincremental interim financing of € 350 million from July 2024
to final implementation of the financial restructuringagreement.
On May 6, 2024, Atos SE announced that discussions are
conducted with the APE (Agence des participations de l’État)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical Systems
andCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business.
On May 6, 2024, Atos SE, also announced:
P the € 100 million revolving credit and term loan facilities tobe provided by a group of bondholders has been signed;

P on April 25, 2024, the French Ministry of Economy, Financeand Industrial and Digital Sovereignty (Ministère del’Économie, des Finances et de la Souveraineté Industrielle
et Numérique) has issued an order (arrêté) authorizing the€ 50 million loan from the State through the FDES (Fonds
de Développement Économique et Social) to a subsidiaryof Atos, Bull SAS, which controls sovereign sensitive
activities. The Group’s financing banks have also granted
the required waiver in relation to that loan;

P four new money proposals were received from several

parties.

The proposals received on May 3 as part of the current
conciliation process are compatible with the non‑binding
letter of intent received from the French State.
Atos announced to be working with its financial creditors to
select by May 31, 2024 a financial restructuring solution thatwill be acceptable to them and consistent with the financial
parameters of the Company and to reach a final financial
restructuring agreement by July 2024. This solution will likely
entail radical changes in the capital structure of the Company
and significant new equity issuance that will result in a
massive dilution of the existing shareholders of Atos SE,
considering that the Company will negotiate withstakeholders the treatment of the existing shareholders incompliance with applicable laws.

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Parent company summary financial statements

Note 20 Liquidity and going concern
Atos SE wishes to draw attention to the maturity of Atos SE’sborrowings and the risks associated with its refinancing. The
coming maturities of its borrowings are as follows:
P the € 1.5 billion term loan A, maturing in July 2024, provides

for another 6‑month extension option until January 2025
available to Atos under standard conditions (notably noevent of default and payment of an extension fee); it should
be noted that there is no ongoing event of default, since
under French law, events of default linked to theappointment of a mandataire ad hoc are considered nulland void;

P the € 500 million bond (Optional Exchangeable Bond)maturing in November 2024;

P the € 750 million bond maturing in May 2025;
P the € 900 million revolving credit facility maturing inNovember 2025;

P the € 350 million bond maturing in November 2028; andP the€ 800 million bond (Sustainability‑Linked
maturing in November 2029.

Bond)

Atos SE has entered into discussions with its banks andbondholders with a view to reaching a global agreement on
the restructuring of its financial debt. Those discussions, thatwere held with the participation of the mandataire ad hoc
appointed since the beginning of February 2024, will continue
under an amicable conciliation procedure in order to framethese discussions and facilitate the emergence of a global
agreement within a short and well‑defined timetable of 4months, which can be further extended by another month if
needed. Those discussions were still ongoing at the time thefinancial statements for the year ended December 31, 2023
were approved by the Board of Directors.
The Group has sufficient liquidity to operate business until arefinancing plan is reached and is also in discussions with its
financial creditors regarding an interim financing, which would
provide an additional liquidity cushion to the Group until a
global agreement on the refinancing plan is reached.

Refinancing
On May 3, 2024, Atos received four new money proposals
from the following parties:
P a group of bondholders and banks of the Company’sbanking group;

P Bain Capital;
P EP Equity Investment, controlled by Mr. Daniel Kretinsky inpartnership with Attestor Limited;

P Onepoint, controlled by Mr. David Layani in consortium withButler Industries.

These proposals and its details are available on Atos’ website.
All the proposals were presented to the Board of Directors on
May 5, 2024, which decided with management and inalignment with the Conciliator Ms. Hélène Bourbouloux, not topursue discussions with Bain Capital, as the submitted offer
does not meet the stated objectives of the Company toconsider its full perimeter.
Atos will be working with its financial creditors to select by
May 31, 2024 a financial restructuring solution that will be
acceptable to them and consistent with the financial
parameters of the Company and to reach a final financial
restructuring agreement by July 2024. This solution will likely
entail radical changes in the capital structure of the Company
and significant new equity issuance that will result in a
massive dilution of the existing shareholders of Atos SE.
In parallel, the Company is conducting discussions with theAPE (Agence des participations de l’Etat) of the French State
regarding its intent to acquire 100% of the Advanced
Computing, Mission‑Critical Systems and Cybersecurity
Products activities of Atos SE’s BDS (Big Data & Security)business.
At this stage the three selected proposals are non‑binding andsubject to discussions between the parties.
These proposals under discussion with a view to reaching a
final refinancing plan could have an impact on thevalue‑in‑use of the financial fixed assets. As of December 31,
2023, these proposals were not taken into account to value
the participating interests of Atos SE as described in
Note 2 Financial fixed assets.
All these circumstances create a material uncertainty upon
the ability of the Group to continue as a going concern in theevent the Group is unable to negotiate a new refinancing planor to execute an important asset disposal plan. In that case,
Atos SE may not be able to realize its assets or settle its
liabilities within the ordinary course of its operations.

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Financial statements
Parent company summary financial statements

6.2.5

Atos SE financial summary for the last five years(in € million)

December 31, December 31, December 31, December 31, December 31,
2023
2022
2021
2020
2019

I. Common stock at period end
Common stock

111.4

110.9

110.7

109.9

109.2

111,439,307

110,951,542

110,730,332

109,993,166

109,214,914

3,016,024

2,279,353

2,742,563

2,975,762

3,026,180

Revenue.

117.9

124.4

122.4

124.1

141.1

Net income before tax. employee profit‑sharing andincentive schemes. Depreciation. amortization andprovisions-122.4132.1-214.7

1,504.4

3,548.3

Corporate income tax

-20.7

4.6

1.8

-34.3

-26.2

-5,032.6-700.1-744.1

1,378.6

3,528.6

-

-

-

98.3

-

Net income after tax and employee profit‑sharing but
before depreciation. Amortization and provisions

-0.9

1.2

-1.9

13.4

32.3

Net income after tax, employee profit‑sharing,
depreciation, amortization and provisions

-45.2

-6.3

-6.7

12.5

32.3

-

-

-

0.9

-

Average number of employees during the period

1.5

1.5

1

1

1.5

Total payroll for the period

4.3

1.6

0.4

2.0

1.6

Employee social security and welfare payments

0.9

0.7

0.1

0.5

0.4

Number of shares outstanding
Maximum number of shares that may be created by:
P conversion of convertible bonds
P exercise of stock subscription options

II. Income for the period

Net income after tax, employee profit‑sharing,
depreciation, amortization and provisions
Dividend distribution
III. Per share data (in €)Dividend per share
IV. Employees

6

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Financial statements
Parent company summary financial statements

6.2.6

Payables and receivables payment terms

Invoices received and emitted not paid at year’s end closing but due (statement I of article D. 441‑‑4)
Article D. 441 I.- 1°: Invoices received not paid atyear’s end closing but due

0 day€ million

1 to
30 days

31 to
61 to
60 days 90 days

91
days
and
more

Article D. 441 I.- 1°: Invoices emitted not paid at year’s
end closing but due

Total(1 dayandmore)

91 days
1 to
31 to
61 to
and
0 day 30 days 60 days 90 days
more

Total
(1 dayandmore)(A) Payment delay periods
Number of invoices concerned

105

1

9.85

27.75

0

9.30

30.94

-2.43

14.22

52.03

21.57

60.80
0.0

7.88

26.23

-2.06

12.05

44.11

36

Total amount of invoices concerned
excluding VAT (in € million)

14.19

5.61

11.33

0.96

Total amount percentage of year
expenses

31.09

12.30

24.82

2.11

Percentage of year’s sales excluding
VAT

849

(B) Invoices excluded of (A) related to contentious payables and receivables or not recorded
Number of excluded invoices
Total amount of excluded invoices(C) Used reference payment terms (contractual or legal term - article L. 441‑‑6 or article L. 443‑‑1 of Code of commerce)
Payment terms used for latepayment penalties calculation

436

Contractual payment terms: 60 days
Legal payment terms: N/A

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Contractual payment terms: 30 days
Legal payment terms: N/A

7
Risk Analysis
7.1

Risk management activities

438

7.3

7.1.1

Claims and litigation

458

Enterprise risk management (ERM)

438

7.3.1 Tax claims458

7.1.2 Business risk assessment and management439

7.3.2 Commercial claims458

7.1.3 Insurance

440

7.3.3 Labor claims

459

7.2

441

7.3.4 Representation & Warranty claims459

7.3.5 Other claims459

7.3.6 Miscellaneous

459

7.4

460

Risk Factors

7.2.1 Financial and operational risks:
Implementation of the assets disposal
program, Financial rating, Liquidity and going
concern, Customer relationship& delivery quality.

443

7.2.2 People risks: key people retention & people
care, key people acquisition and labormarket, governance efficiency

450

7.2.3 IT Security risks: cyber‑attack, systems
security and data protection

453

7.2.4 Go‑to‑Market risks: market environment,
innovation and customer digitaltransformation455

7.2.5 Growing Risks: regulation and compliance,
environmental impact

457

Internal control

7.4.1 Internal control definition and objectives

460

7.4.2 Internal control system players

461

7.4.3 Components of the internal control system462

7.4.4 Systems related to accounting and financial
information

464

7.4.5 Outlook and related new procedures
to be implemented

466

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Risk Analysis
Risk management activities

The Group operates in a changing environment and is exposed to risks that, if materialized, may have a material adverse effect on
its business, prospects, customers, partners, reputation, financial condition, including operating results and cash flows.
Risk assessment and management are an integral part of the Group’s operational and strategic management. The Company
conducts on a regular basis a review of risks through different channels, described hereinafter in section 7.1, thereby enabling toselect them, and rank them by order of importance as reflected in section 7.2; this document follows the guidelines of the AMF
dated October 24, 2018 concerning the implementation of Regulation (EU) 2017/1129 of June 14, 2017, with regards to thedescription of risk factors in Universal Registration Documents. The risks described in section 7.2.1 to 7.2.4 are those assessed as themost critical risks for the Company, i.e. which could have the most material adverse impact on its business or results or its ability toachieve its objectives, and/or which could be likely to occur. In addition, section 7.2.5 outlines the growing risks that are not critical
yet but may significantly impact the Company’s business or its results in the mid‑term. For each risk, mitigation actions are set out.
The extra‑financial performance analysis assesses on a yearly basis risks related to the three ESG factors (Environmental, Socialand Governance) underlined through the Corporate Social Responsibility program. This materiality assessment is aligned with theEnterprise Risk Management exercise described in section 7.1.1. A mapping table is presented at the beginning of section 7.2 tohighlight their intertwining.

7.1 Risk management activities[GRI 3‑3]
Risks are assessed and monitored through Regional Business Units/Global Business Lines and Functions. In addition to managing
the risks embedded in each process, dedicated risk management activities are also deployed transversally. This combination offunctional and transversal approaches enables the identification of the most critical risks for the Company.

7.1.1

Enterprise risk management (ERM)

A risk mapping is revised regularly under the oversight of the Group Executive Board, addressing all risks from a strategic
perspective.
Risk categories are identified based on research and analysis of the trends on the market, external risk studies, internal reporting on
operational risks, CSR strategy and interviews with a panel of key managers and subject experts. Potential risks taken into accountby ERM relate to:
P external factors (stakeholders’ eco‑system, external events and market environment);
P the organization (people, organization alignment);
P the business development (ability to innovate, go to market);P services and products delivery (internal systems management, delivery and operations); andP regulations and performance (laws and regulations, financial performance).

In 2023, nearly 600 top managers were involved via questionnaires and workshops, to collect their perception of the main risks,
their relative importance (inherent risk) and mitigation effectiveness (residual risk).
Results are shared with Senior management and the Group Executive Board, and appropriate improvement plans for the main
residual risks are designed and implemented at Regional and Group levels. The results are also presented to the Audit Committeeof the Board of Directors.
This recurring process allows identifying evolutions year on year.
In parallel, other dedicated risk assessments are performed within departments such as Legal and Compliance (for example
regarding anti‑corruption), Security and Corporate Social Responsibility. These assessments are aligned with the Enterprise risk
management exercise.

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Risk Analysis
Risk management activities

7.1.2

Business risk assessment and management

Atos has its business risk management approach reinforced during the last years, based on specific processes and organization.

7.1.2.1

Business risk management system

Atos Rainbow (Risk Assessment in Named Business Opportunities Worldwide) is a set of procedures and tools that provides aformal and standard approach to bid execution and contract monitoring. The Group operates a Risk Management system thatfacilitates the analysis (by identification and assessment) and treatment (by control and financing) of business risks throughout thelife cycle of a project. This system is integrated with the control and approval process when entering new contracts. The objective
is to ensure that the Group only bids for projects that can be delivered effectively and to provide an early warning system for any
project that encounters challenges or diverges from its original targets. Specifically, the Risk Management process:P identifies potential exposures, including technical, legal and financial risks that could have an impact during the life cycle of the

project;

P evaluates, both qualitatively and quantitatively, the significance and materiality of any such exposures;
P ensures that appropriate and cost‑effective risk controls or risk mitigation measures are initiated to reduce the likelihood andimpact of negative outcomes on the project; andP manages residual exposure through a combination of external risk transfer instruments and internal contingency reserves tominimize the exposure. All operational projects are monitored monthly at different levels (Business Lines, Regional Business
Units or Group level, as the case may be) according to their size and risk exposure, using the Rainbow Delivery Dashboard,
providing status on financial, delivery and technology, customer, legal, human resources and supplier KPI’s.

Bids are also monitored on a constant basis at different levels (from Regional Business Units/Business Line to Global Business Linelevel) according to their size, using standardized review templates to bid phases (Pursuit, Strategy, Solution, Offer, Contract,
Handover) to balance sales and risks while ensuring the re‑use of experience/best practices and the adherence to Atos standards.
The process is regularly reassessed with the aim of continuous improvement.

7.1.2.2

Business Risk Management organization of the Rainbow process

The control and approval process governing the bidding and contracting activities report to the Group Senior Vice‑President for Bid
Control and Business Risk Management, ensuring the capturing and ongoing tracking of risks identified at the bidding stage
throughout the delivery cycle.
Bid Control and Business Risk Management report directly to the Group CFO, with the Bid Control Managers and Risk Managers in
the Regional Business Units/Global Business Line reporting respectively to the Group Vice‑President for Bid Control and Group
Vice‑President for Business Risk Management.

7.1.2.3

Group Risk Management Committee

A Group Risk Management Committee convenes on a monthly basis to review the most significant contracts and the sensitive
ones. If needed weekly reviews can take place. The Committee is chaired by the Group CFO and led by the Senior Vice‑President
for Bid Control and Business risk management. Permanent members of the Committee include the Executive Vice‑Presidents incharge of the Global Business Lines and the Regional Business Units and several other representatives from the Global Functions,
including Finance and Legal. On a quarterly basis, the Audit Committee conducts a thorough review of all the major criticalcontracts considered to be at high risk. The Regional Business Units and the Risk Managers perform the continuous monitoring ofcontracts in deviation of their initial business case, based on both the Rainbow Delivery Dashboard which contains all financial,commercial, and operational KPIs and dedicated RAID (Risks, Assumptions, Issues, Dependencies) registers.

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Risk Analysis
Risk management activities

7.1.3

Insurance

Global insurance policies have been taken out with reliable international insurance companies, providing the Group withappropriate insurance coverage for its worldwide operations.
The most important global insurance programs are bought and managed centrally with renewal on January 1st for Commercial
General Liability/Professional Indemnity (CGL/PI) insurance and Property Damage and Business Interruption insurance. In 2023, theProperty Damage and Business Interruption policy and CGL/PI policies were both renewed for limits respectively of €180 millionand €150 million. Several additional policies cover insurable business risks such as cargo, crime, cyber risks or car fleet and aremaintained at cover limits commensurate with the Group’s size and risk exposures.
Deductible are used both to promote good risk management practices and to control the quantity of claims and premiums’ costs.
Each country also may contract insurance policies in accordance with local regulations, customs, and practices. These include
employers’ liability, workers compensation and employee travel.
Atos’ wholly owned reinsurance company provides reinsurance for some layers of the Property Damage Business Interruption,
CGL/PI and Cyber policies, which are the most critical ones for the Group’s operations.
Insurable losses do not have a frequent occurrence. This is partly due to quality risk management processes which are deployed at
all key locations to protect assets from natural disasters and other unexpected events as well as to ensure business continuity inthe event of damage or loss. With respect to offers and contracts with customers, a uniform and mandatory process of risk
management is used as described in the preceding section.
Risks are also monitored by the Underwriting Committee of the Atos reinsurance company which maintains adequate net equity
and technical reserves commensurate with the level of reinsured risks and check the need to extend to potential external
reinsurers. The Underwriting Committee also carries out regular surveys and analyses to monitor the relevance of Atos’ insurance
coverage.

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Risk Analysis
Risk Factors

7.2 Risk Factors
In accordance with European Regulation no. 2017/1129 of June 14, 2017 on the prospectus to be published when securities areoffered to the public or admitted to trading on a regulated market, the risk factors presented below are limited to risks specific to
the Group and remaining significant after the application of risk management measures (net criticality). The risk mapping exercise
mentioned in section 7.1.1 has enabled Group Management to select and prioritize the most significant risk factors specific to Atos.
Nevertheless, the risk factors discussed in this section are not exhaustive and may not be exclusive of other risks, i.e. risks that are
not specific to the Group and/or potential risks that have not been identified or taken into account, or whose occurrence ornegative impact on its business, financial position and/or results, share price or forecasts and prospects, are not envisaged at thedate of filing of this Universal Registration Document.
The critical risks for the Group are presented below. They are classified by risk category and, within each category, prioritized byimportance (decreasing net criticality, which takes into account the probability of occurrence and the estimated scale of thepotential negative impact, after taking into account the Group's mitigation measures) and by importance (decreasing net criticality,
which takes into account the probability of occurrence and the estimated scale of the potential negative impact, after taking into
account the Group's mitigation measures).
1. Financial and operational risks;
2. People risks;
3. IT security risks;
4. Go to market risks;
5. Growing risks;
To connect these categories of enterprise risks with the classification of non‑financial risks (i.e., the three top areas underlined
through the Corporate Social Responsibility program – see 5.1.4), the table below presents their mapping:Non‑‑financial
Challenges

Reference tosection 7

Reference tosection 5

Financial and operational risks:
P Implementation of the assets disposal program
P Financial rating
P Liquidity and going concern
P Customer relationship (contract management/satisfaction)and delivery quality

Governance

7.2.1

5.4.2

People Risks:
P People retention
P People acquisition and labor market
P Company Culture
P Governance efficiency

SocialGovernance

7.2.2

5.3

IT Security risks:
P Cyber attack
P IT Systems security
P Data protection

Governance

7.2.3

5.4.4

Go to Market risks:
P Market environment
P Innovation and intellectual property
P Customer digital transformation and business model disruption

Governance

7.2.4

J5.4.3Growing risks:
P Regulation and compliance
P Environmental impact

Governance
Environment

7.2.5

5.4.7
5.2

Strategic risks

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7

Risk Analysis
Risk Factors

En
vi
ro

al
ci
Leveraging
Wellbeing at Work®
and being a responsible
employer

t
en
nm

So

Atos carries out and updates yearly a comprehensive assessment of the risks related to the three main extra‑financial areas
identified as challenges under the Group’s Corporate Social Responsibility program. The magnitude of these risks varies in terms ofnegative impact on Atos’ business or results and/or likelihood of occurring. The chart below represents the combination of theidentified 2023 extra‑financial risks that could adversely affect the achievement of goals to create value as well as the potential
opportunities that are open to Atos and to its clients to balance those risks, including their link to the sustainable development
Goals defined by the United Nations.

Operational& cost reduction
Sustainable digitaltransformation

People’s careerdevelopment

Peopleengagement

People retention
Key people acquisition& Labour market

Environmental
impactPotential changes inregulations linked toclimate change

Company culture

Collaborativeenvironment

Business reinvention

Delivery quality& competitive
advantage

Trust & compliancethroughout
the value chain
Operational
excellence

Main risks related to Atos’ three CSR challenges
Risks balanced by opportunities

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Resilience of sites
and activities to hostcritical IT services
Innovation &Intellectual property
Customer digital Systems
Governancesecurity
Transformation
Cyber attacks& business model
Customer
Regulation
Relationship disruption
Marketenvironment & compliance& Delivery
Financial Rating
Cyber & advanced
quality
Implementation Liquidity andgoing concernof the assets
disposal program
Data protection

Innovativetechnologies

Sustainable development goals (SDGs)

Attractivenessof eco-friendly
and decarbonized

GovernanceRisk Analysis
Risk Factors

7.2.1

Financial and operational risks: Implementation of the assets disposal
program, Financial rating, Liquidity and going concern, Customer
relationship & delivery quality.

Any element that could threaten the Group’s relationships with its clients or impact its business should be carefully monitored. For
example, in case the Group’s customers would not understand its strategy or the rating of the Group would be downgraded again,
resulting in the Group's customers not trusting the Group’s ability to finance its activities, they could prefer working with Atos
competitors with more stable situations.
Below are some of the key risks that Atos manages in this area.

7.2.1.1

Implementation of the assets disposal program

Risk

Mitigation actions

As part of the rationalization of its portfolio and with a view tofinancing its transformation, the Group announced at its CapitalMarket Day on June 14, 2022 a 700 million euro program to sellnon‑core businesses.
As part of the implementation of this program, the Group
carried out several divestments, including the sale of 100% of
EcoAct to Schneider Electric, enabling the Group to rapidly
secure and finalize its 700 million euro divestment program.
In drawing up this disposal program and refining the scope of
its two future entities, Eviden and Tech Foundations, the Groupidentified additional opportunities to streamline its portfolio,
also with expressions of interest, and consequently decided toextend its initial asset disposal program by a further 400 million
euros as announced on July 28, 2023.
On August 1, 2023, Atos further announced that it had enteredinto exclusive negotiations with EP Equity Investment "EPEI" forthe sale of its Tech Foundations business as part of its plan toseparate the Eviden and Tech Foundations businesses.
On January 3, 2024, the Group announced the need to adapt its
strategy in light of financial constraints in order to ensure therepayment and refinancing of its financial debts while
maintaining an attractive business mix for its employees,
customers, creditors and shareholders. In this context, Atos hasannounced the implementation of an additional asset disposal
program, beyond the 400 million euros mentioned in the press
release of July 28, 2023, of which the disposal of the BDS (Big
Data & Security) business would be a key element, as theCompany has received two letters indicating non‑binding
expressions of interest in its BDS business (one concerning only
part of its scope). In this respect, the Company opened a due
diligence phase with Airbus, whose indicative offer of anenterprise value of 1.5 to 1.8 billion euros concerned the entire
BDS perimeter.

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Risk Analysis
Risk Factors

Risk

Mitigation actions

On February 28, 2024, the Company announced the end of
exclusive negotiations with EPEI for the sale of Tech
Foundations, the parties having failed to reach a mutuallysatisfactory agreement.
On March 19, 2024, Atos announced that it has been informed
by Airbus that discussions related to the sale of its BDS (Big
Data & Security) business will not proceed.
On April 29, 2024, Atos announced it has received on April 27,
2024, a non‑binding letter of intent from the French state
concerning the potential acquisition of 100% of the Advanced
Computing, Mission‑Critical Systems and Cybersecurity
Products activities of Atos SE’s BDS division for an indicative
enterprise value comprised between €700 million and €1billion. This perimeter represents a turnover of circa €1 billion in
2023, out of a total of €1.5 billion for the BDS division as awhole. The Group welcomes this letter of intent, which would
protect the sovereign strategic imperatives of the French State.
Due diligence phase with the French state started, in view of
the issuance of a confirmatory non‑binding offer by early June
2024.
On May 6, 2024, Atos SE announced also that it is conducting
discussions with the APE (Agence des participations de l’Etat)of the French State regarding its intent to acquire 100% of theAdvanced
Computing,
Mission‑Critical
SystemsandCybersecurity Products activities of Atos SE’s BDS (Big Data &Security) business. Financial restructuring proposals received
on May 3 as part of the ongoing conciliation procedure, arecompatible with the non‑binding letter of intent received fromthe French State.
However, it cannot be ruled out that the Company may not
succeed in securing and finalizing its asset disposal program.
Furthermore, the expected proceeds from these asset
disposals may not be sufficient to ensure the repayment andrefinancing of the Group's financial debts. The profitability ofthese operations depends on market conditions (including
available financing and investor interest), taxation, asset quality
and attractiveness, and legal and regulatory considerations.
The Group may be confronted with a risk of market illiquidity,
which could lead to an inability to meet the disposal schedule
and/or to obtain satisfactory pricing conditions, and/or to a
failure to fully execute its disposal program. Execution of thedisposal program may be subject to the approval ordisapproval of employee representative bodies or theCompany's governance bodies. There is no guarantee thatthese conditions will be met within the necessary timeframe,and divestments may therefore be delayed or incomplete.
In addition, a continued slowdown in the investment market or
worsening market conditions (higher financing costs,
intervention by central banks, etc.), as well as the possibility of a
prolonged global recession and general uncertainty about
economic trends, could have a negative impact on theavailability of capital and could further call into question Atos'
ability to implement its asset disposal program. If the asset
disposal program announced by the Group is not completed
within a satisfactory timeframe, or if the target amount is notachieved, the Group may not be able to meet its cash
requirements and ensure the repayment and refinancing of its
financial debt. Failure to complete this strategy, or delays indoing so, could have an impact on the Group's debt reduction
targets and credit rating. The failure of the asset disposal
program could also have a negative impact on the Group's
reputation and/or share price.

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Risk Analysis
Risk Factors

7.2.1.2

Financial Rating

Risk

The Group is rated publicly by the Standard & Poor’s rating
agency. On January 19th, 2024, Standard & Poor’s downgraded
Atos rating from to BB- to B-, on February 9th from B- to CCC
and on April 11, 2024 from CCC to CCC-.
Beyond the negative effect on interest expenses, such financial
rating downgrade will also adversely affect the Group’s ability toraise funds and result in higher interest rates for futureborrowings.
Downgraded rating could also impact the Group’s ability to wincertain types of deals with customers, give contractual rights tocertain counterparties to replace Atos with another supplier, or
require the Group to provide additional collateral or financial
guarantees, which could have an adverse effect on its business,financial position and results of operations.

Mitigation actions

As stated on October 16th, the Atos Group is actively working toaddress its debt maturities in 2025. Atos is assessing thefeasibility to access the debt and equity capital markets, and/or
is considering the sale of additional assets, to address its
capital raising plan, the €1.5 billion term loan A maturing inJanuary 2025 (after the two 6‑month extensions available to theCompany) and the €750 million bonds maturing in May
2025. On April 9, 2024, Atos announced the parameters of its
refinancing framework to its financial creditors.

All this could have an adverse effect on the Group's business,
operating results and financial situation.

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Risk Analysis
Risk Factors

7.2.1.3

Liquidity and going concern

Risk

Mitigation actions

The consolidated financial statements of the Group for the year
ended December 31, 2023 have been prepared on a going
concern basis. The Group’s cash forecasts for the twelve
months following the approval of the 2023 consolidated
financial statements by the Board of Directors, result in a cash
situation that meets its liquidity needs over that period.
The cash forecasts, which take into account the latest business
forecasts, have been prepared in particular based on thefollowing assumptions:
P The implementation of specific actions to optimize its

working capital requirements, including in particular thecontinued access to a factoring program,

P The continuation of the €400 million asset divestment

program that was announced on July 28th, 2023,

P The implementation of a new disposal program announced

on January 3, 2024. In this respect, the Group is actively
evaluating strategic alternatives, having received several
expressions of interest or indicative offers relating to various
perimeters.

At December 31, 2023, cash, cash equivalents, and short term
financial assets of the Group amounted to €2,423 million,
including the benefits of working capital actions. Borrowings
amounted to €4,654 million, of which €2,400 million of bondsand €2,080 million of bank financing. As a result, the total net
debt for the Group amounted to €2,230 million at December 31,
2023. In addition, the Atos SE’s leverage ratio applicable to themulti‑currency revolving credit facility and the term loan A
amounted to 3.34x at December 31, 2023.
Atos SE wishes to draw attention to the maturity of Atos SE’sborrowings and the risks associated with its refinancing. The
coming maturities of its borrowings are as follows:
P The €1.5 billion term loan A, maturing in July 2024, provides

for another 6‑month extension option until January 2025
available to Atos under standard conditions (notably noevent of default and payment of an extension fee); it should
be noted that there is no ongoing event of default, since
under French law, events of default linked to theappointment of a mandataire ad hoc or the opening of aconciliation procedure are considered void;

P The €500 million bond (Optional Exchangeable Bond)maturing in November 2024,

P The €750 million bond maturing in May 2025,
P The €900 million revolving credit facility maturing inNovember 2025,

P The €50 million NEU MTN maturing in April 2026;
P The €350 million bond maturing in November 2028, and
P The €800 million bond (Sustainability‑Linked Bond) maturingin November 2029.

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Risk Analysis
Risk Factors

Risk

Mitigation actions

As stated in the January 3rd, 2024 Market Update press release, theGroup will need to take the following actions, either individually or in
combination, in order to meet these financing maturities:
P Obtain new bank financing,
P Access capital markets (debt and/or equity),

P Implement a major asset disposal program in addition to the€400 million disposal program announced on July 28, 2023, and

P Continue specific actions to optimize its working capitalrequirement, including continued access to a factoring program.

In this context and as indicated above following its press release of
February 5, 2024, Atos SE has entered into discussions with its banks
and bondholders with a view to reaching a global agreement on the
restructuring of its financial debt. Those discussions, that were heldwith the participation of the mandataire ad hoc appointed since thebeginning of February 2024, will continue under an amicableconciliation procedure in order to frame these discussions andfacilitate the emergence of a global agreement within a short andwell‑defined timetable of 4 months, which can be further extended
by another month if needed.
Those discussions were still ongoing at the time the consolidated
financial statements for the year ended December 31, 2023 wereapproved by the Board of Directors.
On 9 April 2024, Atos announced an agreement in principle with agroup of banks, a group of bondholders and the French State on aninterim financing of 450 million euros to strengthen the Group’s
liquidity until the conclusion of a refinancing agreement. Atos
confirmed on May 6, 2024 that:
P The €100 million revolving credit and term loan facilities to beprovided by a group of bondholders has been signed;

P On April 25, 2024, the French Ministry of Economy, Finance andIndustrial and Digital Sovereignty (Ministère de l’Economie, desFinances et de la Souveraineté Industrielle et Numérique) has
issued an order (arrêté) authorizing the €50 million loan from theState through the FDES (Fonds de Développement Economiqueet Social) to a subsidiary of Atos, Bull SAS, which controls
sovereign sensitive activities. The Group’s financing banks havealso granted the required waiver in relation to that loan;

P Discussions with the banks regarding the implementation of a€300 million factoring facility are progressing (for more details,
please refer to the paragraph "Interim financing until the final
implementation of the financial restructuring agreement" of thesection 3.4.1 "Opening of an amicable conciliation procedure anddiscussions on financial restructuring").

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Risk Analysis
Risk Factors

Risk

Mitigation actions

On April 29, 2024, based on an adjusted business plan that reflects
current market conditions and business trends, Atos announced therevision of the parameters of the financial restructuring frameworkpresented on April 9, 2024. Submission of financing proposals
including new money by existing stakeholders of Atos SE andthird‑party investors extended to May 3, 2024 (for more details,
please refer to the paragraph "Parameters of Atos’ financial
restructuring framework" of the section 3.4.1 "Opening of an amicableconciliation procedure and discussions on financial restructuring").
On that occasion, Atos also announced that the financial
restructuring agreement will need to include the extension of €450
million interim financing agreed in‑principle and an incremental
interim financing of €350 million from July 2024 to final
implementation of the financial restructuring agreement.
On May 6, 2024, Atos SE confirmed it received on May 3, 2024, four
new money proposals from several parties (for more details, pleaserefer to the paragraph "Financial restructuring proposals received aspart of the ongoing conciliation procedure" of the section 3.4.1"Opening of an amicable conciliation procedure and discussions on
financial restructuring"). Atos SE announced that it will be working
with its financial creditors to select by May 31, 2024 a financial
restructuring solution that will be acceptable to them and consistent
with the financial parameters of the Company and to reach a final
financial restructuring agreement by July 2024. This solution will
likely entail radical changes in the capital structure of the Company
and significant new equity issuance that will result in a massive
dilution of the existing shareholders of Atos SE, considering that theCompany will negotiate with stakeholders the treatment of theexisting shareholders in compliance with applicable laws.
On May 6, 2024, Atos SE announced also that it is conducting
discussions with the APE (Agence des participations de l’Etat) of theFrench State regarding its intent to acquire 100% of the Advanced
Computing, Mission‑Critical Systems and Cybersecurity Products
activities of Atos SE’s BDS (Big Data & Security) business. Financial
restructuring proposals received on May 3 as part of the ongoing
conciliation procedure, are compatible with the non‑binding letter ofintent received from the French State (for more details, please referto the paragraph "Non‑binding letter of intent received from the
French state to acquire 100% of the Advanced Computing,
Mission‑Critical Systems and Cybersecurity Products activities ofAtos SE" of the section 3.4.1 "Opening of an amicable conciliation
procedure and discussions on financial restructuring").
All these circumstances create a material uncertainty upon theability of the Group to continue as a going concern in the event
the Group is unable to negotiate a new fiancial restructuring
plan or to execute an important asset disposal plan. In thatcase, Atos SE may not be able to realize its assets or settle its
liabilities within the ordinary course of its operations, and theapplication of IFRS accounting standards in the ordinary
context of going concern, in particular with regards to themeasurement of assets and liabilities, may not be appropriate.

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Risk Factors

7.2.1.4

Customer relationship & delivery quality

Risk

The quality of services and products delivered by the Groupmay not be at the expected level, including due to reliance onthird party products and/or product customization that Atos
cannot fully control, or the Group may face significant delays ordifficulties in providing the services or the products.
If Atos is unable to meet contractual requirements or customer
expectations, including due to inadequate assessment of theservices that have been agreed to with customers, there is arisk that customer relationships could be harmed, which might
result in claims or penalties under its contracts, potentiallyleading to additional costs, overruns, and termination losses,
but also to deterioration of customer loyalty, failed renewals
and lack of up‑selling opportunities.

Mitigation actions

The Group also seeks to minimize the risks related to thedelivery quality through rigorous review processes (including atechnical and delivery assessment of the solution) right fromthe offer stage. A dedicated process is in place, called Atos
Rainbow (further detailed in section 7.1.2) under which
proposals are reviewed, with an inventory of risks being kept for
tracking purposes. This process also covers the execution
phase of the contract, including updates of the risk registers
and allowing proper risk management. Regular monitoring isdone for the contracts at risk (see further detail in §7.1.2.3).
Since 2018, Group quality department is running a diagnosis incase of Net Promoter Score (NPS) downturn to understand theroot causes and address them specifically if applicable.
In the Quality and Customer Satisfaction Improvement Program(QCSIP) Atos is analyzing root‑causes and developing
improvement plans for those clients, which are rated
significantly worse than in the last survey or where the Service
Level agreements (SLA) were breached, or a Major Incident (MI)happened.
To further strengthen Atos’ operational excellence, a Group
Contract Management program is deployed on major accounts
to globalize and homogenize contract management activities,
combining legal risk assessment, contractual obligations, andperformance management. Taskforces are also set up in theevent of delivery issues, aimed at responding quickly andadequately to such challenges.

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Risk Analysis
Risk Factors

7.2.2

People risks: People retention, People acquisition & Labor market,
Company culture, Governance efficiency

In all areas of the organization, from R&D teams to Sales, Operations, and Support functions teams, People are the essence of theactivity. Therefore, several risk factors related to human capital have been identified. As the Company mostly delivers services, itremains highly dependent on the skills, the experience and the performance of its employees and the key members of its
management teams. Quality of service is dependent on the establishment of skilled and stable teams, committed to meetingcustomers’ needs.
Not granting sufficient attention to People‑related risks, especially at a time when the future is uncertain and the labour market isvery tense, could materially adversely impact the Company as it may limit the organization’s ability to sell the adequate andinnovative services/products and deliver the quality of services agreed by contract, potentially resulting in penalties/claims, lossof customers and reputational damage.

7.2.2.1

People retention

Risk

Mitigation actions

The success of the organization heavily depends on its ability toretain key qualified people and to use their competences forthe benefit of customers. Atos may be unable to retain
qualified employees, especially at a time when the labour
market is very dynamic and when Atos is undergoing hugetransformation activities. The loss of personnel and the inability
to replace them with equally qualified employees could
increase operating costs, impair the Group’s ability to perform
under certain contracts, or prevent from gaining new business,
which could have an adverse effect on its results of operations
and cash flows.

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An active follow‑up of key people (key contributors, top talents,
high level experts) is implemented through a regular risk levelstatus monitoring per key person including a weekly risk
estimation update and a monthly detailed report. An
end‑to‑end career management governance for key people has
been reinforced, targeting 95% retention of key people with adigital application implementation to enhance on status
tracking and communication.
Dedicated sessions are also being held with managers and HR
Business Partners of key people to increase their awarenessand to drive them closer to their employees. In addition to that,special initiatives were run to support key people affected inany way by the transformation processes and to provide extra
support in their retention and career progression within Atos.

Risk Analysis
Risk Factors

7.2.2.2

People acquisition and labor market

Risk

Mitigation actions

Highly skilled employees and sophisticated knowledge
management are the key asset of Atos. Atos is facing a highly
competitive labour market for digital skills. Thus attracting key
people and hiring qualified staff based on business
requirements becomes a substantial challenge.
If the Group is unable to recruit qualified personnel, someprojects would not be staffed resulting in the business risk ofnot being able to deliver, properly service our clients or evengrow its business.
More recently, Atos’ lack of attractivity due to times of change
and uncertain situation could make it even harder to position
the Group as employer of choice in a candidate driven labour
market. Besides, dynamically changing requirements such as
hiring freezes and stringent approval of positions and offers,
could cause significant delays in the talent acquisition process,
impacting negatively the will of candidates’ to continue theirapplication process, as well as overall Talent Acquisitiondelivery.

In order to meet the labour market challenges Atos is focusedon providing state of the art talent acquisition along theend‑to‑end recruitment process ensuring best in classcandidate experience.
Positioning the Group as tier one employer is the objective of
the Employer Branding organization. Our assets include highinvolvement in CSR and commitment to diversity objectives
and creation of competitive working conditions.
An elaborated “internal first” approach that is putting a spotlighton colleagues “ready to develop” or on the bench is helping tofurther mitigate the risk of external hiring.
Recruitment teams are organized to meet the business needs:
team to manage Strategic Hiring, Flex team to manage
business critical and time bound hiring, teams focussing on
Digital/Cloud/Big data and Cybersecurity skills in the growthareas in tight cooperation with the business.
State of the art tooling including AI driven sourcing and ranking
was also implemented to support hiring process.
Timely and transparent communication with the global TalentAcquisition organization was ensured through all channels, andregular touchpoints were organized with candidates tocommunicate clear information on company carve out and next
steps.

7.2.2.3

Company Culture

Risk

After having acquired numerous companies with their own
cultures and as a result of numerous short‑term, reactive andscattered measures, there is a risk that Atos culture does notsupport engagement, inspiration, creativity, focus andlong‑term commitment, and that the company is missing acommon identity which might affect employees' engagement
and reduce the capacity to retain & attract new talents.
As most recent acquisitions were done in the Eviden perimeter,that company culture risk is perceived to be higher for Eviden
than for Technical Foundations perimeter.

Mitigation actions

Through the “We Are Atos” program, Atos creates acollaborative environment which is underpinned bydevelopment (including Individual Development Plans) andcareer mobility plans as well as initiatives to close the gender
gap and encourage inclusiveness (for further details on those
programs please refer to 5.3.7 “Employee Engagement”).
Eviden started building its own company culture around fourmain values: grow together, dare to try, do the right thing, stay
curious.

If the Company culture does not address the increasing needs
and desires of employees at a time when situation is more
uncertain, the Group’s employees may become less engaged,
and their performance may decrease.

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Risk Factors

7.2.2.4

Governance efficiency

Risk

Mitigation actions

Executing company strategic carve out program by building up
two different organizations for the future companies whileremaining operating as one single Group might trigger
dissynergies, slow down decision making and generate
confusion and inconsistencies while distracting internal
resources that would simultaneously be required to achievebusiness objectives.
If the Group is unable to ensure adequate Governanceefficiency to ensure business continuity under tough economic
conditions, especially at the time the two future parts of theGroup are preparing their organizations, the Group’s activity
could suffer from people demobilization, which could have an
adverse effect on its results of operations and cash flows.

More than 95% of Group employees already knew since July
2022 to which future company they would belong. Time toprepare the separation is made as short as possible in order tominimize disruption. Regular communications are made to all
employees, for example in all hands calls, to clarify the way
forward and maintain mobilization.
Governance allowing the Group to operate as a single
company needed to be kept effective whereas the duration of
the separation project increased. Different governanceadjustments were realized, allowing to preserve the balance
between the two future companies, and, more recently, theGroup published internally a set of rules named “Working
Together to Meet our Greatest Potential” to be respected whenboth companies answer customer needs, in order to increaseinternal coordination and to avoid harmful competition
between them.

All these People related initiatives allowed faster adaptation of people to client needs and led to greater mobility, which also
helped to balance attrition.

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Risk Factors

7.2.3

IT Security risks: cyber‑‑attack, systems security and data protection[SASB TC‑SI‑230a.2]

7.2.3.1

Cyber attack

Risk

The visibility and worldwide presence of Atos and its clients
may expose Atos to attacks on its systems that could
compromise the security of data. The sensitivity of Atos’ and ofits customers’ activities, the growing complexity of technicalinfrastructures, and the increasing sophistication of cyber‑crime
contribute to intensify this risk. An information breach or
unauthorized access in or through the Atos systems and/or aloss of sensitive or confidential information could have a longand significant impact on the business operations. It could
result in reputational damage, in losing the customers’confidence and thus in the loss of their business, as well as
expose the Group to potential claims.

Mitigation actionsFirst answer to Cyber‑attacks are protection and detection
mechanisms. Atos uses best in class security solutions withmultiple vendors strategy associated with tight monitoring by
Big Data and Cybersecurity experts.
In case the risk would materialize, crisis management is definedin the Atos Crisis Management Policy. In addition, Atos has
established a Cyber Emergency Policy to ensure theimplementation of a consistent methodology in case of any
declared cyber emergency event.
To minimize the impact of security incidents, improve theresponsiveness and enforce the management of cybersecurity
defences, Atos has implemented a CSIRT (Computer Security
Incident Response Team) to manage all security eventsworldwide 24x7. In addition, the CSIRT provides forensic andthreat management expertise. A Threat Intelligence Team is
responsible for identifying and monitoring all publishedsecurity vulnerabilities and reports to the Group Chief Security
Officer.
To further challenge its defences and adapt them to new
threats, Atos initiated a bug bounty program in 2021, renewed in
2023, as well as enforced its “red team” activities to challenge
Atos cyber defences. Further detail on mitigation actions isavailable on §5.4.4

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Risk Analysis
Risk Factors

7.2.3.2

Systems security[SASB TC‑SI‑550a.2]
Risk

Mitigation actions

Being an IT company, IT system breakdowns or disruptions
could also be highly detrimental both for the Group’s internal
operations and its customers. A failure in providing theappropriate and contractually required level of services andprotection to customer environments and data could
negatively impact the Group’s ability to perform under its
contracts, and could lead to customer data leakage, businessdisruption, high recovery costs in case of an incident, andcustomer loss of trust, with a significant impact on reputation.

IT production sites, offshore development centers,
maintenance centers and data centers are specifically subject
to extensive administrative and technical procedures for
safeguarding and monitoring, covering physical and IT systemaccess, energy supply breakdown or disruption, fire, regulationof extreme temperature changes, data storage and back‑up,
contingency and disaster recovery plans.
To strengthen its defence capabilities and prevent
unauthorized access to information, including personal data,and systems, Atos has deployed an information security
management system which is certified to the ISO 27001
standard.
To prevent and limit the risks of IT system breakdowns or
disruptions caused, Atos has deployed a new worldwide
awareness training program refreshed in 2022, mandatory for
all employees within the Group and supported by fortnightly
communications to all employees through the entire year 2023.
Further detail on mitigation actions is available on §5.4.4

7.2.3.3

Data protection

Risk

Mitigation actions

In the course of its business, Atos stores and processes large
amounts of data for its clients, including sensitive andpersonally identifiable information, and is subject to numerous
laws and regulations which protect personal data in the digitalworld, such as the European Union General Data Protection
Regulation (GDPR). These laws increase in complexity andnumber and change frequently. Any negligence or breach of
the Group’s established controls with respect to client or Atosdata, could result in unauthorized disclosure of personal data
and may subject Atos to reputational harm, significant litigation,customer claims, monetary damages, regulatory enforcement
actions, fines and/or criminal prosecution.

Atos has a Group Data Protection policy and has also adopted
the Atos Group Binding Corporate Rules, which applies a
common standard for data protection among Atos Group
companies. Suppliers and partners are regularly assessed withregards to Atos Privacy policy. Identification of processing of
personal data, whether on behalf of a client or for its own
purposes, triggers the use of the Atos Compliance Assessmentof Data Processing (CADP) tool, which consists of formal checklists of questions.
As a matter of principle, any personal data breach is qualified asa security incident, and managed as such. In addition, in thecase of a data breach, the relevant Data Protection Officer isinvited to be part of the response team in accordance with theAtos Data Breach Policy.
To prevent and limit the risk of a data breach caused by its own
employees, as well as to enhance their responsiveness in suchcases, Atos has deployed a worldwide data protection
awareness training program, which is mandatory for all
employees within the Group. 91.9% of Atos employees weretrained in 2023. Further detail on mitigation actions is alsoavailable on §5.4.5

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Risk Factors

7.2.4

Go‑‑to‑‑Market risks: market environment, innovation and customer
digital transformation

7.2.4.1

Market environment

Risk

Mitigation actions

The activity of the Group is dependent on the demand
fluctuation in the different markets of our clients. Volatile,
negative, or uncertain economic conditions and patterns of
economic growth in the markets we serve could adversely
affect client demand for our services and solutions.
Such fluctuation of economic conditions, including for example
inflation, might impair customers’ profitability. As a result, clients
may reduce or defer their spending under existing contracts
with the Group or on new initiatives and technologies, and thismay negatively affect the Group’s business and results. In
extreme cases, some clients may even go bankrupt, which
would affect the Group’s profitability and cash flows.
Uncertain and volatile economic conditions may also make it
more difficult for Atos to accurately forecast client demand andallocate resources effectively.
Inflation could also negatively impact the profitability of theGroup, especially on fixed price contracts.

7.2.4.2

The overall market risk is mitigated by the balanced industry
and geographic coverage of the Group’s activity.
In an increasingly global market, Atos organization is naturally
facing some degree of competitive risk. Atos is performing
periodically a review of the different markets to plan and adapt
its activities. This is further detailed in section of the Group
Overview “Market sizing and competitive landscape” and new
expected position of Atos.
The collection of outstanding clients’ receivables is closely
monitored and tracked by the teams in the RBUs, the Global
Business Lines and the Finance function. Focus is also done in
the bidding phase on securing payments and improving
payment terms.

Innovation and intellectual property

Risk

In a context of rapid technological evolution, accelerated digitalshockwaves, rapid business transformation and emergence of
new offers on the market, there is a risk for Atos to misstechnological shifts. Atos needs to develop its capacity to
explore new ideas and concepts and to free its innovation
potential in terms of technology, business model and usages.
Meanwhile
protecting
intellectual
property
againstinfringement might be necessary.
The Company could be materially adversely impacted if it fails
in any of these domains as it could result in the loss ofopportunities, the inability to compete, and may impede accessto more profitable or Growing Markets.

Mitigation actions

A specific committee oversees the global R&D roadmap and a
specific risk assessment process (named “RAPID”) has been
setup to approve and follow technology investments in theirability to also bring new usage and new business model whenappropriate.
According to this strategy, Atos is addressing such risks bydeveloping and managing its intellectual property (IP) andrelated rights consisting in patents, copyrights, trademarks, andtrade secrets, to protect its innovation and its freedom toinnovate against any third party.

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Risk Factors

7.2.4.3

Customer digital transformation and business model disruption

Risk

Mitigation actions

As a result of major technology evolutions triggering changes
in market dynamics, especially in relation with customers’
digital transformation or the surge of artificial intelligence,
there is a risk that the organization is not able to timely adapt tothis new market reality and to the related business model
disruption. This might lead to inability to develop top line, lossof market share, including reputational impact and overall risk
for the Company’s future, but could also lead to loss of
profitability, including some large restructuring costs, in casethe Group would not adapt timely its cost structure.

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From a strategic point of view, the considered split of the Groupshould allow each Company resulting from this split to better
adapt to the transformation of the market on which they will
operate.
The Group is also considering acquisitions, disposals, andwhenever necessary, reorganizations, as part of its strategy toadapt to technology evolution and to enhance its financial
performance.
In parallel, and to better adapt to customer demand, solutions
have been defined per Industry and are pushed throughout theorganization by subject matter experts and businessdevelopers. Regular coaching sessions are undertaken to
maintain the adequate level of knowledge. The Group alsorelies upon adequate definition and readiness of its offerings
and adequacy of the overall solutions portfolio.

Risk Analysis
Risk Factors

7.2.5

Growing Risks: regulation and compliance, environmental impact

Those are risks with a potential material impact in the mid‑term considering their fast evolution.

7.2.5.1

Regulation and compliance

Risk

Mitigation actions

Due to its business model delivering IT products and services
throughout the world, Atos is subject to a wide array ofstringent regulations, particularly in the following fields:
anticorruption, antifraud, antitrust, controls on exports ofdual‑use goods, human rights, international sanctions, taxation,harassment, and discrimination.
As a result of the surge of local and global changes in laws
and regulations in multiple areas, implying changes in systems
and organizations, the Company could be materially affected if
it fails to timely comply with them and may be subject toclaims, investigations, sanctions, fines, or other penalties.
Significant sanctions could notably result in being excluded
from public tenders and/or termination of public contracts.

7.2.5.2

To tackle Compliance risks, Atos’ senior management promotes
a strong culture of Ethics & Compliance.
Atos relies on a four‑stage risk management cycle, consistingof risk identification and assessment, prevention, detection, andmonitoring, thus enabling a continuous improvement cycle
encapsulated in a dedicated compliance program.
Identification and prevention measures include the corruption
risk mapping and the fraud risk mapping exercises, the Code of
Ethics, internal policies, training and awareness program, as
well as enhanced due diligence processes on third parties,
which are now supported by a market‑leading screening tool
before signing any contract with a customer, prospect or
supplier.
Detection measures include the Group Alert system, as well as
first level compliance controls.
Further detail on mitigation actions is available in section 5.4.7.2"Ethics & Compliance"

Environmental impact

Risk

The environmental risk is two‑fold: the impact of our businesson the environment and the impact of increasing environmental
change and related regulations on the business.
Consequently, Atos’ main global environmental andclimate‑related risks concern: potential changes in regulations
linked to climate change (ability to anticipate and mitigate);
more frequent and more extreme natural events and disasters(level of resilience); and energy and carbon (new constraints,
new limits, new taxes).
If the Group is unable to manage these risks and to adapt tochanges in environmental regulation, it could have an adverse
effect on the Group’s business.

Mitigation actions

The Group’s main potential impacts, risks and opportunities are
regularly evaluated through specific work and activities.
At present, the predominant environmental aspects resulting
from Atos’ business activities concern the operation of its data
centers, offices, and employee business travel in addition to
impacts incurred from within the supply chain as well as theuse of solutions and technologies that are deployed by theGroup.
Atos has committed to reducing its global impact and, as
invited by the European Commission or the Task Force on
Climate‑related Financial Disclosures (TCFD), has also
undertaken to better assess, anticipate and mitigate futurechanges.
Further detail on mitigation actions is available in section 5.2.3.

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Risk Analysis
Claims and litigation

7.3 Claims and litigation
The Atos Group is a global business operating in 69 countries. In many of the countries where the Group operates there are noclaims, and in others there is only a very small number of claims or actions involving the Group.
The current level of claims and litigation is attributable in part to self‑insurance incentives and the vigorous promotion of the qualityof the services performed by the Group as well as to the intervention of a fully dedicated Risk Management department, which
effectively monitors contract management from offering through delivery and provides early warnings on potential issues. All
potential and active claims and disputes are carefully monitored, reported and managed in an appropriate manner and are subject
to legal reviews by the Group Legal Department.
During the second half‑year of 2023 the Group has successfully put an end to several significant litigations through settlementagreements.
Group Management considers that sufficient provisions have been made.
The total amount of the provisions for litigation risks, in the consolidated accounts closed as of December 31, 2023 to cover for theidentified major claims and litigations, added up to €58.4 million (including tax and commercial claims but excluding labor claims).

7.3.1

Tax claims

The Group is involved in several routine tax claims, audits and litigations. Such claims are usually solved through administrative
non‑contentious proceedings.
Certain tax claims are in Brazil, where Atos is a defendant in a number of cases and a plaintiff in others. Such claims are typical forcompanies operating in this region. Proceedings in this country usually take a long time to be processed. In other jurisdictions, suchmatters are normally resolved by simple non‑contentious administrative procedures.
The total provision for tax claims, as set forth in the consolidated financial statements as at December 310, 2023, was €15.8 million.

7.3.2

Commercial claims

There are a small number of commercial claims across the Group.
There are several significant on‑going commercial cases in various jurisdictions that the Group has integrated because of several
acquisitions, notably a litigation inherited from Syntel.
In October 2020, a jury found Syntel liable for trade secret misappropriation and copyright infringement and awarded Cognizant
and TriZetto approximately $855 million in damages. Throughout the trial and in its post‑trial motion, Syntel maintained that
Cognizant and TriZetto had failed to meet their burden to show trade secret misappropriation and that their damages theories were
improper as a matter of law.
In its decision, the Court held that sufficient evidence existed to support the jury’s verdict of trade secret misappropriation and thatthe jury’s award of $285 million in compensatory damages was not contrary to law. However, the Court found that the jury’s $570
million punitive damages award was excessive and should be reduced to $285 million. TriZetto agreed to this reduction. The Court
issued an injunction prohibiting future use by Syntel of the specific trade secrets at issue in the trial.
On 25 May 2023, the United States Second Circuit Court vacated a decision issued by the United States District Court for theSouthern District of New York, as part of Syntel’s ongoing litigation with Cognizant and its subsidiary TriZetto, which was finding
Syntel, now part of Atos, liable for damages due to Syntel’s alleged trade secret misappropriation and copyright infringement.
The Second Circuit Court remanded the case to the District Court for further consideration if any amount of damages are still
appropriate.
In practice, it means that the legal opinion issued by the Second Circuit (the Court of Appeal) clearly stated that the use of the
avoided development costs methodology, which led to the initial $570m damages, was contrary to the law. The case is currently
pending in District Court.
The total provision for commercial claim risks, as set forth in the consolidated accounts closed as at December 31,2023, amounts to€42.6 million.

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Claims and litigation

7.3.3

Labor claims

There are approximately 95,000 employees in the Group and relatively few labor claims. In almost every jurisdiction there are no orvery few claims. Latin America is the only area where there is a significant number of claims, but such claims are often of low value
or inflated and typical for companies operating in this region.
The Group is respondent in a few labor claims of higher value, but in the Group’s opinion most of these claims have little or no meritand are provisioned appropriately.
All of the claims exceeding €300,000 have been provisioned for an overall amount of €2.4 million as set forth in the consolidated
financial statements as at December 31, 2023.

7.3.4

Representation & Warranty claims

The Group is a party to a very small number of representation & warranty claims arising out of acquisitions/disposals.

7.3.5

Other claims

On November 27, 2023, Atos intervened in summary proceedings before the President of the Nanterre Commercial Court broughtby the Luxembourg company Ciam which asked the Court to order Mr. René Proglio, former director of Atos, to answer several
questions and to communicate a letter. Atos has requested that Ciam's claims be rejected. On February 27, 2023, Ciam's claims
were rejected by the President of the Nanterre Commercial Court.
On 17 November 2023, the Singaporean company Alix AM filed against Atos an application for interim measures with the Presidentof the Pontoise Commercial Court, asking for a judicial expertise mainly on the contemplated sale of TFCO to EPEI and the August
1st 2023 announcement of entering into exclusive negotiations. Atos has requested that Alix AM claims be rejected. On February 8,2024, Alix AM's request was rejected by the President of the Pontoise Commercial Court. Alix AM announced it will appeal it.
On 5 December 2023, the French association UDAAC filed against Atos an application for interim measures with the President of
the Pontoise Commercial Court, asking for the appointment of an ad hoc court appointed officer to convene a general meetingshareholders for the purpose of dismissing several Atos directors. Atos has requested the nullity of UDAAC application and its
dismissal. On February 29, 2024, UDAAC's action was declared inadmissible by the President of the Pontoise Commercial Court.
[The press has also mentioned the filing of two criminal complaints with the National Financial Prosecutor, (i) by Alix AM which
allegedly filed a complaint for corruption [against two Atos executives] and (ii) by Ciam which allegedly filed a complaint for
dissemination of false information [against Mr. Meunier, former president of the Board of Directors, and other unknown person(“contre X”).]][In addition, Ciam and UDAAC have referred the matter to the Autorité des marchés financiers.]

7.3.6

Miscellaneous

To the knowledge of the Company, there are no other administrative, governmental, legal or arbitration proceedings, pending or
potential, over the past 12 months, likely to have or having had significant consequences on the Company’s and the Group’s
financial position or profitability.

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Risk Analysis
Internal control

7.4 Internal control
The internal control system whose definition is stated in section 7.4.1 below and designed within Atos relies on the internal control
reference framework prescribed by the AMF (Autorité des Marchés Financiers). Internal control players are described in section
7.4.2. The “general principles” section of the AMF framework has been used to describe in a structured manner the components of
the internal control system of Atos — section 7.4.3. Specific attention has been given to the internal control system relating toaccounting and financial information — section 7.4.4, in compliance with the application guide of the AMF.

7.4.1

Internal control definition and objectives

The internal control system designed throughout the Group aims to ensure:
P compliance with applicable laws and regulations;
P application of instructions and directional guidelines set by Group management;
P correct functioning of the Company’s internal processes to establish operational effectiveness and efficiency, the safeguardingof assets and the reliability of financial information.

One of the objectives of internal control procedures is to prevent and control risks of error and fraud.
As for any internal control system, this mechanism can only provide reasonable assurance and not an absolute guarantee against
these risks.

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Risk Analysis
Internal control

7.4.2

Internal control system players

The main bodies involved in the implementation of internal control procedures at Atos in 2023 are as follows:

Board of Directors supported by Audit Committee
The Board of Directors prepares governance rules detailing the Board’s role supported by its committees. Those committees
enlighten the Board as to the quality of the internal control system. The Audit Committee, in particular, is informed of the content
and the implementation of internal control procedures used to ensure the reliability and accuracy of financial and businessinformation and stays informed about the proper implementation of the Internal Control System.

Group Executive Board (GEB)The Group Executive Board leads the operational performance of the Group. As part of its role, it oversees the definition of theframework of the internal control system.
Management at different levels, is responsible for implementing and monitoring the internal control system within their respective
areas of responsibility.

Internal control & ERM (Enterprise risk management)
The role of Internal control & ERM function is to ensure the development and the coordination of the internal control system, suchas the implementation of the Book of Internal Control (BIC) and its continuous monitoring and improvement within the Group.
Internal control & ERM function also runs the Enterprise Risk assessment in coordination with Global Functions, Global BusinessLines and Business Units.
Internal control relies on internal control managers and internal control coordinators in each Global Function and Business Unit who
assist in the deployment of the various initiatives.

Internal Audit
The Internal Audit organization is centralized which enables a global working practice following one Group Internal Audit plan anda consistent audit methodology. Internal Audit operating principles are defined in the Group Internal Audit Charter, which isvalidated by the CEO and by the Chair of the Audit Committee. According to this charter, the mission of internal audit is to provide"risk‑based and objective assurance, advice and insight to evaluate and improve the effectiveness of the risk management, internal
control and governance processes". The Audit Committee of the Board of Directors receives regular reports on the Internal Audit
work plan, its progress, and associated results and findings.
In 2023, Group Internal Audit department confirms its certification by the French Institute for Internal Audit and Internal Control (IFACI),
associated with the Institute of Internal Auditors (IIA). This accreditation attests the quality of the Internal Audit (IA) function, the level ofcompliance with international standards and IA’s degree of control over key challenges.

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7

Risk Analysis
Internal control

7.4.3

Components of the internal control system

A – Governance/control environment
The organization, competencies, policies (methods, procedures and practices) and systems represent the ground layer of theinternal control system and the fundamentals of the Group. The main components are presented in this section.
Matrix organization: the Company runs a matrix organization structure that combines operational management (Regional Business
Units, Global Business Lines) and Functional Management (Support Functions). This matrix structure allows a dual view on all
operations and therefore enhances the control environment.
Responsibilities and powers: The following initiatives aim to frame the assignment of responsibilities:
P delegation of authority: In order to ensure efficient and effective management control from the country level to Groupmanagement level, a formal policy sets out the authorization of officers of subsidiaries to incur legal commitments on behalf of
the Group with clients, suppliers and other third parties. The delegation of authority policy has been approved by the Board of
Directors and rolled‑out under the supervision of the Group Legal & Compliance department;
P segregation of duties: The segregation of duties (SOD) policy is defining accountability for implementing and monitoringorganizational and technical measures proportionate to the risks of errors or fraud. A tool is used to perform automatic
assessments of those rules in the main systems.
Compliance coordination : Compliance is managed by a team placed under the responsibility of the Group Deputy Secretary
General, to ensure that the organizations, processes, and activities effectively support the compliance policy of Atos.
Competencies: the Group Human Resource management policy relies on the Global Capability Model (GCM) which is a standard
for categorizing jobs by experience and expertise across the Group. A Group Policy on bonus scheme completes this system bysetting incentives.
Policies and procedures: Policies and procedures contribute to an appropriate control environment: main ones are gathered in theBook of Internal Policies and stored in a common repository. They include among other, the Code of Ethics (further described in thesection 5.4.7 – Ethics and Compliance Program), Data protection, Payments & Treasury Security Rules, Investment Committee,
Security Policy.
Information Systems: Atos IT department is in place to provide common internal IT infrastructures and applications for Atos staff
worldwide. It supports functions like Finance (accounting and reporting applications), Sales Operations (account planning,customer relationship management), Human Resources (resourcing tool, corporate directory), Communication (Group websites
and Intranet) or Project Managers (capacity planning and project management).
Security and access to these infrastructures and applications as well as their reliability and performance, are managed by thisdepartment and benefit from the core expertise and resources from the Group.

B – Communication of relevant and reliable information
Several processes are in place to ensure that relevant and reliable information is provided within the Group.
Monthly reviews of operational performance by Business Lines and by Regional Business Unit are organized under the
responsibility of the Group Chief Financial Officer and in the presence of the relevant Executive Vice Presidents and stakeholders.
A shared ERP system is deployed and used in almost all countries of the Group except recently acquired entities, enabling easierexchange of operational information. It allows producing cross border reporting and analysis (cross border project analysis,
customer or Industry profitability) as well as business reports through different analytical axis (by Business Line or by Geography).
Formal information reporting lines have been defined, following the operational and the functional structures. This formal reporting,based on standard formats, concerns financial and non‑financial information as well as operational risks (through risk management
Committees), treasury (with Payments and Treasury Security Committee), or financial structuring (Equity Committee).
This bottom‑up communication is accompanied by top‑down instructions, issued regularly, and especially for budgeting andfinancial reporting sessions.

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Risk Analysis
Internal control

C – System for risk management
Risk management refers to means deployed in Atos to identify, analyze and manage risks. Although risk management is part of amanager’s day to day decision making process, specific formal initiatives are in place for risk management, as described in section 7.1 –risk management activities of this document.

D – Control activities
Atos key control activities are described in the Book of Internal Control (BIC) based on the main risks identified. This document,
made available to all employees, complements the different procedures by addressing the key control objectives of each process
to achieve an appropriate level of internal control.
It covers the financial processes, but also the various operational processes (Prospecting to Order, Order to Cash, Offering Lifecycle,
HR Management, Asset Lifecycle) and Risk & Compliance activities (Security, Legal, Sustainability).
Three updated versions of the Book of Internal Control were released and distributed throughout the Group in 2023, to consider
additional controls and some improvements in various processes. This framework will continue to evolve, according to growing
maturity of processes and emerging risks (update at least once a year).
An IT control framework (part of the BIC) has been defined, detailing control activities related to client service. This framework isused by external auditors to issue “ISAE 3402” reports (1) for several Atos clients.

E – Monitoring
Monitoring of the internal control system is the responsibility of the Group and Local Management.
Self‑assessment questionnaires (perception based) are regularly filled in by the Functions and the Operations within the RBUs/
Countries. Control testing (evidence based) are also performed on critical controls and are reviewed at Group level. Action plans
are initiated when deviations were reported.
Internal Audit is evaluating, through its risk‑based reviews, that the internal control procedures are properly designed and applied.
Internal Audit also ensures that action plans are defined by Group and Local management to mitigate the risk.
In 2023, Internal Audit carried out a total of 34 audit assignments including adhoc engagements at the request of Group Executive
Board, assessing the functioning of the internal control system and helping to improve and make processes more reliable: 20 in thedomain of business and support functions and 14 related to IT and Operations. All assignments have been finalized either in 2023 or
early 2024 by the issuance of an audit report including action plans to be implemented by the related units or country. In addition, 6
investigations were carried out jointly with Compliance department.
Twice a year, a full review of open recommendations is performed by Internal Audit with concerned owners, and critical, high &medium risk actions are reported up to the Group Management Committee and the Audit Committee of the Board of Directors. For
the year 2023, 95% of due critical, high and medium audit recommendations have been implemented.
Audits on Service Organization Controls (SOC) have been performed by independent auditors for the main service providers who
run processes on behalf of Atos, notably in the areas of payroll processing, accounts payable management or general ledger
accounting processing.

71) ISAE3402 (International Standards for Assurance Engagements (ISAE) No. 3402). A global assurance standard for reporting on controls at a service
organization used for auditor’s report on internal control of a service to a third party. Activities of Atos typically have an impact on the control
environment of its clients (through information systems), which may require the issuance of “ISAE3402 reports” for the controls ensured by Atos.

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Risk Analysis
Internal control

7.4.4

Systems related to accounting and financial information

The financial governance of the Group supports a set of global financial processes, which are part of the Group Internal Control
system and are carefully monitored due to their sensitive nature:
P Finance processes: general accounting, budgeting and forecasting, consolidation and reporting, treasury, credit risk

management;

P “expert” functions processes: taxes, insurance, pensions, real estate transactions;
P operational processes: bidding, contract execution, financial business model.

A – Local and Group financial organization
The management of the Finance function is chaired by the Group CFO. In addition to Group CFO, the finance leadership teamcomprises CFOs from the Regional Business Units, Business Lines CFOs, the Group Finance Function Heads covering all relevant
topics across the Global Finance organization.
Local finance teams having a direct reporting line to the Group Finance Function, as it is the case for the other support functions,reinforces the integration of the financial function, contributes to the full alignment of key finance processes and provides anappropriate support to operational entities of the Group.
The Group Finance department oversees the financial processes, especially through financial consolidation, monitoring ofcompliance matters and supplying expertise and control of the reported financial information.

B – Group Finance policies & proceduresGroup Finance has drawn up a number of Group policies and procedures to control how financial information is recorded andprocessed in the subsidiaries. These policies and procedures are discussed with the statutory external auditors before issuance.
They cover a number of elements:
P financial accounting policies cover Group reporting and accounting principles, guidelines on how financial information must be

prepared, with common presentation and valuation standards. They also specify the accounting principles to be followed by
Atos entities to prepare budgets, forecasts and to submit actual financial reporting required for Group consolidation purposes.
Group Reporting Definitions (GRDs), internal guidelines for IFRS and accounting rules applicable in the Operations, are regularly
updated;P training and information sessions are organized regularly to disseminate these policies and procedures within the Group. A
dedicated Intranet site is accessible to all Finance staff to facilitate sharing knowledge and issues raised by members of Atos
financial community;
P instructions and timetable: Financial reporting including budgets, forecasts and financial statements by subsidiary is performed
in a standard format and within a timetable defined by specific instructions and procedures. Group Finance liaises with statutory
auditors to coordinate the annual and half‑year closing process.

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Risk Analysis
Internal control

C – Information systems
Information systems play a key role in the establishment and maintenance of a control system related to accounting and financial
information. They have led to strongly structure the processes and have enabled automated preventive controls. They also provide
ongoing monitoring and analysis capabilities.
An integrated ERP system supports the production of accounting and financial information in almost all the subsidiaries within theGroup. Recently acquired entities are progressively migrated onto the standard ERP.
A single Group reporting, and consolidation tool is used for financial reporting (operational management reporting and statutorydata). Each subsidiary reports its financial statements on a standalone basis to be consolidated at Group level. There is nointermediary consolidation level and all accounting entries linked to the Group consolidation remain under the direct control ofGroup Finance. Off balance sheet commitments are reported as part of the mainstream financial information and are reviewed byGroup Finance.

D – Monitoring and control
In addition to the financial processes defined, monitoring and control processes aims to ensure that accounting and financial
information complies with all applicable policies, rules and instructions.
The Finance Internal Control tool has been deployed at local level across all RBUs. It requires the Group companies to evidence
their compliance with a subset of more than 50 key internal controls extracted from the Book of Internal Control. A yearly plan
defines the frequency and the scope according to which these controls are checked, fully aligned with the Book of Internal Control.
The Finance Internal Control tool includes predefined reviews and approval workflows, and provides appropriate back up to
support closing positions.
Functional reviews are performed by Group financial support functions on significant matters relating to financial reporting, such as
tax issues, pensions, litigations, off balance sheet items or business performance and forecasts.
Operational and financial reviews: Group Controlling supports Operations and Group Management Committee in thedecision‑making process through monthly reviews and by establishing a strong link with Regional Business Units and BusinessLines management in performing financial analysis and monitoring, enhancing control over operations and improving the accuracy
and reliability of information reported to the Group.

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Risk Analysis
Internal control

7.4.5

Outlook and related new procedures to be implemented

Main focus for 2024 will be to ensure that both companies resulting from the strategic separation project will keep an efficientInternal Control System in place during the transition period.
In parallel, transformation initiatives started earlier will pursue their effects to improve and streamline processes, with benefits for
the Internal Control System. In particular, for the internal control improvement plan, the Finance department is committed toreinforce the first and second lines of defense by enforcing stringent procedures across the Group. Some more controls will havetheir evidences systematically centralized, easing the second line of defence controls. Recently acquired entities will also be
integrated in the Atos internal control system.
Initiatives identified through the updated risk mapping will be monitored to ensure that proper attention is given to those topics.
The Internal Audit department will pursue the review program updated following the most recent risk assessment performed, andthe follow‑up of the implementation of its recommendations.

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8
Common Stock Evolution
and Performance
8.1

Basic data

468

8.1.1

Information on stock trading468

8.1.2 Free Float

468

8.2
8.3
8.4
8.5
8.6
8.7

469
469
470
470
470
471

Stock ownership
Dividend policy
Shareholder documentation
Financial calendar
Contacts
Common stock

8.7.1 At December 31, 2023

471

8.7.2 Over the last five years

471

8.7.3 Threshold crossings472

8.7.4 Voting rights

475

8.7.5 Shareholders’ agreements or agreementsthat could result in restrictions on sharetransfers and the exercise of voting right475

8.7.6 Agreements by the Company that may be
modified or terminated in the event of achange of control of the Company

475

8.7.7 Employee shareholding

476

8.7.8 Treasury stock and liquidity contract476

8.7.9 Potential common stock478

8.8 Share trading performance

480

8.8.1 Stock market overview

480

8.8.2 Key figures481

8.8.3 Market capitalization

481

8.8.4 Traded volumes

481

8.8.5 2023 and subsequent key trading dates

483

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Common Stock Evolution and Performance
Basic data

8.1 Basic data
8.1.1

Information on stock trading

The Company’s shares have been admitted to trading on the Euronext Paris regulated market (Compartment A) since 1995, under
ISIN code FR0000051732. Atos SE shares are eligible for SRD and PEA. The Company’s shares are included in the SBF 120 index.
The main tickers are:SourceCodes

Euronext

ATO

AFP

ATO

Bloomberg

ATO FP

Reuters

ATOS PAThomsonATO FRThe Euronext sector classification is as follows:
Euronext : classification sectorielle ICB

Industrie

9000, Technology

Supsecteur

9500, Technology

Secteur

9530, Software andComputer Services

Sous‑secteur

8.1.2

9533, Computer Services

Free Float

Stakes owned by the employees and the management as well as treasury shares, are excluded from the free float.

As of December 31, 2023

Employees% of exercisablevoting rights1

3,246,526

2.91%

2.91%

Board of Directors

9,625

0.01%

0.01%

Treasury Stock

77,312

0.07%

0.00%

Onepoint

12,414,101

11.14%

11.15%

Free Float

95,691,743

85.87%

85.93%

Total

111,439,307

100.0%

100.0%

1.

468

Shares % of share capital

The percentages of voting rights are calculated with reference to the number of voting rights exercisable at General Shareholders’ Meetings, i.e.,
number of theoretical voting rights minus the shares without voting right such as treasury shares.

Universal Registration Document 2023

Common Stock Evolution and Performance
Stock ownership8.2 Stock ownership
Principal changes in the ownership of the Company’s shares in the past three years have been as follows:
December 31, 2023

December 31, 2022

December 31, 2021

Shares%Shares%Shares%Siemens Pension‑Trust e.V.1

-

-

-

-

10,665,713

9.63%

JP Morgan Chase & Co2--

7,587,586

6.84%

-

-

Onepoint3

12,414,101

11.14%----

Bank of America4

5,904,331

5.30%

-

-

-

-

Employees

3,246,526

2.91%

3,006,444

2.71%

3,372,846

3.05%

Board of Directors

9,625

0.01%

33,221

0.03%

33,6650.03%

Treasury Stock

77,312

0.07%

227,1460.20%

181,626

0.16%

Others89,787,412

80.57%

100,097,145

90.22%

96,476,482

87.13%

Total

111,439,307

100.0%

110,951,542

100.0%

110,730,332

100.0%

Following the crossing downward by Siemens Pension‑Trus e.V, on October 28, 2022, of the threshold of the Company's capital and voting
rights, their holding is included in "Others".
2. On the basis of the threshold crossing statement dates September 8, 2022 (n°222C2178).
3. On the basis of the threshold crossing statement dated December 13, 2023 (n°223C2047).
4. On the basis of the threshold crossing statement dated September 14, 2023 (n°223C1428).
1.

The Company’s shares which are owned by employees aremanaged by Group mutual funds (FCPE) or held in direct
shareholding.
The Supervisory Boards of the Group mutual funds exercise
the voting rights attached to the securities held within thefunds. As of December 31, 2023, the shareholding of current
and former Atos Group employees into Atos SE represented
an overall 2.91% of the share capital.

The treasury stock evolution is described below in section
8.7.8 Treasury stock and liquidity contract.
The threshold crossings which were disclosed in 2023 aredescribed in section 8.7.3 Threshold crossings.

As of December 31, 2023, Onepoint was the sole shareholder
to disclose a shareholding exceeding 10% of the Company’s
share capital. At the same date, Bank of America was the sole
shareholder to disclose a shareholding exceeding 5% of theCompany’s share capital.

8.3 Dividend policy[GRI 201‑1]
As Net income Group share was negative in 2023, Atos Boardof Directors decided, in its meeting held on May 16, 2024, to
not propose a dividend to the next Annual General Meeting.

The Group intends to pursue its current policy in line with the
pay‑out ratio between 25% and 30% of Net income Group
share.

During the past three fiscal periods, Atos SE paid the following dividends:
Fiscal period

8

Amount of the dividend

Distribution for the 2023 financial year

N/A

Distribution for the 2022 financial year

N/A

Distribution for the 2021 financial year

N/A

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8

Common Stock Evolution and Performance
Shareholder documentation

8.4 Shareholder documentation
In addition to the Universal Registration Document, the following information is available to shareholders:
P a half‑year report;
P quarterly revenue;
P regular press releases, regulated information and general Group’s information, available through the Atos website at atos.net.

8.5 Financial calendar
August 1st, 2024 (Before Market Opening)th

Octobrer 24 , 2024 (Before Market Opening)

8.6 Contacts[GRI 2‑3]
Institutional investors, financial analysts as well as individual shareholders can contact:
David Pierre‑‑Kahn
Head of Investor Relations
Email: david.pierre‑‑kahn@atos.net
Tel: +33 6 2851 4596
Requests for information can also be sent by email to investors@atos.net

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First semester 2024 results
Third Quarter 2024 revenue

Common Stock Evolution and Performance
Common stock

8.7 Common stock
8.7.1

At December 31, 2023

As of December 31, 2023, the Company’s issued common
stock amounted to ca. €111 million, divided into 111,439,307
fully paid‑up shares of €1.00 par value each.

8.7.2

Compared to December 31, 2022, the share capital wasincreased by the issuance of 487,765 new shares, resulting
from the vesting and delivery of performance shares grantedon July 24, 2023 to certain employees and executive officers of
the Group.

Over the last five years
Commonstock

AdditionalNew
paid in common
capital
stock

Date

New shares

Total number ofsharesCapital increase reserved to employees

02/28/2019

263,518

107,149,737

0.3

15.4

107.2

Exercise of stock options

03/31/2019

5,667

107,155,404

0.0

0.3

107.2

Payment of the dividend in shares

05/27/2019

2,039,710

109,195,114

2.0

124.5

109.2

Exercise of stock options

06/30/2019

19,800109,214,914

0.0

0.8

109.2

2020

Capital increase reserved to employees2

07/31/2020

778,252

109,993,166

0.7

36.9

109.9

2021

Capital increase reserved to employees3

10/28/2021

737,166

110,730,332

0.7

21.8

110.7

2022

Capital increase reserved to employees4

03/21/2022

33,367110,763,699

0.03

0.8

110.8

Capital increase resulting from the vestingand delivery of performance shares5

07/25/2022

184,963

110,948,662

0.2

N/A

110.9

Capital increase resulting from the vestingand delivery of performance shares6

10/24/2022

2,880

110,951,542

0.003

N/A

111

Capital increase resulting from the vestingand delivery of performance shares7

07/24/2023

487,765

111,439,307

0.4

N/A

111.4

Year

2019

2023
1.
2.
3.
4.
5.
6.
7.

Change in common stock1(in € million)

Under the 20th resolution of the Annual General Meeting of May 24, 2018.
Under the 20th resolution of the Annual General Meeting of April, 30 2019.
Under the 18th resolution of the Annual General Meeting of May 12, 2021.
Under the 19th resolution of the Annual General Meeting of May 12, 2021.
Under the 21st resolution of the Annual General Meeting of April 30, 2019.
Under the 21st resolution of the Annual General Meeting of April 30, 2019.
Under the 32nd resolution of the Annual General Meeting of June 16, 2020.

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8

Common Stock Evolution and Performance
Common stock

8.7.3

Threshold crossings

During the period between January 1, 2023 and December 31, 2023, the Group has been informed of the following legal thresholds’
crossings:
P JP

Morgan Chase & Co declared having crossed
downwards, on February 6, 2023, indirectly, throughcompanies it controls, the thresholds of 5% of the sharecapital and voting rights of the Company (following sale ofAtos SE shares off market). JP Morgan Chase & Co declared
not holding any share of the Company;

P JP Morgan Chase & Co declared having crossed upwards,

on February 21, 2023, indirectly, through companies it
controls, the thresholds of 5% of the share capital andvoting rights of the Company (following an acquisition ofAtos SE shares off market). JP Morgan Chase & Co declaredholding, indirectly, 5.13% of the share capital and voting
rights of the Company;

P BlackRock, Inc., acting on behalf of clients and funds which

it manages, declared having crossed upwards, on February
22, 2023, the thresholds of 5% of the share capital andvoting rights of the Company (following an acquisition ofAtos SE shares on the market and an increase in thenumber of shares owned as a collateral). BlackRock, Inc.
declared holding 5.65% of the share capital and voting
rights of the Company;

P BlackRock, Inc., acting on behalf of clients and funds which

it manages, declared having crossed downwards, on
February 23, 2023, the thresholds of 5% of the share capitaland voting rights of the Company (following a reduction in
the number of shares owned as a collateral). BlackRock,Inc. declared holding 4.78% of the share capital and voting
rights of the Company;

P Bank of America declared having crossed upwards, on

September 11, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following an acquisition of Atos SE
shares on market and the increase of the number of shares
held by assimilation). Bank of America declared holding
5.32% of the share capital and voting rights of the Company;

P Goldman Sachs declared having crossed upwards, on

October 6, 2023, indirectly through companies it controls
the thresholds of 5% of the share capital and voting rights of
the Company (following an acquisition of Atos SE shares off
market and the increase of the number of shares held by
assimilation). Goldman Sachs declared holding, indirectly,
6.87% of the share capital and voting rights of the Company;

P Goldman Sachs declared having crossed downwards, on

October 23, 2023, indirectly through companies it controls
the thresholds of 5% of the share capital and voting rights of
the Company (following sale of Atos SE shares off market
and the reduction of the number of shares held by
assimilation). Goldman Sachs declared holding, indirectly,
1.59% of the share capital and voting rights of the Company;

P Onepoint declared having crossed upwards, on October 26,

2023, the thresholds of 5% of the share capital and voting
rights of the Company (following an acquisition of Atos SE
shares on the market), and holding 5.80% of the sharecapital and voting rights of the Company. In the samedeclaration, Onepoint declared holding, on November 1,
2023, 9.98% of the share capital and voting rights of theCompany (following an acquisition of Atos SE shares on themarket);P BlackRock, Inc., acting on behalf of clients and funds which

it manages, declared having crossed upwards, on February
27, 2023, the thresholds of 5% of the share capital andvoting rights of the Company (following an acquisition ofAtos SE shares on the market and an increase in thenumber of shares owned as a collateral). BlackRock, Inc.
declared holding 5.09% of the share capital and voting
rights of the Company;

P JP

Morgan Chase & Co declared having crossed
downwards, on February 28, 2023, the thresholds of 5% of
the share capital and voting rights of the Company(following sale of Atos SE shares off market). JP Morgan
Chase & Co declared not holding any share of theCompany;

P Goldman Sachs declared having crossed upwards, on

October 31, 2023, indirectly through companies it controls
the thresholds of 5% of the share capital and voting rights of
the Company (following an acquisition of Atos SE shares on
the market and the increase of the number of shares heldby assimilation). Goldman Sachs declared holding, 6.85% of
the share capital and voting rights of the Company;

P Goldman Sachs declared having crossed downwards, on

November 10, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following sale of Atos SE shares off
market and the reduction of the number of shares held by
assimilation). Goldman Sachs declared holding, indirectly,
1.57% of the share capital and voting rights of the Company;

P BlackRock, Inc., acting on behalf of clients and funds which

it manages, declared having crossed downwards, on March
1, 2023, the thresholds of 5% of the share capital and voting
rights of the Company (following sale of Atos SE shares off
and on market and the reduction of the number of shares
held as a collateral). BlackRock, Inc. declared holding 4.62%of the share capital and voting rights of the Company;

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Universal Registration Document 2023

P Goldman Sachs declared having crossed upwards, on

November 14, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following an acquisition of Atos SE
shares off market and the increase of the number of shares
held by assimilation). Goldman Sachs declared holding,
6.82% of the share capital and voting rights of the Company;

Common Stock Evolution and Performance
Common stock

P Goldman Sachs declared having crossed downwards, on

P Goldman Sachs declared having crossed upwards, on

P JP Morgan Chase & Co declared having crossed upwards,

P Goldman Sachs declared having crossed downwards, on

P JP

P Onepoint declared having crossed upwards, on December

November 15, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following sale of Atos SE shares off
market and the reduction of the number of shares held by
assimilation). Goldman Sachs declared holding, indirectly,
1.81% of the share capital and voting rights of the Company;on November 22, 2023, indirectly, through companies it
controls, the thresholds of 5% of the share capital andvoting rights of the Company (following an acquisition ofAtos SE shares off market). JP Morgan Chase & Co declaredholding, indirectly, 5.09% of the share capital and voting
rights of the Company;
Morgan Chase & Co declared having crossed
downwards, on November 24, 2023, indirectly, thethresholds of 5% of the share capital and voting rights of theCompany (following sale of Atos SE shares off market). JP
Morgan Chase & Co declared not holding any share of theCompany anymore;

November 24, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following an acquisition of Atos SE
shares off market and the increase of the number of shares
held by assimilation). Goldman Sachs declared holding,
7.00% of the share capital and voting rights of the Company;

November 27, 2023, indirectly through companies it
controls the thresholds of 5% of the share capital and voting
rights of the Company (following sale of Atos SE shares off
market and the reduction of the number of shares held by
assimilation). Goldman Sachs declared holding, indirectly,
1.89% of the share capital and voting rights of the Company;

8, 2023, the thresholds of 10% of the share capital andvoting rights of the Company (following an acquisition ofAtos SE shares on the market), and holding, 10.11% of theshare capital and voting rights of the Company. In the samedeclaration, Onepoint declared holding, on December 13,
2023, 11.14% of the share capital and voting rights of theCompany (following an acquisition of Atos SE shares on themarket).

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8

Common Stock Evolution and Performance
Common stock

Name of entity notifying
the threshold crossing

Date ofreportingDate ofthresholdcrossing

Direction Shares% of sharecapital1% of voting
rights2

Reference ofAMF
publication

JP Morgan Chase&Co.

02/08/2023 02/06/2023

⇓

0

0.00%

0.00%

223C0278

JP Morgan Chase&Co.

02/24/2023 02/21/2023⇑

5,692,333

5.13%

5.13%

223C0359

BlackRock, Inc.

02/23/2023 02/22/2023⇑

6,268,484

5.65%

5.65%

223C0349

BlackRock, Inc.

02/24/2023 02/23/2023⇓

5,306,983

4.78%

4.78%

223C0355

BlackRock, Inc.

02/28/2023 02/27/2023⇑

5,643,122

5.09%

5.09%

223C0362

JP Morgan Chase&Co.

03/02/2023 02/28/2023

⇓

0

0.00%

0.00%

223C0382

BlackRock, Inc.

03/02/2023 03/01/2023⇓

5,127,099

4.62%

4.62%

223C0381

Bank of America

09/14/2023 09/11/2023⇑

5,904,331

5.32%

5.32%

223C1428

Goldman Sachs

10/12/2023 10/06/2023⇑

7,653,624

6.87%

6.87%

223C1619

Goldman Sachs

10/27/2023 10/23/2023⇓

1,772,996

1.59%

1.59%

223C1724

Onepoint

11/01/2023 10/26/2023⇑

6,461,145

5.80%

5.80%

223C1745

Onepoint

11/01/2023

11/01/2023⇑

11,122,491

9.98%

9.98%

223C1745

Goldman Sachs

11/06/2023 10/31/2023⇑

7,633,572

6.85%

6.85%

223C1783

Goldman Sachs

11/16/2023

11/10/2023⇓

1,749,809

1.57%

1.57%

223C1856

Goldman Sachs

11/20/2023

11/14/2023⇑

7,603,779

6.82%

6.82%

223C1880

Goldman Sachs

11/20/2023

11/15/2023⇓

2,020,173

1.81%

1.81%

223C1885

JP Morgan Chase&Co.

11/24/2023

11/22/2023⇑

5,675,391

5.09%

5.09%

223C1916

JP Morgan Chase&Co.

11/29/2023

11/24/2023

⇓

0

0.00%

0.00%

223C1953

Goldman Sachs

11/30/2023

11/24/2023⇑

7,797,028

7.00%

7.00%

223C1958

Goldman Sachs

12/01/2023

11/27/2023⇓

2,100,932

1.89%

1.89%

223C1967

Onepoint

12/13/2023 12/08/2023⇑

11,269,987

10.11%

10.11%

223C2047

Onepoint

12/13/2023⇑

12,414,101

11.14%

11.14%

223C20471.
2.

12/13/2023

On the date of threshold crossing.
Including treasury shares on that date pursuant to article 223‑11 I. al.2 of the Règlement Général de l'Autorité des Marchés Financiers (FrenchMarket Financial Market Authority General Regulations).

The Company was not informed of any other legal threshold crossing, in accordance with article L. 233‑7 of the French Commercial
Code, in 2023.

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Common Stock Evolution and Performance
Common stock

8.7.4

Voting rights

Voting rights are in the same proportion as shares held except for treasury shares which do not carry any voting right. No sharescarry double voting rights.

8.7.5

Shareholders’ agreements or agreements that could result in
restrictions on share transfers and the exercise of voting right

The Company has not received notice of any shareholder
agreements for filing with the stock exchange authorities and,to the best knowledge of the Company, no “action de concert”
or similar agreements exists.
The Company is not aware of any agreements between

shareholders that could result in restrictions on the transfer ofshares and the exercise of the Company’s voting rights.
To the Company’s knowledge, there is no agreement capableof having a material effect, in case of public offer on the sharecapital of the Company.

8.7.6 Agreements by the Company that may be modified or terminated in
the event of a change of control of the Company
Several bond issues of Atos SE include a clause providing
that, under certain circumstances, the early repayment ofsuch bonds may be requested in the event of a change ofcontrol of the Company:
P The €500 million bond (Optional Exchangeable Bond into

Worldline shares) issued on November 1, 2019 andmaturing in November 2024;

P The €750 million bond issued in November 2018, with acoupon of 1.75%, and maturing in May 2025;

P The €350 million bond issued in November 2018, with a

P The €800 million bond (Sustainability‑Linked Bond) issued

in November 2021, with a coupon of 1.0% and maturing inNovember 2029.

Financing contracts in which Atos SE is the borrower include aclause providing that, under certain circumstances, the early
repayment of the advances made under those financing
agreements may be requested in the event of a change ofcontrol of Atos SE.
Certain commercial contracts in which Atos SE is a party
contain a standard change of control clause.

coupon of 2.5% and maturing in November 2028; and8

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8

Common Stock Evolution and Performance
Common stock

8.7.7

Employee shareholding

The Group’s shares which are owned by employees are mainly
managed by Group mutual funds (FCPE), the remainder being
held directly by the participating employees under the AtosGroup Savings Plan. The Supervisory Boards of the Groupmutual funds exercise the voting rights attached to thesecurities held within the funds. As per the rules of the Groupmutual fund (FCPE), Atos Stock Plan, the Supervisory Board
decides on the contribution of shares in case of public offer

8.7.8(purchase or exchange). The Supervisory Board decides onany merger, spin‑off and liquidation of any compartment of thefund and approves certain modifications to the rules of thefund.
As at December 31, 2023, the shareholding of current andformer Atos Group employees into Atos SE represented an
overall 2.91% of the share capital.

Treasury stock and liquidity contract

Treasury Stock
As of December 31, 2023, the Company owned 77,312 shares
which amounted to less than 0.07% of the share capital with aportfolio value of €545,049.60, based on December 29, 2023
market price (closure price), and with book value of€943,732.36. These shares were purchased in the context ofshare buyback program and are intended to be delivered tobeneficiaries of performance shares plans, share purchaseplans or other long‑term incentive plans.

From January 1, 2023, to December 31, 2023, the Company
purchased 300,000 shares.
From January 1, 2023, to December 31, 2023, the Company
transferred 264,834 shares of the Company to beneficiaries oflong‑term incentive (LTI) plans.

Liquidity Contract
Atos and Rothschild Martin Maurel entered into a liquidity
contract on February 14, 2019, effective as from January 1,
2019.

Pursuant to its provisions, situations or conditions leading to
the suspension or termination of the liquidity contract are thefollowing:This contract has been concluded following changes to theregulation applicable to liquidity contracts and is compliant
with the AMF decision n° 2021‑01 dated June 22, 2021 (the“AMF Decision”), effective since July 1, 2021.

P the performance of the liquidity contract is suspended in

The trading platform on which trades under the liquidity
contract are made is Euronext Paris.

the conditions set forth in article 5 of the AMF Decision;

P it can be suspended at Atos’ request for technical reasons,such as the counting of shares benefiting from voting rights
before a General Meeting or the counting of sharesbenefiting from a dividend before the ex‑dividend date, andfor a period of time specified by Atos.

The liquidity contract may be terminated at any time andwithout notice by Atos or by Rothschild Martin Maurel, subject
to a one‑month prior notice.
The transactions carried out in 2023 under the liquidity contract are as follows:

Cumulated gross flows as at December 31, 2023

Number of shares
Average Sale/Purchase priceTotal Amount of Purchases/Sales

476

Universal Registration Document 2023

Cumulative
purchases

Cumulated sales

4,834,793

5,019,793

10.7889

10.7837

52,162,425.63

54,132,260.82

Common Stock Evolution and Performance
Common stock

Legal Framework
The 18th resolution of the Annual General Meeting of June 28,2023, renewed in favor of the Board of Directors, theauthorization to trade in the Group’s shares, in connection with
the implementation of a share buyback program.
These purchases may be carried out:
P to ensure liquidity and an active market of the Company’s

shares through an investment services provider acting
independently in the context of a liquidity contract, in
accordance with the market practice accepted by the AMF;

P to attribute or sell these shares to the executive officers

and Directors or to the employees of the Company and/or
to the current or future affiliated companies, under theconditions and according to the terms set or accepted byapplicable legal and regulatory provisions in particular inconnection with (i) profit‑sharing plans, (ii) the sharepurchase option regime laid down under articles L. 22‑10‑56
et seq. and L. 225‑177 et seq. of the French Commercial
Code, and (iii) free awards of shares in particular under theframework set by articles L. 22‑10‑59, L. 22‑10‑60 and L.
225‑197‑1 et seq. of the French Commercial Code and (iv)
French or foreign law shareholding plans, in particular in
the context of a company savings plan, as well as to carryout all hedging operations relating to these operations,
under the terms and conditions set by market authorities
and at such times as the Board of Directors or the person
acting upon its delegation so decides;

P to remit the shares acquired upon the exercise of the rights

attached to securities giving the right, whether immediate
or deferred, by reimbursement, conversion, exchange,
presentation of a warrant or any other way, to theattribution of shares of the Company, as well as to carry out
all hedging operations relating to the issuance of suchsecurities, under the conditions set by market authorities
and at such times as the Board of Directors or the person
acting upon its delegation so decides;

P to keep them and subsequently use them in payment or

exchange or other in the context of potential external
growth operations; or

P to cancel them as a whole or in part through a reduction of

the share capital authorized by the General Meeting, inparticular pursuant to the 19th resolution of the Annual
General Meeting held on June 28, 2023.

This authorization shall be used at any time except during
public offers on the shares of the Company.
This authorization is also intended to allow the Company totrade in its own shares for any other purpose in compliancewith applicable regulation or which would subsequently enjoya legitimacy presumption under the relevant legal andregulatory provisions or that may subsequently be admitted
as market practice by the AMF. In such case, the Company
shall inform its shareholders by press release.
The purchase of shares shall not exceed, at any time, amaximum number of shares representing 10% of the sharecapital of the Company, this percentage being applied to ashare capital figure adjusted to reflect transactions affecting
the share capital subsequent to the Annual General Meeting
held on June 28, 2023, it being specified that where the sharesare repurchased in the context of a liquidity contract, thenumber of shares taken into account in calculating the 10%
limit will be the number of shares purchased minus thenumber of shares resold during the period of theauthorization.
Acquisitions, sales and transfers or exchange of shares may
be made by any means, subject to the limits authorized by thelaws and regulations in force, on one or several occasion, on aregulated market or via a multilateral trading facility or asystematic internalizer or over the counter, including by publictender offering or by block purchases or sales (with no limit on
the portion of the share buyback program), and whererequired, by derivative financial instrument (traded on aregulated market or a multilateral trading facility via asystematic internalizer or over the counter) or by warrants or
securities giving access to Company shares, or the
implementation of optional strategies, or by the issuance of
securities giving access to the Company’s capital, incompliance with the relevant legal and regulatory provisions.
The maximum purchase price per share may not exceed €120
(fees excluded).
The Board of Directors may adjust the aforementioned
maximum purchase price in the event of incorporation ofpremiums, reserves or profits, giving rise either to an increasein the nominal value of the shares or to the creation and thefree allocation of shares, as well as in the event of division of
the nominal value of the share or share consolidation or any
other transaction on equity, so as to take account of the
impact of such transactions on the value of the shares.
As a result, the maximum amount of funds assigned to theshare buyback program amounts to €1,331,418,504 as
calculated on the basis of the share capital as of the day of theAnnual General Meeting.
This authorization was granted for a period of 18 months asfrom June 28, 2023.

8

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8

Common Stock Evolution and Performance
Common stock

8.7.9

Potential common stock

Potential dilution
Based on 111,439,307 outstanding shares as of December 31, 2023, the common stock of the Group could be increased by
3,016,024 new shares, representing 2.71% of the common stock before dilution. This dilution could come from the acquisition of
performance shares or free shares, as follows:(in shares)

December 31, 2023 December 31, 2022

Change% dilution

Number of shares outstanding

111,439,307

110,951,542

00From stock subscription options1

0

0

0

0

From performance shares/free shares

3,016,024

2,279,353

736,671

2.71%

Potential dilution

3,016,024

2,279,353

736,671

2.71%

117,471,355

113,230,895

Total potential common stock
1.

On July 25, 2022, the Board of Directors acknowledged the write‑off of all the outstanding stock subscription options.

Stock options evolution
As of December 31, 2023 (and since July 26, 2022), there are no longer any outstanding stock subscription options.

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Common Stock Evolution and Performance
Common stock

Current authorizations to issue shares and other securities
Pursuant to the resolutions adopted by the Annual General Meetings held on May 18, 2022 and June 28, 2023, the following
authorizations to modify the share capital and to issue shares and other securities granted by the General Meeting to the Board of
Directors are in force as of December 31, 2023:

Authorization amount(value)Use of theauthorizations(par value)

Unused balance(par value)

Authorization
expiration date

EGM May 18, 2022
23rd resolution
Share capital increase with preferential subscription right

44,305,479

044,305,479

07/18/2024 (26 months)

EGM May 18, 2022
24th resolution
Share capital increase without preferential subscription right by
public offerings other thanthose referred to in article L. 411‑2 of the French
Monetary and Financial Code 1 2

11,076,369

0

11,076,369

07/18/2024 (26 months)

EGM May 18, 2022
25th resolution
Share capital increase without preferential subscription right by
public offering mentioned
in article L. 411‑2, 1° of the French Monetary and
Financial Code 1 2

11,076,369

0

11,076,369

07/18/2024 (26 months)

EGM May 18, 2022
26th resolution
Share capital increase without preferential subscription right toremunerate contribution in kind 1 2

11,076,369

0

11,076,369

07/18/2024 (26 months)

Extension by 15%
maximumof the initial issuance0

Extension by 15%
maximum of the initialissuance

07/18/2024 (26 months)

Authorization

EGM May 18, 2022
27th resolution
Increase in the number of securities in case of share capital increase
with or without preferential subscription right 1 2 3
EGM May 18, 2022
28th resolution
Share capital increase through incorporation of premiums, reserves,
benefits or other

5,694 million

05,694 million

07/18/2024 (26 months)

EGM May 18, 2022
18th resolution
Authorization to buyback the Company shares

10% of the sharecapital adjusted at any
moment0100%

12/28/2024 (18 months)

EGM June 28, 2023
19th resolution
Share capital decrease

10% of the sharecapital adjusted at any
moment

10% of the sharecapital adjusted at any
0
moment08/28/2025 (26 months)

2,773,789

0

2,773,789

08/28/2025 (26 months)

221,903

0

221,903

12/28/2024 (18 months)

2,773,789

1,798,709 4

975,08008/28/2026 (38 months)

EGM June 28, 2023
20th resolution
Capital increase reserved to employees 1
EGM June 28, 2023
21st resolution
Capital increase reserved to operations reserved to employees incertaincountries through equivalent and complementary framework
1
EGM June 28, 2023
22nd resolution
Authorization to allot free shares to employees and executive officers
1.

2.

3.

4.

Any share capital increase pursuant to the 24th, 25th, 26th, 27th resolutions of the Combined General Meeting of May 18, 2022 and persuant to the 20th and 21stresolutions of the Combined General Meeting of June 28, 2023 shall be deducted from the cap set by the 23th resolution of the Combined General Meeting of May 18,
2022.
The share capital increases without preferential subscription right carried out pursuant to the 24th, 25th, 26th and 27th resolutions of the Combined General Meeting of
May 18, 2022 are subject to an aggregate sub‑cap corresponding to 10% of the share capital of the Company on the day of the Combined General Meeting of May 18,
2022 (i.e. € 11,076,369). Any share capital increase pursuant to these resolutions shall be deducted from this aggregate sub‑cap.
The additional issuance shall be deducted from (i) the cap of the resolution pursuant to which the initial issuance was decided, (ii) the aggregate cap set by the 23th
resolution of the Combined General Meeting of May 18, 2022, and (iii) in case of share capital increase without preferential subscription rights, the amount of the sub‑cap
mentioned at 2 here above.
Grant of 1,798,709 performance shares on June 28, 2023.

As of December 31, 2023, the number of new authorized shares that may be issued pursuant to the above‑mentioned delegationsof authority (the 27th and 28th resolutions of the Annual General Meeting held on May 18, 2022 being set aside) amounts
to 45,280,559, representing 40.63% of the share capital.

Universal Registration Document 2023

479

8

8

Common Stock Evolution and Performance
Share trading performance

8.8 Share trading performance
8.8.1

Stock market overview

Atos’ stock price ended 2023 down -21.8% at €7.05, underperforming the French reference Index SBF 120 (+15.3%).

Atos’ share performance in comparison with indices (base 100 at December 31, 2022)

133
115
100

78

Dec.
2022

Jan.
2023

Feb.
2023

Mar.
2023

Apr.
2023
Atos

480

Universal Registration Document 2023

May
2023

Jun.
2023
SBF 120

Jul.
2023

Aug.
2023

EuroStoxx Techno 600

Sept.
2023

Oct.
2023

Nov.
2023

Dec.
2023

Common Stock Evolution and Performance
Share trading performance

8.8.2

Key figures
2023

2022

2021

2020

2019

Highest

15.29

38.92

76.12

81.06

79.24

Lowest (in €)

4.64

7.28

35.36

45.15

51.71

Closing as of 31/12 (in €)

7.05

9.01

37.39

74.78

74.322

1,430,364

1,524,127

812,752

456,990475,750

Average daily volume processed on Euronext platform(in number of shares)
Free‑float

85.9%

97.1%

96.8%

97.6%

86.6%

Market capitalization as of 31/12 (in € million)

786

1,000

4,140

8,225

8,117

Enterprise Value as of 31/121 (in € million)

3,016

2,450

5,365

8,692

9,853

EV/revenue

0.3

0.2

0.5

0.8

0.9

EV/OMDA

3

2

5

5

5

EV/OM

6

7

14

9

8

10.7

-36.0

-19.0

11.2

9.6

P/E (year‑end stock price ÷ normalized basic EPS)
1.
2.

Assuming that (Enterprise Value) = (Net Debt) + (Market Capitalization).
The distribution of 23.5% of Worldline share capital on May 2019 for €2,344 million, represented €21.88 per Atos share.

8.8.3

Market capitalization

Based on a closing share price of €7.05 on December 31, 2023
and 111,439,307 shares in issue, the market capitalization of
the Group at December 31, 2023 was € 786 million comparedto €1,000 million at the end of December 2022.

8.8.4

As of December 31, 2023, Atos was ranked 80th within the SBF
120 index, which includes the largest companies by market
capitalization on the Paris stock exchange.

Traded volumes
Trading Volume (Euronext)(in thousands of shares) (in € thousands)

1st quarter 2023

105,506

1,340,995

2nd quarter 2023

47,653604,941

3rd quarter 2023

103,728

883,199

4th quarter 2023

107,856

662,617

Total

364,743

3,491,752

In 2023, the average daily number of shares traded reached 1,430 thousand on Euronext platforms, compared to 1,524 thousand in
2022. Regarding trading volumes on Atos SE shares, Euronext platform represented 39% of the total 2023 volumes, compared to
35% in 2022.

8

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8

Common Stock Evolution and Performance
Share trading performance

Monthly trading volume (in € million euro)
1 400

1 200

1 000

800

600

400

200

0

n
Ja

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OMonthly trading volume (in million of shares)
60
56
52
48
44
40
36
32
28
24
20
16
12
8
4
0

n
Ja

482

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21

Universal Registration Document 2023

Ap

r.

21

Ju

l. 2

1
Oc

t. 2

1

n
Ja

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2

r
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2

Ju

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23

Common Stock Evolution and Performance
Share trading performance

8.8.5

2023 and subsequent key trading dates

January 2023
On January 24, Atos announced that is has entered into
exclusive negotiations with Mitel Networks (“Mitel”) for thesale of its Unified Communications & Collaboration Services
businesses (“Unify”). The proposed transaction is subject tothe consultation of the relevant employee representative
bodies and other customary regulatory approvals.

February 2023
On February 16, Atos announced that it has received anindicative offer from Airbus to enter into a long‑term strategic
and technological agreement and to acquire a minority stakeof 29.9% in Evidian.
On February 28, Atos announced its Full Year 2022 results.
Revenue was €11,341 million, or +1.3% at constant currency.
Operating margin was €356 million, representing 3.1% ofrevenue, compared to 3.5% in 2021. Commercial activity
picked up in Q4 2022, with book‑to‑bill at 112%. Order entry
reached €10.2 billion, representing a book to bill ratio of 90%.
Full backlog at the end of December 2022, amounted to €21.2
billion, down €3.2 billion compared to the end of December
2021, including € 1.9 billion of corrections pertaining to priorperiods and partly due the exit of underperforming contracts.
Backlog at the end of December represented 1.9 years ofrevenue. The full qualified pipeline was €6.6 billion, slightly
down compared to the end of December 2021, andrepresenting 7.0 months of revenue. In 2022, free cash flowwas €-187 million compared to €-419 million in 2021. The
Group’s net debt position as of end 2022 was €-1,450 million
compared to €-1,226 million at the end of 2021. The Group’s
liquidity remains solid, with €3.3 billion of gross cash and€2.0 billion of undrawn credit facilities at end December 2022.

April 2023
On April 27, Atos announced the revenue of its first quarter of2023. Q1 2023 revenue reached €2,806 million, up +2.6% atconstant currency compared to Q1 2022, +2.8% organically.
During the first quarter of 2023, the Group order entry reached€2.1 billion representing a Book‑‑to‑‑Bill ratio of 73%,
compared to 72% (at constant currency) achieved over thesame period last year.

June 2023
On June 7, during a dedicated “Analyts Day”, Tech
Foundations Highlighted its Plan to Refocus, Recover andRebound, and Upgrades Mid‑‑Term Ambitions. With:P Redefining portfolio around core activities and pivoting inindustry‑leading offerings with focus on higher growth
segments and new go‑to‑market strategy;

P Strong execution leading to improved outlook: revenue tobottom out in 2024 at c. €5 billion, with 0‑2% core revenue
growth and ongoing managed decline in noncore business;

P Executing

a comprehensive margin expansion plan,targeting € 1.2 billion gross benefits by 2026 to bring
operating margin to industry standard;

P Over €300 million higher cumulative cash flow for the next

four years compared to original plan;

P Upgrading mid‑‑term ambitions to reflect strong delivery

and faster transformation:– Revenue back to growth in 2026,– 6 - 8% operating margin in 2026,– Cash flow (1) turning positive in 2025 and reaching over€250 million in 2026.

July 2023
On July 28, Atos, announced its financial results for the firsthalf of 2023. Revenue was € 5,548 million in H1 2023, up+2.3% on an organic basis, as robust business trends
continued into Q2.
Eviden delivered +7.0% organic growth in H1 (+4.6% in Q2).
Digital Security achieved strong growth, fueled by Eviden's
leadership and innovation in cybersecurity. Advanced
computing grew strongly, driven by HPC and high‑end servers
designed for artificial intelligence and machine learning.
Tech Foundations’ core business revenue (2) was broadly
stable in H1 (-0.1% organic). The decline of Hybrid Cloud &Infrastructure continued to soften, while other core businesslines posted moderate growth. Simultaneously, Tech
Foundations remained committed to reducing non‑core
activities (BPO, hardware & software resale) as part of its
ongoing portfolio reshaping efforts.
Operating margin was €212 million, or 3.8% of revenue, astrong improvement compared to H1 2022 (€59 million or 1.1%of revenue).
Eviden’s operating margin was € 138 million, or 5.3% ofrevenue, a substantial increase compared to 3.5% in H1 2022.
Despite continued cost inflation, Eviden demonstrated
improvements across all activities, resulting from effective
cost take‑out actions, portfolio rationalization, and higher fixed
costs absorption in Advanced Computing.
Tech Foundations’ operating margin amounted to €73 million,
or 2.5% of revenue, compared to -1.0% in H1 2022. Tech
Foundations is making steady progress on its comprehensive
margin expansion plan targeting €1.2 billion in gross benefits
by 2026. As of June 2023, 32% of this target has already beenachieved, translating into a € 230 million gross increment in
operating margin in H1 2023 alone, partly offset by cost
inflation, backfills and revenue decrease. This achievement
was primarily driven by 900 headcount reductions in high‑cost
countries during H1, bringing the total to c. 1,600 since theplan’s inception.
Commercial traction improved significantly in Q2, with a 112%
Book‑‑to‑‑bill at the Group level, compared to 73% in Q1.
Atos’ adjusted cash flow from operations (3) showed a notable€144 million improvement, at €-200 million in H1 2023,
compared to H1 2022 (€-344 million), demonstrating thetangible progress made in enhancing the Group’s underlying
operational cash generation through better OMDA and strict
control of capital expenditure and leases. Including the impactof transformative actions and associated costs (€-274 million),
as well as a one‑off working capital normalization impact in
the context of the Group’s transformation (approximately€-250 million), free cash flow was €-969 million in H1 2023.

1) Free cash flow before interest and tax2) Excluding UCC, Italian operations, BPO and hardware and software resale3) Excluding one‑off working capital normalization impact for approximately €-250 million

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8

8

Common Stock Evolution and Performance
Share trading performance

August 2023

October 2023

On August 1, Atos announced that it was contemplating toaccelerate value creation and complete its strategictransformation and full separation of Eviden and Tech
Foundations, as announced in June 2022.

On October 16, Atos provided an update on contemplated
sale of Tech Foundations to EPEI Group.

Following an in‑depth review of its options, Atos’ Board of
Directors decided to enter into exclusive negotiations withEPEI for the contemplated Sale of 100% of Tech Foundations
for a net cash positive impact of €0.1bn and the transfer of€1.9bn of on‑balance sheet liabilities, leading to an enterprisevalue of €2.0bn.
Atos would be renamed Eviden post transaction (“the Group”),
a high‑growth leader in the digital, cloud, cybersecurity andadvanced computing markets with cutting‑edge innovationand technologies. Eviden will hold an Investor Day prior to its
Extraordinary General Meeting
As part of this transaction, the Group intends to sustainably
strengthen its balance sheet with planned capital increases
for a total of €900m (consisting of a reserved capital increaseat an agreed price of €20 per share pursuant to which thePurchaser will hold 7.5% of the share capital and a €720m
rights issue for all shareholders) with the €400m newdivestment plan announced last week.
BNP Paribas and J.P. Morgan have provided a standby
underwriting for the rights issue amount (less the amount of
EPEI’s subscription commitment), subject to usual conditions.
Atos is very confident on the granting by its bank syndicate of
the necessary loan waivers. The Group will also seek toextend maturities and reduce its debt.
With the contemplated capital increases and the targeted
transfer of its on and off‑balance sheet liabilities to EPEI as
part of the Sale of Tech Foundations, the Group would target a
net leverage of c. 3x by 2024 yearend and at c.2x by 2025
year‑end, benefitting from an improved liquidity situation 2.
In addition to its commitment to subscribe to the reserved
capital increase for an amount of €180m, EPEI would also be
participating for an amount of ca. €37.5m in the subsequent
rights issue offered to all Eviden SE shareholders, for a total
investment of €217.5m.
This comprehensive transformation of Atos has received
unanimous support from its Board of Directors and would besubmitted to shareholders’ approval in an ad‑hoc EGM to beannounced in Q4 2023, for both the Transaction and thecapital increases.
It is expected to be completed in Q4 2023 or by Q1 2024
subject to final agreements and certain financial and othercustomary conditions (including relevant shareholders’approvals, regulatory clearances, consent from its concerned
creditor banks and other third‑party consents).

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Universal Registration Document 2023

Contemplated transaction offers the most achievable path toexecution of separation of Tech Foundations and Eviden andimprovement of the risk profile of Atos Group.
Social consultation progressing with Societas Europaea
Council (SEC) and at local level and most regulatory pre‑filings
or filings have been submitted in relevant jurisdictions.
Shareholders’ Meeting and completion of overall transaction
now anticipated in early Q2 2024 given expected timing of
regulatory approvals.
Ongoing exclusive negotiations with EPEI to address certain
financial parameters of the contemplated transaction.
Atos shareholders to be provided with all required information
on final transaction, the remaining perimeter (Eviden) andfinancing, for approval at the Shareholders’ Meeting.
The final terms of the transaction and the capital increases
intendedtoreinforce
Eviden’s
capitalstructure,inter‑conditional with contemplated sale of Tech Foundations,will be submitted for approval at Shareholders’ Meeting.
The Group is in active discussions with financing banks toobtain loan waivers required for the contemplated sale ofTech Foundations and secure new financing for Eviden.
Pending shareholder approval of the contemplatedtransaction, Atos continues to monitor market developments
and is committed to an ongoing open dialogue withshareholders.
Should the transaction with EPEI not go forward, the Groupwill have to access the debt and equity capital markets and/or consider the sale of additional assets, to ensure adequate
liquidity to address upcoming debt maturities in 2025.
On October 26, Atos announced its revenue for the third
quarter of 2023. Revenue in the third quarter of 2023 reached€2,590 million, down -5.3% on a constant currency basis. On
an organic basis, revenue was down -3.0% as positive
performance at Eviden was offset by Tech Foundations. Scope
effects, mainly related to the divestment of Atos Italia
completed in Q2 2023, accounted for -2.3% of the reported
revenue decrease. Foreign exchange was a headwind of-2.8%, mainly reflecting the weakening of US dollar. In Q3 2023,
order entry was €2.2 billion, up 10% YoY, with a book‑‑to‑‑billratio of 84%, compared with 71% in Q3 2022.

Common Stock Evolution and Performance
Share trading performance

November 2023
On November 28, Atos made a market update.
S&PGR changed Atos’ rating from 'BB' to 'BB-' maintaining
CreditWatch Negative. The Group confirms the impact oninterest expenses is negligeable and expected to beapproximately €6 million per year. The Atos Group also
confirms it has the necessary liquidity to meet its financial
obligations over the next twelve months and is actively
working to address its debt maturities in 2025 as stated on
October 16th.
Atos in advanced discussions with EPEI to amend and simplify
certain terms related to the contemplated sale of Tech
Foundations. The Group expects to share the outcome ofthose discussions in due course. To date, Atos has filed allnecessary regulatory documents and has already received
approvals in most of the key jurisdictions.
Atos is examining additional initiatives to address the Group
capital raising plan and upcoming debt maturities in 2025. The
Group’s policy is to fully cover its estimated liquidity needs
with long‑term borrowings, cash and other appropriate capital
market instruments, in order to have sufficient flexibility tofinance its operations and future developments. Atos isassessing the feasibility to access the debt and equity capital
markets, and/or is considering the sale of additional assets, toaddress its capital raising plan, the €1.5 billion term loan A
maturing in January 2025 (after the two 6‑month extensions
available to the Company) and the €750 million bonds
maturing in May 2025.

January 2024
On January 3, Atos made a market update.
Group’s strategy adjusted in light of financial constraints toensure the repayment and refinancing of its financial debts
while maintaining an attractive business mix.
Ongoing exclusive negotiations with EPEI on the sale of Tech
Foundations, with no certainty of an agreement being
reached.
Implementation of an additional asset disposal program, of
which the sale of the BDS (Big Data & Security) businesswould be a key element.

P Opening of a due diligence phase with Airbus for apotential sale of the entire BDS perimeter.

Discussions with banks to maintain financing and obtainrefinancings.
P Risk factor: should the outcome of these discussions prove

uncertain, Atos does not rule out the use of available legal
protection mechanisms to frame these discussions.

During the first quarter of 2024, Atos will assess whether thesemeasures are sufficient to cover financing maturities and cash
requirements on a long‑term basis.
Reduction in the planned size of Eviden's capital increase, as aresult of changing market conditions and reactions.
On January 15, Atos made a market update.
Atos reshapes management team and board to implement
adjusted strategy:
P Paul Saleh, currently Group CFO, appointed Chief Executive

Officer with immediate effect;

P Jacques‑François de Prest joins Atos as Group CFO;P Sujatha "Suja" Chandrasekaran and Monika Maurer are

appointed as new independent directors;

P Further Directors appointments are currently under review,to continue strengthening the Board of Directors during thistransformation period;

P Atos confirms that the Group and its business lines willachieve their 2023 financial targets for the year in terms ofsales and operating margin;– The company expects free cash flow to be slightly below

its target approximately by -100 million euros for H2,

P As per the market update issued on January 3, 2024, Atos’s

strategy has been adjusted in light of financial constraints
to ensure the repayment and refinancing of its financial
debts while maintaining an attractive business mix;
– The Group further confirms that it has not filed a request

to appoint a mandataire ad hoc or to open conciliation
proceedings; as already stated, the company reserves
the right to use available legal mechanisms.

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8

Common Stock Evolution and Performance
Share trading performance

February 2024

P FY 2023 earnings release rescheduled for March 20th tocomplete audit of non‑cash goodwill impairment charge;

On February 5, Atos made a market update.

– External auditors, Deloitte and Grant Thornton awaiting

Refinancing plan
Atos has entered into discussions with its banks with a view toreaching a refinancing plan for its financial debt.
Following these initial discussions, it appeared pertinent torequest the appointment of a mandataire ad hoc in order toframe these discussions and facilitate a rapid outcome. The
mandataire ad hoc is an independent third party whose
mission would be to assist the Company in its discussions, inorder to converge on an appropriate financial solution as soon
as possible, in the Company’s corporate interests.
The mandat ad hoc is an amicable procedure allowing
negotiations to be conducted within a confidential framework.
The mandat ad hoc would only concern the financial debt of
the Company and would have no impact on the employees,
customers and suppliers of the Group.
Furthermore, as announced on January 3, 2024, the first
6‑month extension of the €1.5 billion term loan A took effecton January 29, 2024.
Contemplated disposals and capital increase
As indicated at the Market Update on January 3, 2024:
P Discussions with EPEI on the sale of Tech Foundations

continue (including required conditions to release theircommitment to participate in a reserved capital increase),
there is no certainty that these negotiations will result in anagreement;

P The Company is in due diligence phase with Airbus inconnection with the potential sale of its BDS (Big Data &Security) business.

Also, and given the changes in market environment, theconditions of the initially planned €720m rights issue are nolonger applicable and the standby underwriting commitment
provided by BNP Paribas and J.P. Morgan is no longer in
effect.
Atos will inform the market in due course of the progress ofthe discussions with its banks, its new refinancing plan, its
contemplated disposals, as well as the possible changes in its
capital structure which could result in a dilution of the existing
shareholders, depending on the agreement on the refinancing
structure.
On February 29, Atos announced its Full Year 2023 preview
results:
P Atos confirms FY 2023 revenue and operating marginresults in line with guidance;– Revenue: €10,693m, up +0.4% organically ; Eviden up+2.9% organically ;organically,

TechFoundations

down

-1.7%

– Operating

margin of 4.4% (€467m), up +170 bps
organically, with year‑on‑year improvements in both
Eviden and Tech Foundations,

P 2023 H2 Free Cash Flow of €-109m;– FY 2023 Free cash flow of €-1,078m, reflecting lower

working capital actions and higher reorganization costs,

P Net debt position of €2,230 million at year‑end 2023;– Bank covenants met,
– Gross debt of €4,654m,– Cash, cash equivalent & short‑term financial assets of€2,423m,

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Universal Registration Document 2023

review of independent business report to complete audit
of non‑cash goodwill impairment,

P Discussions with EPEI on potential sale of Tech Foundations

have concluded with no deal reached;– Proposed new deal terms and pricing could not be

mutually agreed upon,– No indemnification by either party,– Each party released from any reciprocal obligations

except for confidentiality,– Atos to operate Tech Foundations and Eviden as

separate businesses with a coordinated go‑to‑market
strategy,– Atos to continue to consider strategic options that are inbest interest
shareholders.

of

its

customers,

employees,

andMarch 2024
On March 19, Atos announced it has been informed by Airbus
that discussions related to the sale of its BDS (Big Data &Security) business will not proceed.Atos is analysing theresulting situation and actively evaluating strategic
alternatives that will take into consideration the sovereign
imperatives of the French state.
Consequently, the Company is rescheduling its 2023 earnings
release in the near future in order to evaluate strategic
options.
On March 25, Atos said that it takes note of the comments
made by David Layani, the representative of shareholder
Onepoint. These comments are not binding on the company
or its Board of Directors. Onepoint’s plan has not beenpresented to the company’s Board of Directors, who, if andwhen it is, will be able to analyze it and communicate its
position in due course. A communication on Atos Group’s 2023
results and next steps will take place on Tuesday morning,
March 26.
On March 26, Atos announced its Full Year 2023 results.
Revenue was €10,693 million, or +0.4% at constant currency.
Operating margin was €467 million, representing 4.4% ofrevenue, compared to 3.1% in 2022. Order entry reached€10.1 billion, representing a book to bill ratio of 94%. Fullbacklog at the end of December 2022, amounted to €18.5
billion. Backlog at the end of December represented 1.7 yearsof revenue. The full qualified pipeline was €6.2 billion. In
2023, free cash flow was €-1,087 million compared to €-187
million in 2022. The Group’s net debt position as of end 2023
was €-2,230 million compared to €-1,450 million at the end of2022. The Group’s liquidity represents €2.4 billion at the endof December 2023.
Also on March 26, Atos SE announces that the Company hasentered into an amicable conciliation procedure. According to
French law, a conciliation procedure lasts four months, which
may be extended by one month; Maître Hélène Bourbouloux
of FHB SELARL was appointed as conciliator. The purpose ofthis procedure is to facilitate a global refinancing agreementwith the banks and bondholders of Atos SE’s (the “financial
creditors”).
The conciliation procedure concerns only the financial
indebtedness of Atos SE and will not impact suppliers,
employees, the governance of the Company, or othercreditors of the Company or its subsidiaries. The Company
intends to present the parameters of its refinancing framework
to its financial creditors during the week of April 8th, 2024 andto provide an update to the market. The Company’s objective
is to reach a global agreement on the capital structure of theCompany by July 2024.

Common Stock Evolution and Performance
Share trading performance

April 2024

P Order entry of €1.6bn for a book‑‑to‑‑bill of 64%, compared

On April 2, Atos announced that it will present the parametersof its refinancing framework to its financial creditors on
Monday April 8, 2024 at 17:00 CET.
Atos will inform the market in due course of the progress of
the refinancing discussions with its financial creditors, whichmight potentially result in a change in its capital structurearising from a final global refinancing agreement, including theissuance of new equity which will result in a dilution of theexisting shareholders.
On April 3, Atos today announced the nomination of a new
Director to strengthen its Board of Directors during thecompany’s transformation period. At its meeting held on April
2, 2024, the Board approved, upon the recommendation of theNomination and Governance Committee, the cooptation of Mr.
Alain Crozier as a new independent director for the remainderof Mr. Carlo d’Asaro Biondo’s term of office, i.e., until the Annual
General Meeting to be held in 2024.
On April 9, Atos announced the parameters of its refinancing
framework, based on its full business perimeter of Tech
Foundations and Eviden:
P €600 million of cash needed to fund the business over the2024‑25 period. Funds to be provided in the form of debt
and/or equity by existing stakeholders or third‑party
investors;

P €300 million in new revolving credit facility and €300

million in additional bank guarantee lines;

P Targeting BB credit profile by 2026, which assumes afinancial leverage below 3x by year‑end 2025 and below 2x
by year‑end 2026 and implies a gross debt reduction of€2.4 billion;

P Remaining debt maturities extended by 5 years.

Existing stakeholders of Atos SE and third‑party investors can
submit financing proposals including new money by April 26,
2024. Given the Group’s needs, a global refinancing agreement
will trigger significant dilution of existing shareholders.
Targeting to reach a refinancing agreement with financial
creditors by July 2024
Agreement in‑principle with a Group of banks, a Group of
bondholders and the French State on interim financing of€450 million for additional liquidity until refinancing
agreement is reached
Refinancing framework based on a new long‑range businessplan, with the following assumptions:
P For 2024: revenue of circa €9.9 billion, with organic revenue

evolution at circa -2%; operating margin at circa 4% and free
cash flow of €-0.4 billion before the unwinding of about€1.8 billion working capital actions as of December 2023;

P In

2027: revenue of approximately €11.4bn, with anoperating margin of around 10% and free cash flow of about€0.5 billion.

On April 25, Atos
performance (1) :announced

its

first

quarter

2024

P Q1 2024 Revenue €2,479m, down -2.6% organically;

with 73% in prior year;– Eviden book‑to‑bill at 83%, compared with 79% in prioryear, driven by stronger demand in High‑Performance
Computing,– Tech Foundations book‑to‑bill at 47%, compared with

68% in prior year as customers delay contract decisions,

P Operating Margin of €48 million or 1.9% of revenue;– Eviden at 1.9% and Tech Foundations at 2.0%,
P Cash position (2) of €1.0 bn as of March 31, 2024;– Net debt position of €3.9 bn, reflecting a €1.3 bn

reduction of working capital actions compared with
December 2023,– Implementation

progress,of interim financing of €450m in

P Business plan presented on April 9 to be adjusted toreflect current business performance and trends;– Revisions to the 2024‑2027 business plan to lead to anincrease in new money needs and to a potential
additional debt reduction,– Update to be communicated to the market in the coming

days,

P Refinancing proposal deadline extended to May 3;– Allowing all stakeholders time to incorporate new

information,– July 2024 target date to reach a refinancing agreementwith financial creditors unchanged,

On April 29, Atos announced:
P Reception of a Non‑‑binding letter of intent from the

French state to acquire 100% of the Advanced Computing,
Mission‑‑Critical Systems and Cybersecurity Products
activities of Atos SE’s BDS (Big Data & Security) business;– Indicative enterprise valuation between €700 million and€1 billion,– Due diligence phase to start shortly in view of theissuance of a confirmatory non‑binding offer by early
June 2024,

P Revision of the parameters of the financial restructuring

framework presented on April 9, 2024, to reflect current
market conditions and business trends;– €1.1 billion of cash needed to fund the business over the2024‑25 period compared with €600 million previously.
Funds to be provided in the form of debt and/or equity
by existing stakeholders or third‑party investors,– €300

million in new revolving credit facility and€300 million in additional bank guarantee lines(unchanged),– Targeting BB credit profile by 2026, which assumes afinancial leverage (3) below 2x by year‑end 2026 andimplies a gross debt reduction of €3.2 billion comparedwith €2.4 billion previously,– Eviden down -3.9% organically, reflecting continued– Remaining– Tech Foundations down -1.5% organically, reflecting– These parameters are based on Atos full businesssoftness in Americas and the UK,

lower scope of work with certain customers in Americas
and Central Europe,

debt(unchanged),maturities

extended

by

5

years

perimeter of Tech Foundations and Eviden (unchanged),

1) Unaudited.
2) Cash & cash equivalents and short‑term financial assets.
3) Ratio net debt pre‑IFRS16 over EBITDA pre‑IFR16; EBITDA computed as OMDA pre‑IFRS16 minus anticipated RRI (restructuring, rationalization,
integration) costs and Other changes.

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8

Common Stock Evolution and Performance
Share trading performance

P Submission of financing proposals including new moneyby existing stakeholders of Atos SE and third‑‑party
investors extended to May 3, 2024;– Allowing time to incorporate new information,– Given the Group’s needs, a global financial restructuringagreement will trigger significant dilution of existing
shareholders,

P July 2024 target date to reach a financial restructuringagreement with financial creditors unchanged;– Atos intends such financial restructuring agreement toinclude the extension of €450 million interim financing
agreed in‑principle and an incremental interim financingof €350 million from July 2024 to final implementation of
the financial restructuring agreement.

May 2024
On May 6, Atos announced:
P Four financial restructuring proposals received as part ofthe current conciliation process;8.8.5.1

P Agreement on a financial restructuring solution acceptable

to financial creditors targeted for May 31, with final
agreement to be reached by July 2024;

P €100 million interim financing agreement with bondholders

signed and discussions progressing with banks and theFrench State on the remaining €350 million.

On May 21, Atos announced :P Extension of the deadline for the Annual General Meeting

to approve the 2023 financial statements to December 31,
2024, by the President of the Pontoise Commercial Court, toprovide Atos with a stable framework to complete thecurrent discussions on a financial restructuring agreement
by July 2024;

P The statutory accounts have been approved by the Boardof Directors and certified without any reserve by Atos’
statutory auditors;

P Atos reminds that the non‑binding offers received for its

restructuring, all entail a massive dilution of its current
shareholders.

Purchase or sale by the Group of its own shares

The Group purchased or sold its own shares in 2023 as described within the section 8.7.7 Treasury stock and liquidity contract. At
December 31, 2023, the Group held 77,312 shares as treasury stock.

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9
Other Information
9.1

Persons responsible

490

9.1.1

For the Universal Registration Document490

9.1.2 For the accuracy of the Universal Registration
Document

490

9.1.3 For the audit

490

9.2

491

Contacts

9.2.1 Global Headquarters491

9.2.2 Group Executive Board as of April 2024

491

9.2.3 Investor Relations

491

9.3

492

Locations

9.4

Glossary493

9.4.1 Financial terms

494

9.4.2 Business KPI’s (Key Performance Indicators)

495

9.4.3 Business terms

497

9.4.4 Market terms

497

9.5

498

AMF cross‑‑reference table

9.5.1 Universal Registration Document crossreference table

498

9.5.2 Cross‑reference table for the annual financial
report501

9.6 Full index502

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9

Other Information
Persons responsible

9.1 Persons responsible
9.1.1

For the Universal Registration Document

Paul Saleh
Chief Executive Officer

9.1.2

For the accuracy of the Universal Registration Document

I hereby declare that the information contained in this
Universal Registration Document is, to the best of myknowledge, in accordance with the facts and contains noomission likely to affect its import.
I hereby declare that, to the best of my knowledge, thefinancial statements have been prepared in accordance withthe applicable accounting standards and give a true and fairview of the assets, liabilities, financial position and results of
the Company and all the other companies included in thescope of consolidation, and that the management report

9.1.3

referred to in the cross‑reference table in Section 9.5.2 of this
Universal Registration Document gives a fair description of thematerial events, results and financial position of the Company
and all the other companies included in the scope of
consolidation, as well as a description of the main risks andcontingencies with which the Company may be confronted.
Paul Saleh
Chief Executive Officer
Bezons, May 24th, 2024

For the audit

Appointment and term of offices
Statutory auditors

Grant Thornton - Samuel Clochard
Appointed on: October 31, 1990, then renewed in October 24, 1995, on May 30, 2002, on June 12, 2008, on May 17, 2014, and on
June 16, 2020
Term of office expires: at the end of the AGM voting on the 2025 financial statements
Deloitte & Associés – Jean‑‑François Viat
Appointed on: December 16, 1993, renewed on February 24, 2000, on May 23, 2006, on May 30, 2012, and on May 24, 2018
Term of office expires: at the end of the AGM voting on the 2023 financial statements

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Universal Registration Document 2023

Other Information
Contacts

9.2 Contacts
9.2.1

Global Headquarters

River Ouest
80 quai Voltaire
95870 Bezons – France+33 1 73 26 00 00

9.2.2

Group Executive Board as of April 2024

Regions
Central, Northern Europe & APAC
Clay van Doren
Southern Europe
Raoul RothAmericasMichael Grunberg

Business lines
Tech Foundations and Eviden perimeter
Carlo d'Asaro Biondo
DigitalRakesh Khanna

Corporate functions
Chief Executive Officer
Paul Saleh
Chief Operating Officer
Carlo d’Asaro Biondo
Finance
Jacques‑François de Prest
Innovation and Partnerships
Diane Galbe
Human Ressources
Paul Peterson

9.2.3

Investor Relations

Institutional investors, financial analysts as well as individual shareholders can contact:
David Pierre‑‑Kahn
david.pierre‑kahn@atos.net
Phone: +33 6 28 51 45 96
Requests for information can also be sent by email to investors@atos.net

9

Universal Registration Document 2023

491

9

Other Information
Implantation

9.3 Locations[GRI 2‑1]
Atos is present in main cities to support customers. The addresses and phone numbers of the Group main offices can be found on
the Locations page on website atos.net. Details of current job opportunities can be found in Careers pages. An email address forgeneral questions and comments about the Atos’ Internet site can be found at the bottom of the page.

Global Headquarters
River Ouest
80 Quai Voltaire
95870 Bezons – France+33 1 73 26 00 00

EuropeAsia PacificAndorraAustria
Belgium
Bulgaria
Croatia
Czech Republic
Denmark
Estonia
FinlandFranceGermany
GreeceHungary
Italy
Ireland
Luxembourg
NorwayPolandPortugal
Romania
SerbiaSlovakia
Slovenia
Spain
SwedenSwitzerland
The Netherlands
United Kingdom

Australia
China
Hong KongJapan
Malaysia
New‑ZealandPhilippines
Singapore
South Korea
TaiwanThailandAmericas
Argentina
BrazilCanadaChile
Colombia
GuatemalaMexicoPeru
UruguayUSA
Venezuela

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Universal Registration Document 2023

India, Middle‑‑East & Africa
Algeria
Benin
Burkina Faso
Egypt
Gabon
India
Israel
Ivory‑coast
LebanonMadagascar
Mali
Morocco
Qatar
Saudi Arabia
SenegalSouth Africa
Tunisia
TurkeyUnited Arab Emirates

Other Information
Glossary

9.4 Glossary
Financial terms and Key Performance Indicators

Business Key Performance Indicators

Operational Capital Employed

Revenue

Current and non‑current assets or liabilities

TCV (Total Contract Value)

DSO

Order entry/bookings

Organic growthBook‑to‑bill

CAGR

Backlog/Order coverOperating margin

Pipeline

Other operating income and expenses

Legal staff

Gross margin and indirect costs

FTE (Full‑time equivalent staff)

EBITDA

Subcontractors

OMDAInterims

Gearing

Direct Staff

Interest cover ratio

Indirect staff

Leverage ratio

Permanent staff

Operating income

Temporary staff

Cash flow from operations

Staff turnover and attrition rate (for legal staff)

Net debt

Utilization rate and non‑utilization rate

Change in net debt (cash)
Free cash flow
Earnings per share (EPS)
Normalized net income
Normalized earnings per share (normalized EPS)

Business terms

Market terms

BPO

Consensus

CRM

Dilutive instruments

ERP

Dividends

WAN

Enterprise Value (EV)Free float
Market capitalization
PER (Price Earnings Ratio)
Volatility

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9

Other Information
Glossary

9.4.1

Financial terms

Operational capital employed: Operational capital employedcomprises net fixed assets and net working capital but
excludes goodwill and net assets held for sale.
Current and non‑‑current assets or liabilities: A current andnon‑current distinction is made between assets and liabilities
on the consolidated statement of financial position. Atos hasclassified as current assets and liabilities those assets andliabilities that Atos expects to realize, use or settle during its
normal cycle of operations, which can extend beyond 12
months following the period end. Current assets and liabilities,
excluding the current portion of borrowings, lease liabilities
and provisions, and current financial instruments represent theGroup working capital requirement.
DSO: (Days of Sales Outstanding). DSO is the amount of tradeaccounts receivable (including contract assets) expressed indays of revenue (on a last‑in, first‑out basis). The number ofdays is calculated in accordance with the Gregorian calendar.
Organic growth: Organic growth represents the percent
growth of a unit based on a constant scope and exchange
rates basis.
CAGR: The Compound Annual Growth Rate reflects the meanannual growth rate over a specified period of time longer than
one year. It is calculating by dividing the value at the end of
the period in question by its value at the beginning of that
period, raise the result to the power of one divided by theperiod length, and subtract one from the subsequent result.
As an example:
2019‑2021 revenue CAGR = (Revenue 2021 / Revenue 2018)(1/3) -1
Operating margin: Operating margin equals to External
Revenues less personnel and operating expense. It is
calculated before Other Operating Income and Expense as
defined below.
Other operating income and expense:
Other operating income and expense include:
P the amortization and impairment of intangible assets

recognized as part of business combinations such as
customer relationships, technologies and goodwill;

P when accounting for business combinations, the Groupmay record provisions in the opening statement of financial
position for a period of 12 months beyond the businesscombination date. After the 12‑month period, unused
provisions arising from changes in circumstances are
released through the income statement under “Other
operating income and expense”;

P the cost of acquiring and integrating newly controlled

entities, including earn out with or without presence
conditions;

P the net gains or losses on disposals of consolidated

companies or businesses;

P the fair value of shares granted to employees including

social contributions;

P the restructuring and rationalization expense relating tobusiness combinations or qualified as unusual, infrequent
and abnormal. When a restructuring plan qualifies for Other
operating income and expense, the related real estate
rationalization & associated costs regarding premises arepresented on the same line;

P the curtailment effects on restructuring costs and theeffects of plan amendments on defined benefit plans
resulting from triggering events that are not under control
of Atos management;

P the net gain or loss on tangible and intangible assets thatare not part of Atos core‑business such as real estate;

P other unusual, abnormal and infrequent income or expense

such as major disputes or litigation.

Gross margin and indirect costs: Gross margin is composedof revenue less the direct costs of goods sold. Direct costs
relate to the generation of products and/or services delivered
to customers, while indirect costs include all costs related toindirect staff (defined hereafter), which are not directly linked
to the realization of the revenue. The operating margincomprises gross margin less indirect costs.
EBITDA (Earnings Before Interest, Tax, Depreciation andAmortization): for Atos, EBITDA is based on Operating Margin
less non‑cash items and is referred to as OMDA (Operating
Margin before Depreciation and Amortization).
OMDA (Operating Margin before
Amortization) is calculated as follows:

Depreciation

Operating margin:
P less - Depreciation of fixed assets (as disclosed in the“financial report”);

P less – Depreciation of right of use (as disclosed in the“financial report”);

P less - Net charge (release) of provisions (composed of net

charge of provisions for current assets and net charge ofprovisions for contingencies and losses, both disclosed in
the “financial report”);

P less - Net charge (release) of provisions for pensions (asdisclosed in the “financial report”).

Gearing: The proportion, expressed as a percentage of net
debt to total shareholders’ equity (Group share and minority
interests).
Interest cover ratio: Operating margin divided by the net costof financial debt, expressed as a multiple.
Leverage ratio: Net debt divided by OMDA.

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and

Other Information
Glossary

Operating income (loss): Operating income (loss) comprises
net income (loss) before deferred and current income taxes,
net financial income (expense), and share of net profit (loss) ofequity‑accounted investments.
Cash flow from operations: Cash flow coming from theoperations and calculated as a difference between OMDA, net
capital expenditures, lease payment and change in working
capital requirement.
Net cash or net debt: Net cash or net debt comprises totalborrowings (bonds, short term and long‑term loans,securitization and other borrowings), short‑term financial
assets and liabilities bearing interest with maturity of less than
12 months, less cash and cash equivalents. Liabilities
associated with lease contracts and derivatives are excluded
from the net debt.
Free Cash Flow (FCF): The Free Cash Flow represents thechange in net cash or net debt, excluding capital increase,share buyback, dividends paid to shareholders andnon‑controlling interests, net acquisition or disposal ofcompanies.
Earnings (loss) per share (EPS): Basic EPS is the net income(loss) divided by the weighted‑average number of commonshares outstanding during the period. Diluted EPS is the net
income (loss) divided by the diluted weighted‑average
number of common shares for the period (number of shares
outstanding + dilutive instruments with dilutive effect).
Normalized net income (loss): The normalized net income(loss) is the net income (loss) (Group Share – excluding net
result attributable to non‑controlling interests) before Other
operating income and expense, changes in the fair value ofderivatives and of Worldline shares, net of taxes.
Normalized earnings per share (normalized EPS): Normalized
earnings per share are calculated by dividing the normalized
net income (loss) (Group share) by the weighted‑average
number of common shares outstanding during the period,
excluding treasury shares.

9.4.2

Business KPI’s (Key Performance Indicators)

9.4.2.1

Revenue

Revenue: Revenue related to Atos’ sales to third parties(excluding VAT).
TCV (Total Contract Value): The Total Value of a Contract at
signature (prevision or estimation) over its duration represents
the firm order and contractual part of the contract excluding
any clause on the decision of the client, as anticipatedwithdrawal clause, additional option or renewal.
Order entry/bookings: The TCV, orders or amendments
signed during a defined period. When an offer is won (contract
signed), the total contract value is added to the backlog andthe order entry is recognized.

Book‑‑to‑‑bill: The Book‑to‑Bill is the ratio expressed inpercentage of the order entry in a period divided by revenueof the same period.
Backlog/Order cover: The value of signed contracts, orders
and amendments that remain to be recognized over theircontract lives.
Pipeline: The value of revenues that may be earned fromoutstanding commercial proposals issued to clients. Qualified
pipeline applies an estimated percentage likelihood of
proposal success.

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9

Other Information
Glossary

9.4.2.2 Human Resources
Legal staff: The total number of employees under Atos
employment contracts at the end of the period. Legal staff
includes those on long sickness or long absence, apprentices,trainees, and employees on maternity leave, but excludes
subcontractors and interims.
FTE (Full‑‑time equivalent staff): The total number of staff
calculated using information from time sheets on the basis ofworking time divided by standard contractual workable time
per employee. In general, a person working on a full time
contract is considered as one FTE, whereas a person working
on a part time contract would be less considered than one
FTE.
Calculations are based on contractual working time (excluding
overtime and unpaid holidays) with potential workable time (inhours or days) = nominal time + overtime balance – unpaid
vacation. For subcontractors and interim staff, potential
workable hours are based on the number of hours billed by
the supplier to Atos.
Subcontractors: External subcontractors are third‑party
suppliers. Outsourced activities (e.g. printing or call center
activities) and fixed price subcontracting are excluded fromthe recorded number of subcontractors or interims.
Interims: Staff from an agency for temporary personnel.
Interims are usually used to cover seasonal peaks or forsituations requiring staff for a short period of time.
Direct Staff: Direct staff includes permanent staff andsubcontractors, whose work is billable to a third party.
Indirect staff: Indirect staff includes permanent staff or
subcontractors, who are not billable to clients. Indirect staff is
not directly involved in the generation of products and/or
services delivered to clients.

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Permanent staff: Permanent staff members have a contract
for an unspecified period of time.
Temporary staff: Temporary staff has a contract for a fixed orlimited period of time.
Staff turnover and attrition rate (for legal staff): Turnover andattrition rates indicate the proportion of legal staff that has left
the Group (voluntary and/or involuntary) in a defined period:
P turnover measures the percentage of legal staff that hasleft the business in a defined period;

P attrition measures the percentage of legal permanent staff

that has voluntarily left the business in a defined period.
Attrition rate is a ratio based on total voluntary leavers in
the period on an annual basis divided by the average
number of permanent staff in the period.

Utilization rate and non‑‑utilization rate: Utilization rate +non‑utilization rate = 100% of workable time for direct FTE,
which excludes legal vacations, long‑term sickness, long‑termsabbaticals and parental leave. Workable time is composed ofbilled time, inactivity that is billable but not billed (exceptional
holidays, sickness, on the bench which is between two
assignments, other inactivity as delegation), and non‑billable
time (pre‑sales, training, management meetings, research anddevelopment and travel). Utilization rate measures the
proportion of workable time (hours or days) of direct FTE (ownstaff excluding subcontractors) that is billed to customer. The
ratio is expressed in percentage terms based on billed hours
divided by workable hours excluding vacations. Non‑utilization
rate measures the workable time (hours or days) of direct FTE(own staff excluding subcontractors) that is not billed or isnon‑billable to clients.

Other Information
Glossary

9.4.3

Business terms

BPO (Business Process Outsourcing): Outsourcing of abusiness function or process. e.g. administrative functions
such as accounting, HR management, call centers, etc.
CRM (Customer Relationship Management): Managing
customer relationships (after–sales service, purchasing
advice, utilization advice, customer loyalty) has become astrategic component of a company’s successful operation. Not
only does CRM facilitate efficiency, it also leads to higher sales
by building customer loyalty.

9.4.4

ERP (Enterprise Resource Planning): An ERP system is an
integrated management software system built in modules,
which is capable of integrating sales, manufacturing,purchasing, accounting and human resources systems into an
enterprise‑wide management information system.
WAN (Wide Area Network): A long–distance network thatgenerally comprises several local networks and covers a large
geographical area.

Market terms

Consensus: Opinion that emerges from the financial
community, in which financial analysts play a prominent role.
Consensus can relate to earnings outlook (individual stock
consensus) or to a Group of companies in the same sector(market consensus).
Dilutive instruments: Financial instruments such as bonds,
warrants, stock options, performance shares, which could be
converted into shares and have therefore a potential dilutive
impact on common stock.
Dividends: Cash or stock payments from a company’s profitsthat are distributed to stockholders.
Enterprise Value (EV): Market capitalization + debt.
Free float: Free float is the proportion of a company’s sharecapital that is regularly traded on the stock exchange. It
excludes shares in the six categories listed below (source
Euronext):
P shares held by Group companies: Shares of the listedcompany held by companies that it controls within themeaning of article L. 233‑3 of the French Commercial Code;P shares held by founders: shares held directly or indirectlyby the founders (individuals or family Group) when thesefounders have managerial or supervisory influence(management positions, control by voting rights, influencethat is a matter of public knowledge, etc.);

P shares held by the State: Interests held directly by theState, or by public sector or other companies which arethemselves controlled by the State;

P shares within the scope of a shareholders’ agreement:

Shares subject to a shareholders’ agreement within themeaning of articles L. 233‑10 and L. 233‑11 of the French
Commercial Code, and other than those held by founders
or the State;

P controlling interest: Shares held by juridical persons (otherthan founders or the State) exercising control within themeaning of article L. 233‑3 of the French Commercial Code;P interests considered stable: Interests exceeding 5%, whichhave not declined by one percentage point or more,excluding the impact of dilution, in the three preceding
years. This category also includes shareholders that, in
addition to or in association with the link represented byshare ownership, have recently entered into significant
industrial or strategic agreements with the Group.

Market capitalization: The share price of a company
multiplied by the number of its shares in issue.
PER (Price Earnings Ratio): Market capitalization divided by
net income for a trailing (or forward) 12‑month period.
Volatility: The variability of movements in a share price,measured by the standard deviation of the ratio of two
successive prices.

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9

Other Information
AMF cross‑reference table

9.5 AMF cross‑‑reference table
9.5.1

Universal Registration Document cross reference table

This document is a full free translation of the original French
text. The original document has been filed with the Autoritédes Marchés Financiers (AMF) on May 24th, 2024, in
accordance with article 212–13 of the AMF General
Regulations. After filing, this document, as a Universal
Registration Document, could be used to support a financial
operation if accompanied by a securities note duly approvedby the AMF.

498

The cross‑reference table below identifies the information
required by appendices 1 and 2 of the Commission DelegatedRegulation (EU) 2019/980 of March 14, 2019 in accordancewith the structure of the Universal Registration Document.

N°

Appendices 1 and 2 of the commission delegatedregulation (EU) 2019/980 of March 14, 2019

1.

Persons responsible, third party information, experts’ reports and competentauthority approval

1.1.

Indication of persons responsible

Sections in the 2022
Universal Registration Document

9.1.1

1.2.

Declaration by persons responsible

9.1.2

1.3.

Name, address, qualification and material interest in the issuer of experts

N/A

1.4.

Confirmation of the accuracy of the source from a third party

N/A

1.5.

Statement from the designated authority with no prior approval

N/A

2.

Statutory auditors

2.1.

Names and addresses of the auditors

2.2.

Indication of the removal or resignation of auditors
Information regarding changes of statutory auditors during the period

N/A

3.

Risk Factors

7.2

4.

Information about the issuer

4.1.

The legal and commercial name of the issuer

9.1.3

4.1.2

4.2.

The place and the number of registration

4.1.2

4.3.

The date of incorporation and the length of life of the issuer

4.1.2

4.4.

The domicile and legal form of the issuer, the legislation under which the issuer
operates, its country of incorporation, and the address and telephone number of
its registered office4.1.1; 4.1.2; 9.2

5.

Business overview

5.1.

Principal Activities

5.1.1.

Nature of the issuer’s operations and its principal activities

1. “Atos profile”; 2; 3.1

5.1.2.

New products or services developed

2

5.2.

Principal market

1. “Atos profile”; 1. “Market sizing andcompetitive landscape”

5.3.

Important business events

1. “2022 key achievements”;1. “Atosstory”; 8.8.5

5.4.

Strategy and objectives

1. Vision, ambition & strategy; 3.2

5.5.

Dependence on patents or licenses, industrial, commercial or financial contracts
or new manufacturing processes
7.2.4.2;

5.6.

Basis for statements made by the issuer regarding its competitive position

Universal Registration Document 2023

1. “Market sizing and competitive
landscapeOther Information
AMF cross‑reference table

N°

Appendices 1 and 2 of the commission delegatedregulation (EU) 2019/980 of March 14, 2019

Sections in the 2022
Universal Registration Document

5.7.

Investments

5.7.1.

Main investments

5.7.2.

Material investments of the issuer that are in progress or for which firm
commitments have already been made, including the geographic distribution ofthese investments and the method of financing
N/A

5.7.3.

Main joint ventures and undertakings in which the issuer holds a proportion of
the capital

N/A

5.7.4.

Environmental issues

5.2

1. “Atos story”; 6.1.7.6 – Note 1

6.

Organizational Structure

6.1.

Brief description of the Group

1. “Atos profile; 1. “Atos story”;

6.2.

List of significant subsidiaries

6.1.7.6 – Note 18

7.

Operating and financial review

7.1.

Financial condition

7.1.1.

Balanced and comprehensive analysis of development and performance or
position including both financial and, where appropriate, non‑financial Key
Performance Indicators

3.1; 3.3; 6.1

7.1.2.

Likely future development in the field of research and development

2.5

7.2.

Operating Results

3.1; 3.3; 6.1

7.2.1.

Unusual or unfrequent events or new developments materially affecting theissuer’s income

1 “2022 key achievements”.; 2; 3.1; 8.8.5

7.2.2.

Narrative discussion about material changes in net sales or revenues

1. “Market sizing and competitive
landscape; 2; 3.1

8.

Capital resources

8.1.

Issuer’s capital resources

6.1; 88.2.

Sources and amounts of the issuer’s cash flows

3.3.2

8.3.

Information on the borrowing requirements and funding structure

3.3.3.1

8.4.

Restrictions on the use of capital resources

N/A
N/A

8.5.

Anticipated sources of funds to fulfill commitments

9

Regulatory environment

9.1.

Information regarding any governmental, economic, fiscal, monetary or politicalpolicies or factors that have materially affected, or could materially affect, directly
or indirectly, the issuer’s operations
5

10.

Trend information

10.1.

The most significant recent trends in production, sales and inventory, and costs
and selling prices since the end of the last financial year

1 “Market trends”; 2; 3.1

10.2.

Known trends, uncertainties, demands, commitments or events that arereasonably likely to have a material effect on the issuer’s prospects

1 “Market trends”; 2; 3.1

11.

Profit forecasts or estimates

11.1.

Profit forecasts or estimates publication

3.2

11.2.

Statement setting out the principal assumptions upon which the issuer has
based his forecast or estimate

3.2

11.3.

Statement pointing out the comparison with historical financial informationconsistent with the issuer’s accounting policies

3.2

12.

Administrative, management and supervisory body and senior management.

12.1

Information regarding the members

12.2

Name, business addresses and functions

1.“Board of Directors”; 1. “GroupManagement Committee”; 4.2.3.1; 9.9.2

Detail of the nature of any family relationship4.2.3.8

Relevant management expertise and management experience

4.2.3.1

Details of any convictions

4.2.3.7

Conflicts of interest

4.2.3.8

Universal Registration Document 2023

9

499

9

Other Information
AMF cross‑reference table

500

N°

Appendices 1 and 2 of the commission delegatedregulation (EU) 2019/980 of March 14, 2019

Sections in the 2022
Universal Registration Document

13.

Remuneration and Benefits

13.1.

Remuneration and benefits in kind

4.3

13.2.

Pension, retirement or similar benefits

4.3

14.

Board Practices

14.1.

Current term office

4.2.3.1

14.2.

Contracts providing benefits upon termination of employment

4.2.3.8

14.3.

Information about audit and Remuneration Committee

4.2.4.3; 4.2.4.5

14.4.

Statement related to corporate governance

4.2.1

14.5.

Potential material impacts on the corporate governance

4.2.2

15.

Employees

15.1.

Number of employees

5.3; 3.1.5

15.2.

Shareholdings and stock options

4.3.3

15.3.

Arrangements involving the employees in the capital of the issuer

5.3.7; 8.7.5

16.

Major shareholders

16.1.

Identification of the main shareholders holding more than 5%

6.2.4 – Note 6; 8.2

16.2.

Types of voting rights

4.1.3.2; 8.7.4

16.3.

Ownership and control

8.1.2; 8.2; 8.7

16.4.

Arrangements which may result in a change in control of the issuer

4.1.3.2

17.

Related party transactions

6.1.7.6 – Note 17; 6.2.4 – Note 18

18.

Financial Information concerning the issuer’s assets and liabilities, financial
position and profits and losses

18.1.

Historical Financial Information

18.1.1.

Audited historical financial information covering the latest three years

6.1; 6.2; 9.5.2

18.1.2.

Change of accounting referece date

N/A

18.1.3.

Accounting standards

6.1.7.2

18.1.4.

Change of accounting framework

6.1.7.2

18.1.5.

Financial information according to French accounting standards

6.1

18.1.6.

Consolidated financial statements

6.1

18.1.7.

Age of latest financial information

6.1

18.2.

Interim and other financial information

18.2.1.

Quarterly or half‑yearly financial information

N/A

18.3.

Auditing of historical annual financial information

18.3.1.

Independent audit of historical annual financial information

6.1.1

18.3.2.

Indication of other information in the Registration Document that has been
audited by auditors

N/A

18.3.3.

Source of information and reason for information not to be audited

N/A

18.4.

Pro forma financial information

3.1

18.5.

Dividend policy

18.5.1.

Description of the issuer’s policy on dividends

8.3

18.5.2.

Amount of dividend per share

8.3

18.6.

Legal and arbitration proceedings

7.3.3

18.7.

Significant changes in the issuer’s financial position

6.1.7.6 – Note 19

Universal Registration Document 2023

Other Information
AMF cross‑reference table

N°

Appendices 1 and 2 of the commission delegatedregulation (EU) 2019/980 of March 14, 201919.

Additional information

19.1.

Share Capital

Sections in the 2022
Universal Registration Document

19.1.1.

Amount of issued capital

8.1.2; 8.2; 8.7; 8.7.7

19.1.2.

Shares not representing capital

N/A

19.1.3.

Shares held by or on behalf of the issuer itself

8.7.6

19.1.4.

Convertible securities, exchangeable securities or securities with warrants

8.7.7

19.1.5.

Information about and terms of any acquisition rights and or obligations overauthorized but unissued capital or an undertaking to increase the capital

8.7.7

19.1.6.

Information about any capital of any member of the Group which is under option
or agreed conditionally or unconditionally to be put under option and details ofsuch options including those persons to whom such options relate
N/A

19.1.7.

History of share capital

8.7.2

19.2.

Memorandum and Articles of Association

19.2.1.

Register and entry number of the issuer and brief description of the issuer’s
object and purposes

4.1.2

19.2.2.

Rights, preferences and restrictions attached to each share category

4.1.3.2

19.2.3.

Article of association, statutes, charter or bylaws delaying, deferring or
preventing a change of control of the issuer

4.1.3.2

20.

Material Contracts

3.1.4

21.

Documents on Display

8.4

9.5.2

Cross‑‑reference table for the annual financial report

In order to facilitate the reading of this document, thecross‑reference table hereafter, identifies within this Universal
Registration Document the information which constitutes theannual financial report requested to be published by listedcompanies in accordance with article L. 451‑1‑2 of the French
Monetary and Financial Code and article 222–3 of the AMF
General Regulations.

Information

Sections

Company financial statements

6.2

Consolidated financial statements

6.1

Management report

1. „Business Model“; 1. “Market sizing and competitive
landscape; 2.5; 3.1; 3.3; 4; 5; 6.1.7.6- Note 2; 6.1.7.6- Note 19; 6.2.5;
6.2.6; 7.

Declaration of the person responsible for the Universal Registration Document
containing the annual financial report

9.1.2

Statutory auditors’ report on the Company financial statements

6.2.1

Statutory auditors’ report on the consolidated financial statements

6.1.1

Statutory auditors fees

6.1.7.6 - Note 20

Board of Directors’ report on corporate governance

4.2.6

In accordance with the requirements of article 19 of regulation(EU) 2017/1129 (Prospective Regulation) the following
elements are incorporated by reference:
P theconsolidated accounts for the year ended
December 31, 2022 under IFRS, the related statutory
auditors’ reports and the Group management reportpresented within the Universal Registration Document n°
D.23‑0321 filed with the AMF on April 21, 2023, available on
the Company’s website on the following link https://
atos.net/wp‑content/uploads/2023/04/
atos‑2022‑universal‑registration‑document.pdf;

P theconsolidated accounts for the year ended
December 31, 2021 under IFRS, the related statutory
auditors’ reports and the Group management reportpresented within the Universal Registration Document n°
D.22‑0247 filed with the AMF on April 6, 2022, available on
the Company’s website on the following link https://
atos.net/content/investors‑documents/2022/
atos‑2021‑universal‑registration‑document.pdf.

Other information included in these two Registration
Documents has been replaced and/or updated, asapplicable, by the information contained in the Universal
Registration Document.

Universal Registration Document 2023

501

9

9

Other Information
Full index

9.6 Full index
Group Overview
Chairman introduction
Chief Executive Officer introduction
The Atos raison d’être
Atos profile
Highlights and rewards
Board of Directors
Group Executive Board
Financial performance
Integrated Performance Dashboard
2023 key achievements
Atos story
Market trends
Market sizing and competitive landscapeBusiness model
Vision, ambition & strategy
Atos Corporate Social Responsibility (CSR)
Risk management

3
4
6
8
9
10
11
14
16
18
19
22
23
24
27
30
33
36

Business Performance & Financial Review| AFR |

59

3.1 Operational review
3.1.1 Statutory to constant scope and exchange
rates reconciliation

60

3.1.2 Performance by business line

61

60

3.1.3 Performance by Regional Business Units

62

3.1.4 Portfolio

64

3.1.5 Human Resources

65

3.2 First quarter 2024 performance
Revenue by Businesses

66
66

Revenue by Regional Business Unit

66

Commercial activity

67

Operating margin67

Q1 2024 cash and net financial debt

67

Interim financing

67

Refinancing discussions with financial creditors
progressing with a target resolution by July
2024

68

Human resources

68

Q1 2023 Revenue and operating margin atconstant scope and exchange rates
reconciliation

68

Sales and Delivery | AFR |39

2.1 2023: a year of execution
The Strategic Plan and Its Initial Intentions

40
40

Market Headwinds and Strategic Pivot

40

The Disposal Program and its achievements

40

Clients Trust and Choose Atos41

3.3 2024‑‑2027 business plan of the Atos Group
3.4 Financial review
3.4.1 Opening of an amicable conciliation procedureand discussions on financial restructuring41

3.4.2 Implementation of an additional asset disposal
program

74
74

Strategic Partnerships Driving Innovation and
Growth69
72
72

The Right Plan for the Right Outcome

41

3.4.3 Liquidity and continuity of operations

2.2 Tech Foundations perimeter2.2.1 Hybrid Cloud & Infrastructure Services

42
43

3.4.4 Income statement76

3.4.5 Free Cash Flow and net debt

80

2.2.2 Digital Workplace44

3.4.6 Financing policy

82

2.2.3 Technology Advisory & Customized Services

45

2.2.4 Digital Business Platforms

46

2.3 Evidian perimeter2.3.1 Digital services

47
48

502

2.3.2 Cloud49

2.3.3 Big Data and Cybersecurity50

2.4 Thriving innovation and partnerships
2.4.1 Research and Development

54
54

2.4.2 Open Innovation

56

Universal Registration Document 2023

Other Information
Full index

Corporate Governance | AFR |85

Corporate Social Responsibility

173

4.1 Legal Information
4.1.1 Corporate form

86
86

5.1 Introduction to CSR at Atos
5.1.1 Vision

174
174

4.1.2 Corporate purpose and other information

86

5.1.2 Governance175

4.1.3 Provisions of the Articles of Association

87

5.1.3 Strategy

176

4.2 Corporate governance4.2.1 Compliance with the AFEP‑MEDEF Code Frame of reference on corporate governance90

5.1.4 Atos stakeholders’ approach and engagement

177

5.1.5 Challenges and Materiality Matrix

179

4.2.2 Management Mode

91

4.2.3 The Board of Directors: composition andorganization principles

5.2 Environment
5.2.1 Atos Environmental Program summary

182
182

94

4.2.4 Operation of the Board of Directors and its
Committees

118

4.2.5 Assessment of the works of the Board of
Directors

128

4.2.6 Board of Directors’ reports

131

4.3 Compensation and stock ownership ofCompany officers
4.3.1 Compensation policy for the Company officers

134
134

4.3.2 Elements of the compensation due or awarded
for the financial year 2023 to the Company
executive officers, and submitted to theshareholders' vote143

4.3.3 Performance share plans and stock
subscription or purchase option plans

90

163

5.2.2 Environmental governance184

5.2.3 Risks and opportunities related to environment

188

5.2.4 Environmental efficiency of Atos operations

192

5.2.5 Atos digital technology (Green IT)

197

5.2.6 Digital solutions for decarbonization (IT for
Green)

199

5.2.7 Other environmental challenges

201

5.2.8 Environmental Non‑Financial Performance
Indicators

204

5.3 Social
5.3.1 Social Non‑Financial Performance

208
208

5.3.2 Talent attraction and retention

208

5.3.3 Skills management and development

212

5.3.4 Employee Health, Safety and Wellbeing at
work

216

5.3.5 Diversity, Equity and Inclusion219

5.3.6 Accessibility and Digital Inclusion

224

5.3.7 Employee Engagement

232

5.3.8 Corporate community investment237

5.3.9 Social Non‑Financial Performance Indicators

240

5.4 Governance5.4.1 Governance Non‑Financial Performance

245
245

5.4.2 Client Satisfaction and Delivery Capability

245

5.4.3 Research and Innovation

247

5.4.4 Security and Data Protection

253

5.4.5 Ethical and trustworthy management of data

263

5.4.6 Suppliers’ CSR Performance267

5.4.7 Ethics and Compliance273

5.4.8 Vigilance Plan

282

5.4.9 Human Rights

289

5.4.10 EU Taxonomy

290

5.4.11 Tax Policy

306

5.4.12 Policy influence307

5.4.13 Governance Non‑Financial Performance
Indicators

308

5.5 Non‑‑Financial Performance Statement
5.6 Information about the report
5.6.1 Scope of the report

311
316
316

5.6.2 Report of one of the statutory auditors,
appointed as independent third party, on theverification of the consolidated non‑financial
statement

322

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Other Information
Full index

Financial statements | AFR |325

Risk Analysis

437

6.1 Consolidated financial statements
6.1.1 Statutory auditors’ report on the consolidated
financial statements for the year ended
December 31, 2023

326

7.1 Risk management activities | AFR |7.1.1 Enterprise risk management (ERM)

438
438

6.1.2 Consolidated income statement333

6.1.3 Consolidated statement of comprehensive
income334

6.1.4 Consolidated statement of financial position335

6.1.5 Consolidated cash flow statement

336

326

6.1.6 Consolidated statement of changes inshareholders’ equity337

6.1.7 Notes to the consolidated financial statements

338

6.2 Parent company summary financial statements
6.2.1 Statutory auditors’ report on the financial
statements for the year ended December 31,
2023

405
405

6.2.2 Statutory Auditors’ special report on regulatedagreements with third parties – Shareholders’Meeting held to approve the financial
statements for the year ended December 31,
2023

409

6.2.3 Atos SE Financial statement410

6.2.4 Notes to the Atos SE statutory financial
statements

412

6.2.5 Atos SE financial summary for the last five
years

435

6.2.6 Payables and receivables payment terms

436

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Universal Registration Document 2023

7.1.2 Business risk assessment and management439

7.1.3 Insurance

440

7.2 Risk Factors
7.2.1 Financial and operational risks: Implementationof the assets disposal program, Financial rating,
Liquidity and going concern, Customer
relationship & delivery quality.

441

443

7.2.2 People risks: People retention, Peopleacquisition & Labor market, Company culture,
Governance efficiency

450

7.2.3 IT Security risks: cyber‑attack, systems security
and data protection

453

7.2.4 Go‑to‑Market risks: market environment,
innovation and customer digital transformation455

7.2.5 Growing Risks: regulation and compliance,
environmental impact

457

7.3 Claims and litigation
7.3.1 Tax claims

458
458

7.3.2 Commercial claims458

7.3.3 Labor claims459

7.3.4 Representation & Warranty claims459

7.3.5 Other claims459

7.3.6 Miscellaneous459

7.4 Internal control
7.4.1 Internal control definition and objectives

460
460

7.4.2 Internal control system players

461

7.4.3 Components of the internal control system462

7.4.4 Systems related to accounting and financial
information

464

7.4.5 Outlook and related new procedures to be
implemented

466

Other Information
Full index

Common Stock Evolution and Performance

467

Other Information | AFR |489

8.1 Basic data
8.1.1 Information on stock trading

468
468

9.1 Persons responsible
9.1.1 For the Universal Registration Document

490
490

8.1.2 Free Float

468

8.2 Stock ownership
8.3 Dividend policy
8.4 Shareholder documentation
8.5 Financial calendar
8.6 Contacts
8.7 Common stock
8.7.1 At December 31, 2023

469
469
470
470
470
471
471

9.1.2 For the accuracy of the Universal Registration
Document

490

9.1.3 For the audit

490

9.2 Contacts
9.2.1 Global Headquarters

491
491

9.2.2 Group Executive Board as of April 2024

491

9.2.3 Investor Relations

491
492
493
494

8.7.2 Over the last five years

471

8.7.3 Threshold crossings472

9.3 Locations
9.4 Glossary
9.4.1 Financial terms

8.7.4 Voting rights

475

9.4.2 Business KPI’s (Key Performance Indicators)

495

9.4.3 Business terms

497

8.7.5 Shareholders’ agreements or agreements that
could result in restrictions on share transfers
and the exercise of voting right475

8.7.6 Agreements by the Company that may be
modified or terminated in the event of a changeof control of the Company

475

8.7.7 Employee shareholding

476

8.7.8 Treasury stock and liquidity contract476

8.7.9 Potential common stock478

8.8 Share trading performance
8.8.1 Stock market overview

480
480

8.8.2 Key figures481

8.8.3 Market capitalization

481

8.8.4 Traded volumes

481

8.8.5 2023 and subsequent key trading dates

483

9.4.4 Market terms

497

9.5 AMF cross‑‑reference table
9.5.1 Universal Registration Document crossreference table

498
498

9.5.2 Cross‑reference table for the annual financial
report501

9.6 Full index502

9

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506

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Universal Registration Document 2023

2022 Universal Registration Document

The French version of this Universal Registration Document was filed on March XX, 2022 with the Autorité des Marchés Financiers (AMF), as
competent authority under Regulation (EU) 2017/1129, without prior approval pursuant to Article 9 of Regulation (EU) 2017/1129.

The Universal Registration Document may be used for the purposes of an offer to the public of securities or admission of securities to trading on aregulated market if it is supplemented by a securities note and, if applicable, a summary together with any amendments to the Universal Registration
Document. All shall be approved by the AMF in accordance with Regulation (EU) 2017/1129.

This Universal Registration Document is available on the websites of the AMF (www.amf-france.org) and the issuer(www.atos.net).

Production: Atos Investor Relation team /Photo credits: Médiathèque Atos, all rights reserved
Printing: This document is printed in compliance with ISO 14001.2004 for an environment management system.
Atos, the Atos logo and Atos|Syntel are registered trademarks of Atos group. March 2020 © 2023 Atos