Atos Reference Document 2011

reference
document
2011
Bringing
together
people,
technology
& business
to power
progress
Your business technologists. Powering progress

CONTENTS
A. Group overview
A.1 Business profile 3
A.2 Revenue profile 5
A.3 CEO Message 6
A.4 Persons responsible 8
A.5 Atos in 2011 9
A.6 Group presentation 14
A.7 Stock market overview 21
B. Atos positioning in the IT market

B.1 Overview 22
B.2 Strategy, organization and objectives for 2012 38
B.3 Sales and Delivery 48
B.4 Human Resources policy and talent development 79
B.5 Corporate and social Responsibility 85
C. Financials
C.1 Pro forma 100
C.2 Operational review 101
C.3 Financial review 125
C.4 Consolidated financial statements 134
C.5 Notes to the consolidated statements 153
C.6 Parent company summary statements 201
D. Risks, Governance and Common stock
D.1 Risk analysis 223
D.2 Corporate Governance 232
D.3 Report Chairman of the Board of Directors on Corporate Governance and Internal Control 240
D.4 Executive compensation and stock ownership 256
D.5 Resolutions 268
D.6 Code and charts 270
D.7 Common stock evolution and performance 274
E. Appendix
E.1 Definitions 294
E.2 AMF cross-reference table 300
E.3 Locations and contacts 312
E.4 Full index 316
2 Your business technologists. Powering progress

A. GROUP OVERVIEW
A.2 Revenue profile 5
A.3 CEO Message 6
A.5 Atos in 2011 9
A.1 Business profile
Atos is an international information technology services client base, it delivers hi-tech transactional services,
company with annual pro forma revenue of EUR 8.5 billion consulting and technology services, systems integration
and 74,000 employees in 48 countries. Serving a global and Managed Services.
Our expertise covers a wide range of specialties and we are always seeking new
opportunities and innovations.
Managed Services - Transforming IT infrastructure are specialize in electronic payment services (issuing,
and business operations acquiring, card and non-card payment solutions and
As the undisputed leader in Managed Services in Europe, processing), e-Services for Customers, Citizens and
we can provide all the “design, build and operate” elements Communities, and financial markets. With the Atos
of a complete outsourcing solution. We manage and Worldgrid, specialized business unit, we will focus on
transform all the IT operations of our clients, including the offering smart energy solutions around production,
management of their entire information and data transport, distribution and retail, to enable energy
processing systems. efficiencies and increase sustainability, while improving
operational performance.
Systems Integration - Delivering seamless
business systems Consulting & Technology Services - Transforming
We have a strong portfolio of Systems Integration offerings business through innovation leveraging Information
to provide increased added value for clients. Our Technologies
enhanced distributed delivery model has quality, Atos Consulting & Technology Services help clients deliver
scalability, predictability and flexibility at low price point, innovation to their customers and improve cost and
and we have a strong nearshore and offshore presence. We effectiveness by leveraging Information Technologies.
continue to adapt our existing portfolio to cater for the With over 7,500 experts we provide advisory services and
increasing demand for Software-as-a-Service. expertise so that our clients keep control of their processes
and projects, can customize as much as required by
Hi-Tech Transactional Services & Specialized directly managing the resources provided, and keep
Businesses - Advancing business strategy through ownership of their assets and systems
innovative processing solutions
Through our Atos Worldline SBU (Specialized Business
Unit), we are a European leader in payment services. We
A strong global industry focus backed-up by a comprehensive go-to-market

approach.
The customers of the Group are large multi-national groups Manufacturing, Retail & Services
and organizations and medium and small size companies Success in manufacturing, retail and service today hinges
which work with Atos in long term business partnerships. With on the ability to join everything up across the value chain.
its deep technology expertise and industry knowledge, it works Atos knows how. We can help optimize operations at a
with clients across the following market sectors: Manufacturing, single plant and drive actionable agility across the
Retail & Services; Public, Health & Transports; Financial enterprise. Expertise in industry specific production and
Services; Telecoms, Media & Technology; Energy & Utilities. innovation processes combines with skill in MES and PLM
2011 Reference Document 3

to deliver sustainable business value to our enabling innovative client engagement and clinical
manufacturing, retail and services industry clients. operational efficiency.
Public Sector, Health & Transports Telecommunications, Media & Technology

Doing more with less remains the dominant theme in Telecommunications and media companies are the
public services, underpinning the need for new models of defining forces in the digital age: digital collaboration and
IT service provisioning. Application modernization, secure communication are what makes today different.
Cloud Computing and shared services become pivotal in a Companies are seeking new revenue streams as
sector in which cultural differences and process rather traditional business is eroded. Atos can help, bringing
than technological change are often the biggest challenge. mastery of new media management and dynamic
With its deep understanding of cultural diversity, Atos is an monetization to the table.
active partner in process and technology to governments,
healthcare and transport service providers. Energy & Utilities
Energy and utility companies can only compete if they
Financial Services can establish and sustain operational excellence in
Even though banking and insurance companies face everything they do. The ability to master real-time
distinct and different pressures, both must excel in information from the rig and the smart meter to the
building reputation and loyalty with their clients. executive dashboard are now critical. Atos has over 30
Maximum efficiency of back office processes must liberate years’ specialist experience in these sectors and around
resources focused on serving increasingly sophisticated 3,000 energy and utility industry IT experts, of which 1,500
customers. Atos supports the world’s leading financial work in our dedicated Atos Worldgrid unit.
services companies through times of rapid change,
Powering progress to transform to the firm of the future
Atos is focused on business technology that powers progress clients to reinvent their growth models in the post-crisis
and helps organizations to create their firm of the future. economic environment.
The Group is the Worldwide IT Partner of the International As a global and responsible company, Atos is committed to
Olympic Committee in charge of the IT for the Olympic implementing sustainable best practices in environmental,
Games, but also active in other critical environments such social and ethical areas throughout its organization and in
as air traffic control, payment solutions, or security its business, and contributes to promoting and developing
systems. sustainable attitude by positively influencing its
stakeholders to take into consideration sustainability in
Client dedication, strong values, and people are the basis of their decision making. Atos helps its clients advance their
Atos’ unique success story. The Group delivers what it future, reduce their carbon footprint and ensure future
promises and what its clients expect, a measurable corporate viability through the delivery of innovative and
business value. As well, Innovation is part of the Atos DNA, greener solutions.
we have the responsibility to think one step ahead to
anticipate coming technology challenges and help our

CONTENTSGROUP OVERVIEW
A.2 Revenue profile
A.2 Revenue profile
A.2.1 Breakdown by Service Line
7% In EUR million
2011 2011 2010
20% PF 12m statutory CSER*
O Managed Services 3,952 2,892 2,842
O Systems Integration 2,241 1,771 1,806
O HTTS & Specialized Buisinesses 1,726 1,562 1,533
O Consulting & Technology Service 593 588 608
26%
Group 8,511 6,812 6,790
47%
A.2.2 Breakdown by GBU
2011 2011 2010

7% In EUR million
4% PF 12m statutory CSER*
5% O Germany 1,703 1,100 1,054

O United-Kingdom & Ireland 1,461 1,195 1,146
6% O France
20% 1,000 991 1,021
O Benelux 1,026 942 1,006
6% O Atos Worldline 913 913 903
O Central & Eastern Europe 526 311 283
11% O North America 498 304 276
O North & South West Europe 415 224 241
17% O Iberia 343 314 315
12% O Other BUs 626 519 545
12%
Group 8,511 6,812 6,790
A.2.3 Breakdown by Market
7%
2011 2011 2010
15% In EUR million
PF 12m statutory CSER*
O Manufacturing, Retail & Services 2,855 2,130 1,982
O Public Sector, Healthcare & Transport 2,154 1,779 1,800
O Financial Services 1,674 1,408 1,434
20%
O Telecoms, Media & Technology 1,250 959 989
O Energy & Utilities 579 537 584
33%
Group 8,511 6,812 6,790
*Constant scope and exchange rates

25%

CONTENTS GROUP OVERVIEW
A.3 CEO Message
A.3 CEO Message
“Our goal is to help and support our customers

to reinvent their models of future growth
at a time of massive change that can affect them
financially, economically, technologically
and socially.”

A.3 CEO Message
Dear shareholders,
During 2011, Atos Origin became Atos, a leading to address the growing Cloud market. By creating a new
information technology group worldwide, and in Europe, company, Canopy, we will provide a market-leading one-
after the successful integration of Siemens IT Solutions stop shop for Cloud services, enabling our customers to
and Services (SIS) that you massively approved at the easily, securely and cost effectively accelerate their move
extraordinary general assembly meeting on July 1st, 2011. to the Cloud. In parallel, we will continue to develop our
activities high-tech transactional services, including
The new Atos generated EUR 8.5 billion revenue (pro technology advanced offerings for smart energy, smart
forma 2011) with 74,000 employees, most of them mobility, security or content management. We will also
engineers, in nearly 50 countries worldwide. It is ideally deploy new technologies to support our Zero emailTM
positioned to become a leader both in fundamental IT, initiative, improving collaboration and driving our
through its unique Managed Services platform, and ambition in enterprise social network.
in critical IT, its high tech transactional services and
specialized businesses representing already 20% of Creating one of the most innovative and socially
its turnover. In addition, Atos and Siemens have responsible companies to work for is indeed at the heart of
established a global industrial partnership. our strategy, as I want to ensure that our people are at the
heart of the reinvention of your company. Regarding our
While realizing Siemens IT Solutions and Services integration, worldwide Wellbeing@work ambition, Atos Corporate and
your company achieved for the third year running, its Social Responsibility report was awarded A+ by the Global
objectives in terms of profitability, revenue and cash, despite Reporting Initiative, recognizing Atos’ leading position in
the continuing difficult economic environment, the field of sustainability. In addition, as part of its objective
to be recognized as one of the best companies in terms of
Group profitability is 6.2%, thanks to the swift deployment of work environment, Atos has been awarded as “Best
the Total Operating Performance (TOP2) program, pursued in Workplace” in Poland and will participate to the Great
order to capture the synergies from the Siemens IT Solutions Place to Work challenge in all its major geographies in 2012.
and Services integration. In addition, Atos returned to organic
growth in 2011, demonstrating the positive impact of Siemens In summary, I remain convinced that while respecting our
IT Solutions and Services acquisition. Finally, the Group debt commitments semester after semester, demonstrating our
was limited to EUR 142 million at the end of 2011, thanks to an ability to execute our transformation plans perfectly and
increased free cash flow. anticipating the new technology trends post-crisis, at Atos
we have all the ingredients for becoming one of the world
Overall, Atos has fully accomplished its three-year leaders in information technology. In summer this year, the
recovery plan (2009 – 2011). Since 2008, Atos has increased Olympic Games, for which we are the IT partner, will give a
by 45% its number of engineers, 55% its revenues and 140 fantastic opportunity to show to our customers, partners
basis points its profitability (statutory) and above 250 basis and stakeholders what “powering progress” – our new
point for Atos Origin standalone; it has also divided by 2 its brand signature – is all about.
net debt. This is reflected into Atos share price which has
increased by nearly 200% over this period. This will be for you, dear shareholders, the Board of
Directors and myself the best way to thank all those who
In 2012, your company will put emphasis on innovation, contribute to our development and the realization of our
while continuing its strategy of growth and performance. objectives by participating in a lasting way to create shared
Our goal is to help and support our customers to reinvent value, and especially each of our 74,000 employees and
their models of future growth at a time of massive change engineers.
that can affect them financially, economically,
technologically and socially. Best regards,
Early this year, we have announced a strategic alliance Thierry Breton,

with global Cloud technology leaders EMC2 and VMware CEO and Chairman, Atos

A.4 Persons responsible
A.4 Persons responsible
A.4.1 For the Reference Document
Thierry Breton,
CEO and Chairman, Atos
A.4.2 For the accuracy of the document
I hereby declare that, having taken all reasonable care to The Consolidated Financial Statements for the year
ensure that such is the case, the information contained in ended 31 December 2010 presented in the Reference
the Reference Document is, to the best of my knowledge, in Document filed with the AMF on 1st April 2011 under
accordance with the facts and contains no omission likely number D.11-0210, have been subject to a report from the
to affect its import. Statutory Auditors shown in section C.3.1 of that
document, report with an observation on the changes in
I hereby declare that, to the best of my knowledge, the
accounting policies relating to the recognition of actuarial
financial statements have been prepared in accordance with
gains and losses on pensions and to the first time
the applicable accounting standards and give a true and fair
application of the revised standards IFRS 3 “Business
view of the assets, liabilities, financial position and results of
Combination” and IAS 27 “Individual and Consolidated
the Company and all the other companies included in the
Financial Statements”.
scope of consolidation, and that the Management Report
(here attached) gives a fair description of the material events, The Consolidated Financial Statements for the year ended
results and financial position of the Company and all the 31 December 2009 presented in the Reference Document
other companies included in the scope of consolidation, as filed with the AMF on 1st April 2010 under number D.10-
well as a description of the main risks and contingencies 0199, have been subject to a report with an observation
with which the Company may be confronted. from the Statutory Auditors shown in section 22.1 of that
document.
I obtained a statement from the Statutory Auditors at the
end of their engagement affirming that they have read the
whole of the Reference Document and examined the Thierry Breton,
information in respect of the financial position and the CEO and Chairman, Atos
accounts contained herein. Bezons, 4th April 2012
A.4.3 For the audit
Appointment and term of offices
Statutory Auditors Substitute Auditors
Grant Thornton Cabinet IGEC, 3, rue Léon Jost, 75017 Paris
Vincent Frambourt
• Appointed on: 12 June 2008 for a term of 6 years • Appointed on: 12 June 2008 for a term of 6 years
• Term of office expires: at the end of the AGM held to adopt • Term of office expires: at the end of the AGM held to adopt
the 2013 financial statements the 2013 financial statements
Deloitte & Associés Cabinet B.E.A.S., 7/9, Villa Houssay 92200

Neuilly-sur-Seine
Christophe Patrier
• Appointed on: 23 May 2006 for a term of 6 years • Appointed on: 23 May 2006 for a term of 6 years
• Term of office expires: at the end of the AGM held to adopt • Term of office expires: at the end of the AGM held to adopt
the 2011 financial statements the 2011 financial statements.

A.5. Atos in 2011
A.5 Atos in 2011
A.5.1 Income statement
In EUR million Exercice 2011 Exercice 2010

Revenue 6,812.5 5,020.6
Personnel expenses -3,564.2 -2,809.5
Operating expenses -2,825.9 -1,873.7
Operating margin 422.4 337.4
% of revenue 6.2 % 6.7 %
Other operating income and expenses -74.7 -137.3
Operating income 347.7 200.1
% of revenue 5.1 % 4.0 %
Net cost of financial debt -27.8 -17.8
Other financial expenses -82.3 -35.1
Other financial income 74.7 28.8
Net financial income -35.4 -24.1
Net income before tax 312.3 176.0
Tax charge -129.3 -57.8
Share of net profit/(loss) of associates -0.2 -
Net income 182.8 118.2
Of which:
- attributable to owners of the parent 181.6 116.1
- non-controlling interests 1.2 2.1
In EUR and number of shares

Weighted average number of shares 76,019,755 69,334,351
Net income
– Attributable to owners of the parent 2.39 1.67
Diluted weighted average number of shares 88,190,646 75,949,131

– Attributable to owners of the parent

A.4 Atos in 2011
A.5.2 Key graphs
5-year net debt and equity at 31 December evolution
Q Net debt Q Equity
2,500
2,329
2,000
1,864
1,632
1,500 1,542 1,562
1,000
500
338 304
139 139 142
0
2007 2008 2009 2010 2011
5-year net debt/equity and leverage ratio at 31 December evolution
______ Leverage ratio ______ Gearing
40% 0.8
0.67
0.64
20% 20% 0.4

18%
0.28 0.26
9% 9% 0.22
6%
0% 0
2007 2008 2009 2010 2011
2009 figures: including SoRIE impact; 2006 to 2008 and 2010 to 2011 figures: statutory

A.4 Atos in 2011
5-year revenue performance in EUR million 5-year operating margin in EUR million
7,000 500
6,000 6,812
400
5,855 422
5,000 5,623
5,127 5,021 300
4,000 337
291
3,000 272 266
200
2,000
100
1,000
0
0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
5-year employee evolution Order entry

Q Order entry (EUR million)
— Book to bill (%)
80,000 8,000 160%
70,000
73,969
60,000 6,000 120%
50,000 106% 111%
101% 103%
51,704 50,975 98%
40,000 49,036 48,278 4,000 80%
30,000
6,199 5,368 5,148 5,590 7,039
20,000 2,000 40%
10,000
0 0 0%
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
Full backlog Full pipeline
Q Full Backlog (EUR million) Q Full Pipeline (EUR million)

— In revenue year — In revenue month
15,000 1.8 6,000 9.0
1.7
12,000 1.6
1.5 7.4
1.5 4,000 7.1 7.0
9,000 1.4 1.4 6.5
1.3 5.9
6,000 1.2
8,491 7,443 6,836 7,516 14,077 2,000 5.0
4.3
3,000 1.0
2,111 2,674 3,013 2,727 5,260
0 0 0 3.0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
Full
2009 figures: including SoRIE impact; 2006 to 2008 and 2010 to 2011 figures: statutory

A.4 Atos in 2011
A.5.3 Key achievements
February 3rd, 2011 The transaction was approved by Atos Extraordinary

Atos, Bouygues Telecom, Orange and SFR have formed a Shareholders’ Meeting by 99.99% of the shareholders. Atos
new joint venture (JV) company to launch an innovative has confirmed at the same time that it has signed one of
payment solution. The new solution is being backed by largest IT outsourcing deals with Siemens worth EUR 5.5
major online retailers in France, including Aquarelle, billion over seven years to take over management of all IT
Brandalley, Darty and Rue du Commerce. infrastructure, applications and services.
Buyster is an innovative, simple, fast and secure remote With the combined expertise and knowledge of Siemens
payment solution for fixed and mobile Internet purchases, IT Solutions and Services and Atos Origin, Atos is
which will be available in France from mid-2011. Against a positioned to help our clients in the new era of IT. At Atos,
backdrop of sustained growth in eCommerce and an we have unrivalled expertise in transactional services
increase in purchases being made from new types of and as the number one data centre provider in Europe,
screen, including smartphones and touchscreen devices, are best positioned to help our clients transfer smoothly
the three French mobile operators (Bouygues Telecom, to the Cloud to benefit from increased flexibility and
Orange and SFR) and Atos, through Atos Worldline, a reduced costs.
European leader in electronic transactions and secure
payments, are bringing together their expertise in Ranked in the top ten global IT services providers; number
telecoms and payment to launch this new solution. five in Managed Services worldwide and the number one
European player in Europe, the new company is a
May 4th, 2011 powerful combination of two highly complementary
Atos Worldgrid, an international entity of Atos and a world organizations. Together as Atos, they create a leader in
leader in smart energy, has formed a joint venture with foundation and business critical IT services that will
ZTE, a leading Chinese telecom equipment provider, in accelerate growth.
order to address the growing smart energy market in
China. The Joint Venture will deliver advanced meter In Managed Services, the acquisition of Siemens IT
management solutions and other smart grid related IT Solutions and Services more than doubles the capability
services to Utilities in China. ZTE will run the day to day and capacity of Atos to position it as one the leaders in Cloud
operations and Atos Origin will provide its innovative Computing with 30 major data centers, 900,000 SAP users
smart grid expertise. The new entity will have its own R&D and management of more than 90,000 servers globally.
capabilities to retain its technology edge. The joint venture
will be headquartered in Nanjing, China. The deal reinforced the commitment of Atos to innovation
and accelerated its strategy to further grow its business in
June 1st, 2011 transactional services. Through joint go-to-market plans
Atos publishes its second Corporate Responsibility report and joint investment programs with Siemens, Atos has
in line with the guidelines from the Global Reporting more opportunity to extend its successful Atos Worldline
Initiative (GRI) - the international standard for sustainability business to new markets, geographies and clients.
reporting. The GRI has rated the Atos Origin 2010 report
Level A+. At the same time, Siemens became an Atos shareholder
with a 15% stake and the biggest Atos client. In addition the
July 1st, 2011 two companies have formed a strategic global partnership
Atos has announced that it has completed the acquisition to jointly develop new IT products and solutions for which
of Siemens IT Solutions and Services – to become a new IT both parties are committed to investing 50 million euros
champion with pro forma 2011 annual revenues of EUR 8.5 each. This strategic partnership will enable collaboration
billion and 74,000 employees across 48 countries. on large bids and joint R&D efforts in key markets to

A.4 Atos in 2011
strengthen innovation and secure new business November 8th, 2011

opportunities across all markets. Atos and UFIDA, the Chinese leader in management
software solutions in Asia-Pacific, jointly announced that
Following the success of the six month integration they formed a Joint Venture, Yunano™ in order to address
program, which was set up to select the best practices from the growing Cloud market in Europe and China, targeting
both companies, to identify the new portfolio and to align in priority midsize organization, whether stand alone or
core operating processes, Atos was operating as one subsidiaries of large corporations.
company from the first of July.
Yunano™ provides innovative services for customers that
July 26th, 2011 can be localized with one-stop products, services and
Atos announced an extension to its current partnership Cloud applications ranging from financial system, ERP
with the International Paralympic Committee (IPC) to management software to IT consultation. The new entity
include the London 2012 Paralympic Games. has its dedicated Cloud ERP resources and R&D
capabilities to retain its technology edge. The two
Under the agreement between Atos and the IPC, Atos will companies invested 5.7 million euros for the joint venture
further contribute to the development of the Paralympic Yunano™, of which Atos has 70% and UFIDA has 30%
Movement by designing, building and running its new shares of stocks respectively. The Joint Venture is
website, www.paralympic.org, which aims to become the headquartered in Bezons, near Paris, France.
worldwide information source for the Paralympic
Movement. Atos will also continue to collaborate with the
IPC and engage in joint activities to support the
International Paralympic Foundation.
Atos confirmed that, with just over one year to go to the

start of the London 2012 Games, the technology it is
delivering on behalf of London 2012 and together with the
other technology partners is on-track and on-schedule.
October 17th, 2011

Atos, launches its inaugural IT Challenge. It is a competition
looking for the IT talents of the future from 25 universities
based in France, Germany, India, Netherlands, Spain, and
the UK.
As business technologists who power progress, Atos is

encouraging the next generation, to start coding, drafting,
sketching and prototyping smart mobility applications in
teams of between two and five people, mentored by
members of the Atos Scientific Community - a global
network of around 90 of the best business technologists
within Atos. The winning team will be announced in May
2012 and each member of the overall winning team will
receive a once-in-a-lifetime opportunity.

A.6. Group presentation
A.6 Group presentation
A.6.1 Formation of the Group
Atos is a leading international IT services company created through series of mergers and acquisitions, starting in 1997.
Siemens IT Solutions and Services
2011 2002
KPMG Consulting
BSO / Origin
2000
1996 Origin Atos
Origin
Philips C&P
Sema Group
2004
Axim
Atos
2000
1997
Sligos
Atos was formed from the merger in 1997 of two French- employed 26,500 staff, generating annual revenues of
based IT services companies – Axime and Sligos – each of more than EUR 3 billion.
which had been established out of earlier mergers. By
2000, Atos employed 11,000 staff and generated annual On July 1st, 2011, Atos, has announced that it has completed
revenues of approximately EUR 1.1 billion. the acquisition of Siemens IT Solutions and Services –
to become a new IT champion. The deal creates a new
Origin was a subsidiary of Royal Philips Electronics, which company with pro forma 2011 annual revenues of EUR 8.5
had been formed in 1996 from the merger of BSO/Origin billion and 74,000 employees across 48 countries. Ranked
and Philips Communications. At the time of the merger in the top ten global IT services providers; number five in
with Atos in October 2000, Origin employed more than Managed Services worldwide and the number one
16,000 staff in 30 countries worldwide and generated European player in Europe, the new company is a
annual revenues of approximately EUR 1.6 billion. powerful combination of two highly complementary
organizations. Together as Atos, they create a leader in
KPMG Consulting’s businesses in the United Kingdom foundation and business critical IT services that will
and The Netherlands were acquired in August 2002 to accelerate growth.
establish Atos Consulting. This transaction provided the
Group with a major presence in the Consulting segment of
the IT services market.
Sema Group was acquired from Schlumberger in January

2004, thereby creating one of the leading European IT
services companies. At the time of the acquisition, Sema
Group employed 20,000 staff and generated annual
revenues of approximately EUR 2.4 billion. Atos Origin

A.6.2 Management and organization
Atos is incorporated in France as a “Société Anonyme” (Joint Stock Corporation) with a Board of Directors chaired by
Thierry Breton, Chairman and CEO.
A.6.2.1 Group general management
The general management is composed of a Chairman and Chief Executive Officer and two Senior Executive
Vice-Presidents.
Name Title Responsibility
Chairman and Chief

Thierry Breton Executive Officer
Senior Executive Vice President Global Systems Integration & Managed Services, TOP²
Charles Dehelly in charge of Global Operations Program, Global Purchasing, Group Business Units (*)
Support functions, Global Sales & Markets, Strategic

Senior Executive Vice President International Customers (SICs), Group Innovation Business
Gilles Grapinet in charge of Global Functions Dvpt & Strategy (GIBS), Global Consulting and Hi-Tech
Transactional Services
(*) Excluding Atos Worldline and Atos Worldgrid that are under the responsibility of Gilles Grapinet.

A.6.2.2 Organization chart
Markets & Sales

Public Sector Manufacturing Energie &
Healthcare Siemens Financial Telecom, Media
Retail Utilities
& Transport Account Services & Tech
& Services Francis
Ingo Juraske Jeremy Hore Ljiljana Mitic Bruno Fabre
Robert Goegele Delacourt
GBU and SBU
GBU Germany
Winfried Holz
Group functions
GBU UK & Ireland
Finance Ursula Morgenstern
Michel-Alain Proch
GBU France
Human Laurent Kocher
Resources 5 Siemens Global Strategic Sales
Jean-Marie Simon Partnership Engagements
Jos Blejie Swen Rehders GBU Benelux
Rob Pols
Talents &
Communication
Marc Meyer GBU CEE
Hanns-Thomas Kopf
Sales & Marketing
Support
GBU North
Hervé Payan
America
John Evers
Global Innovation,
Business Dev. GBU EN&SWE,
Chairman & CEO
& Strategy Thierry Breton Kari Kupila
GBU Iberia 4
Legal & Compliance
Patrick Adiba
Alexandre Menais
SEVP Global SEVP Global
Functions Operations
Purchasing Gilles Grapinet Charles Dehelly GBU Asia Pacific
Enguerrand Herbie Leung
de Ponteves
GBU LATAM
IT & Processes TOP² Program Alexandre Gouvea
General Secretary 3
Tarek Moustafa & Integration
Philippe Mareine
Jacques Pommeraud
GBU IMEA
Internal Audit Milind Kamat
& ERM
Daniel Milard SBU Worldline
Consulting & HTTS & Specialized Christophe
Systems Managed
Technology Businesses6 Duquenne
Integration 1 Services
Services 2 Marc-Henri
Francis Meston Eric Grall
Arnaud Ruffat Desportes
SBU Worldgrid
Jérôme de Parscau
Service lines
1 Which includes Application Management and SAP Global Practice 4 Which includes Major Events. Major Events runs on a separate P&L
2 Which includes Professional Services 5 Includes Logistics and Housing
3 Responsible also for Legal & Compliance and Internal Audit 6 Includes BPO

A.6.2.3 The Executive Committee
The role of the executive committee is to develop and Manufacturing Audit division and in London in
execute the Group strategy and to ensure value is delivered Transactional Services. In 1998, he joined Hermès, first as
to clients, shareholders and employees; It’s role is also to Director of Internal Audit and then as Group Financial
improve interaction and cooperation between the Controller and CFO for Americas, based in New York,
Specialized and Global Business Units, the Global Service supervising all functions of Finance, IT, logistics and “Store
Lines, and Global Functions. planning”. He returned to Europe in 2006 to join Atos as
Director of Internal Audit and Risk Management before
The Atos Executive Committee is composed of: being appointed Executive Vice President & Group Chief
Financial Officer in 2007.
Thierry Breton, Chairman & CEO
Former French Minister of Economy, Finance and Industry, Jean-Marie Simon, Head of Human Resources
Thierry Breton was Chairman and CEO of France Telecom, Jean-Marie Simon was appointed as Human Resources
the second European telecommunications operator, and director in 2007. Previously, he was HR Director France,
CEO of Thomson. Germany & Central Europe from 2005 to 2007. He held
He was previously Executive Managing Director and then various management positions within Schlumberger, as
Vice Chairman of the Bull Group. Thierry Breton taught Managing Director in R&D and production centers. He
leadership and corporate governance at Harvard Business worked in Indonesia, as technical director for Asia, and in
School. He is a graduate of the Ecole Supérieure Norway and was before CIO for the oil sector of
d’Electricité “Supelec” of Paris and of the Institut des Hautes Schlumberger during three years.
Etudes de Défense Nationale. He has been honored with
the prestigious awards of “Officier de la Légion d’Honneur” Philippe Mareine, General Secretary of the Group, is the
and “Commandeur de l’Ordre National du Mérite”. Secretary of the Executive Committee.
He was manager in the French Treasury Department’s
Charles Dehelly, Senior Executive Vice President, Inspection Générale des Finances unit and, previously, he
Global Operations was in charge of HR in the public accounts department of
Charles Dehelly began his career at the Thomson Group the French Ministry for the Budget. From 2005 to 2007, He
where in 1981 he was CEO of Home Appliance divisions was technical adviser in charge of employee relations and
and later CEO of the Television division. Joining the Bull reform in the office of the French Minister of the Economy,
Group in 1992 as Group Chief Operating Officer, he Finance and Industry. He held several managerial
returned to Thomson in 1998 as Chief Operating Officer positions at the French Tax Administration, after spending
then as Chief Executive Officer. In 2004 he became CEO of the first four years of his career in the Inspection Générale
the Equant Group, then CEO of the Arjowiggins Group. des Finances. He is a graduate from the Ecole
Polytechnique and Ecole Nationale d’Administration.
Gilles Grapinet, Senior Executive Vice President,
Global Functions Marc Meyer, Head of Talents Management &
A graduate of the Ecole Nationale d’Administration, Gilles Communications
Grapinet’sprevious roles include financial auditor, Head of Marc Meyer comes from Dexia where he served as Head of
Strategy & Information Systems of the French tax Group Communications. Marc joined Bull Group in 1986,
directorate, Director of the nation-wide Copernicus where he held several senior positions in corporate and
program for IT transformation of the tax administrations marketing communications. In 1997, he joined Thomson, a
and Executive Committee member at Credit Agricole SA, consumer electronic firm and in 2001 was promoted to the
in charge of Payment systems & Services. He served as company Executive Committee. Then, he joined the
advisor for Economic and Financial Affairs of the French France Telecom / Orange Group as Executive Vice
Prime Minister & as Chief of Staff for two French Ministers President for Communications. He is a graduate from the
of Economy and Finance. Sorbonne University in Paris.
Group Functions members Hervé Payan, Head of Sales & Marketing Support
Hervé Payan comes from Steria where he was Deputy CEO
Michel-Alain Proch, Head of Finance of Steria France. Hervé is a graduate from the Ecole
Graduated from the Ecole Supérieure de Commerce de Supérieure de Commerce de Paris. After 10 years in
Toulouse in 1991 and from Etudes Supérieures Consulting, mostly with Cap Gemini Consulting and AT
Comptables et Financières, he started his career at Deloitte Kearney, Hervé has been Sales Director at EDS France from
in 1992, where he spent six years in Paris in the 2002 to mid-2005. Before joining Steria in March 2007, he

was from mid-2005, Director of the Consulting business at biggest and top-selling Siemens IT Solutions and Services
EDS Consulting EMEA, where he led a team of 1,200 country organization.
consultants in twelve countries. In the previous
organization within Atos Origin, he was Head of Global Dr. Ljiljana Mitic, Head of Financial Services
Sales and Markets and Global Consulting. After studying international business at the
Fachhochschule Dortmund and at the University of
Markets Plymouth she accomplished her PhD at the University of
Plymouth. She began her career in 1992 as a consultant at
Ingo Juraske, Head of Public Sector, Healthcare & mbp Software & Systems GmbH. In 1993 she moved to EDS
Transport Electronic Data Systems Deutschland GmbH, where she
Ingo Juraske joined Atos through the merger with Siemens hold different responsibilities from consulting to business
IT Solutions and Services from HP in 2011. At HP, he served management. Between 1999 and end 2004 she was
as Vice President Public Sector, Healthcare and Life responsible for the IT Infrastructure organization globally,
Sciences Europe, Middle East, Africa since 2004. During at WestLB Systems GmbH. In 2005, Ljiljana Mitic joined
that time, he drove HP’s 1st Cloud Computing project to Hewlett-Packard GmbH as Sales Director Financial
reference and customer award status and developed the Services Germany. Since October 2010, Dr. Ljiljana Mitic
EU, NATO, UN and Life Sciences accounts into HP’s Top was appointed as Global Head of Financial Services being
Global Accounts. Prior to that role, Ingo Juraske served in a responsible for key customers for Siemens IT Solutions
variety of pre-sales consulting and alliance management and Services GmbH.
roles at HP, originally joining from Compaq Computers in
1991. Previously, Ingo was in leading Quality Management Francis Delacourt, Head of Energy & Utilities
and Systems Engineering roles at Nixdorf Computer for 7 Graduated from ESSEC business school in Paris, Francis
years. Ingo Juraske graduated in Electrical Engineering Delacourt, joined Atos Origin in 1991. He led the Managed
and Computer Science at Technical University in Berlin. Services service line in France, in the United Kingdom and
in the Netherlands. Since 2004, he was head of Managed
Jeremy Hore, Head of Siemens Account Services. Previously he was President of Dun & Bradstreet
Jeremy started his career with Schlumberger as a Field Software in France. Francis Delacourt was appointed as
Engineer and subsequently worked across Asia and the Global Head of Energy and Utilities being responsible
Middle East managing technology projects and operations. Stratégic International Accounts and deals.
From 2004 to 2008, as Chief Integrator for the Beijing 2008
Olympic Games, he lead the Atos team that successfully Bruno Fabre, Head of Telecom, Media and Technologies
delivered the Information Technology systems and Bruno joined Atos Origin in 2010 and he was previously
services for this remarkable event. Prior to taking on the Thomson Telecom CEO and Member of the Thomson
role of managing the Siemens Account, he was Chief Executive Committee. Prior to that role, Bruno was CEO at
Operations Officer for Asia. He graduated from University ATLINKS, an Alcatel Thomson joint venture; Vice-
of South Australia with a Bachelor of Electrical Engineering President Sales, Supply Chain and Customer Care at
(Hons) and later earned an MBA at Erasmus University, Alcatel Mobile Phones, Sales Director Europe & South
Netherlands. America at Alcatel Radiotelephone. He has also held
senior positions at Afrique Métaux and SAGEM. He is a
Robert Goegele, Head of Manufacturing, Retail & Services graduate from IDRAC, CNAM and Stanford SEP.
Robert Goegele started his career at Siemens AG in 1988 as
a student trainee. After 4 year in Product Management and Swen Rehders, Head of Strategic Sales & Engagements
Technical Project Management he was transferred to Before assuming within Atos, Swen Rehders was managing
South Africa for 11 years where he completed his director of EDS Operations Services GmbH, the largest EDS
assignment as CEO for Siemens IT Solutions and Services Company in Germany. In 2001, he was appointed Regional
Southern Africa. In the following role he became Operations Director and Sales Manager, and he was able to
responsible for global sales and managed the Siemens IT make a significant contribution to the turnaround, the
Solutions and Services Corporate Sales and Marketing successful business growth and expansion of customer
function for three years out of Munich. He took then relationships. In his final role at EDS he was responsible for
responsibility for the global financial services business large-scale projects in continental Europe. Previously, he
unit before he moved on to a three year assignment as worked for Systematics AG. As a member of the
CEO for Siemens IT Solutions and Services Italy and South Management Board, responsible for the entire
West Europe. In April 2010 Robert Gögele was appointed infrastructure portfolio He also gained extensive
CEO of Siemens IT Solutions and Services Germany, the experience in the sales and services areas during his

14 years at IBM. One of his roles there was Director of Services in the Netherlands. Between 2003 and 2005 he
Project Sales for insurance customers in Germany, Austria was general manager of Adresco BV, an organization
and Switzerland. specialized in interim management services. Previously,
he was a Member of the ‘Raad van Bestuur’ at Syntegra –
Jos Blejie, Head of Siemens Global Partnership part of BT – and director of Syntegra/KPMG Consulting in
Jos Blejie joined Atos Origin early 2000 coming from IBM France.
Global Services and acted since then in various roles. After
being responsible for the, in those days largest customer Hanns-Thomas Kopf, Head of Central & Eastern Europe
KPN, Jos became Executive Vice President Managed Born in Austria and studied in Vienna (AT), Erlangen
Services in the Netherlands leading a team of 3,500 (GER), Boston - Wellesley, (USA Massachusetts) and
people. From 2008 onwards Jos took on the challenge of Innsbruck (AT). He started the professional career as
sales and marketing as SVP Sales and Client management. SW-engineer and Operator in different IT companies.
Since July 2011 he leads the global partnership between 1989 he joined Nixdorf Computer which has been
Siemens and Atos. Jos studied accountancy and started renamed to Siemens Nixdorf one year later. After 8 years
his career with Price Waterhouse. in the marketing management he changed in the
function as Sales Director for 9 South-Eastern European
Countries countries. Previously, he held various management level
positions within the company (President Service and
Winfried Holz, Head of Germany Operations in CEE of Siemens AG, Chief Operating Officer
Winfried Holz has more than 20 years of experience in the for Siemens IT Solutions and Services CEE as Country
IT sector. He began his career in 1984 at Siemens AG Manager for Austria and the Southeast European
Germany, where he held a variety of management countries).
positions, including Vice President of Siemens Nixdorf
Informations system and President of International John Evers, Head of North America
Operations at Siemens Medical Solutions. Following his Prior to his appointment, John Evers served as the Chief
position of Managing Director of Fujitsu Services GmbH, he Executive Officer of Siemens IT Solutions and Services, Inc.
was appointed CEO of TDS in November 2007. Winfried where he was responsible for leading the organization into
Holz has a degree in industrial engineering. the High Value Service market leveraging Siemens’
capabilities in Data Center, Application Services and
Ursula Morgenstern, Head of UK & Ireland Consulting. Previous to Siemens, Mr. Evers was the Vice
Ursula Morgenstern joined Atos in 2002 through the President of Worldwide Outsourcing Sales at Hewlett
acquisition of KPMG Consulting. Before assuming the role Packard and served a 19 year career with the IBM
of UK Chief Operating Officer earlier this year, from 2009 Corporation, in a series of progressively responsible sales,
Ursula was Senior Vice President responsible for Private business development and executive roles. Mr.Evers holds a
Sector Markets, and from 2007 she was Senior Vice Bachelor of Science degree with an emphasis in Marketing
President responsible for Systems Integration. Prior to that, from the Pamplin School of Business at Virginia Tech.
she held a variety of roles in Systems Integration including
management roles for sectors, custom practices, and Kari Juhani Kupila, Head of North & South West Europe
package solutions business units. Kari Juhani Kupila began his career with Siemens
Osakeyhtiö, Espoo in 1986 holding various management-
Laurent Kocher, Head of France level positions within the company, notably Head of
Laurent Kocher has more than 20 years of experience in Corporate Finance, Head of Regions and Sales Management.
Services Sector. He began his career in 1989 at IBM France In 2010, he was appointed CEO Cluster for South West
as sales manager and held a variety of management. He Europe and CEO Siemens IT Solutions and Services
took part in the creation of IBM Global Services in Western Verwaltungsgesellschaft GmbH, in 2011 he was appointed
Europe. Most recently, he worked for France Telecom Country Head Switzerland. Kari Kupila is graduate of Master
which he joined in 2005. Laurent Kocher was in charge of of Science, Economics, Helsingin kauppakorkeakoulu, focus:
the group’s activity for business customers in France. He is law and finance.
a graduate from the Ecole Polytechnique.
Patrick Adiba, Head of Spain and Major Events
Rob Pols, Head of Benelux Patrick Adiba is also in charge of the Olympic Games. Prior
Rob Pols has built a considerable track record in the IT to this position, he served as Vice President Human
services and consultancy market place. Since 2005 he Resources of Schlumberger Sema, and Vice President and
held the position of general manager and COO at Fujitsu General Manager of its Latin America Branch, for five years.

Patrick holds a degree in Electronic and Telecommuni- Centrale Paris, Christophe Duquenne joined Atos in 1987
cations Engineering from INSA, Lyon and did an Executive where he held positions of management, supporting the
MBA at Stanford University in 2001. deployment of Atos Worldline’s expertise in its multiple
dimensions.
Herbert Leung, Head of Asia Pacific
Herbert MT Leung (also known as Herbie) was previously Service Lines
COO in the same region. Prior to this, he was the Senior
Vice President of Managed Operations for the UK, Eric Grall, Head of Managed Services
Americas and Asia Pacific since 2004. Before joining Atos, Eric Grall was President and General Manager at Hewlett-
Herbie was the Vice President of Global Service Delivery Packard with responsibility for outsourcing activities in
with Schlumberger Sema. He started his career with Europe, Middle East and Africa. Eric Grall has spent his
Schlumberger and has worked as country manager for professional career at HP in a number of roles related to
China and Canada, Worldwide Technical Director and outsourcing. In 2008 he was appointed as Head of
Vice President for Europe, Africa and CIS. Graduated from Outsourcing activities in EMEA for Hewlett-Packard. He is
the University of Dundee, Scotland, UK, Herbie completed a graduate from ENSIEG Grenoble and from the
his Bachelor of Science in Electronics with a first class University of Brest.
honours.
Francis Meston, Head of Systems Integration appointed
Alexandre Gouvêa, Head of Latin America in February 2009
Alexandre, an Electrical Engineer with a Masters degree in Francis Meston, joined Atos from the E.D.S French subsidiary
Business Administration, has been the CEO of Atos Latin where he had been appointed CEO since January 2002. In
America for two years. Alexandre has over 30 years of 1996, he joined AT Kearney as Vice President in charge of
experience, of which 15 were in international positions. EMEA business transformation and strategy practices as well
Alexandre worked for 5 years for Orange Business as M1A Global practice. He was previously Vice President of
Services, a company of the France Telecom Group, where Gemini Consulting where he led the French operations, the
he served as Senior Vice President of Operations. He had EMEA Telecommunication practice and the EMEA business
previously worked for 20 years as an Executive in Equant reengineering practice. Francis Meston is a graduate of Ecole
and Embratel, including responsibility for Global Network Centrale Marseille and holds a MBA in Finance from Purdue
Operations in over 220 countries. (Indiana). Francis Meston is also “maître de conférences” à
HEC Business School.
Milind Kamat, Head of India
Milind comes from CMC a TCS group of company where Marc-Henri Desportes, Head of Hi-Tech Transactional
he was leading Financial Services Business for National Services & Special businesses
and International Clients. Milind is an Electrical Marc-Henri Desportes was IT Director in BNL, Italian
Engineering Graduate from Mumbai University. He subsidiary of BNP Paribas. From 2005 to 2006, he was in
completed his MBA in Financial Management from charge of control coordination at BNP Paribas. Previously
Jamnalal Bajaj Institute of Management in Mumbai. After he was Deputy Program Director of Copernic at the French
16 years in Financial Services with CMC (TCS group Ministry of Finance. He is a graduate from Ecole
company), he joined Orgin. He worked in different roles Polytechnique and Ecole des Mines de Paris. Before taking
from Service Practice Management to Sales and Marketing this new position within Atos, he was Head of Global
of Global Sourcing in Atos Origin. Milind has 31 years of Innovation Business Development & Strategy.
experience in IT services Industry in India He took over as
Chief Executive officer of Atos Origin in 2007. Arnaud Ruffat, Head of Consulting and Technology
Services
Christophe Duquenne, Head of Atos Worldline Arnaud Ruffat has more than 20 years experience in IT
Reporting to Marc-Henri Desportes (Head of HTTS service services. He began his career with Bull in Argentina in 1985.
line, Atos), Christophe is in charge of the operational In 1988, he joined Atos Origin, holding various
management and the strategic development of Atos management-level positions within the company, notably
Worldline global operations since July 2011, after having finance director and operations director. In 2003, he was
led Atos Worldline France & Southern Europe operations appointed head of Atos Origin’s outsourcing business in
for six years. As EVP and a member of Atos Worldline France. In 2006, he was chosen to head Atos Origin in Italy,
Management Committee since January 2004, Christophe where he helped to turn the Group’s operations around.
was also in charge of coordinating e-Services and the His previous position within Atos Origin was Head of
services for Financial Markets. A graduate of the Ecole France.

A.7. Stock market overview
A.7 Stock market overview
While the French reference index, the CAC 40 declined by In this context, after the 2010 stabilization year for listed
-17 per cent in 2011, Atos stock price recorded a -15 per cent companies in Europe, 2011 was tougher with poor
decline in line with the technological sector (DJ EuroStoxx performance and high volatility. Atos outperformed the
Techno). market, the gap having particularly increased following the
completion of the deal with Siemens and then, the
In the US, indices performed better, with for example presentation of the new Group profile during the investor
Nasdaq which declined -1.8 percent only during 2011, the day held in October, showing the trust of investors in the
first annual loss since 2008. The Dow Jones, meanwhile, management’s ability to meet its upcoming challenges.
gained +5.5 percent.
Atos’ share performance in comparison with indices (base index 100)
105
100
98
Atos 85
CAC 40 85
83
Eurostoxx Techno
Nasdaq
Dow Jones
Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11

B. ATOS POSITIONING
IN THE IT MARKET
B.1 Overview 22
B.5 Corporate and Social Responsibility 85
B.1 Overview
B.1.1 Market trends
The IT services market is changing quickly, and Atos has Network Revolution, Mobile Computing & Internet of
classified the drivers of this evolution into key trends that Things, Green IT, and IT/OT Convergence.
are reshaping the industry. These trends can be classified
into technology enablers and new application areas. With the further proliferation of IT, partly into completely
• Technology enabling trends shape, improves and new areas, the importance of data privacy and security
influences the way how classical IT is provided and issues is massively increasing. Solving those security
consumed. Among them are Cloud Computing, topics is a prerequisite for adoption of most of the trends
Globalization and Industrialization of IT, Big Data, as well described here.
as omnipresence of IT and Business Process Outsourcing
(BPO). In the following sections, two significant trends of each
• The other category of trends opens up completely new category will be described in more detail, followed by a
application fields, that extend the existing range of usage short summary of the other trends.
of IT. The most important trends in this area are Social
B.1.1.1 Cloud Computing
Offer IT in a pay per use delivery model, yet • Private Cloud: Services are offered only to a single client
secure and reliable or to a controlled set of clients (Community Cloud) based
For Atos, Cloud Services refer to any service delivered to on a cloud environment, security, service levels and
clients over the Internet on a pay-per-use basis. Cloud customization can be better addressed.
Services are a continuum of existing services, classified in • Hybrid Cloud: Usually, even a single client will have a
four functional layers: mixture of multiple public Cloud, private cloud and
• Business Process as a Service (BPaaS): e.g. helpdesk, legacy systems, requiring orchestration.
CRM, and card management
• Software as a Service (SaaS): e.g. ERP applications, Cloud Computing offers a number of benefits to the
SalesForce.com and Microsoft Office 365 customer: lower costs for infrastructure and application
• Platform as a Service (PaaS): middleware including services, dramatically reduced CAPEX, higher flexibility
database and transaction processing platforms, (pay per use), standardization and improved agility of
on-demand development environments, like e.g. services. On the other hand, a couple of challenges need to
Microsoft Azure, force.com (Salesforce) or Oracle Fusion be addressed to build trust and confidence in Cloud
Middleware Computing: data privacy and security, handling of
• Infrastructure as a Service (IaaS): processing, storage regulatory compliance, guaranteed service levels,
and networking on-demand. migration and integration of existing applications and data.
Depending on the domain where the services are offered, Although still maturing, Cloud Services are being delivered
one can distinguish different types of Cloud Services: today with an estimated revenue of roughly EUR 50 billion.
• Public Cloud: Services are offered to an extremely large A tremendous growth of around 30% annually is predicted
set of customers on a shared infrastructure, highly by the analysts, with a considerably higher growth rate of
standardized, e.g. Amazon elastic compute services. Private Cloud services.

B. ATOS POSITIONING IN THE IT MARKET
B.1. Overview
Cloud Computing is also a game changer in terms of Cloud Computing, in its different and complex forms, will
competitive landscape, as it melts together parts of be another way to deliver IT services that will need
different IT markets, like hardware, software and services. integration with legacy systems and management of the
Players in the cloud include first systems integrators and IT resulting quality of services, security or interoperability,
service companies, among which Atos is the European thus creating new business opportunities for IT services
leader, second new entrants such as Google and Amazon, companies. The Cloud offerings of Atos constitute a
leveraging their massive customer base, targeting mid unique and comprehensive set of services, positioning
markets by Cloud based offerings and SaaS. They arrive Atos as European leader in Cloud Computing targeting
from the mass market to the enterprise, offering massive mainly Private Cloud. The recent joint venture Junano,
savings through Cloud Services for any organization that formed with Chinese Enterprise software leader Ufida, is
can live with a one-size-fits-all approach. Besides SaaS an illustration of new innovative partnerships that Atos
newcomers, traditional Software vendors are also offering expects to see in the market in the coming years.
their products in the Cloud model. Telco operators, who
have large customer bases, are trying to move up the value
chain by selling Cloud services on top of connectivity.
B.1.1.2 Big Data
Dramatically extend the range of data that is different media formats, like text, audio, images or even
considered when making business decisions video, can be used. Data may be linked, i.e. their
Today’s practice in Business Intelligence systems is to interpretation is only possible when knowing the context
analyze structured data coming from the information with other data. Big Data is mostly unstructured data,
systems of an enterprise to better understand information that does not have a pre-defined data model
performance and underpin business decisions. While and does not fit into relational tables. A large part of the
even the data within an enterprise grows tremendously, added value comes from the ability to filter, process and
the amount of global data is even more exploding. analyze this unstructured data.
According to IDC estimations, global data amounts to 1.8
ZetaBytes (i.e. 1.8 trillion gigabytes) in 2011, and it is more There are a couple of underlying technologies that are
than doubling every two years. IT storage and processing required to process and analyze Big Data, like data mining,
technology also grows, but by far slower, so that new ways analytics, predictive analytics, text analytics. In order to
and methods are required to deal with the growing data. cope with the huge amount of data in a short time,
in-memory computing techniques and optimized
The overall goal is to exploit the value that lies within the hardware / software bundles (so-called appliances) are
data and to become a “data-driven company”, i.e. make use used. This also allows for real-time reactions on frequent
of the information extracted from the data to take and recent data, e.g. for process automation. Mastering
meaningful business decisions. This may be in the area of these solutions will be a prerequisite to address the full
operational and strategic planning or to set directions value of Big Data.
when targeting new products and services to customers.
Some companies of the new economy like Google are
demonstrating this successfully, at the same time already
defining and introducing Big Data methods. This disruptive
way of working is quickly adopted by software and IT
services providers, launching offerings for their customers.
The term Big Data, or otherwise called “total data” or

“extreme information processing”, is referring to the
extension of the data that is used within the enterprise
today in different dimensions. Besides the data captured in
the different IT systems of a company, the vast amount of
external data outside, e.g. from the world wide web or
social media, can contain helpful information, too. Further,

B.1. Overview
B.1.1.3 Social Network Revolution
Embrace social networking tools to improve “user generated content” and which leads to more
business processes in the enterprise decentralized systems, which can be very flexible and
Social networking has continued its proliferation in 2011. dynamic. When user generated content extends to
Especially the younger generations are heavily using creating and managing information and knowledge, e.g.
Facebook, Twitter, MySpace and the like in their private using the notion of Wikis (like in public Wikipedia), this can
lives. For example, the number of users utilizing their enhance traditional Content Management Systems.
Facebook account at least once per month has reached
845 million by the end of 2011, with a growth of around 39 With its Zero emailTM internal initiative, Atos wants to make
last year. Twitter has over 100 million global active users, use of social media and create an Enterprise Social
half of those logging in every day, producing almost 250 Network to overcome the data overload and inefficiency of
million tweets per day. But also social tools for professional current email practices, while preserving the data privacy
use, like LinkedIn, are gaining more and more users. With and security.
more and more younger generations entering the
companies as employees, even in management positions, Another trend is to make not only use of social media
the need to bring the usage patterns and benefits of social technologies and concepts within the Enterprise scope,
media to the enterprise is growing. but also to use them to enhance complete business
processes that span across customers, partners and
Many of the ideas and features of social media tools in the suppliers. E.g. Customer Relationship Management (CRM)
public space can be used to enhance and maybe even can benefit from new ways of interacting with the
replace professional communication means in the customer like community or viral CRM. Another example
enterprise or public organizations like telephone, email and how to enhance business processes, is to make use of
the like, especially when the latter are used to serve information and interactions from social media within the
purposes that they were not originally designed for, e.g. for Product Lifecycle Management process, to improve
document transfers, archiving, workflow management, etc. gathering of requirements and feedback of the market and
user communities.
Concepts to store contacts in the form of relationships
(friends in Facebook), which are basically links to another
one’s profile, is for example in some aspects superior to a
contact database in email systems. Data updates are
managed by the users themselves, which is one aspect of

B.1. Overview
B.1.1.4 Mobile Computing & Internet of Things
More interactions from anywhere, at anytime One of the most promising mobile applications is in the
The pervasiveness of mobile devices and mobile area of mobile payments. An NFC-enabled phone is
applications is increasing with high speed. It is expected provisioned with a version of the payment application (i.e.,
that by 2013, the majority of internet access will be credit, debit card or prepaid card) issued by the consumer’s
conducted using mobile devices. By 2015, it is expected financial institution. The phone uses the built-in NFC
that 80% of handsets in mature markets will be smart technology to communicate with the merchant’s
phones, and business with mobile apps is worth 15 billion contactless payment-capable Point of Sales (POS) system.
euro. At the same time, user experience and functionality Advantages of this method are speed, convenience, and
of mobile devices is improving. Even today, modern smart the fact that NFC payments use the existing financial
phones come with a multitude of sensors like 3 axis payments processing infrastructure.
gyroscopic, GPS, digital compass, camera and
microphones and provide computing platforms with Another important aspect of mobile applications is
processing power, memory facilities, connectivity and context awareness. Given the fact that applications are
display quality that few people would have expected executed in varying situations, it becomes important that
some years ago. Further features like Near Field specific context of time, location, vicinity of objects or
Communication (NFC) will be added, opening new fields people, user and usage history, etc. is exploited to adapt the
for mobile applications. Besides the proliferation of smart application to the specific needs in that situation.
phones, tablet PCs have continued their market success in
2011. Initiated by Apple’s iPad, in 2011 more than 63.5 While the number of handsets is limited by the population,
million tablet PCs were sold worldwide, which is already there is no boundary for the number of machines and
almost 20% of PCs sold. It is expected that by 2015, the sensors connected to the network, often called the Internet of
number of sold tablets will be more than 58% of sold PCs, Things. Already today, more than 50% of all internet
reaching over 300 million units. For the smart mobile connections are made by things, not by humans. In 2011, there
devices, the battle of platforms continues, now with the were more than 15 billion permanent and 50 billion
most promising ones being iOS, Android and Windows intermittent connections. It is expected that this number will
Mobile. But also, many expectations to have operating grow dramatically and by 2020 will double for permanent
system independent apps are put on HTML5. This will and even quadruple for intermittent connections. This hyper
impact the structure of the overall internet. connectivity will lead to completely new application areas
like augmented reality and situational decision support and
even to new business models.

B.1. Overview
B.1.1.5 Overview on the remaining trends
Globalization and Industrialization of IT: need IT for Better Life: leverage IT to implement
for lower cost and higher quality drives sustainability beyond Green IT
standardized and optimized global delivery Green IT, i.e. improving the energy efficiency of IT
networks infrastructure and related services, is on the agenda of
The main motivation of the customers for IT outsourcing is almost all clients today. As IT makes up only about 3% of
cost reduction while improving the overall service quality. the overall energy consumption, a by far bigger lever is to
In order to achieve both targets, leading IT service make use of IT to improve sustainability in other areas.
providers are industrializing their service delivery by Driven by cost savings, regulations and stakeholder as well
standardization and automation of processes. as public pressure, customers are looking for IT solutions
Improvement methodologies, like Lean and Six Sigma, are for sustainability reporting, building energy efficiency,
being used to further optimize service delivery and reduce waste reduction, smart grids, traffic and fleet management,
overhead as well as cost of poor quality. Globalization of etc. One specific area where IT will help optimizing
standardized processes across multiple delivery sites, existing structures and processes of day to day life but also
countries and regions allows for larger economy of scale, enable a complete new quality of living is in the area of
use of low cost resources/ offshoring, as well as flexible smart cities. This includes public transportation, parking
assignment. At the same time, it supports the customers’ solutions, traffic management, citizen services in the
growth and globalization ambitions. public sector, and many more.
This trend is developed in further details in section IT
Pervasion of IT and Business Process Corporate sustainability.
Outsourcing: clients focus on core competences
Both, cost savings and the intent to focus on their own core IT/OT Convergence: integrate production
competences, drive the trend of customers to outsource IT environments with IT to improve time to market
and non-critical business processes. For IT outsourcing, a and flexibility
trend to smaller deals, multi-sourcing and alternative Operational Technology (OT) reflects the combination of
contract models like pay per use or outcome-based pricing software and physical (realtime) systems that form the
can be observed. While Business Process Outsourcing production environments that companies use to create
(BPO) started with people intensive, horizontal processes, their commercial products. Up to now, those systems are
more and more high value and even industry-specific rather separate from the company’s IT systems, in terms of
processes are now handed over to service providers, e.g. in owners, technology, connectivity, etc. — pretty much
healthcare, insurance, financial services. So called comparable to the separation of IT and telecommuni–
Business Process Utilities (BPU), i.e. highly automated cation systems some years ago. More and more assets of
facilities to serve multiple customers, mostly based on a the production environment contain standard IT
pay per use model, will accelerate this trend in the coming components or even migrate to standard IT systems. On
years, mainly in the retail, healthcare, transportation and the other hand, customers are forced to shorten time to
utilities sectors. market and to be able to flexibly transfer production
between different sites. This can be accomplished by
integrating the IT and OT systems (e.g. PLM-MES
integration), which is the trend that industry analysts are
calling IT/ OT Convergence.

B.1. Overview
B.1.2 Market sizing and competitive landscape
B.1.2.1 Overall market size
According to Gartner’s latest study, the Information Excluding IT Hardware, Software and Telecom, the IT
Technology market in 2011 is estimated to be worth EUR services market reached in 2011 approximately EUR 577
1,834 billion, out of which Telecom is 26% and 21% are billion. Direct hardware and software support activities are
internal spendings. Net of currency effects, the IT market EUR 102 billion of the IT services market in which Atos is
grew at +0,3%, with the growth in Software at +3%. IT not present. That leaves approximately EUR 475 billion of
Services at +1.3%. Telecom segment was almost flat at “addressable” market (“professional services”) targeted by
+0.1%and Hardware decreased at -1.7%. the Group, of which close to one third is in Europe (West/
East), i.e. EUR 147 billion, the Group’s principal market today.
Market by region – 2011 Total (EUR billion)
North America 195.1
Latin America 17.5
Western Europe 141.1
Eastern Europe 5.6
Middle East and Africa 7.1
Asia/Pacific 39.6
Japan 69.2
Total 475.2
Source: Atos estimates and Gartner “Dataquest Enterprise IT Spending by Vertical Industry Market, Worldwide, 4Q11 Update, January 2012” for
Professional Services (consulting, development and integration, IT management, process management). Currency rate of 0.7153 EUR per USD.

B.1. Overview
B.1.2.2 B.1.2.2 Competitive landscape and new expected position of Atos
July 1st, 2011, the completion of the acquisition of Siemens Considering the pro forma revenues, Atos is now in the Top
IT Solutions and Services by Atos Origin was approved by 10, ranked #8 in the world and second largest IT services
the shareholders with a 99.99% majority of the votes. As a company in Europe in 2011 with a market share of around
result, the size of the new group almost doubled and the 5%. Atos is the #1 European IT service provider in Europe
position of Atos strongly improved in terms of geographic behind IBM.
coverage, competences and market share.
Worldwide IT Services market European IT Services market
Company 2011 Market Share Company 2011 Market Share
1 IBM 7.3% 1 IBM 7.6%
2 HP 3.9% 2 Atos 5.2%
3 Accenture 3.8% 3 Cap Gemini 4.7%
4 Fujitsu 3.1% 4 Accenture 4.7%
5 CSC 2.5% 5 HP 3.4%
6 NTT Data 1.9% 6 T-Systems 3.1%
7 Cap Gemini 1.9% 7 BT 2.7%
8 Atos 1.8% 8 Logica 2.7%
9 Lockheed 1.7% 9 Fujitsu 2.5%
10 SAIC 1.6% 10 CSC 2.1%

Source: Gartner et estimations Atos.
B.1.2.3 Main competitors in Europe
With its new scale, Atos is one of the few companies able Capgemini, Logica, for the European players with focus
to cover the full European geographies. In the largest on specific countries, and champions with strong local
European countries, the main competitors of Atos are footprint like Capita (UK), Fujitsu (UK), T-Systems
IBM, HP, and Accenture for the US based providers, (Germany) and Indra (Spain).
Geographies Main Competitors
United Kingdom Capita, HP, British Telecom, IBM, Fujitsu, Capgemini, Accenture, CSC
Central Europe T-Systems, IBM, HP, Accenture
France Capgemini, IBM, Logica, Accenture, France Télécom, Sopra, Steria
Benelux Cap Gemini, IBM, Getronics, Logica, Ordina, Accenture
Spain IBM, Telefonica, Accenture, Fujitsu, Indra

B.1. Overview
B.1.2.4 Market size and Atos market share in Europe
According to Gartner, based on 2011 estimated figures for presented below, reflecting the new positioning of Atos as
external IT spending for Professional Services, market the European champion.
shares in each main country and service line are
Market size Atos statutory Atos pro forma

(in EUR billion)
2011 weight 2011 MS% 2011 MS%
United Kingdom & Ireland 46.0 31% 1.2 3% 1.5 3%
Germany 23.7 16% 1.1 5% 1.7 7%
France 18.2 12% 1.0 5% 1.0 5%
Benelux 13.8 9% 0.9 7% 1.0 7%
Iberia 9.5 6% 0.3 3% 0.3 4%
Central Eastern Europe 7.8 5% 0.3 4% 0.5 7%
Rest of Europe 27.7 21% 1.3 5% 1.4 5%
Europe 146.7 100% 6.1 4% 7.5 5%
Consulting and Technology Services 18.9 13% 0.6 3% 0.6 3%
Systems Integration (including Smart Energy) 48.2 33% 1.7 4% 2.1 4%
Managed Services 57.7 39% 2.5 4% 3.3 6%
Process Management – HTTS & BPO 21.9 15% 1.3 6% 1.5 7%

Source: Gartner “Dataquest Enterprise IT Spending by Vertical Industry Market, Worldwide, 4Q11 Update” January 2012 for Professional
Services (consulting, development and integration, IT management, process management). Currency rate of 0.7153 EUR per USD.
B.1.2.5 Overall mid-term perspectives
After the slowed down growth during the financial crisis IT services rates remain relatively stable, while labor rates
on 2008/09, demand for system projects and outsourcing are slightly increasing, driven mostly by raising salaries in
is progressively resuming. However, in second half of 2011, fast growing economies facing inflation. This means that
the overall economic environment started to become service providers need to increase productivity by
uncertain again, with an increasing attention given to the automating and optimizing tasks, leveraging reusable
debt situation first in smaller European countries and assets and off-shoring.
expanding concerns to other major European countries
and the U.S. This lead to moderate IT services spending In 2012, the change from the traditional service model to
and to a continuously cost-focused approach. an asset-based model like Cloud Computing will
accelerate. While customers are transferring their capital
So far, Industrial analysts still expect the market to keep expenditures to operating expenses via their suppliers,
growing in Europe over the next five years at a 3-4% rate, this will require the service providers to adapt the pace of
and North America growing slightly above 4%. In Asia investment to meet demands.
(Japan excluded) and Latin America, the growth rates are
close to 10% and analysts expect this trend to continue. A portion of the market growth will consist of higher value
Latest forecasts by Industry analysts indicate however a services, especially in industries that are facing structural
modest growth of 1 to 2% for 2012 as economic changes and massive transformation with a large
environment is worsening. contribution of IT, such as smart grids in the utilities.

B.1. Overview
B.1.3 Foundation IT evolution
The latest analysts forecast projected a growth for 2011 at While recovery appears to be holding its course,
close to 2% in IT services for professional services uncertainty continues in the global economy at large,
spending in Europe compared to 2010, following a slight which does not face a single threat. Recent economic data
recovery of the economy. shows more-fragile recoveries in the U.S. and Europe. Debt
challenges and poor economic growth could slow market
growth for IT Services in 2012.
Growth
Total (in EUR billion) 2010 2011
2011 / 2010
Consulting and Tech Services 18.6 18.9 +1.9%
Systems Integration 47.7 48.1 +1.4%
Managed Services 56.9 57.8 +1.5%
Process management 21.7 21.9 +1.0%
Professional services 144.8 146.7 +1.3%

Source: Gartner “Dataquest Enterprise IT Spending by Vertical Industry Market, Worldwide, 4Q11 Update” January 2012 for Professional
Services (consulting, development and integration, IT management, process management). Currency rate of 0.7153 EUR per USD.
Professional services include Consulting, Systems Integration, Managed Services and Process Management (HTTS and BPO for Atos), but
exclude hardware and software maintenance and support).
B.1.3.1 Managed Services
Market growth in Europe for IT Outsourcing has been • A significant growth of migration to virtual environments,
estimated at around 1.5% in 2011 by industry analysts. The as a way to offer flexibility & reduce costs without the
evolving IT Outsourcing business and delivery models, risks associated to work in shared environments;
including Cloud, are predominantly favorable factors in • A strong focus on standardization and productization of
creating additional client demand for external services. all infrastructure services
• An increase in offshore IT outsourcing, driven by remote
2012 and beyond are expected to be good years for IT infrastructure management for service delivery;
Outsourcing in Europe, although decision cycles are likely • Environmental exigency development, mainly with
to be on-hold for some, and many buyers will be looking for energy effectiveness;
faster ROI and increased flexibility leveraging the promises • The continued device and data proliferation, combined
of the Cloud. Especially Private Cloud services are with the impact of consumerization of enterprise IT, drive
expected to grow at 30% per annum. Re-negotiation of up demand for IT Outsourcing solutions.
existing contracts may provide opportunities for
consolidating scope, including Cloud functionalities and Economies of scale drive the ability to provide
increasing the length of contracts. infrastructure services at a reasonable cost. Therefore,
scale is becoming a key differentiator. Virtualization,
Notable trends during 2011 included: automation & industrialization will then have a massive
• A growing demand for Cloud Infrastructure as a service, impact to deliver competitive IT Outsourcing and help
on premises or interfaced with Public Clouds, reaching customers to benefit of an optimized IT infrastructure.
around 5% of the market;

B.1. Overview
According to analysts, part of the market is shifting from IT The Group expects these trends to continue in 2012.
Outsourcing megadeals to selective multi-sourcing Overall, cost reduction, financial flexibility and skill
alternatives as customers are looking not only at cost shortages remain major drivers for infrastructure
reduction benefits, but also to mitigate risk and improve outsourcing. As clients ask for innovation, industry domain
flexibility. As a result, a multi-provider landscape is gaining expertise will be paramount into selecting the right
momentum. At the same time, within the scope of those outsourcing partner.
smaller deals, customers are looking for “one stop shop”
services to transform and operate the related part of their
IT system.
B.1.3.2 Systems Integration
2011 has seen a restart of demand for project services in Atos remains convinced that the Systems Integration
Europe (around 1.6%, according to industry analysts) due to market will continue to enjoy steady and significant mid
a slight improvement on overall economic and business and long term growth. Growth will be driven both by an
confidence. Despite customers continue to see IT Services increase in technology usage in the addressable market,
providers as a means to reduce costs, they are also playing and demand for facilitating implementation of Cloud
a major role as enablers of the customers’ business Services. The lower IT costs due to Cloud Services will
transformations. even boost further the addressable market as it will open
more of the SMBs (Small and Medium Business) market to
Several industries are facing massive transformation systems integrators.
involving the use of IT (e.g. Mobility and Context Aware
Computing in retail and services, digitization in healthcare, In parallel, the way of working of Systems Integration
smart grids and meters in the Energy & Utilities, and providers will progressively evolve to leverage the new
sustainability issues in process manufacturing). These opportunities brought by the Cloud itself, e. g.
structural changes create demand for system integrators • application development can be executed in the Cloud
to help them to address challenging IT-related issues that (PaaS) while the application being still deployed in a
will support this transformation. standard environment
• strong use of BPM (business process modeling)
Technological advancements — especially in mobility and techniques to capture and implement customers’
analytics — are driving increased spending on such requirements, reducing the development cycle;
solutions. Demand for better information and more data • stronger alignment with Managed Services to offer SaaS
analysis derived from the data deluge is also increasing and IaaS with proper SLAs and competitive pricing
across all businesses, which creates opportunities for
service providers. Cloud Computing is also driving the Addressable market size will be boosted by many factors
demand of system integrators on migrating the customers’ such as the increasing demand of solution development
existing IT landscape to the cloud, which involves and system integration outsourcing in continental Europe,
interfacing with still existing legacy systems, and as well as an increasing demand in BRIC countries (Brazil,
development and integration of cloud-based applications. Russia, India, China).
Thus, the SI market is driven by two forces: Furthermore, solutions tailored for specific vertical
• On one hand, more and more industrialization with industry sectors and those delivered on multiple mobile
tooling, processes, to cope with the demand of lower devices are increasing in demand. Providers are
prices and productivity gains. Service innovation is under developing tailored industry solutions based on standard
a permanent pressure to ensure price competitiveness offerings to better serve customers. A deep understanding
and high productivity. of a customer’s industry sector specifics is increasingly
• On the other hand, more and more industry expertise, to becoming a necessity in vendor selection processes in
provide customers with leading edge solutions helping Europe.
them at resuming growth and show differentiation.

B.1. Overview
B.1.3.3 Consulting & Technology Services
The consulting sector has suffered during the last years as demand consulting services to support business
the recession forced companies to almost eliminate their processes and the implementation of new technology
discretionary budgets and postpone all non-essential enablers.
projects. But since the first half of 2010, this sector has
benefited from gradual recovery. Customers are carrying Commercial models are increasingly shifting from effort-
on with both IT and business transformation projects to based towards performance-based payment models.
improve their market competitiveness in the post- Customers continue to invest in consulting projects that
recession environment. deliver cost reductions or effectiveness improvements
with a quick pay-back.
Recovery has been stronger in Eastern Europe than
Western Europe. Among Western European countries, Further, consulting engagements become more and more
France, Germany, Austria and the Nordics showed best an integral part of larger IT service engagements.
results in terms of relative growth. The Netherlands has Customers are increasing the demand of end-to-end
stabilized but recovery is still uncertain, and the Spanish services from their IT providers, as part of their big
market is still under intense pressure. In most European transformation projects. Consulting services are also
countries, prices have slightly increased over 2011 but are playing an important role at strategic outsourcing deals:
still significantly below what they were in 2010. customers aim to leverage IT not only as a way to reduce
costs of their existing IT infrastructure, but also to
In terms of industry-sectors, Financial Services, implement major changes in their business strategy.
Manufacturing and Communications are the hottest
markets in all countries. Public Sector spending dropped in Looking at 2012, we expect the Consulting and
both volumes and prices, impacting particularly the Technology Services business to benefit from the rebound
consulting business. However, consulting could benefit initiated in late 2010, and to continue growing, driven by
from big transformation plans across the public sector, the same trends we observed in this period, unless the
initiated at the UK, and the implementation of some of the economic environment takes negative turns, which could
most ambitious structural changes to public services to lead again to cutting of discretionary budgets and delays of
reduce its size and gain in efficiency. Many of them will business transformation initiatives.

B.1. Overview
B.1.4 Business Enabling IT evolution
In this section are described the major trends perceived and specialized businesses like smart utilities and civil
by the Group in the areas where it operates, i.e. and national security.
transactional services like payment and e-connectivity
B.1.4.1 Payment
Non-cash Payment (card, check, bank transfer, debit, etc.) • Initial data suggests the growth in global payments picked
with cards is a growing and resilient global market. up again in 2010, with transaction volumes rising at an
According World Payment Report 2011, estimated 7.8%, again driven by emerging markets and
• The global volume of non-cash transactions is closed to Mature Asia-Pacific and, in particular, by the growing use
300 billion, after sustained average growth of 6.8% since of cards in those markets. Non-cash payments are
2001. expected to show growth of 37 % in CEMEA (Central
• The use of cards (credit and debit) continued to grow in Europe, Middle East, Africa), 23% in Rest of Asia (excluding
most markets and global transaction volumes were up China and India), 14% in BRIC, and 14% in Mature Asia-
9.7%. Cards remain the preferred non-cash payment Pacific. In developed Europe and North America,
instrument globally, with a market share of more indications are that the growth in non-cash payments is
than 40% in most markets. also greater than in previous years.
Comparison of Non-Cash Transactions by Region (billion) and Charge in Payment Instruments Mix (%). 2001
vs. 2009
Non-Cash Transactions (Billion) CAGR

4.4%
120
113.9
100 CAGR
5.5%
80 80.8
77.8
60
50.6 CAGR
CAGR
40 15.5% 12.4%
24.3 25.4
20
7.7 10.0
0
Europe Europe North North Mature Mature BRIC BRIC
2001 2009 America America APAC APAC 2001 2009
2001 2009 2001 2009

B.1. Overview
Payment Instruments Mix (%)

0%
14%
28% 4%
20% 38%
39% 38%
51%
59% 64%
40% 38%
24% 4% 6%
5%
26% 5%
60%
10% 40%
31% 24% 8%
52% 7%
80% 28% 44%
22%
23% 20%
17% 16%
100% 7% 6%
Europe Europe North North Mature Mature BRIC BRIC
2001 2009 America America APAC APAC 2001 2009
2001 2009 2001 2009
Q Cards Q Direct debits Q Credit transfer Q Checks
Source: The World Payments Report (WPR) from Capgemini, The Royal Bank of Scotland (RBS), and Efma looks for seventh year at how the
global payments landscape is responding to shifts in economic and competitive conditions, advances in technology, increased regulatory
pressure, and evolving customer demands.
Other factors driving evolution of the market are the Payment Services Providers, especially when not
increasing weight of the regulation and standardization, originating from the banking sector and unhampered by
the new consumer trends and the growing need for legacy systems, may leverage their agility and nimbleness
innovation: to overachieve competitive advantage.
Regulation, legislation and oversight Industry and consumer trends

The recent turmoil in the financial industry has Established corporate clients are expecting evolution and
reemphasized the need for transparency, disclosure, risk- innovation in integrating payments with their business
avoidance and standardization of products. Much debate process.
has also targeted the Multilateral Interchange fees. The
subsequent standardization may also lead to more Consumers are now expecting the internet inspired
challenging economic conditions for financial institutions paradigm of “anytime, anywhere” to apply to banking and
delivering the service to the end consumer. payments, prompting a growing offer of remote, self-
service channels and delivery modes, with much interest
SEPA (Single Euro Payments Area) adoption is progressing for m-banking , NFC contactless payments and trusted
steadily, now driven by the vote of European parliament Over-the-air delivery of sensitive applications and
setting a strict deadline in February 2014. The Payment credentials.
Services Directive and its associated requirements are
now beginning to exert their full impact on all market Displacement of cash has fuelled growth of the “quasi-
participants. cash” electronic payments supports due to their nigh-
instant issuing and easy transferability. This was clear
E-government with the associated non-cash payments are visible with significant growth of gift-cards, pre-paid cards,
developing areas, albeit at different speeds according to foreign workers’ remittance schemes and social or
national differences in e-government maturity. unemployment benefits.

B.1. Overview
Innovation Innovation should therefore focus on leveraging existing

Technology and user-experience are driven and shaped data in new ways to deliver it in timely, relevant and
by consumer electronics and digital content providers and personalized opportunities.
networks. The customer expectation is that payment and
related activities can be performed seamlessly on the Payment: Summary
same devices or with the same unfettered end-user Delivering added-value to the payment market will
experience and interfaces. continue to require our distinctive mix of industrial
strength delivery, corporate customer intimacy and
consumer trend adoption agility.
B.1.4.2 e-Services
The Atos’s specific Hi-Tech Transactional Services the current government priorities and stakes : lower
business model (end-to-end IT value chain, commitment Capital expenditures, lower Operating expenditures and,
on results, billing per business units) is well known and at the same time, increasing the quality of services thanks
used in some areas like Payments but quite new for other to electronic platforms replacing standard processes. From
services. After the major IT evolutions, (ASP, SaaS, PaaS, users standpoint, the combination of devices and always
Cloud,...) the HTTS model will be more and more deployed on mobiles will allow to propose new experiences to users:
for services delivery. This acceptance will allow connected vehicles, location based or location aware
broadening the potential to sell HTTS services. services, smart meters, remote monitoring of diseased or
dependent people, medical drugs and prescriptions
e-Governement, e-Health and citizens related services will follow-up and control, etc.
benefit from this trend, as HTTS model especially fits with
B.1.4.3 Smart Utilities
Energy demand has been affected by the economic Metering systems are making their breakthrough. After a
slowdown. However, the long-term view is that it will still successful pilot with Atos Worldgrid, France has already
grow in the coming years. Oil prices have set a record in decided the final roll-out of 35 million electricity smart
2011. And there will be less oil, more gas (for some decades) meters (we are waiting for the final planning), the UK are
and definitively more electricity and more renewable. now in a tendering process for the data collection system
covering 53 million electricity and gas meters, and Ireland
Oil and gas enhanced recovery will have to become more has decided to start. For some meter operators, investment
and more effective in the upstream sector. Software needs in sophisticated IT systems may become a problem and
for handling Gas Transport and LNG are increasing. therefore we anticipate that Smart Metering may be
delivered in a BPO mode. Transmission systems are
Post Fukushima, Nuclear has now a heavy pressure to already rather smart. Distribution systems are partly smart
review security options. Some countries have decided to at medium voltage level. The Smart Grid revolution will
step out, and notably Germany being the first. Several happen at low voltage level, to be able to manage dual way
countries announced that there was no question to cancel flows of energy and to deal with local peak hours and on
the new-build program. Safety checks have been the longer term local weak hours. Atos Worldgrid is
conducted on existing reactors by the end of the year 2011. preparing for this revolution, with Advanced Distribution
New builds may be delayed and will be certainly more Automation software tools in the roadmap.
expensive, and it will be on the long run more difficult to
find sites. We anticipate therefore a growing market for In March 2007 the EU’s leaders endorsed an integrated
refurbishment of existing units. approach to climate and energy policy that aims to combat
climate change and increase the EU’s energy security
Smart Grid will become mandatory so as to reduce peak while strengthening its competitiveness. They committed
load (and therefore CO2 emissions), handle renewable Europe to transforming itself into a highly energy-efficient,
(mostly intermittent) energy and electrical vehicles. Smart low carbon economy. This ‘climate and energy package’

B.1. Overview
was agreed by the European Parliament and Council in Energy efficiency is now at the top of the list of EU
December 2008 and became law in June 2009. On the 26 priorities, with a target of finalizing legislation by end 2012.
of May 2010, the European Commission published a And the Energy Infrastructure Regulation proposals
communication “Analysis of options to move beyond 20% recognize the importance of “an effective and intelligent
greenhouse gas emission reductions and assessing the transmission network” to successfully integrate the
risk of carbon leakage” which revisits the analysis of the increasing amounts of renewable energy. We do believe
implications of the different levels of ambitions (20% and that such a supergrid should be also connected to the
30% targets) and assesses the risk of carbon leakage. Maghreb and Machrek countries. This is why Atos
Worldgrid is a founding (and the only IT company)
The “20-20-20” targets are: member of the Medgrid consortium, targeting post 2020
• A reduction in EU greenhouse gas emissions of at least transmission of electricity between Euro-Mediterranean
20% below 1990 levels countries.
• 20% of EU energy consumption to come from renewable
resources Globally the market is ready for a global system integrator
• A 20% reduction in primary energy use compared with like Atos Worldgrid to provide enhanced, automated and
projected levels, to be achieved by improving energy optimized processes, enabling E&U companies to reduce
efficiency. their TCO.
B.1.4.4 Civil & National Security
With the end of the Cold War and Bipolar Threat a new collaboration between different security organizations is
trend highly demanding in IT has become reality: increasing the demand for secure data exchange.
Terrorism, Attacks on Critical Infrastructures and Threats
from Cyber Space. Cyber Threats have a major impact on our Society and
cause not only economic losses due to criminal activities
Defense Procurement has shifted from large quantities to such as credit card fraud etc. but also pose a high security
satisfy mass deployments to focused out-of area risk which has become a major driver at big defense
contingents carrying a sophisticated hi-tech payload. organizations like NATO.
Replenishment of diminishing supplies has created new
ways of global logistical military supply chains designed Stealing personal, electronic identities will become one the
with the help of SAP and PLM frameworks. most dangerous threats and will have a major impact to
our answers to cope with the Megatrends such as
Robust collaboration platforms ensure the smooth Urbanization and Demographic Changes. Smart Identity
interaction and information exchange between and Access Management Systems will prevent
participating Nations and Agencies. interruptions to our normal way of life.
With the potential threat to Critical Infrastructures the Finally, exploding operating costs in all areas of our
civilian component has become a major consideration in Government but also at Armies around the world has
order to protect and to safeguard objects such as Nuclear caused a significant loss of productivity and reduced
Power Plants, Airports, Water Supplies etc. - new methods investments to buy needed equipment. Modern
of seamless interactions between all parties had to be IT-Infrastructures — along with Outsourcing of non-core
developed - such as fully encrypted Professional Mobile functions will ease this situation and allow the
Radio Systems, Emergency Management Systems and stakeholders to invest into our future.
Broadband Communication Systems. Also in the civil area,

B.1. Overview
B.1.4.5 BPO (Business Process Outsourcing)
Atos believes that BPO is part of the IT market that will Looking to the future in the UK specifically, the UK
enjoy a promising future. government has announced its intent to force the banking
industry to split its retail banking operations from its
When looking at where Atos is currently acting, investment banking. This is likely to open up opportunities
opportunities to leverage existing BPO operations should for further outsource as the banks seek to mitigate the cost
continue in the future as businesses look to outsource impact of the regulatory changes. In the medical BPO
non-core activities in order to reduce their own operating business there are going to be further opportunities to
costs. increase the size and scale of the business as the UK seeks
to extend the process to a wider population.
The outlook for BPO is therefore positive and it should
benefit from contracts that are in the main longer term Outside the UK, Atos should seek to leverage the proven
annuity deals with the option in many cases to increase capability in other countries and contracts as they too
footprint both up and downstream of the original seek to improve efficiencies and reduce costs in response
outsourced service. to the difficult global trading conditions.

B.2. Strategy, organization and objectives for 2012
B.2 Strategy, organization and objectives for 2012
B.2.1 Mission, vision and strategy
B.2.1.1 Business Context
Atos is operating in the IT services market in a very • Foundation IT, where the client is now asking after the
competitive landscape subject to a strong price pressure. first phase of past years to get better services at a lower
On one hand players are facing large global companies, price for the part of IT that is used to support operations
such as US based groups IBM, HP, Accenture, that are • Business enabling IT, where IT contributes to find new
operating over the globe, and on the other hand competing positioning, new offerings, to open new markets, and
against companies coming from low cost countries, overall, acing differently.
currently mainly India (Wipro, TCS, HCL, Infosys) but soon
China or Latin America, who are willing to expand their End 2011, the European economy is facing severe
operations, after having first served English speaking challenges, debt being one of them, while fast growing
countries, USA or Great Britain. Atos is facing as well countries are enjoying strong development. As a new
national champions with strong relationships established European champion, covering truly the full set of
with public national authorities. European countries with around 50,000 staff, i.e. two thirds
of the 74,000 total workforce, Atos has recognized that
On the other hand, Atos operates in a market meeting Europe is a geography where growth will be limited, but
significant changes where innovation will extend the role where clients are ready to pay a premium for services if
of IT, which was traditionally used to support operations of value and innovation are associated to them, or if they
large organizations. This new IT revolution, around smart answer to regulatory compliances, trust and security
mobility, internet, Social Networks, Big Data, Cloud, is issues. Reciprocally, in fast growing countries, local
opening new opportunities for the Group. Overall, the competition is strong and the Group will have to develop
vision of the Group is that the market demand it needs to its position either by accompanying its European clients or
address is twofold, based on different drivers in terms of by addressing the local markets with highly differentiated
expectations and solutions:: offerings and strong support of established local partners.

B.2.1.2 Atos’ core strategy
Atos has therefore developed a strategy that is executed with partners and indirect channels, Cloud being an
through three main streams of actions, TOP², eXpand, and accelerator and enabler to better serve them in a cost
Wellbeing@work, aiming at: efficient manner.
• A Strategic Sales Engagement team, with the
Securing the Group’s operational performance, empowerment to win large deals on a worldwide basis,
margin, cash generation, mainly in the was put in operation. This team is gathering the full set of
Foundation IT business (TOP²); expertises needed to cope with complex sales, from
• Atos Origin and former Siemens IT Solutions and solution experts, deal makers, legal, etc.
Services were in the last years behind best competitors in • Atos has implemented a market facing organization built
terms of organic growth and margin, and the classical IT around 5 global set of Industries (markets) where it will
services provided to customers were mostly done on a operate: Public, Health & Transports (PHT), Energy &
domestic basis, disabling its ability to leverage its Utilities (E&U), Financial Services (FS), Telecom, Media &
expertise and scale throughout its overall presence. Mid Technology (TMT), and Manufacturing, Retail & Services
2011, the profitability of former part of Atos, Atos Origin, (MRS) to address the increasing need of providing
has been improved by 250 pts compared to 2008, thanks customers with industry specific solutions.
to TOP, Atos’ performance improvement program • Atos intends to leverage its key role of IT partner for the
executed successfully. Olympic London 2012 to show to its clients the Group’s
• In order to bring the new Atos, and namely the sub-part capabilities and its ability to deliver on time complex
related to ex Siemens IT Solutions and Services project with a high quality of service.
perimeter at par, a new program, named TOP² Program
was launched, to apply the same recipe to the combined Portfolio strategy
entities forming the new Atos: strong actions to improve • A first priority is to reinforce Atos’ leadership in
efficiency, robustness of delivery, leveraging state of art payments and e-services in Europe under the HTTS
techniques and best in class methods have been initiative started 2 years ago: High-Tech Transactional
undertaken by empowering Global Service lines, namely Services now targets to bring the activities of Atos
Global Managed Services, and Global Systems Integration, Worldline to all geographies where the new Atos is
to catch up and progressively take the lead on these operating, covering the domains of Electronic Payments,
domains based on the new increased scope. This is e-Community Services, and Financial markets, and
supported by an intensive use of Lean management beyond these assets, the specifically successful
methods and a strong development of offshore business model which is the foundation of the profitable
capabilities to serve customers at a lower cost of delivery, growth story of Atos Worldline.
meeting their demand for lower prices. • As a further step, Atos is strengthening the development
• TOP² covers as well numerous initiatives aiming at of its differentiation based on its strengths and strong
improving the overall cost of operations (offices, assets in specialized businesses, such as smart energy
purchasing, travel) and G&A’s cost structure (Atos Worldgrid), BPO (Medical BPO or insurance BPO),
improvement. Civil and National Security, and solutions in health,
transport, smart mobility, manufacturing to name a few.
Growing overall, with a specific attention given in higher • A new Service Line, HTTS & SB (High Tech Transactional
profitable business areas by strengthening differentiation, Services and Specialized Business), was launched July 1st
value creation, Intellectual Property. In Q4 2011, the Group to implement this strategy based on differentiation.
launched a new program, eXpand, to create a sustainable • Managed Service is the largest Service Line of the Group
growing revenue flow and ensure that our sales where now with its new scale, the company will benefit
organization, commercial performance, and brand of competitive advantage to deliver multi-year contracts
awareness are in line with this objective. Three elements with resilience and competitive offerings, with a
are covered in our growth strategy: portfolio designed with the best elements of both
former groups. The detailed development plan is
Customer and go to market strategy described in section B.3.3.1.
• Atos’ customer strategy is to focus on large enterprises • Systems Integration Service Line will develop according
and public organizations, which are addressed with its three major areas where the Company has strong assets:
own sales force, the most important of them being under business solutions, SAP based solutions, application
the responsibility of account executives empowered on a management. Leveraging a global delivery model, SI will
worldwide scale. Mid-size markets are addressed jointly serve both Foundation IT demand and Business enabling IT.

• Atos has created another new Service Line, C&TS, the aim to develop mobile applications was launched
Consulting & Technology Services, bringing together recently with some universities.
business consultants and professional services,
recognizing that the key drivers of these proximity Taking care of its employees, which is key for success in a
businesses, are operational excellence, high utilization of service business: Atos now employs around 75,000 persons
capacity, industrialization and scale, build a specific coming from over 40 countries, of which 60,000 engineers,
business and require a dedicated management attention. out of which two thirds in Europe. People is at the core of the
This Service Line is addressing the two segments of IT Group’s strategy with the initiative Wellbeing@work,
services targeted by the Group described above. described later in the document. Overall the Group is
• Over 2011, a strategic attention has been given at striving to be recognized as the best place to work, attract
developing a clear Cloud strategy, as the Group intends to new talents and grow/retain key people.
be a leader in this domain.
• Last but not least, the partnership with Siemens, the For integrating the new comers inherited from the
largest industrial shareholder of the company, is unique acquisition of Siemens IT Solutions and Services, the
in the IT services market in its threefold approach: Wellbeing@work initiative has been instrumental to
Siemens is not only Atos’ largest client, there is also a joint facilitate a smooth convergence of the former Group’s
go to market strategy via Siemens One to address new cultures. A detail description of this initiative is done in
opportunities, and a joint investment program of EUR 100 section B.5.
million over the next 3 years.
Through the acquisition of Siemens IT Solutions and
Looking forward: Innovation Strategy Services, Atos will reinforce its three streams of action
Innovation is core to support the strategy and is delivered based on an increased scale and on a new set of
via several initiatives: opportunities to advance differentiation: Siemens IT
• Looking forward, Atos sees a high growth potential in Solutions and Services is bringing to Atos a significant
Cloud Computing, Sustainability, Smart Mobility and expansion in the Foundation IT services segment, mainly
Enterprise Content Management (ECM) combined with thanks to a very large portfolio in Managed Services,
Collaboration solutions. The Group has developed in the bringing Atos in a leadership position in Europe, but as well
past a position of pioneer and strong know-how, such in innovative offerings in Business Enabling IT, strengthening
Testing, Smart Data or Security, that the company wishes the HTTS & SB portfolio.
to develop further in 2012. In conclusion, its Global Key
Offerings policy will be continued and enlarged to The new Group is therefore now more unique in the
include new solutions such as Social Computing, Big Data, market to address the dual demand of the market, the
Business Intelligence and recently the Zero emailTM Foundation IT where its clients are looking after
program. operational performance, cost decrease, automation, and
• The Scientific Community (SC) is currently a network of the Business Enabling IT, where IT and innovation will help
90 members, representing a mix of all skills and clients at changing their business model and growing in
backgrounds, and coming from all geographies where these difficult times, focusing on industry expertise and
Atos operates. After having published Journey 2014, the business value.
SC has launch the further development of its 5 years
vision, to build Journey 2016. Proofs of concept have Overall, thanks to these three initiatives, the Group targets:
been designed and developed around the key areas • to be back at 7% to 8% profitability by 2013 by the
transforming the IT industry with key customers, to combined effect of TOP² and the growth in the most
identify new business opportunities. profitable Business Enabling IT
• Atos is also pursuing the open innovation approach • to reach between EUR 9 and 10 billion by 2013.
together with customers and partners. Customer
innovation workshops and joint proofs of concept are the As a conclusion, the new Group positioning defined as
main instruments to progress on important innovation “Your Business Technologist, Powering Progress” expresses
topics with customers. Within the Siemens partnership, a in a few words Atos’ new profile and the ability to bring
joint investment of EUR 100 M over the next three years together people, technology, and business expertise for
will be used to work on innovations, e.g. in the area of succeeding and supporting its clients.
mobility, energy, and manufacturing. Another example is
university cooperation, where e.g. an IT challenge with

B.2.2 TOP² Program evolution
The TOP2 Program (Total Operational Performance) Services perimeter, in compliance with relevant antitrust
launched at the end of year 2008 was the first step of the regulations, and renamed TOP². All TOP² initiatives
strategy, “the group transformation” and was fully performed detailed planning, trained Siemens IT Solutions
operational in 2009, improving the operating margin level and Services staff to their methodologies and initiated
in 2009, 2010, and 2011. activities in order to embed all planned synergies into the
H2 2011 budget.
Applying these proven methodologies, accumulated
expertise, and governance to the former Siemens IT After closing of the transaction on July 1st, 2011 the TOP²
Solutions and Services entity is a key objective to create activities were combined into a single program running on
value from the acquisition. the combined perimeter, and incorporated all integration
and combination activities.
In the period running from January to June 2011, the TOP2
structure was applied into the Siemens IT Solutions and
B.2.2.1 Cost Optimization
2011 was dominated by the acquisition (planning and In IT, progress has been made with mobile telephony
implementation) of Siemens IT Solutions and Services. moved to Atos contracts in the major countries and future
Spend analysis, contract and vendor analysis were Atos network requirements sourced. The hardware team
undertaken with synergies identified in most categories as has been busy leveraging agreed standardized server
well as opportunities to leverage the joint spend where specifications and storage needs via e-bid activity. Software
supply bases were similar or either different (this varied by sourcing has been focused on transfer of rights issues as
category and geography). well as understanding the assets of the new business and
renegotiating terms to the lowest common denominators.
The former Siemens IT Solutions and Services procured
over 25% of its services from Siemens group and some of 2011 budgets figures for H1 and for H2 were met for non-
these services needed migrating to Atos functions and/or personal costs and subcontractors through multiple
vendors, some contracting with Siemens on a commercial tactics including demand management, policy alignment
basis and some stopping altogether. Significant progress (travel and fleet), specification standardization, vendor
has been made on this with accounts payable and payroll rationalization, catalogues to drive compliance, back office
starting to migrate, professional services from Siemens outsourcing, standard of living alignment, subcontractor
switched off and Real estate renegotiated on a reduced replacement and rates/charges negotiation.
square meters footprint and premises portfolio.
B.2.2.2 Lean Management
Objectives: Improve and integrate the two Since the first half of 2011, Lean Management played a key
companies role in the merger of Siemens IT Solutions and Services and
Since the inception of the TOP2 Program in 2008, Atos has Atos Origin by standardizing work methods and ensuring
adopted the principles of Lean Management, which that mindsets and behaviors of all employees are aligned
enable the Company to leverage the skills and creativity of with the values of the new group.
its staff to pursue simultaneously three goals: Improve
clients’ satisfaction through improved quality or Atos considers that operational excellence can represent a
timeliness, improve efficiency and increase teams’ sustainable competitive advantage. With a hundred
motivation. projects involving 9,000 employees in 2012, a team of 180

full time talents dedicated to deploying Lean Management Finally, the Group is also enhancing its change
through 3-months long projects, Atos is putting the efforts management effort, focusing on the areas of the business
needed to reach and sustain operational excellence. where the transformation and industrialization are the
most disruptive, in order to enhance staff support to the
Sustainability and operational excellence transformation, motivate teams and boost its ” Wellbeing@
In parallel to driving close to a hundred Lean work” efforts.
transformation projects in 2012, the Group has developed
a robust set of mechanisms to sustain the impact of Lean Roadmap
management and to embed continuous improvement into Lean Management has been pioneered in all areas of the
the Atos culture. Atos business throughout 2009, starting with ticket-based
activities such as service desks, then expanding to project-
These mechanisms include a central team in charge of based and non-repetitive topics such as application
auditing and maintaining operational best practices on development. 2009 and 2010 were dedicated to building
each site following a Lean Management project. This team momentum through the declination of Lean Management
also constantly upgrades the Lean approach and trains the techniques into a corpus of repeatable tools and
Lean experts in the latest techniques. For instance, a methodologies, and the training of over 180 full time
revolutionary new way to deliver on site support services in-house Lean experts. At the end of December 2011, the
is being developed in the US and will be rolled out in North Lean Management has already analyzed and transformed
America in 2012 and later on in Europe. extensively the ways of working of 17,000 direct
employees.
The community of site managers having undergone Lean
transformations (Lean Commodores) is constantly In 2012, the Group will continue to deploy Lean
increasing and is supported by Lean Coaches who are Management across all its services with a focus on the
local resources trained in Lean Management and in charge post-merger integration with Siemens IT Solutions and
of maintaining the pace of the transformation on a local Services. The ambition is to place additionally 9,000
level. Last, Lean Management will be embedded into new direct staff under Lean Management practices by the end
manager’s trainings. of 2012, reaching over 26,000 in all areas of the business
and all geographies. A Lean Mindset training will be
Workforce management tools and teams have been deployed to train managers to Lean Management in
reinforced in order to ensure monetization of the work order to further integrate employees from Siemens IT
capacity freed up through efficiency gains. This essential Solutions and Services.
mission ensures that staff made available through
efficiency gains is reskilled as needed, then positioned on Finally, the other industrialization efforts of the Group
new contracts or as replacement to subcontractors, in (offshoring, tooling standardization, KPIs rollout,
order to minimize restructuring costs while building benchmarking,…) unlock new horizons for Lean
positive momentum and morale. Management. The improvement power of Lean
Management increases as the group industrializes itself.

B.2.3 eXpand Program evolution
The combination of Siemens IT Solutions and Services • Win-rate improvement: deploy industry and internal best
and Atos Origin has resulted in the creation of the practices to maximize win rate
European IT champion reaching critical mass and • Gross margin adherence: reinforce value and market
presence in its markets. pricing
• Talents management: develop attractiveness of Atos as
One of the unique characteristics of the combination of the employer of choice for IT sales professionals
both entities was the absence of customer overlaps, • Brand awareness and image: develop brand awareness to
resulting in the continuity of customer relationships and increase win rate; proactively measure and manage
also as positive customer satisfaction. customer satisfaction
Recognizing its new position and in order to reap the Main eXpand achievements in 2011:
benefits from its scale and new visibility, the Group has • Simplified account plans, applied them to 100% of
decided to industrialize its sales engine. ex-Siemens IT Solutions and Services and ex-AO
customers with a focus on cross-selling between ex-Atos
In September 2011, the eXpand program was launched and ex-Siemens IT Solutions and Services
with the mission to achieve best in class sales practices by • Operationalized the portfolio management function, built
2013 and support the Group’s ambition with revenue to around the combined AO-Siemens IT Solutions and
reach EUR 9 billion as of 2013. Services offers
• Planned and launched the rebalancing of sales and
eXpand is structured in close connection with TOP²: global presales teams in select markets and geographies to
initiatives led by top talents and personally sponsored by support growth and meet customer demand
an Executive Committee member, enhanced with relays in • Launched Sales efficiency pilots in 2 countries, aiming at
the Global Business Units who are the same individuals as making easier the day-to-day activities of sales teams
those already in charge of operationalizing TOP² locally. • Rolled out proven win rate tactics systematically for
major deals in the pipeline
Themes covered by eXpand • Deployed Atos CRM on the entire ex-Siemens IT
The program is entirely focused on increasing order entry Solutions and Services perimeter
by addressing what we sell, how we sell and how we • Increased usage of the offshore sales support center.
support sales. It is made of 10 initiatives:
Priorities for 2012
• Portfolio positioning and product-market strategy: eXpand is focused on tangible improvements visible by
enhance delivery readiness to support the full portfolio in the Atos selling community and ultimately by customers.
all GBUs; reinforce the portfolio management function to Examples of goals for 2012 include:
provide relevant and differentiated offers to each Markets • Development of new go-to-market and offering-based
• Resource rebalancing: hire top sales and presales talent, partnerships; enablement of delivery capabilities in
in the right geographic and expertise areas; actively relevant markets and geographies
manage performance and rewards • Increasing the connectivity of our network of world class
• Pre-sales governance: organize presales to make solutions experts, and availability for priority deal
expertise available in the right place at the right time solutioning
• Sales performance management: assign territories and • Targeted hires in emerging markets and high growth
quotas to make best use of sales investment; develop expertise areas
standards to manage sales with transparency and • Aligning the global sales compensation plan with world
discipline class players
• Sales operations industrialization: use sales efficiency • Rolling out Sales Efficiency techniques to 100% of sales
techniques to maximize amount and quality of customer staff, as well as associated enablers such as an enhanced
facing time; roll out best practice sales tools and grow the sales knowledge base, a multi-language offshore
existing offshore support center solutioning center operational, an enhancement of the
• Proactive sales leadership: enhance existing account CRM system, etc.
plans to develop a more proactive sales mindset, cross- • Creating personal development plans for all Sales
fertilize, increase share of wallet; invest selectively in managers.
developing new logos; strengthen sales leadership skills

B.2.4 Innovation and portfolio
B.2.4.1 Developing a global offer portfolio
In 2011 the Global Key Offering (GKO) program continued identifying up-selling opportunities in their own account
the roll out started in 2009, despite the difficult economic by taken advantages of new offerings not existing in their
conditions. previous company. An incentive mechanism dedicated to
this “Day 1 portfolio” has supported the roll-out of this
In the Atos & Siemens IT Solutions and Services merge portfolio.
process, two new GKOs have been created while
leveraging assets and know-how from Siemens IT Offering strategy is also driven by the societal trends when
Solutions and Services: the technology are reaching enough maturity and
• ERP Consolidation & Harmonization : For the benefits simplicity to support the induced changes. Thus is for our
of its customers, Atos has a unique experience and new program Zero emailTM which has been announced
develops its own methodology and tools to deliver the early 2011. First objective: our internal benefit through the
best return on investment for customers wishing to Wellbeing@work to improve working condition for our
consolidate and/or harmonize their SAP instances. This collaborators and facilitate the hiring and the retention of
offer fully benefits of our worldwide partnership with SAP new and young talents. Second objective: Atos has shared
and highlights prestigious references such Siemens and with customers who contacted us after the CEO Press
Daimler. Conference February 2011. its experience on this new
• Civil and National Security: dedicated to the Public topic, its own analysis of the situation generated by an over
Sector Market, this offer is targeting customer’s needs use of emails and its methodology to find tangible
related to Defense logistic, e-ID, crisis management solutions. More than 20 customers has proactively
systems, country boarder management, professional contacted Atos in the few weeks after the press conference.
wireless systems and services and use of IT in an End of 2011 and after all these customer’s feedbacks Atos
hardened environment. With this offer we provide some has prepared the launch of a new GKO Zero emailTM which
unique solution based on our own Intellectual Property be roll-out in 2012 with a strong consulting component (to
assets, including multiple patents. Innovation in these promote our own methodology) and multiple technology
sectors is particularly driven by recent evolutions in the solutions notably embedding enterprise social network
security domain. features.
In addition to these two new GKOs, Atos has taken In the scope of the sales program eXpand a particular
advantage of its merge with Siemens IT Solutions and attention has been brought to :
Services to reorganize its offering portfolio. Thus before the • Reinforce the teams managing the offering portfolio in
integration phase, from March to June 2011, Atos Origin and some Service Lines such as GSI and HTTS & Specialized
Siemens IT Solutions and Services teams have worked Services
together to align their respective portfolio and put in place • Monitor the roll-out of the offerings within the GBUs while
a “Day 1 portfolio”. This portfolio has allowed us to value all improving the coordination of marketing, innovation, HR
the unique Siemens IT Solutions and Services offerings around the offerings to maximize the sales efficiency
and identify Atos Origin customers potentially interested • Strengthen the internal Atos governance between the
in each industry. The same exercise has been done for the various stakeholders (markets, service lines, GBUs)
Atos origin offerings to be pushed to Siemens IT Solutions
and Services customers. By working with the Atos markets Details on our Global Key Offerings is available on our
organizations, this Day 1 portfolio has been promoted to Website: www.atos.net.
our sales teams from July 1st to train them on how

B.2.4.2 Investing in innovation in the long run
Following the launch in 2010 of a new program dealing Customers stay even more in the heart of Group activity
with the Intellectual Property Rights (IPR), Atos has and as such Atos has run numerous Innovation
improved its policy in this domain after the Siemens IT workshops and collaborative innovation events with its
Solutions and Services acquisition. Atos has worked in the customers and partners. These workshops and events, in
second semester to refine its IP strategy. This aims to better addition to the Proof of Concepts (POC) are key factors of
identify in a systematic way the IP created, to value their success for services and products innovation, integration,
potential of reuse and define the appropriate protection open innovation and finally launch of new keys ideas into
vehicle. This initiative has the ambition to facilitate, business.
encourage and manage the development and use of our IP
through the whole organization. Therefore this policy Atos and Siemens, in the scope of their joint partnership
contributes to improve Atos perceived value by our following the Siemens IT Solutions and Services
customers and Atos sales performance by bringing our acquisition by Atos, have decided to both allocate EUR 50
innovation to our proposals. These also sustain the million on R&D, with the ambition to speed-up the
reduction of our operating costs by reusing existing assets innovation and develop new joint distinctive offerings.
rather than rebuild them or buy technologies from a third Over the ten potential joint development projects
party. In that respect, Atos is pursuing the consolidation of identified before the Siemens IT Solutions and Services
its R&D effort in order to generate long term recurrent acquisition (i.e.: communication platform to remotely
revenues. End of 2011, Atos has delivered substantial sales capture data, railways maintenance, embedded solution
success embedding security IPs. for electric cars,…) seven projects have been submitted to
the joint investment committee by end of 2011.

B.2.4.3 The Scientific Community
During the fourth 2011 semester, the scientific community audience, sixteen White Papers have been published on
has been reinforced with new members coming from adjacent topics.
Siemens IT Solutions and Services and is now a network
of ninety people, representing a mix of talents and The “Future Center” has been designed and will be
expertises from all the countries where Atos operates. implemented in 2012. The “Future Center” will be
20% the 2010 community has been renewed, to allow accessible from every large premises of Atos Origin and
new members to contribute to new prospective thematic. will be key to support an open innovation culture within
Atos.
Its mission is still to help Atos anticipate and craft its vision
regarding upcoming technology disruptions and the new The Scientific Community operates internally using the
challenges faced by the industry. Sharing this vision with cooperation principles sometimes called “organization 2.0”
its clients and investing on the related findings, Atos with tasks chosen and not assigned, peer rating,
intends to help its clients to make critical choices regarding collaboration tools. It has contributed to internal pilot
the future of their business solutions. projects to identify potential solution for its Zero emailTM
program.
In 2011, the scientific community has studied ten key
identified challenges for its industry and its clients. In With the basis of Journey 2014, Scientific Community can
addition, the community is working on eight building pump prime a process of Open Innovation targeting,
blocks as user interface, process, context, social graph, data Students, Universities and Startups.
brokerage, etc. which combined with the ten challenges
constitute the five-year vision for Atos Origin called Extending the reputation of Atos in the Olympics, the IT
‘Journey 2014’. Challenge will address thirty universities in the five main
countries where the Group operates. It will identify
In 2011, the Scientific Community has concentrated on: students who can contribute to the development of Smart
• implementing with customers the concepts developed in Mobility applications using, as needed, the concepts and
Journey 2014 by building “proof of concepts”, tools developed by Atos.
• providing it support for external communications in line
with the CEO Press Conferences, The best teams will be rewarded through several
• designing “the Future Centre” to present our Vision to distinctive experiences including invitation to Summer
customers, partners and staff, . Olympics in London and industrial implementation of
• initializing Open Innovation and incubator vis-à-vis their ideas. Universities are for most of them willing to
students through the Atos IT Challenge organized in 2011 anchor their research into industrial reality. Smart
(www.atositchallenge.net), Mobility applied to the connected cars has been the first
• and the launch of ‘Journey 2016’ identifying twelve new theme with the ambition to create a chair at the French
challenges for the next five years. Pierre & Marie Curie University with the group car
manufacturer Renault.
More than 10 proof of concepts have been implemented in
the domains of Smart Mobility, Cloud Orchestration, Social Also link with the Smart Mobility and the car industry, Atos
Network Analysis, Business Process Modeling, Identity is willing to be one of the founding member of the
Management, Smart Metering, Creative Lean, Risk Vedecom Institute (Decarbonated and communicating
Assessment in Solvency 2, etc. Participation of customers vehicule) regrouping car industry actors and research labs,
to these proof of concepts program has generated to ease the goto market of intelligent solutions for:
opportunities for new business in innovative fields. • Zero-carbon vehicles and associated technologies
• Connectivity and multimodal cooperation and services
Having experienced the challenges and building blocks to among the vehicle and its environment
real situations that demonstrate the theory in practice, the
Scientific Community has delivered a new version of
“Journey 2014” focussing on “Simplicity with Control”, a 120-
pages document to be made available to Atos strategic
customers, its main partners and its staff. For the same

B.2.5 Quality
To align with the extension of distributed delivery of This ensures:

services across onshore, nearshore and offshore • Constant measures, reviewing the effectiveness of our
capabilities, The Groups’ Quality organization had to adapt delivery and using this input to implement a continuous
to contribute to continuous improvement of services improvement loop to improve quality, performance and
delivered to our clients. predictability of our deliveries for the benefit of our
customers.
The decision was made and implemented in 2010 to • To become a learning organization – something that has
incorporate at a country level, a Quality correspondent been developed can be shared and re-used by other parts
network strongly integrated at a Service Line level. of the organization.
• To be more flexible in moving work to the most
Whereas the country Quality correspondent are focusing appropriate location based on skills, proximity and cost
on customer Service Level Agreement achievement and requirements Of course, the maturity and compliance of
satisfaction, the Service Line is working to improve the our standard processes and usage is constantly being
back office in efficiency, quality and fluency. assessed against Industry and international such as ISO
9001, ISO 20000, ISO 27001 as well as CMMI 3 / 5.
As a result, distributed sourced projects and ongoing
services benefit from a unique Quality Management Another example of this focus on end to end
System per Service Line implementing common way of improvement is the review by Delivery Line Global Quality
working for all Atos staff to deliver our offerings seamlessly Director, on a weekly basis, of action plans for all accounts
end-to-end, delivery site notwithstanding. For this, it that do not achieve 98% or more of their SLAs (and we plan
implements a common set of processes, guidelines to extend the threshold to 100%).
metrics that are supported by our standard tool set.
Thus we enforce strongest commitment to Quality and
proactive problem management of Atos.

B.3. Sales and Delivery
B.3 Sales and Delivery
B.3.1 Atos Sales and Business development approach
The IT intensiveness of our customers is increasing due to • an exceptional data-center network to allow Atos to
various structural reasons: become a leading Cloud Computing firm.
• Globalization: bigger organizations need more IT to
manage scale and internal complexity. In this context, Atos’ ambition is to create organic growth as
• Connectivity: It is a booming area. Individuals, of 2013.
professional groups, devices, objects are connected and
create a massive need for a new layer of IT systems and To achieve such an ambition, Atos’ Sales and Business
solutions. development approach is to:
• Data deluge is actually happening. • Build a portfolio of innovative and competitive vertical
offerings addressing key business issues of our
Further to the acquisition of Siemens IT Solutions and customers,
Services, Atos has a lot of new capabilities. In Business • Develop client intimacy and sell on the basis of superior
enabling IT services, SIS has brought additional HTTS intelligence of our customer issues and objectives,
capabilities and footprints (in LATAM, in CEE, …) and some • Focus on a limited number of customers and on the
highly valued vertical expertise (Civil and National services for which we have proven expertise and
Security, Smart energy,…). In Foundation IT services, competitive advantage,
Siemens IT Solutions and Services is a game changer • Develop consultative selling to pro-actively propose our
providing the new company: customers solutions that address their key business
• a better geographic reach (additional 15 countries with issues,
direct presence), • Look for profitable growth by positioning on value added
• a significant increase of our offshore capabilities, services.
• a step-change in size and industrialization potential,
B.3.1.1 Sales has been a key dimension of the integration of Siemens IT Solutions
and Services
Sales has been a major stream of the integration program • Integrated account plans were defined for all accounts
which achieved major milestones: with yearly revenues above EUR 3 million in the first 6
• An integrated large deal was set-up and running on July 1st months of the new company.
2011 at the closing date
• An integrated portfolio per Market was defined on July 1st A strong managerial attention was given to the sales
2011 community to secure key sales people and unwanted
• Sales materials supporting the new integrated portfolio attrition of key talents was prevented.
were ready on July 1st 2011
• 1,100 customers and 500 new logo of Siemens IT
Solutions and Services were visited during the first half of
2011, to present the new company,
• Sales force was trained to the joint Sales best practice
methodology and the new integrated portfolio,

B.3.1.2 A new company set-up to support Sales
Markets & Sales

Public Sector, Siemens Manufacturing, Telecoms
Group Healthcare Account Retail Financial Energy Media &
Functions & Transport Executive & Services Services & Utilities Technology GBU & SBU
Global Sales &
GBU Germany
Marketing Support
GBU France
Finance Siemens Global Partnership Strategic Sales Engagements
GBU UK/IR
GBU Benelux
Human Resources
GBU NAM
GIBS GBU Iberia
Chairman & CEO GBU N & SWE
Talents &
Communications GBU CEE
GBU IMEA
Legal & Compliance
GBU Asia Pacific
Purchasing GBU LATAM

General Secretary(3) TOP(2) & Integration SBU Worldline
IT & Process SBU WorldGrid
Systems Managed Consulting Hi-Tech

Integration Services & Technology Transactional
Services Services
Service lines
The organization of the company was redesigned to • Locally execute the Market strategy defined by Global
support the three major growth levers of the new Atos: Markets,
• Locally implement the global portfolio,
Growth lever 1: Markets • Manage local accounts and local deals,
Five Markets have been defined: • Manage local Sales force.
• Manufacturing, Retail & Services,
• Public Sector, Healthcare & Transport Growth lever 2:
• Financial Services, Strategic Sales Engagement (SSE)
• Telecom, Media & Technologies, Strategic Sales Engagement primary mission is to increase
• Energy & Utilities. the Atos Market share on the large deals market:
• By focusing specialized highly-skilled resources with a
Global Markets: solid track-record of closing large complex sales,
• Are accountable for Pipeline, Order Entry, Revenues and • By developing a strong relationship with third-party
Sales costs, industry analyst and advisors,
• Define Market strategy and portfolio, • By pro-actively proposing large-scale Transformation
• Ensure direct management of global accounts, projects to existing customers and new logo.
• Cross-sell across geographies & expand customer base, SSE has 160 experts organized in two groups:
• Cross-fertilize on portfolio across Service Lines. • 70 experts in Global SSE to address cross-borders MS
deals over EUR 100 million and SI / HTTS deals over EUR
Each of our five Global Markets is driven by an executive 50 million on a global basis
committee member with an in-depth expertise of the • 90 experts in Local SSEs to ensure that GBUs win more of
Market. mid-size deals.
Each GBU internal organization is mirroring the Group
organization with 5 local Markets which:

Growth lever 3: Siemens strategic partnership development projects, providing the IT systems that will
A dedicated team, headed by an executive committee be embedded in the products to be developed that these
member, was created to ensure that we properly interact boards select based on market potential.
with Siemens AG and internally coordinate actions and to
leverage the full potential of this powerful partnership. In the first six months of the new company
(second half of 2012):
To implement this partnership, Atos is now the only • The partnership governance was implemented,
partner of Siemens to be part of Siemens One, the body • The partnership teams were set-up both at corporate
that ensures collaboration of Siemens companies on level and in the GBUs,
vertical markets. Siemens One is built on 14 Market • Joint opportunities pipeline were identified,
Development Boards. These Market Development Boards • Joint-investment projects have been identified and first
decide on product development and go to market across investment funds have been released.
Siemens companies for a specific vertical market.
Commercial cooperation between the two companies is
Atos is joining 12 of these Market development Boards. On now fully operational and targeting Order Entry as soon as
these 12 vertical markets Atos is participating in product early 2012.
B.3.1.3 eXpand: Atos Sales Transformation program
eXpand aims to significantly improve three main KPIs: Through its 10 streams, eXpand addresses all the relevant
Qualified Pipeline, Win-Rate and Order entry to generate issues to improve the commercial efficiency of Atos:
sustainable profitable growth. • Portfolio and resource alignment
• Sales efficiency
eXpand is an Executive Committee program where each • Win Rate improvement for Renewal and New business
stream is sponsored by an ExCom member. • Gross Margin optimization
• Brand and Talent management.
From an operational stand point, eXpand is deeply
coordinated with the TOP² Program to ensure ease of
execution and reuses – from TOP² – the same execution
discipline:
• Leverages the same country leaders as TOP,
• Linkage with budget process is the same as TOP,
• Focus on actions, with a strong local involvement.

B.3.1.4 Marketing approach
Context The new organization is strictly designed alongside

industry benchmarks; a roadmap for organizational
Since the launch of a global marketing function as part of the development for the coming years has been put in place.
TOP program in 2009, establishing marketing as a key In 2011, the primary marketing focus has been the
enabler of growth has become a strategic priority of the enablement of the sales force on the activity of the second
group. While the function has been set up in 2010 by semester due to new portfolio or sales tools. Consequently,
aligning people, processes and tools on a global scale as well a significant part of the marketing budget has been
as rolling out global campaigns, in 2011 the focus was shifted invested in order to ensure that proper sales tools are
to training and supporting the enlarged Atos sales force. available on July 1st 2011 so that sales activity runs
smoothly despite the integration, a new organization and a
new portfolio.
Marketing at Atos is driven by sales objectives and fully
reports into sales; thus the two missions of the function Atos Ambitions
include:
• Sales Enablement–Development of tools, demos, how to In 2012, focus should be back on demand generation and
sell guides and other sales material to empower the sales the roll out of global campaigns in order to build the
force; provide sales trainings on offerings and portfolio pipeline. The organization has been strengthened
(how to sell what and to whom); run sales portals and significantly in order to be able to drive a number of global
further sales enablement initiatives all aiming to increase programs for worldwide implementation. In order to do so,
sales productivity and efficiency investment into best in class marketing processes and
• Demand generation – Drive demand through global tools (such as marketing automation) and also highly
campaigns to push offerings or bundles of offerings skilled B2B marketing experts is planned.
addressing specific client needs through various
marketing online and offline channel.
What’s New?
From an organizational point of view the merger has been

a great opportunity for marketing since both marketing
organizations had complementary strengths; during the
integration a number of best practices from both sides
could be implemented. New areas such as market and
customer intelligence have been build up and started to
deliver results.

B.3.2 Markets: description of context, achievement and ambition

for the five identified verticals
B.3.2.1 Manufacturing, Retail & Services
Context • Chemicals, Metal & Mining

• Consumer Packaged Goods (Food and Beverage)
In 2011, manufacturing looked set to lead the way out of • High-Tech and Engineering
recession, with the retail and service industries following • Machinery and Plant
close behind. Towards the end of the year, renewed • Pharmaceutical
concerns over the economy, particularly in Europe, left all • Pulp, Paper and Wood.
three markets in a state of renewed unpredictability.
Atos Ambitions
In all three sectors, fluctuating demand created challenges
with regard to both capital and cash flow. At the same time, The actual process of creating the new Atos acted as a
even though most consumers are spending less, their powerful catalyst in examining and forming the
expectations continue to rise as they look for both better Company’s strategy in manufacturing, retail and service.
value and increased choice.
With over 10,000 specialists in these sectors, and 30 years’
Commitment to sustainability and ethical behavior experience, Atos crystallized its focus on four specific
remained strong, thanks in part to the recognition in all areas of expertise in 2011 – each of which would contribute
sectors that these are intrinsic to continued business directly to our clients’ business value:
success, not only in terms of cost and operational • Product and service innovation – continuous
efficiency, but also in terms of brand and reputation. innovation underpins success and differentiation in
manufacturing, retail and service. Atos’ depth of
Globalization will continue to be a driving force, and the expertise in Product Lifecycle Management (PLM) is
ability to serve diverse markets and to optimize extended particularly relevant here.
supply chains with real agility was regarded as a high • Manufacturing operations excellence – the traditional
priority throughout the year. focus on operational excellence at individual plants
needs to be radically extended across all operations.
What’s New? This becomes pivotal both in the drive to reduce the
cost of production and in the ability to compress time-
For Atos clients, business priorities remained largely stable to-market for new products and services. In 2011, Atos
in 2011. The key focus on improving business processes further refined its Manufacturing Execution System
and on reducing enterprise costs, for example, continued (MES) proposition, boosting its ability to support clients
to be strong recurrent themes. in this critical area.
• Global supply chain management – all manufacturing,
There was a marked increase, however, in the emphasis retail and service companies are affected by the need to
which our clients placed on the importance of analytics manage global supply chains, whether directly or by
and workforce productivity – and both of these reflect the proxy. As a fully global company itself, Atos placed an
demand for actionable, real-time information and even greater emphasis on the importance of smart
intelligence across all three sectors. logistics and global supply chain during 2011.
• Customer loyalty and brand equity – loyalty and brand
The coming together of Atos and Siemens IT Solutions have been massively affected by online presence and
and Services was a major event this year, and of all Atos’ the ability to build and sustain client relationships at any
markets, perhaps had the greatest resonance in time and from any location is high on our clients’
manufacturing, retail and service where the combined agenda. Atos’ depth of experience in CRM and hi-tech
value of the new company was recognized in numerous transactional processing combine with more recent
specialist sub-sectors: developments in smart mobility to offer distinctive and
• Aerospace and Transport Equipment differentiated propositions.
• Automotive

In manufacturing, Retail & Service, Atos continued to and smaller manufacturing companies, in adopt what is
combine the value of foundation IT with industry-specific fast becoming a “must have” PLM capability.
capabilities during 2011. This approach was rewarded with • PLM on demand – with Cloud delivery a clear path to
both a high proportion of contract renewals and a significant business agility, Atos has refined its PLM proposition in
volume of new business. partnership with PTC to offer this critical capability as an
on-demand service.
Industry-specific expertise • MES – during 2011 we extended our core MES capabilities
with an extended range of consultancy services. These
In each of the four business-critical areas outlined above, help clients scope opportunity and build a qualified
Atos has clear and differentiated industry-specific offers. business case for MES adoption across the extended
Manufacturing and engineering are very much part of the enterprise.
Atos DNA, and this has been further strengthened with the • Smart Mobility – launched in 2010, our smart mobility
launch of the new Atos. Highlights of 2011 include: capability was extended in 2011 with a strong emphasis
• Product Lifecycle Management - PLM was a core on the automotive sector.
industry specialty both for Atos and for Siemens IT • Sales and Operation Planning – management
Solutions and Services. With the new Atos, these intelligence and agility have become absolutely critical in
complementary capabilities make an even stronger manufacturing, retail and service. Atos mastery of real-
proposition. Atos is particularly keen aiding both major time data management has been increasingly sought
enterprises in their desire to rationalize and extend PLM, after during 2011.
B.3.2.2 Public Sector, Healthcare & Transport
Context What’s New?
Public Sector, Healthcare & Transport is the broadest of the Across all PHT sectors, Atos can point to engagements in
market categories in which Atos does business. This is 2011, in which the intelligent and innovative application of
extended further when one considers that Education and information technology made a difference. These ranged
Defense and Security, each specialist markets for the from the delivery of mobile real-time flight information to
Company in their own right, are also included. Air France KLM customers, to the launch of secure private
Cloud Services for public sector organizations, in
With such a broad scope, it is important to retain focus on collaboration with Microsoft.
each sub-sector. It is, however, also possible to observe
these sectors together, noting trends, concerns and The formation of the new Atos in July 2011 had a strong
challenges which they hold in common. and positive impact. The extended company profile across
Europe, for example, presented immediate opportunities
In 2011, their obvious shared characteristic was budget to share new ideas and best practices in both central and
constraint. The public purse was under extreme pressure, local government engagements.
particularly in Europe where the challenge of reconciling
the expectations of public sector employees and the In healthcare, it was notable how complementary
citizens they serve in the face of tight public spending was experience created a new and extended value
front page news for much of the year. proposition. Atos Origin, for example, had a strong profile in
patient records management and healthcare outsourcing,
It would be a mistake, however, to focus solely on finance. and this combined easily with the Siemens IT Solutions
Across these sectors, we saw people and organizations and Services strength in hospital management and
seeking to exploit new collaboration and communication specialist systems.
technologies in order not just to “do more with less”, but
also to craft entirely new modes of service delivery to the These complementary strengths were also quickly made
citizen and employee. evident in transport and urban service systems, where the
extended relationship with Siemens AG also gave new depth
to the overall proposition, as information and engineering
strengths combine. Our IT in Cities program complements

these initiatives, with its focus on delivering integrated Industry-specific expertise

services to citizens across fixed and mobile devices.
The ability to craft foundation IT services to meet the
Atos Ambitions specific requirements of public sector, healthcare and
transport clients is an essential capability. The way, for
Atos’ ambitions for the Public Sector, Healthcare & example, that a local government uses cloud-based
Transport will continue to focus on areas in which our information delivery to the citizen may be very different
expertise creates value and differentiation. from the way in which central government agencies
exploit shared service centers.
Foundation IT services will remain an essential element in
our engagements in these sectors: managing the Atos also offers a broad spectrum of highly specialized
infrastructure and applications on which our clients rely, solutions for its clients in public sector, healthcare and
and providing the support that their workforces need to transport. A small selection of these is illustrated here:
work productively, safely and securely. • Government Frameworks: helping public sector
agencies integrate services securely and efficiently.
Increasingly, however, we will shape our capabilities to • City cockpit: giving local government management and
drive the strategic direction of information technology use operational teams the active dashboards they need to
for our public sector, healthcare and transport clients. optimize service delivery and organize civic resources to
Sustainability, for example, becomes a central element best effect.
here. Public service organizations are under an obligation • Ticketing and journey planning: giving people the
to lead by example in sustainability, and the way, for tools they need to plan journeys and purchase tickets
example, in which Atos is able to design and implement with maximum value and convenience, from both fixed
workplace models which minimize real estate and travel and mobile devices.
costs makes a direct contribution. • Defense logistics: creating secure asset co-ordination
systems which can be shared at both national and
Throughout the Public sector, Health & Transports, the international level.
massive uptake of smart mobile technology in people’s • eHealth solutions: exploiting the best in
private lives has an immediate influence on their communication and collaboration technologies to
expectations of public service. Here too, Atos is intensely inform and educate the patient.
focused: designing education infrastructures, for example, • Civil & National Security: a full-spectrum solution and
to allow people of all ages to pursue lifelong learning. service approach that helps clients to detect, prevent,
respond and recover in a network-centric environment.
Security remains high on the agenda across these sectors, This comprehensive suite of answers from mission
and here too, Atos has a particular strategic focus. We are planning and border management to data fusion and
actively involved in national security initiatives, with emergency response will deliver more integrated and
identity management, border control solutions, risk more agile information performance.
management and secure communications all featuring in
our activity. We have also been increasingly involved in the
development of the strategic approaches needed to
counter cyber security challenges. Atos does not position
itself only as an IT service supplier to our PHT clients. We
are extremely pro-active in our stance, and aim to establish
relationships of genuine partnership. Formal collaboration
between public and private sector organizations, with
appropriately crafted contract and commercial models, is
now a recognized business model in the public sector, and
one which Atos actively endorses. We aim to anticipate
need, as we become actively involved in both strategic and
operational challenges.
Atos has a clear understanding of the trends affecting each

of the PHT markets, and has crafted focused strategies and
approaches for each, as summarized below.

Significant Wins in 2011 major Enterprise Content Management solution for

defense contractor Thales; and innovative client
Atos won significant PHT contracts in all key geographies information systems for France/KLM.
during 2011, spanning industry-specific solutions, 2011 was also a year of important contract renewals. These
foundation IT services and hi-tech transactional services. included fare collection services for Cordoba in Latin
America, civil and national security renewals with the UK
Highlights included new IT outsourcing contracts with the civil service, and ongoing systems integration
department of Public Prosecutions in the Netherlands; a engagements with the French Ministry of Agriculture.
B.3.2.3 Financial Services
Context • Establishing global standards for automated business

process
The macroeconomic stabilization seen in 2010 was partly • Rationalizing global IT platforms for both applications
eroded in 2011 with diminished economic activity and and infrastructure
confidence. A renewed sense of financial crisis took hold,
with the Eurozone debt crisis and the general need to The creation of the new Atos in July was an event of
address sovereign debt particularly apparent. As a immediate interest for our financial services clients.
consequence, the finance sector needed to address Particular interest was shown in the significant increase in
banking failures, funding pressures, balance sheet geographical footprint, and in the augmented scale of
de-leveraging and enhanced regulation including Basel III specialist resource: the Atos financial services team now
and Solvency II. totals some 15,000 experts.
Financial services are globalized, and the scale of Perhaps the most significant was the heightened interest in
opportunity was not the same everywhere in 2011, with the Company’s hi-tech transactional services, which have
emerging markets showing greater dynamism throughout a clear contribution to make both in process efficiency and
the year. In mature markets, the pressure to reduce in furnishing the data which underpins actionable
operating costs through improved process, unsurprisingly, business intelligence.
remained intense.
For both banking and insurance markets, 2011 has been a Atos Ambitions
year of the “back-to-basics” business model, but also with a
renewed focus on growth market segments and on the use The Atos financial services strategy is clearly delineated,
of technology to enable new products and services and the new company rapidly brought together its
(mobile, social media). Across the financial services complementary capabilities from July 2011. The Company
industry, the ability to focus on the individual client made the comparison and combination of offers and
experience was seen as key to growth. Not only was it client portfolios its top priority at launch.
essential to rebuild trust at an individual level, it also
became essential to maximize the opportunities for We recognized immediate opportunities to extend
business with each customer. business into new geographical markets, encouraging
international business growth with selected customers
and encouraging top line synergies in terms of portfolio
What’s New? expansion.
In many respects, 2011 was a year of “more of the same” for During 2011, Atos continued to refine its foundation
the financial services industry, and as an IT solutions and services for financial services clients, building on its
services company, Atos worked with its clients to focus reputation as a provider of core infrastructure and
particularly on: application services, with Cloud naturally becoming part
• The drive to lean operating models of the equation. Identity, security and risk management,
• Product innovation and accelerated speed-to-market together with data center operations also featured
• Continued pursuit of flexible multi-channel distribution prominently.

The critical emphasis, however, was placed on market- Management and collaboration, we help banks and
specific solutions and services, in which Atos could take insurance companies streamline process, offering fully
full advantage of a depth of experience of banking and outsourced services where desired.
insurance processes. These include our powerful assets of • Hi-tech Transactional Services – as the leading
hi-tech transactional services and core platforms. provider in Europe, Atos already has a high profile in mass
processing of financial transactions. These services are
Industry-specific expertise now increasingly sought-after for CRM activity, given the
banks’ business focus on customer experience and
Atos market-specific solutions and services are carefully earnings-optimization.
identified and developed according to the trends and • Core banking and insurance solutions – Atos has
strategic developments of these markets. Highlights of 2011 depth and breadth in core solutions. These span back
include: office processing, credit collection, corporate treasury
• Multi-channel management – with over two billion and cash management, along with outsourced insurance
internet users worldwide, financial services companies life and pensions closed book operations.
must be able to develop compelling and profitable • Risk, regulation and compliance – Atos offers specific
products across all delivery channels. Atos designs, builds capabilities in data management, risk management,
and runs web 2.0 delivery vehicles for its clients. Solvency II, Basel III, and information security. These
• Core process transformation –Atos has a deep services are offered on a global scale, but always with full
knowledge of core banking and insurance processes. knowledge of local regulatory and compliance
Combining specific skills in Enterprise Content conditions.

B.3.2.4 Telecom, Media & Technologies
Context efficient. In all cases, organizations are under pressure to “do

more with less”, and even when IT budgets remain static or
Although telecommunications, media and technology are diminish, the insistence that IT should better support
both distinct markets, with distinct challenges, crossover business objectives remains very much in evidence.
continued during 2011: telecommunications companies
exploited the device and application platforms of In all three sub-markets, increased and often completely
technology companies over which media companies new forms of competition lead our clients to critically
delivered content. examine their core business. As a result Atos not only
continued to win IT outsourcing business, but also
Voice and data traffic volumes in 2011 were staggering. It’s increased its proportion of hi-tech transactional
not surprising: two billion of the world’s population is now processing, both for billing and CRM services.
internet users and smart-phones are set to overtake
personal computers as Internet access devices within two The mid-year launch of the new Atos enriched the service
years. Despite these volumes, telecommunications mix we are able to offer our clients, and we were quick both
revenues remained more or less flat — in Europe and the to carry this message to our existing clients, and to ensure
USA, at least. This contrasted with the strong revenue that these extended capabilities were communicated
growth of the emerging markets of Brazil, Russia, India and more widely. This development was received with
China. particular interest amongst tier one telecommunications
players in Europe. In part this was due to the opportunities
Despite these volumes, the challenges are clear: gained through the increased European footprint of the
• Telecommunications: companies face near-saturation new company, and in part to the extended non-European
in mature and consumer markets. Tougher competition presence – many tier one players also have keen interests
leads to a decrease in Annual Revenues Per User, with in Latin America and Asia.
profit further eroded by the need to invest in capacity, and
the emergence of new pure internet and Cloud players. The extended Atos capabilities were most evident in
Erosion of traditional revenue streams pushed Cloud Service offerings and expertise in billing solutions.
telecommunications companies increasingly towards For our media clients, we gained extensive capabilities in
new earners – Cloud for enterprise and consumer digital media facilities for the first time.
markets, along with increased interest in machine-to-
machine communication began to raise serious interest Atos Ambitions
in this respect.
• Media: the passage from analog to digital is relentless. There is a natural fit for Atos in the telecommunications,
Audiences become increasingly fragmented and media media and technology sectors: all the services they offer
services more personalized as a result. The challenge of are underpinned by IT-enabled processes, which is where
managing monetization is acute and increases in our own key competence lies.
complexity as the choice of platform expands. For press-
based publishers, the need to carry content through to In each of these sectors there is a continued demand for
online and digital media remained an unavoidable foundation IT and Atos’ continuing leadership position in IT
imperative. outsourcing for telecommunications remains central to our
• Technology: competition is fierce as the gap between own development strategy. The world of telecommunica-
innovation and commoditization shrinks. Acquisition tions, media and technology is increasingly globalized, and
and consolidation are rife, and the Cloud shifts emphasis the strength and agility of our own global service delivery
from hardware to software. model resonates strongly in these sectors. For our media
clients, the continual drive from analog to digital remains a
What’s New? constant theme, and Atos’ new capabilities in studio
transformation illustrate this focus well.
In 2011, Atos clients in telecommunications, media and
technology continued to pursue operational efficiency Atos will continue to build business with the major players
aggressively, and this was reflected both in their insistence in its key European markets, but will also heighten focus on
on more effective IT spend and on their focus on making emerging markets, especially in Eastern Europe and Latin
core processes, such as billing and CRM ever more agile and America.

As always, however, it is the industry-specific capabilities markets on the other. The Atos MVNO platform delivers
which create the greatest differentiation. We will always all the IT-enabled processes and tools required to
seek to enhance stand-out with the “end-to-end” nature of establish and operate an MVNO.
the proposition. Atos has 8,000 IT and business specialists • NGIN – our Next Generation Intelligent Networks are one
working full time in telecommunications, media and of the few commercialized solutions on the market which
technology. Their skills combine consultancy, system allow mobile operators to fully exploit fixed/mobile
integration skills, ongoing service management, and, convergence. This is particularly useful in the enterprise
unusually, full transactional services. space, and allows operators to offer genuinely integrated
contracts and services across fixed and mobile devices.
Offer development in 2011 took into consideration the fact • Digital Media Facilities – the design and management
that in all sectors in which Atos is active, our clients are of digital media facilities is highly specialized and
themselves highly dependent on telecommunications, requires deep knowledge of both rapidly evolving
media and technology. The emphasis we have placed on technology and of media culture and operations. Key to
smart mobility, for example, shows how we can sell both success is the ability to help media companies create and
with and through telecommunications and media syndicate content with exceptional agility across multiple
companies to help meet the demand for new, context- channels. Again, the drive to transform analog to digital is
driven mobile services in other sectors. continuous, and the associated desire to create and
deliver content seamlessly across multiple channels
Industry-specific expertise contrasts starkly with the traditionally fragmented media
landscapes.
Atos has developed numerous offers for the specific • Billing solutions – billing in telecommunications is
market requirements of our clients in telecommunications, unlike billing in any other sector. Millions of micro-events
media and technology. In 2011, we gained particular must be recorded, aggregated against variable tariffs,
market traction with four of these, partly thanks to the billed and collected. This already complex scenario is
interest generated by the launch of the new Atos. made even more demanding by the need to continually
enhance and extend client service, minimizing churn
• MVNO Platforms – the Mobile Virtual Network Operator which often runs in excess of 20%. Atos offers full billing
model has radically altered the profile of the solutions, with fully outsourced transaction processing if
telecommunications market. Atos MVNO platforms have desired. Consolidation and harmonization is an Atos
generated particular interest among tier one players specialty in markets where heterogeneous heritage
seeking to sell services on to third party operators, on one systems are now widely perceived as barriers to
hand, and looking to break into new geographical operational efficiency and agile business development.

B.3.2.5 Energy & Utilities
Context Atos had invested strategically in the development of its

own smart metering and smart grid platform. The
Nothing brought the real issues of energy and utilities into dominant French utility provider ERDF had selected
perspective like the UN Climate Talks held in South Africa in Atos for a large scale pilot, and in October, following
December 2011. Emissions control has to be a shared government approval, announced its intention to roll-
responsibility; it has to be enforceable; and it has to respect out smart metering to over 35 million properties. The
the position of all nations: less developed economies cannot Atos solution will support the world’s first
be expected to offset consumption for everybody else. implementation on this scale.
With sustainability being the keynote theme of 2011, we In 2010, Atos established Atos Worldgrid, its specialized
saw both a continued focus on renewable and some very unit focused on the industry-specific IT and critical real-
real developments in smart grid and in the shift by which time process requirements of the energy and utility
“load follows generation” rather than “generation sectors, and during 2011 the unit gained real traction as a
following load.” voice of influence in these highly specialized sectors. Atos
Worldgrid has a strong story to tell in nuclear, and during
In oil and gas, as always, extraction got even tougher: 2011 continued to invest and develop highly-specialized
indicatively, 2011 was the year that “fracking” became part capabilities in nuclear instrumentation and control. Similar
of the standard news vocabulary. specialty in systems for the management of physical gas
dispatch was also a focus during the year.
Sustainability, however, goes beyond the reduction of
emissions and the minimization of environmental With the launch of the new Atos, our capabilities and
impact through upstream activity. Energy and utility authority in these sectors also moved up a gear. In part, this
companies also placed security of supply higher on the is thanks to highly complementary capabilities. Atos
agenda in 2011: politically motivated strike on production Origin, for example, was particularly expert in “meter-to-
or supply came to be seen as a real and present risk. grid” while Siemens IT Solutions and Services brought
Security and safety are always high on the agenda in specialist expertise in “meter-to-bill”. The additional
energy and utilities, and in 2011, Fukushima raised capabilities gained through the integration of Siemens IT
concern with nuclear around the world. Solutions and Services were particularly relevant here,
with their depth of skill and experience in SAP for utilities,
Energy and utility companies also faced continuing which constitute a complete suite of billing, CRM, and
economic and operational challenges in 2011. Both the metering services. Indeed, the overall Atos SAP strength
workforce and the infrastructure are aging, and both rose to over 8,000 on the launch of the new Atos.
require significant investment. Providers were pressured
to optimize operational costs at every step of the The launch of the new Atos also has strong and positive
production and business chain - and to do so in the face of implications regarding geographical influence and strategy.
volatile and hard-to-predict spending patterns. The new opportunities for Atos in Germany and Eastern
Europe are important. Until now, Atos has not broken into
The continuing impact of deregulation was also in evidence, these markets in the UK, and with our newly extended
and for many utility companies this generated increased depth of expertise, this now becomes part of the ambition.
interest, for example, in the need to rationalize and Further afield, Latin America and Asia Pacific also now
consolidate their use of industry-specific instances of SAP. become very real targets for energy and utilities. Atos is
extremely focused on its geographical targets, and will
Other themes which Atos saw continually through 2011 seek to build new business in countries where it can
included: life span renewal and nuclear stress testing, grid leverage its reputation and demonstrable best-practice.
automation with increasingly integrated operational
toolsets, and smart metering, CRM and home automation. Atos Ambitions
What’s New? Atos has a clear and focused strategy for the energy and
utility sectors. This can be presented simply in terms of
2011 saw some significant and highly positive four key development areas.
developments for Atos in the energy and utility sectors.

• Atos Worldgrid – our highly specialized energy and Industry-specific expertise

utility business unit will continue to take the lead in
driving innovation in industry-specific solutions. The Every solution and area of expertise within Atos Worldgrid
depth of skill of Atos Worldgrid was significantly is specific to the energy and utility sectors. They span over
extended in 2011 with the formation of the new Atos. Two a broad range of industry requirement, covering activities
areas of competence in particular are worth mentioning: as diverse as specialist asset management for oil and gas
first, we strongly increased capability in SAP for Utilities, installations to automated meter management. Activities
the now dominant ERP platform in the sector and which generated particular interest during 2011 include:
second, we built a lasting relationship with e-utile • Oilfield monitoring and optimization – creating a
(specialized developer of, among other things, smart comprehensive digital dashboard of all upstream
metering roll-out systems). operations, enabling resources to be deployed effectively
• Atos Foundation IT –all energy and utility companies and ensuring that pre-emptive action is always the
need to optimize the efficiency with which they source preferred option.
and manage core IT infrastructure, applications and • Instrumentation and control for nuclear – every
support. Atos will continue to position itself as an end-to- French nuclear power station uses Atos systems. Long-
end service provider in this space. To date, our extended term management and absolute focus on minimized risk
transaction processing capabilities have not featured are embedded in our approach. We have supported
significantly in these sectors, but as utility operating operation for thirty years, in some instances.
practice changes, this too will alter. • Smart Metering and Smart Grid – Atos solutions cover
• The Siemens Alliance – Siemens is a world force in both commercialization and operation. Most
engineering solutions for the energy and utility sectors. importantly, our designs are completely vendor and
The Atos alliance with Siemens will create an unrivalled hardware independent, giving utility companies a
combination of IT and engineering value. Atos’ expertise business and operational foundation which is
in combining data in real-time from both operational and sustainable in the long term.
business systems to create actionable intelligence will • eCar and eMobility Solutions – the success of
feature strongly in this proposition. switching to electric vehicles, for both fleet and private
• Global Focus – more than in any other sector, the actions ownership, hinges on the quality of infrastructure. Atos is
of energy and utility companies have long-term global at the forefront of these developments, with the Siemens
implications. Atos operates at a global level, and will seek alliance adding another dimension to its expertise in
to build on best practice to deliver the most far-reaching on-board and charging systems.
benefits. Our French nuclear expertise, for example, is
already being used as a model for business in China.

B.3.2.6 Siemens: our first customer
In terms of scale, the core IT services contract between 2011 Achievements

Atos and Siemens is one of the largest long-term IT
contracts ever signed. Atos is contracted to Siemens as an The relationship between Siemens and Atos became high
IT service provider in a 7 year EUR 5.5 billion deal. profile news in 2011, and in the second half of the year, the
combined account teams took full advantage of this
As Atos’ largest customer, this contract with Siemens has momentum to drive progress.
strategic importance due to its global nature, broad scope
of services and as a basis for the broader relationship Joint governance models were refined and adopted, to
between the two companies. ensure consistency and transparency of worldwide
service delivery. As this is a commercial partnership, it is
Atos has assigned a dedicated team to manage the essential that at all times Atos can demonstrate that its
relationship and service delivery for Siemens to ensure that: service provision to Siemens remains competitive and
• Atos delivers a high quality of services for Siemens with compelling by open market standards.
continuous improvement,
• Atos and Siemens jointly engage on areas of innovation, The team also launched a smart-phone based mobility
• The experience of delivering IT services to one of the service, as part of Siemens Working Environment of the
world’s leading industrial enterprises contributes to best Future Program, to enable 5,000 Siemens employees with
practice within Atos. secure access to collaboration tools, on the move.
There is also a strong emphasis on the need to establish Looking Ahead

and sustain an effective global service strategy. Atos and
Siemens are jointly committed to building a relationship Historically, Siemens has contracted many IT services at a
based on trust, high-quality services, continuous local level. In order to avoid unwanted complexity and lack
improvement and value-creating innovation. of consistency, moving forward, the teams will place
special emphasis on the need to establish consistency of
method and service quality across the global enterprise –
Broad Service Portfolio but without compromising local responsiveness.
Every one of Atos’ four service lines also has embedded Siemens is naturally active in all emerging markets, and
Siemens representation. This is particularly important in Atos will work alongside them to ensure that in all
meeting Siemens’ desire for continuous innovation: as new developments, business information systems and IT
ideas and developments are formed, they can be shared service can be managed with agility and consistency. Asia,
and assessed with the appropriate experts from: Latin America and the Middle East are the immediate
• Consulting & Technology Services areas of opportunity.
• Systems Integration
• Managed Services Atos will continue to work in close partnership on the
• Hi-Tech Transactional Services and Specified Businesses. Working Environment of the Future (WEOF) program,
seeking to bring the full benefits of its own Adaptive
Some of the major elements of the IT services scope Workplace investments, in time, to the 420,000 members
include: of the Siemens workforce around the globe.
• Global management of infrastructure services including
end-user computing, data centers, local area network and Further Atos services will be introduced around topics
voice services for more than 200,000 users, supported such as Testing and Acceptance Management, and
by a network of global delivery centers, Information Security and Risk Management.
• Global application management for key back-office systems,
• Engagement in development and support of Siemens
sector back-office and business-critical applications.

B.3.2.7 Strategic Sales Engagement
Companies have always been trying to manage their IT • a global SSE unit to focus on even larger, multi-country,
Budget while simultaneously gaining flexibility and multi-geography deals.
innovation. Due to the financial crisis they must control
their IT Budget even more than ever. Whereas in the past Bid Teams are staffed from a mix of multicultural SSE
cost reductions were achieved by industrialization, resources such as:
standardization, and by using a mix of near-shore and off- • Deal Developers / Makers (Customer focus; Strategy
shore resources, today there is also today an increasing Development, Relationship Manager and overall
focus, also on innovation, virtualization and automation coordination),
topics such as Cloud Computing or Atos’ Virtual Desktop • Bid Directors (Pursuit Project Management, Strategy
Initiative, Workplace of the Future themes, etc. Many of Execution, Bid Budget Development and Controlling as
these require flexibility on demand or, at the least, “Pay as well as end to end Management of the entire bid team),
you use” business model providing high flexibility for the • Financial Architects (designing innovative, commercially
customers if their volumes are moving. attractive and tax proven financial models, etc.).
Therefore, today’s large projects, even if they come in more Other important GSSE roles in the bud phase are:
phases or segments than in the past, are more complex in • Strategy Consultants (shaping the fit of Atos’ USPs to the
terms of the required technical and commercial solution, customers’ strategic and operative requirements,
more global, more strategic and long-term oriented. Instead developing partnership and M&A models, etc.)
of having one partner per country or region, very often • Outsourcing Advisors (Business Development,
customers now require one or two partners servicing all of Benchmarking, etc.) and Business Consultants (setting
the customers’ geographies. In some cases the customer and facilitating strategy workshops, etc.),
even requires service that is universally available, • Also include experts from GBUs and Global Service Lines
regardless of geographical presence of the respective such as Solution Design Architects, Transition and
service provider. The successful partner needs to fit well Transformation Managers: Subject Matter Experts, like
into the customers’ Eco System, his global stretch and HR, Legal, M&A, or Tax.
different local cultures. The success of today’s large deals is
measured by its direct added value for the customer’s The deals in focus are covering all geographies and all
operations and its associated costs. However, this also Service Lines of Atos.
requires changes at the customer level as he must
implement a professional Demand Organization to Atos ambitions
manage multi service partners in several geographies.
Atos’ ambition is to reap a significant share of the large deal
Thus, large, multi-country or even global deals represent a market by leveraging its size and expertise and
high level of complexity for which a dedicated team of successfully selling Atos’ horizontal and vertical portfolios
internationally proven experts is required. Atos, being one to current and new, large, international customers.
of the leading innovative IT Services providers, has got the
answers.
What’s new in Strategic Sales Engagement

at Atos?
By acquiring Siemens IT Solutions and Services (SIS) the

new Atos became a leading European based IT Services
Company. With the clear view, that growth will, amongst
others, be generated by winning new logos and pursuing
larger, multinational or global deals, Atos established a
new unit called “Strategic Sales Engagements” (SSE). SSE is
split into:
• local SSE units within the larger Atos’ GBUs to focus on the
large deals predominantly within the GBU,

B.3.2.8 Atos Siemens alliance
From the moment that Atos Origin and Siemens began to As a token towards the strategic importance of the Alliance
discuss the possibility of combining their IT solutions and to both companies, Atos was invited to participate in the
services resources as the new Atos, the opportunities Siemens One organization, responsible for developing
presented through ongoing commercial and technological strong positions and joint go-to-markets through the
collaboration between Atos and Siemens were high on the collaboration of all relevant Siemens operational entities
agenda. towards identified target market sectors. Atos has
operationally joined eleven of Siemens’ Market
This laid the ground for a strong strategic partnership: the Development Boards ensuring alignment between the
Atos Siemens Global Alliance, maximizing the combined organizations, active collaboration with Siemens’ Key
strength of Siemens’ products and solutions with Atos’ Account Managers and facilitating local collaboration
foundation IT and innovative hi-tech transactional services. between Siemens and Atos at country level.
It is important to note the anticipated weight of the hi-tech Regarding the Collaboration Areas, joint teams are teams
transactional services in Alliance business development. active in a number of domains in all relevant industry
The ability to process massive quantities of complex sectors:
payment and CRM transactions, increasingly in hybrid • Industry and Manufacturing with a focus on Product
fixed and mobile environments, equips the Alliance with a Lifecycle Management, Manufacturing Execution Systems
genuinely differentiating capability. • Energy
• Healthcare with a focus on cloud based solutions
When the new Atos was launched on July 1st 2011, a • Transport, with a focus among others on Road Transport
combined business development team was established and around electric car related topics.
for the Alliance. Ensuring both teams are represented at • Infrastructure, with a focus among others around
the highest level, the Alliance leaders from both Atos and Airports and Data Centers.
Siemens are part of the Senior Management of each Group,
and on the Atos side, part as well of the Group Executive In regards to the joint investment projects the first projects
Committee. The Alliance team has been active in have already been approved and are now in execution.
identifying those areas in which a joint business approach
promises to create additional value for both of our own Thus, during 2011, Atos and Siemens formally established
companies, and in domains we already serve today how to the Alliance and set objectives. Dedicated senior and high
best combine the assets of both groups in compelling potential resources were allocated and frequent and direct
propositions for our customers. involvement of the senior management of both
companies kept the Alliance high on the agenda delivering
Siemens and Atos jointly set quantitative targets for already first concrete collaboration steps and a growing
business to be generated by the Alliance by 2016. Further funnel of joint customer opportunities.
tangible indications of this commitment include:
• Atos participating in Siemens One, the Siemens go-to- Looking ahead: focus on execution
market framework for large scale accounts.
• Both companies contributing an equal share to a new 2012 is expected to be the first year of execution. The Atos
EUR 100 million research and development initiative. Siemens Global Alliance teams will focus on delivering the
This focuses on generating new joint solutions, approved joint investment projects and bringing them to
emphasizing innovation and opportunities for shared market for the first customers, and expects to close the
value creation. joint customer opportunities already identified in the
collaboration areas or generated through local
The Alliance is Operational interactions.
The Alliance is formally constituted, with dedicated teams

from both groups, clear governance structures with active
involvement at the most senior level of management, and
a network of managers in the geographies of the group
locally responsible to develop joint initiatives and
opportunities between Atos and Siemens.

B.3.3 Delivery Lines
B.3.3.1 Managed Services
Managed Services overview North America and others. Siemens IT Solutions and
Services acquisition has also made Atos gain credibility
Atos specializes in managing and transforming the IT which will enable the company to address large
operations of its clients and is ranked in the top three in the opportunities but also to attract new clients. Atos has now
European market and in the top six globally. Managed a large account credibility in the market for mega deals.
Services represents around EUR 4 billion and has 27,500 • Large deal capabilities: The Atos team is staffed with
staff worldwide in 48 countries. We are one of the few the right mix of Tier-1 expertise from the market. This
companies that can provide all the ‘design, build, and team is fully operational and in motion. This is a key
operate’ elements of a complete outsourcing solution strength that Atos get thanks to Siemens IT Solutions and
providing the management and transformation of end-to- Services acquisition, and which is crucial for enabling the
end and joined-up workplace, infrastructure, application, Group to grow its business.
security and Cloud Services. • Revenue resilience for next 3 years: The Siemens IT
Solutions and Services acquisition brought Atos revenue
The main revenues of Managed Services come from resilience in Managed Services. The top three Siemens IT
Infrastructure and Cloud services, Workplace solutions, Solutions and Services contracts in Managed Services
Application operation, Network and Communication, and represent 24 per cent of the Service Line revenue.
Mainframe and are broken down as follows: • Scale in Global Delivery: The Siemens IT Solutions and
• 47% - Data Centre, Managed Infrastructure and Cloud Services acquisition gives Atos scale, making Atos double
services the number of its offshore locations and reviewing the
• 30% - Workplace Services including service desk people distribution around the world so it can better
• 12% - Application operations serve its customers.
• 11% - Network and Communication services.
On July 1st, 2011, Atos also signed a deal with Siemens
From a market perspective, 42% come from representing circa EUR 3 billion for Managed Services
Manufacturing, Retail and Services. The following markets during seven years. This deal includes the delivery of ITO
make up 18% each: Financial Services Public, Health & services for the Siemens Group. The initial scope covered
Transportation, and Telecoms, Media & Technology. exclusivity of infrastructures services, mostly in Europe and
North America, and a data center part in Latin America.
Benefits of Siemens IT Solutions and Services
for Managed Services At the beginning of 2012 and after running for more than
six months the outsourcing contract previously issued by
The acquisition of Siemens IT Solutions and Services and SIS, the parties met to develop a plan in order to improve
the Siemens partnership was the logical continuation of the quality of services previously provided. This plan
the Atos strategy and immediately brought some called “Get Well Plan” was signed by Atos and Siemens on
considerable benefits which can be seen through five April 1st, 2012, aiming to improve on the year 2012 the
dimensions. quality of services previously delivered.
• Enhancement of Portfolio: The new Atos Managed
Services Portfolio was developed using the ‘best of both Atos now has a solid large deal capability. The contracts
worlds’ which will enable the company to provide our size proves it. Atos is actually managing more than
Managed Services clients with an industry leading 300,000 users and 9,000 servers concentrated in 6 data
portfolio of cost effective and innovative services that centers across the globe. Atos is providing the full ITO
are delivered in an industrialized manner, enabling portfolio of services in all the countries where Siemens is
them to focus on meeting their current and future active.
business challenges. The two companies are now working together in joint
• Scale in business mix & coverage: Atos now has a innovation projects and solutions, such as conceiving the
stronger presence in many more geographical areas. working environment of the future or uses of smart
These include the Nordic countries, Central Europe,

phones and various mobility solutions, taking into account The Green Cloud, Atos’ new concept where the company
compliance and security. offset the carbon footprint of its customers in its data
management, is now introduced. This project underscores
Atos Cloud services Atos commitment to sustainability and evidence of this
can be found with Atos opening a new data center in
Atos aims to become the European Leaders in private Helsinki, called eco-efficient. For the cooling of the data
Cloud infrastructure and will therefore continue to make center, Atos is leveraging the cold sea water and using the
substantial investments in order achieve this goal. To heat generated by the data center for heating the
accelerate development progress, the Cloud organization equivalent of 2,000 homes in the neighborhood.
is being managed as a ‘start up’ which is improving focus,
increasing agility and flexibility and rapidly delivering From these energy efficient global Data Center’s Atos has a
exciting new innovations both to our current and new strong track record of providing managed infrastructure
customers. services with a full range of end-to-end SLA backed
infrastructure services including: server, storage,
The Cloud Services are based on a solid track record in mainframe, network and Cloud portfolio. Considerable
supplying and integrating Cloud and utility based services capability globally includes 105,000 managed server
(dedicated, private, and/or shared) and as such Atos instances (74,000 managed physical servers), 39,500 MIPS,
already delivers more than EUR 200 million in revenues 86,000 terabytes storage and 5,890 Computing on
from Cloud solutions on a yearly basis. This is in line with Demand, Cloud instances. The Group priorities are simple
the Gartner prediction that, as of 2011, companies would be and they include meeting Tier-1 profitability by 2013.
deriving more than 5 per cent of their revenues from Cloud
solutions. Therefore, the ambition for our cloud services is Workplace and Service Desk capabilities
to achieve revenues of over 1B EUR in 2015.
The Adaptive Workplace provides modular and
Providing both global and local capabilities complemented innovative workplace and service desk services, based on
by our strong market expertise, Managed Services will be extensive, proven experience in all industry sectors. The
providing infrastructure, platform and software services all acquisition of Siemens IT Solutions and Services has
‘as a service’. Atos will develop new partnerships with SAAS increased the number of seats managed by Atos
and PAAS players in the market, and has recently signed considerably from 800,000 (standalone Atos Origin) to
such a partnership with Microsoft in France. 2.4m today.
In this context, Atos signed a global partnership in With 10 global services desks operating as one virtual
February 2012 with the Cloud specialists EMC (data global delivery unit complemented by 39 local serviced
storage) and VMware (virtualization) to create a company desks handling in excess of 45m tickets annually in 39
controlled by Atos. languages, combined with onsite support capability in 149
countries, Atos has a true global footprint. The global
Data center and managed infrastructure service desk organization has a total headcount of 6,650
capabilities The largest locations include the Philippines (1,100
personnel), Morocco (600) and Poland (540). The breadth
The acquisition of Siemens IT Solutions and Services has of Adaptive Workplace services cover key areas of growth
resulted in a total of more than 80 data centers and more such as virtualization of the desktop, provided from our
than 100 data rooms of varying sizes and qualities coming private cloud, incorporating the management of mobile
from Atos Origin and Siemens IT Solutions and Services devices (tablets and smartphones) and services that
providing over 93,000 SQ meters Data Center space. enable enterprise customers to benefit from solutions
such as “bring your own device” and corporate file sharing.
Early in 2011, before the deal closing, Atos has identified the For end users “one size fits all” is no longer applicable
future data centers for the Group and 13 locations around consequently, Atos offers a flexible desktop service where
the globe have been chosen to concentrate the main the user can work anytime, anywhere with any device.
investments. In addition, in order to sustain growth and
consolidate operations in these locations, Atos aims to Focus for the future is on the release of new SaaS based
close 40-50 locations in the next few years in order to workplace offerings including Office 365, A3C (Atos
reduce its costs by around 12 per cent. Communication & Collaboration Cloud from Atos private
cloud) and social collaboration solutions, all reducing
costs and increasing agility and mobility of end users,

whilst opening the door to Zero emailTM. Enabling the communications installation for a single client with
new way of working within a user centric, creative 360,000+ seats, and have WAN MPLS reaching to 120+
enterprise environment is central to the future direction countries via our network partners. With over 1 million
for Atos. This will be supported by continued LAN ports, 500,000 PBX/PABX lines, 42,000 switches,
optimization and enhancement of our offshore 17,000 wireless access points, 13,000 contact center seats,
capabilities and investment in automation, coupled with 10,000 routers managed globally and filtering for 146,000
a reduced carbon footprint, through initiatives such as email mailboxes.
bringing desktops into the data center.
Going forward Atos will be focusing on increasing is
Gartner recognizes our stature as a company that already considerable capabilities for intelligent
understands the future needs of the enterprise end user, networking, mobility, unified communications, Cloud
positioning us firmly in its 2011 “leader quadrant” for computing and video.
European desktop outsourcing and stated “Atos has a
sound and thorough understanding of the future needs of Gartner recognizes Atos new strengths in this sector,
end-user organizations and a clear vision of the direction positioning us from “niche player” to the “challenger
of the market.” quadrant” in 2011 for communication outsourcing
worldwide.
The acquisition of Siemens IT Solutions and Services now
gives Atos the platform to truly compete on a global scale, Identity Security and Risk management
given the Siemens IT Solutions and Services leaders capabilities
position in the 2011 Magic Quadrant for Service Desk in
North America, complimenting the position attained in With the offering of a comprehensive Identity, Security and
Europe. Risk Management (ISRM) services portfolio Atos helps its
customers to cut through the complexity of security and
Application Operations capabilities compliance issues. Atos ensures that the related customer
investments are aligned with the value in their business.
Following the acquisition of Siemens IT Solutions and Atos helps its customers to Transform Risk into Value.
Services. Atos now manages over 500,000 SAP business
users, more than 5,000 SAP instances and 5,000 managed We have depth - Atos offers a combined portfolio of market
business application instances (1.5 million users). proven “in house” and “partner provided” security
products and services, with over 20 active risk
Application Operations offers a key differentiator for management and product patents. We demonstrate our
Managed Services focusing on application availability and depth of expertise every day with our services, solutions
offers a compelling alternative to the in-house operation and our Cyber Security R&D centers.
and support of the IT infrastructure with a flexible end to • We have scale: Atos has over 800 dedicated security
end, business outcomes approach to meeting our and risk management consultants and engineers
customer’s application requirements. worldwide. We provide security and risk management
services for some of the world’s largest organizations.
Key developments in this domain going forward will be • We see things differently: Atos sees that top
expanding the cloud based offerings, offering high end plus performing organizations are risk takers but what really
high performance vertical sector solutions and providing separates them from the pack is their ability to drive
services to emerging and fast growing economies. positive outcomes from the risks they take. We believe
that by viewing digital security, regulatory compliance
Network and Communication capabilities and business governance through a single lens we can
help our customers to manage their risks better,
Network and communication services provide our enabling them to take more opportunities and generate
customers with the essential connectivity services to more positive outcomes. In the 2011 Marketscope on
provide fully managed network, voice and Managed Security Service Providers in EMEA Gartner
communications services in and out of the cloud. We rated Atos as ‘Positive’ for the third year in a row. One of
provide global, standard, repeatable and innovative the highlighted strengths is Atos’ experience in integrating
services to meet the high expectations of a dynamic security services with complex, large-scale IT programs.
mobile, global workforce.
Our evidence of scale is be proven by facts such as

managing the world largest Microsoft unified

B.3.3.2 Systems Integration
The acquisition of Siemens IT Solutions & Services in Services; Energy & Utilities; Telecom, Media & Technology)
July 2011 has positioned Atos as an indisputable leader in or horizontal (by global functions such as Finance, Human
the Systems Integration arena, in particular in the Resources, Administration) so that Atos SI teams are able to
European IT market. The new Atos Systems Integration re-use and leverage best solutions, practices and expertise
comes from the merger of SIS Solutions and Application globally. The value delivered to customers is compounded
Management units together with Atos Origin Systems through flexible delivery models in order to adapt in the
Integration, excluding the Professional Services business best possible way to customer needs: fixed price projects,
which has been transferred to Consulting & Technology Unit of Work, consulting and point expertise on a time and
Services. The resulting entity purely focuses on fixed material basis.
price project work and application management • People: a focus on developing the skills of our
activities. It represents yearly revenues of about EUR 2.3 professionals so that they are able to deliver the best of
billion, counts more than 22,000 business technologists Atos value to customers. Each employee belongs both to
worldwide, of which more than 6,700 are based in five a geography and a global practice so that he or she brings
offshore countries and deliver value through 42 globally to customers the value of proximity as well as the
integrated and industrialized offerings. Including the capacity to leverage the best experts, tools and processes
application development professionals from other developed by Atos at global level.
service lines (Technology Services), the new Atos can
rely on and mobilize an application engineering pool of Organization
more than 30,000 professionals for its clients.
Atos Systems Integration has reorganized itself around
Mission four components:
• The global practices — Solutions (project business), SAP
Atos Systems Integration (SI) mission is to help customer (SAP projects) and Application Management — which
organization – private enterprise or public administration own the SI offerings globally
— to leverage Information Technology (IT) in the best • The global processes which ensure the quality,
possible way in order to improve the performance of their consistency and cost effectiveness of delivery globally
organization in terms of productivity, growth and • The Global Delivery Center (offshore) which deliver
sustainability. Atos Systems Integration teams know standardized and industrialized application
customer business challenges and processes by industry development and maintenance from low cost locations
and understand how technology can boost performance. • The geographic SI organizations which deliver
They design, build, deploy and operate information application development and maintenance services to
systems which then deliver business improvement. customer leveraging the other three constituencies.
To execute its mission, Atos SI has built its strategy on three

main pillars:
• Customers: a market-driven approach by customer
industry, so that we design, build and run IT solutions
which specifically meet customer needs. For instance, in
the telecommunication industry, we design, build and
run billing and Customer Relationship Management
(CRM) systems which allow customer to reduce the cost
of their IT systems per user while delivering value in
terms of flexibility and quality; in manufacturing, we
understand how to deliver Product Lifecycle
Management (PLM) information systems which allow
customers to maximize value through integration with
their ERP and Manufacturing Execution Systems (MES)
processes.
• Portfolio of services: a global portfolio of 42 offerings
either vertical (by market segment: Public, Health &
Transport; Financial Services; Manufacturing, Retail &

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In each global practice, projects are categorized by vertical • Vertical Solutions:

(Public, Health & Transport; Financial Services; • Public Sector, Healthcare & Transport: Public
Manufacturing, Retail & Services; Energy & Utilities; Administration Solutions, Social Security Solutions,
Telecom, Media & Technology) in order to better fit to Transport and Logistics Solutions, Healthcare Solutions
customers’ specific requirements. • Financial Services: Banking Solutions, Insurance
Solutions, Information Security and Compliance
This global organization is mirrored in all GBUs, countries • Manufacturing, Retail & Services: Integrated
and offshore centers in order to ensure overall sustainable manufacturing excellence, Track and Trace Solutions,
quality, standardization and global team work to maximize Product Lifecycle Management
value delivered to customers. • Energy & Utilities: Enterprise Asset Management, Oil and
Gas Solutions
Solutions • Telecom, Media & Technology: BSS Solutions, OSS
Solutions, Next Generation Intelligent Networks, Mobile
The Solutions Global Practice delivers projects (design, Virtual Network Operator, Digital Library – Media Asset
build and deploy) by leveraging proven technological Management.
competence and vertical specific expertise to generate
sustainable customer value. Its specialized Global Horizontal Solutions:
Competence Centers ensure a high level quality of • Business Process Solutions: Business Intelligence and
delivery worldwide. Data Information Management (BI&DIM), Customer
Relationship Management (CRM), Financials and
Solutions’ portfolio contains 17 vertical solutions, to Accounting, Human Resources (HR)
approach Atos customers with testified, innovative and
replicable business solutions, and 11 horizontal solutions, • Business Integration Solutions: Cloud Solutions,
to address transversal issues common to most of our Enterprise Process Integration (EPI), Enterprise Content
customers whatever their industry. Management (ECM), IT Security and Risk Management,

Smart Mobility Solutions, Embedded Software Solutions, by improving compliance management systems in the
Test and Acceptance Management (TAM). manufacturing space (Product Compliance Pack).
• SAP flexible solutions – enables Atos to provide solutions
that address client needs while avoiding the need to build
SAP customized processes from scratch. By using flexible and
modular components, Atos can deliver all the aspects of
By bringing together two strong players in the SAP market, clients’ own practices that differ substantially from
Atos Origin and Siemens IT Solutions and Services, Atos standard SAP practices.
has become one of the largest SAP service providers in the • SAP application management and hosting – manages
world and can now rely on a pool of more than 9,700 customers’ complete SAP environment. Atos hosts,
business technologists worldwide to support around optimizes, updates and delivers enhancements to every
900,000 SAP end-users. instance and every seat across the organization.
The Atos SAP portfolio deals with core business needs in Atos focuses on providing end-to-end SAP solutions
key sectors: (“consult, design, build, operate, maintain”) around
• SAP for financial services – enables banks and insurers to customers’ business needs, concentrating on six key
get back onto the growth path. The Atos approach helps outcomes: cost control, change, people, speed, sustainability
improving customer value, reducing transaction costs, and compliance. Atos SAP delivers all the functionality that
improving analytical intelligence, targeting more customers need through enhanced templates and unique
accurately and getting to market faster. best practices processes, supported by customized
• SAP for energy and utilities – helps businesses competing extensions, backed by proven training and testing capability
in a dynamic market. Atos SAP solutions help improve and supplied either on-premise or on-demand (as
customer service, boost sales, make unbundling easier, Software-as-a-Service).
ensure effective collections and reduce resources spent In 2012, Atos will further develop its competences in the
on core processes. SAP enabling technologies such as HANA, Mobility and the
• SAP for manufacturing, retail and services – uses Product Cloud.
Lifecycle Management (PLM) leadership and
manufacturing know-how to deliver comprehensive During SAPPHIRE NOW on December 8th 2011, Atos won
improvement to operational efficiency and quality from the “SAP Mobility Showcase Award for SAP Partners” for its
factories and supply chain to point-of-sale. iPad application based on SAP’s premium solution for
• SAP for government, health and transport – delivers best Environment, Health & Safety, and received the Gold SAP
practice to drive efficiency while reducing costs across Quality Award in Europe, Middle East, and Africa for its
healthcare, defense logistics, taxation management and contribution of the New Business Application
other areas. Implementation at Sabena Technics.
The Atos SAP portfolio also deals with core business Application Management
process solutions:
• SAP for Business Intelligence – provides cross-industry Atos is a key player in the Application Management
support to decision-makers in all core areas: finance, arena: over 900,000 business application users around
logistics and supply chain, information management and the world rely on Atos every day. Atos AM services are
enterprise performance optimization. delivered through Atos SureSource distributed model
• SAP for Consolidation and Harmonization – a unique which ensure a common set of standardized methods
solution which helps organizations to rationalize their SAP and procedures, as well as proven collaboration tools are
environments by consolidating applications and then used across the globe to provide a high level quality at the
harmonizing their business processes. It comprises five best price to the customers.
key components: consolidation and harmonization
strategy and architecture, template design and build, global The AM Practice uses a progressive value generation
roll-out, learning solutions and compliance intelligence. transformation model bringing the customer from its
• SAP for Sustainability and Compliance (S&C) – brings current operating model to future modes of operations
tangible business benefits to customers from a through a succession of stages:
sustainable approach to business (Sustainable • A secure transition
Manufacturing, Sustainability Performance • An operational transformation
Management), as well as cost savings (and risk reduction) • A transformation stage 1: Total cost of ownership
reduction through Application Rationalization

• A transformation stage 2: Business Performance • AM Core Services, such as incident resolution, problem
improvement through Application Management. resolution, change management, test & acceptance
management.
The Atos layered approach relies on the AM business
enabling offerings: Cloud Strategy for Systems Integration
• AM Consolidation – helps customers to re-orientate their
investment towards value-adding innovation, to Atos Systems Integration contributes to making Atos one
consolidate their vendors in the objective of reducing of the major Cloud providers. It has the mission to make its
coordination efforts and exploit economies of scale, to customers take advantage of the technology disruption
best fit delivery, balancing onshore, nearshore and that the Cloud represents, by transforming their IT and
offshore obtaining cost advantages, as well as scalability their value chain.
and to increase their operational performance through
process automation. Atos SI is acting as a Cloud integrator, a Cloud platform
• Transformational AM – allows customers to access to provider and a composite Cloud service provider through
new technology skills and best-of-breed partners that are an “on-the-shelf” portfolio of offerings, as shown in the
responsive and agile, supporting and enabling business picture (on the next page).
change, to realize the benefits of their investments in
technologies that enable new business models, and to
develop application roadmaps where innovation
initiatives are integrated and best practices in the specific
market industries are leveraged.
• AM Cloud Transformation – tailored to companies seeking
new models to manage an application ecosystem out of
proprietary and packaged applications interacting with
cloud based services, as well as service provision
assurance, end-to-end process monitoring, process
performance management, flexible billing options.
• AM Consulting – a set of services to identify the cost,
quality and performance optimizations levers that could
maximize customers’ productive use of their applications
and determine the drivers that could release the full
value of their application estate through ongoing
transformation and innovation.

Transformation
Consulting offering to start the transformational journey into the Cloud
to Cloud
Framework for Microsoft and Java developers to

Cloud Integrator Develop & Migrate
enable Cloud deployment and Legacy integration & migration
Integrate Security, Identity Management, Orchestration
Test and Development

Automated test and software development tools
Cloud
Cloud
Build and Run Solutions Provider
Test and Acceptance

Platform Rational tool set on-demand for our customers
Cloud
Provider
Process Orchestration Business Process Management and Orchestration Service
Identity, Access
Integrated IAM solutions protect IPR, assets, processes and people
Management
Archiving Saperion as the standard platform for archiving
Dynamic PLM PLM on-demand solution + PLM Teamcenter on

Composite Services a dynamic Cloud infrastructure
Cloud Service
Provider
BI on demand Cloud-based analytics offering
Full-featured cloud-based CRM system with higher access speed,

CRM on demand
convenient access, high availability for high number of users
Data Cleansing Fast, secure and user-friendly way of improving the integrity
as a service of consumer or business data
Globalization and Industrialization Industrialization

The implementation of a global consistent organization
Distributed Delivery across all GBUs, countries and offshore centers is a key
In 2011, Atos Systems Integration has further enhanced its enabler to the roll-out and management of common
distributed delivery model to better fit to its new processes and operational frameworks. It facilitates the
organization and has deployed it to the ex-Siemens IT deployment of lean waves, the measurement of key
Solutions and Services SI scope. Atos SI distributed metrics in a similar way, the management of risks, the roll-
delivery model comprises of: out of global offerings and the delivery of international
• An integrated, industrialized set of end-to-end processes assignments while ensuring an overall quality and a
and tools, named Global Delivery Platform (GDP) and continuous performance improvement.
that is globally deployed. GDP contains technical
libraries and manages service catalogues by type of Global Sourcing
service or technology. In 2011, Atos Systems Integration has strongly increased its
• A centrally hosted Shared Service Center (SSC) that nearshore and offshore presence, with a workforce close to
provides a comprehensive set of tools to all SI 7,000:
employees. The integration of these tools enables them • The headcount reached a total of more than 250 in
to follow delivery processes, from business Morocco.
requirements to design and build of the software in a • Indian operations have now reached 5,500 staff in the
controlled and efficient manner regardless of where a following five locations: Mumbai, Pune, Bangalore, Kolkata
specific part of the process is executed. and Delhi.

• The Argentinian offshore center created in 2010 to • Through the acquisition of Siemens IT Solutions &
notably serve Spanish speaking countries and the United Services, Atos SI has inherited two additional offshore
States now counts 150 employees. centers, one in Poland (Wroclaw), with 150 employees,
• 400 employees deliver offshore services from Asia and the other in Russia (Voronezh), with 250 employees.
Pacific
The map below shows Atos’ nearshore and offshore Systems Integration capabilities:
Poland 150 Russia 250

• Standard technologies • SAP, Application Management
• English, German, French languages • German language
China/APAC 400
• SAP
Argentina 150
• Standard technologies
• Spanish language
India 5,500
• Main Offshore destination
• Standard technologies,
OpenSource, Tibco, all SAP,
embedded software,
Morocco 250 testing, legacy renovation
• Standard technologies • Finance, Telco, Transport,
• French language Utilities
Indicative SI Offshore Staff (in HC, July 2011)
By putting in place a global management system, global externally their performance, Atos Systems Integration has
processes, global tooling, increasing the language coverage, now reached an offshore penetration rate of 30%, level that
enhancing the technology and functional competences in will keep increasing in the coming years.
its offshore centers, and continuously benchmarking

B.3.3.3 Hi-Tech Transactional Services & Specialized Businesses
Overall, 2011 was a transforming year in the business a global portfolio and the full integration inside Atos
enabling IT for the Group as decision was made to leverage Worldline of indian and APAC payment operations.
the integration of new activities from Siemens IT Solutions
and Services and the past strategy of the HTTS Further investments over 2011 in Atos’ global payment
development model by creating on July 1st 2011 a new portfolio have been launched:
dedicated service line: HTTS & Specialized Businesses. • Provision of complete electronic payment solutions and
processing services along the entire value chains
This new organization includes two Specialized Business acceptance, acquiring and issuing
Units Atos Worldline and Atos Worldgrid, and the business • Implementation of new VAS Value Added Services to
of the Group in the fields of Payments, e-Connectivity enrich the core processing and offer the clients to
Services, Business Process Outsourcing (BPO), Smart differentiate in the market;
Energy and Civil & National Security. • Innovation and integration of PoC Point of Contact (ATM,
POS, Remote-Payment, Mobile Payment)
Payments • Shared technical business models - support of clients out-
and/or in-sourcing strategy;
Achievements in 2011 • Shared commercial business models - Gain-share, price
Atos expanded in 2011 its European leadership with a per transaction models.
global business strategy in payment, with the definition of
Terminal POS
Network
& ATM
Card Holder Issuing Acquiring Merchant

Support Authorisation Processing Service Interface
Issuing
Financial
institutions
Access Device Access Network Clearing Financial
& Settlement institutions
Central
Card
computer
Issuing Processing Acquiring
Through these innovations, Atos enables and drives next • Amazon co-branding card with large German issuer bank
generation of payment: – processing by Atos;
• PoC – Mobile device will become the dominant media • M-Banxafe (Belgium) – SIM card banking app, supported
• “Physical” card payment will shift towards transactions by all banks & telco, 17 million transactions per year;
generated by “virtual” cards • Minitix a closed loop & multi-channel solution for low
• New partner models will lead to new global offerings. value transactions (Netherlands);
• Buyster in France – for which Atos Wordline developed
Atos innovation leads to build cross industry business and operates the platform;
models with extended supply chain, between merchants, • SIPS Mobile (remote payments) for SNCF in France.
financial institutions, telecommunication operators,
global players. Examples of recent Innovation in
Payments include:

End-to-End Channel Management Benefits have been e-CS: e- Connectivity Services for Customers,
introduced by the Group, bringing strong advantages to its Citizens and Communities
clients, in several areas such as:
• Contact centers, leading to 55% reduction in work load; Achievements in 2011
• email management solutions , enabling 60% productivity 2011 has seen successful developments of major e-CS
improvement; offerings: e-Commerce services for retailers, Automatic
• Telephony queries, increasing by 20% on up selling. Speed Control in 3 countries, mobile services in all
markets, secured messaging for banks and others. This
In 2011 volumes processed by Atos’ Payments Services class of services went above EUR 400 million of yearly
are based on a strong industrial and yet flexible turnover. Users going more and more to on-line services,
production model: this business benefited from growth of usage. New
• 2.2 billion Acquiring transactions channels like smartphones bring volumes to connected
• 36 million Credit and debit Cards services.
• 470 million Remote payment
• 850,000 terminals. After the roll-out of on-line services for e-Commerce,
e-Publishing, loyalty schemes and other business related
Priorities for 2012 services, IT is mature to support citizens relationship and
In 2012, increased focus will be put on new payments e-Government initiatives: Automatic Traffic Control, Smart
solutions and more value added services to diversify energy metering, Smart tolling to control CO2 emissions,
further from standard payment processing. This digitalization of government processes like tax collection.
development will be achieved by leveraging the existing Connected services are now maturing, thanks to high-
payment client based and the ability to integrate new quality and high throughput networks available almost
features on our own platforms and solutions, as well as everywhere: connected vehicles, contactless ticketing and
leveraging the new Group dimension, both in client base all mobile services. Consumer cloud and E-Health are
and geographic reach. other promising areas.
Volumes managed in 2011 by Atos’s eCS are huge:

• 2.1 billion calls (IRV & contact centers);
• 1.6 billion SMS (Short Message Services), +60% growth
compared to 2010;
• Over 1 billion eDocuments;
• 61 million email boxes.
Ecommerce has been rolled-out at international level for

several retailers, including global players.
The offer of loyalty programs, has been rationalized to

support both frequent flyers and frequent buyers
programs, and after the European market, is now ready for
Asian market, including China.
The offer of secured messaging, has been internationalized

to support Asian market.
The eCS portfolio has been enriched with new assets

coming from the merger with Siemens IT Solutions and
Services, including Tax collection, medical prescriptions
control and authorization delivery.
Sales teams are now ready in more than 15 countries to sell

the HTTS offers by leveraging the current Atos customer
base in the geographies where the Group operates.

Priorities for 2012 Smart Energy

The e-CS growth will be supported by the strong portfolio
of assets : high-added value business critical functionalities Achievements in 2011
like Drive shops for retailers, e-Invoicing for Oil & Gas Organization: Atos Worldgrid significantly increased its
companies, Interactive Voice Response Servers and scope of specific solutions thanks to the SIS acquisition, in
Virtual Call Centers for banks and telecommunication the retail area including Smart Metering. Atos Worldgrid
operators, mail platforms for them and secured ones for expanded also its geographic scope, with Energy4U in
banks, Automatic Speed Control, smart ticketing solutions, Germany, a very strong SAP Center of Competence (IS-U,
Loyalty solutions for telecommunications operating CRM, Consolidation and Harmonization…), coming from
companies and air transport companies, interactive kiosks Siemens IT Solutions and Services.
for hospitality.
Products: In 2011, we intensified our R&D efforts and we
2012 efforts will be focused on expanding the key services proactively developed new modules and new versions of
into major countries in Europe, and emerging countries our software products: ADACS for Nuclear and ASGS for
including Asia and Latin America. The target is to Smart Metering and Smart Grid. Atos Worldgrid is a
introduce 5 priorities offerings in at least 3 new countries. founding (and the only IT company) member of the
Medgrid consortium, for the design of a post 2020 HVDC
New offers are also planned to be introduced to supergrid between Euro-Mediterranean countries. We also
complement the developing activities: started joint R&D cooperation with Siemens.
• On top of connected vehicles and smart meters, other
Machine-To-Machine based offerings like in e-Health area: Priorities for 2012
medicine’s follow-up, diseased or dependent people care; Organization: Atos Worldgrid is now part of the HTTS &
• Implementation of a dedicated offering in the area of Specialized Businesses entity, and a separated Specialized
e-Health to follow patient files; Business Unit (SBU), working in close relationships with the
• A structured offer on Personal Medical File will be shaped GBUs. To support our ambitions, we are putting in place two
in order to leverage on several initiatives, especially in worldwide GBS-Global Business Services: Power Generation
Europe. Thanks to an authorization system of and Smart Grid in our Smart Energy organization.
prescriptions built and operated in Argentina, a wide Products: we will go on with our R&D roadmap. In 2012, we
range services can be delivered by Atos; will push innovation: Atos Worldgrid will for instance
• Based on the successful e-Commerce offering, several become a member of the new G3-PLC Consortium, to
enhancements in the Mobile area will be proposed to promote this new OFDM PLC technology. We are also taking
retailers to broaden the provide users mobility services; over the IPR of Lynx DMS Product, from Gillam-SEI
• Tolling systems to control traffic and especially CO² company. We will integrate this new offering in our portfolio.
control. Projects: Atos Worldgrid will have a strong push on
existing and on new partnerships, to promote our ADACS
product on refurbishment and new build nuclear
worldwide market, and to promote our ASGS product for
Smart Metering and Smart Grid.

Civil & National Security and optimize the collaboration between different
security forces.
Achievements in 2011
Atos, Civil and National Security provides answers to security BPO: Business Process Outsourcing
related questions. The new security solutions in the area of
defense and intelligence, and public security supports civil Achievements in 2011
and national security agencies and administration in creating Following the integration of Siemens IT Solutions and
a secure world – for the good of all those living in it. After the Services, Atos now has one of the leading BPO business in
creation of the core team in 2011 around current swiss the UK in its chosen markets. The combined headcount
operations, preparatory work was done for a more global exceeds 4,500 staff with a significant proportion of
organization as from January 1st 2012. The four former offshore utilization with a dedicated BPO team in India.
Siemens IT Solutions and Services competence centers One of the key differentiators is that in both of the markets
located in Germany, Spain, Switzerland and Austria, will be Atos manages the full end to end service with employees
bundled and managed within in HTTS & SB to leverage global with specific technical expertise in banking and medicine.
growth in 2012. To make use of these synergies the Group This enables the Group to add value via its domain
now offers a comprehensive solution pack with six new key expertise in addition to the traditional benefits associated
offerings: with BPO.
• Situation Awareness: Delivering decision superiority in
critical sectors scenarios and leveraging Networked Atos was rewarded thanks to its success in industry
Mission Control as well as full system integration. Clients leading customer contact centers, mail handling and print
include the Armed Forces and NATO. operations and bookings and account management
• Intelligence Services: delivering superior intelligence systems that are unique within its market. This ensures
quality and performance for intelligence agencies via that the Group is able to offer improved efficiencies via its
Data Fusion and Correlation. Our Intelligence and scalable operation to its existing and future clients.
Assessment system offers a single platform for all content
and collaboration sources. In 2011 Atos signed an important medical contract for a
• Electronic Identification: delivering new standards of new region in the UK. All of its contracts are long term
excellence in electronic identification and leveraging annuity contracts and in 2011 the company managed to
leading biometric and mobility capabilities. Clients generate above GBP 200 million of additional total
include civil, national and international organizations. contract value.
• Border-Management: delivering swifter and more secure
validation across land, sea and air borders. Extensive Priority for 2012
expertise perfected in European Union enlargement. In 2012, Atos plan to continue to further enhance and
Including e-Gates, smart matcher border surveillance develop the capability in the UK, both in Medical and
solutions deploying radar and optical sensors. Finance. The Group will actively pursue appropriate
• Professional Mobile Radio: delivering highly seamless opportunities in the added value BPO space across all of
and secure results to professional users, border control our markets and geographies.
and federal police. Leveraging unique intellectual
property on top of core networks and based on trusted
TETRA and TETRAPOL standards.
• Emergency Management: delivering faster and more
seamless response and recovery capabilities through
mature solution sets in command and control,
communication and complex technology integration for
blue light organizations.
The new promising setup with bundling the Civil & National
Security core competencies started in January 2012.
Priority for 2012

Atos will continue to enhance the support to the Civil and
National Security customers The company will focus its
effort at aligning its portfolio with new solutions to enable

B.3.3.4 Consulting & Technology Services
Atos Consulting & Technology Services (C&TS) is a new applications and technology architecture to establishing
Service Line uniting two sub Service Lines: new governance structures, measuring ROI and carrying
• Consulting (Business consulting / IT consulting) out in-depth project management.
• Technology Services (previously Professional Services). • At stage 3, Consulting & Technology Services will ensure
that transformational change has bedded-down within
Consulting & Technology Services helps Atos play to its the client’s own business and is, if required, securely
full strengths and make a significant impact on the managed for the long term.
market. The new service line contributes to business
growth for our consulting and technology services Business Consulting Portfolio
activities, adds value to the other Service Lines, while
helping to move Atos up-market, securing larger and The Consulting & Technology Services value proposition
more profitable engagements.The Consulting & is based on blending industry-sector expertise, process
Technology Services Service Line accounts for 7% of total innovation expertise, technology expertise and
Atos revenue and employs 7,500 skilled personnel in Transformation acceleration expertise.
France, Benelux, Iberia, UK, Germany and Latin America
(Brazil and Argentina). In order to ensure both a strong industry focus and
leverage of knowledge on cross-industry issues, Business
Consulting offerings are organized around Markets and
Role of Consulting & Technology Services Centers of Excellence. These Centers of Excellence focus
Consulting & Technology Services is one of the innovation on developing functional expertise across Markets, while
engines of the Atos Group. Its task is to translate business Market teams develop industry-specific expertise and
issues into sustainable growth and higher performance, by vertical offerings.
maximizing the potential of IT.
Consulting & Technology Services focuses on making Services are targeted at all five of the Atos markets:
change happen from diagnostics and design right through Manufacturing, Retail & Services; Public, Health &
to long-term management and refresh. All of the skills and Transports; Telecoms, Media & Technology; Energy &
resources needed for an end to end service are brought Utilities; and Financial Services.
together within the same service line, enabling speed,
agility and responsiveness. Cross-market services include excellence in Sustainability;
Finance & Accounting; Sales & Marketing; Human
Business Positioning Resource Management; and Procurement.
Consulting & Technology Services are based on resources
that are in close proximity to clients. This involves both IT Consulting Portfolio
business know-how and technology expertise, and covers Consulting & Technology Services aims to make IT a key
the entire spectrum of activities from diagnosis, assessment success factor for C-level business decision-makers: in
& planning (stage 1), to build (stage 2) and then run (stage 3). other words, to persuade them that IT is a business issue,
first and foremost. All available research shows that top-
Because both consulting and technology services are performing business organizations are more likely to make
contained within the same organization, there are no IT a top strategy priority. We need to build strong
difficult hand-over points between development and relationships with companies of this kind and encourage
execution: all stages are handled as part of a single, others to move in this direction. In this way, it is possible to
seamless process that also contains all aspects of training have top-level discussions that combine business strategy
and managing change. and IT execution.
To give examples:
Seven Technology Consulting offers have already been
• Stage 1 covers diagnostic work and roadmaps; developed and are used today. The portfolio is divided into
establishing clear business cases and building a Advisory and Transformation services.
transformation plan. Advisory services include CIO Advisory Support; Security
• In stage 2, a combined team of consulting and technology & Risk Management; and Delivery Excellence.
experts cover everything from redesign of processes, Transformation services cover Information Management;

Application Transformation; and Infrastructure This ability to bring outstanding levels of expertise and yet
Transformation. The seventh offer is Program & Change to be part of the in-house team enables Technology
Management, which supports all of the rest. Services to achieve high levels of intimacy with the client,
to be close, responsive and very fast-moving in both
delivery and continuous improvement of the initial plans.
Technology Services Portfolio
Technology Services connect seamlessly to Consulting, With thousands of experts working from regional offices
enabling the projects developed by consultants to be very close to clients, we are also able to scale up and down
carried out rapidly and efficiently, either on client sites or at high speed and respond fast to changing needs. The
very close to them. Proximity and Expertise are the two Technology Services portfolio covers packaged offers and
keys to success. core delivery disciplines, including:
• Enterprise Content Management;
Our professionals are truly expert in their field, certified to • Business Intelligence;
the highest standards on key technologies and able to • Applications Development & Management;
deliver the most projects to the highest standards. They also • Business and Information Analysis & Testing;
work in close proximity to clients, working as part of clients’ • Infrastructure Upgrade & Development;
own teams, collaborating closely with their personnel and • Systems Integration;
trusted to deliver inside the client’s own firewall. • Project Management & IT Consulting.

B.4. Human Resources policy and talent development
B.4 Human Resources policy and talent development
B.4.1 Fundamentals
Give a sense to what your employee’s do, love them and Listen to your people, have them participating to building
you will be “A” manager; engaging, motivating and making the cathedral that you and they are dreaming about. All
them happy in their daily life at work. This is not just an our employees are part of the Atos evolution, the Atos
idealistic view of what the management should do… revolution, by encouraging other ways of working,
thinking, participating and achieving business and
It becomes a reality in the daily life of the Atos employees. To personal goals. This is even more important when we had
be able to make a difference, several programs have been to integrate around 27,000 new employees, coming from a
implemented within Atos during the past year: we have slightly different culture. The challenge has been to make
now a Wellbeing@work council (a group composed of them feel at home immediately.
generation Y people) which contributes to bringing ideas to
make the life better at work, for example: decreasing the This was even our greatest HR challenge in 2011.
number of emails each one receives daily; relieve the
tiredness gained during transportation by facilitating As the European leader in IT services, with more than
Remote Working; they also work on spreading local 74,000 employees and 42 nationalities, Atos is a people
initiatives regarding heath at work within the group, they business. Our new profile provides expanded career
work on promoting charity involvement, they also opportunities for employees thanks to business size and
encourage more diversity and equity among the staff. diversity. Our growth ambition also requires continued
development in expertise and entrepreneurship to help
We have a scientific community, which contributes to customers create innovation and acquire competitive
bring great ideas on new technology investments. A junior advantage. For these reasons, Talents attraction,
group community went to light of which role is to work on development and retention are at the top of the priority list
global projects, which bring them international exposure. of the Executive Committee and of all Atos managers.
B.4.2 Talent attraction
Over the past year there has been a shift in the way that priority has been to reach a “Business as Usual”
companies have focused their recruitment approach; Atos recruitment approach to ensure that we delivered
is no different and has adjusted its strategy to meet a innovative recruitment solutions to meet our business
constantly changing candidate marketplace, with the demand. The new teams received access to our
demand for IT skills being very competitive even during e-Recruitment tool, supported by training on the system
the challenging economic downturn. and the Atos processes. We focused on engaging with the
new recruitment community, having weekly meetings
Over 2011, our focus on the recruitment of interns and with the entire global team to update them on the key
graduates increased to not only identify and develop new priorities and lead Q&A sessions.
talent, but also for us to promote Atos and help increase
our brand awareness within this demographic – this has As with previous years, our e-Recruitment tool ensures
been supported by our IT Challenge competition across Atos can we offer all opportunities to our internal
Universities globally. In 2011 the attraction of professionals communities as we believe it is important for us to build
has also been supported by the positive market coverage out talent within before going to the external market. In
of the Siemens IT Solutions and Services acquisition and 2011 we have delivered over 7,000 hires, which is around
the 2012 London Olympics. 10% of our new company headcount, and illustrates the
effectiveness of the recruitment processes in place.
The Atos recruitment function itself has grown due to the
Siemens IT Solutions and Services acquisition and our key

There have been many programmes across 2011 with the and professional networking media channels, to be rolled
key initiatives including: the rollout of a global induction out in 2012.
programme to ensure that our new employees are
effectively supported during their on-boarding in Atos; the 2011 has been a year of positive change for Atos, and the
implementation of a global agency framework to ensure recruitment team has successfully been able to adapt to
consistency from our recruitment partners and reduced the new company and meet the increased business
costs; and the creation of a social media strategy for 2011/12 recruitment demand – the new team are working
so that Atos can leverage its new brand across both social collaboratively and are positioned to support the business
going forward in 2012.
B.4.2.1 IT Challenge
IT Challenge is a competition looking for the IT talents of The contest aims to foster and encourage innovation and
the future from 25 universities based in the UK, France, will take place every two years to coincide with the Winter
Germany, Spain, Netherlands and India. As business and Summer Olympic Games. The theme for the first Atos
technologists who power progress, Atos is encouraging the IT Challenge is smart mobility and it sets out to find a new,
next generation, to start coding, drafting, sketching and innovative and useful technology that can be used
mocking up smart mobility apps in teams of between two anywhere, anytime and on any device to add value to a
and five people. Each member of the winning team will business or an individual.
receive a once-in-a-lifetime opportunity.
B.4.3 Talent Development
We have built at Group level dedicated programs to ensure to meet the specific development needs of our talents. These
programs include:
B.4.3.1 The Juniors Group
This program has been launched in second half of 2012. has been designed especially for this group which include
Juniors Group is the first stage of development on an eLearning, eBooks, courses during meetings to boost
international level. A self-contained group of junior, learning experience. Once someone pass the assessment,
dynamic people from all over the Atos universe. Being a he becomes a member of the Junior Group for 18 months
member of the Juniors Group is a learning experience and afterwards become part of an alumni network to keep
through exchanges with senior management and sharing information and knowledge with previous Juniors
colleagues, working in projects . A dedicated curriculum Group members.
B.4.3.2 GOLD
Nominated by management every year, members of the Throughout the program, participants explore Atos’
Talent Group are invited to take part in the prestigious business strategy, work on a project proposed at the
GOLD Program. In cooperation with HEC Paris, Europe’s beginning of the program as integral to our strategy, and
leading business school, the GOLD program aims to train focus on solutions to the challenges of global profitable
the future leaders of the company and create ambassadors growth that Atos faces. It is a unique opportunity to network
for the company’s values. with Talents from different Atos companies, different
disciplines and different cross-cultural experiences.

B.4.3.3 On-the-job experience
Talents at Atos get the opportunity to participate to Group as the Scientific Community. Furthermore, Atos considers
strategic transformation programs such as eXpand or that on the job learning is one of the most effective way to
Wellbeing@work, contributing to make Atos a strong develop and this is why significant opportunities for
performer in the market place and a best place to work. internal mobility are provided to Talents.
Talents can also join one of Atos network of expertise such
B.4.3.4 From knowledge to excellence
At Atos we understand ambition – and we know that extended by an external partner for administration and
developing talents is key for the future of our company. external training management.
The Atos University and other Learning & Development
programs are here to help every employee reach its Atos University, the company’s corporate university,
potential. We also promote on the job learning experience, trained nearly 1,200 people in 2011 through its
a very effective way for our engineers to develop the international programs. Critical populations were involved
specific skills and competencies they need to move ahead in dedicated training programs, such as Global Sourcing for
in their career. sales, Distributed Delivery for senior project managers, HR
Business Partner for HR managers, or the Lean Academy
With 28 hours of learning per employee on average to keep on building a wide competence centre to deploy
throughout the year, Atos has kept a solid people Lean inside out across Atos businesses.
development effort in 2011, despite the focus on the Siemens
partnership, the process of merger the organization was Furthermore, the GOLD program supported by HEC Paris,
involved in, and the context of economic crisis. to develop the company high potentials through a
customized mini-EMBA, has accelerated its pace with 2
The main objectives of Atos’ corporate learning in 2011 were: intakes of 40 participants per year as from 2011 onwards.
• To integrate Atos Origin and Siemens IT Solutions and
Services people development practices into one state-of- In parallel, Atos has dramatically enhanced the access to
the-art global framework shaped to support the Learning opportunities, by launching in 2011 the e-learning
company’s growth ambition; on demand approach, which simply provides free access
• To pursue the Atos University programs, supporting the to all the company e-learning libraries, for all Atos
company strategy execution since four years, by employees. Atos e-learning libraries cover a very wide
developing the roles that are critical for success; range of topics, including English language, IT, project
• To support the company cultural transformations such management, personal development, leadership, and
as the Zero emailTM ambition or Wellbeing@work with custom contents on the company’s offerings, tools and
appropriate change management programs; processes. Nearly 15,000 employees already benefited
from this new approach, providing them with the
The achievements made have been substantial on all knowledge and skills required to meet the needs of our
dimensions, thanks to an effective and fruitful cooperation clients today and in the future, while extending the
between the HR Learning & Development teams and the Wellbeing@work in the same time.
different stakeholders involved in the initiatives, from the
business side or other parts of the HR organization. In the near future, Atos also looks at how new ways of
working enable the organization to enhance Learning
The new company Learning framework has been experiences through the use of social media. The Zero
defined and implemented straight away, with a 60% emailTM ambition program, and our Enterprise Social
completion at the end of 2011. The framework is based on Network project in particular, drive social innovation
a new Learning & Development policy, and consists of within our company, unveiling new ways of learning, from
global processes and tools - including the essential informal interaction with peer experts and communities.
“myLearning” portal, which will stand as a single point of
access to all learning opportunities for all Atos employees “Let us think of education as the means of developing our
-, and a powerful Learning management organization greatest abilities”
(John Fitzgerald KENNEDY)

B.4.4 Workforce Management
Workforce Management has evolved into a function that In 2011, Global Business Unit Workforce Managers (GBU
provides solid services to business and initiative leaders WFMs) have been assigned to all the newly defined Global
across the organization through a combination of strong Business Units and we have created a network in which
strategic workforce planning and dedicated operational these GBU Workforce Managers cooperate internationally
resource management. It is the aim of Workforce on topics such as assignment of employees to work in
Management in Atos to always have the right number of other countries and exchange of best practices.
people with the right skills available at the right location at
the right cost. Workforce Management is continuously involved in ‘lean’
and ‘offshore’ initiatives where we create transparency for
During the year 2011 we have been able to keep the staff that is freed-up by these initiatives while ensuring that
number of people ‘on the bench’ to a minimum, both the anticipated cost savings are actually captured.
before as well as after the combination of Atos Origin with
Siemens IT Services and Solutions on July 1st, 2011.
B.4.5 Talent reward and Retention
As a global company, our compensation policy first the weight of financial results has a significant impact
objective is to recruit, motivate and retain the talents and regarding bonus payouts at all levels and for all functions.
key contributors wherever they are located, whatever their
position. Our reward policy is designed to support our Recognition plays a central part in our policy, with a main
strategic objectives and to achieve operational focus on non-Cash rewards. Every great contributor should
performance and our key financial targets. Our objectives be recognized within our company, whether belonging to
can only be met is our employees behave as one team, Sales, Operations or Support Functions. To ensure this, we
therefore, our variable incentives emphasizes Group, are rolling out major programs according to our
Country or Team objectives, depending on the Wellbeing@work initiative. Among the many initiatives, we
responsibility level or on the role. would like to mention:
• Accolade, which empowers Managers to instantaneously
We conduct an annual benchmarking exercise with our reward their teams according to various levels. This is
competitors in the ICT (Information and Communication followed by a communication in the local newsletter to
Technology) and High Tech sector and monitor trends in ensure recognition by peers.
the labour market to ensure our competitiveness and • Success Story, which rewards one project delivery team
ensure our compensation packages are in line with for each of our 5 markets. Extensive communication
market practices. follows and the key players have also the opportunity to
share a lunch with the Group Executive Committee.
Our approach to reward is based on a total package that
includes a fixed salary, a variable bonus for eligible Atos develops employee and management shareholding
employees and benefits aligned with market practice. Key to reinforce the sense of belonging to one community,
individuals may also receive Long Term incentives such as develop the entrepreneurial spirit to align internal and
stock-options and performance shares. external stakeholders’ interests.
Targets are mainly based on Financial and Personal

objectives. Objectives are set each semester by cascading
Group objectives using a “Top Down” approach. Our policy
is to ensure that all objectives are SMART (Specific,
Measurable, Achievable, Relevant and Time-related). Our
global bonus policy is therefore reviewed each semester to
align objectives and guidelines with business strategy to
deliver the best performance for our shareholders. Notably,

B.4.6 Employee and management shareholding
In 2011, Atos has introduced a large Employee Stock This plan was approved by the Board of Directors of Atos
Ownership plans, covering more than 60,000 employees in SA on December 22, 2011, pursuant to the authorization
14 countries. This plan, called Sprint 2011, offered to under the 4th resolution passed at the General
employees the possibility to buy an Atos share with a 20% Shareholders’ Meeting of Atos dated July 1st, 2011.
discount (ie Sprint Dynamic) or buy units of a leveraged
product offering upside but also a minimum interest rate Overall, the employee ownership (mutual funds and
over the period during which the employees have invested. corporate savings plans) moved from about 0.5% of the
Group’s share capital in 2005 to 2.18%% as of December 2011.
The company has also introduced a performance share
plans granted to the TOP 700 population with
performance criteria aligned on the business plan of Atos.
B.4.7 International mobility
The integration of Siemens IT Solutions and Services in the and practices in the International Mobility arena, we have,
course of 2011 has provided Atos with extended country in parallel, rolled out a new outsourced service model in
coverage and enormous global opportunities, which, at a order to leverage best practice and technology. This is now
time when the new Atos is consolidating the new business helping to stream-line delivery, improve assignee
model, translate into a particularly critical need for smooth experience and provide better cost effectiveness and
and rapid international resource deployment, in order to control to the business.
better service our business and give it competitive
advantage in its global business strategy. Looking forward, we see International Mobility as an
important element in the company strategy to consolidate
The last twelve months have again presented particular international markets, and international business skills as
challenges related to the economic climate, which have increasingly critical to our clients. We continue to invest
heightened the importance of communication and significantly in developing international skill-sets and in
promotion of the significant advantages and added value our talent pool, and also in our processes and technology,
of international resourcing. In addition to this, and the in order to better serve our business and clients.
change management challenge of harmonizing Policies
B.4.8 Pensions
Atos provides pension benefits in several countries where Atos has a dedicated team in place to supervise its
it operates, following local market and industry practice. existing pension arrangements with the support of local
Atos offers two types of pension benefits to its employees: pension managers, also providing technical expertise to
based on defined contributions and based on defined business managers in outsourcing deals. This team is in
benefits. These benefits are usually provided by associated constant pro-active liaison with the independent Trustees
pension funds, insurance companies or directly by the or Board / committee members of Atos related pension
Group (book reserves). Atos has a preference for defined funds to monitor the development of pension schemes
contribution systems which are the more prevalent in its including investment and funding strategies. The team
industry sector and provide its employees with the most also monitors developments worldwide and amends
flexibility. Pension Funds or trusts are often legally separate pension arrangements in respect of new legislation and
entities with their own governance structure, independent regulations as needed.
from Atos.

All aspects of the management of pension benefits which In 2011, Atos pension teams have successfully completed
are under company control are subject to specific policies the integration of legacy SIS pension arrangements in
and internal control rules and as part of the Group book of various countries, including the follow up of transition and
internal controls. The pension asset management policy funding agreements with Siemens. Finalization of the
promotes prudent, liability-orientated investments and effective transfer of SIS UK pension assets and liabilities is
serves as a permanent framework for discussions with scheduled to happen in the first half of 2012.
pension funds.
B.4.9 Performance management and Human Resources Annual Review
In 2011, with the acquisition of SIS, performance appraisal Thanks to this new tool, every employee of Atos will be set
were more important than ever. It was a good opportunity objectives in line, will be subject of an appropriate review,
for new managers to meet their employees so that everyone and will benefit from a development plan to manage his
can meet each other. In order to facilitate this process and career within the Group. This tool is connected to training
given to the size of the Group, Human Resources, along with and development tools and allows employees to book
managers and staff representatives, have worked to define a directly their training once their individual development
performance management tool to be rolled out in 2012. plan is formalized and approved.
B.4.10 Communicating with representatives
2011 was a very active year for the social partners’ Council (EWC) to prepare the SIS acquisition. Cooperating
representatives of Atos employees. with the EWC was important for the success of the
acquisition and for the build of the new Atos. The countries
Two plenary meetings and four ordinary and extraordinary Works Councils were also involved in this process in order
meetings were indeed held with the European Works to contributes to the integration success.

B.5. Corporate and Social Responsibility
B.5 Corporate and Social Responsibility
Initiatives described in this section are more detailed in the CSR report.
B.5.1 IT Sector – opportunities and challenges
B.5.1.1 2011 Trends
Our clients are facing unprecedented levels of volatility; a with sustainable business embedded into the
‘perfect storm’ of economic, social and environmental organizational DNA. Core to our approach is a deep
turbulence. And with an increased focus on reducing their understanding of our clients’ priority challenges and
carbon footprint, our clients are looking for ways to opportunities, aligned to a rich breadth and depth of our
innovate and improve while spending less money. world-class Business Technologists and our applied
solutions.
Atos aims to be the trusted Business Technologist partner
of choice to help our clients become Firms of The Future,
B.5.1.2 Smart Cities - From techie dream to sustainable reality
The field of domotics and building automation is not really The combination of these two areas will drive domotics in
new, and the concept of smart homes and buildings has the near term, helping move it from ‘DIY’ (do it yourself)
been a recurring theme in the media for some time. toward a more systemic view, in which smart homes and
However, while it cannot be considered a complete failure, buildings form the base of bigger order entities, like smart
it certainly has not fully delivered on its promises. cities. Atos has built up an understanding as to how the
Skepticism around the concept is not rare and has even various technical, social, and economic drivers can
tarnished it with a “rich geek toys” stereotype. encourage the wider deployment of domotics. This is
clearly visible in the smart building business and could, for
But this is changing. The growing importance of example, propagate to the smart-home arena in the future.
sustainability means home and building automation is
maturing. Two important areas of action are shaping its
future:
• The focus on an intelligent and transparent user
experience, following in the footsteps of ambient
intelligence (AmI)
• The importance of energy efficiency, mainly in terms of
integration with smart meter/ smart-grid technologies.

Cloud Computing: a new way of need for server capacity for clients and enables people to
work, no matter when or where, which reduces the need
operating
for travel and increases employee flexibility. Homeworking
is becoming easier and the improved accessibility of
The shift to Cloud Computing offers great opportunities in
information contributes to a healthier work-life balance.
the field of sustainability too. It dramatically reduces the
B.5.1.3 From Social Computing to Social Business
The use of Social Networks and communities also makes it sustainability agenda of companies and request feedback
easier to share efforts in the field of sustainability with a on their sustainability strategy.
broad range of stakeholders such as partners, clients,
suppliers, etc. As such, it enables an increase in stakeholder
dialogue and transparency of strategy and operations.
Social media can be an important tool to share the
B.5.2 Vision & Strategy
B.5.2.1 Leadership in IT for Sustainability
Many organizations are already linking sustainability with Corporate Responsibility Governance
operational excellence and actively seeking opportunities Atos´ Corporate Responsibility program, part of the
for cost savings and increased efficiency. This has led to Group’s TOP (Total Operational Performance) program, is
pressure on the IT industry to develop technologies that overseen by the Group’s General Secretary reporting
support both profit and sustainability by controlling costs, directly to the Chief Executive Officer, Thierry Breton. Atos
improving performance and cutting environmental Corporate Responsibility Program follows the principles of
impact, something which is only likely to increase. Here we the ISO 26000 international standard.
believe that bringing together People, Technology and
Business is the way forward. The Corporate Responsibility Office is a global entity under
the responsibility of the General Secretary, composed of
Atos’ ambition is to be recognized as a European IT an international team of around 15 people including 11
champion with global reach, providing innovative IT global business units’ heads of corporate responsibility as
solutions to help its clients become more sustainable. Atos well as service lines representatives.
wants to become ‘best in class’, not only for its own
operations but also in the way it serves its clients. By The Corporate Responsibility office holds weekly calls and
embedding sustainability in our own company as part of meets monthly, either on a physical or virtual basis in order
our DNA, we automatically ensure that it is similarly to discuss strategic decisions and the implementation of
embedded in all the propositions we make to our clients. follow-up actions. Bi annual specific reviews are performed
by the Group Executive Committee. The Board of directors
To achieve this, our corporate responsibility strategy is also dedicates a yearly session on corporate responsibility.
based on three axes:
• Consolidate and increase positions in recognized
sustainable rankings as GRI, Great Place To Work and
financial ratings as DJSI, FTSE.
• Embed sustainability in company’s DNA though
corporate values, operational excellence, social
responsibility and business development.
• Strengthen stakeholder dialogue in order to endorse
strategic challenges for the company as well as key
performance indicators that will measure and publicly
report the advancements of Atos sustainability program.

Corporate Responsibility Core team Extended team

Sponsorship Weekly reporting Monthly workshops
General Sustainability Performance Country and Global lines

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B.5.2.2 Strengthening stakeholders’ dialogue
Atos communicates regularly with its stakeholders in ecosystem, redefine the architecture of that ecosystem
order to alert, mobilize and identify their key issues. In 2011, and consider the impact each business has on the people
the Group has assessed for the second time a formal and places around it.
materiality process of social and environmental key
performance indicators in order to review and endorse Customer satisfaction
essential challenges that the market and main In 2011 Atos conducted Customer satisfaction surveys at
stakeholders consider are essential for Atos to manage and country level, and for its major clients such as Siemens. The
communicate in its Corporate Responsibility report. annual, strategic measurement of the satisfaction of our
customers is very important to Atos and the goal is to
First stakeholder dialogue meeting in London improve our services and retain our customers. In early
To kick off the development of a structured program, a first 2012, a worldwide program has been launched to globally
stakeholder dialogue took place in November 2011 at our drive a harmonized Strategic Customer Satisfaction
Olympic technology center in London. A selected Management approach. It allows to measure comparably
international group of partners, Non Governmental client satisfaction on CxO level in all countries and to define
Organizations and suppliers took part in our discussions to efficient actions on client, GBU and corporate level. The goal
create a clear stakeholder governance and action plan for is to systematically optimize client satisfaction and
2012. At this full day working session we invited our guests subsequently increase client retention and renewal rates.
to challenge our corporate responsibility strategy and
activities and to share their best practices. Through open Partners & Suppliers
discussions we shared expectations and ideas in order to Atos aims to work closely with partners and suppliers to
engage in a mutually beneficial collaboration. help accelerate sustainable progress. The stakeholder
workshop in London in November 2011 was a first step to
Clients build a closer relationship and start defining joint activities
Atos organizes regular meetings with clients to share our that will support both parties to progress on sustainability
sustainability vision and activities and discuss where we objectives. Partners and suppliers included Ecovadis, SAP,
can cooperate to have greater impact together. In October United Nations Volunteers, International Paralympic
2011, the Atos ASCENT event took place where 200 of our Committee, AOS Studley, O2 France, ISS World, The Planet
top clients were invited for a 2-day workshop in Berlin. Workshops, The Carbon Neutral Company, Green Grid, CA
Ascent 2011 was dedicated to organizations’ power to Technologies, Carbon Disclosure Project, and the GRI. This
make a difference – to shape the “New Reality” that has will be further developed and implemented in 2012.
emerged in the business. Together we build a vision for
the future that can be used to shape our guests’ business

Atos’ Employees Great Place to Work survey®

Employees are one of our key stakeholders and play a vital As part of the Wellbeing@work transformation program,
role in developing and implementing our sustainability Atos has the ambition to enter the Great Place to Work
strategy. Open and transparent dialogue is key to ensure that (GPTW) challenge for all countries. The aim is to be
our strategy and activities are understood and embraced, recognized as a best place to work, as well as to measure
and there is room for discussion and sharing ideas in order the impact of the Wellbeing@work initiatives on our
to progress. This was particularly the case in 2011 where employees and determine the areas that need further
there was a clear focus on a smooth integration of former improvement. In 2011 several countries entered the
Atos Origin and Siemens IT Solutions and Services. challenge and more will follow in 2012.
B.5.3 Mission and Commitments
Our Mission: “the pursuit of financial profitability with a Our Commitments:

conscious environmental and social impact.” The Group has established five high level
commitments to drive the whole Corporate
Atos’ ambition is to be recognized as a world leader in Responsibility program that serve as focal goals to guide
providing innovative IT solutions to help its clients become international approach, implementations and
more sustainable. Atos wants to become ‘best in class’, not advancements of the company worldwide:
only for its own operations but also in the way it serves its • To improve corporate performance and public
clients. By embedding sustainability in our own company as reporting in accordance with international best
part of the Group’s DNA, we automatically ensure that it is practices and operate in compliance with sustainable
similarly embedded in all the propositions we make to our sector standards, anticipating new European regulations.
clients. This will be achieved through 4 Action Domains: • To invest in and develop the wellbeing at work of our
people and the contribution to local communities. Be a
• Governance, Ethics & Compliance – to implement responsible employer. In this respect, Atos is totally
corporate governance best practices and guarantee the committed to the strategic goal of becoming a “great
respect of ethics in business and in the relationships with place to work” through the development of new ways of
the Group’s stakeholders. working, collaborative tools and high-trust workplace
cultures.
• Social Responsibility and Corporate Citizenship – to • To reduce global corporate footprint and
launch a “Well Being at Work” ambition aiming to improve establish green policies that will foster operational
the employees’ working environment and their social performance.
responsibility impact in the community. • To support our clients on their journey towards
environmental excellence, with innovating solutions
• Environmental Commitment – to consolidate green and a differentiator portfolio.
initiatives aimed at measuring, monitoring and reducing • To continuously undertake proactive dialogue with
the Group’s impact on the environment. main stakeholders to understand and give response to
their expectations.
• Business Development – to accompany our clients on
their journey toward sustainability and bring about
IT-enabled transformation and behavioural change
solutions in our clients’ approach and attitudes towards
the firm of the future.

Our targets:
Accelerate our progress 2011 2012 2015
Consolidated global reporting performance worldwilde
Best in class Move up position in investors ratings

International standards
and IT sector practices Contribute to Great Place to Work certification
Streght Stakeholders dialogue
Reinforce Corporate Social Engagement
Strength University relations

People
Wellbeing@work Endorse Corporate Diversity policy
Assure employees awareness
Reduce 45% of Corporate Footprint by 2015

Planet
Assure 100% renewable energy sourcing for DCs by 2015
Environmental operational
performance ISO 14001 certification in all DCs and main sites
Implement green policies worldwide
Leverage Zero Carbon Data Centers differentiator
Promote international partnership with SAP
Innovative solutions Markets and Sales force mobilisation
Zero e—mail , Firm of the Future, Green IT, Smart City , etc

B.5.4 Achievements of 2011
By placing sustainability at the core of our corporate • The first international IT Group offering Carbon
strategy, Atos has been able to build on a sound foundation Neutral hosting services: In 2010, Atos decided to offset
and expand its activities and achievements in this area, all of its data centers’ carbon emissions. The project
many of which have already been highlighted throughout selected is a wind power project located in India. The
this Report. Significant achievements so far include: Group engaged with the Carbon-Neutral Company at the
beginning of 2011 and there will be a new partnership
• Global Reporting standards recognition: In May 2011, with South Pole Carbon. We have now extended this
Atos published its second Corporate Responsibility offsetting policy to the ex-Siemens data centers so that
report in line with the Global Reporting Initiatives (GRI) the full Atos scope is covered.
guidelines and was rated Level A+ by the GRI. In addition,
Atos is supporting GRI as Organizational Stakeholder • Worldwide collaboration with SAP on Intelligent
since 2009 to show full commitment with recognized Sustainability solutions: In 2011, Atos launched the
best sustainability reporting practices in the market. implementation of the SAP Sustainability Performance
Management application to help achieve the Group
• Toward a Zero emailTM company: In early 2011, Atos sustainability goals. This project’s strength forms a key
announced its ambition to become a Zero emailTM ethos of Atos’ corporate responsibility program: to be an
company within three years as the company believes exemplar and enabler of innovative sustainability
that the volume of emails that we send and receive is solutions by showing how companies can use IT to
unsustainable for business. We are adopting innovative accelerate the results of sustainability programs.
social business solutions to bridge the ‘social business
gap’ and provide a more personal, immediate and cost • First stakeholders Dialogue workshop in London: As
effective means to manage and share information. already mentioned, in 2011, Atos held its first Stakeholders
Workshop with 15 partners participating. The aim of this
• Entering international sustainable rating Indexes: In workshop was to establish a dialogue and discussion on
2011, Atos entered two new market investor ratings’ lists, Atos’ sustainability strategy, the impact on the wider
the FTSE4GOOD and the ASPI Eurozone indices in community and how to engage stakeholders, in order to
recognition of our leading environmental and social improve and expand joint activities and strength
practices. valuable collaborations.
- ASPI Eurozone® index is composed of the 120 top-rated
companies in the Eurozone, based on a corporate • Wellbeing@work and Great Place to Work challenge:
responsibility best-in-class approach. In early 2010, Atos launched its Wellbeing@work
- FTSE4Good ESG Ratings have been designed to initiative, demonstrating that its employees remain its first
objectively measure the ESG (Environmental, Social and priority. This program continued in 2011 with major Atos
Governance) risk and performance of companies geographies entering the Great Place to Work challenge,
worldwide. Supersector-relative ratings across six ESG and was deemed one of the key points for a successful
themes track over 2,300 public companies, making integration of Siemens IT Solutions and Services. The
FTSE4Good ESG Ratings a valuable tool for investors who program underpins the company’s ongoing
wish to incorporate ESG factors into their investment transformation to become a fully integrated and global
decision making processes, or as a framework for company, and recognized as a best place to work.
corporate engagement and stewardship.
• Global Diversity Program: In 2011, the Group defined a
• Sustenance to Green Grid Forum: Since 2008, Atos has global Diversity and Equality Program aiming to address
been a member of the Green Grid IT sector association significant targets for the company and develop an
contributing to high tech research studies, such as the implementation plan globally. Workshops were held in
Data Centers Energy Efficiency published in 2011. order to address the company status and best practice sin
multinational companies in order to harmonize several
• Carbon Disclosure Project: In 2011 and for the 4th year, existing initiatives and set a global framework compliant
Atos has reported its Corporate Footprint to Carbon with international human rights and labor standards. The
Disclosure Project following GHG international protocol. policy is available and a communication plan will be
designed to increase general awareness of employees.

• Member of the UN strategic business club: In July 2011, 25 best-in-class Universities in Germany, Spain, France,
Atos confirmed its adherence to the United Nations’ India, the Netherlands and the UK.
Global Compact, thus demonstrating once again its
commitment to operating under universally recognized • A new headquarters meeting high-quality
responsible business principles. environmental standards: The new Atos Campus in
Bezons, France is the first office building in France to
• Ethics in business: In line with its commitment to the obtain the triple certification HQE Construction (High
UN Global Compact, in December 2011 Atos published its Environmental Quality for building), THPE (Very High
Group Code of Ethics, distributed it to all new employees Energy Performance), and HQE for Operation. Our
worldwide and launched a related training program. campus in Pune, India, has a Gold standard ranking for
the buildings and Platinum for its interior.
• First IT Challenge contest: In 2011, Atos launched the
first edition of the Atos IT Challenge. The objective of this • The new Atos Campus in Essen, Germany received the
contest is to promote and encourage innovation in an Silver Certificate of the German Sustainable Building
open environment as well as support young innovators Council rating the ecological, economic, sociocultural,
in taking their ideas forward on the topic of Smart functional, technical, process and site quality of the
Mobility as it relates to sustainability. This contest allows building..
to identify new talents amongst students from more than
B.5.5 Building a great place to work
B.5.5.1 Our values and identity
Unlocking the creative potential of our workforce The Wellbeing@work initiative underpins our ongoing
With the launch of the new Atos in July 2011, we transformation to become a more integrated and global
formulated a clear vision with sustainability at the center: company. It creates greater trust and transparency,
“At Atos we strive to transform to a sustainable Firm of the engender a strong feeling of pride in people’s jobs and
Future. We believe that bringing together people, technology builds an environment where people really enjoy working
and business is the way forward. Our 74,000 Business with each other to achieve the best results - a true Firm of
Technologists power progress every day, for our clients, The Future!
ourselves and the wider community”
B.5.5.2 Creating a great place to work
When it comes to creating a great place to work, we need to Competing for, and earning, the right to be called a Great
have a clear view on where we are now, what we need to Place to Work
improve and where we can excel. So to measure and By the end of 2011, the first surveys had been conducted in
benchmark the quality of our working environment to the Atos Worldline Belgium, Brazil, Canada, Finland, Germany,
best references across the world, Atos has engaged the India, Spain, the US and the UK targeting some 30,000
renowned and independent Great Place To Work® Institute. employees. The Brazil survey has now been audited and
This institute is a global research, consulting and training Atos is currently ranked in the top 20% of companies in the
firm that helps organizations identify, create and sustain country. In early 2012, Atos was award as “Great Place to
great workplaces through the development of high-trust Work” in Poland. The aim now is to improve the rating in
workplace cultures. It serves businesses, non-profits and 2012 so that in subsequent surveys it enters the top 10%
government agencies on all six continents. and so officially qualifies as a “Great Place to Work”. We are
currently extending the surveys throughout our
organization, including new countries such as the
Netherlands, the Philippines, France, Denmark, Sweden,
Switzerland, Greece and Italy.

B.5.5.3 Zero emailTM challenge
One of the key building blocks to create a great place to to reverse this trend. We are ambitious as we aim to be a
work is our Zero emailTM ambition. A move to Zero Zero emailTM company within 3 years (end of 2013).
emailTM addresses the challenges organizations face as a
result of the continuing explosion in data. We believe that Equity and diversity
email is on the way out as the best way to run a company In 2011, a global initiative to develop a new equality and
and do business. Atos’ aim therefore is to eradicate all diversity policy was launched. Its objective is to not only
emails between Atos employees by using improved develop an international policy according to recognized
communication applications as well as new human rights and labor standards, but also to have a
collaboration and social media tools. For example, by proactive role in promoting rights, equal opportunities and
using Office Communicator (OCS) instead of email for career evolution for minority groups within Atos. The
quick questions to or chats with colleagues, or by using Group seeks to:
Livemeeting to instantly organize online meetings and • create a working environment which is free from
sharing documents. discrimination and harassment and where each person
is treated with courtesy, dignity and respect;
Atos has launched a companywide program to enable • have employment practices which ensure that
more efficient and effective collaboration across borders individuals or members of a particular group have equal
and organizational units. By applying new ways of working opportunities and are not discriminated against because
using innovative technologies to bridge the “social of their attributes;
business” gap we can achieve better communication, team • promote appropriate standards of conduct;
working and social networking, and will be able to manage • promptly resolve issues when they occur and resolve
and share information much more effectively. Take for complaints in a fair and timely manner.
instance email, the volume we send and receive is
unsustainable for business. With an estimated 20 hours a
week spent on email alone, it is fast polluting our working
environments and also encroaching into our personal
lives. With our Zero emailTM program we are taking action

B.5.6 Responsible Citizenship
As a leading international IT services provider, we targets and earn their livelihood. These activities are
understand that our activities and IT services in general conducted in rural areas, and Atos contributes
are fully integrated into people’s day to day life and can considerable amount on welfare of the children education
contribute to creating long-term value to society at large. in that village.
Corporate Citizenship is not simply a badge that we wear
because it’s fashionable; it has always been part of “who we In Atos Australia a team of employees walked the 100km
are” and “what our employees do” around the world. At Oxfam walk to raise funds for the Oxfam organization.
Atos, we recognize the teambuilding and motivational Oxfam Australia is part of a global movement of dedicated
opportunities afforded to our people by helping them to people working hard to fight poverty and injustice. The
participate in community-related initiatives. Examples company matches the employee fund raising efforts dollar
include: for dollar.
Atos Spain supports AGENT-DYSL with the development In terms of social engagement Atos France supports
of an intelligent system for reading assistance for school “Energie Jeune”, an organization committed to fight against
age children with dyslexia to improve their reading. The the dropping out of school. The aim of the program is to
Intelligent System to Assist builds and maintains individual apply Atos’ knowledge to help young college students with
profiles through “observation” of each child while reading their studies. At present we have 10 employees engaged in
the text on the display area of the system and by the this initiative and for 2012 we aim to increase the number
recognition of read errors. and widen the initiative throughout the country.
The Atos Cycling Tour, organized by the Dutch In the future, successful businesses will be those that are
organization and established in 2005, raised EUR 14,500 seen to be social businesses. It’s an approach that Atos has
for the Children Cancer Fund. The team, consisting of 50 already pioneered in partnership with its clients. We are
cycling colleagues from the Netherlands, Germany, always looking for innovative and rewarding projects
Belgium , France, UK and even Singapore, started their where we can leverage new technologies for you in a
journey in Paris where they were welcomed by our responsible way and which act as a major lever to enable
Corporate Management team to wish them a safe trip. societal changes and create progress. Examples include:
More than 1 million Thai baht raised for Atos Thailand • Increasing online accessibility to medical
workers hurt by recent flood crisis in Bangkok. In 2011, information - Atos has developed and coordinates the
Thailand, along with other Southeast Asian countries, integration of all of the elements of the KHRESMOI
experienced catastrophic flooding resulting from an European project. This increases online accessibility to
unusually high amount of rainwater collected during the reliable medical information for both the general public
monsoon season. Atos Thailand raised 235,000 baht and and medical experts. Through this system, Internet users
in addition, Atos Thailand offered interest-free 60,000 baht will be able to search and access reliable health
loans to those who reported damages, to be paid back over information in their local language, generated from various
the course of 12 months. Also, for those whose homes were medical information sources (scientific publications, image
uninhabitable during the crisis, Atos Thailand offered banks, pharmaceutical databases, etc).
support in the form of free accommodation in local
apartments and hotels. • Olympic values promotion to Spanish youth inside
public education - Atos has designed the technical
Atos Germany supports Startsocial, an incorporated platform that will promote the Olympic values at schools
society, financially and encourages social engagement of in Spain. Developed by the Spanish Olympic Committee,
its employees via a volunteer program. Startsocial, whose the Ministry of Education, the University Camilo José
patron is the German Federal Chancellor Angela Merkel, Cela (Madrid) and Atos, the project aims at promoting the
organizes an annual competition, which provides 100 Olympic values in the course “Education for citizenship”,
social projects a three month coaching period. such as ‘team effort’.
Employees at Atos India are very engaged in social

initiatives such as the Tree Plantation event where
volunteer employees planted saplings like fruit bearing,
medicinal value etc. to help poor farmer’s achieve their

• Towards a sustainable health lifecycle system - Atos • Efficient online overview of pension details for all
has long-term experience in providing IT services to the Dutch citizens - Atos designed, built, manages and hosts
healthcare sector, including with Atos Healthcare in the the “Mijnpensioenoverzicht.nl” website for the Stichting
UK, a division of Atos, that combines the Company’s Pensioenregister, which aims to give Dutch citizens a
expertise in consulting, technology and healthcare to clear insight into their (future) pension situation. Since the
improve the way care is delivered. launch in January 2011 more than 3 million visitors found
• We believe that through the use of IT significant their way to the site and recently the site won the Dutch
progress can be achieved regarding life quality NAF Architecture Award for the easy to use structure.
improvements, despite the current challenges (an ageing
population, increasing demands on, and the cost of,
healthcare).

B.5.7 Continuing the Group’s Green transformation - Improving our environmental

performance
Decarbonizing the earth is part of any company’s future generations. Firms of the future need to make
responsibility. It means not only considering the carbon management a pillar of their business strategy. At
environment as a precious resource, but it also means Atos, we believe that the implementation of an Ambition
addressing the life conditions of people and communities Carbon Free initiative not only strengthens the stability of a
and to anticipate the consequences of today’s actions for company but also reinforces its competitiveness.
B.5.7.1 Our zero carbon ambition: a plan in action
Since 2008, Atos has undertaken an annual evaluation of (electricity fuel or gas, for instance), and waste
the carbon footprint of the entire company, including all its management. Here we have identified several levers that
activities. This initiative involves identifying the main can contribute to the effort of energy management and
sources of emission and taking the right actions to reduce carbon reduction:
the volume of CO2 (directly or indirectly) emitted. • Energy management in data centers by acting on IT
infrastructure (e.g. cooling, space room organization, cold
Our initial objective was to abate the carbon footprint of corridor optimizing air flow, etc) which can bring
Atos by 15% over the period 2009-2011 (2008 baseline). significant energy savings.
Thanks to the efforts provided, we succeeded in reducing • Energy building management leading to savings of up to
it by 16% (at constant scope) within 2 years (2009-2010). 20% of the energy bill (optimizing the energy
consumption of heating, ventilation, and air conditioning,
Considering the increasing pressure on IT (partly due to lighting, etc). The DESIMA solution, a coherent set of
the digitalization of the economy) and the vastly increased Demand Response and Energy Management software
size of Atos following the merger of Atos Origin and tools developed by Atos, is implemented in the Atos
Siemens IT Solutions and Services), Atos decided to headquarters in Bezons This solution is likely to be
reinforce its efforts to tackle climate change. In this progressively extended to other new Atos sites.
connection, in 2011 the company set itself a new objective • Energy desktop management allowing us to potentially
for the 3 coming years (2012 – 2015): to abate by an reduce our energy bills by 30%. An experiment is
additional 30% the whole carbon footprint of Atos (using underway in order to determine the real benefits of the
2011 as a baseline). solution before its deployment on a larger scale.
• New ways of working based on new technologies (Office
This objective is broken down as follows: Communicator systems, Microsoft),allowing Remote
• - 30% CO2 for buildings and travels (2011 baseline) Working, reducing travels needs, increasing productivity,
• - 30% the CO2 resulting from Data Center operations and improving the work/life balance with a positive
(2011 baseline). impact on environment. Our Zero emailTM policy is part of
this approach. It should contribute to reducing the carbon
To reach the target, we looked at different areas such as the footprint of employees in their daily tasks.
carbon embedded in IT equipment, energy consumption
B.5.7.2 The first global IT company to offer carbon neutral data centers
In 2010 Atos became the first global IT provider to offer 2008, 63% in 2009, 56% in 2010 which corresponds
carbon neutral hosting services. The first carbon approximately to 128,000tCO2 - total footprint produced in
assessment of Atos in 2008 revealed that data centers 2010 at a global level, was 310,000tCO2).
were responsible for more than 50% of Atos’ CO2 footprint.
This was confirmed during the following years (54% in

It therefore became necessary to consider our data center company in power management and carbon abatement
activity as a priority in our carbon management strategy. strategy. Atos’ environmental strategy gives primary focus
Furthermore, since July 2011, we have faced the challenge to 13 strategic countries (Austria Belgium, Brazil, China,
of a mechanical increase in the carbon footprint due to the Finland, France, Germany, Hong Kong, Netherlands,
merger between Atos Origin and Siemens IT Solutions and Singapore, Switzerland, United Kingdom and USA).
Services (SIS). This means that Atos will have to increase its
efforts to control and monitor CO2 emissions in the 48 To further meet its responsibilities, Atos has also decided
countries where we are located. to offset the entire CO2 footprint of its data centers through
Carbon Credits invested in a wind power supply located in
In this connection, Atos implemented in 2011 a program India.
with the ambition to be considered as the leading IT
B.5.7.3 Renewable energy sourcing worldwide
Atos’ objective is to avoid producing carbon which raises initiated this process. The intention is to progressively
the question of moving from CO2 compensation toward a extend this practice to all our strategic data centers by 2015.
suppression of emissions at source, which would involve a A transition roadmap to gradually move towards a zero
review of our policy in relation to electricity supply. Some carbon emission status and progressively reduce the
countries like The Netherlands or United Kingdom have carbon offsetting program is currently under analysis.
B.5.7.4 Deploying green policies to reduce the impact of our activities
During 2011, Atos consolidated the implementation of a • Controlling and limiting the risk of the supply chain -
number of global policies and launched new programs To limit the risk on our supply chain, we make sure our
concerning sustainability and corporate responsibility. suppliers comply with best practices. Here we are
supported by Ecovadis, allowing Atos to assess the
• Smart Travel policy - The Atos travel policy establishes environmental and social performance of their suppliers
procedures for employees who travel on behalf of Atos on a global basis. As a result, Ecovadis ratings help us
for business purposes. The policy is mandatory and reduce risks, drive performance and eco-innovation in
applies to all employees of Atos across the world. All our supply chain.
travel bookings must be made via contracted Travel
Agents, applying the travel policy in the booking process. • Promote best practices with suppliers thanks to the
The implementation of Office Communicator System on Sustainable Supplier Charter - The Atos Sustainable
desktops (unified messaging) reduces the need to travel Supplier Charter is attached to all major contracts. It
and limits the number of kilometers traveled. complies with the UN Global Compact principles and
encourages suppliers to implement best practices
• Car Fleet policy - As from January 2010, cars with (environment, social, ethic, supply chain). On their side, all
emission above 120g CO2 /km are no longer permitted as purchasers have signed the purchasing code of ethics,
part of Atos’ car fleet, and leasing terms for cars which and commit to abide to its rules and principles.
have a carbon emission above 120g CO2/km cannot be
renewed or extended. • Sustainable development weighs 10% in the process
of decision making - In the process of measuring the
• Waste management policy - Atos gives a particular effectiveness of the supplier through the QCLDM
attention to potentially hazardous waste. The Global performance metric (Quality, Cost, Logistics,
Waste Management Policy states that all wastes have to Development and Management), we have added the
be managed in full compliance with the WEEE directive Sustainability (S).Sustainability is an increasing Business
(Waste Electrical and Electronic Equipment). As a result, Requirement that we need to understand from
the responsibility of the waste management relies now stakeholders and translate to suppliers. As a result,
on the supplier. business requirements include Sustainability.

• Sustainability is part of the bonus scorecard of purchasers and country purchasing managers. This
purchasers - As from 2010, Sustainability has been incentive ensures that sustainability is clearly addressed
integrated into the bonus score card of all Global Category in the daily job of suppliers.
B.5.7.5 Environmental certification roll-out
In 2009 Atos launched the implementation of EMSs and With regards to data centers, the target initially agreed in
attaining ISO 14001 certifications for office sites and data 2010 was to certify 25 data centers over the period 2010-
centers. Key aspects include: 2012. By end of 2012, 100% of the target should be reached:
• ISO 14001 certification program roll out in all countries 11 data centers were certified by 2010, 3 additional data
(buildings and data centers) with the objectives of 35% of centers were under certification process in 2011 and 11 sites
sites certified in 2011 and 80% in 2013; are planned in 2012.
• Carbon audit roll out in the Group’s European data
centers; A similar approach in regard to office buildings is currently
• In 2011, Atos Origin will offset all of its data centers and under implementation. By today 20 major office sites
offer its clients a Carbon Neutral data center offering, across five countries (Spain, Portugal, Netherlands,
through a partnership with the Carbon Neutral Company. Switzerland, Germany) are already certified. Based on the
2011 results of the Carbon Footprint Abatement Program,
Here the major environmental aspects relate to the usage the strategy for the certification of office sites will be
of electricity, gas and fuels to operate data centers and redefined, taking into account floor space and the number
offices. The common factor of these environmental of employees working on site. The objective is to certify all
aspects is carbon emission and therefore our ambition is, main office sites by 2015. Major office sites with more than
to manage the majority of our Carbon emissions through 400 employees are located in France, Germany, Poland,
an Environmental Management System (EMS), aiming for Spain, India, Brazil, United Kingdom and Belgium. The Atos
at least 80% in the final stage. This implies to address major Campus certification process complements the EMS
office sites and strategic data centers located across 42 approach.
countries.

B.5.8 Powering progress to transform to the firm of the future - sustainable growth
Atos understands the role it can play in developing the Future’ strategy helps its clients transform to a
solutions that allow its clients to operate in a more sustainable, collaborative and adaptive organization,
sustainable way which is both good for their own business addressing both strategic and operational levels and the
as well as for society and the environment. Atos’ ‘Firm of supporting infrastructure.
B.5.8.1 Accompanying our clients’ sustainable transformation
To help clients transform towards a Firm of the Future, knowledge sharing and enabling collaboration across the
Atos’ business technologists have developed solutions and value chain.
toolkits that can transform a business into a sustainable, • Infrastructure – Ensuring a sustainable IT infrastructure:
collaborative and adaptive organization, addressing all We offer a carbon neutral hosting facility and Green IT
aspects of the strategic and operational levels and the services to transform a business towards a decarbonized
supporting infrastructure: sustainable infrastructure.
• Strategy & change - Helping to transform to a
sustainable business model: We provide consulting In each area we provide leading innovative solutions.
services and solutions that help a business model evolve Taken separately or as a complete portfolio, Atos provides
to a sustainable Firm of the Future. the innovation, solution-focus and long-term partnership
• Operations - Enabling the move towards sustainable approach to ensure that a business is able to adapt and
operational excellence: Optimizing business processes to flourish in these increasingly volatile times.
save costs, increasing efficiency and flexibility, stimulating
B.5.8.2 Intelligent sustainability – sustainability dashboards – delivering

transparent and critical management data
Once a client has established his desired position, strategy solutions, such as the Sustainability Performance
and KPIs, the organization can begin implementing and Management (SPM) dashboard, which can deliver exactly
managing a new, more focused sustainability program. But the required intelligence from across the value chain and
this requires accurate, timely and transparent data. Here up and down the organization.
Atos provides accurate and consolidated reporting
B.5.8.3 Ambition carbon free
In 2009, Atos applied the Ambition Carbon Free approach efficient player in the ICT market by helping clients to
to its own IT infrastructure as part of its world-wide carbon lower their environmental impact. As a result, Atos has
audit program. Our ambition is to become the most carbon decided to implement a voluntary offsetting mechanism.

B.5.8.4 Smart energy management
Atos Worldgrid is a world leader in Smart Energy and The world’s first smart metering technology
Utilities (electricity, oil & gas and water, etc.) focused on In 2011, Atos Worldgrid delivered the Linky Information
smart energy solutions around production, transport, System with an Automated Meter Management system.
distribution and retail to enable businesses to achieve Smart Data Concentrators will become Smart Grid Nodes,
energy efficiencies and increase sustainability, while allowing Advanced Distribution Automation, by
improving operational performance. Here smart grid and combining the strengths of Smart Metering and of
smart meter technologies are an important part of the Distribution Automation. The Linky system is designed as
transformation towards a more sustainable future. ‘Smart Grid Ready’ and offers the key benefits of
sustainability, greater interoperability, increased customer
service and cost reduction.
B.5.9 Operating in compliance with sustainable best practices and international

standards
Atos also provides thought leadership through its joint blogs ) as well as guest lecturing and joint collaboration on
work with leading universities, charities, think tanks, sustainable business with a number of leading
regulators and business partners. For example, Atos’ Universities. Also in 2011, Atos released its ‘Simplicity &
unique partnership with BCI: Biomimicry for Creative Control’ Report as part of its Scientific Community
Innovation helps apply ecological thinking for business commitment to thought leadership and emerging IT
transformation, building on concepts such as cradle-to- trends related to IT-enabled transformation.
cradle, industrial ecology, biomimicry, process
re-engineering, servitization and systems-thinking. Along with our SAP partnership on Sustainability
Solutions, in 2011 we formed a unique co-innovation
Whilst Atos is first and foremost about solutions, we partnership with Siemens, a world leader in execution
recognize that engagement at a thought-leadership level is systems for operational excellence & sustainable business.
vitally important to ensure solutions deliver the desired The Siemens and SAP partnerships aligned to
results. In 2011 Atos proactively engaged in thought- sustainability solutions ensure Atos provides world
leadership for sustainable business. Blogs were written for leading expertise in sustainable business solutions
a number of sustainability discussion groups (such as The ensuring our clients can transform to Firms of The Future.
Guardian Sustainable Business & Tomorrow’s Company

C. FINANCIALS
C.1 Pro forma 100
C.5 Notes to the consolidated financial statements 153
C.6 Parent company summary financial statements 201
C.1 Pro forma
C.1.1 2011 statutory comparative basis
The 2011 Group statutory financial information comprises • The pro forma information has been prepared using
the results of the former Atos Origin perimeter for the accounting policies consistent with those used in the
12 months of 2011 and the acquired scope of the former prior Atos interim and year-end financial statements;
Siemens IT Solutions and Services for the 6 months • Pro forma tax is based on the estimated effective rate of
period from July 2011 to December 2011. tax for Atos for the relevant periods applied to pro forma
profit before taxation.
This financial information is compared to a 2010 pro forma • The pro forma Profit and Loss account excludes
constant scope and exchange rates as if the new Group significant exceptional items as being non-recurring,
Atos had been in existence since July 1st, 2010, meaning notably on contract risks recorded in the first semester.
12 months of 2010 former Atos Origin perimeter (as already
released) and 6 months of the acquired scope of the Statutory revenue 2011 (12 months Atos and 6 months
former Siemens IT Solutions and Services for the Siemens IT Solutions and Services as of July 1st, 2011) was
6 months period from July 2010 to December 2010. EUR 6,812 million with the breakdown by Service Line, by
GBU, and by market herein below. The corresponding
The information is provided as guidance only and is operating margin was EUR 422.4 million representing
unaudited. The key assumptions used in the preparation 6.2 percent of revenue.
of the information are as follows:
C.1.2 Pro forma 12 months 2011
Pro forma 12 month revenue 2011 (12 months Atos and This pro forma is provided for information purpose only
12 months Siemens IT Solutions and Services) was UR and particularly to reflect mix of businesses (Service Line,
8,511 million with the breakdown by Service Line, by GBU, GBUs, Markets) on a full year basis but not as comparative
and by market herein below. The corresponding operating basis for analysis purpose.
margin was EUR 410 million representing 4.8 percent of
revenue.

C. FINANCIALS
C.2. Operational review
C.2 Operational review
C.2.1 Executive Summary
For the first year of the integration of Siemens IT Solutions Order entry reached EUR 7,040 million. Commercial
and Services, the Group reached statutory revenue of activity increased principally in Germany, Benelux, France,
EUR 6,812 million for a scope representing 12 months of North America and Latin America, due to new businesses
former Atos Origin and 6 months of Siemens IT Solutions and contract renewals. The Book to Bill ratio stood at
and Services. This figure represented an organic growth of 103 percent, compared to 111 percent last year on the former
+0.3 percent after two years of limited decline. Indeed, Atos Origin scope.
revenue evolution was
-3.7 percent in 2009 and -3.5 percent in 2010 in the context During the last quarter of the year, the Book to Bill ratio
of a difficult macro-economic environment particularly reached 113 percent, allowing a total year statutory Book to
in the cyclical activities. Bill above 100 percent as planned.
Year 2011 performance was in line with the Group’s full Operating margin reached EUR 422.4 million or
year guidance (around EUR 6.8 billion) provided on 6.2 percent of revenue. This represented an increase of
July 27th 2011 when the first semester results were issued, EUR +127.7 million or +190bp compared to previous year at
and confirmed on October 6th 2011 at the Investor Day constant scope and exchange rate. The performance
organized by the Company. exceeded the initial 6 percent guidance provided in
February 2011, which was upgraded to 6.2 percent in July
2011.
C.2.2 Operating performance review
The underlying operating performance on the ongoing itemized and presented below the operating margin, in
business is presented within the operating margin, while line with the CNC (Conseil National de la Comptabilité)
unusual, abnormal and infrequent income or expenses recommendation no. 2009-R-03 (issued on 2 July 2009)
(other operating income/expenses) are separately regarding the financial statements presentation.
In EUR million 2011 2010 Change
Statutory scope
Revenue 6,812 5,021 +1,792 +35.7%
Operating margin 422.4 337.4 +85.0 +25.2%
Operating margin rate 6.2% 6.7% -0.5 pts
Constant scope
Revenue 6,812 6,790 +22.9 +0.3%
Operating margin 422.4 294.7 +127.7 +43.3%
Operating margin rate 6.2% 4.3% +1.9 pts
The details from operating margin to operating income and net income are explained in the financial review.

C. FINANCIALS
C.2.3 Revenue
In 2011 pro forma 12 months, 74 percent of the revenue base European customer base and resulted also in a larger size
was generated by multi-year contracts, deriving from multi- of operations in North America.
year Managed Services contracts (47 percent of total
revenue), Hi-Tech Transactional Services & Specialized The Group services and solutions add value across many
Businesses (20 percent of total revenue), and Application industry sectors organized through 5 Global Markets
Management (7 percent included in Systems Integration). which are Manufacturing Retail & Services (MRS), Public
Health & Transports (PHT), Financial Services (FS),
Europe remained the Group’s main operational base, Telecoms, Media & Technology (TMT), and Energy
generating 90 percent of total revenue. The integration & Utilities (E&U).
of Siemens IT Solutions and Services reinforced the
C.2.3.1 Organic growth
External revenue in 2011 amounted to EUR 6,812 million, 6 months of Siemens IT Solutions and Services pro forma
representing an organic growth of +0.3 percent against revenue and a negative exchange rates impact of EUR
pro forma revenue of EUR 6,790 million last year (including -22 million).
In EUR million Revenue
2011 6,812
2010 5,021
Exchange rates -22
Siemens IT Solutions and Services 1,791
2010 pro forma at constant scope and exchange rates 6,790
Statutory change +1,792 +35.7%
Organic change +23 +0.3%

C. FINANCIALS
C.2.3.2 Exchange rate and scope effect
The following schedule is presenting the impact on transfers reflecting the Group’s new organization
pro forma 2010 revenue of exchange rates, impact of the implemented on 1 July 2011:
Siemens IT Solutions and Services acquisition and internal
Siemens IT Internal
In EUR million 2010 FX rates Solutions & 2010 CS
transfers
Services
Consulting & Technology Services 208 -1 6 394 608
Systems Integration 1,771 -10 514 -468 1,806
Managed Services 1,847 -4 1,097 -99 2,842
HTTS & Specialized Businesses 1,195 -8 174 173 1,533
Total Group 5,021 -22 1,791 0 6,790
Germany 376 678 1,054
CEMA 99 -2 -97 0
France 1,133 10 -121 1,021
UK & Ireland 904 -10 253 1,146
Benelux 938 68 1,006
Atos Worldline 867 36 903
Central & Eastern Europe 0 235 48 283
North America 88 -4 192 276
North & South West Europe 0 217 24 241
Iberia 300 36 -20 315
Other BUs 317 -6 103 130 545
Total Group 5,021 -22 1,791 0 6,790
The internal changes of scope reflected the following By Service Line, the internal scope changes are mainly
items: related to the set-up of “Consulting & Technology Services”
• The re-allocation of the former Central Europe Middle and “HTTS & Specialized Businesses”, with the transfer of
East Africa (CEMA) Global Business Unit to the new relevant contracts from other Service Lines to these two
Global Business Units Central & Eastern Europe (CEE) new lines of activity.
and North & South West Europe (N&SWE);
• The creation of the Specialized Business Unit Atos Exchange rate movements resulted in a negative
Worldgrid (included in Other BUs), regrouping activities adjustment of EUR -22 million on a comparable year
around Smart Energy offerings, previously reported in on year basis (on the former Atos Origin scope), mainly
France, Spain and China; from the British pound for EUR -10 million, US dollar
• The transfer of Hi-Tech Transactional Services activities and US related currencies for EUR -10 million.
in Asia (formerly included in Other BUs) to Atos Worldline.

C. FINANCIALS
C.2.3.3 Revenue per quarter evolution
In EUR million Q1 Q2 Q3 Q4 H1 H2 2011
Revenue 2011 1,228 1,249 2,093 2,243 2,476 4,336 6,812
Revenue 2010 1,244 1,251 2,099 2,196 2,495 4,295 6,790
Organic change -17 -2 -6 +47 -18 +41 +23
Organic growth -1.3% -0.1% -0.3% +2.2% -0.7% +1.0% +0.3%
The evolution of the top line shows an accelerating trend

during the year with +2.2 percent in Q4 thanks to a higher
activity in Managed Services, mainly in the MRS sector.
C.2.3.4 Revenue by GBU analysis
In EUR million 2011 2010* Change
Germany 1,100 1,054 +46 +4.4%
France 991 1,021 -30 -2.9%
UK & Ireland 1,195 1,146 +49 +4.2%
Benelux 942 1,006 -64 -6.3%
Atos Worldline 913 903 +10 +1.2%
Central & Eastern Europe 311 283 +28 +9.8%
North America 304 276 +28 +10.2%
North & South West Europe 224 241 -18 -7.3%
Iberia 314 315 -1 -0.2%
Other BUs 519 545 -26 -4.8%
Total Group 6,812 6,790 +23 +0.3%

* At constant scope and exchange rate.
Germany was partly offset through a ramp down of the application

Revenue in Germany stood at EUR 1,100 million, management contract with a large German bank.
representing an increase by EUR +46 million or
+4.4 percent on last year. Managed Services was up +4.4 percent which is mainly
linked to an increase in the revenue with Siemens and the
As a result of higher project activity with a major German new customer D+S. The increase was partly offset by less
mobile phone operator as well as additional license sales revenue from NSN and in Financial Services due to
and software maintenance, Systems Integration revenue reduced scope and prices.
showed a +5.4 percent increase on last year. The increase

C. FINANCIALS
United Kingdom & Ireland Managed Services faced the ramp-down of large contracts
Revenue in the United Kingdom stood at such as Philips and NXP, partially compensated by higher
EUR 1,195 million, representing an increase by revenue in Financial Services (ING, Achmea) and new
EUR +49 million or +4.2 percent on last year. contracts in the Public sector and with Wolters Kluwer.
While Consulting and Systems Integration revenue slightly Consulting was also affected by a low market demand,
decreased mainly as a result of delay in orders in the entailing a price pressure in the first semester and by
Public Sector and Healthcare and a decline in the Financial utilization rates below expectations during the first three
Services Market, Managed Services was up +3.5 percent. quarters, with stabilization in the fourth quarter.
This is mainly linked to additional projects with the
Ministry of Justice related to a large desktop refresh roll-out Technology Services decreased by -9 percent in 2011.
and network optimization program. The entity was affected by the slowdown in discretionary
spending principally in Financial Services and in
HTTS revenue was up +7.6 percent due to an increase in a Manufacturing, Retail & Services sectors.
number of transactions in the vehicle security inspection
contract and in the business of on-line ticketing. While Systems Integration remained stable in the
Netherlands, showing a good resistance in an adverse
BPO increased by +10.6 percent, with additional volumes market, Belgium posted a strong growth sustained
on the NS&I account. Medical BPO was broadly flat. Lower by the ramp-up of contracts with the European Union
activity in the Occupational Health was compensated institutions.
by revenue derived from the ramp-up of a new regional
contract signed with the Department of Work and Atos Worldline
Pensions in the first quarter of 2011. Atos Worldline reported revenue of EUR 913 million
with an organic growth of +1.2 percent despite the negative
France trend of Financial Markets in France affected by the prices
Revenue in France was EUR 991 million, down -2.9 percent renegotiation of the LCH contract and the end of
compared to last year. The activity declined in particular development projects. This unit has stabilized its revenue
in Managed Services with -7.6 percent, where revenue was sequentially in the second semester.
affected by the ramp-down of contracts and a lack of
fertilization in Telecoms & Media and in Financial Services. Excluding Financial Markets, Atos Worldline grew by more
than 3 percent on the full year with a lesser organic growth
Consulting & Technology Services posted an organic in the second semester due to the ramp-down of contracts
growth of +8.9 percent, primarily thanks to Technology in Payments in Germany and less development project
Services (+14.5 percent) with an improved utilization rate. activities in France.
Consulting activities declined by -6.4 percent due to
phase out of projects mainly in the Public Sector and In Belgium, volume grew in the Acquiring business line
Telecom business. both in the first and the second semester, and revenue
was up +3.4 percent for the full year.
In Systems Integration, revenue declined by -4.2 percent,
affecting all sectors except Manufacturing, Retail & Central & Eastern Europe
Services (+5.5 percent). The downturn materialized In Central & Eastern Europe revenue increased by
in particular in Telecoms & Media (-11.4 percent), linked +9.8 percent. The major geographies contributing to this
to a reduction in revenue with SFR, and in Public Sector increase were Austria (EUR +11 million), Poland
and Healthcare (-5.7 percent) due to the non-renewal of an (EUR +8 million) and Slovakia (EUR +7 million).
Application Management contract.
Revenue in Systems Integration was up +5.1 percent.
The new management of the GBU France started on The Increase came mainly from the Telecom sector in
October 1st, 2011, with the objective to return to profitable Austria and in Poland, and from the Public sector mostly
growth. with NATO.
Benelux Managed Services increased by +15.2 percent, thanks to the

Benelux was down by -6.3 percent compared to last year, activities with Siemens and stronger hardware revenue
due to the continued difficult market environment. posted in Slovakia and the Czech Republic.

C. FINANCIALS
North America and higher volumes of purchase for resale in the last
North America posted a full year growth of quarter of the year.
EUR +28 million or +10.2 percent, primarily driven by
Managed services, benefiting from the transformation Other Business Units
business and fertilization with Siemens. The GBU posted In the Major Events unit, revenue declined by -8.2 percent
organic growth in the second half of the year thanks to compared to 2010 which was an Olympic year with the
contracts with Microsoft and the ramp-up of new logos in Vancouver Winter Games and also the Asian games. 2011
Financial Services. revenue was mainly made of services related to the 2012
London Olympic Games and to the Winter Olympic
North & South West Europe Games of Sochi in 2014.
In North & South West Europe (N&SWE), revenue
reached EUR 224 million, down -7.3 percent, mainly due In Latin America, revenue increased by +13.8 percent
to Switzerland which declined by EUR -15.0 million. This reaching EUR 144 million, thanks to additional volumes in
decrease was due to a pass-through sale in Civil & National Managed Services, and to new contracts for HTTS in the
Security (EUR -5 million), and a one-time project in Systems Transport sector. This strong growth came mainly from
Integration (Toll collection services) carried out in 2010 Argentina in e-CS (HTTS business), as well as from Brazil
(EUR -15 million). Without these two one-time effects, in all Service Lines.
revenue was stable compared to last year.
In 2011, Managed Services posted an organic growth of Revenue in Asia Pacific stood at EUR 175 million and
+8.4 percent, mainly driven by Finland and Switzerland, remained stable in comparison to the prior year. Systems
benefitting from new outsourcing contracts and additional Integration slightly declined by -3.8 percent mainly due to
volumes on existing customers. the comparative basis related to the Singapore Youth
Olympic Games in 2010. This has been partly offset by the
Greece continued to suffer from the strained economic impact of long-term contracts concluded at the end of 2010
situation while Denmark faced a reduction in Public Sector in Australia as well as an important SAP activity in Taiwan.
and Defense projects in Systems Integration. Managed Services grew by +1.9 percent primarily in China.
Italy registered a growth of +2.6 percent mainly led by In India, the Group is mainly focused on an offshoring
an increase in Systems Integration business. activity for the large European countries. The Indian
operations are also serving local customers, both in
Iberia Systems Integration and Managed Services.
In Iberia, revenue stabilized in 2011 compared to 2010,
at EUR 314 million, with an organic growth in Managed Atos Worldgrid revenue reached EUR 121 million in 2011,
Services (+3.9 percent) and HTTS (+2.9 percent), offsetting compared to EUR 141 million in 2010, year that included
a decline in IT cyclical activities. EUR 30 million of hardware revenue for the Linky ERDF
pilot project in France. Restated from this effect, organic
Systems Integration and Technology Services were growth in sales of services reached +9.0 percent, reflecting
primarily impacted by adverse market conditions which a promising market in the area of Energy & Utilities.
continued all along 2011 and materialized in spending cuts
mainly in the Public Sector.
Hi-Tech Transactional Services posted revenue growth,

reaching EUR 28 million on the back of volume increases
in loyalty and card processing business.
Managed Services, representing 14 percent of the activity

in Spain, registered an organic growth of +3.9 percent
linked to the transformation services delivered to Siemens

C. FINANCIALS
C.2.3.5 Revenue by Service Line analysis
Managed Services 2,892 2,842 +50 +1.7%
Systems Integration 1,771 1,806 -36 -2.0%
HTTS & Specialized Businesses 1,562 1,533 +29 +1.9%
Consulting & Technology Services 588 608 -20 -3.3%
Total Group 6,812 6,790 +22 +0.3%

Managed Services
19% In percent & in EUR million
O Germany 28.3% 1,120
O UK & Ireland 17.9% 707
O Benelux 14.5% 574
10% O France 9.8% 388
O North America 10.4% 413
28% O Other countries 19.0% 750
Other Business Units 5.6% 221
10%
Central & Eastern Europe 7.1% 282
North & South West Europe 4.9% 192
Iberia 1.4% 55
15% 18%
Atos Worldline 0.0% 0
Total Managed Services 100% 3,952
Based on 2011 12 month pro forma revenue.
Managed Services revenue in 2011 was EUR 2,892 million. During the 4th quarter of 2011, revenue in Managed
Revenue increased by +1.7 percent (EUR +50 million). Services grew by +3.6 percent, an acceleration compared
to the +0.8 percent for the first nine months of the year.
The growth was led by GBUs such as Central & Eastern
Europe and North America with a double digit growth as Further to the acquisition of Siemens IT Solutions and
a result of new orders signed during the year. In Germany Services, Managed Services represented on a 12 month
organic growth was +4.4 percent and +3.5 percent in the pro forma basis 47 percent of Group revenue.
United Kingdom. The activity was more difficult in the
Netherlands and in France where volumes declined.
In France price competition for low-value-added services

led the Group to decide not to renew certain contracts
with low profitability. The new Management of GBU France
is committed to restore growth in 2012 through higher
added value offerings.

C. FINANCIALS
Systems Integration

O France 17.4% 389
O Germany 24.6% 552
17%
10% O Benelux 10.9% 244
O Iberia 7.6% 170
O Central & Eastern Europe 10.6% 237
O Other countries 18.8% 421
8% Other Business Units 9.4% 211
North & South West Europe 5.5% 124
11% North America 3.8% 86
25%
10% Total Systems Integration 100% 2,241
Systems Integration revenue landed at EUR 1,771 million North & South West Europe declined by -24.2 percent
with a slight organic decline of -2.0 percent, however with mainly in Switzerland for the Toll collection contract
stabilized revenue in the fourth quarter year on year. A high where the main acceptance occurred in 2010, and also
level of activity was recorded in GBUs such as Germany, in Greece in an adverse market environment. IMEA
Central & Eastern Europe and Latin America, each of them strongly declined (-30.5 percent) affected by the
with revenue growing beyond +5 percent. While the termination of a large contract in South Africa in the
business in Benelux showed resistance thanks to a strict Telco sector.
workforce management and therefore grew by +3.2 percent,
France declined by -4.2 percent further to the reduction of a Further to the acquisition of Siemens IT Solutions and
large project in the Telco sector and the phase-out of an Services, Systems Integration represented on a 12 month
application management contract in the Public Sector. pro forma basis 26 percent of Group revenue.
Hi-Tech Transactional Services & Specialized Businesses

O Atos Worldline 52.9% 913
6% O North & South West Europe 5.7% 99
27%
Iberia 1.7% 29
Germany 1.6% 28
France 0.7% 11
Other Business Units 9.4% 162
Benelux 0.3% 6
Central & Eastern Europe 0.5% 8
53% North America 0.0% 0
Total HTTS & SB 100% 1,726
The Hi-Tech Transactional Services & Specialized of EUR -20 million (of which EUR 30 million less for the
Businesses posted revenue of EUR 1,562 million, up ERDF smart meters) and EUR -4 million due to less
+1.9 percent. Organic growth was mainly achieved thanks hardware revenue for the Swiss Civil & National Security.
to the UK (+9.5 percent), Atos Worldline (+1.2 percent) and
Latin America (+37.8 percent), offsetting Atos Worldgrid The Hi-Tech Transactional Services was up
and North & South West Europe decreases, respectively +2.8 percent, with a growth in Atos Worldline and also in

C. FINANCIALS
the new countries such as the UK (EUR +7 million), Latin hardware revenue in 2010 for the ERDF pilot project in
America (EUR +7 million), and Benelux (EUR +2 million). France amounting to EUR 30 million. Excluding this effect,
this business line registered an organic growth in 2011
Financial Markets business line decreased by of +6.8 percent fueled by additional projects with large
EUR -15 million in Atos Worldline (-18.2 percent) and by customers both in Energy & Utilities.
EUR -13.5 million for HTTS (-14.0 percent).
Revenue in Civil & National Security , mainly serviced in
Retail and Acquiring Payments activities increased by Switzerland, decreased by -7.7 percent or EUR -5 million.
+3.3 percent, mainly driven by Atos Worldline Belgium This is due to hardware revenue recorded last year that
through incremental acquiring volume of transactions was not repeated. In 2011 a new project started on the
and the ramp-up of the Indian activities integrated in the communication network for the Swiss National Security.
second half of last year.
Business Process Outsourcing (BPO) was up
The E-Cs segment posted a stronger growth of +6.5 percent, by +10.6 percent or EUR +24 million year on year:
driven by the UK with EUR +9 million in the transportation • The NS&I account (derived from Siemens IT Solutions
sector and by Latin America with EUR +7 million in the and Services) increased through higher volumes.
Public Health and Transportation market with the • The start in 2011 of one new region for DWP
ticketing activities derived from Siemens IT Solutions and
Services. During the 4th quarter of 2011, revenue in HTTS &
Specialized Businesses was up +3.0 percent. For the first
Specialized Businesses declined by -12.0 percent or nine months of the year revenue growth reached
EUR -26 million mainly in Atos Worldgrid as well as in +1.4 percent.
North & South West Europe. Further to the acquisition of Siemens IT Solutions and
Services, HTTS & Specialized Businesses represented
Smart Energy, activity primarily led by Atos Worldgrid, 20 percent of Group revenue on a 12-month pro forma
declined by -14 percent or EUR -22 million due to large basis.
Consulting & Technology Services
5% 1% In percent & in EUR million

9% O France 35.6% 211
O Benelux 34.2% 203
15% O Iberia 14.9% 88
O Latin America 5.2% 31
34% Other Business Units 0.1% 1
36% Germany 0.7% 4
Total C & TS 100% 593
Revenue was EUR 588 million, down -3.3 percent performance was posted in Manufacturing & Retail and in
compared to 2010. Energy & Utilities sectors, where demand remained high
throughout the year. In Iberia, the activity strongly
Consulting revenue was EUR 182 million down progressed with new projects in the Financial Services
-9.6 percent coming essentially from the Netherlands and in the Public Sector. The UK was back to organic
(-28 percent) which continued to suffer from tough market growth in the second semester (+4.0 percent).
conditions and high attrition.
Technology Services revenue was EUR 405 million in
France was also affected mostly by a lower activity in the 2011, almost flat compared to prior year, as France’s strong
training support activities, as well as business consulting organic growth compensated a shortfall in the Netherlands
for the public sector. At the same time, a strong and Spain.

C. FINANCIALS
The Netherlands declined by -9.3 percent as a During the fourth quarter of 2011, revenue in C&TS
consequence of difficult market conditions impacting was down -1.2 percent, an improvement compared to the
most of the sectors. France reached an organic growth -4.3 percent for the first nine months of the year.
of +14.5 percent which was sustained all over the year,
particularly in Manufacturing & Retail and Public sectors. Further to the acquisition of Siemens IT Solutions and
Iberia declined by -6.5 percent as a result of the economic Services, Consulting & Technology Services represented
environment in the country which affected most of the on a 12 month 2011 pro forma basis 7 percent of Group
sectors but more particularly the Finance sector. revenue.
C.2.3.6 Revenue by market
Revenue performance by market was as follows:
Manufacturing, Retail & Services 2,130 1,982 147 +7.5%
Public Sector, Healthcare & Transport 1,779 1,800 -21 -1.2%
Financial Services 1,408 1,434 -26 -1.8%
Telecoms, Media & Technology 958 989 -31 -3.1%
Energy & Utilities 537 584 -47 -8.1%
Total Group 6,812 6,790 22 +0.3%

Manufacturing, Retail & Services Revenue in the United Kingdom increased by

Manufacturing, Retail, & Services is the first market +12.2 percent or EUR +15 million thanks to the signature of
with 33 percent of Group total revenue. new transition projects and services in 2011 for Electro-
components and Britvic.
Including the Siemens account, MRS revenue increased
by +7.5 percent to reach EUR 2,130 million. Revenue in Benelux was affected by volume decline
ith customers such as Philips and NXP.
Revenue increased in Germany by +11.2 percent or
EUR +59 million, thanks to the strong contribution from The sector is less concentrated than the other ones
Siemens in the second half of the year. This is linked to with 30 main accounts representing only 58 percent
transition and transformation projects that form part of the of the revenue for an amount of EUR 1,236 million. Main
IT service contract between Atos and Siemens. The two Customers are Siemens and DSK / RAG in Germany,
other GBUs in which revenue with Siemens significantly Renault, EADS and PSA in France, Philips and NXP in the
increased were North America and Central & Eastern Netherlands.
Europe.
Public Sector, Healthcare & Transport
Asia and Latin America significantly increased with Public Sector, Healthcare & Transport is the second
a strong organic growth in the automotive sector. market with 25 percent of revenue. This sector stood at
EUR 1,779 million for the total year, down by -1.2 percent.
France revenue increased by +5.3 percent thanks to the This result was contrasted from one GBU to another.
signature of a new contract in the automotive industry
combined with the win of an ERP project for a large In the United Kingdom, the Group had a +1.9 percent
French retailer. growth with additional volume with its largest Public
customers.

C. FINANCIALS
North & South West Europe declined by -25 percent Telecoms, Media & Technology
or EUR -26 million, primarily in Switzerland for Defense Telecoms, Media & Technology represented
& Public customers. 15 percent of total Group revenue. This sector stood
at EUR 958 million, a reduction of -3.1 percent compared
Central & Eastern Europe posted a large increase of to previous year.
11.8 percent or EUR +11 million due to a strong performance
in Turkey with NATO and additional sales revenue in Central & Eastern Europe showed a growth of
Slovakia and Czech Republic. +20.3 percent thanks to the A1-Telekom project in Austria
and incremental services for TPSA (France Telecom
Atos Worldline grew +8.4 percent or EUR +10 million, subsidiary) in Poland.
driven by additional volumes in France on the speed
control contract. The +10.5 percent of organic growth in the UK was mainly
driven by a contract with a large media company.
In a context of reduced public spending, Benelux and
France have limited the decline, respectively to France revenue was down -13.7 percent with the end
-3.0 percent and -4.8 percent. of a project with SFR and the ramp-down of one contract
with a media company.
The Top 30 accounts revenue accounted for 62 percent
of Public Sector, Healthcare & Transport sector and While revenue was almost flat in Benelux, the activity in
represented revenue of EUR 1,105 million. More than Germany was slightly down due to NSN, despite increasing
50 percent of these customers are based in the UK. volumes with one large mobile phone operator.
The main customers are the UK Ministry of Justice, the South Africa revenue was severely affected by the end
Department of Work & Pensions, the UK Border Agency, of one contract with the Telco operator MTN. Revenue
the European Union Institutions and the French Ministry therefore declined by -51 percent or EUR -13 million.
of Ecology.
This sector is the most concentrated with revenue from
Financial Services the Top 30 accounts reaching EUR 853 million and
The Financial Services sector accounted for representing 89 percent of the sector.
20 percent of total Group revenue. This sector stands at
EUR 1,408 million for the total year, down by -1.8 percent Main customers are KPN in the Netherlands and in
in organic growth. Germany, and Nokia Siemens Networks in Germany,
France Telecom Orange in France, a major client in Media
North America posted a full year growth of +21.6 percent in the UK, a very large mobile phone operator in the UK
or EUR +10 million, thanks to new logos in the Financial and Telecom Italia.
Services such as the Federal Home Loan Bank.
Energy & Utilities
France revenue contracted by -8.6 percent with large The Energy & Utilities sector amounted to 7 percent
French Banks tightening their IT discretionary spent of Group revenue. This sector stood at EUR 537 million,
in the second half of the year. a decrease of -8.1 percent compared to previous year.
The market had to cope with the ERDF hardware sales
Revenue grew by +4.3 percent in the UK thanks to decline of Atos Worldgrid in France as already stated
increasing volumes with National Savings & Investments herein above. Moreover Benelux was affected by the
(NS&I), and was stable in Benelux. ramp-down of the contract with the customer Nuon for
an amount of EUR -18.0 million.
Revenue from the Top 30 accounts reached
EUR 1,013 million representing 72 percent of the sector. On the opposite, the activity in Energy & Utilities grew
in GBUs such as Iberia and in North America.
Main customers are ING and Achmea in the Netherlands,
BNP Paribas in France, National Savings & Investments Revenue from the Top 30 accounts reached
(NS&I) in the UK and Deutsche Bank in Germany. EUR 456 million representing 85 percent of the sector.
Main customers in this sector are EDF, GDF, Schlumberger

and Total in France, and Petrobras in Brazil.

C. FINANCIALS
C.2.4 Portfolio
C.2.4.1 Order entry and book to bill
Order entry amounted to EUR 4,542 million during the last Order entry & book to bill by Service Line was as follows:
semester to reach a full year amount of EUR 7,040 million,
representing a book to bill ratio at 103 percent.
Order Entry Book to bill %
In EUR million H1 H2 FY 11 H1 H2 FY 11
Consulting & Technology Services 289 268 556 97% 92% 95%
Systems Integration 709 1,148 1,857 109% 103% 105%
Managed Services 839 2,220 3,058 98% 109% 106%
HTTS & Specialized Businesses 661 907 1,568 99% 101% 100%
Group 2,497 4,542 7,040 101% 105% 103%
During the second half of the year, Consulting & Systems Integration activities remained dynamic, reaching
Technology Services achieved a 92 percent book to bill, 105 percent with the signature of application management
facing a more difficult market environment, particularly in contracts with Ahold (MRS) in the Netherlands, with the
Financial Services and in the Public Sector. For the full Department for Work and Pensions (PHT) in the UK, and
year, Book to bill reached 95 percent. Banque Postale (FS) and the Ministry of Agriculture (PHT)
in France; and fixed price projects with a leading insurance
Managed Services reached 106 percent book to bill. This (FS) company in North America and with an oil (E&U)
performance is mainly due to the signature in the second company in Germany.
half of the year of the following contracts: Bayer (MRS) and HTTS & Specialized Businesses achieved a 100 percent
Nokia Siemens Networks (TMT) in Germany, a leading book to bill. This performance was made of 109 percent for
French retailer (MRS), a sport goods manufacturer in the US HTTS with the renewal of the speed control contract in
(MRS), Ministry of Justice in the UK (PHT), Achmea (FS) in France, and of a fare collection contract in LATAM. BPO stood
the Netherlands, and the renewal of a large infrastructure at 65%, the major contracts were renewed in previous year.
management contract with EDF (E&U) in France. Finally, the other Specialized Businesses units stood at 88%.

C. FINANCIALS
Order entry & book to bill by Market was as follows:
Order Entry Book to bill %
In EUR million H1 AO H2 FY 11 H1 H2 FY 11
Financial Services 567 690 1,257 100% 82% 89%
Telecoms, Media & Technology 364 648 1,012 108% 104% 106%
Public, Health & Transportation 674 1,285 1,960 97% 118% 110%
Manufacturing, Retail, Services 670 1,530 2,200 107% 102% 103%
Energy & Utilities 222 389 611 88% 136% 114%
Group 2,497 4,542 7,040 101% 105% 103%
C.2.4.2 Full backlog
The full backlog stood at EUR 14.1 billion at the end of 2 additional months of revenue, reflecting a stronger
December 2011 which represented 1.7 year of revenue. portion of multiyear contracts coming from Siemens IT
Compared to the same period one year ago, it represents Solutions and Services, mainly in Managed Services.

C. FINANCIALS
C.2.4.3 Full qualified pipeline
The full qualified pipeline at the end of 2011 was Most of the increase came from Managed Services, from
EUR 5.3 billion, representing 7.4 months of revenue 6 months to 7.9 months, but also from Systems Integration,
compared to 6.6 months at the end of 2010, in the prior from 6.5 months to 7.5 months of revenue.
scope of Atos.
Evolution of pipeline during the last year was as follow:

6,000
5,000
4,000
3,000
2,000
1,000
Dec-10 Jan-11 Fev-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11
Q Deals below EUR 50 million

Q Deals between EUR 50 and 100 million
Q Deals above EUR 100 million
At the end of December 2011, deals above EUR 100 million Indeed, deals above 50 million represented 28 percent
represented 15 percent of the qualified pipeline and deals compared to 23 percent for the former Atos Origin,
between EUR 50 million and EUR 100 million represented reflecting the larger size of the deals operated by the new
13 percent of the total qualified pipeline. group Atos. This increase was achieved despite the
signatures during the last quarter of the year of large deals
As a comparison, on June 30th, 2011, before the Siemens IT such as Bayer in Germany or the renewal of the Speed
Services acquisition, deals above EUR 100 million Control contract for Atos Worldline in France.
represented 11 percent of the qualified pipeline and deals
between EUR 50 million and EUR 100 million represented
12 percent of the total qualified pipeline.
C.2.5 Operating margin performance
In 2011, operating margin reached EUR 422.4 million, EUR +127.7 million over the period. The operating margin
representing 6.2 percent of revenue in line with the rate improved by +190 basis points compared to 4.3
market guidance confirmed in October 2011. percent achieved the prior year on a pro forma at constant
scope and exchange rates basis.
Considering constant exchange rates effect and Siemens
IT Solutions and Services pro forma contribution,
organic margin increased by +43 percent representing

C. FINANCIALS
In EUR million Operating margin
2011 statutory 422.4 6.2%
2010 statutory 337.4 6.7 %
Exchange rates -2.7 -12.2%
Siemens IT Solutions and Services -40.0
2010 pro forma constant scope and exchange rates 294.7 4.3%
Statutory change +85.0
Organic change +127.7 +1.9 pts
+43.4%
For the purpose of analysis, 2011 should be viewed as two improved from 3.4 percent to 5.9 percent. This
different periods in order to take into account the performance resulted from:
acquisition of Siemens IT Solutions and Services - the remaining impact of the TOP2 transformation
completed on July 1st, 2011: program on the former Atos Origin scope,
• During the first half of the year, Atos Origin reached - the savings generated by the completion of the direct
a 6.7 percent operating margin rate, higher than the staff restructuring plan completed by Siemens IT
performance of the same period last year (increase of Solutions and Services before the end of June 2011,
+70bp) benefiting from the savings generated by the TOP2 - the new commercial conditions on the IT contract with
program including strong actions in industrialization, Siemens, including revenue for the transition to the new
offshoring and indirect costs savings. infrastructure and application platforms,
• In the second half of the year, on a comparative basis - actions initiated on the new TOP² program generated
which includes Siemens IT Services for the same period the first expected savings mainly in the area of support
in 2010 (pro forma), the operating margin rate of Atos functions.
In EUR million Q1 Q2 Q3 Q4 H1 H2 2011
Operating Margin 2011 56 110 85 171 166 256 422
Operating Margin 2010 33 116 39 106 150 145 295
Change +22 -6 +46 +66 +17 +112 +129
Change (%) +67.5% -5.1% +116.4% +63.0% +11.1% +77.5% +43.7%
Percentage of Revenue in 2011 4.5% 8.8% 4.1% 7.6% 6.7% 5.9% 6.2%
Percentage of Revenue in 2012 2.7% 9.3% 1.9% 4.8% 6.0% 3.4% 4.3%
Percentage of Revenue in 2013 +1.9 pts -0.5 pts +2.2 pts +2.8 pts +0.7 pts +2.5 pts +1.9pts

C. FINANCIALS
C.2.5.1 From statutory to constant scope
The exchange rates, Siemens IT Services acquisition and internal changes of scope as described in the revenue section,
had the following impact on last year:
Siemens IT 2010
In EUR million 2010 Fx rates Scope
S&S CSER (*)
Consulting & Technology Services -5 0 2 30 27
Systems Integration 70 -1 -19 -45 6
Managed Services 146 -1 6 -1 151
HTTS & Specialized Businesses 190 -1 4 17 210
Corporate costs -63 0 -34 -2 -98
Total Group 337 -3 -40 0 295
Germany 14 2 16
CEMA -3 3 0
France 45 1 -10 36
UK & Ireland 77 -1 5 82
Benelux 92 2 94
Atos Worldline 150 11 162
Central & Eastern Europe 0 5 5
North America 4 -8 -4
North & South West Europe 0 -2 -4 -6
Iberia -10 1 -2 -10
Other BUs 48 -2 -6 1 41
Global structures (**) -79 -41 -120
Total Group 337 -3 -40 0 295

(*) Constant scope and exchange rates.
(**) Central Costs and Global Service Line costs not allocated to GBU.
Exchange rate changes resulted in a negative adjustment of EUR -3 million.

C. FINANCIALS
C.2.5.2 Operating margin by GBU
Germany 83.1 7.6% 16.0 1.5% +67.1 +6.0 pts
France 19.4 2.0% 35.6 3.5% -16.2 -1.5 pts
UK & Ireland 79.7 6.7% 81.6 7.1% -1.9 -0.4 pts
Benelux 70.2 7.4% 94.0 9.3% -23.8 -1.9 pts
Atos Worldline 157.0 17.2% 161.6 17.9% -4.6 -0.7 pts
Central & Eastern Europe 29.1 9.4% 4.7 1.6% +24.4 +7.7 pts
North America 31.5 10.4% -4.3 -1.6% +35.8 +11.9 pts
North & South West Europe 16.6 7.4% -5.5 -2.3% +22.1 +9.7 pts
Iberia 4.0 1.3% -10.4 -3.3% +14.4 +4.6 pts
Other BUs 34.3 6.6% 41.1 7.5% -6.8 -0.9 pts
Global structures -102.3 -1.5% -119.6 -1.8% +17.3 +0.3 pts
Total Group 422.4 6.2% 294.7 4.3% +127.7 +1.9 pts

* Constant scope and exchange rates.
Germany Lower revenue in Consulting slightly impacted the

In Germany, operating margin stood at 7.6 percent operating margin in 2011. A strict and proactive
of revenue compared to 1.5 percent in 2010. The increase management control on the cost base led to a lower
came both from Systems Integration and Managed Services. number of headcount which have compensated the
decline in the activity.
In Systems Integration, operating margin stood at
6.4 percent. The improvement was due firstly from cost Systems Integration was down EUR -4.1 million primarily
savings on staff-related restructuring in 2011 for the former with less project revenue, but also with higher than initially
Siemens IT Solutions and Services scope, and secondly expected costs for specific skilled subcontractors which
to a favorable 2010 comparative basis that was hampered were necessary to deliver the services contracted in the
by negative one-time provisions in the markets Energy former Siemens IT Solutions and Services scope.
& Utilities and Telco for circa EUR 6 million.
Managed Services was down deriving primarily from an
In Managed Services, the operating margin stood at unfavorable revenue mix in the Public sector due to the
7.9 percent. This performance resulted from the continued cost reduction program initiated by the Government mid-
industrialization of the delivery with the implementation 2010, which resulted in less higher-margin fertilization on
of Global factories. These actions allowed a fast margin the existing and new outsourcing contracts.
improvement with a much better level of competitiveness.
Finally, on the IT contract provided by the Group to In BPO, operating margin reached 9.0 percent which
Siemens and which started in July 2011, the new represented an increase by+5.6 points. Medical BPO
conditions include the billing of transition costs occurring profitability remained stable while financial BPO benefited
on new platforms. from additional volumes.
United Kingdom & Ireland France

In the United Kingdom & Ireland, operating margin stood In France, operating margin eroded from 3.5 percent
at 6.7 percent of revenue compared to 7.1 percent in 2010. of revenue in 2010 to 2.0 percent in 2011. The improvement
in Consulting & Technology Services was not sufficient

C. FINANCIALS
to cover the margin decline in Systems Integration and France dropped by EUR -6.5 million, caused by declining
Managed Services. revenue in Financial Markets, while Asia recorded a one-
time charge in Thailand.
Operating margin in Consulting & Technology Services
was up as a result of strong workforce management and In Germany, along with the revenue, margin retreated by
therefore a higher utilization rate. EUR -3.9 million with the ramp-down of one transaction
processing contract with a German bank.
In Systems Integration operating margin decreased by
EUR -8.3 million in 2011, primarily suffering from revenue Atos Worldline continued to mobilize its internal resources
shortfall, and a decrease also in the R&D tax credit due in order to roll-out its offerings to new countries such as the
to a change in regulation. Netherlands, Spain and the UK in the course of the HTTS
strategy implemented by the Group.
Managed Services presented a decrease of
EUR -9.8 million in operating margin which reached Central & Eastern Europe
1.4 percent of revenue for the full year. This level of In Central & Eastern Europe, operating margin stood
profitability resulted from the organic decrease of revenue at EUR 29.1 million or 9.4 percent of revenue compared
of -7.6 percent entailing in the delivery units a level of fixed to 1.6 percent in 2010.
and staff costs in excess that could not be entirely offset
within the short timing of the second half of the year. Increase in operating margin in Systems Integration by
EUR +11.4 million came mainly from overachievement
The new appointed management team started on October of revenue in the Industry sector, as well as direct staff
1st, 2011 with the clear objective to generate profitable restructuring completed in the first semester 2011 in the
growth and improve operating margin in 2012 and in 2013. former Siemens IT Solutions and Services perimeter.
Benelux Increase in operating margin in Managed Services by

In Benelux, operating margin stood at 7.4 percent, despite EUR +14.0 million was reached thanks to additional
a tough market environment. revenue on large contracts in the Manufacturing sector,
including the new commercial conditions with Siemens.
In Consulting, the operating margin suffered from the lack
of activity impacting the utilization rate in the first three North America
quarters as well as tariff pressure during the first half In North America, operating margin reached
of the year. EUR 31.5 million or 10.4%.
Regarding Technology services, despite the revenue In Systems Integration, operating margin increased by
decrease, the Management was able to almost maintain EUR +0.6 million, primarily due to a settlement with one
the 2010 profitability through a strong hiring control large customer which occurred during the first semester
and a reduction in the number of subcontractors. and a very tight monitoring on indirect costs.
In Systems Integration, margin improved in Belgium. In Managed Services, operating margin significantly
In the Netherlands, adverse market conditions increased with organic volume growth on already existing
materialized in pressure on tariffs. outsourcing platforms, in particular through up-selling
with large customers and transformation business with
In Managed Services, some overruns have been partially Siemens. The Service Line also significantly reduced its
compensated during the second half of the year by delivery costs focusing on lean management and cost
continuous costs base improvements in the Global factory savings program.
allowing a more efficient delivery. The margin rate
remained at a double digit level. Overall, this GBU has benefited from the combination of
three positive effects: a +10.0% revenue growth, a strong
Atos Worldline restructuring of direct resources implemented by Siemens
Operating margin for Atos Worldline stood at IT Solutions and Services in the first semester of 2011 and
EUR 157.0 million representing 17.2 percent of revenue. a quick reduction in indirect costs completed by the new
Atos management in the second half of 2011.
The margin improved in Belgium on the back of higher
volumes processed in the Retail and acquiring businesses.

C. FINANCIALS
North & South West Europe margin improvement linked to industrialization, lean
The operating margin in North & South West Europe management and volume increase further to a better
reached in 2011 EUR 16.6 million, increasing by EUR competitiveness.
+22.1 million compared to 2010, where the margin was
negative at EUR -5.5 million. Other Business Units
In Asia Pacific, operating margin stood at 8.0 percent
This large improvement of operating margin was the result of revenue compared to 5.8 percent in 2010. Margin in
of the following elements: Consulting was close to break-even compared to a loss
• the 2010 comparative basis is reduced by a loss on recorded in 2010 due to a provision for bad debt
a manufacturing contract for EUR -7.0 million in (EUR 2.0 million). At the same time, a strong program
Switzerland, was launched in order to optimize the cost base especially
• the remaining part of the EUR 15.0 million is due to the in Systems Integration.
stabilization of the Greek operations (EUR +3.0 million)
after a loss incurred in 2010, the turnaround of the Italian Latin America’s operating margin was at 2.9 percent of
operations based on the direct workforce restructuring revenue, increasing by EUR +2.8 million compared to last
implemented by Siemens IT Solutions and Services prior year, mainly in Argentina. While operating margin of cyclical
to the closing of the acquisition (EUR +7.0 million), the activities eroded by respectively EUR -3.0 million and
development of Civil & National Security sales of services EUR -2.0 million due to revenue shortfall in Technology
in Switzerland (EUR +3.0 million), and finally the Services and pressure on tariffs, Managed Services
implementation of the G&A restructuring plan producing increased by EUR +3.9 million thanks to a strong organic
its first effects (EUR +2.0 million). growth. In HTTS, derived from former Siemens IT Solutions
and Services scope, operating margin increased by
Iberia EUR +3.8 million, benefiting from increased revenue in
The operating margin in Iberia was up by particular on transactional services, in fare collection and
EUR +14.4 million compared to 2010, reaching a level of e-health projects.
EUR 4.0 million or 1.3 percent of revenue compared to
-3.3 percent last year. Indeed, 2010 was affected by one- Atos Worldgrid operating margin, standing at 3.8 percent
time costs on fixed price projects further to slippage of revenue, was hampered in 2011 by one-time costs
amounting to EUR -17.0 million, of which EUR -6 million in canceling out profitability improvements in the majority of
Consulting and EUR -11 million in Systems Integration. projects in France and Spain, following a dynamic organic
growth.
Managed Services reached a margin of EUR 5.1 million
or 11.9 percent of revenue through operational project
Global Structures Costs
Global Delivery Lines -11.9 -0.1% -21.2 -0.4 % 9.3
Global functions -78.3 -0.9% -88.2 -1.8% 9.9
Equity based compensation -12.1 -0.1% -10.1 -0.2% -2.0
Global Structures -102.3 -1.2% -119.5 -2.1% -17.2

Global Delivery Lines Corporate Global Functions

Global Delivery Lines costs (Global Delivery and Global The cost of Global Functions was down by -1.8 percent
Factory) amounted to EUR -11.9 million in 2011 compared to EUR 78.3 million in 2011 compared to EUR 88.2 million
to EUR -21.2 million in 2010 as a result of the continued in 2010. This decrease primarily came from synergies
pressure on expenses resulting from the TOP program materializing following Siemens IT Solutions and Services
and the optimization of Global Delivery activities integration. The cost of Global Functions benefited as well
following the Siemens IT Solutions Services integration. from the full effects of the TOP2 program and the
implementation of the Activity Value Analysis (AVA)
program, in all the corporate functions.

C. FINANCIALS
Equity based compensation employee purchase plan) increased from EUR -10.1 million
Equity based compensation costs (stock options, long term in 2010 to EUR -12.1 million in 2011, the majority deriving
incentive plans, management investment plan, and from prior year stock option programs.
C.2.5.3 Operating margin by Service Line
In EUR million 2011 2010* Delta
Managed Services 221.2 7.6% 150.6 5.3% +70.7 +2.4 pts
Systems Integration 52.3 3.0% 5.7 0.3% +46.6 +2.6 pts
Consulting & TS 27.6 4.7% 26.5 4.4% +1.1 +0.3 pts
HTTS & SB 211.5 13.5% 210.1 13.7% +1.5 -0.2 pts
Corporate costs -90.3 -1.3% -98.2 -1.4 % +7.9 +0.1 pts
GROUP 422.4 6.2% 294.7 4.3% +127.7 +1.9 pts

Operating margin in Consulting & Technology Services In 2011, Managed Services reported an operating margin
increased to EUR 27.6 million, representing 4.7 percent of of 7.6 percent (+2.4 points compared to 2010). The
revenue compared to 4.4 percent in 2010. Iberia returned profitability was reached through the combination of
positive at 3.0 percent of revenue and France achieved several actions: the continued industrialization and lean
5.1 percent of revenue. deployment on the former Atos Origin scope, the savings
generated by the completion of the direct staff
Consulting went back to positive Operating Margin in 2011 restructuring plan completed by Siemens IT Solutions and
at 2.2 percent compared to a loss of -2.1 percent last year, Services before the end of June 2011, the new commercial
which represented an improvement of EUR +8.3 million. conditions on the IT contract with Siemens, including
The shortfall in revenue has naturally impacted the revenue for the transition and transformation. These
profitability (main impacts in the Netherlands), but the actions permitted to overcome negative variations of
effects were more than compensated by continued margin primarily in France as already mentioned.
actions on costs optimization and enhancement of the
monitoring of activity. Hi-Tech Transactional Services & Specialized
Businesses operating margin reached 13.5 percent, in line
Operating margin in Technology Services decreased with previous year. .
overall by EUR -7.2 million, costs optimization or growth in
France not being sufficient to offset the shortfall in activity The Hi-Tech Transactional Services margin reached
in the Netherlands. 15.5 percent, -1.0 point compared to last year as the Group
has decided to invest in the deployment of HTTS offerings
Systems Integration, in the context of a revenue decline in new geographies such as Latin America.
of -2.0 percent, saw its operating margin increasing at
3.0 percent of revenue compared to 0.3 percent in 2010. Margin in BPO reached 9.0% with a development of margin
The largest part of the improvement came from Germany both in Medical and Financial BPO, the latter being the
and was due firstly to cost savings on staff-related consequence of higher transactional revenue. In
restructuring in 2011 for the former Siemens IT Services Specialized Businesses, the operating margin stood at
scope, and secondly to a favorable 2010 comparative basis 7.8 percent down EUR -8.3 million compared to last year.
that was hampered by negative one-time provisions in the This decline was primarily coming from Atos Worldgrid
Energy & Utilities and Telco markets for circa as already mentioned.
EUR 6 million. The utilization rate was 78 percent in 2011.

C. FINANCIALS
C.2.5.4 Cost base evolution
Taking into account the Siemens IT Solutions and Services acquisition in July 2011, only statutory figures, both for 2011 and
2010 are available and are shown herein below:
In EUR million 2011 2010 Stat. Change
Personnel Direct -2,976 43.7 % 47.3% -362 pb
Subcontractors Direct -975 14.3% 10.8% +352 pb
Personnel Indirect -590 8.7 % 8.6% +2 pb
Costs of goods sold -335 4.9% 3.9% +97 pb
Non personnel expenses -1,291 19.0 % 18.3% +69 pb
Non-cash items -221 3.2% 4.3% -106 pb
TOTAL -6,389 93.8% 93.3% +52 pb
Non personal expenses details
Travel -147 2.2% 2.2% -7 pb
Cars -90 1.3% 1.6% -30 pb
Maintenance costs -303 4.4% 4.4% +2 pb
Rent & Lease expenses -248 3.6% 3.9% -24 pb
Telecom costs -197 2.9% 2.3% +60 pb
Communication / Professional fees -97 1.4% 1.5% -4 pb
Others expenses -190 2.8% 2.2% +55 pb
Taxes & Similar expenses -20 0.3% 0.1% +21 pb
-1,291 19.0% 18.3% +69 pb
Revenue 6,812
Operating Margin 422.4 6.2 % 6.7% -52pb
Considering that the figures herein above are only

statutory, it is not relevant to make a comparison
between 2011 and 2010 on a constant scope. However,
it is noticeable that in 2011, the new Atos has 3.6 points less
in Personal direct expenses. Oppositely the expenses for
Direct Subcontractors are 3.5 points higher on proportion
of revenue.

C. FINANCIALS
C.2.6 Workforce management
C.2.6.1 Headcount evolution
The total number of Group employees was 73,969 at the former Atos Origin scope, and 1,827 in the second half on the
end of December 2011 compared to 48,278 at the beginning Atos scope including circa 550 for Siemens IT Services
of the year. support functions and middle management as part of the
restructuring plan for 1,750 staff to be finalized at the end of
26,895 Siemens IT Services people joined Atos in the 2010.
second half of the year: 26,571 at July 1st 2011 and 324
during the last quarter for the deferred assets At the end of 2011, the number of direct employees was
contribution. 66,228 representing 89.5 percent of the total staff,
compared to 90.6 percent at the end of 2010 for the former
In 2011, Atos hired 8,273 staff, 95 percent of them being Atos Origin.
direct staff.
Staff in the emerging countries represented more than
Attrition remained under control in 2011 at 11.6 percent for 20 percent of total staff at the end of December 2011, with
the total year, with no major difference between the first half of them located in India.
and the second semester. Attrition was below 10 percent in
the large European countries and around 20 percent in the Movements
emerging countries such as India, Latin America or Asia. Movements in headcount over the last two years are the
following:
As planned, dismissals and restructuring represented 2,729
headcount in 2011 with 902 in the first half of the year on
In EUR million H1-10 H2-10 2010 H1-11 H2-11 2011
Opening 49,036 48,268 49,036 48,278 47,826 48,278
Scope / Siemens IT Solutions and Services 80 336 416 26,895 26,895
Hiring 2,487 3,397 5,884 3,105 5,168 8,273
Leavers -2,146 -2,728 -4,874 -2,656 -4,093 -6,749
Dismiss/Other -463 -268 -731 -442 -906 -1,348
Restructuring -726 -727 -1,453 -460 -921 -1,381
Closing 48,268 48,278 48,278 47,826 73,969 73,969

C. FINANCIALS
C.2.6.2 Headcount by Business Units and Service Line
The net decrease of 1.204 headcount over the year mainly resources) of the Technology Services and Specialized
came from countries more impacted by the economic Businesses Service Lines as well as the creation of the
crisis as France, The Netherlands and Spain. The below Atos Worldgrid Specialized Business Unit.
evolutions include the set up (through transfer of
Siemens IT
Dec-10 Jun-11 Solutions Dec-11
& Services
Consulting & Technology Services 1,724 6,501 119 7,187
Systems Integration 19,857 15,408 7,874 22,270
Managed Services 14,546 13,625 13,133 25,934
HTTS & Specialized Businesses 7,629 7,904 1,581 10,838
DIRECT 43,756 43,438 22,707 66,228
Germany 2,234 2,201 5,788 7,556
France 10,309 9,566 97 9,763
UK & Ireland 5,723 6,035 2,805 8,955
Benelux 6,122 5,840 507 6,271
Atos Worldline 5,124 5,139 0 5,125
Central & Eastern Europe 685 781 3,233 4,257
North America 542 542 3,156 3,540
North & South West Europe 87 88 1,388 1,417
Iberia 5,159 5,005 235 4,882
Other BUs 7,771 8,241 5,499 14,412
DIRECT 43,756 43,438 22,707 66,228
INDIRECT 4,522 4,388 4,188 7,741
TOTAL GROUPE 48,278 47,826 26,895 73,969
C.2.6.3 External Subcontractors
The number of direct subcontractors was in the range This level of subcontractors represented 11.4 percent of
of 2.500 to 2.800 during the first half of the year and productive headcount at the end of December 2011. At the end
reached the level of 8.484 at the end of 2011 following of 2010, on the former Atos Origin scope only, the figure stood
the integration of Siemens IT Solutions and Services. at 5.4 percent. The increase derived mainly from the Siemens
IT Solutions and Services scope and will be carefully
monitored by the Group.

C. FINANCIALS
C.2.7 2012 objectives
On 23 February 2012 the Group announced the following Free cash flow
objectives for 2012: The Group has the ambition to achieve a free cash flow
of around EUR 250 million.
Revenue The improvement compared to 2011 statutory is expected
In the current economic environment, the Group expects from the increase in operating margin and a tougher
a slight revenue organic growth compared to pro forma control on capital expenditure and working capital.
12 months 2011.
Earnings per share (EPS)
Operating margin The Group forecasts EPS (adjusted, non diluted) in line
Thanks to the continued integration of Siemens IT with the +50 percent increase targeted for 2013
Solutions and Services and the roll out of the TOP² compared to 2011 statutory.
Program, the Group has the objective to improve its
operating margin rate to 6.5 percent of revenue
compared to 4.8 percent for pro forma 12 months 2011.

C.3. Financial review
C.3 Financial review
C.3.1 Income Statement
The Group reported a net income (attributable to owners (net of tax) for the period was EUR 270.0 million,
of the parent) of EUR 181.6 million for 2011, which representing 4.0% of 2011 Group revenues, increasing by
represented 2.7% of Group revenues. The normalized net +24% compared with previous year.
income before unusual, abnormal and infrequent items
12 months ended 12 months ended

(in EUR million) % Margin % Margin
31 December 2011 31 December 2010
Operating margin 422.4 6.2% 337.4 6.7%
Other operating income / (expenses) (74.7) (137.3)
Operating income 347.7 5.1% 200.1 4.0%
Net financial income / (expenses) (35.4) (24.1)
Tax charge (129.3) (57.8)
Non-controlling interests and associates (1.4) (2.1)
Net income – Attributable to owners of 181.6 2.7% 116.1 2.3%

the parent
Normalized net income – Attributable 270.0 4.0% 218.1 4.3%

to owners of the parent (*)
(*) Defined hereafter.
C.3.1.1 Operating margin
Income and expenses are presented in the Consolidated These two items together are deducted from revenues to
Income Statement by nature to reflect the specificities of obtain operating margin, one of the main Group business
the Group’s business more accurately. Under the line item performance indicators.
presenting revenues, ordinary operating expenses are
broken down into staff expenses and operating expenses. Operating margin represents the underlying operational
performance of the on-going business and is explained in
the operational review.
C.3.1.2 Other operating income and expenses
Other operating income and expenses relate to income The following table presents this amount by nature and
and expenses that are unusual, abnormal and infrequent destination:
and represented a net expense of EUR 74.7 million in 2011.


(in EUR million) 31 December 2011 31 December 2010
Staff reorganization (56.9) (64.5)
Rationalization and associated costs (29.6) (38.7)
Integration costs (31.8) -
Acquisition costs (13.7) (9.2)
Customer relationships amortization (PPA) (18.5) -
Change in UK pension indexation 76.9 -
Impairment - (25.0)
Other items (1.1) 0.1
Total (74.7) (137.3)
The EUR 56.9 million staff reorganization expense was IT Solutions and Services which was part of the purchase
the consequence of both the Group workforce adaptation price at acquisition date (PPA: Purchase Price Allocation).
to the effects of the economic recession and the non- This amount is being amortized on a straight line basis
recurring costs induced by the TOP2 Programs aimed over a period of 8.75 years, generating an annual charge of
at improving Group efficiency and productivity. EUR 37.0 million. Therefore, a charge of EUR 18.5 million
The combination of these actions affected mainly was recorded for the second half of 2011.
The Netherlands for EUR 14.4 million, Iberia for
EUR 13.6 million and France for EUR 13.5 million. The Atos recognized a profit of EUR 76.9 million in other
reorganization plans concerning former Siemens IT operating income in respect of the change in future
Solutions and Services employees were fully provided for pension indexation references for its principal pension
as of June 30th, 2011 by the former Siemens IT Solutions plans in the UK. Going forward, a significant proportion of
and Services entities and had no impact on the income UK pensions will be indexed based on Consumer Price
statement. Index (CPI) instead of Retail Price Index (RPI), which was
previously used. As CPI is expected to provide less
The EUR 29.6 million rationalization and associated pension revaluation than RPI in the long term, estimation
costs primarily resulted from office premises of pension liabilities has been reduced accordingly.
rationalization and datacenters consolidation mainly in
Benelux for EUR 8.9 million, Germany for EUR 6.1 million, The other items amounted to an expense of
N&SWE for EUR 3.1 million and France for EUR 2.9 million. EUR 1.1 million.
The costs of integration resulting from the acquisition of In 2010, the « other operating income and expenses »
Siemens IT Solutions and Services (Siemens IT Solutions included:
and Services) for EUR 31.8 million mostly consisted of:
• The Group transformation costs for EUR 103.2 million,
• Costs of IT infrastructure carve out and homogenization
of tools and processes (EUR 15.3 million), and • The impairment expense of EUR 25.0 million recorded
• Rebranding and communication expenses on Iberia cash generating unit following a deterioring
(EUR 10.6 million). economic environment in Spain, and
Costs incurred for the acquisition of Siemens IT Solutions • The professional fees of EUR 9.2 million related to
and Services amounted to EUR 13.7 million. acquisitions including EUR 7.5 million linked to Siemens
IT Solutions and Services and EUR 1.7 million linked to
An amount of EUR 324.1 million was recognized as Venture Infotek Global Private Ltd in India.
Customer Relationships related to the value of the
customer relationships and backlog brought by Siemens

C.3.1.3 Net financial expenses
Net financial expense amounted to EUR 35.4 million for the - Other sources of financing, including securitization, for an
period (compared with EUR 24.1 million last year) and was average of EUR 133.6 million, bearing an effective interest
composed of a net cost of financial debt of EUR 27.8 million rate of 2.24 %.
and non-operational financial costs of EUR 7.6 million. • And the average net cash of EUR 481.8 million bearing an
average income rate of 1.03%.
Net cost of financial debt was EUR 27.8 million (compared
to EUR 17.8 million in 2010), including the following The cost of net debt increase is mainly explained by a
elements: higher cost of gross debt which was impacted by:
• The average gross borrowing of EUR 745.0 million bearing • Increase of EUR 234.6 million in the amount of the Gross
an average expense rate of 4.34%, of which: debt (EUR 745.0 million compared to EUR 510.4 million)
- The used portion of the syndicated loan for an average • The IFRS finance cost of the new convertible bonds
of EUR 279.3 million bearing an effective interest rate Siemens.
of 3.32%, including commitment fees,
- The convertible bonds issued in October 2009 for an Non-operational financial costs amounted to
outstanding amount of EUR 220.5 million bearing an EUR 7.6 million compared to EUR 6.3 million in 2010 and
effective interest rate of 6.68% (under IFRS), mainly consisted of pension financial related costs
- The convertible bonds exclusively subscribed by (EUR 11.0 million compared to EUR 6.4 million in 2010).
Siemens at time of the acquisition of Siemens IT Solutions These costs represented the difference between the
and Services in July 2011 for an outstanding amount of interest costs and the expected return on plan assets.
EUR 223.4 million at December 31st, 2011 and an average Please refer to the Note 20 Pensions for further
amount of EUR 111.6 million over the period bearing an explanations.
effective interest rate of 4.35% (under IFRS), and
C.3.1.4 Corporate tax
The Group effective tax rate was 41.4% including French million. Based on normalized net income, the normalized
CVAE tax for a gross amount of EUR 19.4 million and one-off Group effective tax rate was 30.0%. Please refer to the Note
depreciation of deferred tax assets in France for EUR 34.0 7 Income tax for further explanations.
C.3.1.5 Non-controlling interests
Non-controlling interests included shareholdings held by They were mostly located in Austria for EUR 2.5 million of
joint venture partners and other associates of the Group. profit.
C.3.1.6 Normalized net income
The normalized net income excluding unusual, abnormal

and infrequent items (net of tax) was EUR 270.0 million,
increasing by 24% in comparison with previous year.


Net income - Attributable to owners of the parent 181.6 116.1
Other operating income and expenses (74.7) (137)
Tax effect on other operating income and expenses 25.6 32.7
Other unusual items on tax (39.3) 2.6
Total unusual items – Net of tax (88.4) (102.0)
Normalized net income - Attributable to owners of the parent 270.0 218.1
The EUR -39.3 million of other unusual items on tax included mainly the increase of valuation allowance on deferred tax
assets in France (EUR -34.0 million).
C.3.2 Earnings per share
12 months 12 months
ended ended
(in EUR million) % Margin % Margin
31 December 31 December
2011 2010
Net income – Attributable to owners of the parent [a] 181.6 2.7% 116.1 2.3%
Impact of dilutive instruments 12.2 8.7
Net income restated of dilutive instruments - 193.8 2.8% 124.8 2.5%

Attributable to owners of the parent [b]
Normalized net income – Attributable to owners of 270.0 4.0% 218.1 4.3%

the parent [c]
Normalized net income restated of dilutive 282.2 4.1% 226.8 4.5%

instruments - Attributable to owners of the parent [d]
Average number of shares [e] 76,019,755 69,334,351
Impact of dilutive instruments 12,170,891 6,614,780
Diluted average number of shares [f] 88,190,646 75,949,131
(In EUR)
Basic EPS [a] / [e] 2.39 1.67
Diluted EPS [b] / [f] 2.20 1.64
Normalized basic EPS [c] / [e] 3.55 3.15
Normalized diluted EPS [d] / [f] 3.20 2.99

Potential dilutive instruments comprised stock Normalized basic and diluted EPS reached respectively
subscription (equivalent to 1,373,989 options) and EUR 3.55 (EUR 3.15 in 2010) and EUR 3.20 (EUR 2.99 in 2010)
convertible bonds (equivalent to 10,796,902 shares of and grew over the period by respectively +13% and +7%.
which 5,414,771 issued in 2009 and 5,382,131 issued in 2011). Normalized diluted EPS factored the issuance of the 2011
The convertible bonds are the only instruments that new convertible bonds.
generate a restatement of net income used for the diluted
EPS calculation. The EUR 12.2 million restatement The adjusted non-diluted EPS presented here below
corresponded to the interest expenses relating to the constitutes a key indicator used by the Group to measure
liability component net of deferred tax (EUR 9.1 million the efficiency of its management and to communicate on
issued in 2009 and EUR 3.1 million issued in 2011). its performance.

Net income - Attributable to owners of the parent 181.6 116.1
Customer relationships amortization (PPA) (18.5) -
Sub-total (105.0) (103.2)
Tax effect with Effective Tax Rate 43.5 33.8
Total adjustments – net of tax (61.5) (69.4)
Adjusted net income - Attributable to owners of the parent 243.1 185.5
Average number of shares 76,019,755 69,334,351
Adjusted non diluted EPS 3.20 2.68
* Purchase Price Allocation.
C.3.3 Cash flow
The Group net debt closed at EUR 141.8 million at the end shareholders and net material acquisitions / disposals
of December 2011, thus representing a slight negative (with a price exceeding 0.15% of Group revenue), reached
change in net debt of EUR 2.6 million compared with EUR 194.4 million compared with EUR 142.8 million
EUR 139.2 million at the end of December 2010. achieved in 2010.
Free cash flow represented by the change in net cash or

net debt, excluding equity changes, dividends paid to

12 months ended
12 months ended
(in EUR million) 31 December 2010
31 December 2011 (***)
Operating Margin before Depreciation and Amortization (OMDA) 631.5 532.5
Net capital expenditures (249.0) (176.2)
Change in working capital requirement 98.3 53.2
Cash from operation (CFO) 480.8 409.5
Taxes paid (59.5) (61.5)
Net cost of financial debt paid (27.8) (18.4)
Reorganization in other operating income (70.2) (99.8)
Rationalization & associated costs in other operating income (49.0) (67.8)
Net financial investments (*) (9.2) -
Profit sharing amounts payable transferred to debt (7.7) (5.3)
Other changes (**) (25.7) (4.7)
Free Cash Flow 194.4 142.8
Net material (acquisitions) / disposals (189.1) (142.6)
Capital increase / (decrease) 27.0 -
Dividends paid to owners of the parent (34.9) -
Change in net debt (cash) (2.6) 0.2
Opening net debt 139.2 139.4
Closing net debt 141.8 139.2
(*) Long term deposits, and acquisitions / disposals with a price not exceeding 0.15% of Group revenue.
(**) Other changes” include translation differences, disposal of operational assets, other operating income with cash impact (excluding
reorganization, rationalization and associated costs, integration costs and acquisition costs), dividends paid to non-controlling interests, sale
treasury stock & common stock issues and other financial items with cash impact.
(***) Net material (acquisitions) / disposals in 2010 concern the acquisition of Venture Infotek Private Ltd (EUR 86.6 million), Shere Ltd
(EUR 20.7 million) and the acquisition of non controlling interests of Atos Worldline Processing services in Germany (EUR 35.0 million).
Cash from Operations (CFO) amounted to OMDA of EUR 631.5 million, representing an increase of
EUR 480.8 million and increased by EUR 71.3 million EUR +99.0 million compared to 2010, reached 9.3% of
compared to prior year. This increase resulted from the revenue. This growth in OMDA derived from the operating
evolution of the three following components: margin improvement.
• OMDA (EUR +99.0 million),
• Higher net capital expenditures (EUR -72.8 million),
- Change in working capital requirement
(EUR +45.1 million).


+ Depreciation of fixed assets 280.3 213.7
+ Net book value of assets sold / written off 2.2 11.6
+ Charge for equity-based compensation 10.5 11.5
+/- Net charge / (release) of pension provisions (48.2) (51.5)
+/- Net charge / (release) of provisions excluding release of 6.6 9.8

Siemens IT Solutions and Services opening provisions used
- Release of Siemens IT Solutions and Services opening provisions used (42.3) -
OMDA 631.5 532.5

NB: the amount of EUR 42.3 million of release of SIS opening provisions corresponded to the losses incurred in former SIS projects during
the second semester 2011 and represented a portion of the EUR 140.0 million funded by Siemens on July 1st, 2011.
The net capital expenditures amounted to Cash outflow in relation to restructuring and
EUR 249.0 million or 3.7% of revenue (compared to 3.5 % in rationalization and associated costs was in line with
2010) reflecting the evolution of the Group business mix the plan of the Group and represented EUR 119.2 million
with a higher share of infrastructure outsourcing activities compared to EUR 167.6 million in 2010.
as a consequence of the acquisition of Siemens IT
Solutions and Services. Net financial investments reached EUR 9.2 million
corresponding mainly to the contribution to the
The positive change in working capital was incorporation of the following joint ventures:
EUR 98.3 million (compared to EUR 53.2 million in 2010) • Buyster, with French mobile telco operators and Atos
when taking into account EUR 155.0 million reflected in the Worldline France (EUR 2.6 million), and
acquisition price in order to compensate for the negative • Joint venture with ZTE, a leading Telco operator in China
impact of the new payment term applied to former (EUR 4.3 million).
Siemens IT Solutions and Services contracts with the
Siemens Group (from zero to 45 days) from July 1st, 2011. Other changes (amounted to a net expense of
Excluding this element, the DSO ratio changed from 49 EUR 25.7 million, mainly related to:
days in 2010 to 54 days at the end December 2011. In the • Other operating expenses excluding reorganization,
meantime, the DPO varied from 69 days in 2010 to 58 days rationalization and associated costs, integration costs and
in 2011. acquisition costs amounted to an expense of
EUR 21.4 million mainly composed of an exceptional
Tax paid at EUR 59.5 million was EUR 2.0 million below recovery payment to the Dutch pension plan (for
prior year. EUR 14.0 million),
• Negative foreign exchange rate effect for EUR 13.2 million,
The cost of net debt of EUR 27.8 million increased by • Dividends paid to non-controlling interests
EUR 9.4 million compared to 2010 mainly due to a higher for EUR 2.2 million, partially offset by,
cost of gross debt which was impacted by: • Dividends received from investments in associates
• Increase of EUR +234.6 million in the amount of the gross for EUR 1.9 million,
debt (EUR 745.0 million compared to EUR 510.4 million in • Sale of treasury stock and issuance of common stock
2010) for EUR 5.4 million, and
• The effective cost of the new convertible bonds OCEANE • Other financial income for EUR 5.9 million.
attributed to Siemens.
This was partially offset by a better remuneration of the
Group average cash from 0.27% in 2010 to 1.03% in 2011.

As a result, the Group free cash flow for year 2011 • Inssurance of an OCEANE convertible bond of a nominal
amounted to EUR 194.4 million, increasing by of value of EUR 250.0 million to the benefit of Siemens. The
EUR 51.6 million compared to prior year. IFRS value of the convertible booked in the balance sheet
was EUR 218.5 million as debt and EUR 31.5 million as
The net debt impact resulting from the acquisition of equity, and
Siemens IT Solutions and Services closed on July 1st, 2011 • Net cash at opening of EUR +206.0 million, excluding the
represented EUR 189.1 million as per the following impact for the change in payment terms with Siemens
breakdown: (EUR 155.0 million), recorded in change in working capital.
• Payment in cash to Siemens for EUR 176.6 million,

Cash Paid (176.6) (138.6)
Portion of convertible bonds in financial liability (218.5) -
Net cash acquired at opening 206.0 (4.0)
TOTAL (189.1) (142.6)
Capital increase resulting from the subscription by the As per the resolution approved by the shareholders during
employees to the Group shareholding program SPRINT the Annual General Meeting held on June 1st, 2011, the
was EUR 27.0 million. Group paid a dividend of EUR 34.9 million to its
shareholders.
C.3.4 Financing policy
Atos has implemented a strict financing policy which is short-term investments, hedging and foreign exchange
reviewed by the Group Audit Committee, with the transactions, as well as off-balance sheet financing through
objective to secure and optimize the Group’s liquidity operating leases, are centrally managed through the Group
management. Each decision regarding external financing Treasury department. Following a cautious short term
is approved by the Board of Directors. Under this policy, all financial policy, the Group did not make any short term
Group treasury activities, including cash management, cash investment in risky assets.
C.3.4.1 Financing structure
Atos’ policy is to fully cover its expected liquidity On July 1st, 2011, Atos issued a convertible bond (OCEANE)
requirements by long-term committed loans or other of EUR 250.0 million reserved for Siemens for the
appropriate long-term financial instruments. Terms and acquisition of Siemens IT Solutions and Services with a
conditions of these loans include maturity and covenants maturity July 1st, 2016. The annual coupon paid is 1.50%
leaving sufficient flexibility for the Group to finance its and the effective interest rate calculated in accordance
operations and expected developments. with IAS 39 is 4.35%. There is no financial covenant in
respect with the convertible bond.
On October 29th, 2009, Atos issued a convertible bond
(OCEANE) of EUR 250.0 million maturing on January 1st, On April 11th, 2011, Atos signed a new five-year revolving
2016. Annual coupon paid to the bond holders is 2.50%. credit facility for an amount of EUR 1.2 billion with an
Effective interest rate calculated based on IAS 39 international syndicate of financial institutions. The
requirements amounted to 6.68%. There is no financial maturity of the revolving credit facility is until April 2016.
covenant in respect with the convertible bond. The revolving credit facility includes two financial
covenants which under the terms are the consolidated

leverage ratio (net debt divided by operating margin before amount of receivables sold of EUR 500.0 million and a
depreciation and amortization) may not be greater than 2.5 limit of maximum amount of financing of EUR 200 million.
times and the consolidated interest cover ratio (Operating Financial covenants of the Atos securitization program are
Margin divided by the net cost of financial debt) which aligned with the covenants of the EUR 1.2 billion multi-
should not be less than 4 times. currency revolving credit facility.
Atos securitization program of trade receivables has been

renewed for 5 years on March 6th, 2009 with a maximum
C.3.4.2 Bank covenants
The Group was well within its borrowing covenants, with The consolidated interest cover ratio (Operating Margin
a consolidated leverage ratio (net debt divided by OMDA) divided by the net cost of financial debt) was 15.19 in 2011.
of 0.22 at the end of December 2011. The consolidated This ratio was significantly higher than the bank covenant
leverage ratio may not be greater than 2.5 times under which should not be less than 4 times, throughout the term
the terms of the multi-currency revolving credit facility. of the multi-currency revolving credit facility.
C.3.4.3 Investment policy
Atos has a policy to lease its office space and data leases. The Group Treasury department evaluates and
processing centers. Some fixed assets such as IT approves the type of financing for each new investment.
equipment and company cars may be financed through
C.3.4.4 Hedging policy
Atos’ objective is also to protect the Group against In November 2011, the Group has hedged the interest rate
fluctuations in interest rates by swapping to fixed rate a exposure on the used portion of the credit facility for an
portion of the existing floating-rate financial debt. amount of EUR 280.0 million. The instruments used were
Authorized derivative instruments used to hedge the debt Swap rates maturing in November 2015.
are swap contracts, entered into with leading financial
institutions and centrally managed by the Group Treasury
Department.

C.4. Consolidated financial statements
C.4 Consolidated financial statements
C.4.1 Statutory Auditors report on the consolidated financial statements for the year
ended 31 December 2012
To the Shareholders, As specified in “Accounting estimates and judgments” in

section C.4.7.3 to the consolidated financial statements, the
In compliance with the assignment entrusted to us by preparation of the consolidated financial statements
your Annual General Meetings, we hereby report to you, requires management to make judgments, estimates and
for the year ended 31 December 2011, on: assumptions that affect the reported amounts of assets
• the audit of the accompanying consolidated financial and liabilities, income and expenses in the financial
statements of Atos S.A.; statements and disclosures of contingent assets and
• the justification of our assessments; liabilities. This note specifies that the estimates,
• the specific verification required by law. assumptions and judgments, which may result in a
significant adjustment to the carrying amounts of assets
These consolidated financial statements have been and liabilities within the next financial statements, mainly
approved by the Board of Directors. Our role is to express relate to:
an opinion on these consolidated financial statements • Goodwills were subject to an impairment test by the
based on our audit. company as described in “Business combination and
goodwill” in section C.4.7.3 and in the note 11 to the
I. Opinion on the consolidated financial statements consolidated financial statements. Based on the
We conducted our audit in accordance with professional information provided to us, our work consisted on
standards applicable in France. Those standards require assessing the appropriateness of the methodology
that we plan and perform the audit to obtain reasonable applied and the data used to determine the values-in-use,
assurance about whether the consolidated financial especially to review the cash-flow projections for each
statements are free of material misstatement. An audit cash generating units (“CGU”) and the actual performance
involves performing procedures, using sampling against budget, and on verifying the consistency of
techniques or other methods of selection, to obtain audit assumptions with forecasts from each CGU’s financial
evidence about the amounts and disclosures in the business plan approved by Management.
consolidated financial statements. An audit also includes • “Revenue recognition” in section C.4.7.3 to consolidated
evaluating the appropriateness of accounting policies financial statements outlines the methods applied with
used and the reasonableness of accounting estimates respect to revenue recognition. Based on the information
made, as well as the overall presentation of the provided to us, our work consisted on assessing the
consolidated financial statements. We believe that the appropriateness of the information provided in the note
audit evidence we have obtained is sufficient and mentioned above and on ensuring that the accounting
appropriate to provide a basis for our opinion. methods and principles are correctly applied. In addition,
our work consisted on assessing the reasonableness of
In our opinion, the consolidated financial statements give a the accounting estimates used by Management.
true and fair view of the assets and liabilities and of the • As specified in “Pensions and similar benefits” in section
financial position of the Group as at 31 December 2011 and C.4.7.3 to the consolidated financial statement, the
of the results of its operations for the year then ended in company uses actuarial methods and actuarial
accordance with International Financial Reporting assumptions to evaluate the pension commitments.
Standards as adopted by the European Union. The value of plan assets is measured on the basis of
valuations performed by external actuaries and these
II. Justification of our assessments assets are subject to additional verifications by
In accordance with the requirements of article L.823-9 of management if necessary. Based on the information
the French Commercial Code (Code de commerce) provided to us, our work consisted on assessing the
relating to the justification of our assessments, we bring to appropriateness of the methodology applied and the
your attention the following matters: data used to assess the pension obligations and the plan

assets valuation, and on verifying the consistency of circumstances existing at the acquisition date that could
assumptions used. be used to identify potential adjustments, particularly
• As described in Note 1 to the financial statements, the with regard to the accounting entries on UK retirement
acquisition of Siemens IT Solutions and Services was obligations, the recognition of which was deferred due to
recognized in accordance with IFRS 3 revised; as a result, the lack of information available to date on the transfer
the acquisition price was allocated to the identifiable terms and amount. Our work mainly consisted in
assets and liabilities of the acquired entities, based on assessing the methodology implemented and the
their fair value. assumptions on which these estimates were based and
• Accordingly, the company hired an independent reviewing, on a sampling basis, the calculations
appraiser to determine the fair value of an intangible performed by the company. Based on these procedures,
asset relating to the customer relationship and backlog. we assessed the reasonableness of such estimates and
On the Siemens IT Solutions and Services acquisition the appropriateness of the disclosure in the notes.
date, the company therefore used contract renewal and
contract cash flow discount assumptions to assess the These assessments were made as part of our audit of the
business relationship. Our procedures mainly consisted consolidated financial statements taken as a whole, and
in analyzing the independent appraiser’s report, therefore contributed to the opinion we formed which is
familiarizing ourselves with the measurement data and expressed in the first part of this report.
method used, assessing the appropriateness of the
renewal assumptions applied to the contracts provided, III. Specific verification
and verifying the consistency of the discount rate As required by French law, in accordance with professional
calculation method with that used for the impairment standards applicable in France, we have also verified the
tests. information presented in the Group’s management report.
• Furthermore, the allocation of the acquisition price to the
other identifiable assets and liabilities was determined by We have no matters to report as to its fair presentation and
the company, bearing in mind that this allocation would its consistency with the consolidated financial statements.
be revised should new information be obtained, in the 12
months following the acquisition date, involving facts and
Neuilly-sur-Seine and Paris, 4 April 2012
The Statutory Auditors
Deloitte & Associés Grant Thornton

French member of Grant Thornton
International
Christophe Patrier Vincent Frambourt

C.4.2 Consolidated Income Statement

(in EUR million) Notes 31 December 2011 31 December 2010
Revenue Note 2 6,812.5 5,020.6
Personnel expenses Note 3 (3,564.2) (2,809.5)
Operating expenses Note 4 (2,825.9) (1,873.7)
% of revenue 6.2% 6.7%
Other operating income and expenses Note 5 (74.7) (137.3)
Operating income 347.7 200.1
% of revenue 5.1% 4.0%
Net cost of financial debt (27.8) (17.8)
Other financial expenses (82.3) (35.1)
Other financial income 74.7 28.8
Net financial income Note 6 (35.4) (24.1)
Net income before tax 312.3 176.0
Tax charge Notes 7-8 (129.3) (57.8)
Share of net profit/(loss) of associates (0.2) -
NET INCOME 182.8 118.2
Of which:
- non-controlling interests Note 9 1.2 2.1
(in EUR and number of shares)
Net income - Attributable to owners of the parent Note 10
Weighted average number of shares 76,019,755 69,334,351
Basic earnings per share 2.39 1.67
Diluted weighted average number of shares 88,190,646 75,949,131
Diluted earnings per share 2.20 1.64

C.4.3 Consolidated statement of comprehensive income

Other comprehensive income
Cash flow hedging (6.5) 1.1
Actuarial gains and losses generated in the period 53.9 (105.5)

on defined benefit plan
Exchange differences on translation of foreign operations (11.0) 51.6
Deferred tax on items recognized directly in equity (36.8) 23.6
Total other comprehensive income (0.4) (29.2)
Total comprehensive income for the period 182.4 89.0
Of which:
- non-controlling interests 0.7 2.6
C.4.4 Consolidated statement of financial position
ASSETS
Goodwill Note 11 1,982.2 1,609.9
Intangible assets Note 12 472.1 76.0
Tangible assets Note 13 680.2 396.4
Non-current financial assets Note 14 580.3 230.5
Non-current financial instruments Note 23 0.1 0.3
Deferred tax assets Note 8 381.3 321.8
Total non-current assets 4,096.2 2,634.9
Trade accounts and notes receivables Note 15 1,928.3 1,232.3
Current taxes 17.5 13.0
Other current assets Note 16 557.2 174.6
Current financial instruments Note 23 1.1 2.1
Cash and cash equivalents Note 18 766.8 422.2
Total current assets 3,270.9 1,844.2
Total assets 7,367.1 4,479.1

LIABILITIES AND SHAREHOLDERS’ EQUITY
Common stock 83.6 69.9
Additional paid-in capital 1,766.5 1,333.9
Consolidated retained earnings 403.9 208.4
Translation adjustments (112.7) (102.2)
Net income attributable to the owners of the parent 181.6 116.1
Equity attributable to the owners of the parent 2,322.9 1,626.1
Non-controlling interests 6.0 5.4
Total shareholders’ equity 2,328.9 1,631.5
Provisions for pensions and similar benefits Note 20 571.8 501.0
Non-current provisions Note 21 162.3 96.2
Borrowings Note 22 734.5 508.6
Deferred tax liabilities Note 8 244.6 98.5
Non-current financial instruments Note 23 5.6 1.5
Other non-current liabilities 11.8 13.7
Total non-current liabilities 1,730.6 1,219.5
Trade accounts and notes payables Note 24 927.2 498.7
Current taxes 76.4 32.6
Current provisions Note 21 509.7 105.0
Current financial instruments Note 23 6.2 1.9
Current portion of borrowings Note 22 174.1 52.7
Other current liabilities Note 25 1,614.0 937.2
Total current liabilities 3,307.6 1,628.1
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY 7,367.1 4,479.1

C.4.5 Consolidated cash flow statement
12 months ended 31st 12 months ended 31st

(in EUR million) Notes December 2011 December 2010
Profit before tax 312.3) 176.0
Depreciation of assets Note 4 280.3 213.7
Net charge / (release) to operating provisions (83.8) (41.5)
Net charge / (release) to financial provisions 9.0 7.6
Net charge / (release) to other operating provisions (122.1) (85.3)
Customer relationships amortization (PPA) * 18.5 -
Impairment of long–term assets - 25.0
Losses / (gains) on disposals of fixed assets (0.4) 3.9
Net charge for equity-based compensation 10.5 11.6
Losses / (gains) on financial instruments 4.3 0.5
Net cost of financial debt Note 6 27.8 17.8
Cash from operating activities before change in working 456.4 329.3
capital requirement, financial interest and taxes
Taxes paid (59.5) (61.5)
Change in working capital requirement 98.3 53.2
Net cash from / (used in) operating activities 495.2 321.0
Payment for tangible and intangible assets (253.3) (186.8)
Proceeds from disposals of tangible and intangible assets 4.3 10.6
Net operating investments (249.0) (176.2)
Amounts paid for acquisitions and long-term investments (187.1) (144.2)
Cash and cash equivalents of companies purchased during 216.8 1.8
the period
Proceeds from disposals of financial investments 1.1 5.5
Cash and cash equivalents of companies sold during the - (0.1)
period
Dividend received from entities consolidated by equity 1.9 -
method
Net long-term investments 32.7 (137.0)
Net cash from / (used in) investing activities (216.3) (313.2)
Capital increase 27.0 -
Common stock issues on the exercise of equity-based
compensation 5.3 4.4
Purchase and sale of treasury stock 0.1 2.9
Dividends paid to owners of the parent (34.9) -
Dividends paid to non-controlling interests (2.2) (4.5)
New borrowings Note 22 18.9 45.7
New finance lease Note 22 0.2 0.5
Repayment of long and medium-term borrowings Note 22 (19.2) (48.6)
Net cost of financial debt paid (15.5) (5.1)
Other flows related to financing activities Note 22 59.9 (139.9)
Net cash from / (used in) financing activities 39.6 (144.7)
Increase / (decrease) in net cash and cash equivalents 318.5 (136.9)
Opening net cash and cash equivalents 416.5 532.9

Increase / (decrease) in net cash and cash equivalents Note 22 318.5 (136.9)
Impact of exchange rate fluctuations on cash and cash (12.2) 20.5
equivalents
Closing net cash and cash equivalents Note 23 722.8 416.5

C.4.6 Consolidated statement of changes in shareholders’ equity
Number of shares at Additional paid-in

(in EUR million) period-end Common Stock capital
(thousands)
69,720 69.7 1,329.7

At January 1st, 2010
* Common stock issued 194 0.2 4.2
* Appropriation of prior period net income
* Dividends paid to non-controlling interests
* Equity-based compensation
* Changes in treasury stock
* Other
Transactions with owners 194 0.2 4.2
* Net income
* Other comprehensive income
Total comprehensive income for the period
At December 31st, 2010 69.914 69.9 1.333.9
* Common stock issued 13,653 13.7 432.6
* Appropriation of prior period net income
* Dividends paid to non-controlling interests
* Equity-based compensation
* Changes in treasury stock
* Equity portion of compound instrument
Transactions with owners
* Net income
* Other comprehensive income
Total comprehensive income for the period
At December 31st, 2011 83,567 83.6 1,766.5

Consolidated Translation Items recognized Non controlling Total shareholders'

Net income Total
retained earnings adjustments directly in equity interests equity
302.2 (153.4) (1.3) 3.9 1,550.8 11.0 1,561.8
4.4 4.4
3.9 (3.9)
(3.9) (3.9)
11.6 11.6 11.6
2.9 2.9 2.9
(30.0) (30.0) (4.3) (34.3)
(11.6) - - (3.9) (11.1) (8.2) (19.3)
116.1 116.1 2.1 118.2
(81.5) 51.2 0.6 (29.7) 0.5 (29.2)
(81.5) 51.2 0.6 116.1 86.4 2.6 89.0
209.1 (102.2) (0.7) 116.1 1.626.1 5.4 1.631.5
446.3 446.3
116.1 (116.1) - -
(34.9) (34.9) (2.4) (37.3)
10.5 10.5 10.5
0.2 0.2 0.2
20.8 20.8 20.8
72.2 72.2 2.3 74.5
181.6 181.6 1.2 182.8
16.5 (10.5) (5.9) 0.1 (0.5) (0.4)
16.5 (10.5) (5.9) 181.6 181.7 0.7 182.4
410.5 (112.7) (6.6) 181.6 2,322.9 6.0 2,328.9

C.4.7 Notes to the consolidated financial statements
C.4.7.1 General information
Atos, the Group’s parent company, is a société anonyme The consolidated financial statements of the Group for the
(commercial company) incorporated under French law, twelve months ended December 31st, 2011 comprise the
whose registered office is located at 80, Quai Voltaire, Group and its subsidiaries (together referred to as the
95870 Bezons, France. It is registered with the Pontoise “Group”) and the Group’s interests in associates and jointly
Register of Commerce and Companies under the controlled entities.
reference 323 623 603 RCS Pontoise. Atos shares are traded
on the Paris Eurolist Market under Euroclear code 5173 ISIN These consolidated financial statements were approved
FR0000051732. The shares are not listed on any other by the Board of Directors on March 29th, 2012. These
stock exchange and Atos SA is the only listed company in consolidated financial statements will become definitive
the Group. The Company is administrated by a Board of following their adoption by the Annual General
Directors. Shareholders’ Meeting planned in May 2012.
C.4.7.2 2011 highlights
On July 1st, 2011, Atos and Siemens have completed the • Approval of the contribution by Siemens to Atos of
transaction pursuant to which Atos has acquired Siemens Siemens IT Solutions and Services.
IT Solutions and Services GmbH, the holding company of • As consideration for the contribution, Siemens received
all Siemens IT activities. shares of Atos representing 15% of the share capital
of Atos as well as bonds convertible into new or existing
All conditions precedent for this transaction have been shares of Atos representing a total amount
completed on that date, the last step was the approval of of EUR 250,0 million, and a cash payment of
the transaction by Atos shareholders at the Atos EUR 176,6 million.
Extraordinary Shareholders meeting. • Dr. Roland Busch, Member of the Managing Board of
Siemens AG, was appointed member of the Board of
The July 1st, 2011 Atos Extraordinary Shareholders Meeting Directors of Atos.
in particular approved the following resolutions: • The change of company name from Atos Origin to Atos.
C.4.7.3 Basis of preparation and significant accounting policies
Basis of preparation at: http://ec.europa.eu/internal_market/accounting/ias/

Pursuant to European Regulation No. 1606/2002 of July index_en.htm
19th, 2002, the consolidated financial statements for the
twelve months ended December 31st, 2011 have been As of December 31st, 2011, the accounting standards and
prepared in accordance with the applicable international interpretations endorsed by the European Union are
accounting standards, as endorsed by the European Union similar to the compulsory standards and interpretations
as at December 31st, 2011. The international standards published by the International Accounting Standards
comprise the International Financial Reporting Standards Board (IASB) with the exception of certain of IAS 39’s hedge
(IFRS) as issued by the International Accounting Standards accounting requirements have not been endorsed, which
Board (IASB), the International Accounting Standards (IAS), has no effect on the Group consolidated financial
the interpretations of the Standing Interpretations statements. Consequently, the Group’s consolidated
Committee (SIC) and the International Financial Reporting financial statements are prepared in accordance with the
Interpretations Committee (IFRIC). IFRS standards and interpretations, as published by the
IASB..
Accounting policies applied by the Group comply with
those standards and interpretations, which can be found

The following standards, interpretations and amendments Accounting estimates and judgments
to existing standards that have been published are The preparation of consolidated financial statements
mandatory for the Group’s accounting period beginning requires management to make judgments, estimates and
on or after January 1st, 2011: assumptions that affect the reported amounts of assets
• IAS 24 (revised) - Related Party Disclosures; and liabilities, income and expense in the financial
• Amendment to IFRS 1 - Limited Exemption from statements and disclosures of contingent assets and
Comparative IFRS 7 Disclosures for First-time adopters; liabilities at the closing date. The estimates, assumptions
• Amendments to IAS 32 - Classification of Rights Issues; and judgments that may result in a significant adjustment
• Amendments to various IFRS statements contained in to the carrying amounts of assets and liabilities are
the Annual Improvements to IFRS, following the IFRS essentially related to:
improvement program of May 2010;
• IFRIC 19 - Extinguishing Financial Liabilities with Equity Goodwill impairment tests
Instruments; The Group tests at least annually whether goodwill has
• Amendment to IFRIC 14 – Prepayments of a Minimum suffered any impairment, in accordance with the
Funding Requirement. accounting policies stated below. The recoverable
amounts of cash generating units are determined based
The impact of the other changes in standards and on value-in-use calculations or on their fair value reduced
interpretations on the Group’s consolidated financial by the costs of sales. These calculations require the use of
statements is limited. estimates as described in Note 11 Goodwill.
The consolidated financial statements do not take into Revenue recognition and associated costs on long-term
account: contracts
• Draft standards that are still at the exposure draft stage at Revenue recognition and associated costs, including
the International Accounting Standards Board (IASB); forecast losses on completion are measured according to
• New standards, interpretations and amendments to policies stated below. Total projected contract costs are
existing standards and interpretations not yet approved based on various operational assumptions such as
by the European Union. This notably concerns: forecast volume or variance in the delivery costs that have
- IFRS 9 - Financial Instruments (replacement of IAS 39); a direct influence on the level of revenue and possible
- Amendments to IFRS 1 - Severe Hyperinflation; forecast losses on completion that are recognized.
- IFRS 7 - Disclosures : Transfers of Financial Assets;
- Amendments to IAS 12 - Deferred Taxes : Recovery of Pensions
Underlying Assets; The Group uses actuarial assumptions and methods to
- IFRS 10 - Consolidated Financial Statements; measure pension costs and provisions. The value of plan
- IFRS 11 - Joint Arrangements; assets is determined based on valuations provided by the
- IFRS 12 - Disclosure of Interests in Other Entities; external custodians of pension funds and following
- IFRS 13 - Fair Value Measurement; complementary investigations carried-out when
- IAS 27 (revised) - Separate Financial Statements; appropriate. The estimation of pension liabilities, as well as
- IAS 28 (revised) - Investments in Associates and Joint valuations of plan assets requires the use of estimates and
Ventures; assumptions.
- Amendments to IAS 1 – Presentation of Items of Other
Comprehensive Income; Customer relationships
- Amendments to IAS 19 – Employee Benefits. An intangible asset related to the customer relationships
and backlog brought during a business combination is
The potential impact of these standards, amendments and recognized as Customer Relationships. The value of this
interpretations on the consolidated financial statements is asset is based on assumptions of renewal conditions
currently being assessed. of contract and on the discounted flows of these contracts.
This asset is amortized on an estimation of its average life.
These consolidated financial statements are presented in
euro, which is the Group’s functional currency. All figures
are presented in EUR millions with one decimal.
The policies set out below have been applied in

consistency with all years presented.

Consolidation methods A GBU is defined as a geographical area or the aggregation

Subsidiaries of several geographical areas - except for the Worldline
Subsidiaries are entities controlled directly or indirectly by activities which contains one or several countries, without
the Group. Control is defined by the ability to govern the taking into consideration the activities exercised within
financial and operating policies generally, but not each country. Each GBU is managed by dedicated
systematically, combined with a shareholding of more members of the Executive Committee.
than 50% of the voting rights. The existence and effect of
potential voting rights that are currently exercisable or The measurement policies that the Group uses for
convertible, the power to appoint the majority of the segments reporting under IFRS 8 are the same as those
members of the governing bodies and the existence of used in its financial statements. Corporate entities are not
veto rights are considered when assessing whether the presented as an operating segment. Therefore, their
Group controls another entity. Subsidiaries are fully financial statements are used as a reconciling item (refer
consolidated from the date on which control is transferred Note 2 of the financial statements). Corporate assets which
to the Group. They are de-consolidated from the date on are not directly attributable to the business activities of any
which control ceases. operating segments are not allocated to a segment, which
primarily applies to the Group’s headquarters. Shared
Joint ventures assets such as the European mainframe are allocated to
The Group’s interests in jointly controlled entities are the GBU where they are physically located even though
accounted for by proportionate method. Operating and they are used by several GBU.
shareholders’ agreements are considered when assessing
the joint control. Presentation rules
Current and non-current assets and liabilities
Associates Assets and liabilities classified as current are expected to
Associates are entities over which the Group has be realized, used or settled during the normal cycle of
significant influence but not control or joint control, operations, which can extend beyond 12 months following
generally, but not systematically, accompanying a period-end. All other assets and liabilities are classified as
shareholding of between 20 and 50% of the voting rights. non-current. Current assets and liabilities, excluding the
Investments in associates are accounted for by the equity current portion of borrowings, financial receivables and
method. provisions represent the Group’s working capital
requirement.
Segment reporting
According to IFRS 8, reported operating segments profits Assets and liabilities held for sale or discontinued
are based on internal management reporting information operations
that is regularly reviewed by the chief operating decision Should there be assets and liabilities held for sale or
maker, and is reconciled to Group profit or loss. The chief discontinued operations, they would be presented on
operating decision maker assesses segments profit or loss separate lines in the Group’s balance sheet, without
using a measure of operating profit. The chief operating restatements for previous periods. They are measured at
decision maker, who is responsible for allocating resources the lower of their carrying amount and fair value less costs
and assessing performance of the operating segments, has to sell. Non-current assets and liabilities are classified as
been identified as the company CEO and chairman of the held for sale if their carrying amount will be recovered
Board of Directors who makes strategic decisions. principally through a sale transaction rather than through
continuing use. This condition is regarded as met only
The internal management reporting is designed on two when the sale is highly probable and the assets and
axes: Global Business Units and Service Lines (Consulting, liabilities are available for immediate sale in their present
Systems Integration, Managed Services, HTTS and condition.
Business Process Outsourcing). Global Business Units have
been determined by the Group as key indicators by the Should these assets and liabilities represent either a
Chief operating decision maker. As a result and for IFRS 8 complete business line or a GBU, the profit or loss from
requirements, the Group discloses Global Business Units these activities are presented on a separate line of the
as operating segments. income statement, and is restated in the cash flow
statement and the income statement over all published
periods.

Translation of financial statements acquiree and the equity interests issued by the Group in
denominated in foreign currencies exchange for control of the acquiree.
The balance sheets of companies based outside the euro
zone are translated at closing exchange rates. Income Direct transaction costs related to a business combination
statement items are translated based on average exchange are charged in the income statement when incurred.
rate for the period. Balance sheet and income statement
translation adjustments arising from a change in exchange Non-controlling interests may, on the acquisition date, be
rates are recognized as a separate component of equity measured either at fair value or based on their stake in the
under “Translation adjustments”. fair value of the identifiable assets and liabilities of the
acquired entity. The choice of measurement basis is made
Goodwill and fair value adjustments arising on the on a transaction-by-transaction basis.
acquisition of a foreign entity have been treated as assets
and liabilities of that foreign entity and translated into euro During the first consolidation, all the assets, liabilities and
at the closing date. contingent liabilities of the subsidiary acquired are
measured at their fair value.
The Group does not consolidate any entity operating in a
hyperinflationary economy. In step acquisitions, any equity interest held previously by
the Group is remeasured at fair value at the acquisition
Translation of transactions denominated in foreign date (i.e. the date when the Group obtains control) and the
currencies resulting gain or loss is recognized through the net income.
Foreign currency transactions are translated into the
functional currency using the exchange rate prevailing at Purchase of non-controlling interests and sale of interests
the dates of the transactions. Foreign exchange gains and in a controlled subsidiary
losses resulting from the settlement of such transactions Purchase of non-controlling interests and sale transactions
and from the translation at year-end exchange rates of of interests in a controlled subsidiary that do not change
monetary assets and liabilities denominated in foreign the status of control are recorded through shareholders’
currencies are recognized in the income statement under equity (including direct acquisition costs).
the heading “Other financial income and expenses”, except
where hedging accounting is applied as explained in the If control in a subsidiary is lost, any gain or loss is
paragraph “Financial assets – Derivative financial recognized in net income. Furthermore, if an investment in
instruments”. the entity is retained by the Group, it is re-measured to its
fair value and any gain or loss is also recognized in net
Business combination and goodwill income.
A business combination may involve the purchase of
another entity, the purchase of all the net assets of another Goodwill
entity or the purchase of some of the net assets of another Goodwill is measured as the excess of the sum of the
entity that together form one or more businesses. consideration transferred, the amount of any non-
controlling interests in the acquiree, and the fair value of
Major services contracts involving staff and asset transfers the acquirer’s previously held equity interest in the
that enable the Group to develop or significantly improve acquiree (if any) over the net of the acquisition-date
its competitive position within a business or a geographical amounts of the identifiable assets acquired and the
sector are accounted for as business combinations. liabilities assumed. If, after reassessment, the net of the
acquisition-date amounts of the identifiable assets
Valuation of assets acquired and liabilities assumed of acquired and liabilities assumed exceeds the sum of the
newly acquired subsidiaries consideration transferred, of the amount of any non-
Business combinations are accounted for according to the controlling interests in the acquiree and of the fair value of
acquisition method. The consideration transferred in the acquirer’s previously held interest in the acquiree (if
exchange for control of the acquired entity is measured at any), the excess is recognized immediately in profit or loss
fair value, which is calculated as the sum of the acquisition- as a bargain purchase gain.
date fair values of the assets transferred by the Group,
liabilities incurred by the Group to the former owners of the

Goodwill is allocated to Cash Generating Units (CGU) for To assess whether an internally generated intangible asset
the purpose of impairment testing. Goodwill is allocated to meets the criteria for recognition, the Group classifies the
those CGU that are expected to benefit from synergies of generation of the asset into:
the related business combination and represent the lowest • a research phase, and
level within the Group at which management monitors • a development phase.
goodwill. Under IAS 38, no intangible asset arising from research (or
from the research phase of an internal project) shall be
A CGU is defined as the smallest identifiable group of recognized. Expenditure on research (or on the research
assets that generates cash inflows that are largely phase of an internal project) shall be recognized as an
independent of the cash inflows from other assets or group expense when it is incurred.
of assets. CGUs correspond to geographical areas where
the Group has operations – except for the Worldline An intangible asset arising from development (or from the
activities. development phase of an internal project) shall be
recognized if, and only if, an entity can demonstrate all of
The recoverable value of a CGU is based on the higher of its the following:
fair value less costs to sell and its value in use determined • the technical feasibility of completing the intangible asset
using the discounted cash-flows method. When this value so that it will be available for use or sale,
is less than its carrying amount, an impairment loss is • its intention to complete the intangible asset and to use or
recognized in the operating income. sell it,
• its ability to use or sell the intangible asset,
The impairment loss is first recorded as an adjustment of • how the intangible asset will generate probable future
the carrying amount of the goodwill allocated to the CGU economic benefits,
and the remainder of the loss, if any, is allocated pro rata to • the availability of adequate technical, financial and other
the other long term assets of the unit. resources to complete the development and to use or sell
the intangible asset, and
The Cash Generating Units used for the impairment test • its ability to measure reliably the expenditure attributable
are not larger than operating segments determined in to the intangible asset during its development.
accordance with IFRS 8 Operating segments. The customer relationships are valued as per the multi-
period excess earning method that consists in summing
Goodwill is not amortized and is subject to an impairment future operating margins attributable to contracts, after tax
test performed at least annually by comparing its carrying and capital employed.
amount to its recoverable amount at the closing date
based on December actuals and latest 3 year plan, or more Intangible assets are amortized on a straight-line basis over
often whenever events or circumstances indicate that the their expected useful life, generally not exceeding five to
carrying amount could not be recoverable. seven years for internally developed IT solutions and ten
Such events and circumstances include but are not limited years for customer relationships acquired in a business
to: combination; their related depreciation are recorded in
• significant deviance of economic performance of the other operating expenses.
asset when compared with budget;
• significant worsening of the asset’s economic Tangible assets
environment; Tangible assets are recorded at acquisition cost. They are
• loss of a major client; depreciated on a straight-line basis over the following
• significant increase in interest rates. expected useful lives:
• Buildings 20 years
Intangible assets other than goodwill • Fixtures and fittings 5 to 10 years
Intangible assets other than goodwill consist primarily of • Computer hardware 3 to 5 years
software and user rights acquired directly by the Group, • Vehicles 4 years
software and customer relationships acquired in relation • Office furniture and equipment 5 to 10 years
with a business combination as well as internally
developed IT solutions.

Leases payment over one year, where the effect is significant on

Asset leases where the Group has substantially all the risks fair value, trade accounts and notes receivables are
and rewards of ownership are classified as finance leases. discounted. Where appropriate, a provision is raised on an
Finance leases are capitalized at the lease’s inception at the individual basis to take likely recovery problems into
lower of the fair value of the leased asset and the present account.
value of the minimum lease payments. Assets acquired
under finance lease are depreciated over the shorter of the Certain service arrangements might qualify for treatment
assets’ useful life and the lease term. as lease contracts if they convey a right to use an asset in
return for payments included in the overall contract
Leases where the lessor retains substantially all the risks remuneration. If service arrangements contain a lease, the
and rewards of ownership are classified as operating Group is considered to be the lessor regarding its
leases. customers. Where the lease transfers the risks and rewards
of ownership of the asset to its customers, the Group
recognizes assets held under finance lease and presents
Impairment of assets other than goodwill them as “Trade accounts and notes receivable” for the part
Assets that are subject to amortization are tested for that will be settled within 12 months, and “Non-current
impairment whenever events or circumstances indicate financial assets” for the part beyond 12 months.
that the carrying amount may not be recoverable. An
impairment loss is recognized for the amount by which Assets securitization
the asset’s carrying value exceeds its recoverable value. Assets securitization programs, in which the Group retains
substantially all the risks and rewards of ownership of the
Financial assets transferred assets, do not qualify for de-recognition. A
Financial assets are accounted for at trade date. financial liability for the consideration received is
recognized. The transferred assets and the financial
Investments in non-consolidated companies liability are valued at their amortized costs.
The Group holds shares in companies without exercising
significant influence or control. Investments in non- Derivative financial instruments
consolidated companies are treated as assets available for Derivative instruments are recognized as financial assets
sale and recognized at their fair value. For listed shares, fair or liabilities at their fair value. Any change in the fair value
value corresponds to the share price at closing date. In the of these derivatives is recorded in the income statement as
absence of an active market for the shares, the investments a financial income or expense, except when they are
in non-consolidated companies are carried at historical eligible for hedge accounting, whereupon:
cost. An impairment charge is recognized when there is • For fair value hedging of existing assets or liabilities, the
objective evidence of a permanent or significant hedged portion of an instrument is measured on the
impairment in value. The most common financial criteria balance sheet at its fair value. Any change in fair value is
used to determine fair value are equity and earnings recorded as a corresponding entry in the income
outlooks. Gains and losses arising from variation in the fair statement, where it is offset simultaneously against
value of available for sale assets are recognized as “items changes in the fair value of hedging instruments;
recognized directly in equity”. If there is evidence that an • For cash flow hedging, the effective portion of the change
asset is permanently impaired, the cumulative loss is in fair value of the hedging instrument is directly offset in
written off in the income statement under “other financial shareholders’ equity as “items recognized directly in
income and expense”. equity”. The change in value of the ineffective portion is
recognized in “Other financial income and expenses”. The
Loans, trade accounts and notes receivable amounts recorded in net equity are transferred to the
Loans are part of non-current financial assets. Loans, trade income statement simultaneously to the recognition of
accounts and notes receivable are recorded initially at the hedged items.
their fair value and subsequently at their amortized value.
The nominal value represents usually the initial fair value
for trade accounts and notes receivable. In case of deferred

Cash and cash equivalents level to form actuarial differences. These actuarial
Cash and cash equivalent include cash at bank and differences may result either from changes in actuarial
financial instruments such as money market securities. assumptions used, or from experience adjustments
Such financial instruments are readily convertible to a generated by actual developments differing, in the
known amount of cash and are subject to an insignificant accounting period, from assumptions determined at the
risk of change in value. They are held for the purpose of end of the previous accounting period. All actuarial gains
meeting short-term cash commitments and have a short and losses generated in the period are recognized in “other
maturity, in general three months or less from the date of comprehensive income”.
acquisition. Some instruments, such as term deposits, that
have at inception a longer maturity but provide for early Benefit plans costs are recognized in the Group’s operating
withdrawal and a capital guarantee may also be classified income, except for interest costs on obligations, net of
as cash equivalents under certain circumstances. Money expected returns on plans assets, which are recognized in
market securities are recognized at their fair value. “other financial income and expenses”.
Changes in fair value are recorded in the income statement
under “Other financial income and expenses”. Provisions
Provisions are recognized when:
Cash and cash equivalents are measured at their fair value • The Group has a present legal, regulatory, contractual or
through profit and loss. constructive obligation as a result of past events,
• It is probable that an outflow of resources embodying
Treasury stock economic benefits will be required to settle the obligation,
Atos shares held by the parent company are recorded at and
their acquired cost as a deduction from consolidated • The amount has been reliably quantified.
shareholders’ equity. In the event of a disposal, the gain or
loss and the related tax impacts are recorded as a change Provisions are discounted when the time value effect is
in consolidated shareholders’ equity. material. Changes in discounting effects at each
accounting period are recognized in financial expenses.
Pensions and similar benefits
Employee benefits are granted by the Group through Borrowings
defined contribution and defined benefit plans. Costs Borrowings are recognized initially at fair value, net of debt
relating to defined contribution costs are recognized in the issuance costs. Borrowings are subsequently stated at
income statement based on contributions paid or due in amortized costs. The calculation of the effective interest
respect of the accounting period when the related services rate takes into account interest payments and the
have been accomplished by beneficiaries. amortization of the debt issuance costs.
The valuation of Group defined benefit obligation is based Debt issuance costs are amortized in financial expenses
on a single actuarial method known as the “projected unit over the life of the loan. The residual value of issuance
credit method”. This method relies in particular on costs for loans repaid in advance is expensed in the year of
projections of future benefits to be paid to Group repayment.
employees, by anticipating the effects of future salary
increases. Its implementation further includes the Bank overdrafts are recorded in the current portion of
formulation of specific assumptions, detailed in Note 20, borrowings.
which are periodically updated, in close liaison with
external actuaries used by the Group. Convertible bonds OCEANE (bonds convertible into and/
or exchangeable for new or existing shares of Atos)
Plan assets usually held in separate legal entities are OCEANE are financial instruments defined as compound
measured at their fair value, determined at closing. financial instruments composed of both a liability and an
equity component, which have to be valued and recorded
The fair value of plan assets is determined based on separately.
valuations provided by the external custodians of pension
funds and following complementary investigations In order to evaluate the split between the liability and an
carried-out when appropriate. equity component, the carrying amount of the liability
component is first determined by measuring the fair value
From one accounting period to the other, any difference of a similar liability (including any embedded non-equity
between the projected and actual pension plan obligation derivative features) that does not have an associated equity
and their related assets is cumulated at each benefit plan’s component. The carrying amount of the equity instrument

represented by the option to convert the instrument If circumstances arise, that change the original estimates of
into ordinary shares is then determined by deducting revenues, costs, or extent of progress toward completion,
the fair value of the financial liability from the fair value then revisions to the estimates are made. The Group
of the compound financial instrument as a whole. performs ongoing profitability analyses of its services
contracts in order to determine whether the latest
Non-controlling interests purchase commitments estimates of revenue, costs and profits, require updating. If,
Firm or conditional commitments under certain conditions at any time, these estimates indicate that the contract will
to purchase non-controlling interests are similar to be unprofitable, the entire estimated loss for the remainder
a purchase of shares and are recorded in borrowings of the contract is recorded immediately through a
with an offsetting reduction of non-controlling interests. provision for estimated losses on completion.
For puts existing before January 1st, 2010, when the cost of Principal and agent considerations
the purchase exceeds the amount of non-controlling Revenue is reported net of supplier costs when the Group
interests, the Group chooses to recognize the balance as is acting as an agent between the client and the supplier.
goodwill. Any further change in the fair value of the non- Factors generally considered to determine whether the
controlling interests purchase commitment will also be Group is a principal or an agent, are most notably whether
recorded in goodwill. it is the primary obligor to the client, it assumes credit and
delivery risks, or it adds meaningful value to the supplier’s
For puts granted after January 1st, 2010, when the cost of the product or service.
purchase exceeds the amount of non-controlling interests,
the Group chooses to recognize the balance in equity Multiple-element arrangements considerations
(attributable to owners of the parent). Any further change The Group may enter into multiple-element
in the fair value of the non-controlling interests purchase arrangements, which may include combinations of
commitment will also be recorded in equity (attributable different services. Revenue is recognized for the separate
to owners of the parent). elements when these elements are separately identifiable.
A group of contracts is combined and treated as a single
Revenue Recognition contract when that group of contracts is negotiated as a
The Group provides Information Technology (IT) and single package and the contracts are so closely
Business Process Outsourcing (BPO) services. Depending interrelated that they are, in effect, part of a single project
on the structure of the contract, revenue is recognized with an overall profit margin, and the contracts are
accordingly to the following principles: performed concurrently or in a continuous sequence.
Variable or fixed price contracts considerations Upfront payments considerations

Revenue based on variable IT work units is recognized as Upfront payments to clients incurred at contract inception
the services are rendered. are recorded in “Other current assets” and spread as a
reduction of revenue over the term of the contract.
Where the outcome of fixed price contracts can be Upfront payments received from clients at contract
estimated reliably, revenue is recognized using the inception are recorded in “Other current liabilities” and
percentage-of-completion (POC) method. Under the POC spread as an increase in revenue over the term of the
method, revenue is recognized based on the costs contract.
incurred to date as a percentage of the total estimated
costs to fulfill the contract. Revenue relating to these Transition costs
contracts is recorded in the consolidated balance sheet Transitions costs are either expensed as incurred or
under “Trade accounts and notes receivable” for services recognized in revenue on a POC basis over the transition
rendered in excess of billing, while billing exceeding phase. Only in rare instances where the services rendered
services rendered is recorded as deferred income under during the transition phase cannot be separately
“Other current liabilities”. Where the outcome of a fixed identified, costs can be deferred and expensed over
price contract cannot be estimated reliably, contract the contract term if it can be demonstrated that there are
revenue is recognized to the extent of contracts costs recoverable. Capitalized transition costs are classified in
incurred that are likely to be recoverable. “Trade accounts and notes receivable” of the consolidated
balance sheet and amortization expense is recorded in
Revenue for long-term fixed price is recognized when “Operating expenses” in the consolidated income
services are rendered. statement.

In case the contract turns out to be loss-making, capitalized the initial valuation. The fair value of share options is
transition costs are impaired for the related forecasted loss, recognized in “Personnel expenses” on a straight-line basis
before recognizing an additional provision for estimated over the period during which those rights vest, using the
losses on completion when necessary. straight-line method, with the offsetting credit recognized
directly in equity.
Operating margin
The underlying operating performance on the ongoing In some tax jurisdictions, Group’s entities receive a tax
business is presented within operating margin, while deduction when stock options are exercised, based on the
unusual operating income/expenses are separately Group share price at the date of exercise. In those
itemized and presented below the operating margin, in instances, a deferred tax asset is recorded for the difference
line with the CNC (Conseil National de la Comptabilité) between the tax base of the employee services received to
recommendation n°2009-R-03 (issued on July 2nd, 2009) date (being the future tax deduction allowed by local tax
regarding the financial statements presentation. authorities) and the current carrying amount of this
deduction, being nil by definition. Deferred tax assets are
Other operating income and expenses estimated based on the Group’s share price at each closing
“Other operating income and expenses” covers income or date, and are recorded in income tax provided that the
expense items that are unusual, abnormal and infrequent. amount of tax deduction does not exceed the amount of
They are presented below the operating margin. the related cumulative stock option expenses to date. The
excess, if any, is recorded directly in the equity.
Classification of charges to (or release from) restructuring
and rationalization and associated costs provisions in the Employee Share Purchase Plans offer employees the
income statement depends on the nature of the plan: opportunity to invest in Group’s shares at a discounted
• Plans directly in relation with operations are classified price. Shares are subject to a five-year lock-up period
within the Operating margin; restriction. Fair values of such plans are measured taking
• Plans related to business combinations or qualified as into account:
unusual, infrequent and abnormal are classified in the • The exercise price based on the average opening share
Operating income; prices quoted over the 20 trading days preceding the date
• If a restructuring plan qualifies for Operating income, the of grant;
related real estate rationalization & associated costs • The 20% discount granted to employees;
expenses regarding premises and buildings is also • The consideration of the five-year lock-up restriction to
presented in Operating income. the extent it affects the price that a knowledgeable, willing
market participant would pay for that share; and
When accounting for business combinations, the Group • The grant date: date on which the plan and its term and
may record provisions for risks, litigations, etc. in the conditions, including the exercise price, is announced to
opening balance sheet for a period of 12 months beyond employees.
the business combination date. After the 12-month period,
unused provisions arising from changes in circumstances Fair values of such plans are fully recognized in “Personnel
are released through the income statement under “Other expenses” at the end of the subscription period.
operating income and expenses”.
The Group has also granted to management and certain
“Other operating income and expenses” also include major employees’ free shares plans. The fair value of those plans
litigations, and non-recurrent capital gains and losses on corresponds to the value of the shares at the grant date
the disposal of tangible and intangible assets, significant and takes into account the employee turnover during the
impairment losses on assets other than financial assets, vesting period as well as the value of the lock-up period
the amortization of the Customer Relationships, or any restriction when applicable. Free share plans result in the
other item that is infrequent, unusual and abnormal. recognition of a personal expense spread over the rights
vesting period.
Equity-based compensation
Stocks options are granted to management and certain Corporate income tax
employees at regular intervals. These equity-based The income tax charge includes current and deferred tax
compensations are measured at fair value at the grant date expenses. Deferred tax is calculated wherever temporary
using the binomial option-pricing model. Changes in the differences occur between the tax base and the
fair value of options after the grant date have no impact on consolidated base of assets and liabilities, using the liability

method. Deferred tax is valued using the enacted tax rate instruments, by the weighted average number of ordinary
at the closing date that will be in force when the temporary shares outstanding during the period, plus the average
differences reverse. number of shares which, according to the share buyback
method, would have been outstanding had all the issued
Deferred tax assets and liabilities are netted off at the dilutive instruments been converted (stock options and
taxable entity level, when there is a legal right to offset. convertible debt).
Deferred tax assets corresponding to temporary
differences and tax losses carried forward are recognized The dilutive impact of each convertible instrument is
when they are considered to be recoverable during their determined in order to maximize the dilution of basic
validity period, based on historical and forecast earnings per share. The dilutive impact of stock options is
information. assessed based on the average price of Atos shares over
the period.
Deferred tax liabilities for taxable temporary differences
relating to goodwill are recognized, to the extent they do Related party transactions
not arise from the initial recognition of goodwill. Related party transactions include in particular
transactions with:
Deferred tax assets are tested for impairment at least • Persons or a close member of that person’s family if that
annually at the closing date based on December actuals, person is a member of the key management personnel of
business plans and impairment test data. the Group as defined as persons who have the authority
and responsibility for planning, directing and controlling
the activity of the Group, including members of the Board
Earnings per share of Directors, Supervisory Board and Management Board,
Basic earnings per share are calculated by dividing the net as well as the Executive Senior Vice Presidents.
income (attributable to owners of the parent) by the • Entities if one of the following conditions apply:
weighted average number of ordinary shares outstanding - The entity is a member of the Group;
during the period. Treasury shares deducted from - The entity is a joint venture in which the Group is
consolidated equity are not taken into account in the participating;
calculation of basic or diluted earnings per share. - The entity is a post-employment benefit plan for the
benefit of employees of the Group ;
Diluted earnings per share are calculated by dividing the - The entity is controlled or jointly controlled by a person
net income (attributable to owners of the parent), adjusted belonging to the key management.
for the financial cost (net of tax) of dilutive debt
C.4.7.4 Financial risk management
The Group’s activities expose it to a variety of financial conditions of these loans include maturity and covenants
risks including liquidity risk, interest rate risk, credit risk leaving sufficient flexibility for the Group to finance its
and currency risk. Financial risk management is carried operations and expected developments.
out by the Global Treasury Department and involves
minimizing potential adverse effects on the Group’s Credit facilities are subject to financial covenants that are
financial performance. carefully followed by Group Treasury Department.
Liquidity risk Maturity analysis of financial liabilities is disclosed

Liquidity risk management involves maintaining sufficient in Note 22.
cash and marketable securities and the availability of
funding through an adequate amount of committed credit Interest rate risk
facilities. Interest rate risk arises mainly from borrowings. The
management of exposure to interest rate risk
Atos’s policy is to cover fully its expected liquidity encompasses two types:
requirements by long-term committed loans or other • A price risk on fixed-rate financial assets and liabilities. For
appropriate long-term financial instruments. Terms and example, by contracting a fixed-rate liability, the Group is

exposed to potential opportunity losses should interest Currency risk

rates fall. A change in interest rates would impact the The Group’s financial performance is not materially
market value of fixed-rate financial assets and liabilities. influenced by fluctuations in exchange rate since a
However, this loss of opportunity would not impact significant portion of the business takes place within the
financial income and expenses as reported in the Eurozone and costs and revenues are generally
consolidated income statement and, as such, future net denominated in the same currency.
income of the Group up to maturity of these assets.
• A risk on floating-rate financial assets and liabilities The Group has established a policy for managing foreign
should interest rates increase. exchange positions resulting from commercial and
The main objective of managing overall interest rate on the financial transactions denominated in currencies different
Group’s debt is to minimize the cost of debt and to protect from the local currency of the relevant entity. According to
the Group against fluctuations in interest rates by this policy, any material exposure must be hedged as soon
swapping to fixed rate a portion of the floating-rate as it occurs. In order to hedge its foreign exchange rate
financial debt. Authorized derivative instruments used to exposure, the Group uses a variety of financial
hedge the debt are swap contracts entered with leading instruments, mainly forward contracts and foreign
financial institutions. currency swaps.
Credit risk Price risk

The Group has no significant concentrations of credit risk. ’The Group has no material exposure to the price of equity
The client selection process and related credit risk analysis securities, nor is it exposed to commodity price risks.
is fully integrated within the global risk assessment project
conducted throughout the life cycle of a project. Derivative
counterparties and cash transactions are limited to high-
credit quality financial institutions.

C. Finance
C.5. Notes to the consolidated financial statements
C.5 Notes to the consolidated financial statements
Note 1 Changes in the scope of consolidation
Business combination organizations in matters of geography, business and

As of July 1st, 2011, Atos acquired from Siemens 100% industry.
of Siemens IT Solutions and Services , European based
leading IT services provider which offers IT expertise Following this acquisition, Siemens became the largest
and delivers industry focused end-to-end IT solutions. customer of Atos. The following summarizes the major
classes of consideration transferred, and the recognized
The deal has created a new company ranked in the top ten amounts of assets acquired and liabilities assumed at the
global IT services providers, the new company is a acquisition.
powerful combination of two highly complementary
Consideration transferred
(In EUR million) Amount
Initial consideration paid in cash 176.6
Price adjustments in cash (160.8)
Convertible bonds issued to Siemens 250.0
Atos' shares issued to Siemens 482.4
Total consideration transferred 748.2
Convertible bonds Indemnification in respect of representations

Siemens has received EUR 5.4 million bonds convertible and warranties given by Siemens
into new or existing shares of Atos representing a nominal Save for certain exceptions, Siemens has undertaken
amount of EUR 250.0 million. to indemnify Atos for any individual loss suffered as
a result of the breach or inaccuracy of the representations
Atos Shares and warranties given, up to a maximum cap of
As part of the transaction Atos also issued EUR 12.5 million EUR 100.0 million and subject to customary limitations
new ordinary shares in Atos representing 15% of the share including with respect to thresholds and time limits.
capital of Atos, fully paid-up, with a par value of one euro.
The fair value of ordinary shares issued was based on the Indemnification of Atos for certain specific risks
listed share price of the Company at July 1st, 2011 of EUR In addition to and irrespective of the representations and
38.65. warranties given to Atos, as mentioned above, Siemens has
agreed to indemnify Atos in respect of certain risks and/or
Price adjustments costs, including those specifically described hereafter.
Price adjustments resulting from the application of the
deal terms have been agreed by the parties in February Siemens activities outside the scope of the Siemens IT
2012 and will be settled in cash in the first quarter of 2012 Solutions and Services business
(refer to Note 28 Subsequent events). Those price Siemens has agreed to indemnify Atos for all costs or risks
adjustments include EUR 30.0 million of contingent relating to the activities of Siemens which are not part of
consideration corresponding to doubtful receivables the Siemens IT Solutions and Services Business acquired
and loss making contract provision which would be by Atos.
reimbursed to Siemens in the unlikely situation where
such losses would not occur. Identified contracts at risk – Projects risks
Siemens has agreed to compensate, subject to certain
limitations, Atos for certain risks and losses incurred

C. Finance
in respect of four specific commercial contracts entered within a period of two years following the closing date
into by Siemens IT Solutions and Services . as either not having been or not having been properly
accounted for in the determination of the cash adjustment
Risks arising from other commercial contracts agreed on February 23rd, 2012.
Siemens has agreed to partially indemnify Atos, subject to Siemens’ residual liability in respect of this indemnity
certain limitations, in respect of (i) commercial contracts is capped at a maximum amount of EUR 119.4 million.
entered into by Siemens IT Solutions and Services that are
terminated by a customer as a result of a change of control Certain commercial disputes
of Siemens IT Solutions and Services following the Siemens has also given a specific indemnity for the costs to
contribution or the implementation of the carve-out as be incurred in respect of certain ongoing commercial
well as (ii) certain commercial contracts that are disputes of Siemens IT Solutions and Services .
considered at risk of generating losses and are identified
Identifiable assets acquired and liabilities assumed at the date of acquisition

(in EUR million) Amount
Intangible assets 396.5
Tangible assets 309.4
Non-current financial assets 4.5
Deferred tax assets 138.8
Total non-current assets 849.2
Trade accounts and notes receivables 741.5
Current taxes 14.5
Other current assets 412.9
Current financial instruments 31.8
Cash and cash equivalents 248.9
Total current assets 1,449.6
TOTAL ASSETS (A) 2,298.8
Provision for pensions and similar benefits 78.8
Provisions 621.9
Non-current portion of Borrowings 0.7
Deferred tax liabilities 165.8
Other non-current liabilities 26.1
Non-current liabilities 893.3
Trade accounts and notes payables 387.7
Current taxes 5.4
Current financial instruments 0.3
Current portion of borrowings 42.2
Other current liabilities 595.1
Current liabilities 1,030.7
TOTAL LIABILITIES (B) 1,924.0
Fair value of identifiable net assets (A)-(B) 374.8

C. Finance
The valuation of assets acquired and liability assumed revenue and operating margin of former Siemens IT
at their fair value has resulted in the recognition of new Solutions and Services entities in the second half of 2011.
intangible assets, EUR 324.1 million of customer
relationships and backlog determined by an independent If new information is obtained within one year from the
expert, and the re-measurement of tangible assets and acquisition date about facts and circumstances that
liabilities. This amount is being amortized on a straight line existed at the acquisition date identifies adjustments to the
basis over a period of 8.75 years, generating an annual above amounts, or any additional provision that existed at
charge of EUR 37.0 million. Therefore, a charge of the acquisition date, then the acquisition accounting will
EUR 18.5 million was recorded for the second half of 2011. be revised. Atos will notably revise the acquisition
accounting to reflect the UK pensions which has been
The effects of the combination of the businesses the July postponed once sufficient information on the transfer is
1st, 2011 (the mergers of legal entities, the implementation available.
of the Atos transfer policy, staggered annual closing dates
and the change of service lines definition) do not allow to Preliminary Goodwill
provide accurate information in a reasonable delay on Preliminary goodwill was recognized as a result of the
acquisition as follows:
(in EUR million) Amount
Total consideration transferred 748.2
Fair value of identifiable net assets (374.8)
Preliminary Goodwill 373.4
The residual goodwill is attributable mainly to the brought by Siemens IT Solutions and Services were EUR
balanced geographical position, Siemens IT Solutions and 361.0 million. This amount includes an EUR 155.0 million
Services’ highly skilled workforce and some know-how. amount reflected in the acquisition price in order to
It also reflects the synergies expected to be achieved from compensate for the negative impact of the new payment
integrating into the Group. term applied to former Siemens IT Solutions and Services
contracts with the Siemens Group (from zero to 45 days)
The goodwill arising from this acquisition is not tax from July 1st, 2011. Consequently, the net impact of the net
deductible. cash and cash equivalents of the acquisition of Siemens IT
Solutions and Services is a positive result of EUR 29.4
Acquisition-related costs million.
The Group incurred acquisition-related costs of
EUR 13.7 million related in particular to external fees of Other acquisitions
advisers dedicated to this transaction. These costs have The Group has invested EUR 9.2 million into the
been recognized in “other operating income and incorporation mainly of the two following joint ventures:
expenses” in the Group’s consolidated income statement. • Buyster, with French mobile telco operators and Atos
Worldline France (EUR 2.6 million), and
Net cash outflow on acquisition of subsidiaries • Joint venture with ZTE, a leading Telco operator in China
Part of the consideration transferred has been paid in cash (EUR 4.3 million).
and amounted EUR 176.6 million. On July 1st, 2011, at the end
of the transaction, the net cash and cash equivalents
Note 2 Segment information
According to IFRS 8, reported operating segments profits decision maker, who is responsible for allocating
are based on internal management reporting information resources and assessing performance of the operating
that is regularly reviewed by the chief operating decision segments, has been identified as the company CEO and
maker, and is reconciled to Group profit or loss. The chief chairman of the Board of Directors who makes strategic
operating decision maker assesses segments profit or loss decisions.
using a measure of operating profit. The chief operating

C. Finance
Following the acquisition of Siemens IT Solutions and Services , the chief operating maker decided to reorganize as per the
operating segments detailed here below:
Operating segments Activities
Germany Consulting & Technology Services, Systems Integration, Managed Services and
Hi-Tech Transactional Services & Specialized Businesses (excluding Atos Worldline)
in Germany.
France Consulting & Technology Services, Systems Integration, Managed Services and
Hi-Tech Transactional Services & Specialized Businesses (excluding Atos Worldline
and Atos Worldgrid) in France.
United Kingdom Consulting & Technology Services, Systems Integration, Managed Services and
Hi-Tech Transactional Services & Specialized Businesses in Ireland and the United
Kingdom.
& Ireland Consulting & Technology Services, Systems Integration, Managed Services and
Hi-Tech Transactional Services & Specialized Businesses in Ireland and the United
Kingdom.
Benelux Consulting & Technology Services, Systems Integration, Managed Services and
in Belux and The Netherlands.
Atos Worldline Hi-Tech Transactional Services & Specialized Businesses in Belgium, China, France,
Germany, India, Indonesia, Malaysia, Philippines, Singapore, Taiwan and Thailand.
Central & Eastern Europe Systems Integration, Managed Services and Hi-Tech Transactional Services
& Specialized Businesses in Austria, Bulgaria, Croatia, Czech Republic, Poland,
Romania, Serbia, Slovakia and Turkey.
North America Systems Integration, Managed Services in Canada and United States of America.
North & South Western Europe Systems Integration, Managed Services and Hi-Tech Transactional Services
& Specialized Businesses in Denmark, Finland & Baltics, Greece, Italy, Sweden
and Switzerland.
Iberia Consulting & Technology Services, Systems Integration, Managed Services and
Hi-Tech Transactional Services & Specialized Businesses (excluding Atos
Worldgrid) in Andorra, Portugal and Spain.
Other countries Consulting & Technology Services, Systems Integration, Managed Services and
in Argentina, Australia, Brazil, Chile, China, Colombia, Egypt, Hong-Kong, India,
Indonesia, Japan, Malaysia, Mexico, Morocco, Philippines, Singapore, South Africa,
Taiwan, Thailand, UAE, and also Atos Worldgrid (China, France and Spain) and
Major Events activities.
Inter-segment transfers or transactions are entered into The revenues from each external contract amounted to
under the normal commercial terms and conditions less than 10 per cent of the Group’s revenue.
that would also be available to unrelated third parties.

C. Finance
The changes compared to 2010 segments organization are the following:
Operating segments in 2010 Bridge Operating segments in 2011
GCEMA Germany Germany
Austria, Poland and Turkey Central & Eastern Europe
Greece and Switzerland North & South Western Europe
France France excluding Atos Worldgrid France
Atos Worldgrid France Other countries
Spain Andorra and Spain excluding Iberia

Atos Worldgrid
Atos Worldgrid Spain Other countries
Other countries Hi-Tech Transactional Services in China, Atos Worldline

Indonesia, Japan, Malaysia, Singapore,
Taiwan and Thailand
United States of America North America
All “Other countries” but United States Other countries

of America and the above-mentioned
HTTS countries
The change in internal management reporting is applied

retrospectively and comparative figures are restated.

C. Finance
The operating segment information for the periods is as follows:
United Central &

(in EUR million) Germany France Kingdom & Benelux Atos Worldline Eastern
Ireland Europe
12 months ended 31 December 2011

External revenue by segment 1,099.6 991.0 1,194.9 942.2 913.1 310.6
% 16.1% 14.5% 17.5% 13.8% 13.4% 4.6%
Inter-segment revenue 74.5 83.2 15.3 43.6 19.8 54.2
Total revenue 1,174.1 1,074.2 1,210.2 985.8 932.9 364.8
Segment operating margin 83.1 19.3 79.7 70.2 157.0 29.1
% 7.6% 1.9% 6.7% 7.4% 17.2% 9.4%
Total segment assets 990.7 625.9 1,003.6 997.5 691.5 338.1
Other information on income statement
Depreciation of assets (57.5) (25.2) (42.1) (40.6) (41.4) (16.0)
Impairment losses for fixed assets (0.1)
Reversal of impairment losses for fixed assets 1.0 0.3
Other information
Year end headcount 9,164 10,576 9,667 7,132 5,849 4,814
Capital expenditure 59.0 14.9 37.9 31.8 39.3 10.8
Net debt (1,053.4) 67.6 245.7 68.9 (43.3) (30.2)

External revenue by segment 375.8 1,073.5 904.1 937.7 902.9 50.7
% 7.5% 21.4% 18.0% 18.7% 18.0% 1.0%
Inter-segment revenue 40.9 62.0 6.7 29.9 17.5 12.2
Total revenue 416.7 1,135.5 910.8 967.6 920.4 62.9
Segment operating margin 13.5 41.5 77.1 92.5 161.5 0.1
% 3.6% 3.9% 8.5% 9.9% 17.9% 0.2%
Total segment assets 237.1 604.4 700.7 782.2 700.1 23.6
Other information on income statement
Depreciation of fixed assets (27.3) (27.1) (27.7) (48.9) (42.0) (2.9)
Impairment losses for fixed assets (0.9) (0.4)
Reversal of impairment losses for fixed assets 2.5 0.1
Other information
Year end headcount 2,550 11,157 6,264 6,958 5,916 747
Capital expenditure 13.0 18.4 36.4 28.3 32.0 2.6
Net debt (20.3) 51.0 184.9 97.4 (15.1) 3.5

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Total
North & South Other Global Other Global
North America Iberia Operating Elimination Total Group
West Europe countries Delivery Lines Structures
segments
304.0 223.5 314.3 518.9 6,812.1 0.4 6,812.5

4.5% 3.3% 4.6% 7.6% 100.0% 100.0%
13.4 9.8 9.4 145.3 468.5 (9.1) (459.4) -
317.4 233.3 323.7 664.2 7,280.6 (8.7) (459.4) 6,812.5
31.5 16.6 3.9 34.3 524.7 (102.3) 422.4
10.4% 7.4% 1.2% 6.6% 7.7% 6.2%
212.9 243.5 204.1 520.8 5,828.6 - 372.9 - 6,201.5
(11.5) (9.1) (3.2) (24.0) (270.6) (10.6) (281.2)

(0.8) (0.9) (0.9)
1.3 1.3
3,810 1,681 5,004 15,597 73,294 675 73,969

7.4 8.7 2.6 22.2 234.6 18.7 253.3
(24.0) (53.1) 31.9 34.1 (755.8) 897.6 141.8
87.6 22.1 299.6 365.8 5,019.8 0.8 5,020.6

1.7% 0.4% 6.0% 7.3% 100.0% 100.0%
14.5 3.9 4.8 98.7 291.1 (291.1) -
102.1 26.0 304.4 464.5 5,310.9 0.8 (291.1) 5,020.6
3.5 (3.8) (10.0) 40.6 416.5 (16.3) (62.8) 337.4
4.0% (17.2%) (3.3%) 11.1% 8.3% 6.7%
28.5 39.4 206.6 336.5 3,659.1 - 63.0 - 3,722.1
(4.9) (0.2) (2.9) (23.0) (206.9) (6.8) (213.7)

(1.3) (1.3)
2.6 2.6
604 116 5,349 8,425 48,086 192 48,278

2.5 0.2 2.6 19.3 155.3 31.5 186.8
(38.8) (15.2) 49.9 0.5 297.8 (158.6) 139.2

C. Finance
The assets detailed above by segment are reconciled to total assets as follows:

Total segment assets 6,201.5 3,722.1
Tax Assets 398.8 334.8
Cash & Cash Equivalents 766.8 422.2
Total Assets 7,367.1 4,479.1
The Group’s revenues from external customers are split into the following service lines:
HTTS (*)
Consulting & Systems Managed & Unal- Total
(in EUR million) Technology Integration Services Specialized located Group
Services Businesses
External revenue by segment 587.7 1,770.5 2,891.4 1,562.5 0.4 6,812.5
% 8.6% 26.0% 42.4% 22.9% 0.0% 100.0%
External revenue by segment 207.8 1,769.9 1,847.1 1,195.0 0.8 5,020.6
% 4.1% 35.3% 36.8% 23.8% 0.0% 100.0%

(*) Hi-Tech Transactional Services.
Note 3 Personnel expenses
12 12
months % months %
(In EUR million) ended ended
Revenue Revenue
31st Dec. 31st Dec.
2011 2010
Wages and salaries (2,772.0) 40.7% (2,160.9) 43.0%
Social security charges (766.7) 11.3% (635.7) 12.7%
Tax, training, profit-sharing (66.5) 1.0% (52.8) 1.1%
Equity-based compensation (10.5) 0.2% (11.5) 0.2%
Net (charge) /release to provisions for staff expenses 3.3 0.0% (0.1) 0.0%
Difference between pension contributions and net pension expense (*) 48.2 (0.7%) 51.5 (1.0%)
Total (3,564.2) 52.3% (2,809.5) 56.0%

(*) Difference between total cash contributions made to the pensions funds and the net pension expense under IAS19.
Equity-based compensation • EUR 4.3 million related to the Group shareholding

The EUR 10.5 million charges recorded within operating program SPRINT implemented in November 2011,
margin for equity based compensation (EUR 11.5 million • EUR 0.6 million related to the Management Incentive
in 2010) is made of: Plans (MIP) and Long-Term Incentive plans (LTI)
• EUR 5.3 million related to the stock option plans granted implemented in 2008 and in 2007, and of,
in previous years,

C. Finance
• EUR 0.3 million related to a new share grant plan set-up

in December 22nd, 2011.
Stock option plans

The Group recognized a total expense of EUR 5.3 million on stock options (EUR 8.9 million in 2010) detailed as follows:
2011 expense Number of shares

Date of grant (in EUR million) initially granted
23 December 2008 0.6 1,378,000
26 March 2009 1.2 1,850,000
3 July 2009 1.2 1,443,500
4 September 2009 0.3 259,000
31 December 2010 2.0 374,500
TOTAL 5.3 5,305,000
Details of share options outstanding at the end of year were as follows:

31st Dec. 2011 31st Dec. 2010
Number of Weighted Number of Weighted

share average share average
strike price strike price
Outstanding at the beginning of the year 9,447,800 41,3 10,310,776 43.3
Granted during the year - - 374,500 48.8
Forfeited during the year (162,445) 31.2 (244,386) 29.3
Exercised during the year (219,070) 23.9 (193,615) 22.6
Expired during the year (565,050) 79.1 (769,475) 79.1
Outstanding at the end of the year 8,531,235 39.5 9,477,800 41.3
Exercisable at the end of the year, below year-end 2,860,202 23.6 1,839,051 23.2
stock price (*)
(*) Year-end stock price: EUR 33.91 at 31 December 2011 and EUR 39.84 at 31 December 2010.
Options outstanding at the end of the year have the average share price increase. The initial employee
a weighted average remaining contractual life of 5.2 years investment and this increase is guaranteed by the bank
(2010: 6.0 years). which benefits from the 20% discount on the 10 shares.
As a consequence of the SPRINT plan, the Group
Employee Share Purchase Plan (SPRINT) issued 950,468 shares at a reference share price of
Employee Share Purchase Plan called SPRINT was open to EUR 35.35 (before the 20% discount application).
employees throughout the Group. The plan offers eligible In accordance with the specific guidance issued by the
employees two formulas: CNC (Conseil National de la Comptabilité), the cost related
• the SPRINT dynamic formula: purchase of shares at a to SPRINT takes into account the effect of the five-year
20% discount with a five-year lock-up period restriction. lock-up period restriction calculated based on the
The initial investment is not protected, and following parameters:
• the SPRINT secure formula: the leveraged structure • Risk free interest rate: 1.7%
implemented with a bank allows the employee to receive • Credit spread: 5.2%
after the five-year lock-up period the highest of the initial • Borrowing-lending spread: 1.5%.
investment increased by a 2% of interest and ten times

C. Finance
Share grant plan linked to Group performance grant plan whereby 991,050 shares were granted with the
On December 22nd, 2011, the Group has set-up a new share following actuarial parameters:
31 December 2011
French plan Foreign plan
Vesting Date 22 Dec. 2013 17 Mar. 2014 22 Dec. 2015 17 Mar. 2016
Share price at grant date 33.335 33.335 33.335 33.335
Expected life 24.00 months 26.76 months 48.00 months 50.76 months
Risk free interest rate 1.94% 1.94% - -
Borrowing-lending spread 1.50% 1.50% - -
Expected dividend yield 1.0% 1.0% 1.0% 1.0%
Expected employee turnover 5% per year 5% per year 5% per year 5% per year
Fair value of options granted 28.52 28.11 26.09 25.71
Following the 2007 French social security regulation to EUR 1.6 million expense as a social charge has been
(Loi pour le financement de la Sécurité Sociale), recorded in 2011 related to the French plans.
Total expense in operating margin related to free share plans during the year was the following:
Year ended Year ended

(In EUR million) 31 December 2011 31 December 2010
Plan 2011 0.3 -
LTI 2008 0.2 0.5
MIP 2008 0.2 1.5
LTI 2007 0.1 0.3
MIP 2007 0.1 0.3
Total 0.9 2.6

C. Finance
Note 4 Operating expenses
12 months 12 months
ended ended
(In EUR million) % Revenue % Revenue
31 December 31 December
2011 2010
Subcontracting costs direct (974.1) 14.3% (542.0) 10.8%

Purchase hardware and software (334.9) 4.9% (197.8) 3.9%
Maintenance costs (302.7) 4.4% (222.1) 4.4%
Rent & Lease expenses (248.2) 3.6% (194.9) 3.9%
Telecom costs (197.4) 2.9% (117.7) 2.3%
Traveling expenses (147.4) 2.2% (112.1) 2.2%
Company cars (89.6) 1.3% (80.9) 1.6%
Professional fees (150.5) 2.2% (98.2) 2.0%
Taxes & Similar expenses (19.9) 0.3% (4.2) 0.1%
Others expenses (136.7) 2.0% (86.6) 1.7%
Subtotal expenses (2,601.4) 38.2% (1,656.5) 33.0%
Depreciation of fixed assets (280.3) 4.1% (213.7) 4.3%
Net (charge) / release to provisions 49.3 (0.7%) (3.8) 0.1%
Gains / (Losses) on disposal of assets (0.8) 0.0% (1.0) 0.0%
Trade Receivables write-off (15.9) 0.2% (18.8) 0.4%
Capitalized Production 23.2 (0.3%) 20.1 (0.4%)
Subtotal other expenses (224.5) 3.3% (217.2) 4.3%
Total (2,825.9) 41.5% (1,873.7) 37.3%
Note 5 Other operating income and expenses
Other operating income and expenses related to income and represented a net expense of EUR 74.7 million in 2011.
and expenses that are unusual, abnormal and infrequent The following table presents this amount by nature:


Customer relationships amortization (PPA)* (18.5) -
Change in UK pension indexation 76.9 -
Impairment - (25.0)
Other items (1.1) 0.1
Total (74.7) (137.3)
* Purchase Price Allocation.

C. Finance
The EUR 56.9 million staff reorganization expense was the customer relationships and backlog brought by
the consequence of both the Group workforce adaptation Siemens IT Solutions and Services which was part of the
to the effects of the economic recession and the non- purchase price at acquisition date (PPA: Purchase Price
recurring costs induced by the TOP Programs aimed Allocation). This amount is being amortized on a straight
at improving Group efficiency and productivity. The line basis over a period of 8.75 years, generating an annual
combination of these actions affected mainly The charge of EUR 37.0 million. Therefore, a charge of
Netherlands for EUR 14.4 million, Iberia for EUR 13.6 million EUR 18.5 million was recorded for the second half of 2011.
and France for EUR 13.5 million. The reorganization plans
concerning former Siemens IT Solutions and Services Atos recognized a positive result of EUR 76.9 million in
employees were fully provided for as of June 30th, 2011 other operating income in respect of the change in future
by the former Siemens IT Solutions and Services entities pension indexation references for its principal pension
and had no impact on the income statement. plans in the UK. Going forward, a significant proportion of
UK pensions will be indexed based on Consumer Price
The EUR 29.6 million rationalization and associated Index (CPI) instead of Retail Price Index (RPI), which was
costs primarily resulted from office premises previously used. As CPI is expected to provide less
rationalization and datacenters consolidation mainly in pension revaluation than RPI in the long term, estimation
Benelux for EUR 8.9 million, Germany for EUR 6.1 million, of pension liabilities has been reduced accordingly.
N&SWE for EUR 3.1 million and France for EUR 2.9 million.
The other items amounted to an expense of
The costs of integration resulting from the acquisition EUR 1.1 million.
of Siemens IT Solutions and Services (SIS) for
EUR 31.8 million mostly consisted of: In 2010, the “other operating income and expenses”
• Costs of IT infrastructure carve out and homogenization included:
of tools and processes (EUR 15.3 million), and • The Group transformation costs for EUR 103.2 million,
• Rebranding and communication expenses • The impairment expense of EUR 25.0 million recorded
(EUR 10.6 million). on Iberia cash generating unit following a deterioring
economic environment in Spain, and
Costs incurred for the acquisition of Siemens IT Solutions • The professional fees of EUR 9.2 million related to
and Services amounted to EUR 13.7 million. acquisitions including EUR 7.5 million linked to Siemens
IT Solutions and Services and EUR 1.7 million linked to
An amount of EUR 324.1 million was recognized as Venture Infotek Global Private Ltd in India.
Customer Relationships related to the value of
Note 6 Net financial income
Net cost of financial debt

Net interest expenses (29.1) (18.4)
Interest on obligations under finance leases (0.2) (0.2)
Gain/(loss) on disposal of cash equivalents 1.5 0.8
Net cost of financial debt (27.8) (17.8)

C. Finance
Net cost of financial debt was EUR 27.8 million (compared to • And the average net cash of EUR 481.8 million bearing
EUR 17.8 million in 2010), including the following elements: an average income rate of 1.03%.
• The average gross borrowing of EUR 745.0 million bearing
an average expense rate of 4.34%, of which: The cost of net debt increase is mainly explained by a
- The used portion of the syndicated loan for an average higher cost of gross debt which was impacted by:
of EUR 279.3 million bearing an effective interest rate • Increase of EUR 234.6 million in the amount of the Gross
of 3.32%, including commitment fees, debt (EUR 745.0 million compared to EUR 510.4 million)
- The convertible bonds issued in October 2009 for an • The IFRS finance cost of the new convertible bonds
outstanding amount of EUR 220.5 million bearing an Siemens.
effective interest rate of 6.68% (under IFRS),
- The convertible bonds exclusively subscribed by This has been partially offset by a better remuneration of
Siemens at time of the acquisition of Siemens IT Solutions the Group average cash from 0.27% in 2010 to 1.03% in 2011.
and Services in July 2011 for an outstanding amount of The net cost of financial debt was covered 15.19 times by
EUR 223.4 million at December 31st, 2011 and an average operating margin, which met the requirement defined
amount of EUR 111.6 million over the period bearing an under the terms of Group syndicated loan contract:
effective interest rate of 4.35% (under IFRS), and operating margin amount should be higher than four
- Other sources of financing, including securitization, for an times the net cost of financial debt.
average of EUR 133.6 million, bearing an effective interest
rate of 2.24 %.
Other financial income and expenses

Foreign exchange income / (expenses) 8.1 2.0
Fair value gain/(loss) on forward exchange contracts held for trading (0.1) (1.6)
Discounting financial income / (expenses) (0.5) (0.5)
Other income / (expenses) (15.1) (6.2)
Other financial income and expenses (7.6) (6.3)
Of which:
- other financial expenses (82.3) (35.1)
- other financial income 74.7 28.8
Non-operational financial costs amounted to between the interests cost and the expected return on
EUR 7.6 million compared to EUR 6.3 million in 2010 and plan assets (EUR 6.4 million expense in 2010). Please refer
mainly composed of pension financial related costs to Note 20 Pensions for further explanation.
(EUR 11.0 million). These costs represent the difference

C. Finance
Note 7 - Income tax expenses
Current and deferred taxes

( In EUR million) 31 December 2011 31 December 2010
Current taxes (112.8) (55.2)
Deferred taxes (16.5) (2.6)
Total (129.3) (57.8)
Effective tax rate

The difference between the French standard tax rate and the Effective Tax Rate (ETR) is explained as follows:

Profit before tax 312.3 176.0
French standard tax rate 36.1% 34.4%
Theoretical tax charge at French standard rate (112.7) (60.6)
Impact of permanent differences (3.4) (1.0)
Differences in foreign tax rates 35.6 19.0
Unrecognized tax assets (26.6) (2.5)
Goodwill impairment - (7.5)
Change in deferred tax rates (9.9) (3.0)
Withholding taxes (10.6) (4.6)
CVAE net of tax (12.7) (11.9)
French Tax credit 8.5 8.5
Other 2.5 5.8
Group tax expense (129.3) (57.8)
Effective tax rate 41.4% 32.8%
Effective tax rate excluding CVAE 37.5% 25.4%
In 2009, the Group decided to qualify the French CVAE Due to new limitations introduced in 2011, tax reforms for
(Cotisation sur la Valeur Ajoutée des Entreprises), part of the use of tax losses carried forward, the Group prudently
the new CET (Contribution Economique Territoriale) set increased its valuation allowances on deferred tax assets
up by the 2010 Finance Bill, as an Income tax in line with in France (EUR 34.0 million) which are included on the
the accounting treatment followed for similar taxes in “Unrecognized tax assets” line in the above table.
other countries.
Excluding this exceptional depreciation, the ETR 2011
The 2011 Group effective tax rate was 41.4%, which was 30.5%.
included the French CVAE for a gross amount of
EUR 19.4 million. Excluding CVAE, the Group effective The line “Other” (EUR 2.5 million) includes in particular the
tax rate was 37.5%. permanent difference arising from tax holidays benefits.

C. Finance
Restated effective tax rate

Profit before tax 312.3 176.0

Other operating income and expenses (74.7) (137.3)
Profit before tax excluding unusual items 387.0 313.3
Tax effect on other operating income and expenses 25.6 32.7
Other unusual items on tax (39.3) 2.6
Group tax expense (129.3) (57.8)
Total of tax excluding unusual items (115.6) (93.1)
Restated effective tax rate 29.9% 29.7%
After restating the unusual items, the restated profit before The EUR -39.3 million of other unusual items on tax
tax was EUR 387.0 million, the restated tax charge was included mainly the increase of valuation allowance
EUR 115.6 million and the restated effective tax rate was 29.9%. on deferred tax assets in France (EUR -34.0 million).
Note 8 Deferred taxes

Deferred tax assets 381.3 321.8

Deferred tax liabilities 244.6 98.5
Net deferred tax 136.7 223.3
Breakdown of deferred tax assets and liabilities by nature
Tax losses carry Customer

(In EUR million) Fixed assets Pensions Other Total
forward relationship
At 1 January 2010 58.2 - 45.1 56.3 26.4 186.0

Charge to profit or loss 15.2 - (2.3) (19.9) 4.4 (2.6)
for the year
Charge to goodwill 0.6 - 2.1 - 1.5 4.2
Charge to equity - - - 25.3 (0.7) 24.6
Reclassification - - - (2.6) 3.0 0.4
Exchange differences 0.7 - 2.5 4.7 2.8 10.7
At 31 December 2010 74.7 - 47.4 63.8 37.4 223.3
Charge to profit or loss (16.5)
(7.0) 5.7 6.0 (26.3) 5.1
for the year
Charge to goodwill 74.8 (99.2) 3.5 25.2 (31.5) (27.2)
Charge to equity (0.1) - - (37.7) (10.4) (48.2)
Reclassification 6.9 - - 0.7 (8.0) (0.4)
Exchange differences 4.4 0.4 2.9 0.1 (2.1) 5.7
At 31 December 2011 153.7 (93.1) 59.8 25.8 (9.5) 136.7

C. Finance
Tax losses carry forward schedule (basis)

(In EUR million)
Recog- Unrecog- Total Recog- Unrecog- Total
nized nized nized nized
2011 - - - - 8.8 8.8
2012 0.9 8.4 9.3 - - -
2013 2.8 2.5 5.3 - 3.3 3.3
2014 45.0 14.2 59.2 3.4 10.1 13.6
2015 1.9 2.6 4.5 - - -
Tax losses available for carry forward 167.8 231.9 399.8 25.2 40.6 65.8
more than 5 years
Ordinary tax losses carry forward 218.3 259.6 478.0 28.6 62.8 91.5
Evergreen tax losses carry forward 298.0 512.0 810.0 198.8 516.3 715.1
Total tax losses carry forward 516.3 771.6 1,287.9 227.4 579.2 806.6
Compared to 2010, total tax losses basis carried forward The countries with the largest tax losses available for carry
increased by EUR 481.3 million. The increase was largely forward were France (EUR 242.8 million), the United
due to the tax losses brought into the Group from former Kingdom (EUR 232.9 million), the United States
Siemens IT Solutions and Services companies (EUR 211.8 million), Brazil (EUR 57.4 million), Germany
(EUR 273.9 million as at December 31st, 2011). The remainder (EUR 132.7 million), Iberia (EUR 95.3 million), Italy
was the creation of new tax losses basis notably in France (EUR 43.1 million), Austria (EUR 43.5 million), Switzerland
(EUR 45.3 million), Iberia (EUR 25.4 million), Germany (EUR 39.1 million) and Hong-Kong (EUR 35.6 million).
(EUR 17.1 million) and Asia pacific (EUR 5.6 million).
Deferred tax assets not recognized by the Group

Tax losses carry forward 232.6 191.6
Temporary differences 65.5 21.0
Total 298.1 212.6

C. Finance
Note 9 Non-controlling Interests
Impact of
31 December 2011 31 December
(In EUR million) Dividends business Other
2010 Income 2011
combination
Arbeitsmarketservice - 2.5 (2.0) 1.7 - 2.2

BetriebsgmBH & Co KG
Atos Pty Ltd 2.6 (1.1) - - (0.4) 1.1
Diamis 1.3 0.2 - - - 1.5
Other 1.5 (0.4) (0.4) 0.6 (0.1) 1.2
Total 5.4 1.2 (2.4) 2.3 (0.5) 6.0
Impact of
31 December 2010 31 December
(In EUR million) 2009 Income Dividends business Other 2010
combination
Atos Worldline Processing 7.9 1.6 (3.7) - (5.8) -

GmbH
Other 3.1 0.5 (0.2) - 2.0 5.4
Total 11.0 2.1 (3.9) - (3.8) 5.4
Note 10 Earnings per share
Basic and diluted earnings per share are reconciled in the generate a restatement of net income used for the diluted
table below. EPS calculation. The EUR 12.2 million restatement
corresponded to the interest expenses relating to
Potential dilutive instruments comprised stock the liability component net of deferred tax (EUR 9.1 million
subscription (equivalent to 1,373,989 options) and issued in 2009 and EUR 3.1 million issued in 2011).
convertible bonds (equivalent to 10,796,902 shares of The average number of stock options not exercised in 2011
which 5,414,771 issued in 2009 and 5,382,131 issued in 2011). amounted to 9,315,255 shares.
The convertible bonds are the only instruments that

(In EUR million and shares) 31 December 2011 31 December 2010
Net income - Attributable to owners of the parent [a] 181.6 116.1
Net income restated of dilutive instruments - Attributable to owners 193.8 124.8

of the parent [b]
Average number of shares outstanding [c] 76,019,755 69,334,351
Impact of dilutive instruments [d] 12,170,891 6,614,780
Diluted average number of shares [e]=[c]+[d] 88,190,646 75,949,131
Earnings per share in EUR [a]/[c] 2.39 1.67
Diluted earnings per share in EUR [b]/[e] 2.20 1.64
No significant shares’ transactions occurred subsequently to the closing that could have a dilutive impact on earnings per
share calculation.

C. Finance
Note 11 Goodwill
Impact of
31 December Acquisitions Exchange rate 31 December
(In EUR million) business Other
2010 Depreciations fluctuations 2011
combination
Gross value 2,187.5 - 373.4 0.3 3.2 2,564.4

Impairment loss (577.6) - - - (4.6) (582.2)
Carrying amount 1,609.9 - 373.4 0.3 (1.4) 1,982.2
Impact of
31 December Acquisitions Exchange rate 31 December
(In EUR million) business Other
2009 Depreciations fluctuations 2010
combination
Gross value 2,038.2 90.7 - 6.3 52.3 2,187.5

Impairment loss (530.6) (25.4) - (6.3) (15.3) (577.6)
Carrying amount 1,507.6 65.3 - - 37.0 1,609.9
Goodwill is allocated to Cash Generating Units (CGUs) that Overall, goodwill increased from EUR 1,609.9 million to
are then part of one of the operating segments disclosed in EUR 1,982.2 million mainly due to the acquisition of
Note 2 Segment information as per IFRS 8 requirements. Siemens IT Solutions and Services entities as detailed in
the Note 1 in the Business combination section.
A summary of the carrying amounts of goodwill allocated
by CGUs or grouping of CGUs is presented hereafter.
Germany 213.9 72.8

France 183.4 178.1
UK & Ireland 520.0 458.9
Benelux 311.6 301.1
Atos Worldline 367.7 377.9
Central & Eastern Europe 63.7 1.3
North America 31.8 -
North & South West Europe 48.5 26.1
Iberia 76.7 65.3
Other countries 164.9 128.4
Total 1,982.2 1,609.9
The recoverable amount of a CGU is determined based on • Discount rates are applied by CGU based on the Group’s
value-in-use calculations. These calculations use cash flow weighted average cost of capital and adjusted to take into
projections based on financial business plans approved by account specific tax rates and country risks relating to
management, covering a three-year period. They are also each geographical area. The Group considers that the
based on the following assumptions: weighted average cost of capital should be determined
• Terminal value is calculated after the three-year period, based on an historical equity risk premium of 5.8%
using an estimated perpetuity growth rate of 2.5 % (as last (compared to 5.3% in 2010), in order to reflect the long-
year). Although exceeding the long term average growth term assumptions factored in the impairment tests.
rate for the countries in which the Group operated, this
rate reflects specifics perspectives of the IT sector, and

C. Finance
As a result, the discount rates used by CGUs are presented hereafter:
2011 2010
Discount rate Discount rate
Germany 10.0% 9.4%
France 9.9% 9.3%
UK & Ireland 10.0% 9.4%
Benelux 10.0% between 9.3% and 9.4%
Atos Wordline 10.0% 9.3%
Central & Eastern Europe 10.0% 9.4%
North America 9.9% 9.3%
North & South West Eruope 10.0% 9.4%
Iberia 10.0% 9.4%
Other countries between 10.0% and 11.5% between 9.3% and 10.6%
An analysis of the calculation’s sensitivity to a combined of these parameters, did not identify any probable
change in the key parameters (operating margin, discount scenarios where the CGU’s recoverable amount would fall
rate and perpetuity growth rate) based on reasonably below its carrying amount.
probable assumptions of variation of +- 50bp for each
Note 12 Intangible assets
(In EUR million) Gross value Amortization Net value
1 January 2010 324.5 (255.6) 68.9
Additions / charges 29.7 (31.5) (1.8)
Disposals / reversals (2.0) 1.7 (0.3)
Exchange differences 8.8 (7.3) 1.5
Impairment - (0.5) (0.5)
Other 9.8 (1.6) 8.2
31 December 2010 370.8 (294.8) 76.0
Additions / charges 58.6 (49.6) 9.0
Disposals / reversals (27.0) 27.0 -
Impact of business combination 72.4 - 72.4
Customer Relationships (PPA) * 324.1 (18.5) 305.6
Exchange differences 13.0 (5.6) 7.4
Other 4.9 (3.2) 1.7
31 December 2011 816.8 (344.7) 472.1
(*) Purchase Price Allocation.

C. Finance
An amount of EUR 324.1 million was recognized as Solutions and Services annual turnover and assuming the
Customer Relationship related to the value of the same average renewal conditions as obtained by Atos
customer relationships and backlog brought by Siemens Origin in the past for each type of contract. This amount is
IT Solutions and Services which was part of the purchase being amortized on a straight line basis over a period of
price at acquisition date (PPA: Purchase Price Allocation). 8.75 years, generating an annual charge of EUR 37.0 million.
The Customer Relationship was valued as per the multi- Therefore, a charge of EUR 18.5 million was recorded for
period excess earning method (income approach) applied the second half of 2011.
to a contracts base representing 80% of the Siemens IT
Note 13 Tangible assets
(In EUR million) Land and buildings IT equipments Other assets Total
Gross value
at 1st January 2011 318.5 817.9 90.4 1,226.8
Additions 17.0 137.6 41.7 196.3
Impact of business 36.3 241.8 31.3 309.4

combination
Disposals (13.2) (183.0) (16.4) (212.6)
Exchange differences 3.9 20.4 (1.8) 22.5
Other 3.1 29.9 (39.3) (6.3)
At 31st December 2011 365.6 1,064.6 105.9 1,536.1
Accumulated
depreciation (168.9) (608.5) (53.0) (830.4)
at 1st January 20111
Depreciation charge for (33.5) (171.4) (12.9) (217.8)

the year
Eliminated on disposal 12.5 177.1 15.9 205.5
Exchange differences (2.0) (17.1) 1.8 (17.3)
Impairment 0.2 - 0.2 0.4
Other 0.7 0.5 2.5 3.7

st
At 31 December 2011 (191.0) (619.4) (45.5) (855.9)
Net value
at 1st January 2011 149.6 209.4 37.4 396.4
At 31st December 2011 174.6 445.2 60.4 680.2
Gross value 292.6 900.0 80.4 1,273.0

at 1st January 2010
Additions 13.7 85.1 55.3 154.1
Disposals (17.9) (210.8) (4.0) (232.7)
Exchange differences 5.2 18.0 2.6 25.8
Other 24.9 25.6 (43.9) 6.6
At 31st December 2010 318.5 817.9 90.4 1,226.8

C. Finance
(In EUR million) Land and buildings IT equipments Other assets Total
Accumulated
depreciation (157.6) (671.2) (36.8) (865.6)
at 1st January 2010
Depreciation charge for (32.2) (121.9) (4.6) (158.7)

the year
Eliminated on disposal 16.1 197.4 3.5 217.0
Exchange differences (3.2) (13.7) (1.9) (18.8)
Impairment 0.1 1.7 - 1.8
Other 7.9 (0.8) (13.2) (6.1)

st
At 31 December 2010 (168.9) (608.5) (53.0) (830.4)
Net value
at 1st January 2010 135.0 228.8 43.6 407.3
At 31st December 2010 149.6 209.4 37.4 396.4
The tangible assets of the Group include mainly IT Atos’ policy is to rent its premises. Therefore, the land and
equipments used in the production centers, in particular buildings items include mainly technical infrastructure
the datacenters and the software factories. Moreover, of our datacenters.
Finance leases
Tangible assets held under finance leases had a net payments under non-cancellable leases amounted to EUR
carrying value of EUR 1.2 million. Future minimum lease 1.4 million at year-end.
(In EUR million) Minimum Interest Principal Minimum Interest Principal

lease lease
payments payments
Less than one year 0.7 (0.1) 0.6 1.0 (0.1) 0.9
Between one and five years 0.7 (0.1) 0.6 1.0 (0.1) 0.9
More than five years - - - - - -
Total 1.4 (0.2) 1.2 2.0 (0.2) 1.8
Note 14 Non-current financial assets
(In EUR million) Notes 31 December 2011 31 December 2010
Pension prepayments Note 20 372.2 203.6
Other (*) 208.1 26.9
Total 580.3 230.5

(*) “Other” include loans, deposits, guarantees, investments in associates accounted for under the equity method and non consolidated
investments.

C. Finance
The EUR 181.2 million increase of “Other” was primarily on February 23rd, 2012 (refer to Note 1 Business
due to the final Siemens IT Solutions and Services combination section and Note 28 Subsequent events).
acquisition settlement agreed between Siemens and Atos
Note 15 Trade accounts and notes receivable
Gross value 2, 013.4 1,259.6
Transition costs 21.1 25.9
Provision for doubtful debt (106.3) (53.2)
Net asset value 1 ,928.3 1,232.3
Prepayments (26.3) (6.4)
Deferred income and upfront payments received (391.8) (262.9)
Net accounts receivable 1,510.2 963.0
Number of days’ sales outstanding (DSO) 54 49
The average credit period on sale of services is between Atos securitization program of trade receivables has
30 and 60 days depending on the countries. been renewed for 5 years on March 6th, 2009 with
a maximum amount of receivables sold of
For balances outstanding for more than 60 days as EUR 500.0 million and a limit of maximum amount
compared to agreed payment terms, the Group considers of financing of EUR 200.0 million. As of December 31st, 2011,
the need for an impairment loss on a case-by-case basis the Group has sold EUR 358.7 million receivables for
through a quarterly review of its balances. which EUR 70.0 million were received in cash. The sale is
with recourse, thus re-consolidated in the balance sheet.
Ageing of net receivables past due
0-30 days overdues 93.4 55.4
30-60 days overdues 25.9 19.5
Beyond 60 days overdues 52.1 25.6
Total 171.4 100.5
The increase of EUR 70.9 million of overdues in 2011 came from the integration of Siemens IT Solutions and Services the
July 1st, 2011.

C. Finance
Movement in provisions for doubtful debt
Balance at beginning of the year (53.2) (53.2)
Impairment losses recognized (19.6) (16.8)
Amounts written off as uncollectible 15.9 18.3
Impairment losses reversed 9.0 -
Impact of business combination (56.7) (0.4)
Other (*) (1.7) (1.1)
Balance at end of the year (106.3) (53.2)

(*) Reclassification and exchange difference.
Note 16 Other current assets
Inventories 25.1 8.9
State - VAT receivables 83.9 48.7
Prepaid expenses 131.0 66.2
Other receivables & current assets 261.0 44.1
Advance payment 56.2 6.7
Total 557.2 174.6
Note 17 Breakdown of assets and liabilities by financial categories
The book value of financial assets corresponds to their fair value.
As of December 31st, 2011 the analysis of assets was the following:
Financial
assets held for
Available-for-
Loans and trading (carried Derivatives
(In EUR million) sale financial
receivables at fair value related assets
assets through profit
or loss)
Non-current financial assets (excluding

investments in associates accounted for - 577.2 - -
under the equity method)
Non-current financial instruments - - - 0.1
Trade accounts and notes receivables 1,928.3 - - -
Other current assets 557.2 - - -
Current financial instruments - - - 1.1
Cash and cash equivalents 678.2 - 88.6 -
Total 3,163.7 577.2 88.6 1.2

C. Finance
As of December 31st, 2010, the analysis of assets was the following:
Financial
assets held for
Available-for-
Loans and trading (carried Derivatives
(In EUR million) sale financial
receivables at fair value related assets
assets through profit
or loss)
Non-current financial assets (excluding

investments in associates accounted for - 230.1 - -
under the equity method)
Non-current financial instruments - - - 0.3
Trade accounts and notes receivables 1,232.3 - - -
Other current assets 174.6 - , -
Current financial instruments - - 0.6 1.5
Cash and cash equivalents 333.9 - 88.3 -
Total 1,740.8 230.1 88.9 1.8
As of December 31st, 2011, the analysis of liabilities was the following:
Financial Liabilities Financial Liabilities – Derivatives related

(In EUR million) designated at fair value Measurement at liabilities
through profit or loss amortized cost
Borrowings - 734.5 -
Non-current financial instruments - - 5.6
Trade accounts and notes 927.2 - -

payables
Current portion of borrowings - 174.1 -
Current financial instruments 0.2 - 6.0
Total 927.4 908.6 11.6
As of December 31st, 2010, the analysis of liabilities was the following:
Financial Liabilities Financial Liabilities – Derivatives related

(In EUR million) designated at fair value Measurement at liabilities
through profit or loss amortized cost
Borrowings - 508.6 -
Non-current financial instruments - - 1.5
Trade accounts and notes 498.7 - -

payables
Current portion of borrowings - 52.7 -
Current financial instruments 1.8 - 0.1
Total 500.5 561.3 1.6

C. Finance
Note 18 Cash and cash equivalents
Cash in hand and short-term bank deposit 678.2 333.9
Money market funds 88.6 88.3
Total 766.8 422.2
Depending on market conditions and short-term cash flow market funds or bank deposits with a maturity period not
expectations, Atos from time-to-time invests in money exceeding three months.
Note 19 Equity attributable to the owners of the parent
Capital increase Convertible bonds issued in 2011

In 2011, Atos increased its common stock by issuing On initial recognition, the financial instrument is split
new shares and incorporating additional paid-in-capital between financial liability for EUR 218.5 million and equity
for EUR 13.7 million, resulting in the creation of 13,652,691 for EUR 31.5 million (EUR 20.8 million net of tax).
new shares composed of:
• the capital increase reserved for Siemens for the Other
acquisition of Siemens IT Solutions and Services for The line “Other” was mainly composed of the impact
12,483,153 new shares, resulting from the difference between
• the attribution of new free shares resulting from the • the EUR 414.2 million statutory capital increase reserved
subscription by the employees to the Group for Siemens for the acquisition of Siemens IT Solutions
shareholding program SPRINT for 950,468 free shares, and
and • Services GmbH and the EUR 482.4 million fair value of
•the exercise during the year 2011 of 219,070 share options. such capital increase on July 1st, 2011 to be retained in the
calculation of the consideration under IFRS 3R (12,483,153
At December 31st, 2011, Atos common stock consisted new shares at the July 1st share price value of EUR 38.65).
of 83,566,768 shares with a nominal value of one euro
per share.
Note 20 Pensions
The total amount recognized in the Group balance sheet salary) gives rise to a valuation of long term commitments
in respect of pension plans and associated benefits for the Group, after deduction of applicable limitations
was EUR 199.6 million at December 31st, 2011. and ceilings. These plans are externally funded through
It was EUR 297.4 million at December 31st, 2010. separate and independent legal entities, which receive
employer and employee contributions.
The Group’s commitments are located predominantly in
the United Kingdom (42% of Group total obligations), The Group commitments are also generated, but to a lesser
Netherlands (32%), Germany (14%), Switzerland (4%) and extent, by legal or collectively bargained end of service or
France (3%). In the United Kingdom, these commitments end of career benefit plans. Group commitments in respect
are generated by legacy defined benefit plans, the majority of post-employment healthcare benefits are not significant.
of which have been closed to further accrual in 2008.
Defined benefit arrangements have been maintained Atos recognizes all asset ceiling effects and actuarial gains
only for the purpose of complying with outsourcing and losses generated in the period in other comprehensive
requirements in the public sector in which case income.
appropriate financial compensation is sought with
customers. In The Netherlands, the pension plan is a
hybrid defined contribution/defined benefit plan. Only the
defined benefit component (capped at a certain level of

C. Finance
Events in 2011
On July 1st, 2011, Atos acquired Siemens IT Solutions Atos has effectively established a new pension scheme in
and Services . As a result pension liabilities and assets the United Kingdom to accommodate new pension
increased during 2011, mostly in Germany and accruals since July 1st, 2011, but negociations related to
Switzerland. The effects are shown in below reconciliation transfer conditions for past service liabilities of former
under the line “business combinations”. Siemens IT Solutions and Services active employees are
still in progress, and as a result, no actual transfer of past
Further, during 2011 in the United Kingdom, the basis for service liabilities has happened before December 31st, 2011
pension increases was changed from Retail Price Index and no such transfer is likely to happen before the second
(RPI) to Consumer Price Index (CPI) in 4 of the 5 major quarter of 2012.
pension plans. This led to a reduction of liability of
EUR 76.9 million, recorded under other operating income Atos is therefore not in a position to record at July 1st, 2011
in the profit and loss account. and December 31st, 2011 any reliable best estimate of
pension liabilities and plan assets potentially transferring
Situation of the transfer of Siemens IT Solutions and to Atos in respect of the above described past service
Services UK pension liabilities pension liabilities.
As a result of the acquisition of Siemens IT Solutions
and Services , Atos and Siemens have agreed that: Maximum estimated transferring liabilities under IAS 19
• past service pension liabilities in respect of former are EUR 320.0 million and will be covered by adequate
employees of Siemens IT Solutions and Services UK assets materializing into an expected positive IAS 19
(especially retirees) shall stay within the Siemens UK surplus. However, this amount is sensitive to the evolution
pension fund (SBS) and will not transfer to Atos, and of long term.
• past service pension liabilities in respect of Siemens IT
Solutions and Services UK active employees joining Atos The amounts recognized in the balance sheet as at
at July 1st, 2011 shall be transferred to a newly established December 31st, 2011 rely on the following components,
Atos Pension Fund in the United Kingdom, subject to determined at each benefit plan’s level:
certain funding and process conditions.
Amounts recognized in financial statements consist of:
Prepaid pension asset – post employment plans 372.2 203.6
Accrued liability – post employment plans (526.5) (488.5)
Accrued liability – other long term benefits (45.3) (12.5)
Net amounts recognized – Total (199.6) (297.4)
Components of net periodic cost
Service cost (net of employees’ contributions) 48.2 27.0
Interest Cost 137.1 121.3
Expected return on plan assets (126.1) (114.9)

C. Finance
Amortization of prior service cost (76.8) 0.9
Amortization of actuarial (gain) / loss (0.5) 0.1
Curtailment (gain) / loss (6.0) (2.6)
Settlement (gain) / loss (2.4) -
Net periodic pension cost – Total expense/(profit) (26.5) 31.8
Of which, net periodic pension cost – post employment plans (27.3) 30.2
Of which, net periodic pension cost – other long term benefits 0.8 1.6
Change in defined benefit obligation ,
Defined benefit obligation –post employment plans at 1 January 2,489.9 2,106.9
Defined benefit obligation – other long term benefits at 1 January 13.6 15.3
Total Defined Benefit Obligation at 1 January 2,503.5 2,122.2
Reclassification of other non-current financial liabilities 1.9 0.7
Exchange rate impact 28.6 69.6
Service cost (net of employees’ contributions) 48.2 27.0
Interest cost 137.1 121.3
Employees’ contributions 24.6 21.1
Plan amendments (77.0) 0.6
Curtailment (6.0) (2.6)
Settlement (3.2) (0.6)
Business combinations / (disposals) - post employment plans 506.6 -
Business combinations / (disposals) - other long term benefits 46.4 -
Benefits paid (89.3) (66.3)
Actuarial (gain) / loss 164.0 210.5
Defined benefit obligation at 31 December 3,285.4 2,503.5

,
Experience adjustments generated in current year on DBO (14.3) (37.8)

C. Finance
Change in plan assets
Fair value of plan assets at 1st January 2,200.6 1,872.4
Exchange rate impact 23.6 54.8
Actual return on plan assets 345.3 222.7
Employer contributions (incl. admin charges) 83.1 81.7
Employees’ contributions 24.6 21.1
Benefits paid by the fund (69.7) (52.1)
Settlements (0.8) -
Business combinations / (disposals) - post employment plans 467.7 -
Business combinations / (disposals) - other long term benefits 7.2 -
Fair value of plan assets at 31st December 3,081.6 2,200.6
Reconciliation of prepaid/(accrued) Benefit cost (all plans)) ,
Funded status-post employment plans (158.5) (290.5)
Funded status-other long term benefit plans (45.3) (12.5)
Unrecognized past service cost 9.4 9.6
Any other amount not recognized (asset ceiling limitation) (5.2) (4.0)
Prepaid/(accrued) pension cost (199.6) (297.4)
Of which provision for pension and similar benefits (571.8) (501.0)
Of which non-current financial assets 372.2 203.6
Reconciliation of net amount recognized (all plans) ,
Net amount recognized at beginning of year (297.4) (240.2)
Reclassification other current liabilities (1.9) (0.7)
Net periodic pension cost – post employment plans 27.3 (30.3)
Benefits paid by employer – post employment plans 12.0 10.7
Employer contributions – post employment plans 81.1 80.7
Business combinations / (disposals) - post employment plans (39.9) -
Business combinations / (disposals) - other long term benefits (39.2) -
Amounts recognized in Other Comprehensive Income 53.9 (105.7)
Other (other long-term benefit, exchange rate) 4.5 (12.0)
Net amount recognized at end of year (199.6) (297.4)

C. Finance
The obligations in respect of benefit plans which are Sensitivity analysis shows that the defined benefit
partially or totally funded through external funds (pension obligation as at the end of the year would increase by 5%
funds) were EUR 3,073.1 million at December 31st, 2011 and as a result of a 30 basis point decrease in discount rate.
EUR 2,392.5 million at December 31st, 2010, representing
more than 93% of Group total obligations.
Plan assets
Plan assets, which do not include Atos securities or any assets used by the Group, were invested as follows:
Equity 19% 26%
Bonds / Interest Rate Swaps 63% 69%
Real Estate 2% 2%
Cash and Cash equivalent 14% 3%
Other 2% -
Prepaid pension situations on balance sheet • Two cash injections of EUR 10.0 million will be made
The net asset of EUR 368.1 million in respect of the Dutch by Atos in 2012 and 2013, and
pension scheme is supported by appropriate refund • Atos has started and will continue to grant a loan to the
expectations, as requested by IFRIC 14. Pension Fund in three instalments of EUR 7.5 million
each, payable in 2011, 2012 and 2013, its reimbursement
Situation of the UK pension funds and impact being subordinated to a recovery of the funding ratio of
on contributions for 2012 the Pension Fund.
The Group expects to contribute EUR 50.2 million
to its United Kingdom schemes next year versus If the funding ratio was to fall below a trajectory leading
EUR 40.5 million in 2011 of which EUR 33.5 million being to a 105% funding ratio at December 31st, 2013, then
deficit recovery payments. The increase is mainly due to payments would be increased by up to a maximum of
contributions to the new pension scheme set up after the EUR 9.0 million per year between 2010 and 2013. Similarly,
Siemens IT Solutions and Services acquisition. these payments (except EUR 15.0 million of cash
injections) can be reduced if the funding ratio follows a
Situation of the Dutch pension fund and impact trajectory leading to a funding ratio above 117.5% at
on contributions for 2012 December 31st, 2013.
Atos is executing a five year recovery plan with its Dutch
Pension Fund, an independent legal entity managing the At December 31st, 2011, the indicative funding ratio of the
assets segregated from the company’s assets to secure the Dutch Pension Fund was 95.5%. This ratio is below the
provision of future pensions as requested by legislation. 95.8% milestone as at December 31st, 2011 of the 105%
trajectory agreed between Sponsor (Atos Netherlands)
Previous contractual agreement committed Atos to ensure and its Dutch Pension Fund. Under the recovery
a permanent 110% funding of local pension obligations, agreement, if the final funding ratio – to be determined for
as appreciated under local solvency rules. the pension fund’s annual report - remains at this level this
shall trigger an additional contribution of EUR 4.5 million
Under the agreement signed on July 15th, 2009, the 110% in 2012 as explained above. Excluding this amount, the
clause is suspended for five years, and Atos has committed company expects to contribute EUR 44.8 million to its
to the following recovery payments: Dutch pension plan next year versus EUR 36.2 million
• Contributions (currently shared 55%-45% between in 2011.
Atos and its employees) will be increased from 23% to
26% between 2010 and 2013,

C. Finance
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

(In EUR million)
2011 2010 2011 2010
Discount rate as at 31 December 4.70% 5.30% 4.50% ~ 4.95% 4.80%
Long-term expected return on plan assets

as at 1st January 5.50 % ~ 6.50% 6.00% ~ 6.50% 5.25% 6.00%
Salary increase assumption as at 31st December 2.90% 3.50% 2.00% ~ 3.50% 1.65% ~ 3.50%
The expected long-term investment return assumption on each asset class. The expected return shown for the
plan assets has been determined based on the particular Eurozone applies for The Netherlands as the majority
asset allocation of each benefit plan, through the of the assets reside there.
formulation of a specific expected return assumption for
For the determination of the 2012 financial component of the pension expense, the expected return on assets is based on
the following assumptions for the United Kingdom:
Expected Return on Assets

Asset Class United Kingdom
Equity 7.25%
Corporate Bonds 4.70%
Real Estate 7.25%
Gilts 3.10%
Cash 0.50%
Total Expected Average Return 5.50% ~ 6.50%
In The Netherlands, pension investments have been Summary net impacts on 2011 financials
structured according to two main investment portfolios The net impact of defined benefits plans on Group
(High Volatility and Risk Control Portfolio). The combined financial statements can be summarized as follows:
expected return on assets assumption is 4.75%.
Profit and loss

(In EUR million)
Post- Other LT Total Post- Other LT Total
employment benefit employment benefit
Operating margin (40.1) 1.1 (39.0) (25.1) (0.7) (25.8)
Other operating items 77.0 (0.5) 76.5 0.5 (0.1) 0.4
Financial result (9.6) (1.4) (11.0) (5.6) (0.8) (6.4)
Total (expense)/profit 27.3 (0.8) 26.5 (30.2) (1.6) (31.8)

C. Finance
Cash impacts of pensions in 2011 in the year (usually expressed as a percentage of salary),
The cash impact of pensions is mainly composed of cash as well as past deficits repayment contributions spread
contributions to the pension funds for EUR 83.1 million, over a 10 to 15 years period as agreed with the respective
the remaining part being benefit payments directly made trustees (fixed yearly amount).
by the Group to the beneficiaries.
The cash contributions to the pension funds are made

of on-going contributions in respect of services rendered
Ongoing contributions 36.5 38.3
Deficits repayment other than New Deal one off lump sum 31.0 24.7
Total contributions included in OMDA 67.5 63.0
Direct Benefit payments 19.6 14.7
Net OMDA impact 87.1 77.7
Recovery Plan Contributions 14.0 16.5
Contribution related to restructuring 1.6 2.2
Total cash impact in other operating items 15.6 18.7
Total Cash impact 102.7 96.4
The below table shows the historic development of the the funded status and the experience adjustments:
defined benefit obligation, the fair value of plan assets,
31 December 31 December 31 December 31 December 31 December

(In EUR million) 2007 2008 2009 2010 2011
DBO 2,259 1,791 2,122 2,504 3,285
Fair Value of Plan Assets 2,020 1,546 1,872 2,201 3,082
Funded Status (239) (245) (250) (303) (203)
Experience Adjustments (11) 5 (5) (38) (14)

on DBO
Note 21 Provisions
31 31
Release Release Business Non-
(In EUR million) December Charge Other (*) December Current
used unused Combination current
2010 2011
Reorganization 35.6 21.5 (79.1) (16.9) 299.3 (2.3) 258.1 258.1 -
Rationalization 65.0 10.2 (34.3) (5.1) 36.6 3.0 75.4 19.2 56.2
Project commitments 24.6 34.1 (53.6) (13.2) 245.1 (4.6) 232.4 232.4 -
Litigations and 76.0 26.6 (22.1) (13.5) 40.9 (1.8) 106.1 - 106.1
contingencies
Total provisions 201.2 92.4 (189.1) (48.7) 621.9 (5.7) 672.0 509.7 162.3
(*) Other movements mainly consist of the currency translation adjustments.

C. Finance
2009 2010
December Release Release Business Non-
(In EUR million) Charge Other (*) December Current
31 used unused Combination current
31
Reorganization 70.9 17.6 (44.2) (7.5) - (1.2) 35.6 35.6 -
Rationalization 94.7 26.0 (40.9) (17.7) 0.5 2.4 65.0 27.4 37.6
Project commitments 23.2 17.2 (7.9) (6.7) - (1.2) 24.6 24.6 -
Litigations and 73.0 19.2 (6.4) (12.2) - 2.4 76.0 17.4 58.6
contingencies
Total provisions 261.8 80.0 (99.4) (44.1) 0.5 2.4 201.2 105.0 96.2
(*) Other movements mainly consist of the currency translation adjustments.
Reorganization The EUR 34.3 million rationalization provisions were used

The provisions for reorganization brought from against offices onerous contract and dilapidation costs
business combination for EUR 299.3 million included (EUR 12.4 million for France and EUR 5.5 million for Atos
EUR 250.0 million corresponding to the additional Worldline), mainly related to the consolidation of Paris’
restructuring program (mainly in Germany) and offices executed in 2010, and rationalization in the United
associated costs for which a receivable with Siemens was Kingdom (EUR 6.9 million) and in The Netherlands
recorded at opening for EUR 225.0 million. New (EUR 4.5 million) in 2011.
reorganization provisions were posted for EUR 21.5 million
over the year mainly in The Netherlands (EUR 12.2 million), The release of reorganization and rationalization
Germany (EUR 2.5 million) and Iberia (EUR 2.2 million). provisions was mostly booked through the other operating
income (EUR 132.5 million).
The EUR 79.1 million consumptions came mainly from
reorganization programs in Germany (EUR 36.7 million), Projects commitments
the United Kingdom (EUR 11.5 million) and The The projects commitments provisions consumed for
Netherlands (EUR 10.0 million) of which EUR 57.0 million EUR 53.6 million primarily related to former Siemens IT
were related to the Siemens IT Solutions and Services Solutions and Services customers contracts and were
integration plan. recorded in the opening balance sheet on July 1st, 2011.
The unused provisions released for EUR 16.9 million partly Litigations and contingencies
belonged to the Siemens IT Solutions and Services Contingency provisions of EUR 106.1 million included
workforce resizing plan launched back in 2010 and which a number of long-term litigation issues, such as tax
was marginally revised downwards after completion date contingencies and social disputes, guarantees given on
of acquisition (July 1st, 2011) in order to staff new customer disposals and other disputes with clients and suppliers.
projects in the Group (EUR 10.2 million). The legal department closely monitors these situations
with a view to minimize the ultimate liability.
Rationalization
The provisions for rationalization brought from business
combination for EUR 36.6 million primarily correspond to
onerous lease and dilapidation costs in the United
Kingdom (EUR 34.2 million). The new provisions
of EUR 10.2 million mainly came from office premises
rationalization in The Netherlands (EUR 5.8 million)
and France (EUR 3.3 million).

C. Finance
Note 22 Borrowings

(In EUR million)
Current Non- Total Current Non- Total
current current
Finance leases 0.5 0.7 1.2 0.9 0.9 1.8
Bank loans 0.4 283.5 283.9 0.2 286.6 286.8
Securitization 69.8 - 69.8 9.6 - 9.6
Convertible bonds 8.1 435.8 443.9 6.3 206.7 213.0
Other borrowings 95.3 14.5 109.8 35.7 14.4 50.1
Total borrowings 174.1 734.5 908.6 52.7 508.6 561.3
Borrowings in currencies
The carrying amounts of the Group’s borrowings were denominated in the following currencies:
(In EUR million) EUR “Other currencies” Total
2011 December 31 780.8 127.8 908.6
2010 December 31 466.8 127.8 561.3
Fair value and effective interest rate of financial debt On July 1st, 2011 at the closing date of Siemens IT Solutions
The fair value of bank loans, which are primarily and Services acquisition, the Group issued a convertible
composed of variable interest rate loans, are considered as bond of EUR 250.0 million reserved to Siemens with a
being the same as their carrying value. For other elements maturity at July 1st, 2016. The convertible bonds (OCEANE)
of borrowings, carrying value is considered the best is considered as a compound instrument and contains
estimate of fair value, the difference between the fair value both a liability and an equity component, which should be
and the carrying value being not material. classified separately in the balance sheet.
On October 29th, 2009 the Group issued EUR 250.0 million On initial recognition, the financial instrument is split
of bonds convertible into and/or exchangeable for new or between financial liability for EUR 218.5 million and equity
existing shares (OCEANE) of Atos maturing on January 1st, for EUR 31.5 million. Consequently, the effective interest
2016. The OCEANE is considered as a compound rate of the convertible bonds (4.35%) differs from the
instrument and contains both a liability and an equity annual coupon paid in cash to Siemens (1.50%).
component, which should be classified separately in the
balance sheet. At the end of December 2011, the fair value of the liability
component is EUR 223.4 million.
On initial recognition, the financial instrument (net of fees
for EUR 3.8 million) is split between financial liability
for EUR 198.4 million and equity for EUR 47.8 million.
Consequently, the effective interest rate of the convertible
bonds (6.68%) differs from the annual coupon paid in cash
to the bond holders (2.50%).
At the end of December 2011, the fair value of the liability

component is EUR 220.5 million.

C. Finance
Non-current borrowings maturity
(In EUR million) 2013 2014 2015 2016 >2016 Total
Finance leases 0.3 0.2 - - 0.2 0.7
Bank loans 1.1 0.7 1.1 273.3 7.3 283.5
Convertible bonds - - - 435.8 - 435.8
Other borrowings 3.3 2.5 3.6 5.1 - 14.5
As at 2011 December 31 long-term debt 4.7 3.4 4.7 714.2 7.5 734.5
(In EUR million) 2012 2013 2014 2015 >2015 Total
Finance leases 0.4 0.2 0.2 0.1 - 0.9
Bank loans 0.8 280.5 0.6 0.5 4.2 286.6
Convertible bonds - - - - 206.7 206.7
Other borrowings 4.7 3.4 2.6 3.7 - 14.4
As at 2010 December 31 long-term debt 5.9 284.1 3.4 4.3 210.9 508.6
Hypothesis retained regarding the presentation of the maturity of non-current borrowings

The evaluation of financial liabilities has been conducted based on:
• exchange rates prevailing as at December 31st, 2011, and
• interest rates presented hereafter.
The effective interest rates in 2011 were as follows:
Effective interest
(In EUR million) Carrying value Fair value rate
Finance leases 1.2 1.2 10.00%
Bank loans 283.9 283.9 3.15%
Securitization 69.8 69.8 3.37%
Convertible bonds issued in 2009 220.5 220.5 6.68%
Convertible bonds issued in 2011 223.4 223.4 4.35%
Other borrowings 109.8 109.8 -
Total borrowings 908.6 908.6

C. Finance
Change in net debt over the period
Opening net debt 139.2 139.4
New borrowings 18.9 45.7
Convertible bonds 230.9 12.2
Repayment of long and medium-term borrowings (19.2) (48.6)
Variance in net cash and cash equivalents (318.5) 136.9
New finance leases 0.2 0.5
Long and medium-term debt of companies acquired during the period 9.5 4.0
Impact of exchange rate fluctuations on net long and medium-term debt 13.2 (16.3)
Profit-sharing amounts payable to French employees transferred to debt 7.7 5.3
Other flows related to financing activities 59.9 (139.9)
Closing net debt 141.8 139.2
Note 23 Fair value and characteristics of financial instruments

(In EUR million)
Assets Liabilities Assets Liabilities
Forward foreign exchange contracts 1.2 (7.6) 2.4 (3.4)
Forward interest rate contracts - (4.2) - -
Analysed as:
Non-current 0.1 (5.6) 0.3 (1.5)
Current 1.1 (6.2) 2.1 (1.9)
The fair value of financial instruments is provided by facility for an amount of EUR 280.0 million. The
banking counterparties. instruments used have a maturity in November 2015.
Interest rate risk Exposure to interest rate risk

Bank loans of EUR 283.9 million (EUR 286.8 million in 2010) The table below presents the interest rate risk exposure
are arranged at floating rates, thus exposing the Group to of the Group based on future debt commitments. The
cash flow interest rate risk. The Group may mitigate its exposure at floating rate after hedging risk management
interest rate exposure using interest rates swap contracts is approximately EUR 583.3 million at December 31st, 2011.
with financial institutions in order to fix the rate of a A 1% rise in 1-month Euribor would impact positively the
portion of the floating-rate financial debt. The fair value of financial expense by EUR 5.8 million assuming the
the financial instruments used to hedge the floating-rate structure (cash/floating debt/hedges) remains stable
financial qualifies for cash flow hedge accounting. for the full period of the year.
At December 31st, 2011, the Group held swap rates contracts

for the hedging of interest rate exposure. The swap rates
contracts have been used on a part of the revolving credit

C. Finance
Exposure
(In EUR million) Notes Total
Less than 1 year More than 1 year
Bank loans Note 22 (0.4) (283.5) (283.9)
Securitization Note 22 (69.8) - (69.8)
Other (51.3) (14.5) (65.8)
Total liabilities (121.5) (298.0) (419.5)
Cash and cash equivalents Note 18 766.8 - 766.8
Overdrafts (44.0) - (44.0)
Total net cash and cash equivalents (*) 722.8 - 722.8
Net position before risk management 601.3 (298.0) 303.3
Hedging instruments - 280.0 280.0
Net position after risk management 601.3 (18.0) 583.3
Convertible bonds (**) Note 22 (8.1) (435.8) (443.9)
Finance Leases Note 22 (0.5) (0.7) (1.2)
Total net debt after risk management 138.2

(*) Overnight deposits (deposit certificate) and money market securities and overdrafts.
(**) At fixed rate.
Liquidity risk Atos securitization program of trade receivables has been

In April 2011, the Group signed a new five-year revolving renewed for 5 years on March 6th, 2009 with a maximum
credit facility for an amount of EUR 1.2 billion. The maturity amount of receivables sold of EUR 500.0 million
of the revolving credit facility is until April 2016. The and a limit of maximum amount of financing of
revolving credit facility includes two financial covenants EUR 200.0 million. Financial covenants of the Atos
which under the terms are the consolidated leverage ratio securitization program are aligned with the covenants
may not be greater than 2.5 times and the interest cover of the revolving credit facility.
ratio (Operating Margin divided by the net cost of financial
debt) which should not be less than four times.
The calculation of the above-mentioned ratios as of December 31st, 2011 is provided below:
Group ratios at Group ratios at

Nature of ratios subject to covenants Covenants 2010 December 31 2011 December 31
Leverage ratio (net debt/OMDA (*)) not greater than 2.5 0.26 0.22
Interest cover ratio not lower than 4.0 18.95 15.19

(operating margin/net cost of financial debt)
(*) OMDA = Operating margin before non cash items.
Currency exchange risk The carrying amount of the Group’s foreign currency
Atos operates in 48 countries. However, in most cases, denominated monetary assets and monetary liabilities
Atos invoices in the country where the Group renders the at the reporting date are as follows:
service, thus limiting the foreign exchange risk. Where
this is not the case, the Group generally uses hedging
instruments such as forward contracts or foreign currency
swaps to minimize the risk.

C. Finance
2011 2010 2011 2010 2011 2010

(In EUR million)
EUR GBP USD
Assets 40.3 25.8 5.3 0.6 42.0 22.2
Liabilities 19.3 11.2 0.6 0.3 14.1 7.4
Foreign exchange impact before hedging 21.0 14.6 4.7 0.3 27.9 14.8
Hedged amounts -0.4 (2.4) (0.6) (0.1) (5.9) (4.1)
Foreign exchange impact after hedging 20.6 12.2 4.1 0.2 22.0 10.7
Foreign currency sensitivity analysis the relevant functional currency of each subsidiary.
The Group is mainly exposed to the EUR, GBP and the USD. The sensitivity analysis includes only outstanding foreign
currency denominated monetary items and adjusts their
The following table details the Group’s sensitivity to a translation at the period end for a 5% increase in foreign
5% increase and decrease of the sensitive currency against currency rates.
2011 2010 2011 2010 2011 2010

(In EUR million)
EUR GBP USD
Income Statement 1.0 0.6 0.2 0.0 1.1 0.5
Hedge accounting At December 2011, derivatives are all allocated to the hedge
There is no material deviation between the maturity of the of some transactional risks (foreign exchange currency
financial instruments and the period in which the cash risks). From an accounting point of view, most of the
flows are expected to occur. derivatives were considered as cash flow hedge instruments.

C. Finance
Breakdown of the designation of the instruments per currency is as follows:
Fair Notional Fair Notional

Instruments value value
Cash flow hedge
Interest rate
SWAP - - (4.2) 280.0
Foreign exchange
Forward contracts USD 1.0 38.7 0.2 47.7
Forward contracts GBP (1.7) 27.6 (0.6) 17.5
Option contracts GBP 0.1 11.0 0.0 6.6
Forward contracts INR (0.8) 34.9 (3.0) 84.5
Forward contracts HKD (0.3) 2.6 (0.4) 6.1
Forward contracts MYR - - 0.0 2.6
Forward contracts PLN 0.2 9.3 (1.4) 20.0
Forward contracts PHP - - 0.1 18.5
Forward contracts RUB - - (1.0) 15.6
Forward contracts MAD - - 0.0 0.2
Forward contracts CNY (0.1) 2.1 (0.1) 3.1
Trading
Foreign exchange
Forward contracts USD 0.3 14.7 0.0 2.5
Forward contracts INR 0.3 15.0 (0.2) 2.0
Forward contracts GBP 0.0 4.1 - -
Forward contracts MAD 0.0 1.0 - -
The net amount of cash flow hedge reserve at December 31st, 2011 was EUR -6.6 million (net of tax), with a variation
of EUR -5.9 million (net of tax) over the year.

C. Finance
Note 24 Trade accounts and notes payable
Trade payables 924.6 496.1
Amounts payable on tangible assets 2.5 2.6
Total 927.2 498.7
Number of days’ payable outstanding (DPO) 58 69
Trade accounts and notes payable are expected to be paid within one year.
Note 25 Other current liabilities
Advances and down payments received on client orders 26.3 6.4
Employee-related liabilities 577.7 278.3
Social security and other employee welfare liabilities 190.7 139.3
VAT payable 287.9 166.7
Deferred income 333.3 217.3
Other operating liabilities 198.1 129.2
Total 1,614.0 937.2
Other current liabilities are expected to be settled within one year, except for deferred income that is released over the
particular arrangement of the corresponding contract.
Note 26 Note 26 Off-balance sheet commitments
Contractual commitments years. Amounts indicated under the long-term borrowings

The table below illustrates the minimum future payments and finance leases are posted on the Group balance sheet.
for firm obligations and commitments over the coming

C. Finance
Maturing
Up to 1 1 to 5 Over 5
year years years
Convertible bonds 443.9 6.2 437.7 - 213.0
Bank loans 283.8 0.4 276.6 6.8 286.8
Finance leases 1.4 0.5 0.9 - 1.8
Recorded on the balance sheet 729.1 7.1 715.2 6.8 501.6
Operating leases: land, buildings, 818.1 161.8 442.3 214.0 392.4

fittings
Operating leases: IT equipment 13.7 5.3 7.1 1.3 9.3
Operating leases: other fixed assets 87.7 37.2 50.4 0.1 66.8
Non-cancelable purchase obligations

(> 5 years) 84.4 61.1 21.5 1.8 15.9
Commitments 1,003.9 265.4 521.3 217.2 484.4
Total 1,733.0 272.5 1,236.5 224.0 986.0
Financial commitments received 920.0 - 920.0 - 920.0

(Syndicated Loan)
Total received 920.0 - 920.0 - 920.0
The received financial commitment refers exclusively to the non-utilized part of the EUR 1.2 billion revolving facility.
Commercial commitments
Bank guarantees 179.5 67.2
- Operational - Performance 132.0 39.5
- Operational - Bid 13.7 12.0
- Operational - Advance Payment 29.7 14.6
- Financial or Other 4.1 1.1
Parental guarantees 2,917.6 1,325.9
- Operational - Performance 2,909.9 1,267.4
- Operational - Other Business Orientated 7.7 58.5
- Financial or Other - -
Pledges 748.7 0.5
Total 3,845.8 1,393.6

C. Finance
For various large long term contracts, the Group provides Atos SA has given a EUR 120.0 million guarantee to the
performance guarantees to its clients. These guarantees Stichting Pensionfonds Atos. This guarantee is provided
amount to EUR 2,917.6 million as of December 31st, 2011, to secure the payment obligations of Atos Nederland B.V
compared with EUR 1,325.9 million at the end of December under the cover ratio mechanism in case of its failure to
2010. pay associated sums.
In respect to the framework agreement signed with Subsequent to the Cellnet disposal in July 2004, Atos SA
Siemens for the acquisition of Siemens IT Solutions and still has one outstanding guarantee with Schlumberger
Services , Atos has committed to make its best effort to related to Citicorp for a total amount of USD 52.2 million,
replace Siemens as guarantor for existing commitments as which is fully counterguaranteed by the acquirer of
of July 1st, 2011. Cellnet, “Cellnet Holdings Corp”.
At the end of 2011, new parental guarantees issued in Atos S.A or Atos B.V. have given for various subsidiaries
replacement of Siemens was EUR 1,196.0 million including guarantees of general financial support at the request
BBC for GBP 345.0 million (EUR 414.0 million), National of auditors or to comply with local regulations.
Savings for GBP 250.0 million (EUR 300.0 million) and the
United Kingdom Passport Agency for GBP 138.0 million Finally, as part of the general agreement with Siemens in
(EUR 166.0 million). respect of transfer of Siemens IT Solutions and Services
UK pension liabilities, the Board of Atos SA, during its
In the framework of the contract for the provision of IT March 29th, 2011 meeting, has agreed to provide a 20 year
services signed by Atos IT Services UK Limited with the guarantee to the Atos 2011 Pension Trust set up to
International Olympic Committee (IOC), Atos SAE (Spain) accommodate the transfer. The maximum amount of the
has granted a full performance guarantee to the IOC by guarantee is GBP 200.0 million and can be reduced if less
which it commits to perform the contract in case the than GBP 200.0 million liabilities eventually happen to
signing entity (or any other affiliate to whom the signing transfer.
entity could have assigned all or part of the rights and
obligations under the contract) is unable to provide Group contributions expectations regarding pension
services required under the contract. funds
• EUR 50.2 million to its UK pension schemes next year
In relation to the multi-currency revolving facility signed versus EUR 40.5 million in 2011, of which EUR 33.5 million
in April 2011, Atos SA issued a parental guarantee to correspond to deficit recovery payments, and
the benefit of the consortium of banks represented by • EUR 44.8 million to its Dutch pension plan next year
BNP Paribas, in order to cover up to EUR 660.0 million versus EUR 36.2 million in 2011.
the obligations of its subsidiary, Atos Telco Services B.V.
and Atos B.V.
Note 27 Related party transactions
Transactions between Atos and its subsidiaries, which are • Key management personnel of the Group are defined as
related parties of the Group, have been eliminated on persons who have the authority and responsibility for
consolidation and are not disclosed in this note. planning, directing and controlling the activity of the
Group, namely members of the Board of Directors as well
Related party transactions include in particular as Senior Executive Vice Presidents.
transactions with:
• Entities that directly, or indirectly through one or more In the course of 2011, no transaction between the Group
intermediaries controls, has an interest in or has joint and such entities or key management personnel occurred.
control over the Group;

C. Finance
Compensation of members of the Board of Directors as well as Senior Executive Vice Presidents
The remuneration of the main members of the management during the year was as follows:
Short-term benefits 6.5 6.3
Post-employment benefits 2.1 1.8
Termination benefits - -
Equity-based compensation : stock options 1.0 1.3
Total 9.6 9.4
The remuneration of Chief Executive Officer is determined Claim from one former Management Board Member
by the Remuneration Committee according to the Group’s There was a hearing on January 7th, 2011 and a judgment
financial achievements. was rendered on April 5th, 2011. The tribunal followed part
of Atos’ arguments and decided that Atos should pay
Short-term benefits include salaries, bonuses and fringe Mr. Germond an amount of EUR 378,500 corresponding
benefits. Bonuses correspond to the total charge in income to two months compensation pay and bonus. This amount
statement including the bonuses effectively paid during has been paid to Mr. Germond. Mr. Germond decided to
the year, the charge in accruals relating to current year appeal the judgment. Atos has reasonable prospects
and the release in accruals relating to previous year. of success in second instance. The court of Appeal is
expected to give its judgment on this matter between
During the year, the Group has neither granted nor May and December 2012.
received guarantees from any of its Board members.
Note 28 Subsequent events
On February 23rd, 2012, as the last step of the acquisition adjusted purchase price of EUR 748.2 million (refer to Note
process of Siemens IT Solutions and Services, Siemens 1 Business combinations section).
and Atos have agreed on a settlement leading to an
Note 29 Main operating entities part of scope of consolidation as of December 31st, 2011
% of Consolidation % of Adress
Interest method Control
HOLDING
Consolidation Parent Company
Atos SA 80, quai Voltaire - 95870 Bezons
Groenewoudseweg 1 - 5621 BA Eindhoven -

Atos BV 100 FC 100 The Netherlands
Rue Abbé Cuypers 3 Priester Cuypersstraat -
Atos International NV 100 FC 100 1040 Brussel
Atos International Rue Abbé Cuypers 3 Priester Cuypersstraat -
Competencies and 100 FC 100 1040 Brussel
Alliances (ICA)
74, rue de Merl - L2146 Luxembourg
Saint Louis Ré 100 FC 100
Atos International SAS 100 FC 100 80, quai Voltaire - 95870 Bezons

C. Finance
FRANCE
Atos Worldline SAS 100 FC 100 80, quai Voltaire - 95870 Bezons
Atos Integration SAS 100 FC 100 80, quai Voltaire - 95870 Bezons
Diamis SA 60 FC 60 80, quai Voltaire - 95870 Bezons
Mantis SA 100 FC 100 24, rue des Jeûneurs - 75002 Paris
Atos Infogérance SAS 100 FC 100 80, quai Voltaire - 95870 Bezons
Atos Télépilotage 51 FC 51 80, quai Voltaire - 95870 Bezons
Informatique SA
Atos Consulting SAS 100 FC 100 80, quai Voltaire - 95870 Bezons
Atos A2B SAS 100 FC 100 80, quai Voltaire - 95870 Bezons
Atos Formation SAS 100 FC 100 7/13, rue de Bucarest - 75008 Paris
GERMANY
Atos Worldline GmbH 100 FC 100 Hahnstraße 25 - 60528 Francfort - Germany
Atos GmbH 100 FC 100 Theodor Althoffstraße 47 - 45133 Essen - Germany
Atos Worldline 100 FC 100 Hahnstraße 25 - 60528 Francfort - Germany
Processing GmbH
Atos IT Dienstleistung 100 FC 100 Bruchstrasse 5 - 45883 Gelsenkirchen - Germany
und Beratung GmbH
Atos IT Solutions and 100 FC 100 Otto-Hahn-Ring 6 - 81739 Munich - Germany
Services GmbH
Atos IT Solutions and
Services Verwaltungs 100 FC 100 Otto-Hahn-Ring 6 - 81739 Munich - Germany
GmbH
Emmy-Noether-Straße
ENERGY4U GmbH 100 FC 100 17 - 65627 Karlsruhe - Germany
THE NETHERLANDS
Atos IT Services Papendorpseweg 93 - 3528 BJ Utrecht -
100 FC 100
Nederland B.V. The Netherlands
Atos IT Systems Papendorpseweg 93 - 3528 BJ Utrecht -
Management 100 FC 100 The Netherlands
Nederland B.V.
Papendorpseweg 93 - 3528 BJ Utrecht -
Atos Nederland B.V. 100 FC 100 The Netherlands
Atos Telco Services B.V. 100 FC 100 The Netherlands
Atos Banking Services Papendorpseweg 93 - 3528 BJ Utrecht -
100 FC 100
B.V. The Netherlands
Atos Consulting NV 100 FC 100 The Netherlands
Atos IT Solutions Werner von Siemensstraat 3 - 2712 PN Zoetermeer
100 FC 100
and Services B.V. - statutory seat Utrecht - The Netherlands

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OTHER EUROPE - MIDDLE EAST - AFRICA

Austria
Atos Information Technologiestraße
100 FC 100
Technology GmbH 8/Genbaude D - 1120 Wien - Austria
Atos IT Solutions and 100 FC 100 Siemensstraße 92 - 1210 Wien - Austria
Services GmbH
TSG EDV-Terminal- 99 FC 99 Modecenterstraße 1 - 1030 Wien - Austria
Service GmbH
Belgium
Atos Belgium SA 100 FC 100 Da Vincilaan 5 - 1930 Zaventem - Belgium
Chaussée
Atos Worldline NV 100 FC 100 de Haecht 1442 - B-1130 Bruxelles - Belgium
Atos IT Solutions 100 FC 100 Square Marie Curie 30 - 1070 Anderlecht - Belgium
and Services S.A.
Bulgaria
Atos IT Solutions and 2 Kukush Str. - Sofia Municipality - Ilinden District
100 FC 100
Services EOOD - 1309 Sofia - Bulgaria
Denmark
Atos IT Solutions and 100 FC 100 Dybendalsvaenget 3 - 2630 Taastrup - Denmark
Services A/S
Croatia
Atos IT Solutions and 100 FC 100 Heinzelova 69 - 10000 Zagreb - Croatia
Services d.o.o
Czech Republic
Atos IT Solutions 14000 Praha 4 - Doudlebská 1699/5
100 FC 100
and Services s.r.o. - Czech Republic
Finland
Atos IT Solutions 100 FC 100 Majurinkatu 6 - 02600 Espoo - Finland
and Services oy
Greece
Atos Hellas Information
Technology 100 FC 100 Kifissias 18 - 15125 Maroussi - Athens - Greece
Services SA
Ireland
Atos IT Solutions and 100 FC 100 Fitzwilliam Court - Leeson Close - 2 Dublin - Ireland
Services Limited
Italy
Atos Italia S.p.A. 100 FC 100 Via Vipiteno no. 4 - 20128 Milano - Italy
Luxembourg
Atos Luxembourg PSF 100 FC 100 2, rue Nicolas Bové - L1253 Luxembourg
S.A.
Morocco
Avenue Annakhil - Espace High-Tech, hall B,
Atos 100 FC 100 5th floor - Hayryad Rabat - Morocco

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Poland
Atos IT Services Ul. Domaniewska 41 (Taurus Building) - 02-672
100 FC 100
SP ZOO Warsaw - Poland
Atos IT Solutions 100 FC 100 Ul. Zupnicza 11 - 03-821 Warszawa - Poland
and Services SP. z.o.o.
Portugal
Atos IT Solutions Rua Irmaos Siemens - 1 e 1-A - 2700 172 Amadora
and Services, 100 FC 100 - Portugal
Unipessoal, Lda
Romania
Atos IT Solutions 24 Preciziei Boulevard - Building H3 - 3rd floor - 6th
100 FC 100 District - 062204 Bucarest - Romania
and Services s.r.l.
Russia
Siemens IT Solutions 1st Kozhevnicheski per. 6, b. 1 - 115114 Moscow -
100 FC 100
and Services LLc Russian Federation
Serbia
Atos IT Solutions 100 FC 100 Pariske komune No. 22 - 11070 Belgrade - Serbia
and Services d.o.o.
South Africa
204 Rivonia Road, Sandton private bag X 136 -
Atos (PTY) Ltd 74 FC 74 Bryanston 2021 - South Africa
Spain
Calle Real Consulado, s/n Polígono Industrial
Mundivia SA 100 FC 100 Candina - Santander 39011- Spain
Tempos 21, Innovación
en Aplicaciones 97,25 FC 100 Avda. Diagonal, 210-218 - Barcelona 08018 - Spain
Móviles, SA
Consulting Canarias, Paseo Tomás Morales, 85 1º - Las Palmas de Gran
100 FC 100
SA Canaria 35004 - Spain
Centro de Tecnologias Paseo de la Condesa de Sagasta, 6 Oficina 1 - León
80 FC 80
Informáticas, SA 24001 - Spain
Infoservicios SA 75 FC 75 Albarracin 25 - Madrid 28037 - Spain
Atos, Sociedad 100 FC 100 Albarracin 25 - Madrid 28037 - Spain
Anonima Espanola
Atos IT Solutions and 100 FC 100 Ronda de Europa, 5 - Madrid 28760 - Spain
Services Iberia S.L.
Sweden
Atos IT Solutions and Johanneslundsvägen 12-14 - 194 87 Upplands
100 FC 100
Services AB Väsby - Sweden
Switzerland
Industriestraße
Atos AG 100 FC 100 19 - 8304 Wallisellen - Zürich - Switzerland
Atos IT Solutions and 100 FC 100 Freilagerstrasse 28 - 8047 Zürich - Switzerland
Services AG

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Turkey
Atos Bilisim
Danismanlik ve Istanbul Sisli ITU Ari Teknokent 2 Maslak Mah.
100 FC 100
Musteri Hizmetleri Buyukdere Cad. A Blok Kat: 4 daire: 4 - Turkey
Sanayi ve Ticaret A/S
THE UNITED KINGDOM
Atos Consulting 4,Triton square, regent's place - London NW 1
100 FC 100
Limited 3HG- UK
4,Triton square, regent's place - London NW 1
Atos IT Services UK Ltd 100 FC 100 3HG- UK
Atos IT Solutions 4,Triton square, regent's place - London NW 1
100 FC 100
and Services Limited 3HG- UK
ASIA PACIFIC
Australia
Atos (Australia) Pty. 885 Mountain Highway 3153 Bayswater - Victoria
100 FC 100
Ltd - Australia
China
Atos Covics Business 100 FC 100 No. 1 Building, No. 99, Qinjiang Rd-Shanghai-China
Solutions Ltd
Atos Information 502 -505 Lido Commercial Bulding, Lido Place,
Technology (China) 100 FC 100 Jichang Road- Chaoyang District- Beijing - China
Co. Ltd
Units 3B & 05-10, 18/F., Exchange Tower, 33 Wang
Atos (Hong-Kong) Ltd 100 FC 100 Chiu Road, Kowloon Bay-Kowloon-Hong Kong
India
Atos India Private Unit 126/127, SDF IV, SEEPZ - Andheri (East) -
100 FC 100
Limited Bombay 400 096 -India
Atos IT Services C-63, 6th Floor, Himalaya House, 23 Kasturba
100 FC 100 Gandhi Marg, New Delhi - 110 001 - India
Private Ltd
HCC 247 Park, Hincon House, Tower - A -
Atos IT Solutions and 100 FC 100 8th- 10th Floor - Lal Bahadur Shastri Marg - Vikhroli
Services Pvt Ltd (West) - Mumbai 400 083 - India
Japan
20 F, Shinjuku ParkTower - Nishi Shinjuku 3 - 7 -1 -
Atos KK 100 FC 100 Shinjuku - ku - Tokyo - Japan
Malaysia
Atos (Malaysia) SDN 16-A (1st Floor) Jalan Tun Sambanthan - 3 Brickfields
100 FC 100 - 50470 Kuala Lumpur - Malaysia
BHD
Philippines
Atos Information 23/F Cyber One Building - Eastwood City -
100 FC 100
Technology Inc. Cyberpark - 1110 Libis, Quezon City - Philippines

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Singapore
Atos (Asia Pacific) Pte 620A Lorong 1 Toa Payoh - TP4 Level 5 - Singapore
100 FC 100
Ltd 319762
Taiwan
5F, No.100, Sec.3, Min Sheng E. Road, Taipei 105 -
Atos (Taiwan) Ltd 100 FC 100 Taiwan - R.O.C.
Thailand
2922/339 Charn Issara Tower II - 36th Floor - New
Atos IT Solutions and Petchburi Road - Bangkapi - Huay Kwang - 10310
100 FC 100
Services Ltd Bangkok - Thailand
AMERICAS
Argentina
Nicolás de Vedia 3892, PB - Ciudad Autónoma de
Atos Argentina SA 100 FC 100 Buenos Aires - C 1430DAL - Argentina
Atos IT Solutions and Julio A Roca 530, piso 8, C.A.B.A. - C1067ABN -
100 FC 100
Services SA Argentina
Brazil
Avenida Maria Coelho Aguiar, 215 – 5° andar - Bloco
Atos Brasil Ltda 100 FC 100 E – Jardim São Luís - São Paulo - SP - CEP 05805-904
- Brazil
Atos Serviços de Avenida Maria Coelho Aguiar N° 215 – 7° andar
Tecnologia da 100 FC 100 -Bloco E – Bairro Jardim São Luis - São Paulo -SP -
Informação do Brasil CEP 05805-904 - Brazil
Ltda
Atos Soluçoes e Rua Werner Von Siemens, 111 – Prédio 6 – Lapa -
serviços de tecnologia 100 FC 100
da informaçao Ltda São Paulo - SP - CEP 05069-900 - Brazil
Canada
6375 Shawson Drive - L5T 1S7 Mississauga -
Atos Inc. 100 FC 100 Ontario - Canada
Chile
Avenida Providencia 1760
Atos IT Solutions and 100 FC 100 Piso 17, Comuna de Providencia
Services S.A. - 8320000 Santiago de Chile- Chile
Colombia
Atos IT Solutions and 100 FC 100 Carrera 65 No. 11-83 Piso 3º - Bogotá - Colombia
Services S.A.S
Mexico
Atos IT Business Calle Poniente 116 No. 590 - Industrial Vallejo -
100 FC 100
services S de RL de CV Distrito Federal - 02300 Mexico, D.F. - Mexico
The United States of America
Atos IT Solutions and 100 FC 100 101 Merritt 7, 6th Floor - Norwalk - CT 06851 - USA
Services Inc.
The complete list of entities part of Atos Group is available on our internet site www.atos.net

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Note 30 Auditors fees
Total Deloitte Grant Thornton
2011 2010 2011 2010 2011 2010

(In EUR thousand and %)
Amount % Amount Amount % Amount Amount % Amount
Audit
Statutory & consolidated 8,296.4 63% 5,230.2 4,607.0 51% 3,051.2 3,689.4 88% 2,179.0
accounts
Parent company 2,355.0 18% 1,701.2 1,425.0 16% 1,077.6 930.0 22% 623.6
Subsidiaries 5,941.4 45% 3,529.0 3,182.0 35% 1,973.6 2,759.4 66% 1,555.4
Other services directly

related to audit 4,490.2 34% 2,096.0 3,983.0 44% 1,998.8 507.2 12% 97.2
Parent company 3,560.5 27% 1,895.3 3,408.0 38% 1,861.1 152.5 4% 34.2
Subsidiaries 929.7 7% 200.7 575.0 6% 137.7 354.7 8% 63.0
Subtotal Audit 12,786.6 97% 7,326.2 8,590.0 96% 5,050.0 4,196.6 100% 2,276.2
Non audit services
Legal, tax and social 269.0 2% 77.3 269.0 3% 77.3 - - -
Other services 132.0 1% 61.2 132.0 1% 61.2 - - -
Subtotal Non Audit 401.0 3% 138.5 401.0 4% 138.5 - - -
Total 13,187.6 100% 7,464.7 8,991.0 100% 5,188.5 4,196.6 100% 2,276.2
The fees related to “Other services directly related to audit”

included EUR 3.2 million of Siemens IT Solutions and
Services acquisition fees and EUR 0.5 million of fees in
relation with the redaction of ISAE 3402 report.

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C.6. Parent company summary financial statements
C.6 Parent company summary financial statements
C.6.1 Statutory Auditors’ report on the financial statements for the Year ended
31 December 2011
To the Shareholders, value-in-use according to the principles described in the

In compliance with the assignment entrusted to us by note “Financial fixed assets” to the financial statements.
your Annual General Meeting, we hereby report to you, Our work consisted on appreciating the data and
for the year ended 31 December 2011, on: assumptions on which these estimations are based,
• the audit of the accompanying financial statements especially the cash-flow projections prepared by Atos
of Atos S.A.; Management, reviewing the calculations performed by
• the justification of our assessments; the entity and scrutinizing the approval procedure of these
• the specific verification and information required by law. estimations by Management.
These assessments were made as part of our audit of

These financial statements have been approved by the
the financial statements, taken as a whole and therefore
Board of Directors. Our role is to express an opinion on
contributed to the opinion we formed which is expressed
these financial statements based on our audit.
in the first part of this report.
I. Opinion on the financial statements III. Specific verifications and information

We conducted our audit in accordance with professional We have also performed the specific verifications required
standards applicable in France. Those standards require by French law in accordance with professional standards
that we plan and perform the audit to obtain reasonable applicable in France.
assurance about whether the financial statements are free
We have no matters to report regarding the fair
of material misstatement. An audit involves performing
presentation and the consistency with the financial
procedures, using sampling techniques or other methods
statements of the information given in the management
of statements. An audit also includes evaluating the
report of the Board of Directors and in the documents
appropriateness of accounting policies used and the
addressed to the shareholders with respect to the financial
reasonableness of accounting estimates made, as well the
position and the financial statements.
overall presentation of the financial statements. We believe
that the audit evidence we have obtained is sufficient and Concerning the information given in accordance with
appropriate to provide a basis for our opinion. the requirements of Article L.225-102-1 of the French
Commercial Code (Code de commerce) relating to
In our opinion, the financial statements give a true and fair remunerations and benefits received by the directors and
view of the assets and liabilities, of the financial position any other commitments made in their favour, we have
of the Company as at 31 December 2011 and of the results verified its consistency with the financial statements, or
of its operations for the year then ended in accordance with the underlying information used to prepare these
with French accounting principles. financial statements and, where applicable, with the
information obtained by your company from companies
II. Justification of our assessments controlling your company or controlled by it. Based on this
In accordance with Article L. 823-9 of the French work, we attest the accuracy and fair presentation of this
Commercial Code (Code du commerce) relating to the information.
justification of our assessments, we bring to your attention
In accordance with French law, we have verified that
the following matters:
the required information concerning the purchase of
Participating interests, with a net book value of investments and controlling interests and the identity of
EUR 2,799,999 thousands in the balance sheet as at 31 the shareholders and holders of the voting rights has been
December 2011, are valued at acquisition cost and properly disclosed in the management report.
depreciated based on its

French member of Grant Thornton International

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C.6.2 Statutory auditor’s special report on regulated agreements Shareholders’ Meeting

held to approve the financial statements for the year ended 31st December 2011
To the Shareholders, to the approval of the Shareholders’ Meeting pursuant to

In our capacity as Statutory Auditors of your Company, article L. 225-38 of the French Commercial Code.
we hereby report to you on regulated agreements.
AGREEMENTS PREVIOUSLY APPROVED
The terms of our engagement require us to communicate BY THE SHAREHOLDERS’ MEETING
to you, based on information provided to us, the principal
terms and conditions of those agreements brought to our Agreements approved in prior years not performed
attention or which we may have discovered during the during the year
course of our audit, without expressing an opinion on their Pursuant to article R. 225-30 of the French Commercial
usefulness and appropriateness or identifying such other Code, we have been informed of the following agreements,
agreements, if any. It is your responsibility, pursuant to previously approved by Shareholders’ Meetings of prior
article R. 225-31 of the French Commercial Code (Code de years, which were not performed during the year.
Commerce), to assess the interest involved in respect of
the conclusion of these agreements for the purpose of Agreement concluded with Mr. Thierry Breton,
approving them. Chairman and Chief Executive Officer, - Terms and
conditions related to a supplementary collective defined
Our role is also to provide you with the information benefit pension plans
stipulated in article R. 225-31 of the French Commercial The supplementary collective defined benefit pension
Code relating to the implementation during the past year plan applicable to all members of the Executive
of agreements previously approved by the Shareholders’ Committee of the Atos Group as authorized by the Board
Meeting, if any. of Directors meeting of March 26, 2009 and approved by
the Annual General Meeting of May 26, 2009 (fourth
We conducted the procedures we deemed necessary in resolution), to which the Chairman and Chief Executive
accordance with the professional guidelines of the French Officer has belonged since December 31, 2009, continued
National Institute of Statutory Auditors (Compagnie during the year ended December 31, 2011.
Nationale des Commissaires aux Comptes) relating to this
engagement. These procedures consisted in agreeing the During the year 2011 , the Group has made a payment
information provided to us with the relevant source of 27,988.80 euros to an insurance company under this
documents. agreement and no right has been definitively acquired for
the benefit of the Chairman and Chief Executive Officer.
AGREEMENTS SUBMITTED TO THE APPROVAL
OF THE SHAREHOLDERS’ MEETING
Agreements authorized during the year

We hereby inform you that we have not been advised of
any agreement authorized during the year to be submitted


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C.6.3 Parent company’s simplified organization chart
As of December 31st, 2011, the Group issued common stock amounted to EUR 83.6 million comprising 83,566,768 fully
paid-up shares of EUR 1 per value each.
Atos shares are traded on the Paris Eurolist Market under Euroclear code 5173 ISIN FR0000051732. The shares are not
listed on any other stock exchange and Atos SA is the only listed company of the Group.
ATOS SA
100%
ATOS 100% ATOS

International BV International
100% 100% 100% ATOS

Consulting
ATOS ATOS UK IT
Nederland BV Holdings Ltd 32%
100% ATOS
Integration
100%
8%
ATOS UK IT Ltd
100% ATOS
Infogerance
100%
ATOS IT Systems 100% ATOS

100% ATOS IT Worldline
Management
services Ltd
Nederland BV
100% ATOS
100%
Spain SAE
100% ATOS IT Services ATOS IT

Nederland BV Services UK Ltd
100% ATOS
Information
Technology Gmbh
100% ATOS IT Solutions

and services Inc ATOS
100%
Solutions and
Services Gmbh
Q Holding - Q Support Service

.Q The Netherlands - Q United Kingdom - Q North America - Q France - Q Spain - Q Germany

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C.6.4 Statutory financial statements
C.6.4.1 Balance sheet
ASSETS
Notes 31 December 2011 31 December 2010
(In EUR thousand)
Intangible fixed assets Note 1 98,418 98,887
Tangible fixed assets Note 2 46 222
Participating interests Note 3 2,800,044 2,309,114
Other financial investments Note 3 691,828 530,982
Total fixed assets 3,590,336 2,939,205
Trade accounts and notes receivable Note 4 16,806 6,393
Other receivables Note 4 337,966 367,618
Cash and cash equivalent Note 5 379,171 163,532
Total current assets 733,943 537,543
Prepayments, deferred expenses Note 6 10,986 3,754
TOTAL ASSETS 4,335,265 3,480,502
LIABILITIES AND SHAREHOLDERS’ EQUITY

Notes 31 December 2011 31 December 2010
(In EUR thousand)
Common stock 83,567 69,914
Additional paid-in capital 1,845,408 1,414,123
Legal reserves 8,354 6,972
Other reserves and retained earnings 320,712 285,921
Net income for the period 44,034 69,674
Shareholders’ equity Note 7 2,302,075 1,846,604
Provisions for contingencies and losses Note 8 23,117 32,780
Borrowings Note 9 1,212,832 847,165
Trade accounts payable Note 10 20,917 16,083
Other liabilities Note 10 776,107 737,318
Total liabilities 2,009,856 1,600,566
Unrecognized exchange gains 217 552
TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY 4,335,265 3,480,502

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C.6.4.2 Income statement
(In EUR thousand) Notes 31st December 2011 31st December 2010
Revenue Note 11 40,655 42,097
Other income 62 301
Total operating income 40,717 42,398
Cost of sales (12,929) (11,908)
Taxes (448) (551)
Depreciation, amortization and provisions (66) (136)
Other expenses Note 12 (12,712) (11,753)
Total operating expenses (26,155) (24,348)
Operating margin 14,562 18,050
Net financial result Note 13 32,970 45,997
Net income on ordinary activities 47,532 64,047
Non-recurring items Note 14 (12,065) (7,275)
Corporate income tax Note 15 8,567 12,902
NET INCOME FOR THE PERIOD 44,034 69,674
C.6.5 Notes to the Atos SA statutory financial statements
Atos SA Activity On July 1st, 2011, Atos acquired from Siemens 100% of
Atos SA main activities are: Siemens IT Solutions and Services, European based
• The management of the Atos trademark; leading IT services provider which offers IT expertise
• The management of Group participating interests; and delivers industry focused end-to-end IT solutions.
• The management of Group financing activities.
The deal has created a new company ranked in the top ten
Revenue included trademark fees received from Group global IT services providers, the new company is a
subsidiaries. powerful combination of two highly complementary
organizations in matters of geography, business and
The company Atos SA is the parent company of the Atos industry.
Group and consequently establishes consolidated
financial statements. Following this acquisition, Siemens became the largest
customer of Atos.
Highlights
On April 11th, 2011, Atos SA renewed the syndicated loan Rules and accounting methods
for an amount of EUR 1,200 million with an international In application with CRC 99-03, the financial statements of
syndicate of financial institutions; this renewal generated Atos SA have been prepared in accordance with generally
costs of issuing borrowings for an amount of accepted accounting principles in France and with the
EUR 9.3 million accounted for in deferred expenses.

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provisions of the French General Accounting Plan • for the operational subsidiaries, the value-in-use
(Plan Comptable Général). is determined on the basis of the enterprise value
General conventions were applied, in the respect of: described above;
• principle of prudence; • for the holding subsidiaries, the value-in-use is calculated
• principle of going concern; based on their shareholding equities.
• permanence of the accounting methods from one Treasury stocks are recorded at their acquisition cost.
exercise to another; Atos shares are not held in the context of a liquidity
• cut-off principle. contract nor in the intention to grant them as free shares
plan or stock-options plan.
As a principle, items are booked in the accountancy based
on the historical cost method. A depreciation charge is recognized when the carrying
The annual accounts are established and presented in value exceeds the weighted average market price of Atos
thousands of euros. stock for the month of December.
Intangible assets Loans are mainly intra-group transactions.

Intangible assets consist of software and merger deficit.
Trade accounts and notes receivable
The software are booked at the acquisition cost and Trade accounts and notes receivable are recorded at their
amortized on a straight-line basis over their expected nominal value. They are calculated individually and,
useful life. if necessary, are subject to an impairment loss.
The merger deficit acquired before 2004 is amortized Trade accounts and notes receivable denominated in
on a straight-line basis over 20 years. The Company foreign currency are booked at their fair value at the
applied the regulation CRC 2004-01 relating to the closing date. The difference between their historical value
accounting treatment of mergers and similar operations and their fair value at year-end is booked as unrecognized
which occurred from 1st January 2004. Those merger exchange gain or loss.
deficits are subject to an annual impairment test.
An impairment loss is recognized when the sum of Cash and cash equivalents
he merger deficit and the related gross value of Treasury stocks are recorded at their acquisition cost
the participating interest exceed the enterprise value. in the context of a liquidity contract or in the intention to
grant them as free shares plan or stock-options plan.
The enterprise value is computed on the basis of expected
three year future cash flow through assumptions For the shares acquired in the context of the liquidity
approved by the management of the Company. contract a depreciation charge is recognized when the
carrying value exceeds the weighted average market price
Tangible assets of Atos stock for the month of December.
The tangible fixed assets (buildings / fittings) are booked at
their acquisition value excluding any financial expenses. The shares acquired to be granted for the Management
The depreciation calculation is based on a straight-line Incentive Plan (MIP) and Long Term Incentive (LTI) plans
method over the useful life of the assets, as follows: are valued at the purchase price for those bought from
• Buildings: 20 years 2008, at the net book value as at 31 December 2007
• Fixtures and fittings: 5 to 10 years. for the others, further to the accounting method changes
into 2008 in application of the CNC guideline n°2008-17,
Financial assets the CRC regulation n°08-15, art 6, and the recommendation
Financial assets consist of participating interests and other of the CNC n° 2009-R-01 of February 5th, 2009.
financial investments (treasury stock, loans).
Participating interests are booked at their acquisition cost;

an impairment loss is recognized when the acquisition
cost exceeds the value-in-use determined as follows:

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Prepayments, deferred expenses When the participating interest is fully impaired,

Deferred expenses relate exclusively to costs for issuing an additional provision for risk may be required when
borrowings. Those costs are recognized over the duration the carrying value exceeds the value in-use.
of the borrowings on a straight-line basis.
A provision for contingencies is booked for free share
Provisions grants and stock-options plans for the vesting period
The amount of the provisions is based on the best estimate according to the application of the CNC guideline
of the outflow of resources necessary to extinguish the n°2008-17, the CRC regulation n°08-15, art 6, and the
underlying obligation. recommendation of the CNC n° 2009-R-01 of February 5th,
2009.
Note 1 Intangible assets
Net value of intangible fixed assets
Acquisitions/ Disposals/ 31st December

(In EUR thousand) 31 December 2010 charges reversals 2011
Intangible assets 113,918 113,918
Amortization (8,380) (469) (8,849)
Depreciation (6,651) (6,651)
Total of amortization & (15,031) (469) - (15,500)

depreciation
Of which : - non-recurring items (469) -
Net value of intangible assets 98.887 (469) - 98.418
The intangible assets are mainly composed of a merger The other merger deficit acquired before 2004 amounts to
deficit resulting from the transfer of assets and liabilities EUR 9.7 million in gross value, are depreciated on a straight
from Atos Investissement 6 to Atos SA in 2004. line basis.
This merger deficit was allocated to the various assets

brought to allow a proper follow-up and is broken down as
follows:
• France: EUR 40.8 million;
• Spain: EUR 63.8 million.

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Note 2 Tangible fixed assets
Net value of tangible fixed assets
Acquisitions / Disposals /
(In EUR thousand) 31 December 2010 31 December 2011
Charges Release
Tangible fixed assets 2,684 - (2,571) 113
Depreciation of tangible fixed (2,462) (66) 2,461 (67)

assets
Of which operating (66) -
Net value of tangible fixed assets 222 (66) (110) 46
On September 30th, 2011, Atos SA sold a building in Vineuil, the net assets of the building sold was EUR 0.1 million and the
selling price was EUR 0.5 million.
Note 3 Financial fixed assets
Change in financial fixed assets – Gross values
(In EUR thousand) 31 December 2010 Acquisition Decrease 31 December 2011
Investments in consolidated 2,467,605 524,750 2,992,355

companies
Investments in non consolidated 139 - - 139

companies
Treasury stocks 92 - - 92
Other investments 85 - - 85
Total Investments 2,467,921 524,750 - 2,992,671
Loans and accrued interests 129,887 (194) 129,693
Others 401,095 273,443 (112,403) 562,135
Total Other financial assets 530,982 273,443 (112,597) 691,828
TOTAL 2,998,903 798,193 (112,597) 3,684,499
Acquisition in consolidated investments Atos SA exchanged the shares Atos Intégration for the
Atos SA increased the capital of several subsidiaries: shares Atos Worldgrid for an amount of EUR 32.3 million.
• Atos Intégration for EUR 36.9 million;
• Atos Spain SAE for EUR 27.0 million; Others financial assets
• Atos Meda for EUR 8.8 million; Other financial assets at closing date correspond to:
• Atos Management France for EUR 5.5 million. • Deposits granted under the securitization program for
EUR 288.7 million;
Atos SA acquired the shares Atos Intégration from • Amounts due by Siemens related to price adjustment
Atos Infogérance for EUR 17.0 million. of the share value of Siemens IT Solutions and Services
Atos SA acquired shares related to Atos IT Solutions EUR 273.4 million related to:
and Services Gmbh from Siemens for EUR 428.5 million.

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- Price adjustment for other items: - Reimbursement by Siemens of Kyros shares:

EUR 144.4 million EUR 12.4 million
- Price adjustment for restructuring costs: EUR 116.6 million
Change in financial fixed assets – Impairment
(In EUR thousand) 31 December 2010 Depreciation Release 31 December 2011
Investments in consolidated (158,541) (34,332) 517 (192,356)

companies
Investments in non consolidated (139) - - (139)

companies
Treasury stocks (43) (4) (47)
Other investments (85) - - (85)
TOTAL (158,808) (34,336) 517 (192,627)
Of which financial (34,336)
The charge of the period is mainly related to: • Atos Servicios de Technologia de Informatica
• Atos Infogérance for EUR 25.9 million; for EUR 2.4 million;
• Atos Management France for EUR 5.5 million; • Group Technic Informatic for EUR 0.6 million.
Net value of the financial fixed assets
(In EUR thousand) Gross amount Depreciation Net value
Investments in consolidated companies 2,992,355 (192,356) 2,799,999
Investments in non-consolidated companies 139 (139) -
Treasury stocks 92 (47) 45
Other investments 85 (85) -
Loans and accrued interests 129,693 - 129,693
Others 562,135 - 562,135
TOTAL 3,684,499 (192,627) 3,491,872
Maturity of loans and other financial fixed assets
Gross amount
(In EUR thousand) Up to 1 year 1 to 5 years
31 December 2011
Loans and accrued interests 129,693 129,693 -
Others 562,135 562,135 -
TOTAL 691,828 691,828 -
Accrued interests amount to EUR 0.4 million (2010: EUR 0.3 million).

C. Finance
Main subsidiaries and investments
Gross value at Net value at Net Income at Shareholders'

(In EUR thousand) 31st December 31 December % interest 31st December equity
2011 2011 2011
I – Subsidiaries (50% or more of

common stock)
France
Atos Worldline 110,015 110,015 100% 19,504 130,240
Atos Investissement 5 618,681 618,681 100% (606) 624,403
Atos Infogérance 101,776 75,908 92% (5,716) 9,613
Atos Formation 2 2 100% 585 1,078
Atos Intégration 82,490 82,490 92% (22,004) (19,682)
Atos Consulting 16,539 9,073 68% 1,866 2,933
Atos Participation 2 30,616 24,249 100% 477 16,801
Atos International 30,878 0 100% (2,032) (15,277)
Atos Investissement 10 11,140 11,140 100% (9,108) 1,228
Atos Management France 5,540 0 100% (4,354) (3,083)
Atos Investissement 12 40 32 100% (3) 31
Atos Meda 8,840 8,840 100% (612) 144
Atos WorldGrid 32,328 32,328 100% (289) 22,748
Italy
Atos Multimedia Italia 68 68 100% - 171
Atos Origin SRL 57,183 156 100% 640 156
Benelux
St Louis Ré 2,139 2,139 100% - 2,140
Spain
Atos Spain SAE 80,390 80,390 100% (26,846) 24,392
Group Technic Informatic 751 183 100% (68) 183
Germany
Atos Information Technology 160,750 160,750 100% 863 95,394

GmbH
Atos Holding GmbH 50,637 0 100% (112) (2,133)
Atos IT Solutions and Services 428,538 428,538 100% (416,445) 789,313

GmbH
The Netherlands
Atos International BV 1,139,608 1,139,608 100 % 26,947 246,407

C. Finance
Gross value at Net value at Net Income at Shareholders'

(In EUR thousand) 31st December 31 December % interest 31st December equity
2011 2011 2011
Brazil
Atos Serviços de Tecnologia da 23,285 15,273 55% 10,051 6,074

Informação do Brasil Ltda
II – Autres participations 150 25
TOTAL 2,992,494 2,799,999
The total of subsidiaries and investments correspond to investments in consolidated companies and investments in non
consolidated companies presented in the table “Net value of the financial fixed assets” above.
Note 4 Trade accounts, notes receivable and other receivables
Trade accounts, notes receivable and other receivables
Net value Net value Gross amount at

(In EUR thousand) Depreciation
31 December 2010 31 December 2011 31 December 2011
Trade accounts and notes 3,271 1,715 - 1,715

receivable
Doubtful debtors 44 289 (245) 44
Invoices to be issued 3,078 15,047 - 15,047
State and income tax 760 - - -
VAT receivable 2,528 3,397 - 3,397
Intercompany current 361,790 333,426 - 333,426

account
Other debtors 2,540 1,345 (202) 1,143
TOTAL 374,011 355,219 (447) 354,772
Of which - operating (447)
Maturity of trade accounts receivable and other debtors
(In EUR thousand) Gross amount at Up to 1 year 1 to 5 years

31 December 2011
Trade accounts and notes receivable 1,715 1,715 -
Doubtful debtors 289 - 289
Invoices to be issued 15,047 15,047 -
State and income tax - - -
VAT receivable 3,397 3,397 -
Intercompany current account 333,426 333,426 -
Other debtors 1,345 1,345 -
TOTAL 355,219 354,930 289

C. Finance
Accrued income
Accrued income included in Receivable accounts
Invoices to be issued 15,047 3,078
Other debtors 463 432
TOTAL 15,510 3,510
Note 5 Cash and cash equivalents
Cash and cash equivalents and mutual funds
Net value Net value Gross amount

(In EUR thousand) 31 December 31 December Depreciation at 31 December
2010 2011 2011
Mutual funds 88,593 68,554 - 68,554
Treasury stocks - liquidity contract - - - -
Treasury stocks 4,995 5,074 (319) 4,755
Treasury stocks for share based payments 4,187 2,231 - 2,231
Short Term Bank deposits 50,000 299,946 - 299,946
Cash at bank 15,757 3,685 - 3,685
TOTAL 163,532 379,490 (319) 379,171
The 201,077 own shares acquired within the framework (MIP) are accounted for an amount of EUR 7.0 million of
of the plans of profit-sharing 2007 and 2008 Long Term which EUR 4.8 million of shares non allocated because
Incentive Plan (LTI) and Management Investment Plan conditions of attribution have not been met.
Note 6 Prepayments and deferred expenses
Prepaid expenses 193 118
Deferred expenses 10,793 3,636
TOTAL 10,986 3,754

C. Finance
C.6.5.1 Notes on Liabilities and Shareholders’ equity
Note 7 Shareholders’ equity
Common stock
Number of shares 83,566,768 69,914,077
Nominal value (in EUR) 1 1
Common stock (in EUR thousand) 83,567 69,914
Capital ownership structure over three years
Actions % Actions % Actions %
Financière Daunou 17 17,855,541 21.37% 17,442,839 24.95% 15,765,838 22.60%
Centaurus - - - - 1,332,140 1.91%
Pardus - - 1,821,869 2.61% 7,000,004 10.04%
FMR Llc 4,121,717 4.93% 3,498,744 5.00%
Siemens 12,483,153 14.94%
Board of Directors 15,640 0.02% 14,640 0.02% 14,938 0.02%
Employees 1,820,548 2.18% 2,523,605 3.61% 2,279,112 3.27%
Treasury stocks 202,370 0.24% 253,551 0.36% 652,152 0.94%
Public 47,067,799 56.32% 44,358,829 63.45% 42,676,278 61.21%
Total 83,566,768 100.00% 69,914,077 100.00% 69,720,462 100.00%
Registered shares 13,790,586 16.50% 1,403,026 2.01% 1,629,770 2.34%
Bearer shares 69,776,182 83.50% 68,511,051 97.99% 68,090,692 97.66%
Total 83,566,768 100.00% 69,914,077 100.00% 69,720,462 100.00%
The fund Fidelity Management and Research (FMR) no The shares owned by employees are held through mutual
longer exceeds the 5% threshold with 4.99% of Atos share funds and corporate savings plans.
capital and voting right on November 18th, 2011.
The 4th resolution of the Annual General Meeting of June
The company Siemens Beteiligungen exceeded the 5%, 1st, 2011 renewed the authorization to trade in the Group’s
the 10% and the 15% on July 1st, 2011 by the attribution of shares. The number of shares purchased may not exceed
12,483,153 shares in consideration of the contribution of the 10% of the company’s common stock. At December 31st,
sole share of Siemens IT Solutions and Services holding. 2011, the company held 202,370 shares of treasury stocks
representing 0.2% of the common stock.

C. Finance
The free-float of the Group shares exclude stakes owned shareholder owns or disclosed to own more than 5%
by the main shareholders Financière Daunou 17 (PAI of the issued capital of the Group. Stakes owned by the
Partners) owning 21.4% of the Group share capital and employees and the management are excluded from the
Siemens owing 14.9% on December 31st, 2011. Any other free float.
31December 2011 31 December 2010
Shares % of capital % of voting Shares % of capital % of voting

rights rights
Treasury stock 202,370 0.24% 0.24% 253,551 0.36% 0.36%
Financière Daunou 17 17,855,541 21.37% 21.37% 17,442,839 25.00% 25.00%
Siemens 12,483,153 14.94% 14.94%
Board of Directors 15,640 0.02% 0.02% 14,640 0.00% 0.00%
Employees 1,820,548 2.18% 2.18% 2,523,605 3.60% 3.60%
Free float 51,189,516 61.26% 61.26% 49,679,442 71.06% 71.10%
Total 83,566,768 100.00% 100.0% 69,914,077 100.00% 100.0%
Changes in shareholders’ equity
31 st 31 st
Appropriation Capital Net Income
(In EUR thousand) December Dividends December
of result increase 2011
2010 2011
Common stock 69,914 13,653 83,567
Additional paid-in capital 1,414,123 431,285 1,845,408
Legal reserve 6,972 19 1,363 8,354
Other reserves 25,511 25,511
Retained earnings 260,410 (34,864) 69,655 295,201
Net income for the period 69,674 (69,674) 44,034 44,034
Total of the Shareholder’s 1,846,604 (34,864) - 446,301 44,034 2,302,075

Equity
Potential common stock • Stock-options granted to employees;

• Based on 83,566,768 shares issued, the common stock • Convertible bonds into new shares according to OCEANE.
could be increased by 19,328,137 new shares, representing
an increase of 23.1% vesting:
31st December 2011 31st December 2010 Change
Number of shares outstanding 83,566,768 69,914,077 13,652,691
Conversion of Oceanes 10,796,902 5,414,771 5,382,131
Stock options 8,531,235 9,477,800 (946,565)
Total potential common stock 102,894,905 84,806,648 18,088,257
On the total of 8,531,235 of stock options, 2,651,270 options have a price of exercise higher than EUR 50.

C. Finance
Note 8 Provisions
Provisions
31 December Release 31 December

(In EUR thousand) Charges Release used
2010 unused 2011
Subsidiary risk 28,881 2,581 (10,972) - 20,490
Contingencies 3,405 565 (1,837) - 2,133
Litigations 494 - 494
Total 32,780 3,146 (12,809) - 23,117
Of which - operating (62) - (62)
- financial 3,146 (12,747) - (9,601)
The evaluation of the participating interest led to for Atos Management France and EUR 0.5 million for Atos
an additional charge for the following subsidiaries: Origin S.r.l.
• Atos International EUR 1.1 million;
• Atos Holding Gmbh EUR 1.5 million. The grant for shares 2007 LTI/MIP for the two-year plans
led to the release of EUR 1.8 million.
The evaluation of the participating interest led to the
release of EUR 8.0 million for Atos Meda, EUR 2.4 million
Note 9 Financial borrowings
Closing net debt
Gross value Gross value

(In EUR thousand) Up to 1 year 1 to 5 years 31 December 31 December
2011 2010
Long and medium term borrowings - 500,000 500,000 250,000
Bank overdraft 222,287 - 222,287 162,841
Other borrowings 490,545 - 490,545 434,324
Borrowings 712,832 500,000 1,212,832 847,165
Cash at bank Note 5 3,366 3,366 15,757
Closing net debt 709,466 500,000 1,209,466 831,408
Financial borrowings included: Deferred expenses related to other borrowings amount to

• Intercompany loans for EUR 463.4 million; EUR 10.8 million (EUR 3.6 million in 2010).
• On October 29th, 2009, Atos SA issued a convertible
bond (OCEANE) of EUR 250 million maturing
on January 1st, 2016;
• On July 1st, 2011, Atos SA issued a convertible bond
(OCEANE) reserved to Siemens of EUR 250 million
maturing on July 1st, 2016;
• Profit-sharing for a total amount of EUR 19.0 million.

C. Finance
Syndicated loan (2011-2016) Securitization

On April 11th, 2011, Atos signed a new five-year revolving On March 6th, 2009, Atos renewed its pan-European
credit facility for an amount of EUR 1.2 billion with an securitization program for a maximum amount for
international syndicate of financial institutions. The assignment of receivable of EUR 500 million and a
maturity of the revolving credit facility is until April 2016. maximum amount for financing of EUR 200 million.
As of December 31st, 2011, Atos SA has not used this multi- On December 31st, 2011, Atos SA received EUR 70 million
currency revolving facility. for this program (EUR 10 million in 2010).
Note 10 Trade accounts, notes payable and other liabilities
Maturity of trade accounts, notes payable and other liabilities
Gross amount Gross amount

(In EUR thousand) 31 December Up to 1 year 1 to 5 years 31 December
2011 2010
Accounts payable 17,284 14,857
Social security and other employee welfare

liabilities 1,155 672
VAT payable 2,478 2,478 - 554
Intercompany current account liabilities 772,869 772,869 - 736,276
Other liabilities 3,238 3,238 - 1,042
TOTAL 797,024 797,024 - 753,401
Terms of payment
The general terms of purchases are sixty days as from the date of issuance of the invoice except lawful or agreed contrary
provisions between the parties.
The breakdown of accounts payable at the end of the financial year is as follows:
Invoices Invoices due Invoices non

31 Associated
(In EUR thousand) Other aged before at 31st due at 31st
December companies year December December
2011
Accounts payable 17,284 8,573 8,711 86 298 16,900

and liabilities
100.0% 0.5% 1.7% 97.8%
Accounts payable 6,500 5,820 680 86 298 6,116
Invoices to be received 10,784 2,753 8,031 - - 10,784

2010
and liabilities
100.0% 0.6% 99.3%
Invoices to be received 11,741 5,425 6,316 - - 11,741

C. Finance
Deferred Expenses
Deferred Expenses included in the trade payable accounts
Invoices to be received 10,784 11,741
Other liabilities 454 768
State and employee related liabilities 69 71
TOTAL 11,307 12,580
C.6.5.2 Notes on the Income Statement
Note 11 Revenue
Revenue split
(in EUR % (in EUR %

thousand) thousand)
Trademark fees 37,413 92.0% 38,447 91.3%
Re-invoicing 286 0.7% 353 0.8%
Parental guarantees 2,956 7.3% 3,297 7.8%
TOTAL REVENUE by nature 40,655 100.0% 42,097 100.0%
France 15,311 37.7% 16,203 38.5%
Foreign countries 25,344 62.3% 25,894 61.5%
TOTAL REVENUE by geographical area 40,655 100.0% 42,097 100.0%
The revenue mainly includes trademark fees received from Group companies for a total amount of EUR 37.4 million,
decreasing slightly compared to 2010.
Note 12 Other expenses
Expenses
Expenses of the functions' Group (12,025) (11,073)
Directors’ fees (446) (411)
Other expenses (241) (269)
TOTAL (12,712) (11,753)
Expenses detailed above mainly include marketing, communication, investor relations and human resources expenses
invoiced by Atos International SAS and other holdings subsidiaries to the company including fees paid to the International
Olympic Committee. Atos SA had no employee in 2011 and in 2010.

C. Finance
Note 13 Financial result
Dividends received 74,624 82,373
Intercompany current account interests 6,087 2,617
Other financial assets income 4,149 3,529
Investment banking revenues 357 -
Reversal of provisions on investments in consolidated companies 517 2,060
Reversal of provisions on treasury stock 1,775 10,013
Reversal of other financial provisions 10,972 2,452
Disposal of short-term investment 1,144 962
Foreign exchange gains 1,909 5,090
Other financial income 1,716 11,507
TOTAL OF THE FINANCIAL INCOME 103,250 120,603
Interests on borrowings (11,049) (7,722)
Securitization interests (2,757) (1,437)
Intercompany loans interests (8,690) (7,080)
Intercompany current accounts interests (1,309) (68)
Provision for goodwill depreciation - -
Provision for depreciation on investments in consolidated companies (34,332) (15,441)
Provision for depreciation of treasury stocks (566) (1,050)
Other financial provisions (5,081) (20,517)
Loss on receivables held by participating investments - 1
Short term borrowing interests (2,924) (2,599)
Foreign exchange losses (1,627) (5,103)
Other financial expenses (1,945) (13,590)
TOTAL OF THE FINANCIAL EXPENSES (70,280) (74,606)
NET FINANCIAL RESULT 32,970 45,997
The financial income is mainly related to dividends The release of other provision is mainly due to the
received for EUR 74.6 million from Atos Investissement 5, evaluation of participating interest and has been disclosed
Atos Worldline, Atos Formation and Group Technic in the Note 8 Provisions.
Informatic for respectively EUR 38.6 million,
EUR 34.9 million, EUR 0.9 million and EUR 0.3 million. Other financial income for EUR 1.7 million is related to the
re-invoicing to the company subsidiaries of these free
The EUR 1.8 million release of the provision on treasury shares.
stock is related to MIP/LTI plans.

C. Finance
The Other financial expenses for EUR 1.9 million relate to The Other financial provision is mainly due to the
the grant of these free shares. evaluation of participating interest and has been disclosed
in the Note 8 Provisions.
The depreciation on investments has been disclosed
in the Note 3 Financial Assets – Impairment. Interests on borrowings include the interest related to the
coupon paid to OCEANE holders for EUR 8.1 million.
Note 14 Non recurring items
Non recurring items coming from ordinary activities are those whose realization is not related to the current operations of
the Company due to their unusual, abnormal and infrequent nature.
Selling price from disposal of financial assets - 1,001
Reversal of provision for tangible assets 500 -
Reversal of provision for intangible assets - 967
Reversal of provision for trade accounts receivable - 69,621
Other income 12,581 307
TOTAL OF NON RECURRING INCOME 13,081 71,896
Amortization of goodwill (469) (492)
Net book value of tangible assets sold (110) -
Net book value of intangible assets sold - (69,621)
Net book value of financial assets sold - (1,001)
Other expenses (24,567) (8,057)
TOTAL OF NON RECURRING EXPENSES (25,146) (79,171)
NON RECURRING ITEMS (12,065) (7,275)
The Other expenses mainly include professional fees related to the acquisition and Siemens IT Solutions and Services
for EUR 24.6 million of which EUR 12.6 million booked as integration costs have been invoiced to Atos International SA
and booked in Other income.
Note 15 Tax
Tax consolidation agreement • Tax savings related to the use of the tax losses of the tax
As per the article 223-A from the French Fiscal Code, Atos consolidation members will be only temporary since the
SA signed an agreement of Group tax consolidation with a subsidiaries concerned will still be able to use them.
certain number of its French subsidiaries with effect as of Consequently the tax savings are booked as liabilities
January 1st, 2001. Atos SA as parent company of the Group towards those subsidiaries;tos SA is the only liable for any
is designated as the only liable entity for the corporate tax additional tax to be paid in the event of an exit of the
of the Group tax consolidation. subsidiaries from the French tax consolidation.
The main features of the agreement are: • Atos SA is the only liable for any additional tax to be paid
Each subsidiary records in its accounts the amount of tax in the event of an exit of the subsidiaries from the French
that it would have paid on a stand-alone basis; tax consolidation.

C. Finance
At December 2011, decrease and increase of the future tax charge are broken down as follows:
(In EUR thousand) Basis Decrease Basis Increase
Non deductible provisions for timing differences - 1,837
TOTAL - 1,837
No deferred tax assets or liabilities have been recognized.
Breakdown between net income on ordinary activities and non-recurring items
(In EUR thousand) Before tax Computed tax Net amount
Net income on ordinary activities 47,532 - 47,532
Non recurring items (12,065) - (12,065)
Tax credit - 8,567 8,567
TOTAL 35,467 8,567 44,034
At December 2011, there is no risk of repayment of the tax The tax that would have been booked in the absence of
credit booked in the frame of the French tax consolidation French tax consolidation is an expense of EUR 0.3 million.
as per the French tax consolidation agreement. The total amount of the loss carried forward is
EUR 233.2 million.
Note 16 Off-balance sheet commitments
Performance Guarantees 2,229,315 1,210,598
Bank guarantees 196 196
TOTAL 2,229,511 1,210,794
For various large long-term contracts, the Group provides In relation to the multi-currency revolving facility,
performance guarantees to its clients. These guarantees Atos SA issued a parental guarantee to the benefit
amount to EUR 2,229 million as of December 31st, 2011, of the consortium of banks represented by BNP Paribas,
compared with EUR 1,210 million as of December 31st, 2010. in order to cover up to EUR 660 million the obligations
of its subsidiary, Atos Telco Services B.V.
At the end of 2011, new parental guarantees issued in
replacement of Siemens was EUR 1,071 million including Atos SA has given a EUR 120 million guarantee to the
BBC for GBP 345 million (EUR 414 million) and National Stichting Pensionfonds Atos. This guarantee is provided to
Savings for GBP 250 million (EUR 300 million) . secure the payment obligations of Atos Nederland under
the cover ratio mechanism in case of its failure to pay
In the framework of the contract for the provision of IT associated sums.
services signed by Atos IT Services UK Limited with the
International Olympic Committee (IOC), Atos SAE (Spain) Subsequent to the Cellnet disposal in July 2004,
has granted a full performance guarantee to the IOC by Atos SA still has one outstanding guarantee with
which it commits to perform the contract in case the Schlumberger related to Citicorp for a total amount
signing entity (or any other affiliate to whom the signing of USD 52.2 million (EUR 40 million), which is fully
entity could have assigned all or part of the rights and counter-guaranteed by the acquirer of Cellnet,
obligations under the contract) is unable to provide “Cellnet Holdings Corp”.
services required under the contract.

C. Finance
In addition, Atos SA has provided a EUR 29 million Finally, as part of the general agreement with Siemens in
guarantee to Chartis Europe in order to counter-guarantee respect of transfer of Siemens It Solutions and Services UK
the subsidiary Saint Louis Ré related to insurance cover. pension liabilities, the Board of Atos SA, during its March
29th, 2011 meeting, has agreed to provide a 20 year
Atos SA or Atos B.V. have given for various subsidiaries guarantee to the Atos 2011 Pension Trust set up to
guarantees of general financial support at the request accommodate the transfer. The maximum amount of the
of auditors or to comply with local regulations. guarantee is GBP 200.0 million and can be reduced if less
than GBP 200.0 million liabilities eventually happen to
transfer.
Note 17 Risk analysis
Market risks: Fair value of financial instruments The trade accounts receivable of certain entities of Atos
based in The Netherlands, in France, in the United
Cash at bank and short term deposits, trade accounts Kingdom and in Germany are transferred on a recurring
receivable, bank overdraft and trade accounts payable basis to this financing institution. This transaction is
Due to the short term nature of these instruments, the financed through the issue of commercial notes rated A1P1.
Group considers that the accounting value constitutes a This rate is granted due to an underlying deposit made by
reasonable estimate of their market value as of December Atos. The deposit amount is calculated every month and is
31st, 2011. based on various criteria such as the dilution ratio, the days
sales outstanding (DSO), losses, etc.
Long and medium term liabilities
As of December 31st, 2011, Atos SA presents no long and As of December 31st, 2011, the total amount of the trade
medium term liabilities related to the syndicated loan. accounts receivable transferred to Ester Finance
amounted to EUR 359 million.
Liquidity risk
The Group aligned its contractual obligations under
Syndicated loan this program on the most favorable conditions of the
The major financing tool of Atos is a EUR 1.2 billion multi- renewable multicurrency credit facilities described above.
currency revolving facility renewed On April 11th, 2011.
The maturity of the new revolving credit facility is until Convertible bond OCEANE (bond convertible into
April 2016. and/or exchangeable for new or existing shares of Atos)
On October 29th, 2009, Atos issued a convertible bond
The revolving credit facility includes two financial (OCEANE) of EUR 250.0 million maturing on January 1st,
covenants which under the terms are the following: 2016. Annual coupon paid to the bond holders is 2.50%.
On July 1st, 2011, Atos issued a convertible bond (OCEANE)
• The consolidated leverage ratio (net debt divided by reserved for Siemens in relation to the acquisition of
Operating Margin before Depreciation and Amortization) Siemens It Solutions and Services and maturing July 1st, 2016.
may not be greater than 2.5 times under the multi- The annual coupon paid is 1.50%. There is no financial
currency revolving facility. covenant in respect with the convertible bond.
• The consolidated interest cover ratio (operating margin
divided by the net cost of financial debt) may not be less
than four times throughout the term of the multi-
currency revolving facility.
Securitization program
In March 2009, Atos has renewed his securitization
program with Ester Finance, a subsidiary of CALYON rated
AA- by Standard & Poors and Aa2 by Moodys for 5 years.
The maximum amount of the program is EUR 200.0 million.

C. Finance
Liquidity risk at December 31st, 2011
Line
Instruments Fix / Variable Maturity
(in EUR million)
Syndicated loan Variable 1 ,200 April 2016
Securitization program Variable 200 March 2014
Oceane Fix 250 January 1st 2016
Oceane Siemens Fix 250 July 1st 2016
Credit risk Company is exposed to potential opportunity losses

The Group has a fully-integrated process concerning credit should interest rates fall. A change in interest rates would
risk. In its trade relations, the Group manages its credit risk impact the market value of fixed-rate financial assets and
with a portfolio of diversified customers and follow-up liabilities. However, this loss of opportunity would not
tools. impact financial income and expenses as reported in the
Company’s Income Statement and, as such, future net
Financial wise, the Group monitors the credit risk on its income of the Company up to maturity of these assets
investments and its market operations by rigorously and liabilities.
selecting leading financial institutions and by using several • A cash-flow risk on floating-rate financial assets and
banking partners. The Group thus considers its credit liabilities. The Group considers that a variation in rates
exposure as being limited. would have little incidence on floating-rate financial
assets and liabilities.
Market risk
Monetary assets of the Group comprise receivables and Atos objective is also to protect the Group against
loans, securities investments and cash at bank. Monetary fluctuations in interest rates by swapping to fixed rate a
liabilities comprise financial, operating and other liabilities. portion of the existing floating-rate financial debt.
Authorized derivative instruments used to hedge the debt
Interest rate risk are swap contracts, entered into with leading financial
The exposure to interest risk encompasses two types institutions and centrally managed by the Group treasury
of risks: department.
• A price risk on fixed-rate financial assets and liabilities.
For example, by contracting a fixed-rate liability, the
Note 18 Related parties
The transactions made by the company (trade mark fees, financing operations and tax consolidation) are dealt at market
conditions.
Note 19 Subsequent events
On February 23rd, 2012, as the last step of the acquisition process of Siemens IT Solutions and Services, Siemens and Atos
have agreed on a settlement leading to a price reduction reflected in the acquisition cost of the shares of Atos IT Solutions
and Services Gmbh in December 31st, 2011.

D. RISKS, GOVERNANCE AND COMMON STOCK
D.3 Report of Chairman of the Board of Directors on
Corporate Governance and Internal Control 240
D.5 Resolutions 268
D.1 Risk analysis
The company conducted a review of risks that could have a material adverse impact on its business, or results (or its ability
to achieve its objectives) and considers that there are no other significant risks than those presented hereafter.
D.1.1 Business risks
D.1.1.1 The market
In 2011, Financial Services have been the Market most investment in the area of smart metering and smart grids.
impacted by economic uncertainties with most customers Telecom operators have kept a tight control of their IT
cutting down on IT costs. On the other side of the spending, keeping demand flat. In spite of the pressure on
spectrum, Manufacturing has been the most dynamic public spending driven by European debt crisis, Public
Market for IT services, IT being critical to globalization of Services have not dramatically cut their IT spending
supply-chain as well as automation of Manufacturing considering IT investments as a driver of increasing
Execution and Product Lifecycle Management. Energy & effectiveness and reducing administrative costs.
Utilities customers have been sustaining their IT
D.1.1.2 Clients
Excluding Siemens, Group’s top 10 customers generate 17% Former Siemens It Solutions and Services customers have
of total Group revenues and top 50 customers generate been fully integrated into Atos customer database and
37% of total Group revenues. management process.
D.1.1.3 Suppliers
Atos relies on a limited number of key suppliers, in the inability to renew agreements on acceptable terms,
particular for the supply of software used in the design, may have an adverse impact on Atos operations.
implementation and running of IT systems. While there
are alternative sources for most software and the Group Major risks with key IT , Non-IT and Staffing vendors are
has long-term licenses and agreements with a range of managed centrally by the Global Purchasing function. This
qualified suppliers, thus the possible failure of those function is responsible for managing the cost base of Atos
suppliers to continue producing innovative software, or and thus the overall relationship with vendors including

D. Risks, governance and common stock
D.1. Risk analysis
their identification and selection, contract negotiation, in 2011, the five biggest represent 21.5% of the total and the
performance and the resolution of claims and litigations. first ten amount to 29.0%.
Regarding the ranking of the main vendors for Atos, the At 31 December 2011, there was no binding commitment
most important one accounts for 9.6% of Group purchases with vendors for capital expenditures higher than EUR 5
million.
D.1.1.4 Partnerships and subcontractors
From time to time Atos relies on partnerships and enter into partnerships or use subcontractors are initiated
subcontractors to deliver services in particular contexts. locally by the operational team evaluating the proposal or
Having recourse to third parties is a common practice in in specific case at Group level.
the industry but represents a business risk that must be
managed carefully on the basis of quality, cost, logistics, Recourse to subcontractors is managed by Global HR
development, management and sustainability Workforce Managers working in the GBU’s and through
requirements. contracts set up by Buyers from Global and/or local
Purchasing. They are subject to the same purchasing
Partnerships may be formed or subcontractors may be processes and policies as all other categories.
used in areas where the Group does not have the specific
expertise necessary to fulfill the terms of a particular At the end of 2011, the Group had approximately used
contract or requires such skills for a limited period of time 8,000 full-time equivalents subcontractors either for their
only, or to comply with local legislation. All requests to specific skills or to satisfy business demand.
D.1.1.5 Acquisition / External growth risk
Acquisitions / external growth operations may have weekly “integration committee”. As previously detailed in
adverse impacts on the achievement of the objectives of this document, the TOP² program aimed to improve
the group, especially in the case of: efficiency in Siemens IT Solutions and Services through
• Under-performing contracts that would not have been the use of the Atos ’s best practices, and included notably
properly identified during the acquisition process. an extensive review of contracts at risk in all countries in
• Ineffective integration efforts that would prevent reaching order to raise the appropriate claim to Siemens within due
expected level of synergies. date.
In the context of the acquisition of Siemens IT Solutions

and Services, Atos has rolled out an integration program
closely monitored by General Management through a
D.1.1.6 Risks related to contracts / projects’ execution
The IT services provided to customers are a critical in the performance of services, either related to delays or
element for the performance of their commercial to unsatisfactory level of services, may result in significant
activities. Oftentimes IT solutions also play a key role in the prejudicial consequences to the clients of the customer
development of their businesses. Any inadequate and may result in penalty claims or litigations. Below are
implementation of sensitive IT systems or any deficiency some of the key risks Atos needs to manage.

D.1. Risk analysis
Degraded performance resulting from third party an operating loss, by exceeding budget or payment of
products and/or product customization: penalties for late performance.
Systems Integration frequently involves products
(whether software or hardware, standard or adapted or The Group seeks to minimize the risks described above
specifically developed for customized requirements) through a rigorous review process right from the offer
designed and developed by third parties and which, by stage. A dedicated specific process is in place, called Atos
definition, the service provider cannot control. In addition, Rainbow, under which service proposals are reviewed,
particular requirements from certain clients who wish for with an inventory of risks being kept for tracking purposes.
specific functionalities may disrupt the operation of the This allows the Group to take any mitigating action where
product or generate significant delays or difficulties in appropriate and follow up on outstanding actions.
providing the services.
In 2009, the Atos™ Rainbow process has been extended to
Exposure due to assessment or delivery failures: the execution phase of the contract, including updating
Also, it is a practice of the IT sector to enter into certain the risk assessment. The Rainbow process is now in use in
contracts on a fixed-rate basis whereas other contracts are every countries where the Group operates.
invoiced according to the service provided.
In 2011, the split of revenue for Systems Integration was as Periodical risk reviews are performed on major contracts
follows: one third in applications management, one third in with a view to enhancing control over any excess for
fixed-rate projects and one third in management. For fixed- projects and to following up all types of possible delivery
rate contracts, an under assessed scope of the provided and any performance issues.
services or dedicated resources to a specific project may
lead to a budget or agreed timeframe overrun, and lead to
D.1.1.7 Technology and IT risks
IT system breakdowns could be critical both for the IT production sites, offshore development centers,
internal operations of the Group and for its customers’ maintenance centers and data-centers are specifically
needs in respect of the services provided. The Group has subject to extensive administrative and technical
implemented specific programs and procedures to ensure procedures for safeguarding and monitoring, covering
the proper management of IT risks, covering security and physical and IT system access, energy supply breakdown
back-up systems and effective insurance coverage. or disruption, fire, regulation of extreme temperature
change, data storage and back-up, contingency and
disaster recovery plans.
D.1.1.8 Regulation risks
The activities of the group are in general not subject to operators in France) are subject since 2011 to the European
specific legal, administrative or regulatory authorizations. Payment Institution regulation. A dedicated follow-up is
performed to ensure that the requirements of this
However, activities related to payments in Belgium and regulation are met by the concerned entities.
Buyster (operated with the main telecommunication

D.1. Risk analysis
D.1.1.9 Counterparty risk
Payment services expose Atos to a counterparty risk in the • defining the type of risks, calculating and managing risk
case a counterparty (mainly card issuer client) would be in exposures,
default while the clearing and settlement are processed • evaluating and monitoring its counterparties’ financial
(which may take a few days depending on the type of standing.
processing, the day of the week and the card scheme).
The main objective is to mitigate the impact of significant
To mitigate these risks, Atos Worldline has developed a counterparty credit events on the company. This
methodology for: framework will be deployed operationally in 2012.
D.1.1.10 Reputation risks
Media coverage of possible difficulties, especially related its customers, consequently, its ability to maintain or
to the implementation of significant or sensitive projects, develop some activities.
could affect the credibility and image of the Group towards
D.1.1.11 Human Resources
Dependence on qualified personnel been made available for thousands of employees on

In today’s IT services market, providers remain dependant English language, as well as IT and business topics.
on the skills, the experience and the performance of its These programs allowed faster adaptation of people to
staff and the key members of its management teams. The clients’ needs and greater mobility, which also balanced
success of organizations in this field of play depends on attrition.
the ability to retain key qualified staff and to use their
competences for the benefit of the customers. Atos is Offshoring
focused on providing challenging career opportunities Atos increasingly fulfils its client contracts using
and job content. Over the reporting period, Atos has been closeshore, nearshore and offshore facilities in order to
able to continue its focus on employability furthermore optimize its cost structure. Offshoring is used by the main
developing the workforce management and offering better countries of the Group in Systems Integration and
career perspective supported by competency Managed Operations. To keep up with increasing demand,
development through the Atos University programs, the Group developed its nearshore/offshore capacity with
particularly in 2011 dedicated and focused efforts on more than 6,278 staff at the end of December 2010. The
experts (architects, solutions, and program managers) and combination of insourcing and offshoring for the delivery
on our sales workforce. of projects led the Group to adapt and to optimize the
insourced resources to other contracts. Given our ongoing
Employee attrition need to attract and to deploy human resources, the Group
To enhance our ability to attract and retain staff, the made sure it was able to optimize resource utilization rate.
Human Resources department has developed The Group processes in this area are mature and the
competitive rewarding structures. In addition it has offshore facilities of the Company are certified. Atos is
continued to strengthen the internal offerings for training therefore well positioned and ready in any case of
and development programs through the Atos University business risk associated to offshoring.
using e-learning techniques. During 2010, specific attention
was given to critical competencies, such as Sales, Project
Management, SAP, Lean and Talent Development;
resulting in lower attrition in the targeted groups of people.
Meanwhile, wider distance learning opportunities have

D.1. Risk analysis
D.1.1.12 Legal risks
IT services delivered to clients are sometimes essential to disrupt the product functionalities or cause important
the execution of their commercial activities and the IT delays or difficulties in the completion of these services.
solutions often play a decisive role in the development of
these companies. Any inappropriate implementation of Also, in the IT sector, it is common practice that some
sensitive IT systems or any deficiency in the execution of contracts are invoiced on a fixed price basis while others
these performances, due to delays or due to an on a time and materials basis. The total turnover of the
unsatisfactory level of services, can cause important and activity “Systems Integration” as of 31 December 2011 is
harmful consequences to the clients of the service distributed as follows: Applicative Maintenance and Fixed
provider, and a possible penalty or liability claim. Prices Projects represent respectively one third and two
thirds of the Services Line. For Q4 2011, the turnover for
More particularly, the activity “Systems Integration” is in “Systems Integration” remained stable as compared to last
part dependent on products (software as much as year. For fixed priced contracts, an incorrect estimate of the
equipment, standard ones or adjusted to specific extent of work to realise or of the funds to dedicate to a
functionalities) created and developed by third parties, particular project can cause a cost overrun or a breach of
over which, by definition, the service provider cannot have the contractual deadlines, and could lead to operating
control. In addition, the particular demands of certain losses, through overrun costs or payment of late fees.
clients, wishing to benefit from specific functionalities, can
D.1.1.13 Business risk assessment and management
Atos Origin has a robust business risk management • manages residual exposure through a combination of
approach reinforced during the last two years, based on external risk transfer instruments and internal
two critical processes. contingency reserves in order to optimize the use of
exposed capital.
Risk Management System
The Group operates a risk management system that A major enhancement of the contract monitoring process
facilitates the analysis and treatment of business risks has been designed to monitor all contracts on a monthly
throughout the life cycle of a project. This process is basis using the Rainbow Delivery Dashboard, providing
integrated with the control and approval process when status on both financial, delivery and technology,
entering into new contracts. The objective is to ensure that customer, legal and supplier KPI’s. In case of deviating KPI’s,
the Group only bids for projects that are capable of being a specific Rainbow Delivery review is organized on this
delivered effectively and to provide an early warning contract.
system for any project that encounters problems or
diverges from its original targets. Specifically, the risk Rollout has started for the major contracts in 2010 and was
management process: pursued in 2011, including the newly acquired business
• identifies potential exposures, including technical, legal from Siemens.
and financial risks that could have an impact during the
life cycle of the project; Risk Management and Rainbow management
• evaluates, both qualitatively and quantitatively, the The control and approval process governing the bidding
significance and materiality of any such exposures; and contracting activities report to the Group Vice
• ensures that appropriate and cost-effective risk control or President in charge of Risk Management and Bid Control,
risk mitigation measures are initiated to reduce the ensuring the capturing and ongoing tracking of risks
likelihood and impact of negative outcomes on the identified at the bidding stage throughout the delivery
project; and, cycle.

D.1. Risk analysis
Risk Management reports directly to the Group Chief include the Senior Executive Vice President Operations,
Financial Officer, with the risk managers in the countries Executive Vice Presidents in charge of the Global Service
and the Global Service Lines reporting directly into the Lines and several representatives from Global Functions,
Group Vice President Risk Management and Bid Control, including Finance, Legal, and Internal Audit. Twice a year,
shortening lines of command. the Audit Committee conducts a thorough review of all the
major contracts considered at risk in the context of the
Group Risk Management Committee preparation of the closing with an update process in place
A Group Risk Management Committee convenes on a every quarter. There is then a follow-up either by the
monthly basis to review the most significant contracts and service line or the Risk Management Committee.
the difficult ones. The Committee is chaired by the Group
CFO and lead by the Vice President Risk and Rainbow
Management. Permanent members of the Committee
D.1.2 Financial markets risks
Atos has not been affected by the liquidity crisis that has On 29 October 2009 Atos Origin issued a convertible
impacted the financial markets over the past years. bonds into and/or exchangeable for new or existing shares
(OCEANE) due on January 1st 2016 with an aggregate
The Group proceed to a specific review of its liquidity risk principal amount of EUR 250 million. The annual coupon
and considers to be able to face future requirements. Atos’ paid to the holders of bonds amounted to 2.5%.
policy is to cover fully its expected liquidity requirements
by long-term committed loans or other appropriate long- As part of the acquisition of Siemens IT Solutions and
term financial instruments. Terms and conditions of these Services Gmbh, on the completion date of the
loans include maturity and covenants leaving sufficient Contribution, Atos issued 5.4 million bonds convertible
flexibility for the Group to finance its operations and and / or exchangeable into new or existing shares of Atos
expected developments. with an aggregate nominal value of EUR 250 million to
Siemens Inland (Siemens Beteiligungen Inland Gmbh) at a
On 11 April 2011, Atos signed with a number of major subscription price of EUR 250 million. In addition, Siemens
financial institutions a five-year EUR 1.2 billion credit facility Inland has received shares of Atos representing 15 per cent
that will mature in April 2016. The facility is available for of the share capital of Atos and has become the second
general corporate purposes and has replaced the existing largest shareholder of Atos.
EUR 1.2 billion facility that was expiring in May 2012.
More details on liquidity risk, cash flow interest rate risk,
Atos Origin has renewed its trade receivables currency risk, market value of financial instruments, price
securitization program on March, 6th 2009 for a period of 5 risk and credit risk are described within the “Financial risk
years with a maximum amount of EUR 500 million management” sections in this document (C.4.7.4) and note
marketable debt and a maximum of EUR 200 million 23 to the consolidated financial statements C.5).
funding amount. Securitization program financial
covenants are in line with those of the EUR 1.2 billion multi- The risk on shares is limited to self-held shares.
currency credit facility.

D.1. Risk analysis
D.1.3 Insurance
Global insurance policies are placed with reliable EUR 2 million. The maximal net retention after reinsurance
international insurance companies, providing the Group is therefore EUR 2 million, on top of the applicable
with appropriate insurance coverage for its worldwide deductibles which vary between EUR 25,000 and
operations. The total cost of these policies in 2011 EUR 75,000 per site, and as long as the EUR 200 million
represented circa 0.20% of total Group revenue. limit is not reached. For claims under the professional
indemnity policy the Atos reinsurance company would
The most important global insurance programs are bought cover the first EUR 10 million as well as a quota share of the
and managed centrally at renewal on 1st January each year. upper layers in case of a catastrophe claim. Maximum net
In 2011 the Property Damage and Business Interruption retention after reinsurance is therefore
policy and Professional Indemnity policy were both EUR 23 million in aggregate on top of the applicable
renewed for limits respectively of EUR 200 million deductible of EUR 2 million per claim, and as long as the
and EUR 150 million. Several additional policies cover EUR 150 million limit is not reached.
insurable business risks such as general liabilities, a fleet
and are maintained at cover limits commensurate with the Insurable losses are not a frequent occurrence.
Group’s size and risk exposures. Ex Siemens IT Solutions This is partly due to quality risk management processes
and Services operations and sites have been integrated deployed at all key locations to protect assets from fire
into Atos global insurance programs since 1st of July 2011. and other unexpected events as well as ensuring business
Deductible retentions are used both to promote good risk continuity in the event of damage or loss. In offers and
management practices and to control the quantity of contracts a uniform and mandatory process of risk
claims and level of premiums. management is used as described in previous chapter.
Each country also contracts insurance policies in Risks are also monitored by the Underwriting Committee
accordance with local regulations, customs and practice. of the Atos reinsurance company who maintains adequate
These include employers’ liability, workers compensation net equity and technical reserves commensurate with
and employee travel. the level of insured risks, and ensures a satisfying
diversification of external reinsurer. The Underwriting
Atos’ wholly-owned reinsurance company provides Committee also carries out regular surveys and analysis
insurance for some layers of the property policy and for to monitor the relevance of Atos Origin insurance cover.
the professional indemnity policy, which are the most
critical policies for the Group operations. For damages
covered by the property policy, the first EUR 0.5 million
are covered (per claim) and total annual losses of

D.1. Risk analysis
D.1.4 Claims and litigation
The Atos Group is a global business operating in some 48 In 2011, the number of claims in the group increased
countries. In many of the countries where the Group proportionally because of the of claims that it acquired
operates there are no claims, and in others there are only a with acquisition of Siemens IT Solutions and Services. This
very small number of claims or actions made against the new portfolio of claims has been thoroughly reviewed and
Group. Having regards to the Group’s size and revenue, the risk assessed, and is well managed.
level of claims is kept low.
During 2011 some significant claims made against the
The low level of claims and litigation is attributable in part Group were successfully resolved in terms favorable to the
to self-insurance incentives and the vigorous promotion of Group.
the quality of the services performed by the Group and the
intervention of a fully dedicated Risk Management Group Management considers that sufficient provisions
department, which effectively monitors contract have been made.
management from offering through delivery and provides The total amount of the provisions for litigation risks, in the
early warnings on potential issues and claims. All potential consolidated accounts closed as of 31 December 2011, to
and active claims are carefully monitored, reported and cover for the identified claims and litigations, added up to
managed in an appropriate manner. EUR 69.8 million (including tax and social contribution
claims but excluding labor claims).
D.1.4.1 Tax and Social Contribution claims
The Group is involved in a number of routine tax & social jurisdictions, such matters are normally resolved by
contribution claims, audits and litigations. Such claims are simple non contentious administrative procedures.
usually solved through administrative non-contentious
proceedings. Following the decision in a reported test case in the UK,
there is substantial ongoing court claim against the UK tax
A significant number of the tax & social contribution authorities for a tax (Stamp Duty) re-imbursement of an
claims are in Brazil, where Atos is a defendant in some amount over EUR 9 million.
cases and a plaintiff in others. Such claims are typical for
companies operating in this region. Proceedings in this The total provision for tax & social contribution claims, as
country usually take a long time to be processed. In other inscribed in the consolidated accounts closed as at 31
December 2011, was EUR 27.2 million.
D.1.4.2 Commercial claims
There is a small number of commercial claims across the through the acquisition of Siemens IT Solutions and
Group. Services. Most of these cases involve claims on behalf of
the group and some of them have already been
Some claims were made in 2006 by a company for successfully resolved.
services allegedly supplied to the Group in the past. After a
thorough investigation, the Group concluded that the The total provision for commercial claim risks, as inscribed
claims were not legitimate. These claims were thus in the consolidated accounts closed as at 31 December
rejected, no payment was made by the Group and, 2011, was EUR 37.7 million.
consequently, several judicial proceedings were made.
These proceedings are still pending before the courts.
There were a number of significant on-going commercial

cases in various jurisdictions that the group acquired

D.1. Risk analysis
D.1.4.3 Labor claims
There are nearly 74,000 employees in the Group and opinion most of these claims have little or no merit and are
relatively few labor claims. In most jurisdictions there are provisioned appropriately.
no or very few claims. Latin America is the only area where
there is a significant number of claims but such claims are There are 31 claims against the Group which exceed EUR
usually of low value and typical for companies operating 200,000. The provision for these claims, as inscribed in the
in this region. consolidated accounts closed as at 31 December 2011, was
EUR 4.8 million.
The Group is a respondent in a few labor claims of higher
value in France, Brazil and the UK, but in the Group’s
D.1.4.4 Representation & Warranty claims
To the knowledge of the Company, no company of the Group is a party to a representation & warranty claim arising out of
an acquisition or a disposition.
D.1.4.5 Miscellaneous
To the knowledge of the Company, there are no other on the Company’s and the Group’s financial situation or
administrative, governmental, judicial, or arbitral profitability.
proceedings, pending or potential, likely to have or having
had significant consequences over the past twelve months
D.1.5 Country risks
Atos operates in 48 countries. Some countries are more of portions of the business with a lower operational margin
exposed than others to political or economic risks that as well as activities considered as being non core business.
may affect the Group’s business and profitability. A project leader is assigned to this task, supported by the
legal, tax, and finance departments.
The Group makes a periodic Strategic Operational Review
of its activities in order to fully revisit all options in respect

D.2. Corporate Governance
D.2 Corporate Governance
Since 10 February 2009, Atos has been incorporated in specific situation. This governance has allowed for the
France as a ”Société Anonyme” (public limited company) necessary proactivity to a successful integration following
with a Board of Directors. Since then, Thierry Breton has the purchase of Siemens IT Solutions and Services on 1st
been its Chairman and Chief Executive Officer. The change July 2011 ; and which also allows to implement the
from a Supervisory Board and a Management Board transformation of the Group (steering of the TOP² Program
structure to a system with a Board of Directors and – Total Operational Performance) and to lead all necessary
Chairman and Chief Executive Officer has simplified and actions to ensure growth and profitability.
unified the Company’s governance so as to adapt it to its
D.2.1 Legal Information
D.2.1.1 Corporate form and purpose
• Company name (article 3 of the articles of association): all shares and ownership rights, take all interests in a
Atos. partnership and grant all loans, credits and advances;
• Legal form (article 1 of the articles of association): Limited - and more generally any commercial, industrial, real-
Liability Company (société anonyme) with a Board of estate, movable property or financial transactions, either
Directors governed by articles L.225-1 and seq. of the directly or indirectly related to one of the above
French Commercial Code. mentioned purposes.
• Corporate purpose (article 2 of the articles of
association): The Company’s purpose in France and • Nationality: French.
elsewhere is as follows: • Registered office and principal place of business
- the processing of information, systems engineering, (article 4 of the articles of association): 80 quai Voltaire –
studies, advice and assistance notably in the finance and 95870 Bezons, France - +33 (0) 173260000.
banking sectors; • Registered in Pontoise under Siren number 323 623 603.
- the research into, study, realization and sale of products or • Business identification code (NAF code): 7010Z.
services which help in promoting or developing the • Date of incorporation: 1982.
automation and broadcasting of information and notably: • Term: up to 2 March 2081.
the design, application and implementation of software, • Fiscal year (article 36 of the articles of association): 1
computer, on-line and office automation systems; January to 31 December.
- it can also operate, either by itself or using any other • Common stock as at 31 December 2011: The Group’s
method, without any exception, or create any company, common stock amounted to EUR 83,566,768 divided into
make all contributions to existing companies, merge or 83,566,768 shares with a par value of EUR 1.00 each.
create alliances therewith, subscribe to, purchase or resell
D.2.1.2 Provision of the articles of association
Board of Directors (articles 13 and 14 of the articles of Chairman (article 21 of the articles of association)
association) The Board of Directors elects a Chairman among its
The Company is managed by a Board of Directors. The members. The Chairman represents the Board of Directors.
term of office of directors is three years. Each Board He organizes and directs the Board’s activities, on which he
member is required to own at least 1,000 Company shares reports at Shareholders’ Meetings. He oversees the proper
during the term of his or her office (article 15 of the article of functioning of the Company’s bodies and makes sure, in
association – this rule however does not apply to the particular, that the directors are able to carry out their
director representing employee shareholders). assignments.

Chief Executive Officer (article 22 of the articles of indefinitely responsible partner, manager, director,
association) member of the supervisory board or, in general, a director
Pursuant to the choice made by the Board of Directors, the of this company, are also subject to prior authorization.
general management is handled either by the chairman, or Such prior approval does not apply to agreements
by an individual appointed by the Board of Directors who covering standard operations that are concluded in
has the title of Chief Executive Officer. The Chief Executive normal conditions.
Officer has the broadest powers to act in all circumstances
in the name of the Company. He exercises these powers Directors’ compensation (article 20 of the articles of
within the limits of the company’s purpose and what the association)
law and the articles of association expressly assign to the The aggregate amount of attendance fees (jetons de
General Meetings of shareholders or the Board of Directors. présence) of the Board of Directors is determined at the
The Chief Executive Officer represents the Company in its Ordinary General Meeting of the shareholders. The Board
relationship with third parties. of Directors then divides this aggregate amount up among
its members by a simple majority vote. In addition,
Decisions of the Board of Directors (article 18 of the exceptional compensation may be granted to directors in
articles of association) particular for special assignments in committees.
Notice of Board meetings is sent to Directors by the
Chairman. If no Board meeting is called for over two Directors’ Age Limits (article 14 of the articles of
months, at least one third of the Directors are empowered association)
to ask the Chairman to call a meeting in order to handle the The number of directors who have reached the age of 70
specific matters included on the agenda. The Chief may not exceed one third of the total number of directors
Executive Officer is also empowered to ask the Chairman in office at any time.
to call a Board meeting in order to discuss specific matters
included on the agenda. Decisions are taken by majority of Rights, privileges and restrictions attached to
the members present or represented. In the event of a tie in shares
the voting, the Chairman will have the casting vote. Voting rights
Each shareholder is entitled to one vote per share at any
Powers of the Board of Directors (article 17 of the articles shareholders’ General Meeting. Each share carries one
of association) voting right.
The Board of Directors determines the orientations of the
Company’s business and monitors their implementation. Attendance at shareholders’ meetings (article 28 of the
With the exception of powers expressly assigned to articles of association)
General Meetings of shareholders and within the limits of All shareholders may participate in General Meetings
the Company’s purpose, it handles all matters involving either in person or by proxy. Shareholders may vote in
the proper functioning of the Company and settles matters person, by proxy or by mail.
through its deliberations.
The sale of real estate, the total or partial transfer of shares The right of shareholders to participate in General
and the constitution of sureties on company assets Meetings is subject to the recording of their shares on the
requires the prior authorization of the Board of Directors. third business day, zero hour (Paris time), preceding the
General Meeting: (i) for holders of registered shares in the
Related-party agreements (article 25 of the articles of registered shareholder account held by the Company or
association) on its behalf by an agent appointed by it; and (ii) for holders
Any agreement entered into (directly, indirectly or through of bearer shares in the bearer shareholder account held by
an intermediary) between the Company and its Chief the accredited financial intermediary with whom such
Executive Officer, one of its Deputy Chief Executive holders have deposited their shares (such financial
Officers, any of the members of the Board of Directors or intermediaries shall deliver to holders of bearer shares a
one of its shareholders holding a fraction of the voting shareholding certificate enabling them to participate in the
rights greater than 10% or, if it is a Company shareholder, General Meeting).
the company that controls it in the meaning of article
L.233-3 of the French Commercial Code, must receive the All shareholders are bound by the decisions of
prior authorization of the Board of Directors. Agreements shareholders’ General Meetings made in accordance with
between the Company and another company, if the Chief applicable laws and the articles of association.
Executive Officer, one of the Deputy Chief Executive
Officers or one of the directors of the Company is an owner,

Information concerning the identity of holders of bearer Failure to comply with the above requirements results in
shares (article 9.3 of the articles of association) rescission of the voting rights attached to those shares
The Group is entitled, at any time, to request Euroclear to relating to the unreported fraction at all General Meetings
disclose the identity of holders of bearer shares. held during a two-year period following the date or filing of
the aforementioned notice. Application of this penalty is
Changes to shareholders’ rights subject to a request by one or more shareholders holding
Any amendment to the articles of association, which set at least 5% of the Company’s share capital.
out the rights attached to the shares, must be approved by The same information obligation applies, within the same
a two-third majority at an Extraordinary General Meeting. delays and same conditions, each time fraction of the
A unanimous shareholder vote is required to increase the share capital or voting rights of a shareholder decreases to
liabilities of shareholders. less than one of the above-mentioned thresholds.
Conditions governing the means for calling Annual Financial statements (articles 37, 38 and 39 of
Shareholders’ Meetings and extraordinary Shareholders’ the articles of association) )
Meetings, including the conditions for admission to such
Meetings (Articles 34 and 35 of the articles of association) Legal Reserve
General Meetings are considered to be “Extraordinary” 5% of the unconsolidated statutory net profit for each year
when the decisions relate to a change in the articles of has to be allocated to the legal reserve fund before
association or Company’s nationality or where required by dividends may be paid with respect to that year. Funds
law; and, “Ordinary” in all other cases. must be allocated until the amount in the legal reserve is
equal to 10% of the aggregate par value of the issued and
General Meetings are called and conducted in accordance outstanding share capital.
with the terms and conditions of French law.
Approval of dividends
Meetings are held at the corporate headquarters or at any Dividend payments are approved by General Meeting of
other place. Shareholders, in accordance with articles L.232-12 to L.232-
18 of the French Commercial Code.
General Meetings are chaired by the Chairman of the
Board of Directors, or, in his absence, by a director specially Other commitments
appointed for this purpose by the Board of Directors. Potential commitments with shareholders are described
Failing all of the above, the General Meeting can elect its in the “Common stock evolution and performance” of this
own Chairman. report.
Provisions on disclosure of threshold crossing (Notices Control of the issuer

that must be made to the company -Article 10 of the No provisions in the articles of association, or in any
articles of association) charter or regulation, may delay, postpone or prevent a
In addition to the thresholds defined by applicable laws change in the Company’s management.
and regulations, all private individuals and legal entities,
acting alone or in concert, who acquire or cease to hold,
directly or indirectly, a fraction of the share capital equal to
or greater than 2% or, following a shareholding of 2%, a
multiple of 1% are required to inform the Company, by
registered letter with return receipt requested, within 5
days from the date on which one of these thresholds is
crossed, of the total number of shares held directly,
indirectly or in concert.

D.2.1.3 Board of Directors
Director Background/Directorships
Thierry BRETON Chairman and Chief Executive Officer of Atos
Number of shares: 5,000
Background
Date of birth: 15/01/1955
Graduate of the Ecole Supérieure d’Electricité “Supelec” of Paris and of the Institut
Nationality: French
des Hautes Etudes de Défense Nationale (IHEDN)
Date of appointment: 10
February 2009 Other directorships and positions on 31 December 2011
Term expires on: AGM ruling
France :
on the accounts of the 2011
General Manager: Atos International SAS
financial year
Director: Carrefour
Positions held during the last five years
Minister of Economy, Finance and Industry (France)
René ABATE* Managing partner of Delphen SARL

Number of shares: 1,000 Senior advisor of The Boston Consulting Group
Nationality: French Background
Date of appointment: 10 Graduate of the “Ecole Nationale des Ponts et Chaussées” and of the Harvard Business
February 2009 School
Term expires on: AGM ruling Other directorships and positions on 31 December 2011
financial year France :
Director: Carrefour, Laboratoire Français du Fractionnement et des Biotechnologies
(LFB), « L’ENVOL pour les enfants européens » (charity)
Director: Ecole Nationale des Ponts et Chaussées
Nicolas BAZIRE* General Manager Groupe Arnault SAS

Chairman of the Appointments
Background
and Remunerations Committee
Degree from Ecole Navale and from the Institut d’Etudes Politiques de Paris (IEP)
Former student at the Ecole Nationale d’Administration (ENA)
Nationality: French Other directorships and positions on 31 December 2011
France:
February 2009
Member of the Supervisory Board: Montaigne Finance SAS, Semyrhamis SAS,
Rothschild and Cie Bank
Vice-President of the Supervisory Board: Les Echos SAS
financial year
Deputy General Manager and Permanent Representative: Groupe Arnault SAS
Director: Financière Agache SA, LVMH Moët Hennessy Louis Vuitton SA, Agache
Développement SA, Europatweb SA, Financière Agache Private Equity SA, Groupe
les Echos SA, LVMH Fashion Group SA, Suez Environnement Company, Carrefour,
Fondation Louis Vuitton pour la Création (foundation)
President: Invry SAS, La Tour du Pin SAS, Société Financière Saint-Nivard SAS
President of the Supervisory Board: LVMH Fashion Group SA
Member of the Supervisory Board: Lyparis SAS, Sifanor SAS
Deputy General Manager: Montaigne Participations and Gestion SA
Director: Amec, Ipsos SA, Marignan Investissements SA, Tajan SA and Go Invest SA
(Belgium)
Permanent Representative:
• of Sifanor SA as director of Agache Développement SA
• of Eurofinweb as director of Europatweb France SA
• of Montaigne Participations et Gestion SA as President of Gasa Developpement SAS
• of Montaigne Participations and Gestion SA as member of the Supervisory Board of
Paul Doumer Automobiles SAS

Jean-Paul BECHAT* Manager of SARL ARSCO
Chairman of the Audit
Background
Committee
Degree from Ecole Polytechnique – Master in Science from Stanford University
(USA)
France :
February 2009
Director: Alstom, Sogepa
Honorary President and member of the Board: Groupement des Industries
Françaises Aéronautiques et Spatiales (GIFAS)
financial year
Chairman of the Management Board: Safran
Member of the Supervisory Board: IMS
Roland BUSCH Director of Siemens AG (Germany)

Member of the Audit Committee
Background
Baccalaureate
Studied physics at the Friedrich Alexander University in Erlangen-Nuremberg
Nationality: German
(Germany) and at the University of Grenoble (France), Doctorate from the Friedrich
Date of appointment: 1st July 2011
Alexander University (Germany)
on the accounts of the 2013 Other directorships and positions on 31 December 2011
financial year
Abroad
Chief Executive Officer: Sector Infrastructure & Cities and Cluster Asia-Pacific,
Siemens (Germany)
President and Chief Executive Officer: de Siemens VDO Automotive Asia Pacific
Co. Ltd., Shanghai (China)
Head: Mass Transit Division, Transportation Systems Group (TS) and
Corporate Strategies, Corporate Development Department of Siemens (Germany)
Jean FLEMING Human Resources Director at Atos (United Kingdom)

Director representing the
Background
employee shareholders
MSc Human resources (South Bank University, London)
Number of shares: 640
BA (Hons) in Brunnel University (United Kingdom)
Nationality: British Other directorships and positions on 31 December 2011
Date of appointment: None
26 May 2009
None
financial year
Bertrand MEUNIER* Chairman of M&M Capital SAS

Member of the Appointments
Background
Graduate from Ecole Polytechnique
Master degree in Mathematics
France
February 2009
Chairman: Financière Le Play SAS
on the accounts of the 2011 Positions held during the last five years
financial year Director: Chr. Hansen (Denmark), Gruppo Coin, Saeco (Italy), Kaufman & Broad,
Spie and Yoplait (France), Monier, Xella (Germany), PAI Europe III General Partner,
PAI Europe IV General Partner, PAI Europe V General Partner, PAI Syndication GP
(Guernsey), PAI Partners (Spain), Perstorp (Sweden), PAI Europe IV UK, United
Biscuits (United Kingdom)

Aminata NIANE* Managing Director of the National Agency for the Promotion of Investment
Member of the Audit Committee and Large-scale Infrastructure (APIX) renamed APIX SA (Senegal)
Number of shares : 1,000
Date of birth : 09/12/1957 Background
Nationality : Senegalese MBA from Birmingham Business School (University of Birmingham, United
Date of appointment : Kingdom)
27 May 2010 Engineer in Sciences and Technologies for the Food Industry (Institut des Sciences
Term expires on : AGM ruling de l’Ingénieur ; Université des Sciences et Techniques du Languedoc)
on the accounts of the 2012 Master degree in Chemistry
financial year Other directorships and positions on 31 December 2011
Abroad
Chairman of the Board of Directors: Société Aéroport International Blaise Diagne
(ABID SA, Senegal)
Director: Association « Partenariat pour le Retrait et la Réinsertion des Enfants de la
Rue »
Chairman of the Board of Directors: Société Aéroport International Blaise Diagne
(ABID SA, Senegal)
Director: Association « Partenariat pour le Retrait et la Réinsertion
des Enfants de la Rue »
Michel PARIS Managing Director of PAI Partners

Background
Graduate from Ecole Centrale of Lyon and from Ecole Supérieure
Date of birth : 09/09/1957
de Commerce of Reims
Nationality : French
Date of appointment : 10 Other directorships and positions on 31 December 2011
February 2009
France
Term expires on : AGM ruling
Chief Investment Officer and Managing Director: PAI Partners
Director: Kiloutou
financial year
Abroad
Director: Xella (Germany), Cortefiel (Spain), Hunkemöller (the Netherlands),
Perstorp (Sweden), Swissport and The Nuance Group (Switzerland)
Director: Monier (Germany) Saur, Vivarte, Elis, Kaufman & Broad (France),
Gruppo Coin (Italy), Speedy 1 Ltd (United Kingdom)
Pasquale PISTORIO* Chairman of the Pistorio foundation (Switzerland) (charity)

Member of the Appointments
Background
Graduate in Electrical Engineering from the Polytechnic School of Torino
Date of birth : 06/01/1936 Other directorships and positions on 31 December 2011
Nationality : Italian
Abroad
Date of appointment : 10
Honorary Chairman: STMicroelectronics Corporation (Switzerland),
February 2009
ST Foundation and of the Kyoto Club (Italy) (charities)
Independent director: Fiat S.p.A.et Brembo S.p.A. (Italy)
Director: Accent (Luxembourg)
financial year
Director, then President: Telecom Italia (Italy)
President, then independent Director: Sagem Wireless (now Mobiwire-up)
Vice-president: Confindustria pour l’Innovation et la Recherche (Italy)
Director: Chartered Semiconductor Manufacturing Ltd (Singapore)

Vernon SANKEY* President of Firmenich SA (Suisse)
Background
Master of Arts in Modern Languages, Oriel College, Oxford (United Kingdom)
Nationality: British Other directorships and positions on 31 December 2011
Date of appointment : 10
Abroad
February 2009
Chairman, former Director: Harrow School Enterprises Ltd (United Kingdom)
Director: Zurich Financial Services AG (Suisse)
Advisory Board member: GLP Llp (United Kingdom)
financial year
Member: Pi Capital (private equity investment group) (United Kingdom)
Chairman: Photo-Me International plc (United Kingdom)
Director: Firmenich (Switzerland), Zurich Financial Services AG (Switzerland),
Cofra AG (Switzerland), Taylor Woodrow Plc (United Kingdom), Vividas Group Plc
(United Kingdom)
Advisory Board member: Proudfoot UK (United Kingdom)
Lionel ZINSOU-DERLIN Chairman of PAI Partners

Background
Professor in Economy and Social Science – Ecole des Sciences Politiques de Paris
Nationality: French and
graduate – Master in economy History, Bachelor’s degree in Humanities and
Beninese
History – Ecole Normale Supérieure (Ulm) in Humanities
Date of cooptation by the Board
of Directors: 21 January 2010 Other directorships and positions on 31 December 2011
Ratified by the AGM of
France
27 May 2010
Chairman of the Executive Committee: PAI Partners
Chairman of the Supervisory Board : Domaines Barons de Rothschild (DBR)
Member of the Supervisory Board : Financière Gaillon 12 SAS
financial year
Manager: Sofia-Société Financière Africaine
Director : Strategic Initiatives and of Kaufman & Broad
Abroad
Vice president of the Board of Directors: CHR HANSEN Holding AS (Sweden)
Director : PAI Europe III General Partner Ltd, PAI Europe IV General Partner Ltd, PAI
Europe V General Partner Ltd, PAI Syndication GP Ltd (Guernsey)
Deputy Director: United Biscuits Topco Ltd (United Kingdom)
Director: Sodima SAS, Yoplait France SAS, Yoplait Marques Internationales SAS et
Yoplait SAS, Financière Spie SAS and Spie SA (France), CHR Hansen Holding AS
(Sweden)
Manager: Star Ladybird SARL (former Capucine Investissement) et de Cerberus
Nightingale 1 SARL (former Financière Capucine 3)
* Independent Director

Censor Background/Directorships
Colette NEUVILLE Chairman (founder) of ADAM
Number of shares: 500
Background
Graduate from law school with honors, Master degree in Political Economy
Nationality: French
and Economics. Graduate from Institut d’Etudes Politiques de Paris
Date of appointment :
(public service section)
1st June 2011
Term expires on: AGM ruling Other directorships and positions on 31 December 2011
France
financial year
Director : Groupe Eurotunnel, ARCAF (association des fonctionnaires épargnants
pour la retraite)
Member : European Forum for Corporate Governance, with the Euriopean
Commission, of the consultative committee “Epargnants et actionnaires
minoritaires” of the ’AMF, of the Conseil de Gouvernance de l’Ecole
de Droit & Management de Paris
Member of the Supervisory Board : Atos SA
Director : Euroshareholders (European federation of shareholders’ associations)
Declarations related to the members of the Board of To the best knowledge of Atos, except in the case of Dr.
Directors Roland Busch whose appointment was submitted
To the best knowledge of Atos, there have been no official pursuant to the agreements signed with Siemens for the
public incrimination and/or sanctions taken by statutory acquisition of Siemens IT Solutions and Services, which
or regulatory authorities (including designated provided for the possibility for Siemens to submit an
professional organisms) against any of the members of the applicant as a director of the Company; there are no
Board of Directors. No court has, over the course of the past arrangements, or any type of agreement with the
five years, prevented the members of the Board of shareholders, clients, service providers or others by which
Directors from acting as member of an administrative, one of the members of the Board of Directors was selected
managing or supervisory body of an issuer or from as member of an administrative, managing or supervisory
participating in the management or oversight of an issuer’s organ or as a member of the general management of Atos.
business.
To the best knowledge of Atos, there are no parental
Declarations related to the potential interest and relationships between any of the legal representatives of
agreements the Company.
To the best knowledge of Atos, there are no existing service
agreements between the members of the Board of
Directors and Atos or one of its subsidiaries which would
provide for benefits.

D.3. Report by the Chairman of the Board of Directors on Corporate Governance and Internal Control
D.3 Report by the Chairman of the Board of Directors on

Corporate Governance and Internal Control
Dear Shareholders,
Pursuant to article L.225-37 of the French Commercial Code, as Chairman of the Board of Directors of Atos (hereinafter the
“Company”), let me present first of all the preparation and organization conditions of the work of the Board of Directors
since January 1st, 2011, and secondly, the internal control procedures set up within the Atos Group.
The Board of Directors approved this Report during its meeting of 29 March 2012.
D.3.1 Corporate Governance
Since February 10, 2009, the Company is composed as a Frame of reference on Corporate Governance
“société anonyme” (public limited company) with a Board
of Directors and a Chief Executive Officer. French legislation and rules published by market
regulatory authorities apply to the Company’s corporate
This governance structure, tailored to the Group’s situation, governance.
allows for the necessary reactivity to ensure growth and
company profitability in the tough current economic The Company refers to the recommendations set out in
environment, as well as to take up the challenges relating the Corporate Governance Code of Listed Companies
to the successful integration of Siemens IT Solutions and issued by the AFEP-MEDEF and has decided to use the
Services. Code as a reference in terms of corporate governance.
This Code is available on the following website:
The Board decided not to separate the functions of www.code-afep-medef.com.
Chairman of the Board and Chief Executive Officer in order
to comply with its announced commitments to the The Code of Corporate Governance was adopted by the
shareholders when transforming the Company’s AFEP-MEDEF on 23 December 2008 and is now the new
governance. The powers of the Chairman of the Board and frame of reference. Since its adoption, the Board of
Chief Executive Officer are described in the “Legal Directors committed to perform a yearly review of the
information” section of the Reference Document. implementation of these rules, and to publish the review
of the recommendations of the AFEP-MEDEF.
The Company determined the compensation and benefits
of its managers and representatives according to a set of Therefore, the Board of Directors held a meeting on 22
rules and principles described in the “Executive December 2011 on the yearly review of the
compensation and stock ownership” section of the implementation of the rules of governance. The Board also
Reference Document. relied on the specifications brought on a later date by the
reports of the Autorité des Marchés Financiers (AMF), and
The rules relating to the participation of shareholders in by the AFEP-MEDEF, on the implementation of these
the General Meetings are described in the “Legal recommendations.
information” section of the Reference Document.
Following this meeting, the Board considered that the
The factors that can exert influence on the public takeover mechanism put in place by the Company on corporate
bids are described in the “Legal information” section of the governance matters, especially concerning the
Reference Document. compensation of legal representatives, was consistent with
the recommendations of the AFEP-MEDEF.

The detailed elements taken into consideration by the under his supervision. He is also in charge of arbitrating
Board of Directors are available on the following website: potential conflicts of interest. He is questioned regularly on
www.atos.net. the functioning of the Board.
More generally, upon suggestion by the Chairman of the Censor

Board of Directors, the agenda regularly contains points on
the corporate governance of the Company. Thus the Board Pursuant to article 26 of the Company’s articles of
has consistently expressed its will to take into account, and association, the Board of Directors decided to appoint
sometimes anticipate, recommendations from various Colette Neuville as censor during its meeting of 13 April 2010.
bodies working on the improvement of corporate The appointment was later ratified during the General
governance for listed companies whenever such Meeting of shareholders of 27 May 2010. Ms. Neuville’s
recommendations are in line with the interests of the mandate was renewed during the General Meeting of
Company and of its shareholders. Shareholders of 1st June 2011 for a term of one year.
Therefore, many systems illustrating this commitment The censor is invited to each meeting of the Board where
have already been put in place in previous years by the he/she acts as observer. The Board may give him/her
Board of Directors upon the Chairman’s request. This specific assignments. If deemed relevant, he/she can
includes, among others, the reinforcement of conditions present observations to the General Meetings, based on
for stock option or performance share plans for which the proposals submitted to him/her.
managers of the company are beneficiaries, the definite
removal of golden parachutes or the appointment of a Presence of women’s presence in the Board
reference director.
From 1st January 2011 to 1st July 2011, the Company’s Board
Reference director of Directors was composed of 25% of women including the
censor.
In accordance with the 7 December 2010 AMF
recommendation in the “AMF supplemental report on Since 1st July 2011, following the appointment of Dr. Roland
corporate governance, director compensation and Busch representing the Siemens shareholder, whose
internal control”, upon proposal of the Remuneration application was submitted pursuant to the agreements
Committee, the Board of Directors appointed Pasquale governing the acquisition by Atos of Siemens IT Solutions
Pistorio as the new reference director during its meeting of and Services, the Board of Directors is composed of 23% of
22 December 2010. women, including the censor.
The reference director is in charge, in particular, of the (1) 18% of women and 25% including the censor.
(2) 16% of women and 23% including the censor.
assessment of the Board’s work, carried out every year
D.3.1.1 The Board of Directors: composition and functioning
The mission of the Board of Directors is to determine the agenda, undertakes the controls and verifications which it
strategy and trends of the Company’s activity and to deems opportune, the control and audit of the sincerity of
oversee their implementation. Moreover, the Board of the financial statements, the review and approval of the
Directors decides on the separation of the functions of financial statements, the communication to the
Chairman of the Board and Chief Executive Officer, shareholders and to the market of high quality
appoints managing legal representatives and rules on the information.
independence of directors on a yearly basis, eventually On 31 December 2011, the Board of Directors is composed
imposes limitations on the powers of the Chief Executive of twelve members: Thierry Breton (Chairman of the Board
Officer, approves the Chief Executive Officer Report, and Chief Executive Officer), René Abate, Nicolas Bazire,
convenes the General Meetings and decides on the Jean-Paul Béchat, Dr. Roland Busch, Ms. Jean Fleming

(director representing employee shareholders, appointed submitted to the General Meeting of Shareholders
during the Ordinary and Extraordinary General Meeting of pursuant to the agreements governing the acquisition by
Shareholders of 26 May 2009), Bertrand Meunier, Ms. Atos of Siemens IT Solutions and Services. He joined the
Aminata Niane, Michel Paris, Pasquale Pistorio, Vernon Board of Directors on 1st July 2011.
Sankey and Lionel Zinsou-Derlin. Dr. Roland Busch
represents the Siemens shareholder. His application was
Date of Committee Term of Number of

Name Nationality Age appointment member offices(3) shares held
René Abate French 63 2009 2011 1,000

(2) (3)
Nicolas Bazire French 54 2009 N&R 2011 1,000
Jean-Paul Béchat(4) French 69 2009 A(5) 2011 1,000
Thierry Breton French 56 2009 2011 5,000
Dr. Roland Busch(6) German 47 2011 A 2013 1,000

(7)
Mme Jean Fleming British 42 2009 2012 640
Bertrand Meunier French 55 2009 N&R 2011 1,000
Mme Aminata Niane(8) Senegalese 55 2010 A 2012 1,000
Michel Paris French 54 2009 A 2011 1,000

(9)
Pasquale Pistorio Italian 75 2009 N&R 2011 1,000
Vernon Sankey British 62 2009 A 2011 1,000
French and
Lionel Zinsou-Derlin 57 2010 2011 1,000
Beninese
Censor
Ms. Colette Neuville French 74 2011 2011 500

(1) Following the Annual General Meeting deciding on the accounts of the year.
(2) Chairman of the Nomination and Remuneration Committee.
(3) Nomination and Remuneration Committee.
(4) Chairman of the Audit Committee.
(5) Audit Committee.
(6) Director appointed to the Board of Directors and to the Audit Committee on 1st July 2011.
(7) Director representing employee shareholders.
(8) Appointed to the Audit Committee on 22 December 2011.
(9) Dismissed from the Audit Committee and was appointed to the Nomination and Remuneration Committee on 15 February 2011.
Pursuant to the articles of association, each director must Remuneration Committee, the specific missions which
own at least 1,000 shares. This rule however does not can be granted to a director and the confidentiality
apply to the director representing employee shareholders obligations imposed on directors.
or to the censor.
As soon as appointed, a copy of the Internal Rules as well
The Internal Rules govern the work of the Board of as the Charter of the Board of Directors and the Guide to
Directors. They specify the rules on composition, the Prevention of Insider Dealing are given to the directors
functioning and the role of the Board, remuneration of who subscribe to these documents. The content of these
directors, evaluation of the works of the Board, information documents is described more specifically in the “Codes
of directors, the role and competence of the Committees of and Charts” section of the Reference Document.
the Board – the Audit Committee and the Nomination and
(3) Pursuant to article 16 of the articles of association.

D.3.1.2 Definition of an “independent member” of the Board of Directors
The Corporate Governance Code of the AFEP-MEDEF as being independent, provided that they do not take part
defines as independent a director when “he or she has no in control of the corporation. In excess of a 10% holding of
relationship of any kind whatsoever with the corporation, stock or votes, the Board, upon a report from the
its group or the management of either that is such as to Nomination and Remuneration Committee, should
color his or her judgment”. The AFEP-MEDEF Code also systematically review the qualification of a director as an
determines that a certain number of criteria must be independent director, having regard to the make-up of the
reviewed in order to determine the independence of a corporation’s capital and the existence of a potential
director: conflict of interest.
• “Not to be an employee or executive director of the The Board of Directors, during its meeting of 22 December
corporation, or an employee or director of its parent or a 2011, relying on the preliminary work of the Nomination
company that it consolidates, and not having been in and Remuneration Committee of 22 December 2011, has
such a position for the previous five years; led a specific review on the independent status of each of
• Not to be an executive director of a company in which the its members, relying on the above-mentioned criteria. On
corporation holds a directorship, directly or indirectly, or this basis, seven out of the twelve members of the Board
in which an employee appointed as such or an executive (i.e. 58%), are considered as independent, in conformity
director of the corporation (currently in office or having with the AFEP-MEDEF recommendations, which state that
held such office going back five years) is a director; half the members of the Board must be independent
• Not to be (or directly or indirectly linked to) a customer, directors. In particular, the Audit Committee and the
supplier, investment banker or commercial banker: Nomination and Remuneration Committee are both
- that is material for the corporation, chaired by an independent director.
- or its group or for a significant part of whose business the
corporation or its group accounts; Five out of twelve members of the Board are not
• Not to be related by close family ties to an executive considered as independent, namely, in addition to Thierry
director; Breton, Michel Paris, Lionel Zinsou-Derlin and Dr. Roland
• Not to have been an auditor of the corporation within the Busch – considering their relation with a significant
previous five years; shareholder of the Company (21.4% of the Company’s stock
• Not to have been a director of the corporation for more being held by the Financière Daunou 17 (PAI Partners) and
than twelve years.” 14.9% by Siemens, as well as Ms. Jean Fleming as
representative of employee shareholders and employee of
As regards directors representing significant shareholders a subsidiary of the Company.
of the corporation or its parent, these may be considered
D.3.1.3 Meetings of the Board of Directors
Pursuant to the articles of association and the Internal • Review of strategic trends of the Group, external growth
Rules, the Board of Directors has met as often as necessary. operations and partnerships, including the Siemens IT
During the 2011 financial year, the Board of Directors has Solutions and Services acquisition;
met 12 times. Attendance of directors at these meetings • Review of off-balance commitments and risks;
was an average of 88%. • Review of certain strategic contracts;
• Review of the functioning of the social bodies and
The Board of Directors met to discuss the following topics: corporate governance (composition of the Board and
renewal of its members, evaluation of the Board’s work,
• Review and approval of the budget; remuneration of the directors, review of the
• Review of quarterly results and forecast; independence of directors, conformity review of the
• Review of financial presentations and press releases; Company’s practice with the AFEP-MEDEF
• Review of and approval of consolidated half year and recommendations).
yearly financial statements;

Certain members of the Board, selected by it, also focused competences of these Committees are governed by the
on particular corporate governance issues within two Internal Rules of the Board of Directors. The Committees
permanent committees: are solely advisory in preparing the works of the Board
• The Audit Committee; and which is the only decisive and liable entity. They report to
• The Nomination and Remuneration Committee. the Board of Directors. Their recommendations are
discussed at length during the meetings, where applicable,
The members of these Committees are appointed by the on the basis of the documentation generated by the
Board of Directors from among its members. The Committees.
D.3.1.4 The Audit Committee
The mission of the Audit Committee is to prepare and During its meeting of 22 December 2011, the Board of
facilitate the work of the Board of Directors. It provides Directors acknowledged that the Audit Committee was
assistance to the Board of Directors in its analysis of the composed of ¾ of independent directors until 15 February
exactness and sincerity of the Company’s statements and 2011, of 2/3 of independent directors until 1st July 2011, in
consolidated financial statements. The Audit Committee conformity with the AFEP-MEDEF recommendations
also looks to the quality of internal controls and the which state that the Audit Committee must be composed
information given to shareholders and to the market. In of at least 2/3 of independent members.
order to fulfill its mission, the Audit Committee is regularly
informed of major risks, including litigation and off-balance Following the appointment of Dr. Roland Busch on 1st July
sheet commitments of the Company. 2011, resulting from the acquisition of Siemens IT Solutions
and Services, the Audit Committee was composed of half
During the 2011 financial year, the Audit Committee was of independent members. This situation resulted from the
composed as follows: recent modification of the Company’s capital, the Board of
directors having expressed the wish that the director
• From 1st January to 15 February 2011: submitted by Siemens, pursuant to the acquisition
- Jean-Paul Béchat (Chairman)* agreements, be represented at the Audit Committee. The
- Michel Paris Board, after acknowledging that the upcoming renewal of
- Pasquale Pistorio* several Board members would encourage to review the
- Vernon Sankey* composition of its Committees, decided to appoint without
delay Aminata Niane (independent director) as member of
• From 15 February to 1st July 2011: the Audit Committee .
- Jean-Paul Béchat (Chairman)*
- Michel Paris On 31 December 2011, the Audit Committee was composed
- Vernon Sankey* of 3/5 of independent members.
• From 1st July to 22 December 2011: Pursuant to the 8 December 2008 Decree, the Audit
- Jean-Paul Béchat (Chairman)* Committee has at least one member, including its
- Dr. Roland Busch Chairman, with financial or accounting qualifications,
- Michel Paris acquired by professional experience.
- Vernon Sankey*
During the year 2011, the Audit Committee met 7 times.
• Since 22 December 2011: Attendance of members to the meetings was an average
- Jean-Paul Béchat (Chairman)* of 84%.
- Dr. Roland Busch
- Aminata Niane* The Group Chief Financial Officer, the Head of Internal
- Michel Paris Audit, the Head of Risk Management, the Group General
- Vernon Sankey* Counsel as well as the statutory auditors attended
meetings of the Audit Committee. All documentation
(4) Independent directors are identified by this symbol: * (5) Board meeting of 22 December 2011

presented to the Committee was communicated to the the Board. It also received reports from the statutory
Committee by the Group Chief Financial Officer at least auditors on the conclusions of their work. The Board also
three days prior to the meetings. reviewed specific contractual commitments, major
contracts, risks and losses declared. The Committee was
Other managers of the Company participated in certain finally involved in the preparation of the present
meetings of the Committee upon its request, including, the “Chairman’s Report”; as well as in the setup of the renewal
Head of Global Systems Integration. procedure of mandates of one of the two auditors of the
Company.
The Audit Committee reviewed the quarterly Group
financial reporting package before addressing to the Board. The Audit Committee met to review the following matters:
It was regularly informed of the Group’s financial strategy • Quarterly financial information to the Board of Directors;
and its implementation. It was informed on the terms and • Statutory external auditors, reports on audit and internal
conditions of significant contracts (including the risk control plan;
management aspect of such contracts). It regularly • Group performance analysis;
reviewed the status of the major existing contracts (on the • Internal control audit plans and recommendations;
basis of approvals delivered under the risk management • Risk management reports for existing and new contracts;
programs). The Audit Committee regularly examined the • Material claims and litigations.
accounting and financial documents to be submitted to
D.3.1.5 The Nomination and Remuneration Committee
The mission of the Nomination and Remuneration The Nomination and Remuneration Committee also is
Committee is to prepare and facilitate the decisions of the involved in the analysis of the principles of the Company’s
Board of Directors in the areas which fall within its scope. and its subsidiaries’ profit-sharing plan for employees. Its
mission is also to make observations and/or suggestions
With regard to nominations, the general scope of the on decisions to grant stock-subscription option rights or
Nomination and Remuneration Committee is to assist, performance shares of the Company for the legal
review and, where applicable, submit to the Company all representatives and all or part of the employees of the
applications to the General Meeting of Shareholders for the Company and its subsidiaries.
appointment as member of the Board of Directors or, if
called upon for such purpose, to review an application for The rules relating to the compensation of the executive
manager, and to advise or issue recommendations to the officers are described in the “Executive Compensation and
Board of Directors on such applications. Stock Ownership” section of the Reference Document.
The Nomination and Remuneration Committee reviews With regard to the members of the Board of Directors, the
significant operations which could create a potential Committee suggests each year the amount of the
conflict of interest between the Company and the envelope for directors fees which will be submitted to the
members of the Board. The qualification of “independent” approval of the General Shareholders’ Meeting, as well as
director is prepared every year within the Nomination and the conditions of distribution of the fees among directors.
Remuneration Committee and reviewed and discussed by The Committee takes into account the attendance of the
the Board of Directors prior to the publication of the directors to the various meetings of the Board and the
Reference Document on a yearly basis. Committees of which they are members but also the level
of responsibility endorsed by the directors, as well as the
With regard to remuneration, the mission of the time they dedicate to their function.
Nomination and Remuneration Committee is to make
suggestions on the overall, total and fixed remuneration as The Committee also makes observations and/or
well as the applicable criteria for variable remuneration of recommendations on the pensions, benefits and financial
the Chairman of the Board and Chief Executive Officer. rights of the legal representatives of the Company and its
subsidiaries.

During the 2011 financial year, the Nomination and During the year 2011, the Nomination and Remuneration
Remuneration Committee was composed as follows: Committee met 4 times. Attendance of members to the
• From 1st January to 15 February 2011: meetings was an average of 90,9%.
- Nicolas Bazire (Chairman)*
- Bertrand Meunier* The Nomination and Remuneration Committee met to
review the following matters:
• From 15 February to 31st December 2011: • Determination of the remuneration of the Chairman of
- Nicolas Bazire (Chairman)* the Board and Chief Executive Officer and the definition
- Bertrand Meunier* of performance objectives
- Pasquale PIstorio* • Review of the performance conditions for the stock-
option plans;
During the year 2011, the Nomination and Remuneration • Increase in capital reserved for employees;
Committee was composed solely of independent • Review of the grant of performance shares to employees
members, being in perfect conformity with the and legal representatives of the Group;
recommendations of the AFEP-MEDEF code which state • The composition of the Board and its Committees;
that at least half of the members of the Nomination and • Proposal for the appointment of a director and the
Remuneration Committee must be independent. renewal of the mandates of directors;
• Conditions of distribution of the directors fees;
• Conditions of the follow up of the functioning of the
Board of Directors;
(6) Independent directors are identified by this symbol: • Determination of independent members of the Board.
D.3.1.6 Assessment of the work of the Board of Directors
The Board of Directors must regularly assess its capacity to assessment of the Company’s governance practices by a
meet the expectations of the shareholders by periodically formalized assessment, under the supervision of its
analyzing its composition, organization and functioning, as reference director. For the year 2011, the Board, during its
well as the composition, organization and functioning of its meeting of 22 December, decided to renew this exercise in
Committees. In particular, it analyses the methods by the same conditions.
which the Board of Directors and its Committees function,
in order to ensure that the important questions have been The formalized assessment lead on the work of the Board
suitably prepared and discussed and measure the actual and its Committees on fiscal year 2011 aimed at evaluating
contribution of each director to the work of the Board of the stakes and actual means of functioning of the Board
Directors and its committees, according to his or her skills and its Committees by integrating the points of view of
and involvement in the discussions. various governance stakeholders (procedures of the
Board, work of the Board, relations with management/
For this purpose, the Internal Rules of the Board of Executive Committee).
Directors provide that, once a year, the Board of Directors
must dedicate one item on its agenda to the discussion of The review was carried out on the basis of the following
its functioning and inform the shareholders each year, in three points:
the Reference Document, of the conducting of these • statistical analysis of the participation of the directors to
assessments and the subsequent follow-up. the work of the Board and its two Committees;
• a questionnaire circulated to the directors on issues
In these conditions, and in order to ensure both the relating to the functioning of the Board as well as on its
compliance of its governance practices with the focus on corporate governance issues;
recommendations of the AFEP-MEDEF Code, the Board, in • Individual interviews, as the case may be, between the
2009, had already decided to supplement the yearly reference director and the directors.

The following points emerged from the interviews by the and its Committees, the minutes of the meetings have all
reference director of all the directors: been assessed as being very satisfactory.
• On the governance, the directors deemed both the Finally, several ideas and areas of improvement have been
conformity of the Company’s practice to the raised which would allow to better strengthen the
recommendations of the AFEP-MEDEF Code and the excellent perception of the current organization and
time spent by the Board to the review of governance functioning of the Board of Directors and of its
practices, to be excellent. They notably highlighted the Committees, such as the improvement of information of
members’ commitment in the work of the Board and its the Board on competitors’ situation, including on financial
Committees – this functioning being supported by the performance, or the dedication of one meeting a year to
Company’s management which strongly focuses on the various activities of the company in the presence of
governance issues. each manager.
• On the operational functioning – with regard to strategy:
the directors noticed the strong information and In the end, this exercise confirmed:
implication of the Board in the external growth operation • the dynamic of the functioning of the Board allows it to
projects. The frequency and duration of the Board’s fully undertake its role which has been set by applicable
meetings, the time and quality of the information and the legislation;
debates on the financial results, on the acquisition • the Company and the Board attach a significant interest
projects (including within the acquisition of Siemens IT on issues pertaining to corporate governance.
Solutions and Services), on the majors strategies of the
Group’s organization, the relationship between the Board
D.3.2 Internal control
The internal control system whose definition is stated in components of the internal control system of Atos —
section D.3.2.1 below and designed within Atos relies on the section D.3.2.2. Specific attention has been given to the
internal control reference framework prescribed by the internal control system relating to accounting and financial
AMF (Autorité des Marchés Financiers). information — section D.3.2.3, in compliance with the
application guide of the AMF.
The “general principles” section of the AMF framework has
been used to describe in a structured manner the Internal control players are described in section D.3.2.4.
D.3.2.1 Internal control definition and objectives
Internal control system designed throughout the Group One of the objectives of internal control procedures is to
aims to ensure: prevent and control risks of error and fraud, in particular in
• compliance with applicable laws and regulations; the accounting and financial areas. As for any internal
• application of instructions and directional guidelines control system, this mechanism can only provide
settled by General Management; reasonable assurance and not an absolute guarantee
• correct functioning of company’s internal processes against these risks.
particularly those implicating the safeguarding of its
assets;
• reliability of financial information.

D.3.2.2 Components of the internal control system
The internal control system within Atos is a combination Policies and procedures: The Group has designed and
of closely related components that are detailed hereafter.. implemented over the last years several policies and
procedures in order to establish common practices and
A - Organization / control environment standardized methods. Most of them have been renewed
or reviewed in the Siemens It Solutions and Services
The organization, competencies, systems and policies acquisition’s context to ensure they were still in line with
(methods, procedures and practices) represent the ground organization’s objectives.
layer of the internal control system and the fundamentals
of the Group in the matter. The main components are Some of these key policies and procedures included:
presented in this section.
• The Code of Ethics: This code sets the “tone at the top” in
Matrix organization: The Company runs a matrix line with Atos commitment to corporate social
organization structure that combines Operational responsibility, and especially its adhesion in 2010 to the
Management (Global / Specialized Business Units / Service United Nations’ Global Compact. The Code of Ethics has
Lines) and Functional Management (Sales and Markets been updated and adopted by the Board of Directors on
and Support Functions). This constitutes a source of the 12th of October 2010. It has been communicated
control with a dual view on all operations. throughout the Group with trainings to remind the
importance of respecting the code for
Roles and responsibilities have been updated in 2011 - complying with all laws, regulations and internal
following the Siemens IT Services (Siemens IT Solutions standards,
and Services) acquisition, and organizations for the main - acting honestly and fairly with clients, shareholders and
Functions communicated to all employees. partners,
- playing by the rules of fair competition,
Responsibilities and powers: Specific attention has - never using bribery or corruption in any form,
been paid to ensure that the right people are granted the - being loyal to the company and in particular, avoiding
appropriate responsibilities, especially through the any conflicts of interest,
following initiatives: - protecting the Group‘s assets and preventing and
combating against fraud
• Delegation of Authority: A formal policy sets out the - protecting confidentiality and insider information.
authorization of officers of subsidiaries to incur legal Training sessions with management teams have been
commitments on behalf of the Group with clients, initiated to increase the awareness of the Code of Ethics
suppliers and other third parties. The intention of these throughout the group, performed by Group lawyers.
rules is to ensure efficient and effective management
control from the country level to General Management • Atos RainbowTM: Rainbow is a set of procedures and
level. The delegation of authority policy has been tools that provides a formal and standard approach to bid
updated in July 2011, approved by the Board of Directors management, balancing sales opportunities and risk
and rolled-out under the supervision of the Group Legal management for all types of opportunities, as well as
department. continuous guidance and control for the decision-making
• Segregation of Duties: Updated rules for segregation of process. Rainbow is the means by which Atos’
duties have been implemented in the organization. They management is involved in controlling and guiding the
are followed-up through functional review of segregation acquisition of the Group’s contracts. Above specific
of duties and procedures for profiles attribution. Tooling thresholds Rainbow reviews are performed at
has been used to perform automatic assessments of Management Board level. Since 2010, Rainbow has been
those rules in the systems. progressively deployed to also monitor delivery phases
of projects.

• Operational policies and procedures have also been The systematic holding of monthly reviews of operational
implemented in all departments. The main impacting performance by Service Line and Operational Entity
policies and procedures in terms of internal control organized under the responsibility of the Group Chief
(regarding authorizations and ethics) include “Payment & Financial Officer and in the presence of at least one of two
Treasury Security Rules”, “Purchasing Code of Conduct”, Executive Vice Presidents. These sessions aim to review
“Pension Governance”, “Investment Committee”, “Legal the results and operational forecasts, as well as the
Handbook” and “Credit Risk Policy”. They are gathered in implementation and monitoring of action plans.
the Book of Internal Policies.
A shared ERP system is deployed and used in the main
Process management: Along with the centralization of countries of the Group, enabling easier exchange of
the Group Policies, Atos has created in 2011 a “Business operational information.
Process and Organization Management” (BPOM) It allows producing cross border reporting and analysis
department focused on creating an Atos Business Process (cross border project analysis, customer profitability…) as
Center of Excellence (BPCOE) in coordination with well as business reports through different analytical axis
business process owners and the functions related to (service line, geographical and market axis).
Internal Control, Quality, security etc. The BPCOE A deployment program has been initiated in 2011 to ensure
community, supported by process analysts, is responsible timely migration of newly acquired entities to the Atos’
for documenting existing and targeted business processes, ERP.
including the supporting organization, KPIs, and internally
and externally mandated compliance parameters. Formal information reporting lines have been defined,
following the operational and the functional structures.
Human Resource Management: The Group Human This formal reporting, based on standard formats,
Resource management policy relies on the Global concerns both financial and non financial information.
Capability Model (GCM) which is a standard for Communication of relevant information is also organized
categorizing jobs by experience and expertise across the in the Group through several specialized escalation
Group. A Group Policy on bonus scheme completes this processes that define criteria to raise issues to the
system by setting additional incentives. appropriate level of management, up to General
Management. This covers a wide range of topics like
Information Systems: Group Business Process and operational risks (through Risk Management Committees),
Internal IT department is in place to provide common treasury (with Payment and Treasury Security
internal IT infrastructures and applications for Atos staff Committee), or financial restructuring (Equity Committee).
worldwide. It supports functions like Finance (accounting This bottom-up communication is accompanied by top-
and reporting applications), Human Resources (resourcing down instructions, issued regularly, and especially for
tool, corporate directory), Communication (Group budgeting and financial reporting sessions.
websites and intranet) or Project Managers (capacity
planning and project management). Specialized committees have been initiated to exchange
information and to follow-up initiatives on specific topics.
Security and access to these infrastructures and Among others Quality, Security and Compliance
applications as well as their reliability and performance committees have been regularly held with General
are managed by this department and benefit from the core Management and representatives of respective functions
expertise and resources from the Group. and their stakeholders.
B - Communication of relevant and reliable A dedicated intranet portal is accessible to all Atos
information employees which facilitates the sharing of knowledge and
issues raised by the Atos internal communities. This global
Several processes are in place to ensure that relevant and knowledge management system promotes collaboration
reliable information is communicated within Atos. and allows efficient and effective information transfer.

C - System for risk management D - Control activities
Risk management refers to means deployed in Atos to Atos key control activities are described in the Book of
identify, analyze and manage risks. Although risk Internal Control (BIC). This document, sent out to all
management is part of a manager’s day to day decision entities by the General Management, complements the
making process, specific formal initiatives have been led different procedures by addressing the key control
concerning risk management: objectives of each process to achieve a convenient level of
internal control.
The risk mapping has been reviewed in 2011 (four
months after the acquisition of Siemens It Solutions and For each control objective, one or more control activities
Services), in order to identify and assess risks that may (including control activities’ description, evidences,
impact the objectives of the Group. The selected owners and periodicity) have been identified in order to
methodology involved the managers of the Group TOP formalize Group’s expectations in terms of control.
200 through workshops and questionnaires, to collect
their perception of the main risks that may impact Atos’ The Book of Internal Control covers not only the financial
objectives, their relative importance and mitigation processes, but also delivery processes (like contract
effectiveness. management), support processes (including legal,
This assessment has covered potential risks related to our purchasing, HR or IT) and some management processes
environment (stakeholders, natural disasters), the (Mergers and Acquisitions):
transformation & business development (evolution,
culture, market positioning), our operations (clients, An updated version of the Book of Internal Control has
people, IT, processes) and the information used for been released and communicated throughout the Group
decision making (financial and operational). in January 2012, following Siemens It Solutions and
Results have been shared with General Management, to Services acquisition, in order to take into account
ensure that appropriate measures are deployed to manage additional controls and some improvements in various
the main risks, and presented to the Audit Committee. processes. This framework will continue to evolve,
according to evolving maturity of processes and emerging
The Risk Analysis (as detailed in the “Risks” section of the risks.
2011 Annual Report) presents the Group’s vision of the
main business risks, as well as the way those risks are A specific action has also been led with regards to
managed. This includes the contracting of several “ISAE3402” reports (1).
insurance policies to cover primary insurable risks
including the protection of Group assets (production sites
and datacenters) and people. Operational risks on projects A control framework has been defined, detailing control
have been managed by the Risk Management function activities related to client service. This framework has
(including a Group Risk Management Committee who met been built on the basis of the ITGI model (IT Governance
monthly to review the most significant and challenging Institute’s publication titled IT Control Objectives for
contracts. Risks related to logical or physical security are Sarbanes-Oxley, 2nd Edition).
managed through a Security Organization coordinated at
Group level. Control activities have also been
implemented (through the Book of Internal Control), on
the basis of main risks identified, as described next section
related to “control activities”. (1) 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 Origin.

E - Monitoring • A compliance audit on Rainbow bidding process to

ensure that risks inherent to this process are properly
Monitoring of internal control system includes the analysis monitored
of results of controls (identification and treatment of • An audit on timesheet management process performed
incidents) and the assessment of controls to ensure to secure performance monitoring and optimize
controls are relevant and appropriate with control management of resources
objectives. This monitoring is the responsibility of the • 4 ex-Siemens IT Solutions and Services countries have
Group and Local Management, and is also supported by been reviewed regarding the effectiveness of Finance
Internal Audit missions. control environment and reliability of financial
statements in the context of Siemens IT Solutions and
Internal Audit is responsible for assessing the functioning Services acquisition and related opening balance sheet
of the Internal Control system. reviews. These financial audit reviews in ex-Siemens IT
Solutions and Services countries will continue in 2012.
It has carried out reviews to ensure that the internal • Audits on incident & problem management process and
control procedures are properly applied and supported also pertaining to the overall governance of the process.
the development of internal control procedures. Internal • Audits on Identity & Access management including the
Audit also defined, in partnership with Group and Local evaluation of the overall architecture, policies, processes
management, action plans for continuously improving and governance in place.
internal control processes. • Advisory assignments and support to the business (for
example: governance structure for a joint venture,
In 2011, Internal Audit carried out a total of 69 audit compliance management…)
assignments assessing the functioning of internal control • 9 particular investigation audits and 2 specific
system: 43 in the domain of support functions (Finance, performance reviews performed in India
Human Resources, Purchasing) and 26 related to • An exhaustive follow-up of all open – high and medium
Operations/core business (mainly focus on Worldline risk – recommendations has been carried out, to ensure
activities). All assignments have been finalized by the action plans were correctly implemented
issuance of an audit report including action plans to be Internal audit has also actively contributed to help the
implemented by the related division or country. Among business meeting the compliance requirements to
the audit assignments achieved in 2011: maintain the “payment institution” status for Worldline
Belgium. An annual assessment has therefore been
included in the audit plan.
D.3.2.3 Systems related to accounting and financial information
The financial governance of the Group relies on a set of Local and Group financial organization
global financial processes, that are part of the Internal
Control system of the Group and for which a specific The management of the Finance function is performed
attention is paid due to their sensitivity: through two main committees that meet on a weekly basis
• Finance processes: budget and forecast, consolidation and are chaired by the Group CFO:
and reporting, treasury, credit risk management... • The Group Finance Committee (GFC) physically
• “Expert” functions processes: taxes, insurance, pensions, gathers the directors of the main functions within
real estate transactions Finance organization and Finance Directors of Service
• Operational processes: bidding, contract execution, Lines and of Markets. This committee deals with
financial business model. transversal topics critical for the Group.
• The Operational Finance Committee (OFC) gathers
CFOs from GBUs, Treasury and Controlling directors (and

other directors according to the agenda). It deals with required for Group consolidation purposes. Group
operational topics and GBU specific issues. reporting definitions and internal guidelines for IFRS, and
particularly accounting rules applicable in the Operations,
Those committees allow the relay of General are regularly updated.
Management’s decisions to operations and
communication in return. The final aim is to ensure timely An expertise center managed by the expert function at
transmission and execution of General Management’s Group level is in charge of proper implementation of
decisions and to adapt continuously the Group to the Group accounting principles (and their compliance with
market in which it operates. international standards), of the implementation of
financial Internal Control, process standardization and of
This organization is cascaded at country level. the knowledge transfer to the shared service center in
charge of transactional processing for the entities in the
Direct reporting to Group Function, as for the other main European countries.
support functions, reinforces the integration of the
financial function and contributes to the full alignment of Training and information sessions are organized regularly
key processes and provides an appropriate support to in order to circulate these policies and procedures within
operational entities of the Group. the Group. A dedicated intranet site is accessible to all
accounting staff, which facilitates the sharing of knowledge
Group Finance Department is in charge of piloting the and issues raised by members of the Atos financial
financial processes, especially through the financial community.
consolidation, the monitoring of compliance matters, the
supply of expertise and the control of the reported Instructions and timetable: Financial reporting
financial information. It has reviewed significant including budget, forecast and financial information by
accounting options, as well as potential Internal Control subsidiary is carried out in a standard format and within a
weaknesses and has initiated required corrective actions. timetable defined by specific instructions and procedures.
Group Finance liaised with statutory auditors to
In each GBU a Finance Risk and Internal Control coordinate the annual and half-year closing process.
Coordinator position has been created in 2011, in order to
reinforce the attention given to Internal Control topics and Information systems
facilitate deployment and monitoring of Internal Control.
Information systems have played a key role in the control
Group finance policies & procedures system related to the accounting and financial information,
as they have both strongly structured the processes and
Group Finance has drawn up a number of Group policies provided automated preventive controls, but have also
and procedures to control how financial information is provided monitoring and analysis capabilities.
processed in the subsidiaries. These policies and
procedures were discussed with the statutory auditors An integrated ERP system has supported the
before issuance and included the following main production of accounting and financial information in the
elements: main countries.
Financial accounting policies include a Group reporting A unified reporting and consolidation tool is used for
and accounting principles handbook applicable to the financial information (operational reporting and statutory
preparation of financial information, including off-balance figures). Each subsidiary reported its financial statements
sheet items. The handbook sets out how financial on a standalone basis in order to be consolidated at Group
information must be prepared, with common presentation level. There was no intermediary consolidation level and
and valuation standards. It also specifies the accounting all accounting entries linked to the consolidation remain
principles to be implemented by Atos entities in order to under the direct control of Group Finance. Off balance
prepare budget, forecast and actual financial reporting sheet commitments were reported as part of the

mainstream financial information and are examined by decision making process through monthly reviews and by
Group Finance. establishing a strong link with country management in
financial analysis & monitoring, enhancing control &
Monitoring and control predictability of operations and improving the accuracy &
reliability of information reported to the Group;
In addition to the financial processes defined, monitoring
and control processes aims to ensure that accounting and Representation letters: During the annual and half-year
financial information complies with rules and instructions. accounts preparation, the management and financial head
of each subsidiary was required to certify in writing:
The Closing File (included in the Book of Internal Control) • they have complied with the Group’s accounting rules
has been updated in 2011 and is deployed at local level. It and policies;
was required for each subsidiary to elaborate on a • they are not aware of cases of proven or potential fraud
quarterly basis, a standard closing file formalizing key that may have an impact on the financial statements;
internal controls performed over financial cycles and • the estimated amounts resulting from the assumptions
supporting closing positions. Templates created by Group made by management enable the Company to execute
Finance illustrate the expected level of control for the main the corresponding actions and
items. The Closing File is applied in each subsidiaries of the • that, to the best of their knowledge, there was, no major
former Atos Origin perimeter and us being rolled out in deficiency in the control systems in place within their
subsidiaries from the Siemens IT Solutions and Services respective subsidiary.
acquisition.
Internal Audit Department: The review of the internal
Functional reviews are performed by Group financial control procedures linked to the processing of financial
support functions on significant matters relating to information was a component of the reviews conducted
financial reporting, such as tax issues, pensions, litigations, by the Internal Audit Department. The Internal Audit
off balance sheet items or business performance and Department worked together with Group Finance to
forecast. identify the main risks and to focus its audit plan
consequently as effectively as possible.
Operational and financial reviews: Group controlling is
supporting Operations and General Management in the
D.3.2.4 Internal control system players
The main bodies involved in the implementation of General management and Executive Committee
internal control procedures at Atos are as follows: General Management is responsible for the management
of the Group’s business and focuses on strategic aspects to
Board of Directors supported by Audit Committee develop the Group. As part of its role, General Management
The Board of Directors prepares governance rules defines the framework of the internal control system.
detailing the Board’s role supported by its committees.
Those committees enlighten the Board as to the quality of The Executive Committee leads the operational
the internal control system The Audit Committee, in performance of the Group. Its main tasks are to define and
particular, is informed of the content and the review business priorities, review Atos operational
implementation of internal control procedures used to performance and define corrective action plans.
ensure the reliability and accuracy of financial information Management at different levels is responsible for
and stays informed about the proper implementation of implementing and monitoring the internal control system
the Internal Control System. within their respective areas of responsibility.

Risk Management Committee Internal Audit

Risk Management monitors, reviews and inspects the The Internal Audit organization is centralized which
bidding, engaging in and the execution of contracts to enables a global working practice following one Group
achieve an optimum balance between risk and reward audit plan and a consistent audit methodology. Internal
and identifies improvements in our operational processes, Audit operating principles are defined in the Group
including controls where applicable. Internal Audit Charter, which was validated by General
Management. The Audit Committee also received regular
Internal control & ERM reports on the Internal Audit work plan, objectives of
Internal control & ERM function is to ensure the assignments, and associated results and findings. The
coordination of the internal control system, like the internal audit department liaises with the statutory
implementation of the Book of Internal Control and its auditors to ensure an appropriate co-ordination between
continuous improvement within the Group. Internal internal and external control.
control coordinates also all other initiatives of internal
control and runs the Enterprise Risk assessment.
Internal control relays in each Global Function / Service
Line / GBU assist in the deployment of the various
initiatives.
D.3.2.5 Outlook and related new procedures to be implemented
In 2012, financial, commercial and social development Conclusion

programs will pursue their effects to improve and Based on the above, we have no other observation with
streamline processes, with benefits for the Internal Control regard to internal control and procedures implemented by
System. the Group.
Initiatives identified through the updated risk mapping will The above elements participate to guarantee the
be monitored to ensure that proper attention is given to appropriate level of internal control even if they cannot
those topics. provide an absolute guarantee that the Group’s goals in this
respect will be achieved and that all risks will have been
The Internal Audit Department will pursue the internal completely eliminated.
review program initiated in 2011 and the follow-up of its
recommendations. In line with the planned development Thierry Breton
of the internal control system of the Group, Internal Audit CEO and Chairman, Atos
plans to pursue its focus on the implementation of the
Book of Internal Control, especially in newly acquired
locations, and on controls over operations.

D.3.3 Statutory Auditors’ report prepared in accordance with article L.225-235 of the
French Commercial Code (Code de Commerce) on the report prepared by the
Chairman of the Board of Directors of Atos
To the Shareholders,
In our capacity as Statutory Auditors of Atos S.A. and in respect of the internal control procedures relating to
accordance with Article L.225-235 of French Commercial the preparation and processing of the accounting and
Code (Code de Commerce), we hereby report on the report financial information. These procedures consisted
prepared by the Chairman of your company in mainly in:
accordance with Article L.225-37 of French Commercial • obtaining an understanding of the internal control
Code (Code de Commerce) for the year ended 31 procedures relating to the preparation and processing of
December 2011. the accounting and financial information on which the
information presented in the Chairman’s report is based
It is the Chairman’s responsibility to prepare, and submit to and the existing documentation;
the Board of Directors for approval, a report on the internal • obtaining an understanding of the work involved in the
control and risk management procedures implemented preparation of this information and the existing
by the company and containing the other disclosures documentation;
required by Article L.225-37 of French Commercial Code • determining if any significant weaknesses in the internal
(Code de Commerce), particularly in terms of corporate control procedures relating to the preparation and
governance. processing of the accounting and financial information
that we would have noted in the course of our
It is our responsibility: engagement are properly disclosed in the Chairman’s
• to report to you on the information contained in the report.
Chairman’s report in respect of the internal control
procedures relating to the preparation and processing of On the basis of our work, we have nothing to report on the
the accounting and financial information, and information in respect of the company’s internal control
• to attest that this report contains the other disclosures procedures relating to the preparation and processing of
required by Article L. 225-37 of French Commercial Code accounting and financial information contained in the
(Code de commerce), being specified that we are not report prepared by the Chairman of the Board of Directors
responsible for verifying the fairness of these disclosures. in accordance with Article L.225-37 of French Commercial
We conducted our work in accordance with professional Code (Code de Commerce).
standards applicable in France.
Other disclosures
Information on the internal control procedures and risk We attest that the Chairman’s report includes the other
management procedures relating to the preparation and disclosures required by Article L. 225-37 of French
processing of accounting and financial information Commercial Code (Code de commerce).
The professional standards require that we perform
the necessary procedures to assess the fairness of
the information provided in the Chairman’s report in


D.4. Executive compensation and stock ownership
D.4 Executive compensation and stock ownership
D.4.1 Directors’ fees
In accordance with a resolution adopted at the General • The reference director receives an additional
Meeting shareholders of 1st June 2011, the 2011 annual remuneration of EUR 1,000 for each meeting attended .
envelope for director fees was set at EUR 500,000 for • The Censor benefits from the same conditions and is
members of the Board of Directors. subject to the same rules as the directors, except the
reference director.
The rules of payment of director fees are set by the Board
of Directors, on proposal of its Nominations and Mr Thierry Breton has declined to accept his director fees.
Remunerations Committee. For 2011, the fees were payable
on the basis of the following principles:
• For the Board of Directors: a fixed remuneration of
EUR 25,000 per director plus a variable fee of
EUR 1,000 per meeting (remuneration is based on
attendance to the meetings of the Board of Directors);
• For the Committees: remuneration is based on the
attendance to the meetings: EUR 1,500 per meeting for
the Chairman of the said Committee and EUR 750 per (1) Decision of the Board of Directors of 22 December 2011 with
meeting for each member of the Committee. retroactive effect to 1st January 2011

Director’s fees paid and due to the members of the Board of Directors according to their attendance at the Board and
Committees meetings
2011 2010
In EUR
(c) (d) (a)
Paid Due Paid Due(b)
René Abate 37,000 35,000 38,000 37,000
Nicolas Bazire 39,000 42,000 41,750 39,000
Jean-Paul Béchat 47,500 47,500 50,500 47,500
Thierry Breton - - - -
(6)
Roland Busch - 16,250 * - -
Jean Fleming 34,000* 36,000* 24,500* 34,000*
Bertrand Meunier 40,750 39,000 41,000 40,750

(1)
Aminata Niane 19,583 * 37,000* - 19,583(1)*
Michel Paris 40,500 38,750 43,250 40,500
Pasquale Pistorio 39,500* 45,250* 39,000* 39,500*
Vernon Sankey 40,500* 40,250* 43,750* 40500*
Lionel Zinsou-Derlin 31,917 34,000 - 31,917

(3)
Dominique Mégret - - 38,000 -
(4) (2) (4)
Jean-Philippe Thierry 27,750 - 40,000 27,750
Censor
Colette Neuville 20,583(5) 35,000 - 20,583(5)

* These fees granted to foreign directors correspond to the amounts before taxes paid or due by Atos.
(a) Director fees paid in 2010, for the year 2009.
(b) Director fees due for the year 2010.
(c) Director fees paid in 2011 for the year 2010.
(d) Director fees due for the year 2011.
(1) Ms Aminata Niane was appointed member of the Board of Directors on 27 May 2010. Director fees are calculated as from this date on a pro
rate basis.
(2) Director fees paid to Mr Jean-Philippe Thierry for his mandate as a member of the Board of Directors from 10 February to 31 December
2009.
(3) Mr Dominque Mégret resigned from his mandate as a member of the Board of Directors as from 17 December 2009. The director fees were
paid until this date.
(4) Mr Jean-Philippe Thierry resigned from his mandate as a member of the Board of Directors as from 30 September 2010. The director fees
were paid until this date.
(5) Ms Colette Neuville was appointed Censor 13 April 2010. Fees are calculated as from this date on a pro rate basis.
(6) Dr Roland Busch was appointed member of the Board of Directors on 1 July 2011. Fees are calculated as from this date on a pro rate basis.
D.4.2 Executive compensation
Thierry Breton was appointed Chairman of the Mr Thierry Breton - Chairman and CEO
Management Board, on 16 November 2008 and is Since 2009, the maximum gross total annual
Chairman of the Board and Chief Executive Officer compensation of the Chairman and CEO is EUR 2.4 million.
since 10 February 2009. This compensation is broken down as follows:

EUR 1.2 million in fixed compensation and EUR 1.2 million to assess the performance of the Chairman and CEO
in variable compensation depending on the achievement on the three-year commitment plan which ended
of objectives set by the Board of Directors, it being specified on 31st December 2011, and also to perform a precise
that the maximum variable compensation was set at 100% analysis of the new context following the 70% company
of fixed remuneration as part of the three-year recovery size increase (from 5 to EUR 8,5 billion in revenues) and
plan of the Company (18 November 2008 to 31 December to the 55% headcount increase (from 48,000 to 74,000
2011). As done annually, during its last meeting of the year, employees) after the creation of the new Atos following
on 22 December 2011, the Board of Directors, upon the Siemens IT Solutions and Services acquisition
recommendation of the Nominations and Remunerations completed on 1st July 2011.
Committee, reviewed the issue of the compensation
of the Chairman and CEO, taking into consideration AFEP- Following this analysis, the Board unanimously expressed
MEDEF recommendations and also the new competitive its satisfaction regarding the three-year recovery plan lead
situation of Atos, compared to French and international by the Chairman and CEO and regarding the achievement
competitors of similar size. The Board of Directors wanted of all the objectives set, as summarised in the below table:
16-Nov-08 31-Dec-11 % change

(1) (2)
Headcount 51,000 74,000 45%
Revenue (in EUR billion) 5.5(1) 8.5(3) 55%
Operating Margin (%) 4.8%(1) 6.2%(4) +140 bp
Operating Margin (in EUR million) 261(1) 410 58%
Net Result (in EUR million) 22.6 181.6 +700 %
Net Debt (in EUR million) 304(1) 142(5) (53%)

(1) 31 December 2008.
(2) Social Responsibility: GRI A+, Best Workplace 2012 (Atos Poland).
(3) Pro forma.
(4) 7.5% on ex Atos Origin scope, i.e. +270 bp.
(5) Zero debt plan at end of March 2012.
The Board was particularly satisfied with the stock industry, despite a deeply affected European market
performance since the Chairman and CEO joined the context since summer 2011 (compared to Asiatic
group. During this period the share price increased by and American markets), by sovereign debts crisis in
+240% (from 16 November 2008 to 26 March 2011) and the Euro zone, as illustrated in the below graph:
achieved one of the two best world performances in the
IBM : 268
Atos : 241
Accenture : 239
Sopra : 195
Steria : 170
Dell : 159
Logica : 147
Cap Gemini : 139
DJ StoxxTechno : 128
CAC 40 : 110
100
Hewlett Packard : 81
Nov-08 Mar-09 Jul-09 Nov-09 Mar-10 Jul-10 Nov-10 Mar-11 Jul-11 Nov-11 Mar-12

To take into consideration the change of scope of the remuneration is paid on a semester basis (usually in
new Atos company, the Board decided with effect from February or March for payment relating to the second
1st January 2012, to bring the fixed remuneration of the semester of the previous year and in August for the
Chairman and CEO to EUR 1.35 million. The variable payment of the first semester of the relevant year):
on-target is set at 100% of fixed remuneration, subject to • Due remuneration reflects due amounts for the first
performance conditions based on operational criteria: and second semester of the relevant year
operating margin, revenue and treasury cash flow, in • Remuneration paid reflects paid amounts for the second
accordance with the applicable rules to the executives semester of the previous year and the following first
directors of Atos. The fringe benefits granted to the semester.
Chairman and CEO since his appointment remain It should be specified that Mr. Thierry Breton’s variable
unchanged. compensation is a conditional payment, based exclusively
on quantitative and financial objectives. It is fully paid only
or information purposes, it is reminded that the setting if the financial targets set by the Board are achieved.
of performance objectives for the Chairman and CEO,
and the resulting appraisal is biannual. Therefore, variable
2011 2010
(in Euros)
Due Paid Due Paid
Fixed remuneration 1,200,000 1,200,000 1,200,000 1,200,000
Variable remuneration (*) 1,200,000 1,200,000 1,200,000 1,048,600
Exceptional remuneration
Atos SA director fees
Fringe benefits 5,924 5,924 7,284 7,284
TOTAL 2,405,924 2,405,924 2,407,284 2,255,884

(*) In 2010, the financial objectives were over achieved for both the first semester (achieving 120.8%) and the second semester (102.2%).
However, given the capping mechanism of his variable compensation at 100% of his fixed compensation, the variable compensation received
by Mr. Thierry Breton under the first and second semester of 2010 corresponds to this maximum amount of 100%. In 2011, the financial
objectives were over achieved for both the first semester (achieving 110.7%) and the second semester (106.38%); the variable compensation
obtained by Mr. Thierry Breton under the first and second semester of 2011 corresponds to this maximum amount of 100% .
D.4.3 Option plans for stock subscription and free shares plans
As the three-year 2008-2011 stock options plan reached Within this framework, Mr. Thierry Breton received, like the
its term, upon proposal of its Nominations and top 740 managers of the Group, a grant of free performance
Remunerations Committee, the Board of Directors of shares. During the 2011 financial year, he did not benefit
22 December 2011 decided to set up a new free from the granting of stock options or share purchase of the
performance shares plan post-integration of Siemens IT Company.
Solutions and Services, to associate the first managerial
lines of the new Atos to the group’s success in the years
2012-2013.

D.4.3.1 Terms and conditions for the performance free share plan decided on
22 December 2011 for the year 2012 of which the Chairman and CEO is one
of the beneficiaries.
Under the authorisation granted by the Atos Mixed >85% of the amount of the Group Operating Margin as
General Meeting of shareholders which was held on provided in the Company’s budget for the relevant year,
1st July 2011 (fourth resolution), the Board of Directors, or
during its meeting of 22 December 2011, granted >the amount of the Group’s Operating Margin from the
performance shares to the top 740 first managers of previous year with a 10% increase;
the group. This grant was based on specific and
quantifiable operational criteria to reflect the priority given - Subject to the aforementioned employment condition:
to operational performance related to the successful >achieving both performance conditions for the year
integration of Siemens IT Solutions and Services. 2012 will lead to the beneficiaries acquiring 50% of the
performance shares which they were granted; and
Achieving these performance shares is thus subject to >achieving both performance conditions for the year
the following conditions, which reproduce and strengthen 2013 will lead to the beneficiaries acquiring 50% of the
the criteria used in the previous three-year plan for stock remaining performance shares which they were
options. : granted.
• Employment condition: subject to exceptions provided
in the performance shares plan , the grant of performance • Vesting and conservation periods: The free grant
shares is conditional on the employment of the of performance shares proposed by the Atos Board of
beneficiary employee or legal representative or director Directors on 22 December 2011, in accordance with the
status within Atos Group during the vesting period authorisation given by the fourth resolution adopted at
described below in item “Vesting and conservation the General Meeting of the shareholders on 1st July 2011,
period”; involves two plans (France and International). The two
• Performance conditions: The grant of performance plans differ depending on whether the employee or
shares is also subject to the achievement of the following director is linked to a company of the group based in
two cumulative internal performance conditions France or overseas. The Executive Director is subject to
calculated respectively for the years 2012 and 2013: the French performance share plan which is governed
by the applicable French legislation.
The shares subject to performance conditions for the year
- the Group Free Cash-Flow before dividend and 2012 will be vested on 22 December 2013, it being specified
acquisition/sales results for the relevant year is at least that they are also subject to the aforementioned
equal to one of the two following amounts: employment condition; the beneficiaries are also required
• 85% of the amount from the Group Free Cash-Flowbefore to remain owner their acquired shares for a period of two
dividend and acquisition/sales results, as provided in the years, until 22 December 2015.
Company’s budget for the relevant year, or
>the amount of the Group Free Cash-Flow before The shares subject to performance conditions for the year
dividend and acquisition/sales results for the previous 2013 will be vested on 17 March 2014, it being specified that
year with a 10% increase; they are also subject to the aforementioned employment
condition; the beneficiaries are also required to remain
owner their acquired shares for a period of two years, until
AND 17 March 2016.
- the Group’s Operating Margin for the relevant year is at
least equal to one of the two following amounts:
(2) Such as: death or disability

D.4.3.2 Free grant of performance shares on 22 December 2011

to the Chairman and CEO
Share valuation method in the fair value determined

according to IFRS 2 method recognized by the
consolidated accounts (in euros)
Chairman Plan date Nature of Number Acquisition 2011 2012 2013 2014 Total
and Chief the of shares period
Executive shares
Officer
Thierry 22 December 22/12/2011-

Insurance 32,500 11,420 463,479 452,058 - 926,957
Breton 2011 22/12/2013
Thierry 22 December 22/12/2011-

Insurance 32,500 10,077 408,973 408,973 85,657 913,680
Breton 2011 17/03/2014
Total 65,000 21,498 872,451 861,031 85,657 1,840,637
D.4.3.3 Reminder of stock option plans dated 23 December 2008
Three-year Stock option plan issued in 2008 to the Chairman and CEO
Option pricing models

Chairman according to the IFRS 2 Exercise price
and Chief Nature of Number of Period of
Plan date method recognized by the by % above the
Executive options options exercise
consolidated accounts (in grant price (*)
Officer euros)
23
Thierry December Subscription 1,054,670 233,334 5% 01/08/2010-
Breton 2008 - first 31/03/2018
tranche
23
December
Thierry 01/04/2011-
2008 - Subscription 809,666 233,333 25%
Breton 31/03/2018
second
tranche
23
Thierry December Subscription 01/04/2012-
590,332 233,333 50%
Breton 2008 - third 31/03/2018
tranche
(*) Reference price at EUR 17.6.
The triennial value of stock options was calculated The options acquisition price was set at an amount greater
according to a binomial model used in the Group’s than the share price at date of grant, representing a 5%
consolidated financial accounts. This value assumes the increase compared to the reference price (noting that
achievement of differentiated performance conditions reversing the downward trend and recovering stock prices
for the three different quota lots (first, second and third were the top priorities when the new management team
tranches). took office).
Reminder on performance conditions For the only options granted to the top management team
(Mr Thierry Breton - executive director - and the two
For the 1st tranche (with initial exercise period beginning Deputies of the Chairman Executive Officer), the beginning
on 1st April 2010 and which has been extended to 1st August of the exercise period was extended to 1st August 2010 -
2010 for members of the top management team): they are subject to the following additional performance

conditions that must be achieved for at least three out of year’s budget, or 10% more than the result of the previous
the four consecutive semesters (the reference period is year; and
one semester) due on 31st December 2008, 30 June 2009, • Operating margin at least equal to 80% of the year’s
31st December 2009 and 30 June 2010: budget, or 10% more than the result of the previous year.
• Free cash flow before dividends and excluding
acquisitions and transfers at least equal to: 85% of the For the 3rd tranche (with the initial acquisition period
relevant semesters budget, or to 10% more than the beginning on 1st April 2012):
semester result of the corresponding semester of the
previous year (N-1); and: The exercise price for options was set at an amount greater
• Operational margin at least equal to: 85% of the relevant than the share price on the date of grant, representing an
semesters budget or to 10% more than the semester result increase in 50% compared to the reference price.
of the corresponding period of the previous year (N-1).
The following performance criteria must be achieved for
For the 2nd tranche (with the initial exercise period two consecutive years (the reference period is one year)
beginning on 1st April 2011): before the start of the acquisition period:
The exercise price for options was set at an amount greater acquisitions and transfers at least equal to 80% of the
than the share price on the date of grant, representing an year’s budget, or 10% more than the result of the previous
increase in 25% compared to the reference price. year; and
The following performance criteria must be achieved for • Operational margin at least equal to 80% of the year’s
two consecutive years (the reference period is one year) budget, or 10% more than the result of the previous year.
before the start of the acquisition period:
acquisitions and transfers at least equal to 80% of the
Achievement of the stock option’s performance conditions for Atos executives
A - Relating to the 1st tranche (exercise conditions at 85% of budget):

Performance conditions were verified for three out four semesters.
Second First Second First

Operating Margin(1) semester semester semester semester
( In EUR million) 2008 2009 2009 2010
Budget Achievement (%) 74% 100% 94.5% 114.6%
85% semester Budget or + 10% vs corresponding semester no yes yes yes

of previous year
Second First Second First

Free Cash Flow semester semester semester semester
(in EUR million) 2008 2009 2009 2010
Budget Achievement (%) 71% 312% 124% 368.2%
85% semester Budget or + 10% vs corresponding semester of previous no yes Yes yes
year
Conditions met NO YES YES YES

(1) The operating margin for the second half of 2007 was EUR 154 million.

B – Relating to the 2nd tranche (exercise conditions at 80% of budget):

The achievements for 2009 and 2010 are the following::
Operating Margin 2009 2010

( in EUR million)
Budget Achievement (%) 96.7% 101.4%
85% year Budget or +10 % vs previous year yes yes
Free Cash Flow 2009 2010

( In EUR million)
Budget Achievement (%) 278.6% 113.3%
85% year Budget or +10 % vs previous year yes yes
Conditions met YES YES
As a result, Mr. Thierry Breton acquired the Tranche 2 Options on 1st April 2011..
C – Relating to the 3rd tranche (exercise conditions at 80% of budget):

It was decided for all beneficiaries (excluding the Regarding the Chairman and CEO and the Executive
Chairman and CEO and Executive Committee members) Committee members, it was decided to adopt as objectives
to limit the objectives involved in only the first semester of for all plans, two cumulative semesters on the basis of a
2011 to validate the performance of the 3rd tranche, corrected scope for the second half. Applying this last
provided the TOP plan for three years had achieved its principle led to a tightening in the applicable performance
objectives by the end of this semester and the 1st year of conditions for the options tranche in question.
tranche 3 options - 2010 - had already been validated.
The achievements for 2010 and 2011 are the following:
Operating Margin
2010 2011*
(in EUR million)
Budget achievement (%) 101.4% 100.1%
Free Cash Flow

2010 2011*
(in EUR million)
Budget achievement (%) 113.3% 111.5%
Conditions met YES YES

* Siemens IT Solutions and Services integrated from 2011 second semester.
Performance conditions for Tranche 3 were verified over two consecutive years.
The date for acquiring Tranche 3 is 1st April 2012.

D.4.4 Fringe benefits of the Executive Director
Payment or Benefits
effectively or Non Compete
Employment Supplementary potentially due in
Chairman and Chief Clause payment
contract Pension plan the event of
Executive Officer termination or
changing position
YES NO YES NO YES NO YES NO
Thierry Breton
Chairman of the
Management Directory
Nov 16 2008 - February 10 NO YES NO NO
2009
Chief Executive Officer
February 10 2009 to date
Mr. Thierry Breton does not have an employment contract recommendations.” Furthermore, Mr. Thierry Breton will
and will not receive any severance payment at the end of not receive compensation related to a non-compete
his mandate. The terms of the supplementary pension clause.
plan are described in paragraph D.4.5 “Compliance of
global executive compensation with AFEP/MEDEF
D.4.5 Compliance of the executive Director compensation with AFEP/MEDEF

recommendations
Upon review of the Executive Director compensation compliance with commitments made as part of the
scheme, the Board of Directors ensured the compliance of company’s three-year recovery plan. In this respect, the
all components of the Chairman and CEO’s compensation Board has taken into account the significant
with the recommendations of the AFEP/MEDEF Code. transformation of the Group, following the acquisition of
Siemens IT Solutions and Services in July 2011, making
This compliance analysis refers to the following points of Atos a European leader in information technology, with
interest: size increasing by 70%, compared to the ex-Atos Origin
scope.
Employment contract: Because he was never an
employee of the company, the Chairman and CEO is not Variable remuneration: In 2009, the maximum amount
bound by any employment contract. for variable remuneration was capped at 100% of the fixed
remuneration as part of the Company’s three-year
Fixed remuneration: Since 1st January 2012, the recovery plan – 18 November 2008 to 31st December 2011.
Chairman and CEO’s fixed remuneration is set at EUR 1,35 On 22 December 2011, the Board of Directors, decided to
million. The Board of Directors meeting held on 22 maintain the on-target variable remuneration to 100% of
December 2011 took into account all components of the the fixed remuneration, with the possibility, aligning all
Chairman and CEO’s remuneration and their competitive Executive Committee members, to achieve a maximum of
relevance. It is stipulated that these elements remained 130% in case of over performance. Demanding and clear
unchanged since he took office on 16 November 2008, in operating performance criteria was established and

documented to condition the obtaining of the variable of new shares for employees or directors of the Company
part on achieving objectives. For the second semester of and/or companies or economic interest groups that are
2011, for example, the performance criteria were based on linked according to Article L. 225-197-2 of the Commercial
the target budget objective: 40% for the operating margin, Code, located in France or outside France.
30% to generate free cash-flow and 30% to promote • Calendar period: The Atos Board of Directors
external revenue growth. To monitor Company authorised a free performance share plan during its
performance more closely and establish a responsive way meeting of 22 December 2011. This grant was made in the
to follow its improvement plan, the objectives are set on a same calendar period as the grant of stock options which
half-year basis. was executed on 23 December 2008.
• Percentage of shares granted to the Chairman and
Severance pay: there is no severance pay of any kind CEO: The Board of Directors meeting of 22 December
(golden parachutes, non-compete clauses etc.) 2011 granted 65,000 performance shares to Mr. Thierry
Breton, representing around 6% of the total number of
Supplementary pension plan: the Chairman and CEO granted shares, which is in the lower range compared to
benefits from the supplementary pension plan reserved the market (market range between 2% and 14%), in line
for members of the Group’s executive committee. The with AFEP-MEDEF recommendations.
following items are noteworthy with regard to the AFEP/ • Allocated volume: The number of shares granted to the
MEDEF recommendations: the beneficiary group is wider Chairman and CEO represents a security based
than the inner circle of executive directors since it applies compensation of approximately 43% of his total
to not only the members of senior management team, but remuneration, which is in the average of market range
also the 29 members of the executive committee, a total of (between 24% and 70%), and is in line with the AFEP-
32 people. To benefit from this scheme, one must retire MEDEF recommendations (50%).
whilst maintaining a contractual link or corporate/ • Conservation obligation: The Board of Directors
administrative office with the Group or one of its entities; meeting of 22 December 2011 decided for the benefit of
the pension paid by the company is the difference the Chairman and CEO, a conservation obligation of 25%
between, a) a maximum of 60% -(based on years of of the performance shares granted for the duration of his
contribution -)of the reference salary based on the average mandate.
of the past 5 years of only the fixed salary (excluding the • Hedging instruments: The use of any hedging
variable compensation and any additional compensation) instrument is prohibited.
preceding retirement; and b) the pension paid by other
legal or conventional plans (including any applicable Reminder about the stock options subscription plan
defined contribution plans). A minimum of 10 years of dated 23 December 2008: As indicated above, the Board,
cumulated seniority is required to receive benefits under in consideration of both the situation of the Company in
this plan, with a maximum of 15 years, such that a the context of its recovery plan, and the alignment of
newcomer to the plan who is over 50 (e.g. aged 50+n years) shareholder interest over the period, decided that the long-
receives a benefit based on x years of contributions, up to a term retention/performance of the total compensation for
maximum of 5 years. Each contribution year can vest a 2009 -2011 would operate exclusively in the form of
percentage of potential rights limited to fixed granting stock subscription options under a three-year
compensation (4% of fixed salary, or thus corresponding to plan covering all of these objectives. Regarding also to the
2% of total fixed + variable salary). Using only the fixed AFEP-MEDEF’s recommendations concerning the grant of
salary is preferred instead of using the total salary in order stock subscription options on the same calendar periods, it
to avoid windfall and provide visibility over the amounts should be noted that the last stock option plan of the late
to be funded. It should be noted that the potential 2008, was implemented along with the new management
retirement rights represent only a small percentage of the team taking office (the three-year plan dated 23 December
overall compensation of the beneficiaries. 2008), with stock options being granted to different
beneficiaries progressively with the creation of the new
Performance shares: on 22 December 2011, 991,050 management team between 2009 and early 2010.
performance shares were granted to the top first managers Concerning the General management team in particular, it
of f the Group (740 managers). This involves the issuance is reminded that the stock option plan was granted when

they took office late 2008; it was not followed by any respectively of EUR 1,054,670 for the first tranche, EUR
additional stock option or free share grant either in 2009 or 809,666 for the second tranche and EUR 590,332 for the
in 2010. third tranche, for a total of EUR 2,454,668 (thus
representing 50.5% of the total compensation as defined
• Allocated volumes: The “volumetric” analysis obviously above). The plan also complies with the first
requires an accounting valuation of the allocated options recommendation since on an annual basis; it
as required by accounting and IFRS2 standards, to corresponds to a three-year allocation of EUR 2,454,668 ÷
provide a relevant basis of comparison. 3 = EUR 818,223/year, therefore below the EUR 869,400/
year cap specified above. It is recalled that the
Several considerations have been taken into account predecessor of the executive director also received an
when validating the volumes granted: additional annual allocation of free shares with a face
- First, there is a three-year plan organized in three equal value of EUR 540,000/year.
tranches of 233,333 options each. It is therefore advisable
to use the annual basis averaged over three years for any The Board therefore found that the volume of grant fully
meaningful comparison. The Board wanted to ensure respects the objectives of an accounting valuation of
that the allocated volumes produced an annual annualized options that is “in the average” of comparable
accounting value for options around the level commonly companies and “not disproportionate” to total
used in the sector, and therefore, concerning stock compensation. “
options only, granted on an annual basis to the • Percentage of securities allocated to the executive
predecessor of the current executive/ corporate officer director: As securities were granted to the executive
(who received an annual allocation of options equivalent director in 2008, accounting should compare the
to 110% of his fixed compensation, or face value of EUR percentage with respect to all of the securities allocated
990,000 per year for the executive, or recorded as EUR in 2008, including those before his arrival in November,
869,400 for the company - cf. 2008 annual report); although the matter of consistency with this comparison
- Second (although not relevant considering that the grant may be raised since a managerial change occurred.
was for the period 2009 to 2011), the scheme resulted in However on an annualized basis in 2008, and therefore
the total volume being consistent with the average posted on a comparable basis, the percentage of securities
by the top issuers in 2008, which represents roughly 50% allocated to the executive/corporate officer represents
of the total theoretical compensation. This ratio used to 6.3% of all securities granted over the year (options, free
ensure that “valuation of allocated options is not shares translated into equivalent stock options). We must
disproportionate to the total compensation” is confirmed add that a complementary profit sharing scheme (“accord
by the AMF in its report dated 9 July 2009 which states de participation dérogatoire”) was implemented for all
(page 43/57) that: “the options and shares allocated by the 15,000 employees present in France.
44 companies that made allocations in 2008 represent • Reduced impact of potential windfalls: The Board
an average of 48% of global compensation (fixed then sought to reduce the impact of any potential
compensation, variable compensation, director’s fees, windfall effect resulting from the fact that the plan was
fringe benefits, stock options and free shares).” For the carried out in a very bleak economic climate, with an
Chairman and CEO of Atos whose total maximum uncertain duration and without full perspective of the
compensation (fixed + variable + fringe benefits) is EUR general economic conditions and those of Atos sector,
2.405 million, this implies a maximum amount to particularly in the medium term. Also, the Board decided
accounting to be around EUR 2.405 million (therefore that in addition to the performance conditions described
representing 50% of total compensation) to define the above, the third tranche of the plan would be exercisable
total volume of benefits allocated over three years (if with a premium of 50% compared to the reference price
complying with this ratio at the time of posting the total and the second tranche would have a premium of 25%
benefit in the company’s financial records). (see above). After the publication of the results for the first
- Volume of 700,000 options that are subject to the semester of 2009, Atos’ share price rose significantly
performance conditions indicated above therefore (+30% over 2 months, only to drop back down later), as its
comply with this last consideration because they result in volatility increased. Thus for the first tranche (which had
a posted 2008 accounting value for the three tranches, no other performance conditions than the strike price

with a +5% premium), the Board decided to add • Public disclosure given to the compensation of the
reinforced operational performance conditions to be executive director: In the interests of transparency and
achieved, setting the performance requirement level at good market information, all the elements that
85% achievement of the budgeted free cash flow and characterize the different components of the total
operating margin, compared to 80% for tranches 2 and 3. compensation of the executive director were made
For ensuring that these performance conditions in this public as soon as the scheme was adopted by the Board
tranche are conducted, not only on a two full years basis,
but also at least on three out of four semesters accrued In conclusion, the analysis of the above items has led
over the period, the date of exercise of tranche 1 has been the Board to consider, in its meetings on 19 November
shifted to reflect this. In doing so, the Board highlighted 2009, 22 December 2010 and 22 December 2011, that
the importance it gave, from the first phase of the three- the total compensation of the executive director was
year plan, to the success of the ongoing operational consistent in all respects with the AFEP/MEDEF
progress of the company over the long term, semester recommendations. Accurate information was
after semester. The first tranche is, more notably than the disclosed to the market showing all the specific
other two, conditioned to this success. elements mentioned above.
• Hedging instruments: use of any option hedging
instruments is formally prohibited for the beneficiaries of
stock option plans.
• Retention of a percentage of shares from exercised
stock options: The Board decided that if options are
exercised, the executive director should retain, while still
part of the company, at least 5% of the shares acquired in a
nominative account. This simple and documented
mechanism is preferred over other sophisticated systems
(percentage of the capital gain, percentage of fixed salary,
variable or total etc.), which was perhaps more relevant
for other companies than for Atos during this period,
given the specific challenges presented by the
achievement of this three-year plan.

D.5. Resolutions
D.5 Resolutions
D.5.1 Proposed resolutions to the AGM
Resolutions submitted to the shareholders’ vote will be published in the Bulletin des Annonces Légales Obligatoires
(official legal gazette for listed companies) and will be posted on the Atos website (“Investors” section), as required by
applicable laws and regulations (i.e. at least 35 days before the shareholders’ meeting).
D.5.2 Board of Directors reports to the Art. L 225-184 (French Commercial Code)
Dear Shareholders, The number and the balanced average price of the shares
subscribed or bought during the year 2011 by way of
We hereby inform you that no stock subscription options exercising one or more owned options of the Company
were granted to legal representatives during the 2011 fiscal or a company or economic interest group linked to the
year. Company as per section L. 225-180 of the French
Commercial Code, by each of ten non-legal representative
There were no shares subscribed or shares bought employees of the Company which have received the
following the exercise of stock-options by the legal highest amount of option are the following:
representatives during the 2011 fiscal year.
During the year 2011, no stock-options or free share grants

Number of stock-options Average balanced price
have been granted to non-legal representative employees exercised in euros
of the Company (or of a company or economic interest
group linked to the Company as per section L. 225-180 93,192 23.34
of the French Commercial Code).
D.5.3 Board of Directors report to the Ordinary General Meeting on the transaction
on the shares of the Company
Dear Shareholders,
We hereby inform you that the following transactions have been made on the shares of the Company by its legal
representatives during the year 2011:
Number of shares Number of shares Purchase price in

Name Date
bought sold euros
Jean Fleming 583 09/05/2011 25.00*
Jean Fleming 583 09/05/2011 42.33
Roland Busch 1,000 13/07/2011 37.215

* Ms. Jean Fleming acquired shares as part of the stock-option plan of 3 July 2009, which she then sold.

D.5. Resolutions
D.5.4 Board of Directors reports to the AGM pursuant to Art. L 225-197-4

(French Commercial Code)
Dear Shareholders, Within the framework of this grant, the following

performance shares have been granted to legal
We hereby inform you that, during the year 2011, 991,050 representatives during the year 2011:
performance shares have been granted to employees and
legal representatives.
Share price at the

Name Number of shares Date time of the grant
Thierry BRETON 65,000 22/12/11 33.78
The total number of performance shares granted during the year 2011 by the Company to the ten employees having
received the highest amount of performance shares is the following:
Number of shares Date Share price at the time of the grant
181,000 22/12/11 33.78

D.6. Code and charts
D.6 Code and charts
D.6.1 United Nations Global Compact Code of Ethics
Atos places particular importance on upholding ethical honestly, impartially and with integrity in their daily
rules in conducting its business. Since 2010, Atos adopted a professional activity and in compliance with the legal
new Code of Ethics which covers a greater range of framework applicable in every country where Atos
principles: it reminds the employees the need to act conducts its business.
Since the end of 2010, the Code is distributed to all employees and is the topic of specific trainings for those who are directly concerned by the
principles in their day-to-day activity. Training sessions to respecting the principles of the Code. Third parties who
throughout the world have been launched since the assist Atos in its expansion must agree to the principles of
beginning of 2011, and each employee who has followed the Code.
this training must acknowledge receipt of it. Moreover, for
all employment contracts signed as from 1st January 2011, Atos treats its employees as well as third parties with
the Code is attached to the agreement. integrity, based on merits and qualifications prohibiting
any form of discrimination.
In addition, the suppliers and partners of Atos which
contribute to develop its activities must formally commit
D.6.1.1 No Bribery or Corruption
Atos refuses any form of corruption or dishonest or illegal the United Nations Global Compact, Atos subscribes to the
practice with the aim to obtain a commercial advantage or anti-bribery in “all its forms, including extortion and
other, as well as any money laundering. As participant to bribery”.
D.6.1.2 Fair competition
Atos treats its customers, suppliers, partners, parties assisting Atos in developing business take part in
intermediaries with respect and shall not take unfair an agreement, understanding or concerted practice which
advantage nor practice discriminatory conditions. As a would contravene the applicable laws and regulations
consequence, Atos refuses that its employees or third concerning anti-competitive practices.
D.6.1.3 Conflicts of Interest

Atos undertakes to ensure that all decisions taken by one personal. As a consequence, employees are asked to
of its employees within its professional activity are taken inform the company in cases where they would be in a
objectively and impartially, in the interest of Atos and not situation of conflict of interest with competitors, clients or
in the employee’s own interest, whether financial or suppliers of Atos.
D.6.1.4 Protection of Atos Origin assets – Fraud
The assets owned by Atos which consist in material such pursuant to the law and rules defined by the Group:
as hardware, or intellectual property rights or financial reporting must be of high quality, reliable and relevant,
equity are used only for conducting Atos business and translating exactly the activities of the company.
D.6.1.5 Protection of confidentiality and privileged information
Atos protects the confidential information it owns or which

is made available to it by its customers, suppliers or
partners. To this end, Atos has defined applicable rules in
the case of use and disclosure of privileged information
likely to impact the market of Atos’ shares (see Section
D.6.4).
D.6.2 Other applicable provisions
Not all mandatory provisions applicable to Atos are their training or on the selection process for commercial
contained in the Code of Ethics. A standard of policies set partners.
up by the different departments and adopted by the Group
governs the activities of each employee, who must comply In addition, Atos employees share all common values of
with, such as rules on delegation of authority and decision the Group which guide them in their day-to-day behavior,
taking, on applicable clauses to client and supplier both in the company and with their clients.
contracts, on the selection of potential employees and
D.6.3 Privileged Information and insider trading
market for Atos securities. Accordingly, in order to ensure Insider trading

that there is a fair and open market in Atos securities, the Inside information is classified as information having an
Company’s goal is also to publish material information to impact on a decision of whether to buy, sell or retain any
investors and shareholders regarding its activities Atos securities, therefore distorting the market. The
immediately when it becomes known and under unauthorized use or communication of inside information
conditions that are equal for all. The Company requires all is strictly prohibited and constitutes a legal offence. Such
senior managers or employees having access to critical offences are liable to criminal, regulatory (Autorité des
information (“relevant employees”) to follow insider Marchés Financiers, the French exchange commission)
trading rules and regulations. and civil proceedings. Accordingly, no employee may
discuss or divulge any inside information to third parties

or deal in Atos securities when he/she is in possession of employee who is likely to be in possession of unpublished
any inside information.. privileged information concerning Atos Origin SA and its
subsidiaries. The above limitation on dealing in Atos Origin
Dealing during closed periods securities does not apply to the exercise by employees of
“Relevant employees” may not deal in Atos securities, stock options granted by Atos Origin. The limitation does
whether directly or indirectly, during any “closed period”, apply however to the sale of resulting shares.
which is defined as six weeks prior to the publication of
Atos’ annual financial statements and four weeks prior to Dealings in Atos options
publication of Atos’ first, second and third quarter financial Employees are forbidden to negotiate any protection
statements. against fluctuations in the potential capital gain to be
obtained from Atos stock options or free shares granted by
“Relevant employees” include (i) all directors and/or Atos to an individual in the course of their employment
officers and/or managers of companies within the Atos (whether through a call, a put or otherwise), except if
Group and their direct subordinates and assistants; (ii) any expressly authorized by the Chairman and Chief
key employee specifically designated as such by the Executive Officer.
Chairman and Chief Executive Officer; and (iii) any
D.6.4 Internal rules and charter of Board of Directors
The Board of Directors has approved Internal Rules to termination or by resignation. This provision obviously
which is attached a Charter of the Atos Board of Directors does not apply to the director representing the employee
and a Guide to the Prevention of Insider Dealing. The shareholders.
Charter of the Board of Directors summarizes the mission
and obligations of the members of the Board of Directors. Defending the interests of the Company
The Charter covers in particular the following points: Each director represents all shareholders and must act at
prohibition to hold a corporate office and an employee all times in their interest and in the interest of the
contract, company interests, attendance, diligence, loyalty, Company. He/she must alert the Board of Directors of any
independence, confidentiality, trading in the Group’s event brought to his or her attention which he/she deems
shares, conflicts of interest, information of members. could affect the interests of the Company.
Appointment Conflicts of interest

Before accepting their mandate, each director must The Atos “Code of Ethics” prohibits any director or staff
declare that he/she have understood the obligations member from having a conflict of interest between their
binding upon them. He/she must also acknowledge the personal and corporate responsibilities. Directors must
applicable laws and regulations, the Articles of Association inform the Board of Directors of any actual or potential
of the Company, the Internal Rules of the Board of conflict of interest of which they are aware. The director
Directors, the Charter of the Board of Directors and the must then participate in a review of that conflict by the
Guide to the Prevention of Insider Dealing. Directors must Board as a whole, but must abstain from taking part in any
own in their own name at least one thousand nominee vote taken on the subject.
shares and, if they do not own such shares at appointment,
they must acquire them within three months of their date A conflict of interest arises when a director or a member of
of appointment. his or her family could personally benefit from the way the
Company’s business is conducted, or could maintain a
Directorship and Employment are mutually exclusive relationship of any kind with the Company, its affiliates or
A director who becomes a legal representative of the its management that could compromise the director’s
Company shall undertake to terminate his or her judgment (particularly as a client, supplier, business
employment contract with the Company (if such banker, legal representative).
employment contract exists), either by contractual

Attendance – Diligence commit to keep strictly confidential any information that

By accepting their mandate, each director agrees to spend has not been publicly disclosed, of which they have been
the necessary amount of time and care in performing their informed or become aware during their mandate, as well
duties and must comply with legal regulations applying to as the contents of discussions and votes of the Board of
the number of director mandates. Except in unavoidable Directors and of its committees.
circumstances, each director must attend all Board
meetings and the meetings of all Board Committees to Inside information and trading in
which they belong. He or she shall keep informed about the Company’s securities
the work and specifics of the Company, including its stakes Directors may not trade in the Company’s securities other
and values, by inquiring, if necessary, its Management. He than within the limits of the “Guide to the Prevention of
or she shall make a point of keeping updated on the Insider Dealing” approved by the Board of Directors. The
knowledge that enables him or her to perform his or her Company prohibits trading in its securities especially
functions. during closed periods prior to the announcement of its
annual and half-year results and quarterly revenue
Loyalty performance. Board members must inform the Company
Each director is under an obligation of loyalty towards the of any dealings in the securities of the Company within
Company. He or she shall not take any initiative that could five days of executing the transactions, in order that the
harm the interests of the Company or other companies or Company may comply with its relevant filing
entities within the Group and shall act in good faith in all requirements, notably to the French stock exchange
circumstances. regulatory authority - the Autorité des Marchés Financiers.
He or she shall not take on any responsibilities on a Information of Board members

personal basis in any company or business practicing any The Company shall be required to provide its directors
activities in direct competition with those of Atos without with any information necessary for the efficient
prior approval of the Chairman of the Board of Directors participation in the work of the Board of Directors in such a
and of the Chairman of the Nomination and Remuneration way as to enable them to carry out their mandate under
Committee. appropriate conditions. The same shall apply at any time
in the life of the Company where the importance or
Independence urgency of the information so requires. This permanent
The director carries out his or her functions in complete information shall include any relevant information,
independence. He or she undertakes to preserve in all including critical information, concerning the Company
circumstances, his or her independence of analysis, and particularly articles in the press and financial analysis
judgment, decision and action. He or she does not tolerate reports.
being influenced by any factor outside of the corporate
interest, which he or she undertakes to protect. He or she A director may request from the Chairman any
commits to inform the Board of any known issue which complementary information that he or she deems
appears to be of such a nature as to affect the interests of necessary for the full accomplishment of his or her
the Company. missions, particularly in view of the agenda of the
meetings. Should a director consider that he or she has not
Confidentiality been put in a position that enables him or her to discuss
The Directors are required to uphold professional secrecy, with full knowledge of the facts, it is his or her duty to
which exceeds the mere obligation of discretion provided indicate such to the Board and to require that he or she be
for in the law, in regards to any information gathered during provided with the indispensable information.
or outside of the Board of Directors’ meetings. They

D.7. Common stock evolution and performance
D.7 Common stock evolution and performance
D.7.1 Basic data
Atos shares are traded on the Paris Eurolist Market under stock exchange and Atos Origin SA is the only listed
Euroclear code 5173 ISIN FR0000051732. They were first company in the Group.
listed in Paris in 1995. The shares are not listed on any other
D.7.1.1 Information on stock

Number of shares 83,566,768
Sector classification Information Technology
Main index CAC AllShares
Other indices CAC IT, CAC IT20, CAC Next20, Euronext 100, SBF120
Market Eurolist segment A
Trading place Euronext Paris (France)
Tickers ATO (Euronext)
Code ISIN FR0000051732
Payability PEA/SRD Yes/Yes
The main tickers are:
Source Codes
Euronext ATO
AFP ATO
Bloomberg ATO FP
Reuters ATOS.PA
Thomson Finance ATO FR
The Euronext sector classification is as follows:
Euronext: sector classification Industry Classification Benchmark (ICB)
9000 AEX Technology
9530 AEX Software and Computer services
9533 Computer Services

The shares are also components of the following indices:
Indice Type Code ISIN Market Place
Eurolist (segment 1) Global Europe Paris-Amsterdam-Brussels-Lisbon
Euronext CAC 70 Global Europe Paris-Amsterdam-Brussels-Lisbon
Euronext 100 Global Europe FR0003502079 Paris-Amsterdam-Brussels-Lisbon
SBF 80 Global FR0003999473 Paris PX8
CAC IT20 Sector QS0010989091 Paris CIT20
CAC IT Sector FR0003501980 Paris PXT
DJ Euro Stoxx Techno Sector EUR0009658541 Germany-Xetra SX8E
CAC Technology Sector QS0011017827 Paris
CAC Software & Computer Services Sector FR0000051732 Paris
Sustainable Development: ASPI Eurozone, FTSE4Good, Europa EMP 100 Europa CAP 100, ECPI Ethical Index Euro
D.7.1.2 Free Float
The free-float of the Group shares exclude stakes No other reference shareholder has announced its will
exceeding 5% of the issued capital of the Group, namely to maintain a strategic participation in the Group’s capital.
the two main shareholders, Financière Daunou 17 Stakes owned by the employees and the management
(PAI Partners) owning 21.4% of the Group share capital are also excluded from the free float.
on 31st December 2011, and Siemens owning a participation
of 14.9% of the capital which it committed to keeping until
30 June 2016.
As of Nominal Value Book value

Shares % of capital % of voting rights
31 December 2011 (in EUR) (in EUR)
Treasury stock 202,370 0.2% 0.2% 202,370 6,986,461
Financière 17,855,541 21.4% 21.4% 17,855,541

Daunou 17
Siemens 12,483,153 14.9% 14.9% 12,483,153
Board of Directors 15,640 0.0% 0.0% 15,640
Employees 1,820,548 2.2% 2.2% 1,820,548
Free float 51,189,516 61.3% 61.3% 51,189,516
Total 83,566,768 100.0% 100.0% 83,566,768

D.7.2 Stock ownership
Principal changes in the ownership of the Group’s shares in the past two years have been as follows:
Actions % Actions % Actions %
Financière Daunou 17 17,855,541 21.4% 17,442,839 25.0% 15,765,838 22.6%
Siemens 12,483,153 14.9%
Pardus 1,821,869 2.6% 7,000,004 10.0%
Centaurus 1,332,140 1.9%
FMR Llc (Fidelity) 4,121,717 4.9% 3,498,744 5.0%
Board of Directors 15,640 0.0% 14,640 0.0% 14,938 0.0%
Employees 1,820,548 2.2% 2,523,605 3.6% 2,279,112 3.3%
Treasury stock 202,370 0.2% 253,551 0.4% 652,152 0.9%
Public 47,067,799 56.3% 44,358,829 64.3% 42,676,278 61.2%
Total 83,566,768 100.0% 69,914,077 100.0% 69,720,462 100.0%
Registered shares 13,790,586 16.5% 1,403,026 2.0% 1,629,770 2.3%
Bearer shares 69,776,182 83.5% 68,511,051 98.0% 68,090,692 97.7%
Total 83,566,768 100.0% 69,914,077 100.0% 69,720,462 100.0%
The share ownership of the Group’s Board of Directors at 31 The Treasury stock evolution is described below in the
December 2011 is detailed in section D.3 “Report by the section “Treasury stock and liquidity contract”.
Chairman of the Board of Directors on Corporate
Governance and Internal Control”, and in section D.3 During 2011, the Group has been advised of several
“Corporate Governance” of the reference document. The upwards and downwards share movements from
Group’s shares which are owned by employees are mainly Financière Daunou 17 (PAI Partners), FMR Llc (Fidelity), and
managed by mutual funds and a corporate savings plan. Siemens Beteiligungen Inland GmbH.
D.7.3 Dividend policy
During its meeting held on 22 February 2012, the Board of Directors decided to propose at the next Ordinary Shareholders
Meeting to pay a dividend of 0.50 euro per share in 2012 on the 2011 results.
During the past three fiscal periods, Atos Origin has paid the following dividends:
Fiscal period Dividend paid per share (in EUR)
2010 € 0.50
2009 -
2008 -

D.7.4 Shareholder Documentation
In addition to the Reference Document, which is published • The Group’s informational website at www.atos.net; and
in English and French, the following information is • Regular press releases, available through the web site or
available to shareholders: via the AMF database
• A half year report
• Quarterly revenue and trading update announcements
D.7.5 Financial calendar
25 April 2012 2012 First quarter revenue

30 May 2012 Annual General Meeting
27 July 2012 2012 Half-year results
25 October 2012 2012 Third quarter revenue
D.7.6 Contacts
Institutional investors, financial analysts and individual shareholders may obtain information from:
Gilles Arditti, Group Senior Vice-President Investor

Relations and financial communication,
Tél. : +33 (0) 1 73 26 00 66,
[email protected]
Requests for information can also be sent by email to: [email protected].
D.7.7 Update of Document issued
The following list includes all financial information published or made available since 1 January 2010.
This document is a full free translation of the original French text.
Websites mentioned:
• Atos www.atos.net
• AMF www.amf-france.org > Décisions et informations financières > Communiqués des sociétés
• BALO www.journal-officiel.gouv.fr

Document Date of issue Source
Financial reports
• Annual report 2011 05/04/12 Website Atos/ Website AMF
• Half-year report 2011 28/07/11 Website Atos/ Website AMF
• Half-year report 2010 28/07/10 Website Atos/ Website AMF
Financial press releases
• Annual results 2011 23/02/12 Website Atos / Website AMF
• Atos, EMC and VMware to form an open Cloud 15/02/11 Website Atos / Website AMF
Computing strategic alliance
• AFEP MEDEF recommendations 23/12/11 Website Atos / Website AMF
• Atos, the European IT services powerhouse

and UFIDA, the Chinese leader in management 08/11/11 Website Atos / Website AMF
software solutions, join forces in cloud
computing services
• Third quarter revenue 2011 25/10/11 Website Atos / Website AMF
• Half-year results 2011 27/07/11 Website Atos / Website AMF
• Atos and Siemens have finalized the acquisition 01/07/11 Website Atos / Website AMF
by Atos of Siemens IT Solutions and Services
• Atos Extraordinary Shareholders meeting

approved the acquisition of Siemens IT Solutions 01/07/11 Website Atos / Website AMF
and Services by 99.99%
• First quarter revenue 2011 10/05/11 Website Atos / Website AMF
• Atos Origin successfully signs a five-year 11/04/11 Website Atos / Website AMF
EUR 1.2 billion revolving credit facility
• EU Commission approves the acquisition of

Siemens IT Solutions and Services by Atos Origin 25/03/11 Website Atos / Website AMF
and Services par Atos Origin
• Definition and mode of calculation 11/03/11 Website Atos / Website AMF

of the cash flows
• Annual results 2010 16/02/11 Website Atos / Website AMF
• Atos Origin signs a binding agreement to acquire 01/02/11 Website Atos / Website AMF
Siemens IT Solutions and Services
• Atos Origin and Siemens to create a European 14/12/10 Website Atos / Website AMF
IT Champion
• Third quarter revenue 2010 13/10/10 Website Atos / Website AMF
• Half-year results 2010 28/07/10 Website Atos / Website AMF
• First quarter revenue 2010 14/04/10 Website Atos / Website AMF

• Annual results 2009 17/02/10 Website Atos/ Website AMF
Financial presentations
• Annual results 2011 23/02/12 Website Atos
• Third quarter revenue 2011 25/10/11 Website Atos
• Investor Day 2011 06/10/11 Website Atos
• Half-year results 2011 27/07/11 Website Atos
• AGM 1 July 2011 1/7/2011 Website Atos
• AGM 1 June 2011 01/06/11 Website Atos
• First quarter revenue 2011 10/05/11 Website Atos
• Alliance between Atos Origin and Siemens 15/12/10 Website Atos
• Third quarter revenue 2010 13/10/10 Website Atos
• Half-year results 2010 28/07/10 Website Atos
• AGM 27 May 2010 27/05/10 Website Atos
• First quarter revenue 2010 14/04/10 Website Atos
Other financial communications
• Description of trading program 03/07/11-25/06/10 Website Atos/ Website AMF

of Company’s shares
Shareholders’ meetings
• Extraordinary AGM - SIS Acquisiton 01/07/11 Website Atos
• Shareholders' meeting presentation 2010 01/06/11 Website Atos
• Shareholders' meeting presentation 2009 27/05/10 Website Atos
Financial statements
Company's registered office / Commercial

• Consolidated financial statements 2011 23/02/12-05/04/12 court / Reference Document

• Parent company financial statements 2011 05/04/12 court / Reference Document
• Condensated consolidated financial statements Company's registered office / Commercial

02/08/11
for the first half 2011 court / Half-year report


• Condensated consolidated financial statements Company's registered office / Commercial

31/07/10
for the first half 2010 court / Half-year report



Auditors reports
• Auditors' report on the consolidated financial Company's registered office / Commercial

05/04/12
statements 2011 court / Reference Document
• Auditors' report on the parent company financial Company's registered office / Commercial
05/04/12
• Auditors special report on regulated agreements Company's registered office / Reference

05/04/12
2011 Document
• Auditors' special report on the report prepared Company's registered office / Reference
05/04/12
by the Chairman of the Board of Directors 2011 Document
• Auditors' letter regarding the information given 05/04/12 Company's registered office
in the Reference Document 2011
• Auditors' report on the consolidated financial Company's registered office / Commercial

05/04/11
01/04/11

01/04/11
2010 Document
01/04/11
• Auditors' report on the consolidated financial Company's register office / Commercial

01/04/10
01/04/10

01/04/10
2009 Document
01/04/10

Declarations
29/02/12-31/01/12-31/1
2/11-30/11/11-31/10/11-3
0/09/11-31/08/11-31/0
7/11-30/06/11-31/05/11-
30/04/11-31/03/11-28/
• Total Number of Voting Rights and Shares 02/11-31/01/11-31/12/10 Website Atos/ Website AMF
(monthly) -30/11/10-31/10/10-30/
09/10-31/08/10-31/07
/10-30/06/10-31/05/1
0-30/04/10-31/03/10-
28/02/10-31/01/10
13/05/11-09/05/11-
• Declaration of share transfer made by Members 01/04/11-02/09/10- Website Atos/ Reference Document
of the Management of Atos 22/02/10
19/01/12-13/07/12-
• Liquidity contract - Half-Year declaration 05/01/11-02/07/10- Website Atos/ Website AMF
05/01/10
D.7.8 Common stock
D.7.8.1 At 31 December 2011
At 31 December 2011, the Group’s issued common stock shares following the increase in capital for Siemens
amounted to EUR 83.5 million, comprising 83,566,768 fully on 1st July 2011, by 950,468 new shares following the
paid-up shares of EUR 1.00 per value each. increase in capital for the employees on 14 December 2011
and by 219,070 new shares resulting from the exercise of
Compared to the 31 December 2010 share capital, the stock subscription options during the 2011 financial year.
capital was increased by the issuance of 12,483,153 new
Common Additional Total

Number of stock paid in capital
Transactions shares issued
(in EUR million)
At 31 December 2010 69,914,077 69.9 1,414.0 1,483.9
Exercise of stock options 219,070 0.2 5.0 5.2
Acquisition Siemens IT Solutions and Services 12,483,153 12.5 401.7 414.2
Capital increase for employees 950,468 1.0 25.9 26.9
At 31 December 2011 83,566,768 83.6 1,846.6 1,930.2

D.7.8.2 Over last five years
Additional New
Common paid in common
Change in common New Total number stock
Year Date capital stock
stock shares of shares
(in EUR million)
2007 Exercise of stock options 31/03/2007 23,624 68,904,589 0.0 0.6 68.9
Exercise of stock options 30/06/2007 79,229 68,983,818 0.1 2 69.0
Exercise of stock options 30/09/2007 21,753 69,005,571 0.0 0.5 69.0
Stock purchase plan 20/12/2007 693,439 69,699,010 0.7 21.9 69.7
2008 Exercise of stock options 31/03/2008 1,708 69,711,862 0.0 0 69.7
Capital increase for

Siemens IT Solutions 1/7/2011 12,483,153 82,459,754 12.5 401.7 82.5
acquisition
Capital increase for 14/12/2011 950,468 82,538,938 1.0 25.9 82.5

employees
A total of 219,070 stock options were exercised during the period, representing 2.31% of the total number of stock options at
31 December 2010.
D.7.8.3 Disclosure of interests
FMR Llc (Fidelity) has announced several upward Siemens Beteiligungen Inland GmbH has announced
and downward share movements, the last one being the upward share movement crossing the thresholds
the cross of the threshold of 5.06% of Group shares of 5, 10 and 15% on 7 July 2011 following the attribution
announced on 10 November 2011. of 12,483,153 new shares as compensation for
the contribution to the company of one share
in the company Siemens IT and Services GmbH
(Siemens IT Solutions and Services).

Following this, Financière Daunou17 announced a downward share movement having crossed the 25% threshold.
Declaration Shares % interest (1) % voting rights(2)

statement
Siemens Beteiligungen 07/07/2011 12,483,153 15.13% 15.13%

Inland GmbH (upwards)
FMR LLC (downwards) 19/09/2011 4,127,479 4.99% 4.99%
FMR LLC (upwards) 20/09/2011 4,166,393 5.04% 5.04%
FMR LLC (upwards) 10/11/2011 4,178,403 5.06% 5.06%
Financière Daunou 17 15/12/2011 17,629,392 21.37% 21.37%

(downwards)
(1) On the basis of the capital at this date.
(2) On the basis of the capital excluding treasury stock at this date.
The Group has not been advised of any share movement since this date.
D.7.8.4 Voting rights
Voting rights are in the same proportion as shares held. No shares carry double voting rights.
D.7.8.5 Shareholders agreements
The Group has not received notice of any shareholder To the knowledge of the Group, there are no other
agreements for filing with the stock exchange authorities agreements capable of having a material effect on the
and, to the best knowledge of the Group Management, no share capital of the Group.
other “Action de Concert” (shareholder agreements) or
similar agreements exist.
D.7.8.6 Treasury stock and liquidity contract
Atos entrusted to Rothschild & Cie Banque the harter of the AMAFI approved by the instruction of the
implementation of a liquidity contract through an Commission des Opérations de Bourse (COB) dated 10
agreement dated 13 February 2006, for a one-year duration April 2001.
with automatic renewal, in conformity with the ethics

January Feb. March April May June July August Sept. October Nov. Dec.
In shares 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011
Buy 64,545 104,833 176,008 128,574 74,550 67,667 108,050 41,550 72,725 92,550 37,500 30,547
Buy YtD 64,545 169,378 345,386 473,960 548,510 616,177 724,227 765,777 838,502 931,052 968,552 999,099
Ventes (64,545) (104,833) (153,508) (151,074) (74,550) (67,667) (108,050) (41,550) (72,725) (77,550) (52,500) (30,547)
Sell YtD (64,545) (169,378) (322,886) (473,960) (548,510) (616,177) (724,227) (765,777) (838,502) (916,052) (968,552) (999,099)
Net YtD 0 0 22,500 0 0 0 0 0 0 15,000 0 0
Net in the 0 0 22,500 (22,500) 0 0 0 0 0 15,000 (15,000) 0

month
LTI/MIP
(in the (30,953) (20,228)
month)
Treasury 253,551 253,551 276,051 253,551 222,598 202,370 202,370 202,370 202,370 217,370 202,370 202,370
stock
Common 69,934,667 69,957,096 69,976,601 69,991,121 70,005,734 82,503,874 82,554,379 82,587,996 82,588,470 82,588,720 82,600,163 83,566,768
stock
% 0.4% 0.4% 0.4% 0.4% 0.3% 0.2% 0.2% 0.2% 0.2% 0.3% 0.2% 0.2%
For the implementation of the contract, EUR 15 million These purchases could be carried out by virtue of any
were allocated to the liquidity account. At 31 December allocation permitted by law, with the aims of this share
2011, the Group held 202,370 of its own shares, but none repurchase program being:
related to the liquidity contact. They correspond to the LTI • to maintain them or subsequently use them for payment
and MIP plans engagements. The risk on common stock is or exchange within the context of possible external
limited to treasury stock. growth operations, in observance of the market practices
accepted by the AMF, it being specified that the
On average, in 2011, the transaction stock prices have maximum amount of shares acquired by the Company
amounted to: to this end shall not exceed 5% of the share capital,
• EUR 37.55 per stock for the purchase of treasury stock; • to ensure liquidity and lead the market of the Company’s
• EUR 37.98 per stock for the sale of treasury stock. shares within the context of a liquidity contract
concluded with an investment service provider in
At 31 December 2011, treasury stock held by the Group complete independence, in observance of the
amounted to 202,370 shares with nominal value of EUR professional conduct charter accepted by the AMF,
1.00 per share, representing 0.24% of the common stock, • to attribute or to sell these to the representatives or
with a book value of EUR 6,986,461. employees of the Company and/or linked companies
(present or future), under the conditions and according to
The 4th resolution of the Annual General Meeting of 1st June the procedures established by the legal and regulatory
2011 renewed the authorisation to trade in the Group’s provisions applicable within the context (i) of the
shares. The number of shares purchased may not exceed participation in the benefits of expansion of the company,
10% of the share capital of the Company, at any moment in (ii) of the share option regime established by articles L.
time, such percentage applying to a capital adjusted in 225-179 and seq. of the Commercial Code, (iii) of the free
accordance with the operations which shall have an effect share issuance regime established by articles L. 225-197-1
on the share capital subsequently to the 1st June 2011 to L. 225-197-3 of the Commercial Code and (iv) of a
General Meeting, it being specified that in the case of company savings plan, as well as to carry out all hedging
shares purchased within a liquidity contract, the number operations relating to these operations, under the
of shares taken into account to determine the 10% limit conditions established by market authorities and during
shall correspond to the number of shares purchased from periods when the Board of Directors or person acting as
which shall be deducted the number of shares resold its representative so decides,
during the length of the duration of the authorisation

• to tender these at the time of exercise of the rights The Board of Directors may nevertheless adjust the
attached to securities giving the right, whether immediate aforementioned purchase price in the event of
or deferred, by reimbursement, conversion, exchange, incorporation of premiums, reserves or profits, giving rise
presentation of a warrant or any other form of attribution either to an increase in the nominal value of the shares or
of the shares of the Company, as well as to carry out all to the creation and attribution of free shares, as well as in
hedging operations with regard to the issuance of such the event of division of the nominal value of the share or
securities, under the conditions established by market regrouping of the shares to take account of the effect of
authorities and during periods when the Board of these operations on the value of the share.
Directors or person acting as its representative so decides,
or, This authorisation has been granted for a period of
• to cancel them as a whole or in part through a reduction eighteen (18) months as from 1st June 2011.
of the share capital by way of application of the eighth
resolution of the Shareholders meeting held on 1 June Legal documents relating to trading in the Group’s shares
2011. may be viewed at the Group’s registered office (Legal
Department) by prior appointment and are available
The maximum purchase price may not exceed EUR 62.07 through the AMF database.
(net of fees) per share.
D.7.8.7 Potential common stock (stock option and convertible bond)
Potential dilution subscription options granted to employees or through the

Based on 83,566,768 shares in issue, the common stock of conversion of the convertible bond issued in 2009 and
the Group could be increased by 20,319,187 new shares, 2011; or through the acquisition of performance shares
representing 19.6% of the common stock after dilution. This granted on 22 December 2011 as follows:
dilution could occur with the exercise of all stock
% EUR
In shares 31 December 2011 31 December 2010 Change dilution million
Number of shares 83,566,768 69,914,077 13,652,691

outstanding
Convertible bonds 2009 5,414,771 5,414,771 0 5.2%
Convertible bonds 2011 5,382,131 5,382,131 5.2%
Stock subscription options 8,531,235 9,477,800 (946,565) 8.2% 336.9
Performance shares 991,050 991,050 1.0%
Potential dilution 20,319,187 14,892,571 5,426,616 19.6%
Total potential common 103,885,955 84,806,648 19,079,307

stock
The exercise of all the options would have the effect of However, 56% of the total number of stock options
increasing total shareholders’ equity by EUR 336.9 million granted to employees had a strike price that exceeds
and common stock by EUR 8.5 million. the stock market price as at 30 December 2011 (EUR
33.91).

Stock options evolution
Number of stock subscription options at 31 Dec.2010 9,477,800
Stock subscription options granted in 2011 0
Stock subscription options exercised in 2011 (219,070)
Stock subscription options forfeited in 2011 (162,445)
Stock subscription expired in 2011 (565,050)
Number of stock subscription options at 31 Dec.2011 8,531,235
A total of 727,495 stock subscription options were cancelled (i.e. forfeited or expired) in 2011 and 219,070 were exercised.
Detail of the stock options as of December 31 2011

Numbers
Date of Of which Of which Of which Exercise Exercise Strike
Date of Board Options Options Options Closing of Cash EUR
shareholders' members ten high members period period Price
meeting granted exercised cancelled 31/12/11 benefi- million
meeting of the Board grants of the Board start date end date (EUR)
ciaries
31/10/00 15/01/01 5,000 0 0 0 5,000 0 0 2 15/01/04 15/01/11 76.23 0.0
31/10/00 15/01/01 500 0 0 0 500 0 0 1 15/01/05 15/01/11 76.23 0.0
31/10/00 23/04/01 4,000 0 0 0 4,000 0 0 3 23/04/04 23/04/11 84.33 0.0
31/10/00 23/04/01 3,200 0 0 0 3,200 0 0 3 23/04/05 23/04/11 84.33 0.0
31/10/00 18/09/01 2,200 0 0 0 2,200 0 0 1 18/09/05 18/09/11 80.71 0.0
31/10/00 08/10/01 1,800 0 0 0 1,800 0 0 3 08/10/04 08/10/11 74.06 0.0
31/10/00 11/12/01 5,000 0 0 0 5,000 0 0 1 11/12/04 11/12/11 79.36 0.0
31/10/00 12/12/01 410,350 0 33,000 0 410,350 0 0 774 12/12/04 12/12/11 79.04 0.0
31/10/00 12/12/01 236,400 0 8,500 0 236,400 0 0 522 12/12/05 12/12/11 79.04 0.0
31/10/00 14/01/02 2,500 0 0 0 500 2,000 0 2 14/01/05 14/01/12 75.17 0.2
31/10/00 14/01/02 1,000 0 0 0 500 500 0 2 14/01/06 14/01/12 75.17 0.0
31/10/00 16/04/02 1,350 0 0 0 1,100 250 0 3 16/04/05 16/04/12 87.51 0.0
31/10/00 16/04/02 1,000 0 0 0 0 1,000 0 1 16/04/06 16/04/12 87.51 0.1
31/10/00 20/06/02 11,101 0 6,943 0 2,806 8,295 0 815 20/06/05 20/06/12 63.06 0.5
31/10/00 20/06/02 6,000 0 0 0 6,000 0 0 4 20/06/05 20/06/12 63.06 0.0
31/10/00 20/06/02 12,574 0 331 0 2,178 10,396 0 1,536 20/06/06 20/06/12 63.06 0.7
31/10/00 01/07/02 45,000 0 0 0 0 45,000 0 4 01/07/05 01/07/12 62.32 2.8
31/10/00 01/07/02 20,000 0 0 0 0 20,000 0 2 01/07/06 01/07/12 62.32 1.2
31/10/00 09/07/02 5,000 0 0 0 5,000 0 0 3 09/07/06 09/07/12 61.49 0.0
31/10/00 16/08/02 184,606 0 24,650 46,730 87,228 50,648 0 146 16/08/05 16/08/12 41.52 2.1
31/10/00 02/10/02 2,000 0 0 500 500 1,000 0 4 02/10/05 02/10/12 41.52 0.0
31/10/00 15/10/02 3,000 0 0 3,000 0 0 0 1 15/10/05 15/10/12 26.02 0.0
31/10/00 15/10/02 100 0 0 100 0 0 0 1 15/10/06 15/10/12 26.02 0.0
31/10/00 27/03/03 616,410 0 25,300 390,301 56,012 170,097 0 1,447 01/01/05 27/03/13 25.92 4.4
31/10/00 27/03/03 348,902 0 10,564 159,745 13,764 175,393 0 3,444 27/03/07 27/03/13 25.92 4.5
31/10/00 16/06/03 2,000 0 0 0 2,000 0 0 2 16/06/07 16/06/13 30.88 0.0

Numbers
Date of Of which Of which Of which Exercise Exercise Strike
Date of Board Options Options Options Closing of Cash EUR
shareholders' members ten high members period period Price
meeting granted exercised cancelled 31/12/11 benefi- million
meeting of the Board grants of the Board start date end date (EUR)
ciaries
31/10/00 08/07/03 500 0 0 0 0 500 0 1 08/07/06 08/07/13 31.81 0.0
31/10/00 01/10/03 1,500 0 0 0 1,000 500 0 2 01/10/06 01/10/13 49.87 0.0
31/10/00 01/10/03 762 0 0 0 0 762 0 1 01/10/07 01/10/13 49.87 0.0
31/10/00 09/02/04 1,172,125 0 117,000 51,675 63,475 1,056,975 0 1,220 01/01/06 09/02/14 54.14 57.2
22/01/04 09/02/04 414,750 0 52,000 0 13,425 401,325 0 686 09/02/08 09/02/14 54.14 21.7
04/06/04 10/01/05 805,450 0 52,500 500 116,867 688,083 0 803 10/01/08 10/01/15 49.75 34.2
04/06/04 10/01/05 347,250 0 41,500 200 23,905 323,145 0 567 10/01/09 10/01/15 49.75 16.1
04/06/04 28/04/05 750 0 0 0 500 250 0 1 28/04/08 28/04/15 49.98 0.0
04/06/04 28/04/05 6,750 0 0 0 1,333 5,417 0 5 28/04/09 28/04/15 49.98 0.3
04/06/04 26/10/05 5,200 0 0 0 1,999 3,201 0 3 26/10/09 26/10/15 58.04 0.2
04/06/04 12/12/05 20,000 0 0 0 0 20,000 0 1 12/12/08 12/12/15 57.07 1.1
04/06/04 12/12/05 15,000 0 0 0 6,666 8,334 0 1 12/12/09 12/12/15 57.07 0.5
04/06/04 29/03/06 810,130 0 50,000 0 160,717 649,413 0 828 29/03/09 29/03/16 59.99 39.0
04/06/04 29/03/06 337,860 0 44,500 0 34,774 303,086 0 420 29/03/10 29/03/16 59.99 18.2
04/06/04 01/12/06 50,000 0 0 0 0 50,000 0 1 01/12/10 01/12/16 43.87 2.2
04/06/04 19/12/06 16,150 0 0 0 4,063 12,087 0 24 19/12/09 19/12/16 43.16 0.5
04/06/04 19/12/06 3,000 0 0 0 166 2,834 0 6 19/12/10 19/12/16 43.16 0.1
23/05/07 09/10/07 20,000 0 0 0 0 20,000 0 1 09/10/10 09/10/17 40.35 0.8
23/05/07 09/10/07 5,000 0 0 0 0 5,000 0 1 09/10/11 09/10/17 40.35 0.2
23/05/07 10/03/08 190,000 0 0 0 140,000 50,000 0 3 10/03/14 10/03/18 34.73 1.7
23/05/07 22/07/08 5,000 0 0 0 0 5,000 0 1 22/07/11 22/07/18 34.72 0.2
23/05/07 22/07/08 2,500 0 0 0 0 2,500 0 1 22/07/12 22/07/18 34.72 0.1
23/05/07 23/12/08 459,348 233,334 182,672 14,698 3,334 441,316 233,334 24 01/04/10 31/03/18 18.40 8.1
23/05/07 23/12/08 459,326 233,333 182,664 9,332 6,666 443,328 233,333 24 01/04/11 31/03/18 22.00 9.8
23/05/07 23/12/08 459,326 233,333 182,664 0 9,999 449,327 233,333 24 01/04/12 31/03/18 26.40 11.9
23/05/07 26/03/09 611,714 0 333,340 152,426 43,336 415,952 0 74 01/07/10 30/06/18 20.64 8.6
23/05/07 26/03/09 611,643 0 333,330 69,662 78,330 463,651 0 74 01/07/11 30/06/18 24.57 11.4
23/05/07 26/03/09 611,643 0 333,330 0 128,828 482,815 0 74 01/07/12 30/06/18 29.49 14.2
26/05/09 03/07/09 481,414 0 108,338 73,267 46,696 361,451 0 438 01/07/10 30/06/18 25.00 9.0
26/05/09 03/07/09 481,108 0 108,332 5,613 86,981 388,514 0 438 01/07/11 30/06/18 30.00 11.7
26/05/09 03/07/09 480,978 0 108,330 0 98,124 382,854 0 438 01/07/12 30/06/18 35.00 13.4
26/05/09 04/09/09 86,347 0 75,840 466 3,502 82,379 0 24 01/07/10 30/06/18 34.28 2.8
26/05/09 04/09/09 86,334 0 75,830 0 6,834 79,500 0 24 01/07/11 30/06/18 40.81 3.2
26/05/09 04/09/09 86,319 0 75,830 0 6,996 79,323 0 24 01/07/12 30/06/18 48.97 3.9
26/05/09 31/12/10 124,842 0 106,673 0 0 124,842 0 18 01/07/11 30/06/19 40.41 5.0
26/05/09 31/12/10 124,830 0 106,664 0 3,333 121,497 0 18 01/07/12 30/06/19 48.11 5.8
26/05/09 31/12/10 124,828 0 106,663 0 3,333 121,495 0 18 01/07/13 30/06/19 57.74 7.0
Total 11,450,670 700,000 2,887,288 978,215 1,941,220 8,531,235 700,000 336.9

The weighted average strike price of the above-mentioned options is summarized in the table below::
Weighted
31 December Value (EUR % total stock
average strike
2011 million) options
price (EUR)
Strike price from EUR10 to EUR20 441,316 18.40 8.1 5%
Strike price from EUR20 to EUR30 2,962,014 24.92 73.8 35%
Total Stock options 8,531,235 39.49 336.9 100%
Weighted
31 December Value (EUR % total stock
average strike
2011 million) options
price (EUR)
Already exercisable end of 2011 6,841,424 40.76 278.9 80%
Exercisable in 2012 1,518,316 32.48 49.3 18%
Exercisable in 2013 121,495 57.74 7.0 1%
Exercisable in 2014 50,000 34.73 1.7 1%
Total Stock options 8,531,235 39.49 336.9 100%
At the end of 2011, the weighted average strike price of stock options granted to employees was EUR 39.49
(down -4.5% compared to EUR 41.35 at the end of December 2010).

Unused authorizations to issue shares and share equivalents

Having regard to resolutions voted during the Annual Shareholders Meetings of 26 May 2009, 27 May 2010, 1st June 2011
and 1st July 2011, the available authorizations to issue shares and share equivalents are the following:
Authorized Not utilized

Utilized amount Authorization
Authorization (in euros) amount amount
Par value Expiry date
Par value Par value
E.G.M 27/05/2010
10th resolution
20,000,000 0 20,000,000 27/07/2012
Common stock increase
with preferential rights (*)
E.G.M 27/05/2010
11th resolution
10,500,000 ,0 10,500,000 27/07/2012
Common stock increase with
preferential rights (*)
E.G.M 27/05/2010
13th resolution
10,500,000 0, 10,500,000 27/07/2012
Common stock increase in
the event of a public exchange offer (*)
E.G.M 27/05/2010
14th resolution
6,973,071 0 6,973,071 27/07/2012
Common stock increase in payment for
contributions in kind (*)
E.G.M 26/05/2010
19th resolution 1,702,500
2,091,523 in,2009 14,523 26/07/2012
Stock subscription options or stock 374,500 in 2010
purchase for employees
E.G.M 27/05/2010
16th resolution
1,394,614 950,468, 444,146 27/07/2012
Commons stock increase reserved
for employees
E.G.M 01/07/2011
4th resolution
1,002,467 991,050, 11,417 01/09/2014
Attribution of performance
shares to employees
(*) within the global limit of EUR 20,000,000 for the aggregate authorizations of the 10th and 14th resolutions, according to the maximum set
by the 15th resolution adopted the 27 May 2010.
E.G.M 01/06/2011
8th resolution 6,997,660 6,997,660 01/01/2013
Capital decrease
The authorization to issue new shares is of a maximum of bonds will be redeemed on 1st January 2016. The annual
21,461,136, i.e. 25.7% of the current common stock. interest rate is 2.5% payable on January 1st of each year as
from 1st January 2010. The conversion period for the bonds
The following authorization to cancel shares stretches from 29 October 2009 to 8 January 2013.
corresponded to 10% of the issued common stock at 1st
June 2011 Shareholders Meeting. As of 31 December 2011, no bonds have been converted
into shares.
Bonds convertible into and or exchangeable for
new or existing shares (OCEANE)) On 1st July 2011, Atos issued 5,382,131 bonds convertible into
LOn 21 October 2009, Atos issued 5,414,771 bonds and or exchangeable for new or existing Atos Origin shares
convertible into and or exchangeable for new or existing (OCEANE) with a five-year term, for a total amount of EUR
Atos Origin shares (OCEANE) with a six-year and two- 249,999,985. These bonds have a nominal share value of
month term, for a total amount of EUR 249,999,977.07. EUR 46.45. The subscription of the Bonds has been
These bonds have a nominal share value of EUR 46.17. The reserved for Siemens Beteiligungen Inland GmbH. The

annual interest rate is 1.5% (excluding conversion and/or traded. The conversion period for the bonds stretches
exchange of shares and excluding anticipated from the issuance date until the seventh business day
amortisation) payable on January 1st of each year (or the (included) prior to the normal or anticipated repayment
next business day if that day is not a business day). The date. Atos will be able to choose between issuing new
bonds are not rated and will not be listed or publicly shares or existing shares or a combination of both.
D.7.9 Share trading performance
D.7.9.1 Key figures
2011 2010 2009 2008 2007
Highest (in EUR) 43.50 40.72 38.46 40.45 55.29
Lowest (in EUR) 30.24 29.82 16.51 15.01 32.80
Closing as of 30/12 (in EUR) 33.91 39.84 32.09 17.92 35.35
Average daily volume processed on Euronext platform (in 294,530 296,552 182,398 395,561 821,106
number of shares)
Free-float 61.3% 71.1% 99.1% 98.4% 99.0%
Market capitalization as of 31/12 (in EUR million) 2,911 2,785 2,237 1,249 2,464
Enterprise Value as of 31/12 * (in EUR million) 3,053 2,925 2,376 1,553 2,802
EV/revenue 0.44 0.58 0.46 0.28 0.48
EV/OMDA 4.71 5.5 4.7 3.3 5.5
EV/OM 7.04 8.7 8.2 5.8 10.3
P/E (year-end stock price ÷ normalized basic EPS) 15.6 12.7 6.9 12.2 6.9
*Assuming that (Enterprise Value) = (Net Debt) + (Market Capitalization)
D.7.9.2 Market capitalization
Based on a closing share price of EUR 33.91 on 30 In terms of market capitalisation, Atos Origin is ranked 66th
December 2012 and 83,566,768 shares in issue, the market (vs. 80th in 2010) within the Eurolist index, which includes
capitalization of the Group at 31 December 2011 was EUR 2 the largest companies by market capitalisation on the Paris
833 million up by +1.72 per cent compared to EUR 2,785 exchange.
million at the end of December 2010.

D.7.9.3 Traded volumes
Trading Volume (including non NSC platform)
Source : Euronext (in thousands of shares) (in EUR million)
1st Quarter 2011 19,991 820

nd
2 Quarter 2011 28,181 1,108
rd
3 Quarter 2011 22,498 767
4th Quarter 2011 15,653 537
Total 86,323 3,232
In 2011, the average daily number of shares traded reached 437 thousand on all electronic platform
(of which 295 thousand on Euronext), compared to 528 thousand in 2010 (of which 297 thousand on Euronext).
Monthly trading volume (EUR million)

800
700
600
500
400
300
200
100
Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May jui sep nov
09 09 09 09 09 09 10 10 10 10 10 10 11 11 11 11 11 11

Monthly trading volume (million of share)

18
16
14
12
10
0
Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Janv Mar May Jui Sep Nov
09 09 09 09 09 09 10 10 10 10 10 10 11 11 11 11 11 11
D.7.9.4 2011 and subsequent key trading dates
On 1st February 2011, Atos Origin and Siemens signed a On 11 April 2011, Atos Origin announced it has signed a
final binding agreement to acquire Siemens IT Solutions new five year multi-currency revolving credit facility for an
and Services and to proceed with the global partnership amount of EUR 1.2 billion and that will mature in April 2016.
announced by both companies on 15th December 2010. The credit facility has been oversubscribed by an
The conclusion of this agreement follows the issuance of international syndicate of 12 banks showing the
the opinion by the European Works Council of Atos Origin confidence of the market in the credit quality of Atos
on this transaction and the approval of the transaction by Origin. The credit facility will enable the Group to maintain
the Atos Origin Board of Directors. The transaction obtains its financial flexibility and extend the maturity of its
clearance to proceed. from the European Commission and financial resources.
the the US anti-trust authorities respectively on March 18th
and 25th 2011. The transaction is expected to close by July On 10 May 2011, Atos Origin reported revenue for
2011, subject to the completion of the remaining condition the first quarter of 2011. The Group reported revenue of
precedents of the deal, among which the Atos Origin EUR 1,228 million, representing an organic decline of
shareholders approval at an Extraordinary Shareholders -1.3 per cent compared to the same period last year,
Meeting. at same scope and exchange rates. The Group announced
being focused on margin improvement as 2011 represents
On 16 February 2011, Atos Origin announced its 2010 the third year of the three year transformation plan TOP.
annual results. Thanks to the continued roll-out of The Group confirmed its objectives for 2011 as
the TOP Program, operating margin was EUR 337 million, communicated on February 16th 2011.
representing +6.7 per cent of revenue compared to
+5.7 per cent in 2009. The operating margin increased by On 1st July 2011, Atos and Siemens announced that both
+15 per cent in 2010. Revenue was EUR 5,021 million, companies have completed the transaction pursuant
representing a decline of -3.5 per cent. During the fourth to which Atos has acquired Siemens IT Solutions and
quarter, revenue decline was limited to -1.2 per cent Services. Atos’ shareholder approved the transaction
and excluding the impact of Arcandor, revenue was flat as well as the change of company name from Atos Origin
with a return to growth for the first time in the last to Atos.
two years in most of the geographies. Net Income stood at
EUR 116 million, up +265 per cent compared to 2009.

On 27 July 2011, Atos announced its results for the first On 23 February 2012, Atos announced its 2011 annual
half of 2011. Thanks to the TOP transformation Program, results. 2011 was the first year of the integration of Siemens
which was in its third year, operating margin was EUR 166 IT Solutions and Services (SIS). Revenue, which includes 6
million, representing 6.7 per cent of revenue compared to months revenue from SIS acquired on July 1st, 2011, was
6.0 per cent in the first half of 2010. The operating margin EUR 6,812 million, representing +0.3 percent organic
increased by +11 per cent in the first half of 2011. Revenue growth compared to 2010 revenue at constant scope and
was EUR 2,476 million, representing -0.7 per cent. Net exchange rates. Organic growth was +2.2 percent in the
Income Group share stood at EUR 100 million, up +66 per fourth quarter. Book-to-bill ratio was 103 percent in 2011
cent compared to the first half of 2010. Further to the with a strong increase in the fourth quarter at 113 percent.
integration plan launched during the first half which is Operating margin was EUR 422.4 million, representing 6.2
ahead of schedule, the Group increased its full year percent of revenue compared to 4.3 percent in 2010 at
guidance to 6.2 per cent operating margin rate, confirmed constant scope and exchange rates. The Group generated
the revenue range of EUR 6.8 to 6.9 billion and the in 2011 EUR 194 million of free cash flow, leading to a net
guidance for the free cash flow representing an increase of debt of EUR 142 million at the end of 2011. Net income
20% compared to the level reached in 2010, leading to Group share stood at EUR 182 million compared to EUR 116
around EUR 170 million. million in 2010.
On 6 October 2011, Atos presented to the financial

community its new profile following the SIS acquisition,
during its Investor Day held in its headquarters in Bezons.
D.7.9.5 Share value for “ISF” purposes
The closing share price on 30 December 2011 was EUR 33.91. The average closing share price over the last 30 stock market
trading days of 2011 was EUR 33.99 compared to EUR 35.67 for the same period in 2010..
D.7.9.6 Purchase or sale by the group of its own shares
The Group purchased or sold its own shares in 2011 as described within the section “D.7.8.6 Treasury stock and liquidity
contract”. At 31 December 2011, the Group held 202,370 shares as treasury stock, but none related to the liquidity contact.

E. APPENDIX
E.1 Definitions 294
E.4 Full index 316
E.1 Definitions
Financial terms and Key Performance Indicators Business Key Performance Indicators
• Operational Capital Employed • External revenue

• Current and non-current Organic growth
• DSO • Book-to-bill
• Net debt • TCV (Total Contract Value)
• Gross margin and indirect costs • Backlog/Order cover
• Operating margin • Order entry/bookings
• EBITDA • Pipeline
• Gearing • Legal staff
• Interest cover ratio • Full Time Equivalent (FTE)
• Leverage ratio • Subcontractors
• Operating income • Interims
• Normalized net income • Direct staff
• ROCE (Return On Capital Employed) • Indirect staff
• EPS • Permanent staff
• Cash flow from operations • Temporary staff
• Free Cash Flow • Ratio S
• Turnover
• Change in net debt • Attrition rate
• Utilization rate and non-utilization rate
Business terms Market terms
• BPO • Consensus
• CMM • Dilutive instruments
• CRM • Dividends
• ERP • Enterprise Value (EV)
• LAN • Free float
• MMS • Free float capitalization
• SCM • Market capitalization
• TCO • PEG (Price Earnings Growth)
• TIC • PER (Price Earnings Ratio)
• WAN • Volatility
• SEPA

E. APPENDIX
E.1. Definitions
E.1.1 Financial terms
Operational capital employed: Operational capital rationalization costs, impairment losses on long-term
employed comprises net fixed assets and net working assets, net charge to provisions for major litigations and the
capital, but excludes goodwill and net assets held for sale. release of opening balance sheet provisions no longer
needed.
Current and non-current assets or liabilities: A current
and non-current distinction is made between assets and EBITDA: (Earnings Before Interest, Tax, Depreciation and
liabilities on the balance sheet. Atos has classified as Amortization). For Atos, EBITDA is based on Operating
current assets and liabilities those that Atos expects to margin less non-cash items and is referred to as OMDA
realize, use or settle during its normal cycle of operations, (Operating Margin before Depreciation and Amortization).
which can extend beyond 12 months following the period-
end. Current assets and liabilities, excluding the current OMDA (Operating Margin before Depreciation and
portion of borrowings and financial receivables, represent Amortization) is calculated as follows:
the Group’s working capital requirement. • Operating margin
• Less - Depreciation of fixed assets (as disclosed in the
DSO: (Days’ Sales Outstanding). DSO is the amount of trade “Financial Report”)
accounts receivables (including work in progress) • Less - Operating net charge of provisions (composed of
expressed in days’ revenue (on a last-in, first-out basis). The net charge of provisions for current assets and net charge
number of days is calculated in accordance with the of provisions for contingencies and losses, both disclosed
Gregorian calendar. in the “Financial Report”)
• Less - Net charge of provisions for pensions (as disclosed
Net debt: Net debt comprises total borrowings (bonds, in the “Financial Report”)
finance leases, short and long-term bank loans, • Less - Equity-based compensation
securitization and other borrowings), short-term financial Gearing: The proportion, expressed as a percentage of net
assets and liabilities bearing interest with a maturity of less debt to total shareholders’ equity (Group share and
than 12 months, less cash and cash equivalents minority interests).
(transferable securities, cash at bank and in hand).
Interest cover ratio: Operating margin divided by the net
Gross margin and Indirect costs: Gross margin is cost of financial debt, expressed as a multiple.
composed of revenue less the direct costs of goods sold.
Direct costs relate to the generation of products and/or Leverage ratio: Net debt divided by OMDA.
services delivered to customers, while indirect costs
include all costs related to indirect staff (defined hereafter), Operating income: Operating income comprises net
which are not directly linked to the realization of the income before deferred and income taxes, net financial
revenue. The operating margin comprises gross margin expenses, share of net income from associates and the
less indirect costs. results of discontinued operations.
Operating margin: Operating margin comprises Normalized net income: Net income (Group share)
operating income before major capital gains or losses on before unusual, abnormal and infrequent items, net of tax.
the disposal of assets, major reorganization and

E. APPENDIX
E.1. Definitions
ROCE (return on capital employed): ROCE is net income Cash flow from operations: Cash flow coming from the
(Group share), before the net cost of financial debt (net of operations and calculated as a difference between the
tax) and the depreciation of goodwill, divided by capital OMDA (Operating Margin DA), the net capital expenditures
employed. and the change in working capital.
EPS (earnings per share): Basic EPS is the net income Free cash flow: Represents the change in net cash
divided by the weighted-average number of common or net debt, excluding equity changes, dividends paid to
shares outstanding during the period. Diluted EPS is the shareholders, net material acquisitions / disposals
net income divided by the diluted weighted-average (with a price exceeding 0.15% of Group revenue).
number of common shares for the period (number of
shares outstanding + dilutive instruments with dilutive Change in net debt (cash): Change in net debt or net cash.
effect). Normalized EPS is based on normalized net
income.
E.1.2 Business KPI’s (Key Performance Indicators)
Revenue
External Revenue: External Revenue related to Atos’ Backlog/Order cover: The value of signed contracts,
sales to third parties (excluding VAT and pass-through orders and amendments that remain to be recognized
sales with low margin). over their contract lives.
Organic growth: Organic growth represents the % growth Pipeline: The value of revenues that may be earned
of a unit based on a constant scope and exchange rates from outstanding commercial proposals issued to clients.
basis of which is excluded revenue from acquisitions and Qualified pipeline applies an estimated percentage
cessions of the year having an impact inferior or equal to likelihood of proposal success.
0.3% of the Group total revenue.
Human Resources
Book-to-bill: A ratio expressed in percentage terms based
on order entry in the period divided by revenue of the Legal staff: The total number of employees under Atos
same period. employment contracts at the end of the period. Legal staff
includes those on long sickness or long absence,
TCV (Total Contract Value): The total value of a contract apprentices, trainees, and employees on maternity leave,
at signature (prevision or estimation) over its duration. but excludes subcontractors and interims.
It represents the firm order and contractual part of the
contract excluding any clause on the decision of the client, FTE (Full-time equivalent staff): The total number of staff
as anticipated withdrawal clause, additional option or calculated using information from time sheets on the basis
renewal. of working time divided by standard contractual workable
time per employee. In general, a person working on a full
Order entry/bookings: The TCV, orders or amendments time contract is considered as one FTE, whereas a person
signed during a defined period. When an offer is won working on a part time contract would be less considered
(contract signed), the total contract value is added to the than one FTE.
backlog and the order entry is recognized.

E. APPENDIX
E.1. Definitions
Calculations are based on contractual working time the period on an annual basis divided by the average
(excluding overtime and unpaid holidays) with potential number of permanent staff in the period.
workable time (in hours or days) = nominal time + overtime
balance – unpaid vacation. For subcontractors and interim Utilization rate and non-utilization rate: Utilization rate
staff, potential workable hours are based on the number of + non-utilization rate = 100% of workable time for direct
hours billed by the supplier to Atos. FTE, which excludes legal vacations, long-term sickness,
long-term sabbaticals and parental leave. Workable time is
Subcontractors: External subcontractors are third-party composed of billed time, inactivity that is billable but not
suppliers. Outsourced activities (e.g. printing or call center billed (exceptional holidays, sickness, on the bench which
activities) and fixed price subcontracting are excluded is between two assignments, other inactivity as
from the recorded number of subcontractors or interims. delegation), and non-billable time (pre-sales, training,
management meetings, research and development and
Interims: Staff from an agency for temporary personnel. travel).
Interims are usually used to cover seasonal peaks or for
situations requiring staff for a short period of time. Utilization rate measures the proportion of workable time
(hours or days) of direct FTE (own staff excluding
Direct Staff: Direct staff includes permanent staff and subcontractors) that is billed to customer. The ratio is
subcontractors, whose work is billable to a third party. expressed in percentage terms based on billed hours
divided by workable hours excluding vacations. Non-
Indirect staff: Indirect staff includes permanent staff or utilization rate measures the workable time (hours or days)
subcontractors, who are not billable to clients. Indirect staff of direct FTE (own staff excluding subcontractors) that is
is not directly involved in the generation of products and/ not billed or is non-billable to clients
or services delivered to clients.
Permanent staff: Permanent staff members have

a contract for an unspecified period of time.
Temporary staff: Temporary staff has a contract for

a fixed or limited period of time.
Ratio S: Measures the number of indirect staff as a

percentage of total FTE staff, including both own staff
and subcontractors.
Staff turnover and attrition rate (for legal staff):

Turnover and attrition rates indicate the proportion of
legal staff that has left the Group (voluntary and/or
involuntary) in a defined period:
Turnover measures the percentage of legal staff that has

left the business in a defined period.
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

E. APPENDIX
E.1. Definitions
E.1.3 Business terms
LBPO (Business Process Outsourcing): Outsourcing of a MMS (Multimedia Message Service): A message capable
business function or process. e.g. administrative functions of carrying text, sounds, fixed or animated color images,
such as accounting, HR management, call centers, etc. generally sent to a mobile phone.
CMM (Capability Maturity Model): CMM is a method for TCO (Total Cost of Ownership): Total cost of ownership
evaluating and measuring the competence of the software is quantification of the financial impact of deploying an
development process in an organization on a scale of 1 to 5. information technology product over its life cycle.
CMMI, is the CMM Integration.
SCM (Supply Chain Management): A system designed
CRM (Customer Relationship Management): Managing to optimize the logistics chain, aimed at improving cost
customer relationships (after–sales service, purchasing management and flexibility.
advice, utilization advice, customer loyalty) has become a
strategic component of a company’s successful operation. WAN (Wide Area Network): A long–distance network
Not only does CRM facilitate efficiency, it also leads to that generally comprises several local networks and covers
higher sales by building customer loyalty. a large geographical area.
ERP (Enterprise Resource Planning): An ERP system is an SEPA (Single Euro Payments Area): Regulating initiative
integrated management software system built in modules, from European countries involving the creation of
which is capable of integrating sales, manufacturing, a specific zone where all transactions will be considered
purchasing, accounting and human resources systems as domestic in terms of billing (no longer cross-border
into an enterprise-wide management information system. electronic payments surcharge).
LAN (Local Area Network): A local network that connects

a number of computers within a single building or unit.

E. APPENDIX
E.1. Definitions
E.1.4 Market terms
Consensus: Opinion that emerges from the financial meaning of Article 233/10 and 11 of the French
community, in which financial analysts play a prominent Commercial Code, and other than those held by founders
role. Consensus can relate to earnings outlook (individual or the State.
stock consensus) or to a group of companies in the same • Controlling interest: Shares held by juridical persons
sector (market consensus). (other than founders or the State) exercising control
within the meaning of article 233/3 of the French
Dilutive instruments: Financial instruments such as Commercial Code.
bonds, warrants, stock subscription options, free shares, • Interests considered stable: Interests exceeding 5%, which
which could be converted into shares and have therefore a have not declined by one percentage point or more,
potential dilutive impact on common stock. excluding the impact of dilution, in the three preceding
years. This category also includes shareholders that, in
Dividends: Cash or stock payments from a company’s addition to or in association with the link represented by
profits that are distributed to stockholders. share ownership, have recently entered into significant
industrial or strategic agreements with the Group.
Enterprise Value (EV): Market capitalization + debt.
Free-float capitalization: The share price of a company
Free float: Free float is the proportion of a Company’s multiplied by the number of free-float shares as defined
share capital that is regularly traded on the stock exchange. above.
It excludes shares in the six categories listed below (source
Euronext): Market capitalization: The share price of a company
• Shares held by Group companies: Shares of the listed multiplied by the number of its shares in issue.
company held by companies that it controls within the
meaning of Article 233/3 of the French Commercial Code. PER (Price Earnings Ratio): Market capitalization divided
• Shares held by founders: shares held directly or indirectly by net income for a trailing (or forward) 12-month period.
by the founders (individuals or family group) when these
founders have managerial or supervisory influence PEG (Price Earnings Growth): Price-earnings ratio divided
(management positions, control by voting rights, by year-on-year earnings growth.
influence that is a matter of public knowledge, etc.).
• Shares held by the State: Interests held directly by the Volatility: The variability of movements in a share price,
State, or by public sector or other companies which are measured by the standard deviation of the ratio of two
themselves controlled by the State. successive prices.
• Shares within the scope of a shareholders’ agreement:
Shares subject to a shareholders’ agreement within the

E. APPENDIX
E.2. AMF cross-reference table
E.2 AMF cross-reference table
E.2.1 Cross refrence table for the Reference Document
This document is a full free translation of the original Document could be used to support a financial operation
French text. The original document has been filed with if accompanied by a prospectus duly approved by the AMF.
the Autorité des Marchés Financiers (AMF) on 5 April 2011,
in accordance with article 212-13 of the AMF’s general The cross-refrence table below refers to the main articles of
regulations. After filing, this document as a Reference Commission Regulation (CE) n° 809-2004 implementing
the Prospectus Directive.
Chapter Information Sections
1. PERSONS RESPONSIBLE
All persons responsible for the information given in the Registration Document and,
as the case may be, for certain parts of it, with, in the latter case, an indication of such
1.1. parts. In the case of natural persons including members of the issuer’s administrative, A.4.1
management or supervisory bodies indicate the name and function of the person;
in case of legal persons indicate the name and registered office.
A declaration by those responsible for the registration document that, having taken
all reasonable care to ensure that such is the case, the information contained in the
registration document is, to the best of their knowledge, in accordance with the facts
and contains no omission likely to affect its import. As the case may be, a declaration
1.2. by those responsible for certain parts of the registration document that, having taken A.4.2
all reasonable care to ensure that such is the case, the information contained in the
part of the registration document for which they are responsible is, to the best of their
knowledge, in accordance with the facts and contains no omission likely to affect its
import.
2. STATUTORY AUDITORS
Names and addresses of the issuer’s auditors for the period covered by the historical
2.1. A.4.3
financial information (together with their membership in a professional body).
If auditors have resigned, been removed or not been re-appointed during the period
2.2. N/A
covered by the historical financial information, indicate details if material.
3. SELECTED FINANCIAL INFORMATION
Selected historical financial information regarding the issuer, presented for each
financial year for the period covered by the historical financial information, and any
3.1. subsequent interim financial period, in the same currency as the financial A.5.1 ; A.5.2
information. The selected historical financial information must provide the key
figures that summarize the financial condition of the issuer.
If selected financial information for interim periods is provided, comparative data

from the same period in the prior financial year must also be provided, except that the
3.2. N/A
requirement for comparative balance sheet information is satisfied by presenting the
year end balance sheet information.

E. APPENDIX
4. RISK FACTORS
Prominent disclosure of risk factors that are specific to the issuer or its industry D.1
in a section headed “Risk Factors”.
5. INFORMATION ABOUT THE ISSUER
5.1. History and development of the issuer
5.1.1. the legal and commercial name of the issuer. D.2.1.1
5.1.2. the place of registration of the issuer and its registration number. D.2.1.1
5.1.3. the date of incorporation and the length of life of the issuer, except where indefinite. D.2.1.1
the domicile and legal form of the issuer, the legislation under which the issuer
5.1.4. operates, its country of incorporation, and the address and telephone number of its D.2.1.1
registered office (or principal place of business if different from its registered office).
5.1.5. the important events in the development of the issuer's business. A.6.1
5.2. Investment
A description, (including the amount) of the issuer's principal investments for each
5.2.1. financial year for the period covered by the historical financial information up to the N/A
date of the registration document.
A description of the issuer’s principal investments that are in progress, including the
5.2.2. geographic distribution of these investments (home and abroad) and the method of D.1.1.3
financing (internal or external).
Information concerning the issuer's principal future investments on which its

5.2.3. D.1.1.3
management bodies have already made firm commitments.
6. BUSINESS OVERVIEW
6.1. Principal activities
A description of, and key factors relating to, the nature of the issuer's operations and
its principal activities, stating the main categories of products sold and/or services
6.1.1. A.1 ; B.2.1 ; B.3.3
performed for each financial year for the period covered by the historical financial
information; and
An indication of any significant new products and/or services that have been
6.1.2. introduced and, to the extent the development of new products or services has been B.2.4 ; B.3.3
publicly disclosed, give the status of development.
6.2. Principal markets
A description of the principal markets in which the issuer competes, including a

breakdown of total revenues by category of activity and geographic market for each A.1 ; B.3.2 ; B.1.2
financial year for the period covered by the historical financial information.
Where the information given pursuant to items 6.1. and 6.2. has been influenced by
6.3. B.3.2 ; B.3.3
exceptional factors, mention that fact
If material to the issuer's business or profitability, a summary information regarding B.3.2.6 ; B.3.2.8 ;
6.4. the extent to which the issuer is dependent, on patents or licenses, industrial, D.1.1.2
commercial or financial contracts or new manufacturing processes.
6.5. The basis for any statements made by the issuer regarding its competitive position. B.1.2

E. APPENDIX
7. ORGANIZATIONAL STRUCTURE
If the issuer is part of a group, a brief description of the group and the issuer's position
7.1. C.6.3
within the group.
A list of the issuer's significant subsidiaries, including name, country of incorporation

7.2. or residence, proportion of ownership interest and, if different, proportion of voting C.5 - Note 29
power held.
8. PROPERTY, PLANTS AND EQUIPMENT
Information regarding any existing or planned material tangible fixed assets,

8.1. C.5 - Note 13
including leased properties, and any major encumbrances thereon.
A description of any environmental issues that may affect the issuer’s utilization of the
8.2. B.5.7
tangible fixed assets.
9. OPERATING AND FINANCIAL REVIEW
9.1. Financial Condition C.2 ; C.3
To the extent not covered elsewhere in the registration document, provide a

description of the issuer’s financial condition, changes in financial condition and
results of operations for each year and interim period, for which historical financial
information is required, including the causes of material changes from year to year in
the financial information to the extent necessary for an understanding of the issuer’s
business as a whole.
9.2. Operating Results
Information regarding significant factors, including unusual or infrequent events

9.2.1. or new developments, materially affecting the issuer's income from operations, C.2 ; C.3
indicating the extent to which income was so affected.
Where the financial statements disclose material changes in net sales or revenues,
9.2.2. C.2 ; C.3
provide a narrative discussion of the reasons for such changes.
Information regarding any governmental, economic, fiscal, monetary or political

9.2.3. policies or factors that have materially affected, or could materially affect, directly C.2 ; C.3
or indirectly, the issuer's operations.
10. CAPITAL RESOURCES
10.1. Information concerning the issuer’s capital resources (both short and long term). C.3 ; D.7
An explanation of the sources and amounts of and a narrative description of the

10.2. issuer's cash flows. C.3.3
10.3. Information on the borrowing requirements and funding structure of the issuer. C.3.4
Information regarding any restrictions on the use of capital resources that have
10.4. materially affected, or could materially affect, directly or indirectly, the issuer’s N/A
operations.
Information regarding the anticipated sources of funds needed to fulfill commitments

10.5. C.3.4
referred to in items 5.2.3. and 8.1.
11 RESEARCH AND DEVELOPMENT, PATENTS AND LICENCES
Where material, provide a description of the issuer’s research and development

policies for each financial year for the period covered by the historical financial B.2.4.2
information, including the amount spent on issuer-sponsored research and
development activities.

E. APPENDIX
12. TREND INFORMATION
The most significant recent trends in production, sales and inventory, and costs and
12.1. selling prices since the end of the last financial year to the date of the registration B.1 ; C. 2
document
Information on any known trends, uncertainties, demands, commitments or events

12.2. that are reasonably likely to have a material effect on the issuer's prospects for at least B.1 ; C.2
the current financial year
13. PROFIT FORECASTS OR ESTIMATES
If an issuer chooses to include a profit forecast or a profit estimate the registration N/A
document must contain the information set out in items 13.1 and 13.2.
A statement setting out the principal assumptions upon which the issuer has based its
forecast, or estimate. There must be a clear distinction between assumptions about
factors which the members of the administrative, management or supervisory
13.1. bodies can influence and assumptions about factors which are exclusively outside N/A
the influence of the members of the administrative, management or supervisory
bodies; the assumptions must be readily understandable by investors, be specific and
precise and not relate to the general accuracy of the estimates underlying the forecast.
A report prepared by independent accountants or auditors stating that in the opinion

of the independent accountants or auditors the forecast or estimate has been properly
13.2. N/A
compiled on the basis stated and that the basis of accounting used for the profit
forecast or estimate is consistent with the accounting policies of the issuer.
If The profit forecast or estimate must be prepared on a basis comparable with the
13.3. N/A
historical financial information.
If a profit forecast in a prospectus has been published which is still outstanding, then
provide a statement setting out whether or not that forecast is still correct as at the
13.4. N/A
time of the registration document, and an explanation of why such forecast is no
longer valid if that is the case.
ADMINISTRATIVE, MANAGEMENT, AND SUPERVISORY BODIES

14. AND SENIOR MANAGEMENT
Names, business addresses and functions in the issuer of the following persons and
14.1. an indication of the principal activities performed by them outside that issuer
where these are significant with respect to that issuer:
A.6.2 ; D.2.1.3 ;
a) members of the administrative, management or supervisory bodies. D.3.1.1
b) partners with unlimited liability, in the case of a limited partnership with a share N/A
capital.
c) founders, if the issuer has been established for fewer than five years; and N/A
d) any senior manager who is relevant to establishing that the issuer has the A.6.2
appropriate expertise and experience for the management of the issuer's business.
The nature of any family relationship between any of those persons. D.2.1.3
In the case of each member of the administrative, management or supervisory

bodies of the issuer and of each person mentioned in points (b) and (d) of the first
subparagraph, details of that person’s relevant management expertise and
experience and the following information:

E. APPENDIX
(a) the names of all companies and partnerships of which such person has been a
member of the administrative, management or supervisory bodies or partner at any
time in the previous five years, indicating whether or not the individual is still a A.6.2
member of the administrative, management or supervisory bodies or partner. It is not
necessary to list all the subsidiaries of an issuer of which the person is also a member
of the administrative, management or supervisory bodies
(b) any convictions in relation to fraudulent offences for at least the previous five years N/A
(c) details of any bankruptcies, receiverships or liquidations with which a person

described in (a) and (d) of the first subparagraph who was acting in the capacity of any N/A
of the positions set out in (a) and(d) of the first subparagraph was associated for at least
the previous five years
(d) details of any official public incrimination and/or sanctions of such person by
statutory or regulatory authorities (including designated professional bodies) and
whether such person has ever been disqualified by a court from acting as a member N/A
of the administrative, management or supervisory bodies of an issuer or from acting
in the management or conduct of the affairs of any issuer for at least the previous five
years
If there is no such information to be disclosed, a statement to that effect is to be made. D.2.1.3
Administrative, Management, and Supervisory bodies and Senior Management

14.2. conflicts of interests
Potential conflicts of interests between any duties to the issuer, of the persons referred
to in item 14.1., and their private interests and or other duties must be clearly stated. In D.2.1.3
the event that there are no such conflicts, a statement to that effect must be made..
Any arrangement or understanding with major shareholders, customers, suppliers or

others, pursuant to which any person referred to in item 14.1 was selected as a N/A
member of the administrative, management or supervisory bodies or member of
senior management.
Details of any restrictions agreed by the persons referred to in item 14.1 on the disposal N/A
within a certain period of time of their holdings in the issuer’s securities.
15. REMUNERATION AND BENEFITS
In relation to the last full financial year for those persons referred to in points (a) and (d)
of the first subparagraph of item 14.1.:
The amount of remuneration paid (including any contingent or deferred

compensation), and benefits in kind granted to such persons by the issuer and its
15.1. D.4
subsidiaries for services in all capacities to the issuer and its subsidiaries by any
person.
That information must be provided on an individual basis unless individual

disclosure is not required in the issuer’s home country and is not otherwise publicly
disclosed by the issuer.
The total amounts set aside or accrued by the issuer or its subsidiaries to provide
15.2. D.4
pension, retirement or similar benefits.

E. APPENDIX
16. BOARD PRACTICES
In relation to the issuer's last completed financial year, and unless otherwise specified,
with respect to those persons referred to in point (a) of the first subparagraph of 14.1.:
Date of expiration of the current term of office, if applicable, and the period during
16.1. D.2.1.3
which the person has served in that office.
Information about members of the administrative, management or supervisory

16.2. bodies' service contracts with the issuer or any of its subsidiaries providing for D.2.1.3
benefits upon termination of employment, or an appropriate negative statement.
Information about the issuer's audit committee and remuneration committee,

16.3. including the names of committee members and a summary of the terms of reference D.3.1
under which the committee operates.
A statement as to whether or not the issuer complies with its country’s of

incorporation corporate governance regime(s). In the event that the issuer does not
16.4. D.3.1 ; D.4.5
comply with such a regime, a statement to that effect must be included together with
an explanation regarding why the issuer does not comply with such regime.
17. EMPLOYEES
Either the number of employees at the end of the period or the average for each
financial year for the period covered by the historical financial information up to the
date of the registration document (and changes in such numbers, if material) and, if
17.1. possible and material, a breakdown of persons employed by main category of activity C.2.6
and geographic location. If the issuer employs a significant number of temporary
employees, include disclosure of the number of temporary employees on average
during the most recent financial year.
17.2. Shareholdings and stock options. B.4.6
With respect to each person referred to in points (a) and (d) of the first subparagraph of
item 14.1. provide information as to their share ownership and any options over such D.4 ; D.7.1 ; D.7.2
shares in the issuer as of the most recent practicable date.
Description of any arrangements for involving the employees in the capital of the
17.3. B.4.6
issuer.
18. MAJOR SHAREHOLDERS
In so far as is known to the issuer, the name of any person other than a member of the
administrative, management or supervisory bodies who, directly or indirectly, has
18.1. an interest in the issuer’s capital or voting rights which is notifiable under the issuer's D.7.1 ; D.7.2
national law, together with the amount of each such person’s interest or, if there are
no such persons, an appropriate negative statement.
Whether the issuer's major shareholders have different voting rights, or an

18.2. D.7.8.4
appropriate negative statement.
To the extent known to the issuer, state whether the issuer is directly or indirectly
18.3. owned or controlled and by whom and describe the nature of such control and D.7.1 ; D.7.2
describe the measures in place to ensure that such control is not abused..
A description of any arrangements, known to the issuer, the operation of which may
18.4. D.7
at a subsequent date result in a change in control of the issuer.

E. APPENDIX
19. RELATED PARTY TRANSACTIONS
Details of related party transactions (which for these purposes are those set out in the
Standards adopted according to the Regulation (EC) No 1606/2002), that the issuer has
entered into during the period covered by the historical financial information and up C.5 - Note 27
to the date of the registration document, must be disclosed in accordance with the
respective standard adopted according to Regulation (EC) No 1606/2002 if applicable.
If such standards do not apply to the issuer the following information must be
disclosed.
a) The nature and extent of any transactions which are - as a single transaction or in
their entirety - material to the issuer. Where such related party transactions are not
concluded at arm’s length provide an explanation of why these transactions were not N/A
concluded at arms length. In the case of outstanding loans including guarantees of
any kind indicate the amount outstanding.
b) The amount or the percentage to which related party transactions form part of the N/A
turnover of the issuer.
20. LABILITIES, FINANCIAL POSITION AND PROFITS AND LOSSES
20.1. Historical Financial Information
Audited historical financial information covering the latest 3 financial years (or such
shorter period that the issuer has been in operation), and the audit report in respect of
each year. Such financial information must be prepared according to Regulation (EC)
No 1606/2002, or if not applicable to a Member State national accounting standards
for issuers from the Community. For third country issuers, such financial information A.5 ; C.3 ; E.2.2
must be prepared according to the international accounting standards adopted
pursuant to the procedure of Article 3 of Regulation (EC) No 1606/2002 or to a third
country’s national accounting standards equivalent to these standards. If such
financial information is not equivalent to these standards, it must be presented in the
form of restated financial statements.
The last two years audited historical financial information must be presented and
prepared in a form consistent with that which will be adopted in the issuer’s next C.4
published annual financial statements having regard to accounting standards and
policies and legislation applicable to such annual financial statements.
If the issuer has been operating in its current sphere of economic activity for less than
one year, the audited historical financial information covering that period must be
prepared in accordance with the standards applicable to annual financial statements
under the Regulation (EC) No 1606/2002, or if not applicable to a Member State
national accounting standards where the issuer is an issuer from the Community. For N/A
third country issuers, the historical financial information must be prepared according
to the international accounting standards adopted pursuant to the procedure of
Article 3 of Regulation (EC) No 1606/2002 or to a third country’s national accounting
standards equivalent to these standards. This historical financial information must be
audited.
If the audited financial information is prepared according to national accounting

standards, the financial information required under this heading must include at
least:
(a) balance sheet; C.4.4
(b) income statement C.4.2
(c) a statement showing either all changes in equity or changes in equity other than C.4.6
those arising from capital transactions with owners and distributions to owners;
(d) cash flow statement; C.4.5

E. APPENDIX
(e) accounting policies and explanatory notes C.4.7
The historical annual financial information must be independently audited or

reported on as to whether or not, for the purposes of the registration document, it gives C.3.1
a true and fair view, in accordance with auditing standards applicable in a Member
State or an equivalent standard.
20.2. Pro forma financial information
In the case of a significant gross change, a description of how the transaction might
have affected the assets and liabilities and earnings of the issuer, had the transaction C.1.2
been undertaken at the commencement of the period being reported on or at the date
reported.
This requirement will normally be satisfied by the inclusion of pro forma financial C.1.2
information.
This pro forma financial information is to be presented as set out in Annex II and must C.1.2
include the information indicated therein.
Pro forma financial information must be accompanied by a report prepared by C.1.2

independent accountants or auditors.
20.3. Financial statements
If the issuer prepares both own and consolidated annual financial statements, include C.4
at least the consolidated annual financial statements in the registration document.
20.4. Auditing of historical annual financial information
20.4.1. A statement that the historical financial information has been audited. C.4.1
If audit reports on the historical financial information have been refused by the
statutory auditors or if they contain qualifications or disclaimers, such refusal or such C.3.1
qualifications or disclaimers must be reproduced in full and the reasons given.
Indication of other information in the registration document which has been audited
20.4.2. N/A
by the auditors.
Where financial data in the registration document is not extracted from the issuer's
20.4.3. audited financial statements state the source of the data and state that the data is N/A
unaudited.
20.5. Age of latest financial information
The last year of audited financial information may not be older than one of the
20.5.1. following:
(a) 18 months from the date of the registration document if the issuer includes audited C.4
interim financial statements in the registration document;
(b )15 months from the date of the registration document if the issuer includes C.4
unaudited interim financial statements in the registration document.
20.6. Interim and other financial information.
If the issuer has published quarterly or half yearly financial information since the date
of its last audited financial statements, these must be included in the registration
20.6.1. document. If the quarterly or half yearly financial information has been reviewed or N/A
audited, the audit or review report must also be included. If the quarterly or half yearly
financial information is unaudited or has not been reviewed state that fact.

E. APPENDIX
If the registration document is dated more than nine months after the end of the last
audited financial year, it must contain interim financial information, which may be
20.6.2. N/A
unaudited (in which case that fact must be stated) covering at least the first six months
of the financial year.
The interim financial information must include comparative statements for the same
period in the prior financial year, except that the requirement for comparative
balance sheet information may be satisfied by presenting the years end balance
sheet.
20.7. Dividend Policy
A description of the issuer’s policy on dividend distributions and any restrictions D.2.1.2 ; D.7.3
thereon.
The amount of the dividend per share for each financial year for the period covered
20.7.1. by the historical financial information adjusted, where the number of shares in the D.7.3
issuer has changed, to make it comparable.
20.8. Legal and arbitration proceedings
Information on any governmental, legal or arbitration proceedings (including any

such proceedings which are pending or threatened of which the issuer is aware),
during a period covering at least the previous 12 months which may have, or have had D.1.4
in the recent past significant effects on the issuer and/or group’s financial position or
profitability, or provide an appropriate negative statement.
20.9. Significant change in the issuer’s financial or trading position
A description of any significant change in the financial or trading position of the group
which has occurred since the end of the last financial period for which either audited C.4.7
financial information or interim financial information have been published, or
provide an appropriate negative statement.
21. ADDITIONAL INFORMATION
21.1. Share Capital
The following information as of the date of the most recent balance sheet included
in the historical financial information:
21.1.1. The amount of issued capital, and for each class of share capital:
(a) the number of shares authorized; D.7
(b) the number of shares issued and fully paid and issued but not fully paid; D.7
(c) the par value per share, or that the shares have no par value; and D.7
(d) a reconciliation of the number of shares outstanding at the beginning and end
of the year. If more than 10% of capital has been paid for with assets other than cash D.7
within the period covered by the historical financial information, state that fact.
If there are shares not representing capital, state the number and main characteristics
21.1.2. N/A
of such shares.
The number, book value and face value of shares in the issuer held by or on behalf
21.1.3. D.7
of the issuer itself or by subsidiaries of the issuer.
The amount of any convertible securities, exchangeable securities or securities

21.1.4. with warrants, with an indication of the conditions governing and the procedures for D.7
conversion, exchange or subscription.

E. APPENDIX
Information about and terms of any acquisition rights and or obligations over
21.1.5. N/A
authorised but unissued capital or an undertaking to increase the capital.
Information about any capital of any member of the group which is under option or
21.1.6. agreed conditionally or unconditionally to be put under option and details of such D.7
options including those persons to whom such options relate.
A history of share capital, highlighting information about any changes, for the period
21.1.7. D.7
covered by the historical financial information.
21.2. Memorandum and Articles of Association
A description of the issuer’s objects and purposes and where they can be found
21.2.1. D.2.1
in the memorandum and articles of association.
A summary of any provisions of the issuer’s articles of association, statutes, charter

21.2.2. or bylaws with respect to the members of the administrative, management and D.2
supervisory bodies.
A description of the rights, preferences and restrictions attaching to each class

21.2.3. D.7
of the existing shares.
A description of what action is necessary to change the rights of holders of the shares,
21.2.4. D.2
indicating where the conditions are more significant than is required by law.
A description of the conditions governing the manner in which annual general

21.2.5. meetings and extraordinary general meetings of shareholders are called including D.2
the conditions of admission.
A brief description of any provision of the issuer’s articles of association, statutes,

21.2.6. charter or bylaws that would have an effect of delaying, deferring or preventing D.2
a change in control of the issuer.
An indication of the articles of association, statutes, charter or bylaw provisions, if any,

21.2.7. governing the ownership threshold above which shareholder ownership must be D.2
disclosed.
A description of the conditions imposed by the memorandum and articles of

21.2.8. association statutes, charter or bylaw governing changes in the capital, where such N/A
conditions are more stringent than is required by law.
22. MATERIAL CONTRACTS
A summary of each material contract, other than contracts entered into in the
ordinary course of business, to which the issuer or any member of the group is a party, B.3.2.6
for the two years immediately preceding publication of the registration document.
A summary of any other contract (not being a contract entered into in the ordinary
course of business) entered into by any member of the group which contains any N/A
provision under which any member of the group has any obligation or entitlement
which is material to the group as at the date of the registration document.
THIRD PARTY INFORMATION AND STATEMENT BY EXPERTS

23. AND DECLARATIONS OF ANY INTEREST
Where a statement or report attributed to a person as an expert is included in the

Registration Document, provide such person’s name, business address, qualifications
and material interest if any in the issuer. If the report has been produced at the issuer’s
23.1. N/A
request a statement to the effect that such statement or report is included, in the form
and context in which it is included, with the consent of the person who has authorized
the contents of that part of the Registration Document.

E. APPENDIX
Where information has been sourced from a third party, provide a confirmation that
this information has been accurately reproduced and that as far as the issuer is aware
23.2. and is able to ascertain from information published by that third party, no facts have N/A
been omitted which would render the reproduced information inaccurate or
misleading. In addition, identify the source(s) of the information.
24. DOCUMENTS ON DISPLAY
A statement that for the life of the registration document the following documents
(or copies thereof), where applicable, may be inspected:
(a) the memorandum and articles of association of the issuer D.2.1.1
(b) all reports, letters, and other documents, historical financial information,
valuations and statements prepared by any expert at the issuer’s request any part of D.7
which is included or referred to in the registration document;
(c) the historical financial information of the issuer or, in the case of a group, the
historical financial information for the issuer and its subsidiary undertakings for each D.7
of the two financial years preceding the publication of the registration document.
An indication of where the documents on display may be inspected, by physical or D.7

electronic means.
25. INFORMATION ON HOLDINGS
Information relating to the undertakings in which the issuer holds a proportion of the
capital likely to have a significant effect on the assessment of its own assets and C.4.7.3
liabilities, financial position or profits and losses.

E. APPENDIX
E.2.2 Cross refrence table for Financial Report
The present reference document includes all the items of Financier”), as required by article 222-3 of AMF’s general
the financial report, in accordance with article L.451-1-2 of regulations. The cross-reference table below refers to the
Monetary and Financial Code (“Code Monétaire et main articles of the financial report:
Information Sections
Company financial statements C.6
Consolidated financial statements C.4
B.2 ; C.2 ; D.1 ; D.2 ; D.4 ;

Annual Report D.5.2 ; D.5.3 ; D.5.4 ;
D.7.3 ; D.7.8
Certificate of the Annual Financial Report responsible A.4.2
Statutory auditors’ report on financial statements year ended 31 December 2011 C.6.1
Statutory auditors’ report on the financial statements for the year ended 31 December 2011 C.4.1
Statutory auditors fees C.5 - note 30
Report of the Chairman of the Board of Directors on Corporate Governance and Internal Control D.3.1
Statutory auditors’ report, on the report prepared by the Chairman of the Board of Directors, in D.3.3
accordance with article L.225-235 of the French Commercial Code (Code de Commerce)
In accordance with the requirements of Article 28 of EC • the consolidated accounts for the year ended 31
regulation n° 809-2004 dated 29 April 2004 relating to December 2009 under IFRS, the related statutory
documents issued by issuers listed on markets of states auditors’ reports and the Group management report
members of the European Union (“Prospectus Directive”), presented within the registration document (“document
the following elements are enclosed by reference: de référence”) n° D.10-0199 filed with the Autorité des
• the consolidated accounts for the year ended 31 Marchés Financiers (AMF) on 1 April 2010;
December 2010 under IFRS, the related statutory • The chapters of the registration documents 2010 and
auditors’ reports and the Group management report 2009 not mentioned above either do not apply to
presented within the registration document (“document investors or are covered in another part of the present
de reference”) n° D.11-0210 filed with the Autorité des registration document.
Marchés Financiers (AMF) on 1st April 2011;

E. Annexes
E.3. Locations and contacts
E.3 Locations and contacts

Atos is present in main cities to support our customers. found in our Careers pages. An email address for general
The addresse. phone and fax numbers of our main offices questions and comments about our Internet site can be
can be found on the Locations page on our website found at the bottom of the page.
www.atos.net. Details of current job opportunities can be
E.3.1 Headquarters
River Ouest
80 Quai Voltaire
95870 BEZONS – France
Tél : +33 1 73 26 00 00
E.3.2 Corporate Functions
Finance Legal & compliance

Michel-Alain Proch +33 1 73 26 00 31 Alexandre Menais +33 1 73 26 42 15
Human Resources Internal IT

Jean-Marie Simon +33 1 73 26 00 32 Tarek Moustafa +33 1 73 26 01 84
Talents & Communication Global Purchasing

Marc Meyer +33 1 73 26 00 26 Enguerrand de Pontevès +33 1 73 26 01 46
Sales and Marketing support Internal Audit

Hervé Payan +33 1 73 26 01 73 Daniel Milard +33 1 73 26 00 91
Group Innovation. Business Development & Strategy

Bruno Vaffier (faisant fonction) +33 1 73 26 02 07

E. Annexes
E.3.3 Global organization
Global Consulting & Technology Services Specialized Business Units

Arnaud Ruffat +33 1 73 26 01 91
Atos Worldline
Global Systems Integration Christophe Duquenne +33 3 20 60 76 53
Francis Meston +33 1 73 26 01 97
Atos Worldgrid
Global Managed Services Jérôme de Parscau +33 4 76 61 86 24
Eric Grall +33 1 73 26 01 20
HTTS & Specialized Businesses

Marc-Henri Desportes +33 1 73 26 00 29
E.3.4 Implantations
Argentina Brazil
Vedia 3892 P.B. Rua Werner Siemens.111 Lapa
C1430 DAL - Buenos Aires 05069-900 Sao Paulo
Tél : +54 11 6315 8800 Tel.: +55 11 3550 2000
Rua da Candelária. 65 - 22º andar

Austria Cep. 20091-906 – Centro-Rio de Janeiro – RJ
Atos IT Solutions and Services GmbH Tel: +55 21 3265-9200
Siemensstrasse 92
A-1210 Vienna
Tel. : +43 (0) 51707-0 Bulgaria
2 Kukush str.1309 Sofia
Tel : +359 (0)2-8115 300
Belgium Fax: +359 (0)2-8115 310
Da Vincilaan 5
B-1935 Zaventem
Tél : +32 2 690 28 00 Chile
Av. Providencia 1760 Fl. 17 - Of. 1702
Global Consulting and Systems Integration 7500498 Santiago de Chile
Da Vincilaan 5 Tel.: +56 (2) 477 1313
B-1935 Zaventem
Tél : +32 2 690 28 00
USA
Atos Worldline Belgium 101 Merritt 7
Chaussée de Haecht 1442 Haachtsesteenweg Norwalk, CT 06851 - North America
1130 Brussels Tel.: +203 642 2300
Tél : +32 (0)2 727 61 11

E. Annexes
China Germany
Building B. Otto-Hahn-Ring 6
No.7.Wangjing ZhongHuan Nanlu. 81379 München
Chaoyang District. Tel.: +49 89 636 02Atos
Beijing 100102. China
T (86) 10 69115888 Worldline GmbH
Hahnstraße 25
D-60528 Frankfurt/Main
Colombia Tél : +49 (0) 69 66 5710
Cra. 65 No. 11-83
Bogota
Tel.: + 57 (1) 425 3477 Hong Kong
Unit 3B & 05-01
18/F Exchange Tower
Russia 33 Wang Chiu Road
1 Kozhevnichesky per. 6 Kowloon Bay. Kowloon
115114. Moscow. F +852 2886.5293
Tel: +7 495 737 2599. 737 2700
Fax: +7 495 737 2702. 7372742
India
Serbia Atos IT Solutions and Services Pvt. Ltd.

Pariske komune 22 3rd Floor. Block B. Salarpuria Infozone
11070 Beograd No.39. 41. 42. Keonics Electronics City
Tel : +381 11 3012-200 Hosur Road. Bangalore- 560 100 India
Fax: +381 11 3012-250 Tel.: +91 80 67111100
Atos India Pvt. Ltd.

Singapore Prism Towers. “A” wing. 6th Floor. Mindspace Off Link Road.
620A Toa Payoh Lorong 1 Goregaon West.
TP4 Level 5 Mumbai -400 062. India
Singapore 319762 T.: +91-22-66452500
Tel: +65 6496 3888
Atos Worldline India
701. Interface 11
Slovakia Malad (W)
Einsteinova 11 Mumbai
851 01 Bratislava 400 064 – India
Tel: +421 (2) 5968-6622 Tel.: +91 22 40 42 40 00
Fax: +421 (2) 5968-5414
Indonesia
South Africa Head Office Wisma Kyoei Prince. #1707
Woodlands Office Park. Ground Floor Jalan Jenderal Sudirman Kav. 3
Building 32 Woodlands Drive. Jakarta. 10220
Woodmead. Johannesburg Tél : +62 21 572 4373
Tel: +27 87 310 2867

E. Annexes
Italy Philippines
Via Vipiteno. 4 Address 23/F Cyber One Building
20128 Milano 11 Eastwood Ave..
Italia Bagumbayan. Quezon City
Tel.: +39 02 2431 Philippines 1110
Tel: +63 2 982 9600
Tel.: + 202 26 70 88 06
Japan
20/F Shinjuku Park Tower. 3-7-1
Nishi-shinjuku. Shinjuku-ku. Poland
Tokyo 163-1020 Atos IT Services Sp. z o.o.
Tél : +81 3 3344 6631 Wołoska 5 (Taurus building)
02-675 Warszawa. Poland
tel. +48 22 444 6500
Luxembourg Fax: +48 22 444 6501
Rue Nicolas Bové 2a
1253 Luxembourg
Tél : +352 31 36 37 Portugal
Rua Irmãos Siemens. 1
2720-093 Amadora
Malaysia Portugal
1st Floor. 2310 Century Square Tél.: +351 21 417 8760
Jalan Usahawan
63000 Cyberjaya
Selangor Romania
T +60 3 2084.5418 Strada Preciziei. nr. 24. Corp H3
Bucharest 062204
Tel: +40 (21) 3058603
Mexico Fax: +40 (21) 3038990
Poniente 116 No.590
D.F. 2300 Mexico
Tel.: + 52 55 5328 2000
Morocco
Avenue Annakhil – Espace High Tech
Hall B – 5ème étage
Hay Ryad
Rabat
Tél : +212 (0)5 37 57 79 79
Casablanca Nearshore Park – Shore 7

1100. boulevard El Qods – Quartier Sidi Maârouf
Casablanca
Tél : +212 (0)5 29 04 45

E. Annexes
E.4. Full index
E.4 Full index
A. Group overview 3
A.2 Revenue profil 5

A.2.1 Breakdown by Service Line 5
A.2.2 Breakdown by GBU 5
A.2.3 Breakdown by Market 5
A.3 CEO Message 6

A.4.1 For the Reference Document 8
A.4.2 For the accuracy of the document 8
A.4.3 For the audit 8
A.5 Atos in 2011 9

A.5.1 Income statement 9
A.5.2 Key graphs 10
A.5.3 Key achievements 12

A.6.1 Formation of the Group 14
A.6.2 Management and organization 15
A.6.2.1 Group general management 15
A.6.2.2 Organization chart 16
A.6.2.3 The Executive Committee 17
B. Atos positioning in the IT market 22

B.1 Overview 22
B.1.1 Market trends 22
B.1.1.1 Cloud Computing 22
B.1.1.2 Big data 23
B.1.1.3 Social Network Revolution 24
B.1.1.4 Mobile Computing & Internet of Things 25
B.1.1.5 Overview on the remaining trends 26
B.1.2 Market sizing and competitive landscape 27
B.1.2.1 Overall market size 27
B.1.2.2 Competitive landscape and new expected position of Atos 28
B.1.2.3 Main competitors in Europe 28
B.1.2.4 Market size and Atos market share in Europe 29
B.1.2.5 Overall mid-term perspectives 29
B.1.3 Foundation IT evolution 30
B.1.3.1 Managed Services 30

E. Annexes
E.4. Full index
B.1.3.2 Systems Integration 31

B.1.3.3 Consulting & Technology Services 32
B.1.4 Business Enabling IT evolution 33
B.1.4.1 Payment 33
B.1.4.2 e-Services 35
B.1.4.3 Smart utilities 35
B.1.4.4 Civil & National Security 36
B.1.4.5 BPO 37

B.2.1 Mission, vision and strategy 38
B.2.1.1 Business Context 38
B.2.1.2 Atos’ core strategy 39
B.2.2 TOP² Program evolution 41
B.2.2.1 Cost Optimization 41
B.2.2.2 Lean Management 42
B.2.3 eXpand Program evolution 43
B.2.4 Innovation and portfolio 44
B.2.4.1 Developing a global offer portfolio 44
B.2.4.2 Investing in innovation in the long run 45
B.2.4.3 The Scientific Community 45
B.2.5 Quality 47

B.3.1 Atos Sales and Business development approach 48
B.3.1.1 Sales has been a key dimension of the integration of SIS 48
B.3.1.2 A new company set-up to support Sales 49
B.3.1.3 eXpand: Atos Sales Transformation program 50
B.3.1.4 Marketing approach 51
B.3.2 Markets: description of context, achievement and ambition for the five identified verticals 52
B.3.2.1 Manufacturing, Retail & Services 52
B.3.2.2 Public Sector, Healthcare & Transport 53
B.3.2.3 Financial Services 55
B.3.2.4 Telecom, Media & Technologies 56
B.3.2.5 Energy & Utilities 58
B.3.2.6 Siemens: our first customer 60
B.3.2.7 Strategic Sales Engagement 62
B.3.2.8 Atos Siemens alliance 63
B.3.3 Delivery Lines 64
B.3.3.1 Managed Services 64
B.3.3.2 Systems Integration 67
B.3.3.3 Hi-Tech Transactional Services & Specialized Businesses 72
B.3.3.4 Consulting & Technology Services 77

B.4.1 Fundamentals 79
B.4.2 Talent attraction 79
B.4.2.1 IT Challenge 80
B.4.3 Talent Development 80
B.4.3.1 The Juniors Group 80
B.4.3.2 GOLD 81
B.4.3.3 On-the-job experience 81
B.4.3.4 From knowledge to excellence 81
B.4.4 Workforce Management 82
B.4.5 Talent reward and Retention 82

E. Annexes
E.4. Full index
B.4.6 Employee and management shareholding 83

B.4.7 International mobility 83
B.4.8 Pensions 84
B.4.9 Performance management and Human Resources Annual Review 84
B.4.10 Communicating with representatives 84
B.5 Corporate and Social Responsibility 85

B.5.1 IT Sector – opportunities and challenges 85
B.5.1.1 2011 Trends 85
B.5.1.2 Smart Cities - From techie dream to sustainable reality 85
B.5.1.3 Cloud Computing: a new way of operating 86
B.5.1.4 From Social Computing to Social Business 86
B.5.2 Vision & Strategy 86
B.5.2.1 Leadership in IT for Sustainability 86
B.5.2.2 Strengthening stakeholders’ dialogue 87
B.5.3 Mission and Commitments 88
B.5.4 Achievements of 2011 90
B.5.5 Building a great place to work 91
B.5.5.1 Our values and identity 91
B.5.5.2 Creating a great place to work 92
B.5.5.3 Zero email challenge 92
B.5.6 Responsible Citizenship 93
B.5.7 Continuing the Group’s Green transformation - Improving our environmental performance 94
B.5.7.1 Our zero carbon ambition: a plan in action 94
B.5.7.2 The first global IT company to offer carbon neutral data centers 95
B.5.7.3 Renewable energy sourcing worldwide 95
B.5.7.4 Deploying green policies to reduce the impact of our activities 96
B.5.7.5 Environmental certification roll-out 97
B.5.8 Powering progress to transform to the firm of the future - sustainable growth 97
B.5.8.1 Accompanying our clients’ sustainable transformation 98
B.5.8.2 Intelligent sustainability – sustainability dashboards – delivering transparent and critical
management data 98
B.5.8.3 Ambition carbon free 98
B.5.8.4 Smart energy management 98
B.5.9 Operating in compliance with sustainable best practices and international standards 1 99
C. Financials 100
C.1 Pro forma 100
C.1.1 2011 statutory comparative basis 100
C.1.2 Pro forma 12 months 2011 100

C.2.1 Executive Summary 101
C.2.2 Operating performance review 101
C.2.3 Revenue 102
C.2.3.1 Organic growth 102
C.2.3.2 Exchange rate and scope effect 103
C.2.3.3 Revenue per quarter evolution 104
C.2.3.4 Revenue by GBU analysis 104
C.2.3.5 Revenue by Service Line analysis 107
C.2.3.6 Revenue by market 110
C.2.4 Portfolio 112

E. Annexes
E.4. Full index
C.2.4.1 Order entry and book to bill 121

C.2.4.2 Full backlog 113
C.2.4.3 Full qualified pipeline 114
C.2.5 Operating margin performance 114
C.2.5.1 From statutory to constant scope 116
C.2.5.2 Operating margin by GBU 117
C.2.5.3 Operating margin by Service Line 120
C.2.5.4 Cost base evolution 121
C.2.6 Workforce management 122
C.2.6.1 Headcount evolution 122
C.2.6.2 Headcount by Business Units and Service Line 123
C.2.6.3 External Subcontractors 123
C.2.7 2012 objectives 124

C.3.1 Income Statement 125
C.3.1.1 Operating margin 125
C.3.1.2 Other operating income and expenses 125
C.3.1.3 Net financial expenses 127
C.3.1.4 Corporate tax 127
C.3.1.5 Non-controlling interests 127
C.3.1.6 Normalized net income 127
C.3.2 Earnings per share 128
C.3.3 Cash flow 129
C.3.4 Financing policy 132
C.3.4.1 Financing structure 132
C.3.4.2 Bank covenants 133
C.3.4.3 Investment policy 133
C.3.4.4 Hedging policy 133

C.4.1 Statutory Auditors report on the consolidated financial statements for the year ended 31
December 2012 134
C.4.2 Consolidated Income Statement 136
C.4.3 Consolidated statement of comprehensive income 137
C.4.4 Consolidated statement of financial position 137
C.4.5 Consolidated cash flow statement 139
C.4.6 Consolidated statement of changes in shareholders’ equity 141
C.4.7 Notes to the consolidated financial statements 142
C.4.7.1 General information 142
C.4.7.2 2011 highlights 142
C.4.7.3 Basis of preparation and significant accounting policies 142
C.4.7.4 Financial risk management 152
C.5 Notes to the consolidated financial statements 153
C.6 Parent company summary financial statements 201

C.6.1 Statutory Auditors’ report on the financial statements for the Year ended 31 December 2011 201
C.6.2 Statutory auditor’s special report on regulated agreements Shareholders’ Meeting held to
approve the financial statements for the year ended 31 December 2011 202
C.6.3 Parent company’s simplified organization chart 203
C.6.4 Statutory financial statements 204
C.6.4.1 Balance sheet 204

E. Annexes
E.4. Full index
C.6.4.2 Income statement 205

C.6.5 Notes to the Atos SA statutory financial statements 205
C.6.5.1 Notes on Liabilities and Shareholders’ equity 213
C.6.5.2 Notes on the Income Statement 217
D Risks, governance and common stock 223

D.1.1 Business risks 223
D.1.1.1 The market 223
D.1.1.2 Clients 223
D.1.1.3 Suppliers 223
D.1.1.4 Partnerships and subcontractors 224
D.1.1.5 Acquisition / External growth risk 224
D.1.1.6 Risks related to contracts / projects’ execution 224
D.1.1.7 Technology and IT risks 225
D.1.1.8 Regulation risks 225
D.1.1.9 Counterparty risk 226
D.1.1.10 Reputation risks 226
D.1.1.11 Human Resources 226
D.1.1.12 Legal risks 227
D.1.1.13 Business risk assessment and management 227
D.1.2 Financial markets risks 228
D.1.3 Insurance 229
D.1.4 Claims and litigation 230
D.1.4.1 Tax and Social Contribution claims 230
D.1.4.2 Commercial claims 230
D.1.4.3 Labour claims 231
D.1.4.4 Representation & Warranty claims 231
D.1.4.5 Miscellaneous 231
D.1.5 Country risks 231

D.2.1 Legal Information 232
D.2.1.1 Corporate form and purpose 232
D.2.1.2 Provision of the articles of association 232
D.2.1.3 Board of Directors 235
D.3 Report of chairman of the Board of Directors on Corporate

Governance and Internal Control 240
D.3.1 Corporate Governance 240
D.3.1.1 The Board of Directors: composition and functioning 241
D.3.1.2 Definition of an “independent member” of the Board of Directors 243
D.3.1.3 Meetings of the Board of Directors 243
D.3.1.4 The Audit Committee 244
D.3.1.5 The Nomination and Remuneration Committee 245
D.3.1.6 Assessment of the work of the Board of Directors 246
D.3.2 Internal control 247
D.3.2.1 Internal control definition and objectives 247
D.3.2.2 Components of the internal control system 248
D.3.2.3 Systems related to accounting and financial information 251
D.3.2.4 Internal control system players 253
D.3.2.5 Outlook and related new procedures to be implemented 254

E. Annexes
E.4. Full index
D.3.3 Statutory Auditors’ report prepared in accordance with article L.225-235 of French
Commercial Code (Code de Commerce) on the report prepared by the Chairman of the Board
of Directors of Atos 255

D.4.1 Directors’ fees 256
D.4.2 Executive compensation 257
D.4.3 Option plans for stock subscription and free shares plans 259
D.4.3.1 Terms and conditions for the performance free share plan decided on 22 December 2011
for the year 2012 of which the Chairman and CEO is one of the beneficiaries. 260
D.4.3.2 Free grant of performance shares on 22 December 2011 to the Chairman and CEO 261
D.4.3.3 Reminder of stock option plans dated 23 December 2008 261
D.4.4 Fringe benefits of the Executive Director 264
D.4.5 Compliance of the executive Director compensation with AFEP/MEDEF recommendations 264
D.5 Resolutions 268

D.5.1 Proposed resolutions to the AGM 268
D.5.2 Board of Directors reports to the Art. L 225-184 (French Commercial Code 268
D.5.3 Board of Directors report to the Ordinary General Meeting on the transaction on the shares of
the Company 268
D.5.4 Board of Directors reports to the AGM pursuant to Art. L 225-197-4 (French Commercial Code) 269

D.6.1 United Nations Global Compact 270
D.6.2 Code of Ethics 270
D.6.2.1 No Bribery or Corruption 270
D.6.2.2 Fair competition 270
D.6.2.3 Conflicts of Interest 271
D.6.2.4 Protection of Atos Origin assets – Fraud 271
D.6.2.5 Protection of confidentiality and privileged information 271
D.6.3 Other applicable provisions 271
D.6.4 Privileged Information and insider trading 271
D.6.5 Internal rules and charter of Board of Directors 272

D.7.1 Basic data 274
D.7.1.1 Information on stock 274
D.7.1.2 Free Float 275
D.7.2 Stock ownership 276
D.7.3 Dividend policy 276
D.7.4 Shareholder Documentation 277
D.7.5 Financial calendar 277
D.7.6 Contacts 277
D.7.7 Update of Document issued 277
D.7.8 Common stock 281
D.7.8.1 At 31 December 2011 281
D.7.8.2 Over last five years 282
D.7.8.3 Disclosure of interests 282
D.7.8.4 Voting rights 283
D.7.8.5 Shareholders agreements 283
D.7.8.6 Treasury stock and liquidity contract 283
D.7.8.7 Potential common stock (stock option and convertible bond) 285
D.7.9 Share trading performance 290
D.7.9.1 Key figures 290

E. Annexes
E.4. Full index
D.7.9.2 Market capitalization 290

D.7.9.3 Traded volumes 290
D.7.9.4 2011 and subsequent key trading dates 292
D.7.9.5 Share value for “ISF” purposes 293
D.7.9.6 Purchase or sale by the group of its own shares 293
E Appendix 294
E.1 Definitions 294
E.1.1.1 Financial terms 295
E.1.1.2 Business KPI’s (Key Performance Indicators) 296
E.1.1.3 Business terms 298
E.1.1.4 Market terms 299

E.2.1 Cross reference table for the Reference Document 300
E.2.2 Cross reference table for Financial Report 311

E.3.1 Headquarters 312
E.3.2 Corporate Functions 312
E.3.3 Global organization 313
E.3.4 Implantations 313
E.4 Full index 316

Reference Document 2011
This document is a full free translation of the original French text. In case of discrepancies, the French version shall prevail.
The original document has been filed with the Autorité des Marchés Financiers (AMF) on 5th April 2012, in accordance
with article 212-13 of the AMF’s general regulations. This document can be used for a specific financial operation, if completed
by a prospectus approved by the AMF. This document has been issued by the Company and commits its signatories.
Design and production:

Printing: Lecaux Group - Copywritting: Analytica
Photos credits: Marc Bertrand, Challenges-REA.
Editing, Plate Making. This report is compiled using the Computer to Plate (CIP) system, resulting in the total elimination of film, an intermediate material, during the plate making process. Paper:
The report consists of paper made from pulp derived from Program for the Endorsement of Forest Certification schemes (PEFC) approved and managed forests. All paper contained in the report
has been elemental chlorine free (ECF) bleached. Instead of the chlorine gas used in conventional pulp bleaching, EFC pulp bleaching uses oxygen and chlorine dioxide, which does not generate
dioxins such as chlorinated organic compounds. Ink. The ink “Vegetable Oil Ink” used for this report is made from a composite of vegetable oils (including soybean oil, linseed oil, tung oil, coconut
oil and palm oil). Processing. The adhesive for the binding is a polyurethane-type adhesive that is easy to separate and remove for paper recycling. Also, 19.3% of the blank sheets generated from
sheet cutting during processing for this report is sent to a paper manufacturing company and this isused as raw material for recycled paper.

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reference

Your business technologists. Powering progress

B. Atos positioning in the IT market

2 Your business technologists. Powering progress

A.1 Business profile

A strong global industry focus backed-up by a comprehensive go-to-market

2011 Reference Document 3

Public Sector, Health & Transports Telecommunications, Media & Technology

Powering progress to transform to the firm of the future

4 Your business technologists. Powering progress

A.2 Revenue profile

A.2.1 Breakdown by Service Line

A.2.2 Breakdown by GBU

2011 2011 2010

5% O Germany 1,703 1,100 1,054

A.2.3 Breakdown by Market

*Constant scope and exchange rates

2011 Reference Document 5

A.3 CEO Message

“Our goal is to help and support our customers

6 Your business technologists. Powering progress

Early this year, we have announced a strategic alliance Thierry Breton,

2011 Reference Document 7

A.4 Persons responsible

A.4.1 For the Reference Document

A.4.2 For the accuracy of the document

A.4.3 For the audit

Appointment and term of offices

Statutory Auditors Substitute Auditors

Grant Thornton Cabinet IGEC, 3, rue Léon Jost, 75017 Paris

Deloitte & Associés Cabinet B.E.A.S., 7/9, Villa Houssay 92200

8 Your business technologists. Powering progress

A.5 Atos in 2011

A.5.1 Income statement

In EUR million Exercice 2011 Exercice 2010

In EUR and number of shares

Diluted weighted average number of shares 88,190,646 75,949,131

2011 Reference Document 9

A.5.2 Key graphs

5-year net debt and equity at 31 December evolution

Q Net debt Q Equity

5-year net debt/equity and leverage ratio at 31 December evolution

______ Leverage ratio ______ Gearing

20% 20% 0.4

2007 2008 2009 2010 2011

10 Your business technologists. Powering progress

5-year employee evolution Order entry

Full backlog Full pipeline

Q Full Backlog (EUR million) Q Full Pipeline (EUR million)

2011 Reference Document 11

A.5.3 Key achievements

February 3rd, 2011 The transaction was approved by Atos Extraordinary

12 Your business technologists. Powering progress

strengthen innovation and secure new business November 8th, 2011

Atos confirmed that, with just over one year to go to the

October 17th, 2011

As business technologists who power progress, Atos is

2011 Reference Document 13

A.6 Group presentation

Leverage ratio Gearing