Spain 2014 Corporate Responsibility Report TOGETHER

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Spain 2014 Corporate Responsibility Report

TOGETHERyears

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CoNteNtSLetter from the Country Managing Director for Spain

Accenture

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CorporAte reSponSibiLity in SpAin

CoMMitMent to SoCiety

CoMMitMent to our CLientS

CoMMitMent to innovAtion

CoMMitMent to our peopLe

CoMMitMent to the environMent

CoMMitMent to our ShArehoLDerS

CoMMitMent to our SuppLierS

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Appendix 5. united nations Global Compact principles

Appendix 1. Supplementary information

Appendix 6. oeCD Guidelines for Multinational enterprises

Appendix 2. Global reporting initiative (Gri) Content index

Appendix 7. independent Assurance report

Appendix 3. Gri reporting principles

Appendix 4. Self-assessment of the iirC’s Guiding principles and Content elements for integrated reporting

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About this Corporate Responsibility Report

(G4-3, G4-7, G4-23, G4-33, G4-48)

This report aims to provide a true, fair and accurate view of the opportunities and challenges facing the company in order to allow stakeholders to judge its sustainable management and performance over time in accordance with the commitments undertaken in the Corporate Responsibility Master Plan, as listed in the table of contents.

Almudena Rodríguez Beloso, director of Corporate Responsibility, is responsible for the content of the report and for presenting results and progress in the area of sustainability to management and stakeholders.

Scope

•ThisreportcoversAccenture,SociedadLimitada(Accenture,S.L.)andthefollowingwhollyownedsubsidiariesofAccenture,S.L.:Coritel,S. A.;AccentureOutsourcingServices,S. A.;Alnova,S. L.;andFjordSpain,S. L.Inthose cases in which the information provided falls beyond this general scope, the group of companies under consideration is specified.

•Thereportedinformationreferstofiscal2014(September1,2013,toAugust31,2014).Itisenrichedwithrelevantinformationforreadersatthedateofpublication of the report.

Assurance, Guidelines and Standards

•ThecompanydecidedtosubmitthereportforanassurancereviewpursuanttotheISAE3000internationalstandard.ThereviewwasperformedbytheindependentfirmKPMGAsesores,S. L.

•Asatokenoftransparency,theGlobalReportingInitiative(GRI)hasconfirmedtheaccuracyofthereport’sGRIContentIndex.

•Thereportwasprepared“inaccordance”withthehighlydemanding“Comprehensive”optionofthelatestversionoftheGRI’sSustainabilityReportingGuidelines(G4).

•IthasonceagainqualifiedfortheUnitedNationsGlobalCompact(UNGC)AdvancedLevel.

•ItfollowstheguidelinesofthemostrecentversionoftheInternationalIntegratedReportingCouncil’s(IIRC’s)InternationalIntegratedReportingFramework(International<IR>Framework).

•ItwaspreparedinaccordancewiththeAccountAbilityPrinciplesStandard(AA1000APS2008).

Seeourexecutivesummaryat www.accenture.es/resumen-informe-responsabilidad-empresarial

2014 Report 1

http://www.accenture.es/resumen-informe-responsabilidad-empresarial



The publication of this corporate social responsibility report marks the fiftieth anniversary of Accenture’s efforts to promote sustainable development in Spainandtohelpimprovethelivesandjobsofthepeoplewholivehere.Fromthe start, we have never lost sight of the future, which currently involves entering a fresh cycle to be headed up by Juan PedroMoreno,thenewCEOofAccentureinSpain,whomIwishthebest of luck.

Over this last half century, we have been entrusted with the main corporate strategies, the most ambitious internationalization processes, and the mostcomplextechnologicaltransformations. Today, we are leading the digital transformation that society is

calling for even as we put into practice a new concept of customized consulting for a demanding and ever-changing market.Unitingallthesestagesisourfirm commitment to delivering outstanding and comprehensive results through our meticulous approach toward both what we achieve and how we achieve it.

We insist on high performance in everything we do and are guided by our values in everything we propose. This responsible approach to business allows us to be there for our clients when they need us, contribute to the professional development of our people, work to achieve profitability for our shareholders, act on our concerns for the most disadvantaged, focus on creating

Fifty years in Spain

Vicente MorenoCountry Managing Director for Spain

(G4-1) (G4-1)

development, namely, the creation of qualityjobsandopportunitiesfornewgenerations.

Iencourageyoutolookfortheinformation that most interests you in this corporate social responsibility report, which,followinganexternalaudit,wasfoundtobe“inaccordance”withthemost demanding level of the latest generation(G4)oftheGRI’sSustainabilityReportingGuidelinesandtohavemettheAdvancedLevelcriteriaoftheSpanishNetworkoftheUnitedNationsGlobalCompactwithregardtoour commitment to progress. This integrated report is also more faithful to thelatestIntegratedInternationalReportingFramework(Integrated<IR>Framework)publishedbytheInternationalIntegratedReportingCouncil(IIRC),asitexplainsingreaterdetail how we plan to create value in the short, medium and long term.

Iwouldliketothankallthosewhohaveplayed, and will play, vital roles in our historyforyoursupportonthisexcitingadventure. Without you, we would not be what we are today and aim to continue tobetomorrow:aninnovativecompanycapable of delivering value to all our stakeholders and society at large without sacrificing our values.

innovative solutions, promote environmental stewardship, and be attuned to the needs of our partners and suppliers.

These seven commitments govern Accenture’s Corporate Responsibility MasterPlaninSpainandprovidethestructure for the following pages, which are intended – now more than ever – to help make us accountable to all those who have accompanied us at any point on this uninterrupted journey that beganfivedecadesago.Accordingly,Iwould like to take this chance to invite you to join us in celebrating what brought us together in the past and in looking forward to what lies ahead, becauseIamconvincedthatthebestisyet to come.

This anniversary is a reminder that we are operating in an environment that is evolving at an unprecedented rate. However, our ability to adapt, our agility in anticipating new trends, and our proactive approach toward blazing new trails have helped us to position ourselvesandtolead,deftlyandflexibly,the major transformations of today, such as the digitization of our economy and society.

Inthisregard,in2014webegantoimplement a new business model geared toward complementing our capabilities and becoming a more relevant, differentiated and competitive company. Thusfarinfiscal2015,wealreadyhaveindicators that confirm a major turnaround, due to the company-wide implementation of our new strategy of profitableandsustainablegrowth.Forinstance, in the first half of the fiscal year,businessgrewby8percent,andatthe close of this report we had hired nearly one thousand five hundred new people. These figures offer proof that profitability need not be at odds with contributing to the highest-priority area of the country’s sustainable

VicenteMoreno(CountryManagingDirectorforSpain)andJuanPedroMoreno(CEOofAccentureinSpain)

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Accenture in Spain

IN2015,

50YEARSINSPAIN

INMORE THAN

120COUNTRIES

•TheAccentureGroupemploys10,000peopleinSpain,distributedamongthefollowingcompanies:Accenture,S.L.,Coritel,S.A.,AccentureOutsourcingServices,S.A.,AlnovaTechnologyServices,S.L.,FjordSpain,S.L.U.,AccentureHoldingsIberia,S.L.,CustomerworksEurope,S. L.,EnerguiaWeb,S.A.,ServiciosBancariosdeTecnologíadelaInformación,S.L.,Sistemes,AvanadeSpain,S.L.,InformacióiTecnologiadeCatalunya,S. L.andInformáticadeEuskadi,S.L.

•ThecompanyhasbeenoperatinginSpainfor50years.

• InSpain,Accentureisincorporatedasalimited liability company and is headquarteredintheTorrePicassobuilding in Madrid.

•Accenturehasnearly500clientsinSpain.

•AccentureinSpain’sclientsinclude80%oftheIBEX35companiesand60ofthecountry’s100largestcompanies.

•Infiscal2014,AccentureSpainworkedon2,579projects,morethan1,300ofwhich were launched over the period.

•AccentureSpain’srevenuesforfiscal2014(September1,2013-August31,2014)totaled€717million.

•AccentureSpainhas9officesin7cities:Barcelona,Bilbao,Madrid,Malaga,Seville,ValenciaandZaragoza.

•Spainishometo19ofthe89solutioncenters Accenture operates worldwide.

•Overthelastfiscalyear,AccentureSpaininvested€8millioninR&Dandinnovation.

Accenture in the World•Accentureservesclientsinmorethan

120countries,withaglobalorganizationthat,infiscal2014,had305,000professionals(morethan323,000throughthefirsthalfoffiscal2015).

•Thecompanyhasofficesinmorethan200citiesin56countries,servingmorethan4,000clients.

•Amongitsclientsare89oftheFORTUNEGlobal100companiesandmorethan75%oftheFORTUNE Global500.

•Ofitstop100clients,all100havebeenwiththecompanyforatleast5years,and95,for10yearsormore.

•Infiscal2014,Accenturepostedannualrevenuesof$30.0billion,anincreaseof5%inlocalcurrencyoverfiscal2013.

•Accenture’sstockpricerose12%infiscal2014.

•Accentureinvested$640millioninR&Dandinnovationaroundtheworldinfiscal2014.

Accenture

Accenture is a global mANAGEmENT cONsulTiNG, TEcHNOlOGy sERvicEs ANd OuTsOuRciNG company that helps the world’s top businessesandgovernmentsmaximizetheirperformance,achievetheirobjectives, increase their productivity and efficiency through the development and implementation of technological solutions, and optimize their functional areas through comprehensive management of their operations.

SustainabilityandfuturegrowtharepartofAccenture’scommitmenttotheorganizations and societies in which it operates. To this end, Accenture openeditsfirstofficeinSpain50yearsago,withtheaimofhelpingimprovepeople’slivesandwork.Sincethen,Accenturehascollaboratedonthemainmergersandacquisitions,themostambitiousinternationalizationprojects,andthemostcomplextechnologicaltransformationstrategieswithout ever losing sight of its commitment to results.

(G4-4, G4-5, G4-6, G4-7, G4-8, G4-9, G4-DMA)

•Thesocialactioninitiativescarriedoutinfiscal2014entailed88,762hoursofpro bono consulting services and the collaborationof144Accentureprofessionalsonprojectswith40oftheleadingNGOsinSpain,aswellaswithNGOsfromothercountries.




1.1. Creating value today... for tomorrow

1.2. ... preserving our Legacy

1.3. .... Contributing value based on our values

1.6. ... And Maintaining our Commitment to the Sustainable Development of Society

1.5. ... Without Sacrificing our principles

1.4. A reliable Management Model

01Corporate Responsibilityin SPAiN

Creating value today... for tomorrow... preserving our legacy... contributing value based on our values.A reliable management model... without sacrificing our principles... and maintaining our commitment to the sustainable development of society.

that is how we understand our CoRPoRAte ReSPoNSiBiLitY;that is our commitment to SUStAiNABiLitY.

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AccentureinSpain’sCorporateResponsibilityUnitistaskedwithensuring that we create value today for the society of tomorrow and is responsible for developing, implementing and monitoring a sustainable development strategy that takes into account the concerns of all our stakeholders. To this end, it acts as an observatory of any market trend or client or stakeholder demand that could constitute a risk or opportunity.

This cross-functional unit comes under the direct responsibility of the country managingdirectorforSpaininordertoensure that it is fully aligned with our corporate objectives. With a view to advancing in the process of integrating corporate responsibility into the business, it reports to the Corporate Responsibility Committee, which is chaired by the country managing director and made up of the managing directors responsible for eachindustryinSpain,allofwhomarelikewisemembersoftheSpanishExecutiveCommittee.

Promoting the CReAtioN of ReAL VALUe today in order to help preserve the heritage of the generations of tomorrow

1.1. Creating value today... for tomorrow

A product of our commitment to improving how the world works and lives, Accenture’s strategic vision of corporate responsibility is aimed at promoting the sustainable development of the societies in which we operate.

This way of understanding business is embodied in a responsible management model based on the ongoing pursuit of economic, social and environmental balance. Only by fostering the creation of real value today can we preserve the heritage of future generations.

•EconomicApproach.As a listed company, Accenture’s foremost responsibility is to optimize our resources to achieve the productivity and profitability we need to ensure both the organization’s sustainability and our capacity to generate wealth, development and confidence across the entire value chain.

•SocialApproach.Aware that the company’s sustainability and positioning are directly related to the commitment and satisfaction of our stakeholders, Accenture has always placed special importance on people. As a result, the implementation and continuous improvement of initiatives and policies aimed at promoting the development and well-being of our stakeholders has always been one of our hallmarks.

•EnvironmentalApproach.The company encourages respect for the environment through our EnvironmentalManagementSystem,implemented at all of our offices, which helps to promote environmental stewardship through programs to reduce our environmental impact and raise awareness among all our stakeholders regarding the need for eco-efficient practices.

The purpose of these reports is to anticipate trends and risks by sharing knowledge and views on client needs, the opportunities in each sector, and the challenges of each market.

This management model allows AccentureinSpaintoensurethatitscorporate responsibility efforts are increasingly business oriented and make the company more competitive whilst meeting our clients’ demands in the area of sustainability.

Generating wealth and confidence today without sacrificing our values, while at the same time anticipating the innovative solutions that society will demand tomorrow, are the cornerstones ofAccentureinSpain’svision.Thisphilosophy has been strengthened in the contextofthethreefoldcrisisthatbusinesseshaverecentlyfaced:theeconomic crisis, the crisis of credibility and the crisis of values.

(G4-2, G4-26) (G4-2, G4-26)8 www.accenture.es 2014 Report 9



industry CapitalAccenture collaborates with clients to help them become high-performance businesses and governments and provides them with the specific solutionsrequiredbyeachmarket.Toachieve this, it combines its comprehensive capabilities across all industries and business functions with extensiveresearchontheworld’smostsuccessful companies and a deep knowledge of each industry.

We leverage our industry knowledge, experienceinservicedelivery,andtechnological capabilities to identify new trends in business and technology and develop solutions to help clients in every industry enter new markets, increase theirrevenuesinexistingmarkets,enhance their operating performance, and deliver their products and services more effectively and efficiently.

Thisunparalleledexperienceconstitutesour industry capital, which we break downintofivespecificindustries:

•Communications,Media& Technology•FinancialServices•Health&PublicService•Products•Resources

More information in the chapter “CommitmenttoOurClients”

1.2. ... preserving our Legacy

The Corporate Responsibility Master Plan embodies the legacy of values that have governed the company’s decision-makingfromthestart.Itisfully aligned with the company’s strategy and corporate objectives, and it aims both to ensure the company’s sustainability and profitability over time and to generate real value for both society at large and future generations.

To provide more and better solutions for ourstakeholders’needs,expectationsandconcerns,AccentureinSpain,truetoitscommitment to continuous improvement, has followed the InternationalIntegratedReportingCouncil’s(IIRC’s)newInternationalIntegratedReportingFramework(International<IR>Framework),publishedinDecember2013.

Inthisreport,thephilosophy,principlesand content elements established in the International<IR>Framework(seeAppendix4)havebeenbroughttofruition, after first being adapted to the business and reality of Accenture in Spaininordertoenablethepublicationof relevant information about the company’s strategy, governance, performance and prospects.

To this end, we have sought to describe the various efforts Accenture is undertaking to contribute to sustainable development and to share our objectives for the short, medium and long term, as well as the main risks, opportunities and market trends. We have also identified the primary challenges and uncertainties the company faces and the measures it will take to ensure good performance in the future.

Likewiseinkeepingwithourcommitmentto continuous improvement, this report offers stakeholders information not only on the last fiscal year, but also on the current one and the goals we have set for ourselves going forward. This decision bears witness to the progress we have madeontheInternational<IR>Framework’srecommendationtodisclosehow we propose to create value today while at the same time building stocks of valueforthefuture.Itthusgoesbeyondthetriplebottomline(economic,socialandenvironmental)approach,whichfocuses on past results. Accenture’ssixmaincapitalsforcreatingand preserving value are described below. We are firmly convinced that the value of all our capitals, which are as interrelated in our day-to-day business as they are in this report, will help both to strengthen our organization’s positioning today and to drive its development over time.

More information in the chapters “CommitmenttoOurClients”and “CommitmenttoInnovation”

Accenture’s four growth platforms (Strategy,Digital,TechnologyandOperations)aretheinnovationengineson which the company’s intellectual capital is based. They help strengthen our skills and capabilities, as well as develop our knowledge capital, and we usethemtocreate,acquireandmanagekey assets for offering integrated services to clients.

Thus,adifferentiatedrangeofexclusivepatented projects, proprietary processes and methods and the talent of hundreds of thousands of highly experiencedpeopleallowustoprovideour clients with a high-value-added service.

To protect Accenture’s intellectual property, we take into account patent

law, trade secrets, copyrights, trademarks, andcontractualagreements.Likewise,our internal policies respect the intellectual property rights of third parties, such as our clients, partners, suppliers and others.

One way to enrich this capital while, at the same time, making it easier to overcome the challenges of a changing market,istoinnovate.Inthisregard,theInnovAcción(InnovAction)PrograminSpainenablesustodevelopnewsolutions to help our business, our clients’ businesses, and the businesses of other stakeholders adapt to the new environment and lead the new era.

intellectual Capital

AccENTuRE HAs six mAiN cApiTAls for creating and preserving value.




relationship CapitalAsstatedintheIIRC’sInternational<IR>Framework,relationshipcapitalconsistsof“theinstitutionsandrelationshipswithin and between communities, groups of stakeholders and other networks, and the ability to share information to enhance individual and collective well-being.”Thiscapitalincludes“sharednorms, and common values and behaviors;keystakeholderrelationships,and the trust and willingness to engage that an organization has developed and strivestobuildandprotectwithexternalstakeholders;[and]intangiblesassociatedwith the brand and reputation that an organizationhasdeveloped.”

Inthisregard,itisveryimportantforAccenture to build and maintain sturdy bridges that foster relationships of trust with both current and potential stakeholders. Thus, creating value for all our stakeholders and for society at large, and thereby promoting the development of our relationship capital, is one of the mainobjectivesofAccentureSpain’sCorporate Responsibility Master Plan.

To this end, we forge relationships with clients based on trust. We earn the loyalty of our investors and shareholders by holding ourselves accountable to them. We establish ties with our professionals that we continue to nurture, through regular contact with our alumni, even once our contractual relationship with them has ended. We find common ground with our suppliers in order to join forces. We have created an innovative ecosystem that connects groups that need each other but have not previously interacted. We collaborate with the most important institutions in the country. And, finally, we look out for the most disadvantaged and for those that help them through the Accenture Foundation.

More information in the section “...ContributingValueBasedonOurValues”Financial Capital

natural Capital

Accenture has always stayed true to the principle of maintaining the necessary profitability to ensure the sustainability of the business, remain an attractive investment, and deliver value to shareholders.

AccentureislistedontheNewYorkStockExchange.Consequently,oneofitsmainresponsibilities is to create economic

ThroughitsEnvironmentalManagementSystem,whichencompassesallprocessesand good practice that could have an impact on the environment, our company integrates respect for the environment and programs to reduce our environmental impact into its daily operations. Moreover, with a view to preserving the natural capital that we have inherited and that we must pass on

value in the short, medium and long term. Moreover, our company uses its financial resources not only to provide services, but also to make the necessary investments to maintain the value of the rest of its capitals.

to future generations, Accenture is committed not only to reducing its own carbon footprint, but also to raising awareness among its stakeholders.

More information in the chapter “CommitmenttoOurShareholders”

More information in the chapter “CommitmenttotheEnvironment”

human CapitalHuman capital is a key asset for any consulting firm, as its sustainability and positioning depend on it. Accenture strives to ensure that its business and human resource strategies are perfectly aligned in order both to be able to meet newbusinessrequirementsandtoanticipate future market scenarios. That is why we focus on recruiting and retaining the best talent, offering competitive and differentiated careers and training, promoting ethics and equalopportunity,advocatingdiversityand inclusion, facilitating dialogue, and increasingflexibilityandpersonalwell-being for our employees.

We are aware that our company owes itsprestigetothetalent,experience,

skills and motivation of the hundreds of thousands of people who have chosen – and continue to choose – to pursue their careers at Accenture.

More information in the chapter “CommitmenttoOurPeople”



•Suppliers:assessment of supplier expectations,brokendownbysizeandindustry.

•Industry: study of the demands, risks and opportunities posed by the market in which companies like Accenture operate.

•Competitors:interpretation of the performance and challenges facing the competition.

•Socialopinionleaders: identification of the trends in corporate responsibility being set by social opinion leaders.

The accompanying figure shows the aspectsfromtheGRIlistthatmetthemateriality threshold because they were deemedtohavesignificantimpacts(bothpositiveandnegative)andwereconsidered to be important for at least one main stakeholder group. All of these aspects were included in this report.

Laborpracticesand decent work• Employment• Labor/managementrelations• Occupationalhealthand

safety• Trainingandeducation• Diversityandequal

opportunity• Equalremunerationfor

women and men• Supplierassessmentfor

labor practices• Grievancemechanisms

Human rights

• Investment• Non-discrimination• Freedomofassociationand

collective bargaining• Grievancemechanisms

Society• Localcommunities• Anti-corruption• Anti-competitivebehavior• Compliance• Supplierassessmentfor

impacts on society• Grievancemechanisms

Product responsibility• Marketingcommunications• Customerprivacy• Compliance

1.3. .... Contributing value based on our values

MaterialityInfiscal2014,weonceagainconductedour annual materiality study of the reporting period in order to identify and prioritize those significant aspects of the currentsocioeconomiccontextthatcould threaten the company’s sustainability. To this end, the study looked at those aspects that could affect the viability of Accenture’s business, its marketpositionoritsreputation.Inotherwords, it looked at those issues that, if ignored,couldhaveconsequencesforone or more stakeholders.

AccentureinSpain’sCorporateResponsibilityUnitanalyzesandinterprets the results of the materiality study,stakeholderexpectations,thepositive and negative impacts of the business, market trends and industry opportunities, and regularly shares its findings with the company’s senior management, thereby ensuring that they inform the company’s decision making and strategic planning processes. This process includes the review, updating and prioritization of the programs and actions carried out in relation to the seven commitments undertaken in AccentureinSpain’sCorporateResponsibility Master Plan.

We also followed the steps for identifying relevant aspects and topics, prioritizing them to determine their materiality, and validating the outcomes when defining the content of this report and deciding how much coverage to give toeachaspect.Followingitspublication,

the report will be reviewed in order to beginworkonthenextcycle,atalltimesinaccordancewiththeGRIprinciplesrelatedtoeachstep:sustainabilitycontext,materiality,completeness,andstakeholder inclusiveness.

The process begins by identifying which aspects and topics are relevant for Accenture, taking into account both our comprehensive focus on sustainability and their potential influence on our main stakeholders.Inadditiontotheconsiderations regarding both factors discussed in this chapter, we used the list ofGRIindicatorsasabaseline,addingrelevant topics for our capitals, as well as emerging issues that must be addressed now because they will become important over time.

Once the preliminary list of aspects had been drawn up, an evaluation was performed to determine each one’s relevance, a key step in order to begin the prioritization process. We added new stakeholder inclusion mechanisms in order to enrich the process of determining the influence that each aspect has on our various stakeholder groups’ assessments and decisions in relation to the importance of their economic, social and environmental impacts.

Once again, processes aimed at engaging the senior managing directors of each industry group were added to the traditional processes of engaging our

clients, professionals, shareholders, suppliers, etc. At the same time, AccentureinSpain’sCorporateResponsibilityUnitanalyzedallofthedata obtained and, in light of factors such as the probability and severity of the impact, the risks and opportunities involved, long-term performance, and the influence on competitiveness, determined the importance of the economic, social and environmental impacts.

Inthismaterialitystudy, special attention was given to information from the followingsources:

•Clients:analysis of client concerns and expectationsbyindustry.

•Managingdirectorsresponsibleforeachindustry: review of relevant aspects for clients by industry.

•Professionals: professionals’ level of satisfaction, with the possibility of analyzing its evolution and breaking it down by professional category, company, group, geographical location, etc.

•Investorsandshareholders: analysis of thecommentsandquestionsregardingthequarterlyandannualfinancialinformation that Accenture reports and publishes.

• Economicperformance• Marketpresence• Indirecteconomicimpacts• Procurementpractices

• Materials• Energy• Emissions• Productsandservices

• Compliance• Supplierenvironmental

assessment• Grievancemechanisms

• Attractionandretentionoftalent

• Innovation• Businessexcellence

• Informationsecurityanddata privacy

• Intellectualproperty• Emergingbusinesses

(G4-18, G4-27) (G4-18, G4-19, G4-27)

eCoNoMiC ASPeCtS

eNViRoNMeNtAL ASPeCtS

SoCiAL ASPeCtS

otheR MAteRiAL ASPeCtS

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Stakeholder inclusivenessDeliveringvaluetoallstakeholdersandthereby contributing to the sustainable development of the societies in which we operate is one of the main objectives of our company’s Corporate Responsibility MasterPlan.Inkeepingwiththisapproach, Accenture establishes strong relationships based on trust with each stakeholder that allow us to provide real value to each one.

This way of doing things reflects the desire Accenture has always had to establish and maintain two-way communication channels with stakeholdersforthedualpurposeof:first, gaining insight into each group’s perception of our company’s economic, social and environmental performance and, second, identifying each stakeholder’sconcernsandexpectationsso that they can be efficiently addressed and borne in mind in decision-making processes.

Accenture’s stakeholders comprise all those people or groups who could influence our business or be affected by our actions and decisions. Thus, following acomprehensiveinternalandexternalanalysis, we have concluded that our clients, professionals, shareholders and suppliers are our main stakeholders, as they are the groups most able to influence our business in the short and long term. The full classification is reviewed every year and is updated wheneverthesocioeconomiccontextsorequires.

Spain’sCorporateResponsibilityUnitisresponsible for defending each stakeholder’s interests. To this end, it both maintains direct contact with various stakeholders, such as individual clients from each industry and members of each professional category, and works with representatives of the different segments to gain greater insight into eachone’sexpectations.Moreover,inorder to ensure that the report includes the information that all of Accenture’s stakeholdersexpectittoprovide,representatives of each group participated in the preparation and verification process.

Likewise,tobetterunderstand,manageand address the concerns of all our stakeholders, for another consecutive year we have taken into account the three principles of the AccountAbility PrinciplesStandard(AA1000APS2008)standard:inclusivity,materialityandresponsiveness. These principles guided us in the process of engaging with representatives of all stakeholder groups toensurethateachgroup’sexpectations,interests and concerns were addressed and resolved.

This corporate responsibility report offers a review of Accenture’s achievements, challenges and commitments in the field ofsustainability.Itismoreoverintendedto help ensure accountability to our stakeholders with regard to our economic, social and environmental performance.

The accompanying table shows the main communication channels used with our stakeholders.

The priority given to each aspect is based on the number of stakeholder groups that rated it and the size of its impacts. Itsimportanceisreflectedinthelevelofcoverage it receives in the report.

At Accenture, we understand that material aspects can have an impact both inside and outside the organization. This is because any impact that might initially seemtobesolelyexternalultimatelyaffects the pride of ownership and productivity of our internal stakeholders, just as any impact that might initially seem solely internal ultimately affects the company’s profitability and image, whicharekeyfactorsforourexternalstakeholders.

Once the list of material aspects had been defined, the validation process began with a view to assessing how to convey the company’s economic, social and environmental performance to its different stakeholders in a reasonable

andbalancedway.AccentureinSpain’sCorporate Responsibility Committee, chaired by the country managing director ofAccentureSpainandmadeupofthemanaging directors responsible for each industry, contributed its views in this stage of the process.

Uponcompletionofthevalidationprocess, the material aspects had to be transformed into basic content in a way that ensured stakeholder inclusiveness. To this end, we also took into account theGRIprinciplesofbalance,comparability, accuracy, timeliness, clarity andreliabilitywithregardtothequalityof the information reported.

Finally,oncethereporthasbeenpublished, an internal review process will belaunched.Inthepast,thisstephasbeen of great help in adapting the list of material aspects to changes in both the market and our various stakeholders’ priorities in terms of sustainability.

Specialemphasiswasgiventotheviewsof the managing directors of each of the five industries, in keeping with the firm commitment to align the Corporate Responsibility Master Plan even more closely with the business.

(G4-18, G4-19, G4-20, G4-21, G4-27) (G4-24, G4-25, G4-26)

The materiality study helps to ALigN oUR CoRPoRAte ReSPoNSiBiLitY effoRtS with the BUSiNeSS, allowing us to identify market threats and opportunities.

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• Spaincorporateresponsibilityreport.• Thewww.accenture.es website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Internalsocialmedia:YammerandTheStream.• InternalAccentureportals.• Regularcorporatecommunication:newsletter,webcastsande-mails.• Regularinternalmeetings:committees,internalevents,breakfastswithmanagement,etc.• Employeesatisfactionsurvey(EngagementPulseSurvey).• Mentoringandperformancemonitoringprogram.• Communities.• Employeeforums.• Initiativesandcoursesaimedatfosteringprideofownership.• Specifice-mailforourprofessionals.

Professionals

• Spaincorporateresponsibilityreport.• Thewww.accenture.com website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Regularfinancialreports.• Quarterlywebcasts.• Shareholder,investorandfinancialanalystrelations.• Activeparticipationinexpertandspecializedforums.• U.S.stockmarket.• Advertisingandmedia.• Specifice-mailforshareholders.

Shareholders

• Spaincorporateresponsibilityreport.• Thewww.accenture.com website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Vendorportal.• Specificsuppliersustainabilityquestionnaire.• Directcommunicationandface-to-facemeetings.• Advertisingandmedia.• Specifice-mailforsuppliers.

Suppliers

• Spaincorporateresponsibilityreport.• Thewww.accenture.es website.• TheAccentureFoundationwebsite(www.fundacion.accenture.com).• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Organizationandparticipationinvariousforums,meetings,conferences,seminars,etc.• AdvisoryBoard.• Regularmeetingsanddirectcommunicationwithvarioussocialorganizations.• Outsidepublications.• NGOwebsites:Seres,CompromisoyTransparencia,Hazloposible,etc.• ArticlesinthejournalOutlook.• AccentureFoundatione-mail:[email protected].• Dedicatede-mail:[email protected].

Social organizations

• Spaincorporateresponsibilityreport.• InnovAction yearbook.• Thewww.accenture.com website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• UniversidadAutónomadeMadrid(UAM)-AccentureChairAwards.• UniversidadPolitécnicadeMadrid(UPM)businessstart-upprogram.• OnlineSchoolofCreativeThinkingandInnovation.• Innovation Times newsletter.• Initiativestoconnectlargecompanieswithinnovators:Pasion>ie,InnovationMarketplace,ICEA

SegurosAwards,CSRtowardEntrepreneurs,etc.• Organizationandparticipationinvariousevents,forums,conferences,seminars,etc.• Publications,mediaandadvertising.• Dedicatede-mail:[email protected].

innovative ecosystem

Recruits

Alumni

• Spaincorporateresponsibilityreport.• Thewww.accenture.es website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Clientsatisfactionmanagement.• ThejournalOutlook.• Directcommunicationwithprojectmanagersandtheirteams.• Organizationandparticipationinvariousforums,meetings,breakfasts,conferences,seminars,etc.• Participationinbusinessinstitutionsandindustryassociations.• Digitalmailings:e-cards,newsletters,studies,etc.• Physicalmailings:studies,Christmasbook,etc.• Mediaandadvertisingpresence.• Specifice-mailforclients.

Clients

• Spaincorporateresponsibilityreport.• Thewww.incorporate.accenture.com website.• Face-to-faceactivitiesatuniversitiesandouroffices.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Newsletters,e-cardsandregularblogs.• Jobsites:Infojobs,JobandTalentandGonway.

• Spaincorporateresponsibilityreport.• Thewww.accenturealumni.com website.• Socialmedia:Facebook,LinkedIn,Twitter,YouTubeandGoogle+.• Annualface-to-faceeventsinMadrid,Barcelona,Bilbao,ValenciaandSeville.• Quarterlynewsletterandmonthlyupdates.• ThejournalOutlook.

MAINCOMMUNICATIONCHANNELS

(G4-24) (G4-24)




http://www.accenture.com/



http://www.fundacion.accenture.com/

mailto:[email protected]


http://www.accenture.com



http://www.incorporate.accenture.com

http://www.accenturealumni.com



CoMMitMeNt to oUR CLieNtS

Accenture’s commitment to clients is aimed at achieving optimal results today while remaining true to its commitment to sustainable development in order to ensure evenstrongerresultstomorrow.Throughbusinessexcellenceandadifferentiatedproposalthatintegratesvariousareasofexpertiseintoaunique,tailoredvalueproposition,ourcompanyisabletomeettheneedsofbothexistingandpotentialclients. With one eye always on the future, we turn today’s market trends into opportunities and benefits for our clients, who are our reason for being.

CoMMitMeNt to oUR PeoPLe

Having the best people is essential to ensuring that clients continue to place their trustinAccenture;itishowthecompanycanmaintainitscurrentlevelofprestige.Human resource management is therefore key to business sustainability. Based on thisconviction,Accenturestrivestoofferauniqueandinnovativevaluepropositionto our professionals, to be an attractive option for new recruits, and to maintain close ties with everyone who has ever been part of our big family. Moreover, its ability to createqualityjobshasallowedittobecomeaschoolforprofessionalsthatcontributes to the sustainable development of the societies in which it operates.

With the aim of fostering responsible behavior at all levels of the organization and integrating the principles of sustainable development into all areas of the company, the Corporate Responsibility Master Plan brings together and organizes all Accenture’s commitments to its stakeholders.

This plan coordinates the goals voluntarily undertaken by Accenture Spainandconsistsofvariousprogramsthat are launched and prioritized based

Corporate responsibility Master planon both the performance indicators and the findings of the annual materiality studyandstakeholderexpectationsanalysis.Itisthusanrenewedplanthathas been regularly updated since it was first approved.

This report is structured in accordance with the Master Plan and covers the approach toward, challenges posed by and initiatives undertaken in relation to each of Accenture’s seven commitments to stakeholders, all under the umbrella of ethics and in compliance with a series of

policiesthatrequireustoactwithintegrity.

As a result of the various programs carried out in relation to each commitment to our stakeholders, Accenture has proven itself to be a company that supports its clients when they need innovative solutions, works for its shareholders when they demand results, promotes the development of its professionals, joins forces with its suppliers, and acts on its concerns for the most disadvantaged and respect for the environment.

(G4-2) 2014 Report 2120 www.accenture.es



CoMMitMeNt to the eNViRoNMeNt

Today, environmental stewardship is essential for any company that aspires to be sustainable, including Accenture. That is why we have made raising environmental awareness among stakeholders, implementing programs to minimize our environmental impact, and promoting the rational use of resources part of our daily operations. This attitude is further proof of the responsibility we feel to future generations. Accenture’s commitment to the environment is embodied in its EnvironmentalManagementSystem.

CoMMitMeNt to oUR SUPPLieRS

Inordertobuildanetworkofqualifiedsupplierswhoembraceourvaluesandprinciples, Accenture undertakes to promote its corporate responsibility criteria across the supply chain, thereby nurturing the adoption of ethical, social and environmental best practices throughout the entire supplier network.

Accenture’s goal is to be both a responsible buyer that invests in companies with good ethical, social and environmental performance and a sustainable client that strivestodelivervalueacrossthesupplychain.Investinginsuppliersthatshareourvalues and principles moreover helps us avoid risks to our reputation that might affectourpositioningasaresponsiblecompany.ItmoreovercontributestoeconomicandsocialdevelopmentinSpainbysupportinglocalsuppliers.

CoMMitMeNt to SoCietY

Withaviewtomakingourdesireto“helpthosewhohelp”areality,theAccentureFoundationprovidesanoutletforourprofessionals’socialconcerns.UndertheumbrellaoftheglobalSkillstoSucceedinitiative,itplacesspecialemphasisonsocialorganizations that focus on providing disadvantaged people with education and training as a means of achieving financial independence.

Our ongoing cooperation with the country’s leading academic, business and cultural institutions further strengthens our commitment to promoting economic and social progressinSpain.Allofthisallowsustocontributetothesustainabledevelopmentof the society we are part of.

CoMMitMeNt to iNNoVAtioN

Accenture’s clear orientation toward customer satisfaction and professional achievementhasledittoviewinnovationastheessenceofitsbusiness.Innovationpermeates the entire ecosystem in which our company operates and is thus both one of our hallmarks and a guarantee of competitiveness and sustainability. Through innovation, Accenture transforms ideas into real value.

CoMMitMeNt to oUR ShARehoLdeRS

Any publicly traded company that aspires to be sustainable must maintain the necessary profitability to ensure business sustainability and be an attractive investment. Accenture’s efforts to create value for shareholders increase our company’s market value, giving rise to a virtuous cycle. The combination of efficient and responsible management of resources and capitals with principles of transparency and financial ethics has earned our company the backing of investors and shareholders alike.



•CompensationCommittee.Among other things, its functions include issues relating to the compensation of Accenture’s officers, administration of the company’s benefit plans and board compensation.

•FinanceCommittee. ItoverseesAccenture’s capital structure and corporatefinanceactivities;sharerepurchasephilosophyandstrategy;treasury function and financial risk management;pensionplanmanagement;majoracquisitions;andinsurance plans.

•NominatingandGovernanceCommittee. Itisresponsiblefordefining corporate governance principles, including assessing candidates and managing the nomination process.

Accenture’s corporate governance, whose flexiblestructureallowsittoleveragebroadinternalandexternalexperience,places special emphasis on fostering an ethical environment and relationships of trust with each stakeholder and on ensuring compliance with the legal and regulatoryrequirementsineachofthecountries in which Accenture operates, as well as with internationally agreed standards.The“Corporate Governance”section of the website www.accenture.com offers detailed information on the

company’s highest governance body, as well as on the committees responsible for ensuring the transparency and integrity of Accenture’s management and on the conductofitstopexecutives.

Finally,becauseAccentureisaglobalcompanylistedontheNewYorkStockExchange,alloftheresponsibilitiesrelated to corporate governance affect thecompanyatthegloballevel.Itthusfalls to each global manager to convey to the local teams the guidelines to be implemented by geographical region and country.

More information on the Audit Committee at www.accenture.es/comite-auditoria

More information on the Compensation Committee at www.accenture.es/comite-compensacion

MoreinformationontheFinanceCommitteeatwww.accenture.es/comite-financiero

MoreinformationontheNominatingandGovernance Committee atwww.accenture.es/comite-nombramiento

Accenture’s corporate governance model ensures that, at the global level, all aspects of its business are guided by the highest standards of ethics and integrity at all times. To this end, a number of guidelines and policies define everything from the basic principles governing senior management decision-making to the functions, composition and performance of the highest governance body and its committees.

Accenture’s Corporate Governance

Accenture’s highest corporate governance body worldwide is the Board ofDirectors,whichisresponsiblefordesigning, implementing and transparently controlling the company’s strategy, operations and management, as well as for overseeing the company’s senior management, to whom it has delegated the authority to manage the company’s day-to-day operations. Most ofitsmembers,33%ofwhomarewomen, are outside independent directors from the global business world. At the close of this edition of the report, oftheBoard’s11members,onlythechairmanandCEObelongedtoAccenture.

The board members’ skills and characteristics are periodically reviewed in order to adapt them to current marketdemands.Theyareexpectedtopossess the highest levels of integrity, be open and forthright, and develop a deep understanding of the company’s businessinordertobeabletoexercisejudgment and courage in fulfilling their oversight responsibilities. They are moreoverexpectedtoembracethecorporate culture and values.

Additionally, they must keep abreast of issues affecting the company and its business, as well as become familiar with Accenture’s organization, management team and operations, in connection to the discharge of their responsibilities.

All members of the Board, whether they are Accenture professionals or independent from the organization, must act in accordance with the company’s CodeofBusinessEthics,whichincludesstrict adherence to Accenture’s policies regarding conflicts of interest, confidentiality, and ethical conduct.

The Board’s main functions, performed jointly with its committees, include the following,amongothers:

•Toreviewandapprovethestrategicand financial plans for achieving the company’s medium- and long-term success.

•Toassesstheimplementationofplans:their progress or any changes made to theminresponsetoevolvingexternalbusiness conditions.

•Toevaluateandsetthesalaryandcompensation for the chairman and CEOandtheotherexecutiveofficers.

•Toidentifyandanalyzethemainrisksfaced by Accenture and develop suitable strategies to address and manage them.

•Toreviewandapproveanychangesneeded for proper management of the business.

•Tocertifythatthefinancialinformation published by Accenture is reliable and complete and that it complies with both current law and the company’s ethical commitments.

TheBoardofDirectorsismadeupofthefour standing committees described below:

•AuditCommittee.Itsfunctionsandresponsibilities include oversight of Accenture’s:accountingandreportingpractices, controls and financial statements;legalandregulatorycompliance;auditorqualificationsandindependence;andinternalauditfunction.

1.4. A reliable Management Model

(G4-34, G4-39, G4-41, G4-42, G4-43, G4-LA12) (G4-34, G4-41, G4-42, G4-43, G4-LA12)



https://www.accenture.com/us-en/company-principles


http://www.accenture.es/comite-auditoria

http://www.accenture.es/comite-compensacion

http://www.accenture.es/comite-financiero

http://www.accenture.es/comite-nombramiento


(G4-2, G4-14) (G4-2)

–Foreignexchangerisk.Becauseitoperatesinaninternationalcontext,Accentureisexposedtoforeignexchangeriskarisingfromtransactions denominated in foreign currency,especiallyU.S.dollars.Foreignexchangerisksarehedgedand managed by the responsible department.

•Reputationalrisks.Because it is a responsible company, Accenture requiresallofitsprofessionalstoknowand follow its anticorruption compliance program and specific businesspractices.Likewise,thecompany has put into place preventive policies and procedures that allow it to anticipate,manageandcontrolrisks.Inthis regard, as a company that aims to be sustainable and durable, Accenture places great importance on anticipating and preventing all forms of reputational risk and corruption.

•Economicrisks.The socioeconomic uncertainty pervading the markets has eroded business confidence. As a result, clients are prioritizing cost reduction to ensure the sustainability of their businesses and postponing their investments in innovation and new technologies, which can lead to the termination of contractual relationships. As a result, Accenture’s success hinges on striking the right balance between the most efficient and innovative solutions and what our clients need and demand.

Accenture’sLegalteamplaysakeyroleinthis approach to building a strong and reliable organization based on risk management through its primary functions of supporting the business, minimizing risk and ensuring compliance withthelawandcompanypolicies.Legalprevents and avoids situations that could threaten the organization’s sustainability anddurability.Specificattentionshouldbe called to its commitment to fighting all forms of corruption, including extortionandbribery,towhichenditestablishes the company’s anticorruption policiesandCodeofEthics.

AccenturealsofollowstheOECD’sGuidelinesforMultinationalEnterprises,asdetailedinAppendix6ofthisreport.

risk identification and Management

This process begins at the global level withtheBoardofDirectors,whichisresponsible, both directly and through its standing committees, for overseeing risk management across the company.

Moreover, the Chief Operating Officer is responsible for coordinating the enterpriseriskmanagement(ERM)program, which is designed to identify, assess and manage the company’s risk exposures.

Underthisprogram,Accentureidentifiesits material operational, strategic and financialrisks;evaluatestheexpectedimpact of each one, should it occur, the likelihood of its occurrence, and the effectiveness of the company’s risk mitigationstrategy;anddevelopsplansto monitor, manage and mitigate these risks. Moreover, with a view to overseeing specific areas of the company’s risk management,theBoardofDirectorsreceivesquarterlyreportsfromthechairsofeachofitscommittees:

•AuditCommittee. The Audit Committee reviews both the company’s guidelines and policies on risk assessment and management and its major financial riskexposures,alongwiththemonitoring and control of these exposures.

•CompensationCommittee. The Compensation Committee reviews and discusses with management the company’s compensation policies and practices and management’s assessment of whether any risks arising from such policies and practices are reasonably likely to have a material adverse effect on the company.

•FinanceCommittee.TheFinanceCommittee reviews and discusses with management the various financial risks facing the organization, from foreign exchangeratestoliquidity-relatedrisks,majoracquisitions,andthecompany’s insurance and pension exposures.

•NominatingandGovernanceCommittee. TheNominating& Governance Committee evaluates the overall effectiveness of the Board, with special focus on the most critical issues and risks.

As a result of the importance that Accenture places on risk management, it has come to be conceived of as a process of identification, control, management and continuous improvement. To this end, we have mapped the risks related to our company’s business operations worldwide:

•Businessandoperationalrisks.Inrecent years, the highly competitive and ever-changing market in which Accenture conducts its business has led it to focus its strategy and investment efforts on enhancing its

ability to develop and implement strategy, consulting, digital, technology and operations services and solutions that anticipate and keep pace with clients’demandsandneeds.InSpain,very competitive average cost levels, the high degree of specialization, and Accenture’srecognizedexperienceinthe market all help to ensure a very highlevelofqualityandreliabilityintheexecutionofclients’projects,whichis the best guarantee of our company’s positioning.

•Financialrisks. Inthisarea,thefollowingaspectsstandout:

– Market risk and cash flow and fair value interest rate risks. Accenture has no significant interest-bearing assets;theincomeandcashflowsfrom its operating activities are thus largely independent with regard to changes in market interest rates. The interest rate risk stems from long-term outside resources.

– Credit risk. This type of risk results fromcashandcashequivalents,deposits with banks and financial institutions,andcreditexposuretoclients, including outstanding receivables and committed transactions.

One mission of Accenture’s Corporate Responsibility Master Plan is to ensure the business’ssustainability.Therefore,anticipatingrisksandtakingthesubsequentmanagementactionsrequiredtoavoidthemareamongthemostimportantissuesfor the organization to take into account.

–Liquidityrisk.Prudentmanagementofthisriskrequiresmaintainingsufficient cash and marketable securities, the availability of funding fromanadequateamountofcommitted credit facilities and the ability to close out market positions. Cash flows from operations, borrowing capacity under various credit facilities and available cash reserves are the main sources of liquidityrisk.




1.5. ... Without Sacrificing our principles

AtAccenture,wefollowourownuniqueanddistinctiveapproach.Itishowweinnovate, collaborate, work and deliver value to all our stakeholders, and it is groundedinourcorevalues,sharedbusinessethicsandexactingperformancestandards.

Running our business this way is more thanamereoperationalrequirement;itis the strategic and dynamic engine of oursuccess.Itallowsustoopenourdoors to businesses around the world, and it differentiates us in the eyes of increasingly demanding clients and society at large. Of course, it is also a form of protection for Accenture, for our brand, for our financial performance and for each of us.

Forallofthesereasons,ifthereisonearea in which we have a policy of zero tolerance, it is our commitment to ethics, which, for the eighth consecutive year, hasearnedusaplaceintheEthisphereInstitute’srankingoftheWorld’sMostEthicalCompanies.

our Statement of Commitment: Accenture’s Code of business ethics

Accenture’s ethics program is included in itsCodeofBusinessEthics,whichestablishes an ethical framework for expectedbehaviorsineverythingwedo:from serving our clients and running our business to further enhancing our company’s brand, reputation and transparency.

OurCodeofBusinessEthicsisbasedonAccenture’ssixcorevaluesandreinforcesand promotes our culture of regulatory compliance, ethical conduct and responsibility. Our core values shape the group’s culture and define the character of our company. They guide how we behave and make decisions. Acting with integrity and in compliance with the law isnotjustaboutdoingtherightthing.Ithas a tangible impact on our performance and reflects our company’s character to both our stakeholders and society as a whole.

TheCodeofBusinessEthicsexemplifieshow to put our core values into practice so that each of us can contribute to Accenture’s success, offering practical guidelines on how they apply to our everydayactivities.Through“actionstatements,”itdescribeswhatweshoulddo to comply with both the law and Accenture’s internal policies and practices. Itlikewiseshowshowtobearesponsiblecorporate citizen, emphasizing the importance of always striving to make a positive contribution to the communities in which we live and work.

OurCodeofBusinessEthics,whichistranslatedin19languagesandcanbefound on our global website, applies to all Accenture professionals, as well as to

all outside professionals who work at the company or on its behalf in any country.

AccentureSpainhasbeengovernedbyits core values for fifty years. The Code ofBusinessEthicsasweknowittodaywasdevelopedin2001,coincidingwiththecompany’slistingontheNYSE.

our business ethics: A Shared Commitment

While Accenture’s commitment to its core values and ethical conduct is very important, the personal involvement of each of our professionals is essential to making this commitment truly effective.

Inthisregard,toensureknowledgeandunderstanding of the Code of Business Ethics,eachyearacomprehensivemandatory training plan is defined at the globallevel.Morethan25differentcourses cover various areas and aspects of the Code and, through a highly practical approach, help our professionals understand how to behave in accordance with both the Code and our core values in specific real-life situations.

The following parties are responsible for monitoringsuchinvestigations:

•TheEthicsandComplianceOfficer,whois tasked with ensuring the proper functioning of the assistance and reportingmechanisms.InSpain,thispersonmoreoverchairstheEthicsandCompliance Committee.

•TheEthicsandComplianceCommitteeinSpain,whichmeetsatleastonceamonth to study and process the reports received, making the necessary decisions in each case.

AccentureSpain’sEthicsandComplianceCommittee’saccumulatedexperienceallowsittoactexofficioaswelland,where necessary, to launch investigations even when no complaint or report has been received.

We will continue to work tirelessly to ensure compliance with our Code of BusinessEthicsandrespectforourcorevalues with the same commitment and, if necessary, redoubled efforts, for, as our chairmanandCEOhassaid,everythingtodowithethicsisbothextremelyimportantandextremelyserious.

Tothisend,in2014,96.5%ofAccentureSpainprofessionalscompletedEthicsandCompliancecourses,equaltoatotalof19,600hoursoftraining.

Inadditiontothetrainingcourses,withaview to further reinforcing the main messages and aspects covered by the CodeofBusinessEthics,allprofessionalsregularly receive the Decision Point newsletter, which underscores how to handle certain decisions through real-life examples.

Finally,thesubjectofethicsisalwaysaddressed in the different face-to-face sessions held with employees throughout theircareers:theissueisaddressedbyAccentureSpain’sEthicsandComplianceOfficer himself at the welcome sessions for new recruits and is also covered in the face-to-face celebration and training sessions for the annual promotions to the different professional categories.

With proactive Management tools

Accenture has several internal and externalmechanismsforseekingadviceand reporting concerns in the area of ethics.Inthisregard,weencourageourprofessionalstoexpressanydoubtstheymay have through a variety of channels, such as their supervisor, their career counselor or a member of the management team, or through Human ResourcesorAccenture’sLegalDepartment.

We are convinced that by giving sufficient importance to voicing opinions and raising concerns, we can create a stronger Accenture for future generations.

Moreover, Accenture has implemented a secure and confidential model for reporting suspected violations of our BusinessEthicsCode:

•Aglobalhelpline(BusinessEthicsLine),managed by an independent company, available24hoursaday,sevendaysaweek, which is accessible free of charge both by phone and online.

•Adedicatede-mailaddressforAccentureSpain’sEthicsandCompliance Officer, which offers a direct channel for clarifying doubts and reporting suspicious behavior.

All reports of potential violations of Accenture’s ethical values are treated anonymously, objectively and impartially. The company does not tolerate retaliation against employees who raise concerns or use the Business EthicsLineoranyotherchanneltoreport violations of Accenture’s ethical values or the law.

Moreover, Accenture undertakes to investigate potential violations of the CodeofBusinessEthicsandofitsinternal policies and to impose, where applicable, the corresponding sanctions on the offenders.

(G4-56, G4-DMA) (G4-56, G4-57, G4-58, G4-HR2, G4-DMA)



https://www.accenture.com/us-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Dualpub_18/Accenture-CoBE-Brochure-English-June-2015-pdf



ACCeNtURe’S CoRe VALUeS

CLient vALue CreAtion

Enablingclientstobecomehigh-performance businesses and creating long-term relationships by being responsive and relevant and by consistently delivering value.

one GLobAL netWork

Leveragingthepowerofglobalinsightrelationships, collaboration and learning todeliverexceptionalservicetoclientswherever they do business.

reSpeCt For the inDiviDuAL

Valuingdiversityanduniquecontributions, fostering a trusting, open and inclusive environment and treating each person in a manner that reflects Accenture’s values.

beSt peopLe

Attracting, developing and retaining the best talent for our business, challenging ourpeople,demonstratinga“can-do”attitude and fostering a collaborative and mutually supportive environment.

inteGrity

Being ethically unyielding and honest and inspiring trust by saying what we mean, matching our behaviors to our words and taking responsibility for our actions.

SteWArDShip

Fulfillingourobligationofbuildingabetter, stronger and more durable company for future generations, protecting the Accenture brand, meeting our commitments to stakeholders, acting with an owner mentality, developing our people and helping improve communities and the global environment.

Anticorruption

by law, its own internal policy and the policyoftheotherparty.Inthisregard,any gift or entertainment offered to a public official, commercial client, businesspartnerorotherpartymust:

•Servealegitimatebusinesspurposeand not be intended to confer an undue advantage on or improper influence over the recipient or Accenture.

•Beallowedbylaw.

•BeallowedunderAccenture’sinternalpolicies.

•Beallowedundertherecipientcompany’s internal policies.

•Bereasonableinamountandappropriate to the circumstances.

Additionally, in order to offer a gift or entertainment to a public official, prior approval must be obtained. There is both a limit on how often gifts may be offered (Accenturemayoffergiftsandentertainment up to five times in each twelve-monthperiod)andamonetarylimit(eachcountryhasspecificmonetarylimitsfordifferentcategories:breakfast,lunch, dinner, drinks, entertainment and gifts).

This program provides the basis for our commitment to combat all forms of corruption,includingextortionandbribery. To this end, we strongly encourage our professionals to report real or suspected violations of our policy, offering them multiple channels to do so, includingHumanResources,theLegalDepartmentandourBusinessEthicsLine,all of which can be used to report potential breaches of Accenture’s internal policies.Likewise,wetakethenecessarymeasures to ensure that whistleblowers do not face any type of retaliation.

Our internal compliance, training and awareness programs are designed to prevent, detect and remedy violations of our ethical code worldwide. Given Accenture’s global nature, we are aware that certain industries and locations pose greater risks. We moreover devote special attention and effort to our Compliance Program with a view to ensuring that all Accenture professionals comply with antibribery and anticorruption laws in all the regions and industries in which we conduct business. Accenture also follows theUN’sGuidingPrinciplesonBusinessand Human Rights.

Atthegloballevel,ourBoardofDirectorsand its standing committees are responsible for implementing our policy, while the general counsel and compliance officer both play very active roles in managing the final program. We moreover review our program annually, in order to identify and combat new risks.

At Accenture, we are aware of the serious consequencesofignoringtheriskofcorruption. Therefore, Accenture does not engage in any business practice that violatesitsAnticorruptionProgram;itdoes not make or take bribes or make questionablepayments;anditonlyoffersgifts and entertainment where allowed

Accenture has a zero tolerance policy for corruption and engages in continuous monitoring and enforcement of its internal policies and procedures as an integral part of its Corporate Governance Program.

(G4-56) (G4-SO4, G4-DMA) 2014 Report 3130 www.accenture.es



Among these commitments, attention shouldbecalledtothefollowing:

•Since2005,AccenturehasbeenincludedontheDowJonesSustainabilityIndexNorthAmericaandtheFTSE4Goodindex.

•Accenture,aglobalmanagementconsulting, technology services and outsourcing company, is a signatory to theUnitedNationsGlobalCompactand is a member of Global Compact Lead.Additionally,AccentureinSpainhasjoinedtheSpanishGlobalCompactNetworkinordertoreinforceourcommitmentatalocallevel.InfulfillmentoftheSpanishcommitmenttotheUnitedNationsGlobalCompactand the publication of the Communication On Progress(COP),this report details at the GC Advanced LeveltheprogressmadebyAccentureinSpainontheGlobalCompact’stenprinciples, in the areas of human rights, labor, environment and anticorruption.

•InadditiontoitscommitmenttotheUnitedNationsGlobalCompact,Accenture has endorsed the seven UNGCWomen’sEmpowermentPrinciples,promotedbytheUnitedNationsGlobalCompactandtheUnitedNationsDevelopmentFundforWomen(UNIFEM),amemberorganizationofUNWomen,withtheaimofpromotinggenderequalityinall

1.6. ... And Maintaining our Commitment to the Sustainable Development of Society

•Likewise,AccenturehasendorsedtheSpanishMinistryofEmploymentandSocialSecurity’sStrategyforEntrepreneurshipandYouthEmployment2013/2016,thesealforwhich bears witness to Accenture’s contribution to improving young people’s employability, increasing the qualityandstabilityofyouthemployment,promotingequalopportunity in the job market and fostering entrepreneurship.

As a result of this approach and these commitments, Accenture received variousawardsandrecognitionsin2014,a full list of which can be found in the “Recognition”section.

Accenture’s commitments to sustainable development take on concrete form through its compliance with the sustainability and corporate social responsibility requirementsofvariousinternationalbodies.

spheres:theworkplace,themarketplaceandcommunity.Inthisregard, Accenture has signed the Women’sEmpowermentPrinciplesCEOStatementofSupport,therebyfurtherstrengthening its senior management’s commitment in this area.

•AccentureisamemberoftheWorldBusinessCouncilforSustainableDevelopment,whichaimstocreateasustainable future for businesses, society and the environment.

•WearemembersoftheWorldEconomicForum’sPartneringAgainstCorruptionInitiative,whichbringstogether business leaders, international organizations and governments through a universal commitment to having a zero tolerance policy toward bribery and to developing, implementing and maintaining broad-based anticorruptionprograms.In2014,werecommitted to the initiative’s updated principles.

•Accenture’sMadrid Excelente seal, whichisbasedontheEFQMinternationalexcellencemodelandrecognizes companies committed to businessexcellence,corporatesocialresponsibility and client trust, was renewed in recognition of the company’s approach to business excellenceasthewaytoachievesustainable development.

We have a specific department for regulatory compliance that is responsible for the direct oversight of several areas of compliance, including anticorruption, antitrust law, personal data protection and ethics. Moreover, we have organizations that monitor compliance withallU.S.SecuritiesandExchangeCommission(SEC)regulatoryrequirementsrelatedtoexchanges,theinternal controls included in the Sarbanes-OxleyActandlocalregulatoryrequirements.

OurCodeofBusinessEthics,availableathttps://www.accenture.com/us-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Dualpub_18/Accenture-CoBE-Brochure-English-June-2015-pdf, prohibits Accenture employs from engaging in any type of bribery. Moreover, our internal policies and various specific procedures offer guidance on the selection and recruitment of third parties and the offering and acceptance of gifts.

Our main anticorruption policies are as follows:

•Policy 0150 (gifts and entertainment). This policy aims to promotecompliancewiththeForeign

CorruptPracticesAct(FCPA),theUKBriberyAct2010,thelawspassedtoimplement the Convention on CombatingBriberyofForeignPublicOfficialsinInternationalBusinessTransactions(“Anti-BriberyConvention”)adoptedbytheOrganizationforEconomicCooperationandDevelopment,theUNConventionagainst Corruption, similar laws in many countries that prohibit bribery and corruption, and Accenture’s Code ofBusinessEthics.

•Policy 1327 (Business intermediaries). This policy aims to prevent third-party business intermediaries from making bribes on behalf of the company.

(G4-15, G4-16) 2014 Report 3332 www.accenture.es







2.1. Global business Model

2.2. Accenture Global Delivery network

2.3. Alliances 2.7. recognition

2.6. the Most up-to-date practical thinking

2.5. information Security and Data privacy

2.4. business excellence

02Commitment tooUR CLieNtS

Accenture’s commitment to clients is aimed at achieving optimal results today while remaining true to its commitment to sustainable development in order to ensure even stronger results tomorrow. through business excellence and a differentiated proposal that integrates various areas of expertise into a unique, tailored value proposition, our company is able to meet the needs of both existing and potential clients. with one eye always on the future, we turn today’s market trends into oPPoRtUNitieS ANd BeNefitS foR oUR CLieNtS, who are our reason for being.

(G4-DMA) 2014 Report 35


34 www.accenture.es



industries / operating groups

Accenture’sfourgrowthplatforms(Strategy,Digital,TechnologyandOperations),togetherwiththenewly-createdConsultingplatform, each with specific skills, capabilities and assets, draw on ourextensiveexperiencewithindustryleadersworldwidetodeliverintegrated services and solutions to our clients in each of the five market sectors we serve.

2.1. Global business Model

growth Platforms

Accenture’suniquevalueliesinourCOMMITMENTTOOURCLIENTS’PRESENTANDFUTURERESULTSandtoensuringtheirsustainabilitythroughfivekeystrengths:

• Trust-basedrelationships.• Industry-specificexpertise.• Technologicalleadership.• Globalreach.• Operationalexcellence.

(G4-4, G4-EC7)

Accenture Strategy

Accenture Consulting*

Accenture digital

Accenture technology

Accenture operations

* AccentureConsultingwascreatedinfiscalyear2015.

RESOURCESFINANCIALSERVICES

HEALTH&PUBLICSERVICE

PRODUCTSCOMMUNICATIONS,MEDIA& TECHNOLOGY




We leverage our technological, creative, strategic, analytics and operational capabilities to be a global provider of professional digital services. To this end, we draw on our digital-native talent, our newacquisitionsinSpainandabroad,and our own technology platforms and assets, as well as our worldwide ecosystemofalliancesandpartners.InrecentyearswehaveacquiredNeoMetrics(advancedanalyticsandmachine-learningappliedtobigdata)andFjord(servicedesignconsultancyandcustomerexperiences).

Our service portfolio is organized into the following three main areas.

Digital Customers, Channels and Markets

This area includes the definition of strategies, services and online and offline customerinteractions;digitalmarketingtodrivegrowthandcustomerretention;mobile development and marketing agencyservices;digitalcontent

productionandmanagement;socialnetworks;webanalytics;bigdataandadvancedanalyticalmodels;digitalbusinessintelligence;digitalloyalty;anddigital consumer services, including virtual assistants and the implementation and operation of digital ecosystems.

Digital enterprise

We help define organizational models both to support traditional companies in their digital transformations and to facilitate the transition to a more digital culture. We plan the implementation of digital transformation initiatives and measures;implementandmanagemobility solutions to enhance the efficiency of both sales forces and field

This growth platform delivers end-to-end services to businesses and governments around the world in order to offer new digitalexperiencestocustomers,citizensandprofessionalsalike. What’s more, it does so on a global scale, thanks to AccentureDigital’sglobalnetworkofmorethan23,000professionalsin49countries.

Learn more about Accenture Digital Spain at www.accenture.es/digital (inSpanish)

technicians;usebigdataandanalyticsplatforms to streamline internal production, logistics, sales and risk managementprocesses;andimplementand manage digital solutions for managing the entire employee experience,fromrecruitmenttoexit.

industrial internet of things (iiot)

Throughacquisitionsandinvestmentinassets,AccentureDigitalhasassembleda series of platforms that enable it to deliver a wide range of solutions in differentareas:connectedcars;connectedhomes;mobilepaymentsandcoupons;connectedfactories;intelligentbuildings;connectedinfrastructure(water,smartmeters,etc.);andsmartcities.Additionally,weapply big data and advanced analytics solutions in these environments, alongside powerful data visualization solutions.

Accenture Strategy

Accenture Digital

business Strategy

Our business strategy capabilities are grounded in a practical and integrated approach designed to help organizations set the stage for growth, innovation and competitiveness. We combine our knowledgeandexperiencewithmarketresearch and data to identify opportunities to create value.

technology Strategy

Inspiredbytechnology,atrueinnovationcatalyst, we help our clients transform their organizations to capitalize on digitaldisruption.Notonlydoourteamsunderstand technology, they live it. As a result, they are constantly pushing the envelope on the possibilities that digital offers organizations today to open new avenues of customer relations and establish more effective operating models.

Function Strategy

Supportingourbusinessandtechnologystrategy areas, this area helps clients enhance the agility and performance of each business function. To this end, it focuses on how organizations use the relevant data and on which operations are involved in each function in order to ensure that overall performance is always greater than the sum of its parts.

Operating at the intersection of business and technology, this platformhelpsourclients’C-suiteexecutivesdefineandimplement their strategies and transform challenges such as growth, innovation or the implementation of global operating models or digital strategies into opportunities.

Growth platforms (Gp)

More information on Accenture Strategy Spain at www.accenture.es/estrategia (in Spanish)

Business Strategy• Mergers& Acquisitions• Sustainability• DigitalStrategy• EnterpriseTransformationStrategy

technology Strategy• ITStrategy• EnterpriseArchitectureandApplication

Strategy

function Strategy• CFO& enterprise value• Operations• SalesandCustomerServices• TalentandOrganization

2014 Report 3938 www.accenture.es

http://www.accenture.es/digital

http://www.accenture.es/estrategia


infrastructure

Accenture’sextensiverangeofmanagedinfrastructure services includes network access, desktop management and remote technology support.

business processes

This area offers clients function-specific services for all types of organizations, as well as services geared toward specific industries, designed to boost their operating performance and increase their market share.

Increasedserviceefficiencyandacommitmenttoachievingbusiness results for our clients are the twofold aim of this Accenture business platform, which leverages technology and analytics to deliver high performance in operations. With the additional support of its bundled outsourcing service, it offers a flexibleandintegratedservicetailoredtothespecificneedsofeach client’s business.

Learn more about Accenture operations Spain at www.accenture.es/operaciones (in Spanish)

One of this area’s objectives is to leverage technology and analytics to deliver high performance in operations.

Application Services

OurApplicationServicesareaaims,first,todelivermaximumvaluetocompaniesthrough the development and implementation of both traditional and emerging, as well as customized or “packaged,”solutionsand,second,toensure that these solutions can be implemented and maintained in the most efficient and effective way for the company.ItaimstodothisthroughITorganizations and by effectively reducing the resulting total cost of ownership(TCO).

Our approach toward achieving these goals is based on a series of key market differentiators:preconfiguredsolutionsthataretailoredtoeachindustry;marketleadershipinourallianceswithpartners;offshored service delivery models, specializedbytechnologyandsolution;and the use of industrialized and analytical methods, tools and mechanisms to narrow the scope and reducethecomplexityofsubsequentsolutions and maintenance services.

technology Consulting

Inlightoftheprofoundimpactthatnewtechnologies are having on all markets, processes, operations, solutions, and infrastructure, our Technology Consulting area helps clients define and implement their transformation agendas in cloud, SaaSanddigitalenvironments. Itsapproach includes the aspects related to both the design and delivery of solutions and the provision of the necessary integration architectures and data, as well as consulting services on the corresponding infrastructure and platforms. To this end, it is able to leverage unparalleled global resources specialized in each solution and has both strategic alliances with the leading technology partnersandextensiveexperienceintheinnovative application of these solutions.

The Technology Consulting area aligns the deliveryofthesesolutions(whethertraditionalor“asaservice”)withtheadaptation and evolution of business and industrial processes according to the applicable industry trends.

This platform offers a wide range of services aimed at paving the way for the innovation of tomorrow by implementing the technological and operating solutions of today. At the same time, it enables and strengthens companies’ strategic transformationmechanismsthroughITsolutionsthatenhancebusinessperformancewithquantifiableresults.Finally,itincubates new relationship, collaboration and business realities through innovative technological mechanisms that open the doorstonewactionlines:thelinesandtrendsofthefuture.

innovation

With an emphasis on adapting new solutions and technological capabilities to current business challenges, this service line is integrated with the ApplicationServicesandTechnologyConsulting areas to add disruptive value to solution processes and management.

Itactivelycollaboratewithourclientsontheanalysisandapplicationofexternalfinancial schemes generated by institutions or organizations with a view to promoting innovation mechanisms, through local or international public-private organizations.

More information on Accenture technology Spain at www.accenture.es/tecnologia (in Spanish)

Application Services

• Solutions& Systems integration– enterprise Solutions and enterprise

resource planning (erp)– industry and Functional Solutions– information Management Services– Cloud Solutions & Computing– Custom Solutions– Software as a Service Solutions– Coritel Solutions– packaged Solutions (SAp, oracle,

Microsoft, ibM…)

• ApplicationMaintenance& Development– Application & Solution Maintenance– industry Solutions Services– Development Management– Solutions Support– Advanced Methodologies and Industrialization

technology Consulting

• InfrastructureConsulting• ITSecurityConsulting.Cybersecurity• ApplicationModernizationandOptimization• IntegrationArchitectureConsulting• InnovativeSolutionsAdvisoryand

implementation

innovation

Accenture technology Accenture operations



http://www.accenture.es/operaciones

http://www.accenture.es/tecnologia



Communications, Media & technology (CMt)2014wastheyearofwidespreaddigitalrevolutionthroughoutthecommunications,media and technology sector.

Followingseveralyearsoftentativeprogress, in which Accenture blazed the way forward with the unwavering and highly significant contribution of our CMT team, we found that most of our clients have formally created the position ofChiefDigitalOfficeranddecisivelyembraced the technology and resources they need to transform their businesses.

The CMT industry has thus once again become a catalyst for the transformation andmodernizationofSpanishbusinesses, and a facilitator of the boost in competitiveness that the country so urgently needs.

We have also seen how the convergence of communication and media products has further intensified, driven by telecom business policies and the consolidation and integration of various industry players. As a result, people have access to an increasingly comprehensive and competitive leisure and connectivity offer that provides fertile ground for the growing proliferation of connected devices,particularlythenextgeneration,wearables, which can be built into clothing and accessories and which promise to considerably broaden the number of ways in which companies from a wide variety of sectors can do business.

The highly professional and competitive nature of the high-tech companies operatinginSpain,forexample,intheaerospace and defense industries, also helps boost our international presence andcreatequalityjobsathome.

Accenture’s CMT team is proud to be developing one the most dynamic, innovative and transformational sectors of both business and society, as well as contributingquiteactivelytoourclients’success, delivering innovation, talent, dedication, passion and, of course, solutionsthatenablethemtoquicklydeployvideo,M2M,cloud,etc.,productsand services.

We have also helped our clients streamline their campaigns and increase the relevance of their products, as well as optimize the balance between their sales channels and select the most effective means of customer interaction.

ThroughourElectronicsandHighTechindustry group, we offer services to the consumer technology, semiconductor, communications technology, corporate technology, network and software business, and aerospace/defense market segments.

At the same time, our Media and Entertainmentindustrygrouphelpscompanies in those industries adapt to the realities of the digital age, breaking new ground to simplify operations, gain greater insight into consumers, provide content effectively and capitalize on new opportunities.

In2014,wedidourutmosttospeedandfacilitate digital transformation, designing and building with our clients the media of tomorrow. We remain strongly committed to this goal, as witnessedbythesignificantgrowth(over80%)ofourCMTteamoverthefiscalyear, with a view to harnessing the top talent for our operating group and our clients in order to lead the industry’s transformation.

Inthisvein,thecompanywillcontinuetoinvest, with ever greater impetus, in the development and accessibility of technologies able to mitigate the consequencesofthefinancialcrisis,social challenges and environmental degradation. Another one of our core goals is the consolidation of the communicationsindustry.Enhancingourclients’ competitiveness and helping themtoexpandinternationallyarekeyatatimewhentheSpanishmarketisbothfocused on the constant pursuit of efficiency and immersed in a process of transformation.

Because we are a socially responsible company, we will do all this without losing sight of the possibility of benefitting society at large by bridging the digital divide and, in so doing, expandingaccesstotechnologyandqualitycontentrelatedtoeducation,health, culture and more.

industries (oG)

The five market sectors we serve

RESOURCES

Chemicals

Energy

NaturalResources

Utilities

PRODUCTS

Air,Freight& TravelServices

Automotive

Consumer Goods & Services

IndustrialEquipment

Infrastructure& Transportation Services

LifeSciences

Retail

HEALTH&PUBLICSERVICE (H&PS)

Health

PublicService

FINANCIALSERVICES (FS)

Banking

Capital Markets

Insurance

COMMUNICATIONS,MEDIA& TECHNOLOGY (CMT)

Communications

Electronics& High Tech

Media & Entertainment

(G4-4, G4-8, G4-EC7) 2014 Report 4342 www.accenture.es



health & public Service (h&pS)Eachyear,Accenturereaffirmsitscommitmenttohelpingtoprovidemoreandbetterservicestocitizens and future generations through its collaboration with government. This commitment is reflected not only in the clear service orientation of Accenture’s work, but also in the responsibility and obligations we undertake to the public at large when helping to optimize the use made of public funds. Accenture is committed to bridging the gap between government and citizens by transforming the current mechanisms used for the relationship between them, applyingcriteriaofefficiencyandqualityinthedeliveryofpublicservicesinordertolaythefoundation for a new model that will be viable in the short, medium and long term.

This transformation must be a digital one, in keeping with the new reality of citizens’ lives in areas ranging from banking to entertainment or telecommunications.Itmustbebasedonextractingmaximumperformancefromdata, in order to optimize scaling and the servicedeliverymodel;onredesigningmanagementandsupportprocedures;and on the integration and evolution of the channels citizens use to interact with government.

Additionally, in accordance with the principle of responsible use of public resources, Accenture is committed to the development of service delivery models linked to the achievement of specific, measurable benchmarks that justify and legitimize public investment and can be translated into tangible results for citizens.

Over2014,Accenturesupportedpublic-service organizations in various sectors(health,safety,justice,employment,socialservices,taxation,etc.).Withintheseefforts,specialattention should be called to the transformation processes undertaken both by the central government and in various autonomous regions.

Streamliningthejob-searchprocessforcitizens, organizing healthcare services based on advanced analytical planning

techniques,identifyingandpreventingfraud, improving access to medical data anddiagnosticimages,expeditingthemanagement of judicial procedures, designing a social and healthcare service integration strategy, creating smart cities, and supporting healthcare professionals intheirdailyworkareallexamplesofhow Accenture helps offer citizens more efficientandhigher-qualitypublicservices.

Eachoftheseinitiativesreflectstheenthusiasm that all Accenture professionals feel toward contributing, through their work, to the construction of a better, more sustainable society, and toward helping to initiate or accelerate thetransformationofgovernment.Inthis regard, at Accenture we believe that a commitment to digital transformation is one of the keys to successfully making thesechanges.Suchacommitmentwillcontribute to all three dimensions of sustainabledevelopment:economic,byincreasingefficiency;social,byimprovingpeople’squalityoflife;andenvironmental, by reducing their impacts.

Inthisspirit,wehavebegun2015withthe firm conviction that we stand at a turning point in how citizens conceive of and perceive public services, an opportunity for government not only to jointhedigitalsocietyofthe21stcentury but to become a key player.

That is how we understand our responsibility to our health and public servicesectorclients:acommitmenttotheir results today in order to help them meet the challenges of tomorrow.

Financial Services (FS)This operating group helps our banking, insurance and capital market clients transform and manage their businesses according to high-performance criteria. We offer professional services including the strategic definition, design and implementation of business solutions, management ofchangeandtransformationprograms,theimplementation–andsubsequentmaintenance–oftechnological solutions, and business process outsourcing.

Lastyear,thebankingandcapitalmarketindustry strengthened its position. As a result of the various merger and operations integration processes carried out, the restructuring of the banking industry is nearly done. The capitalization process was likewise completed, with institutions successfully passing the EuropeanCentralBank’sstresstests,andprofitability and profit were restored. All of this took place in a structurally complicated environment, characterized by low interest rates, growing capital requirements,andacontinuedcreditcrunch.

Accenture participated in most of the integration processes, helping to improve our clients’ risk management systems and implement solutions to enhance the service they offer to both private customers and companies. We collaborated in virtually every area, from marketing and product distribution to technology and operations, by way of payments(throughtheEurope-wideroll-outoftheSingleEuroPaymentsArea,orSEPA),risk,internationalregulatory compliance, reporting

requirements,etc.Ineverycase,webrought our digital capabilities to bear, in areas such as data analytics, interactive digital channels, mobility and big data.

The insurance industry has been affected bysluggishGDPgrowthand,thus,lowgrowth in households’ disposable income. This has caused premium volume to shrink, leading companies to undertake transformation processes in pursuit of greater efficiency. Additionally, the industry has tried to enhance customer service via remote channels and in the bancassurance segment, increase customer retention rates, and ensure compliance with the growing regulation.

At Accenture, we helped to reduce claim rates on non-life insurance policies, enhance automation through the implementation of our technological assets, and increase multi-channel distribution capabilities. We also facilitated compliance with increased regulationandreportingrequirements,focusingondataqualityanddesigningmodels to make it easier both to meet theserequirementsandtooptimizecapital management. Finally,wesupportedSpanishcompaniesintheirglobalizationandinternationalexpansionprocesses.

OurFinancialServicesoperatinggroupsaw2.6%growth,withincreasedmarketpenetration. By the end of the reporting period,thegrouphadmorethan2,500professionals. Accenture provides its services to nine of the ten largest banks inSpain,andsevenofthetenlargestinsurance companies are clients. We also began to work with five new clients in

the industry, thereby increasing our marketshare.Forallofourclients,westrive to identify trends, taking on their challenges as our own in order to transform them into opportunities.

Inthisregard,themainareasofinterestto the industry are the growing regulation and ever stricter oversight, the need to update business models to thrive in the digital economy, adaptation to new client profiles in order to regain consumers’ loyalty and trust, internationalexpansion,andapotentialnew round of concentration in the domestic market. We will continue to work in these areas to contribute to our clients’ success over the coming year.

We will also focus on recruiting and retaining talent in order to grow in those areaswiththehighestdemand:digital,emerging technologies, strategy, risk management, finance, and marketing and retail. At the same time, we will continue to invest in methods, tools, market analytics and training for our professionals so as to successfully meet the service needs of banks and insurance companies in order to help them achieve high performance.

All of this bears witness to our commitment to ensuring the competitiveness of a financial sector that is key for society to prosper responsibly. Our goal is to continue to prepare ourselves to support our clients on the pathtobusinessexcellence,whileatthesame time helping them put into place the innovative solutions that a market and society increasingly committed to sustainable development will one day demand.

%44 www.accenture.es 2014 Report 45



resourcesAccenture offers its knowledge, vision and innovative solutions to companies from both the naturalresourcesandrefiningindustries(electric,gasandwaterutilities,aswellasoil,chemical,mining,metal,forestry,paperandothercompanies).

Companies in these industries currently findthemselvesinacomplexsituation.Demandremainsweak,theycontinuetoface funding challenges, and, in many cases, they must also deal with regulatory instability. These factors have been compounded by the sharp decline in oil prices in recent months, which opens up a new source of uncertainty.

At the same time, the industry is undergoing a process of transformation due to changing consumer preferences, increased environmental concerns, and, in particular, the emergence of new technologies.

Thus, recent years have witnessed structural changes that have dramatically reshaped the lay of the land in the sector, such as the first steps in the mass deployment of renewable energies or the emergence of unconventional technologies for exploitingnewoilandnaturalgasfields.

Likewise,wearebeginningtoseeanewtype of consumer, one who is taking the first steps toward self-sufficiency through distributed technologies and increased energy efficiency and who is seeking new ways to interact with utilities.

Finally,newdigitaltechnologiesarealsoopening up new opportunities, both to develop new business models and to transform operating models throughout thevaluechain.TheIndustrialInternetofThings, the strengthening of capabilities and digital channels to transform companies’ relationships with their customers and partners, and the digitization of maps and documents in

large mining projects are just a few examplesofthistransformation.Allofthis calls for rapid evolution on the part of ITdepartments,towardmodelsbasedoncloudand“asaservice”technologiesableto offer appropriate responses to each of a company’s different business units.

Thiscontextdefinesanagendaforourclients focused on efficiency and cost optimization in the short, medium and long term, the cultivation of new sources of income, and the transformation of their operating models in order to contribute to both the development of future generations and business sustainability. We help our clients rise to these challenges with innovative solutions, offering services across their value chains – from production process management to the implementation of smart grids to addressing the needs of today’s new consumers – all with a view to promoting the three dimensions of sustainabledevelopment:economic,social and environmental.

Inthisregard,Accenturepositionsitselfas a strategic partner for carrying out our clients’ transformation and optimization programs.Itoffersitsdeepindustryknowledge, comprehensive understanding of processes, global capabilities, and leading-edge technology to help its clients achieve high performance in this new, more competitive, constantly evolving environment.Itlikewiseofferscompaniesin the industry its full range of capabilities to help them meet the digital challenge. All of this is achieved through innovative business proposals in which the company shares the risk of the implemented solutions with the client.

Within this strategy, attention should be calledtotheroleofourBusinessServicesarea,whichorganizesmorethan90%ofour sales and which, through specialized teams, facilitates the industrialization of ourcapabilitiesandtheexpansionofourservices into new business areas. Mention should also be made of the differentiating capabilities that Accenture has gained through recent joint ventures andtheacquisitionsofStructureGroup,Omnetric and Hytracc. Bringing them closer to our clients is one of the main actionareasplannedforfiscal2015.

Forallofthesereasons,Accentureseeksboth to strengthen its long-term relationshipswithitsclients,expandingthe services that it offers each one, and to diversify its client portfolio, accessing the leading companies in each region and creating value today for tomorrow. Thus,overfiscal2014,AccenturemanagedtoincludeallIBEX35companies linked to the sector in its client portfolio, proof of the success of our market strategy.

productsThisoperatinggroupencompassesavarietyofindustrygroups.Consequently,itmaywellbetheAccentureSpaindivisionwiththelargestandmostvariedgroupofactiveclientstoday.Therangeofservicesitprovidesislikewisequitediverse,showcasingallofAccenture’sunitsandcapabilities and focusing on helping organizations achieve high performance and sustainable development.

The core goal of all our projects is to help our clients create value for their customers and shareholders. We thus give increasing importance to transformational projects that draw on all our capabilities, from strategic consulting to business process outsourcing, by way of the deployment andimplementationoftherequisitetechnology. This ability to combine and integrate our skills is one of our clear differentiators.

The main industry groups included in this operatinggroupareasfollows:

•Automotive:includesautomotivemanufacturers and suppliers, as well as dealer networks.

•IndustrialEquipment:encompassesallmanufacturers and sellers of industrial products.

•ConstructionandInfrastructure:includes construction companies and services, as well as road, airport and maritime infrastructure operators.

•TourismandTransport:comprisestouroperators, travel agencies, passenger and freight carriers, and hotel chains and groups.

•Retail:madeupoffood,clothinganddurable goods retailers.

•ConsumerGoods:encompassesFMCGand service companies.

•Pharmaceuticals:includespharmaceutical companies, wholesalers and medical device manufacturers.

In2014,wecontinuedtodeployourbusiness model, focusing on the concept of“businessfederations,”withspecial

emphasisonwhatwecall“nationalchampions,”whichhasentailedagreaterfocus on companies with local decision-making power. The application of this model generated considerable business growthatbothSpanishcompaniesandsubsidiaries of multinationals with significant decision-making power in Spain.

This strategy and business model have significantly increased our presence and marketshareintheseindustrygroups.Inthis regard, particular attention should be called to our penetration in the fashion, tourism, and construction and infrastructure industries. All of this has resulted in a turnaround in our growth percentages, which are currently in the double digits.

Itisworthnotingthatthisgrowthisprimarily due to increases in all business lines,butespeciallyinourDigitalservices,StrategyprojectsandOperations services. These results confirm our choice of strategy for the medium and long term.

At present, the Products operating group has achieved all of the business objectives set in the strategic plan with regard to new business, income and revenues,with14%growththroughtheclose of the reporting period.

The main market trends for the coming yearcanbesummarizedasfollows:

•Digitizationofservicesandproducts.•Multi-channelstrategies.•Costcuttingandincreasedefficiencyin

administrativeoperations(backoffice).•Modernizationofsystemsandgrowth

platforms.•Outsourcingoftechnologicalservices

to ensure access to the best talent in tech and continuous cost optimization.

•Promotionofallonlinechannels.•Deepeningofinsourcing.

As can be seen, the digital component will be key in many of these areas. Therefore, in addition to our more commercial activity, we have defined a series of plans and targeted actions to ensure that Accenture recruits all the talent it needs, in terms of both industry- and client-specific knowledge and different functional areas and disciplines, thereby reaffirming our commitment to the development of society and of future generations.




2.3. Alliances

Accenture’s value proposition is reinforced by more than 150 alliances with market leaders.

More information on Accenture’s alliances at www.accenture.es/alianzas

AdobeAkamaiArcSightAvayaAvePointAxwayBMCSoftwareCA TechnologiesCallidusSoftwareCheck PointCiscoCitrixClear2PayClickFoxDellEMCFairIsaacCorporation(FICO)FlexeraSoftwareGenesys Telecommunications

Laboratories,Inc.Hewlett-PackardHitachiDataSystemsIBMIDSScheerAmericasInformaticaInformationBuildersInfoVistaIntec(IntegratedNetworking

Technologies,LLC)JiveLiferayMicroFocusMicroStrategyNetApp(NetworkAppliance)NetSuite

NuanceCommunicationsOpenTextOSIsoftPegasystemsPitney BowesRicohRiverbedSageSoftwareSalesforce.comSAPSASServiceNowSOTIInc.Subex,Inc.SymantecTableauSoftwareTIBCOVCEVMwareWebtrends

OurGlobalDeliveryNetworkallowsustoofferquick,flexiblesolutionstoourclients’ technology development, business process and outsourcing needs as they arise through a combination of keyassets:

•Ourunparalleledindustrializedglobaldelivery capabilities.

•Thelatestbusinessinnovations.

Accenture’s19solutioncentersinSpainprovide clients with higher value at lower costandconsistentlyoptimalquality:

• InfrastructureOperationsCenter(Madrid).

•AdministrativeProcessesOperationsCenter:F&A, HR, Procurement, etc. (Madrid).

•WebHostingManagementCenter(Madrid).

•BusinessIntelligenceSolutionsCenter(Madrid).

•PoliceCenterofExcellence(Madrid).• InnovationCenterofExcellence

(Madrid).•CenterofExcellenceforInnovationin

Communications, Media and Technology(Madrid).

•RenewablesManagementCenter(Madrid).

2.2. Accenture Global Delivery network

•Morethanfiftylocationsworldwide.

•Thelargestandmostdiversifiedgroupof strategy, digital, technology and operations specialists, with more than 205,000professionalsworldwide.

•CRMSolutionsCenter(MadridandBarcelona).

•SCMSolutionsCenter(Barcelona).• ITandTelecommunicationsProduction

CenterofCatalonia,ITC(Barcelona).•AnalyticsInnovationCenter

(Barcelona).•OperationsCenterofExcellence

(Barcelona).•MobilityCenter(Barcelona).•CommercialServicesCenter:Customer

Works+Energuiaweb(Bilbao).•MetalsandPaperCenterofExcellence

(Bilbao).• InformáticadeEuskadi(IE)Production

Center(Bilbao).•SAPRetailCenter(Bilbao).•UserSupportCenter(Malagaand

Seville).

Delivery Centers and technology Labs

Solution Centers

More information on the Global Delivery network at www.accenture.es/gdn

(G4-EC7) (G4-16)48 www.accenture.es 2014 Report 49

http://www.accenture.es/alianzas

http://www.accenture.es/gdn



the excellence of our peopleAt Accenture, we understand that our competitive edge depends on our people’s skills. That’s why we invest in credentialsthatqualifythemtoprovideexcellentservice:

• ITIL(InformationTechnologyInfrastructureLibrary):Provides concepts and practices for managing anddevelopingITservices.Infiscal2014,atotalof756professionalswereITIL-certifiedatAccentureSpain.Inthefirsthalfoffiscal2015,thisnumberroseto766.

•PMP(ProjectManagementProfessional):This credential, awarded by the Project Management Institute,certifiesourprofessionals’projectmanagementabilities.InSpain,110professionalsare PMP-certified.

•ATA(AccentureTechnologyAcademy): Jointly awarded with the MassachusettsInstituteofTechnology(MIT),thiscredentialendorses the training completed by ourTechnologyDeliveryCenterprofessionals.Infiscal2014,112professionals were certified.

•SolutionArchitect:This program trainsourorganizations’ITarchitects.Infiscal2014,atotalof117professionals were certified at AccentureSpain.Inthefirsthalfoffiscal2015,thenumberofcertifiedprofessionalsroseto125.

•DeliveryLead:Infiscal2014,thiscertificationallowed138ofourprofessionalstointeractwithexpertsand share know-how, resources and other useful information with their peers at organizations around the world. Over the first half of fiscal 2015,thenumberofprofessionalswith this credential at Accenture Spaingrewto145.

•LeanSixSigma:Globally,13professionalsholdthiscredential(7greenbeltsand6blackbelts),whichisaimed at improving our processes and reducing our project costs.

•Othertechnicalcredentials awarded by different technology providers.

Additionally, Accenture gives priority to the launch of those initiatives that seek to create value and increase the operating efficiency of our clients. These initiatives include the following highlights:

•Agilecertificationprogram. We have 39certifiedprofessionals,whoarehelping, through their daily work, to spread a new way of working involving greater sensitivity to our clients’ needs andfaster,moreflexibleservicedelivery.

•IntelligentToolsimplementationprogram. Within the framework of a global investment program in automation and intelligent development,AccentureSpaincollaborated on the development of ALMA(AccentureLeanManagementAccelerator),aswellastheimplementation of other intelligent tools that will allow us to deliver servicesofferinguniqueproductivitytoour clients.

•ContinuousImprovementandClientValue Creation programs. Through theContinuousImprovementinitiative, each of Accenture’s development teams establishes continuous improvement measurements and objectives that arequantifiedandmonitoredatdifferent management levels. We also launched the Client Value Creation initiative, so that our global InnovationandIndustrializationteams can study actions and initiatives that might help to improve the efficiency parameters our clients receive.

All of these initiatives are the result of the strategic priority that Accenture places on its service delivery model. Our company understands that a consistent, productive, industrialized, innovative and differentiated service is the foundation on which to build approaches that create value for our clients.

2.4. business excellence

Accenture’s management model is based on two key processes, in order to ensure compliance with our vision, missionandguidingprinciples:

•QualityAssurance& Risk Management. This process, backed by proactive monitoring and correction measures, verifies that projects are carried out according to plan and with proper risk management. To this end, Accenture’sGlobalQualityAssurance policy, which is compulsory for all projects and contracts,establishesthequalityassurancerequirements.Additionally,aQualityAssuranceDirectorisassignedtomakesurethat all commitments made to

Excellenceisintegratedatall levels of Accenture through management systems and efficient tools that ensure that it is achieved, as well as the continuous improvement of our processes.

Itispartofourvalueproposition and of how we do things at our organization, what we call the“AccentureWay.”

Ourmodelofexcellence,focused on competitiveness, productivity and the long-term sustainability of our business, allows us to assurethequalityofeverything we contribute to our stakeholders.

clients are fulfilled and that clients’ expectationsaremet.

•ClientSatisfaction&ExpectationManagement. This process establishestwokeyconcepts:

– The responsibility of Accenture’s teams to proactively ensure, by means of a specific tool, that they have the necessary knowledge and understanding of the client’s concernsandexpectations,bothinthe opportunity stage and over the project’s life cycle.

– The need to assess clients’ satisfaction with the services provided by means of regular surveys.

Accenture’s Certifications

Management Model

Accenture’s groups and processes have earned a variety of certifications from different bodies as proof of our model ofbusinessexcellence.Someofthemostimportantinclude:

•UNE-ISO/IEC20000certificationof its information technology service management system.

•UNE-ISO/IEC27001certification of its information security management system.

•ISO9001certificationofitsqualitymanagement system.

•ISO14001certification of its environmental management system.

•OHSAS18001certification of its occupational health and safety management system.

Likewise,in2014,theAccentureDeliveryCenterinSpainreneweditsCMMILevel5certification,thehighestmaturitylevelrecognizedbytheCMMIInstitute.AccenturewasthefirstcompanyinSpaintoearnthiscertification,in2003.CMMIisabenchmark for the improvement and assessment of software development, maintenance and operation processes.

(G4-EC7)50 www.accenture.es 2014 Report 51



SpainDeliveryCenterandtheSpain,Portugal,AfricaandIsraelgeographicunit(SPAIGU)withintheambitiousglobal certification program.

2.Clientdataprotection, designed to enable project managers to analyze the risk profile of each project and determine the actions to be taken to manage it. This program has been certifiedtotheinternationalISO27001standard on information security management systems.

3.Technology, developed to monitor and enhance Accenture’s global technology environment for the purpose of enabling the provision of effective services within the defined security system.

4.Trainingandcommunication, including both a mandatory training curriculum and a targeted communication

campaign to raise our professionals’ awareness with regard to information security.Tothisend,infiscal2014,almost8,700hoursoftrainingwereprovided on data privacy and information security matters at AccentureSpain.

Accenture has internal policies in place establishing the obligations of both the organization and its employees with regard to privacy and personal data processing, as well as people’s rights to thedataprocessedbythecompany.Infiscal2014,Accenturecontinuedtheeffort it has been pursuing since the implementation of the various programs. At the local level, attention should be called to its compliance with current legislation,suchastheSpanishDataProtectionAct(LOPD);itsassessmentand control procedures, such as the performanceofabiannualexternalaudit;andtheimplementationofmechanisms and measures for managing access, rectification, deletion and

objection rights with regard to the processing of personal data.

Atthegloballevel,AccenturehasaDataPrivacy Officer in each of the countries in which it operates, tasked not only with ensuring compliance with its policies, but also identifying any threats to the balance and stability of our systems that could undermine our clients’ trust in us, thereby affecting our business’s durability and long-term value creation. Additionally, we have implemented an incident management system that establishes which action mechanisms to use to address circumstances that could affect security in order to minimize any consequences.

With regard to the reporting and monitoring of incidents, the Accenture SecurityOperationsCenter(ASOC)receives and manages all incidents related to information security. This uniquecontrolcenter,whoseservicesareavailable24hoursaday,365daysayear, by phone or email, ensures that all incidents are thoroughly processed and analyzed.Itlikewiseenablesboththeimplementation of preventive or corrective actions and the coordinated introduction of improvements in processes and tools for all clients in all of the countries we operate in, with a view to mitigating the impact of any incident.

2.5. information Security and Data privacy

To this end, worldwide, the Accenture InformationSecurityarea’smissionisbasedonfourpillars:

1.Understandingandenhancingtheriskprofiles of both Accenture and its clients and defining the company’s position on information security.

2.Instillingasenseofresponsibilityandraising awareness about information security at all levels of the organization, including subcontractors whoactonAccenture’sbehalf.Inthisregard, both the company’s own professionals and subcontractors who have access to Accenture’s systems are requiredtocompletemandatorytraining courses on data privacy and information security. The policies to be agreed to and training to be completed to gain this access are the same for both groups.

3.Investinginthenecessarytechnology,business processes and changes in conduct to optimize prevention, detection and correction activities.

4.Managingvulnerabilitiesandincidentsprofessionally, in a way that makes it possible to assign responsibilities and establish a process of continuous improvement.

Accenture makes information security and protecting privacy cornerstones of the valuechainforallitsprocessesandservices.Ensuringdataprotectionisthusanessentialrequirementtomaintainthetrustofourstakeholdersineachofourrelationships,whetherinternalorexternal.

To meet these objectives and carry out its missionwiththerequisiterigorandtransparency in the short, medium and longterm,theInformationSecurityareahasfocusedonfourmainactionlines:

1.ImplementationoftheInformationSecurityManagementSystem(ISMS), in which security is viewed as a system and treated as a management asset. Securitythusceasestobeasetofmore or less organized activities and becomes a methodical and controlled life cycle in which the entire organization participates, beginning with management, without whose commitment it would be impossible to implement.

This system aims to protect our organization from threats and risks that could endanger its current levels of competitiveness, its profitability or thelegalcompliancerequiredtoachieve its business objectives. We thus manage to keep the risk to our information at levels the company can assume. Risk management through theISMSwillallowustomaintainconfidentiality, integrity and availability within our organization, with regard to both our clients and the various other parties interested in our business.

The system will allow us to analyze potential risks, put the necessary security measures into place, and have the controls we need to be able to assess the effectiveness thereof. We will thus be able to anticipate potential problems and be prepared for any contingency.

As proof of our commitment to information security, with regard to both our own information and that of ourclients,inSpainwehaveearnedISO27001certificationforboththe

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reputation and Leadership

Merco Companies 2014: Includedinthelist of companies with the best reputationsinSpain

Drindex: Namedoneofthetop100companies in terms of corporate digital reputationinSpain

Merco Leaders: Vicente Moreno, included on the list of leaders with the best reputationsinSpain

business and innovation

SAp Spain and portugal: Recipient of threeawards,asapartner,inthe2014QualityAwardsforthebestprojectsimplemented over the year

recognition in Spain

european Federation of Management Consultancies Associations (FeACo): Constantinus award for the best Europeanmanagementconsultancyproject

A Great employer

Merco people 2014: Considered to be one of the best places to work

Actualidad Económica: One of the most popular companies to work for

CrF institute: IncludedintheTop55EmployersinSpain

universum:Namedoneofthe100bestcompaniestoworkatbySpanishuniversity students

Diversity and equality

Community of Madrid: FlexibleCompanyAward

telefónica: TelefónicaAbilityAwardforretention and prevention

Actualidad Económica: “TogetherfortheEmploymentoftheMostVulnerable”namedoneoftheyear’s“100BestIdeas”

Foro hro today: Best Human Resources Program of the Year

Spanish Ministry of employment and Social Security: SealofendorsementoftheStrategyforEntrepreneurshipandYouthEmployment

Gartner: Global leader in the provision of data analysis services

ethics

EthisphereInstitute:RankedamongtheWorld’sMostEthicalCompanies

Corporate responsibility

CR Magazine: Includedon100BestCorporate Citizens overall and in industry sector

Corporate knights: Ranked among the Global100MostSustainableCorporations in the World

FtSe4Good Global index:Includedamong the companies with the best sustainability policies

FtSe4Good:IncludedontheFTSE4GoodGlobal100

Dow Jones Sustainability index north America: Includedonthisprestigioussustainabilityindex

A Great employer

Fortune: Rankedamongthe100BestCompaniestoWorkFor

Linkedin: NamedoneoftheMostInDemandEmployersamongthesocialnetworks’ users

environmental performance

CDPGlobalClimatePerformanceLeadershipIndex:Includedontheindexin2014 withaperformancescoreofAandadisclosurescoreof94(outof100);previouslyincludedamongtheCDPGlobal500forfiveconsecutiveyears(2009-2013)

CDPSupplyChainPerformanceLeadershipIndex:Includedontheindexin2015

Newsweek: Ranked one of the World’s Greenest Companies

Diversity and equality

human rights Campaign: IncludedintheCorporateEqualityIndexforitsequal-opportunitypolicyfortheLGBTcommunity

DiversityInc: Namedoneoftheworld’sTop50CompaniesforDiversity

national Association for Female executives: Includedonthelistofthetop50companiesforthepromotion of women’s professional development

Working Mother: Namedoneofthe100Best Companies for working mothers to pursue a career

2.7. recognition

Accenture’s commitment to all stakeholders earns it the highest accolades, both at home and abroad.

reputation and Leadership

Fortune: RankedintheTop50World’sMost Admired Companies

interbrand: Namedoneofthetop50Best Global Brands

brandZ top 100:NamedoneoftheTop100MostValuableGlobalBrands

Standard & poor’s: IncludedintheS&P 500indexofthelargestlistedcompanies

Forbes: IncludedontheWorld’sMostValuable Brands

Financial Times: IncludedontheFT500list of the world’s largest companies

russell investments:Includedontheindexofthelargestpubliclylistedcompanies

hay Group:Includedinthetop20BestCompaniesforLeadership

international recognition

Chief Executive Magazine: Namedoneofthe40BestCompaniesforLeadersandfor nurturing talent development

business and innovation

Microsoft: 2014PartneroftheYear

SAp:RecordforSAPPinnacleAwardsreceived

view all of our recognitions at www.accenture.es/premios (in Spanish)

2.6. the Most up-to-date practical thinking

We continue to strengthen our thought leadership.

Studies and research

Accenture’s commitment to discovering the basic ingredients of organizations’ success is clear in our studies and publications,whichofferanextensiveand appealing combination of innovative ideas, practical knowledge, trend spotting and market analysis for organizations that aspire to high performance.

‘outlook’

Inadditiontoincludingpracticalexperienceswithourclients,thetwoissues of Outlook published in fiscal 2014,“TheWorkforceoftheFuture”and“DigitalDisruption,”focusedontheimpact new digital technologies are having on how companies are managed and how markets are organized.

More information on our studies and research on twitter: #estudioAccenture

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54 www.accenture.es

http://www.accenture.es/premios

http://twitter.com/hashtag/EstudioAccenture


3.1. keeping our engine Strong: new professionals

3.2. priming our engine

3.3. ... And an engine for our Alumni

hAViNg the BeSt PeoPLe iS eSSeNtiAL to eNSURiNg thAt CLieNtS CoNtiNUe to PLACe theiR tRUSt iN ACCeNtURe; it is how the company can maintain its current level of prestige. human resource management is therefore key to business sustainability. Based on this conviction, Accenture strives to offer a unique and innovative value proposition to our professionals, to be an attractive option for new recruits, and to maintain close ties with everyone who has ever been part of our big family. Moreover, its ability to create quality jobs has allowed it to become a school for professionals that contributes to the sustainable development of the societies in which it operates.

03Commitment tooUR PeoPLe

(G4-DMA)





3.2. priming our engine

Inordertoachievemaximumperformance,eachandeverypartofourexcellentengine must always be primed and ready to go. Our people are our greatest asset, and we are constantly looking for ways to further their development, their careers and the benefits they enjoy as members of our big community.

All engines need to be tuned up and primed if they are to stay in optimal conditions. Within the scope of this report,infiscal2014,Accentureemployedmorethan8,000professionalsinSpain.Bythedateofthereport’spublication, the number of people employed by the group’s companies in thecountryhadrisentonearly10,000.Unsurprisingly,wethusremainfirmlycommitted to priming our people by making their professional development an absolute priority. We thus look for new ways to improve and innovate in this area every year. Our annual customized training plan, enriched with the input of our professionals’ career counselors, is a cornerstone of our effort to prime our machinery to add value to theorganizationsweserve.Inthisregard,infiscal2014,nearly260,000hours of training were provided, and we receivedmorethan€400,000inexternalfunding through grants.

To this end, attention should be called to thefollowingaspects:

•TheconsolidationofourMadridHighPerformance Center as one of the AccentureInnovationtrainingcenters,withmorethan2,200peoplefromavarietyofcountries(primarily,Europeanones)participatingincourses.

An engine that is Always ready•Thelaunch,thisyear,ofAccenture’s

ConnectedLearningClassroominitiative, intended to enhance the trainingexperiencefortrainingcourseparticipants in terms of effectiveness and collaboration, no matter where they are, by connecting sessions in different parts of the world.

•Thecontinuanceofspecificprogramsto hone our leaders’ skills. Specifically,our Training Plan for managing directorsfocusesonfivemainareas:managementqualitiesandteamdevelopment, personal brand, customer relations, finance and value proposals, and in-depth industrial knowledge.

•Theconsolidationandevolutionof the onlineAccentureEnglishProgram.

•Thecommitmenttoindustrialtraining, to ensure that our professionals are experiencedintheindustriestheyserveandarethusabletoofferqualitysolutions to our clients.

•Thecontinuouspromotionofcoursesfocusing on specific skills, with a view to developing the skill sets of our professionals at all levels.

•Thecontinuedemphasisonearning bothexternal(PMP,ITIL,SAP,Oracle,CPIM,CSPC,ScrumMaster,etc.)andinternal(AppDeveloper,Designer,TesterbyMIT,PPSM,Industria,SolutionArchitect,etc.)certifications.

•Specializedtrainingatprestigiousbusiness schools, through both specific programs defined for our professionals and the general courses that these schools offer.

Itislikewiseimportanttofine-tunetheengine each year. What better way to do that than to ask our professionals directly through our Pulse survey? Conducted worldwide, this survey aims to gauge employee commitment and satisfaction levels. The results are compared with the averages for the country, which are updated each year, and the feedback we receive is analyzed in detail. Moreover, the results can be tabulated by a variety of parameters – organization,sex,professionalcategory,seniority, etc. – thereby enabling us to implement actions to enhance our professionals’experienceatAccentureselectively.

In2014,morethan800newrecruitsjoinedourprofessionalfamily.Ofthisgroup,approximately60%wererecentgraduatesand40%experiencedprofessionals.ThesefiguresbearwitnesstoourcommitmenttoemploymentinSpain,especiallyamongyoungpeople,acommitmentthatwehavereinforcedthusfarinfiscal2015withalmost1,500hiresatthecloseofthisreport.

3.1. keeping our engine Strong: new professionals

InadditiontocontinuingourtraditionalCountdowntoAccenture(aninteractiveguide for new recruits before they join thecompany),immersion(introductorytraining)andonboardingprograms,infiscal2014weaddednewfeatures,suchasSkyJourney,amobileappaboutAccenture designed to help new recruits get to know the organization they are about to join better.

on your mark, get set, go!

Our Accent on You program, aimed at students who are completing their studies and would like to do internships withus,hadalmost250participantsthisyear.Likewise,weremainedstronglycommittedtotheFPDUALvocationaltrainingprogram,expandingourparticipation to include three new coursesinSeptember(MultiplatformApplications, Administration, and

Finance)andapilotprogramforadouble technical degree, while continuing to offer the courses launched in2012and2013.

TOMAKESUREOURENGINEISALWAYSREADY.ThatisthegoalofhumanresourcesatAccentureinSpain:toensurethatourengine,ateamofmorethan8,000professionals, is always ready. An engine that has all the components to handle our widerangeofbusiness;inwhichallthedifferentpartsfittogetherseamlesslytoachievethebestoutcome;anenginethatisalwaysequippedwiththelatesttechnology;andinwhicheachpartisperfectlyprimedtoperformitsfunction.Thissimple metaphor encapsulates the essence of what our Human Resources area aims toachieve:tohavetherighttalent,toimplementadevelopmentplanthatensuresthat our professionals are constantly refreshing their knowledge in order to deliver the most innovative solutions to our clients, and to successfully manage high levels ofdiversityineveryarea(gender,age,race,educationalbackgrounds,etc.)toproducethe best possible outcome.

(G4-EC8) (G4-EC4, G4-LA10, G4-DMA)58 www.accenture.es 2014 Report 59


(G4-LA11)

Performance management is one of our most established processes in the area of human resource management. The annual review process, which all of our professionals undergo, includes an annual performance assessment, a proposed annual review, and a peer comparison, which is used to obtain the annual review, in accordance with Accenture’s global guidelines for the performance curve. All professionals who have been with us for at least one year receive an annual review, while more recenthireswaituntilthenextcycletoensure their immersion at Accenture first. Asaresult,98%ofAccentureprofessionals had at least one annual reviewoverfiscal2014.

An engine built to Win

Our career counselors, assigned to all Accenture professionals regardless of their employee category, play a key role in the performance review process. They both guide our professionals in career matters from the time they join the company and act as their sponsor during the annual review.

Our professionals’ careers are one of the cornerstones of our valueproposition.Tothisend,in2014,weimplementedournewcareer model, Careers@Accenture, which includes five different career tracks to encompass the diversity of our professionals.

Accenture believes that human resource management is key to business sustainability. Based on this conviction, Accenture strives to offer a UNiQUe ANd iNNoVAtiVe VALUe PRoPoSitioN to our professionals, to be an attractive option for new recruits, and to maintain close ties with everyone who has ever been part of our big family.




AMEXGOLDCARD

All our employees are issued a corporate AmericanExpresscard,withnomonthlyfee,fortheirbusinessexpenses.Asanadded benefit, the monthly balance is not due until the end of the month after the month in which they make the charges.

CELEBRATINGPERFORMANCERECOGNITIONPROGRAM

Underthissystem,pointsareawardedtoprofessionals in recognition of a special effort or outstanding results. These points may be given to any professional in the organization, anywhere in the world,exceptthesupervisoroftheperson awarding them. The points can thenbeexchangedforavarietyofrewards, such as gift cards to department stores.

ACCENTURECARE

This service offers assistance to some employees and their families in areas unrelatedtowork:legaladvice,discountson hotels and vacation rentals, card cancellations, gift deliveries, fine payments, tech support, minor home repairs, vehicle inspections, etc.

EMPLOYEESHAREPURCHASEPLAN(ESPP)

All our professionals have the option of buying Accenture shares, which are listed ontheNewYorkStockExchange,ata15%discountoffthemarketprice.

SHARESFORTOPPERFORMERS’

Those professionals at the senior management level and above with the best annual performance management reviews are given company shares, in addition to their raise and any bonuses.

RESTAURANTTICKETS

Inadditiontotheirsalary,Accentureoffers some of its employees restaurant ticketsforthemaximumamountallowedundercurrenttaxlaw(currently,nineeurosaday).Allprofessionalsinthisgroup who eat lunch during working hoursqualifyforthistax-freebenefit(inaccordancewithcurrentlaw).Therestcan purchase the tickets through our flexiblecompensationprogram.

Ourcompanyoffersitsprofessionalsmultiplewaystotakeadvantageoffringebenefits:

An engine with the best benefitsAccenture aims to offer its professionals an innovative, market-leading compensation model. We are thus always striving to put together an attractive compensation package, made up of both a competitivesalaryandawiderangeofexcellentbenefits.

ELACCESO

This portal differs from the previous one in that the perks it offers are provided by companyemployeesthemselves.Itincludes agreements that Accenture signs directly with third parties, as well as specific proposals that individual employees wish to share regarding discounts or deals on any type of business (carpurchases,housingdevelopments,oroffersonanyotheritem).

ACCENTUREPRIVILEGE

This buying club for Accenture professionals includes attractive offers for a variety of services, productsandbrands(travel,restaurants,generalpurchases,etc.)and is updated daily with new product offerings.

FLEXIBLECOMPENSATION

Accenture professionals have the option ofallocatingafixedorvariablepartoftheirpre-taxsalarytopurchasingitemsfrom a catalogue of products that vary by category and are accepted under Spanishtaxlaw,including:restauranttickets, daycare services, broadband Internetservice,computerhardwareandsoftware, training, family health insurance, pension schemes, etc.

IN-HOUSEMEDICALSERVICE

TheMedicalServiceandPreventionDepartment,availableatallourofficesinSpain,monitorsthehealthofallourprofessionals.Itisresponsibleforperforming their routine physicals and for providing them with care for the treatment of common diseases.

HEALTHINSURANCE

All Accenture employees can choose betweenAdeslasorSanitashealthinsurance.Thepolicyincludesa100%discount on services provided by network providersandreimbursementof90%ofthe fees paid to outside providers, as well as dental coverage.

LIFEANDACCIDENTINSURANCE

Fromthetimetheyarehired,allouremployees have life and accident insurance, offering coverage in the followingcases:

•Accidentaldeath.•Deathduetoillness.•Totalandpermanentdisabilitydueto

an accident.•Totalandpermanentdisabilitydueto

illness.

(G4-EC3, G4-LA2) (G4-EC3, G4-LA2)

REFERRALBONUSPROGRAM

Company professionals who refer in someone from their personal network to work with us receive a bonus for helping usexpandourfamily.





MATERNITY

Accenture supplements the maternity benefitpaidbytheSpanishSocialSecuritysysteminordertobringitupto100%oftheemployee’sactualsalary.Italsoextendsthebreastfeedingleaveestablished by law from three to four weeks(whentakenallatonce).Moreover,thecompany’sMedicalServiceprovidesexpectingmotherswithmonitoring services in all cases, ensures they have all the information they need to take optimum care of themselves during their pregnancy, and gives them access to a wide variety of tools and facilities(e.g.,onsiteparking,wheeledcomputercases,etc.).

PATERNITY

Accentureextendsthepaternityleaveestablished by law by calculating the first days of the leave in terms of business rather than calendar days.

DOMESTICPARTNERSHIPS

Accenture affords domestic partners the same rights afforded to married couples, including15daysofpaidleavewhensuchpartnershipsareenteredinto.Itmoreover does not distinguish between heterosexualandhomosexualunionsineither case when granting these rights. Likewise,alldomesticpartnersqualifyforthe same leaves as spouses in the event of the illness or death of their partner.

HOMEWORKING

Inordertoreducethetimelostoncommutes and traffic, deal with issues at home, etc., all our professionals can take advantage of this initiative, as long as their specific client and/or project so allows. Home-working arrangements can bestructural(i.e.,beusedforagivennumber of days each week, including, in somecases,theentireweek)oroccasional(dependingonthecircumstancesoftheclientorproject).Inthe former case, a specific committee existstoassessthefeasibilityofthehome-working arrangement in terms of safety and risk prevention. The committee takes the home’s infrastructure, ergonomics and connectivity into account, and potential barriers are minimized.

FLEXLEAVE

This is a sabbatical program consisting of a paid leave for an agreed period of time (usually,ayear),afterwhichAccentureundertakes to allow the professional to return to the company.

FLEXKID

This measure consists of a specific schedule for parents of children up to theageof12,designedtohelpthembalance their professional lives with their role as caretakers of young children.

FLEXCARE

This program offers facilities for dealing with the hospitalization of a close relative (child,parentorspouse/domesticpartner).Itcombinesextravacationtime(paidifthehospitalizedfamilymemberistheemployee’schild)withcounselingfromourMedicalServiceandassistancecontacting associations to help both the patientandhisorherfamilymembers.Itis an award-winning program that has been recognized for its innovation and for the positive reception it has had among the professionals who have used it.

FLEXABILITY

Underthisprogram,Accentureprofessionals with any type of disability receive an annual stipend to help minimize the barriers they face. The programwaslaunchedin2014andisvery popular among all our professionals.

A Flexible engine

Theflexibilityofanengine’spartsiswhatguaranteesitsperformanceasawhole.Work-lifebalanceisthusapriorityforus.ThatiswhywehaveincludedinourFlexPlaceToWorkprogramawiderangeof policies, initiatives and procedures intended to help our professionals achieve this balance.

FLEXIBLEHOURS

Accenture professionals are free to come in and leave work before or after the officialtimes.Inanenvironmentbasedon management by objectives, professionals are responsible for setting their own schedules, in coordination with their supervisors.

LEAVE-EARLYFRIDAYS,ALLYEARROUND

EveryFridayoftheyear,ourworkdayends at lunchtime.

CHRISTMASANDEASTERVACATIONS

Inadditiontotheiryearlymonthofvacation time, all our employees have one week off at Christmas and another atEaster,therebyfacilitatingfamilyandpersonal plans.

COMPRESSEDHOURSINSUMMER

FromJuly1toSeptember15,weofferacompressed schedule all week, allowing our employees to leave the office early.

FLEXTIME

Aside from the time off in summer and atChristmasandEaster,allemployeescan“buy”additionalvacationdaysinaccordance with their specific needs. The purchase is made by withholding only the pay for the hours the employee wishestotakeoff;allbenefitsandSocialSecuritycontributionsremainuntouched.

FLEXSUMMER

ThisprogramgrewoutoftheFlexTimeprogramandwascreatedtoextendthesummervacation.Itappliesthroughoutthe entire summer, from early June to lateSeptember,andwasespeciallydesigned for families with children. While FlexTimeisforrequestingindividualadditionaldaysoff,FlexSummerallowsthose professionals with family obligations to take up to three months of vacation time.

Our flexPlacetowork program includes a wide range of policies and initiatives to help our professionals strike the right work-life balance.

(G4-EC3, G4-LA2) (G4-EC3, G4-LA2)64 www.accenture.es 2014 Report 65


•LGBTcommunity.Accenture places special emphasis on preventing discrimination against members of the LGBTcommunity,manyofwhomarepart of its workforce. To this end, it has undertakenseveralinitiatives:

– Company-wide sensitivity training. These courses are intended to raise awareness among all our professionals in order to help ensure that we never let down our guard in the fight to prevent discrimination againsttheLGBTcommunity.

–LGBTAllycampaign,tosupportthisgroup and contribute to its integration.

–GlobalandlocalSpanishchapteroftheLGBTNetwork,whichisopentobothhomosexualsandheterosexuals,tosharetheirexperiences.

–CelebrationofLGBTPrideMonth,aspart of our awareness-raising campaign.

•Culturaldiversity.Fromthemomentthey join Accenture, our professionals experiencetheirworkasamulticulturalactivity. Our status as a global company and use of online teamwork mean that our everyday business includes working with multidisciplinary teams across very different cultures, whether these teams are based in a single or multiple locations.

Although multiculturalism is a reality that all our professionals learn to navigate successfully over their careers, we also have courses and specific tools to help people understand the many different types of diversity that there are, integrate them within a single team, ensure that no member feels left out or discriminated against as a result of these differences, and appreciate the individual contributions of each person toward achieving the common goal.

Our core values are the essence of the Accenture Way. They are the values that all of us grow with and live by and the values we hope to pass on to new generations.

An engine with valuesInfiscal2014,continuingonthepathweembarked upon years ago, our Human Resources area sought to reinforce the AccentureWaybymeansofacontest:FlexActúa.Theinitiative,aimedatallourprofessionals, was intended to raise awareness of our best practices in the areaofflexibilityinallourprojects,aswellasofourFlexPlaceToWorkprogram,in order to encourage employees to use it.

OurworkforceinSpainisafaithfulreflection of our diversity at the global level:some38%ofouremployeesarewomen;ourprofessionalshold60differenttypesofdegrees;theyrepresent50differentnationalities,hailfromdifferent generations, and work on multiculturalteams.Inthisregard,ourprofile makes diversity and inclusion a strategicobjectiveforAccenture.Infact,the diversity of our professionals mirrors the diversity of the communities in which we operate, of the clients we serve, and of the suppliers and third parties with which we do business.

We make diversity management part of our strategy because, in the end, it means nothing short of recruiting and retaining the talent we need to thrive and deliver high value-added services to our clients. To this end, we focus our effortsinvariousareas:women,theLGBT(lesbian,gay,bisexualandtransgender)community, ethnic diversity, people with disabilities, cultural diversity, and others areas(age,religion,etc.),dependingonthe country.

InSpain,weprimarilyfocusonthefollowingareas:

•Women. We place a particularly strong emphasis on women, from the recruitment process, which includes hiring targets and specific programs, to special follow-up activities throughout their careers with us.

–Programstargetingfemalerecruits:campaigns and seminars at universities, the diversity blog on LinkedIn,andspecifictalksjustforwomen with a view to attracting them to the world of consulting.

A Diverse engine

–CelebrationofInternationalWomen’sDay.

–SpecialnetworksforAccenturewomen.

–Specifictrainingforwomen:programs on leadership, negotiating, clients, etc.

– Tracking of female candidates for senior-level positions within the organization, including promotion plans for key positions on the SpanishExecutiveCommitteeandensuring that there are suitable female candidates to fill these roles.

–Equalopportunityplansincludingallof our actions and tracking indicators.

AtAccenture,equalopportunityformen and women is a reality. Our company has a wage policy that is basedexclusivelyonperformanceandcareer accomplishments and thus does not distinguish between or in any other way take into account whether a professional is a man or woman.

•Disabilities.Accenture gives special consideration to people with any type of disability. Our actions in this sphere focusonthefollowingareas:

– Training for people with disabilities. UnderouragreementwithFundaciónONCE,Accentureofferstechnology training to groups of peoplewithdisabilities.Uponcompleting this training, most of these people are directly or indirectly hired by Accenture.

– Occupational health and safety. OurMedicalServiceprovidescomprehensive monitoring of our employees with disabilities, ensuring they have access to the infrastructure elements, assistive technology, and anything else they might need to minimize barriers. Where applicable, their medical treatments are also monitored. This support is automated through the useofaglobaltool,ProvissionPwD,which records all the identified needs andrequests.

–Sensitivity-trainingforotherprofessionals. We have training courses to help all our employees “putthemselvesintheplace”ofpeople with disabilities with a view to building their awareness of the barriers they face and encouraging them to provide their disabled colleagues with the assistance they need.

–PwDChampioncampaign,toshowsupport for and foster engagement in efforts to integrate people with disabilities.

–InternationalDayofPersonswithDisabilities.Aspartofitseffortstobuild awareness, Accenture celebrates this day each year with all its employees through a special awareness-raising and communication campaign.

WhatmakesAccenturespecialisthediversityofitsemployees:morethan305,000professionalsinmorethan200citieslocatedin56countriesaroundtheworld;aworkforcespanningfourgenerations,workingsidebyside;avarietyofcultures,religions,etc.

(G4-DMA) 2014 Report 6766 www.accenture.es


(G4-LA13, G4-DMA)


3.3. ... And an engine for ourAlumni

Accenture would not be what it is today without our alumni, the many fine professionals who at one time or another formed part of the company before leaving to pursue new opportunities. That is why we continue to care about them and strive to maintain a relationship with each and every one. An annual event heldinthemainSpanishcitiesandaregularly published e-journal allow us to continue to nurture our relationship with allouralumni,who,infiscal2014,weresome3,000peoplestrong,eachandevery one a member of our big family.

•Abasic50-hourcourseonoccupational health and safety for social representatives.

Our clients and outsourced workforce are also included in the management model for preventive activities. To this end, in 2014,corporateactivitieswerecoordinatedwith142clients,involvingmorethan4,322Accentureprofessionalsand1,349subcontractoremployees.

To this end, we have our own prevention service, responsible for all four areas of specialization(healthsurveillance,industrial hygiene, occupational safety andergonomics,andpsychosociology)and for integrating them into the company’s activities.

Infiscal2014,Accenture’sOHSAS18001:2007(OccupationalHealthandSafetyManagementSystem)certificationwas renewed for another year, bearing witness to our commitment to promoting the highest levels of health, safety and wellness among our employees, clients and suppliers. We likewise renewed our CertificadodeEmpresaSaludable(HealthyWorkplaceCertification),therebyconsolidatingourTu>Bienestar(Your>Wellness)program,aimedatimproving the health and wellness of Accenture’s professionals and their families. Among our professionals, those with disabilities receive special attention in the form of specific initiatives, programs and procedures intended to ensure and improve their work conditions.

A healthy engine

health

All Accenture professionals have access to a private medical service at the company’smainofficesinSpain.Inadditiontocarryingouttherequisiteworkplace health surveillance tasks (pursuanttoArticle22oftheSpanishOccupationalHealthandSafetyAct),theservice coordinates public and occupational health campaigns, placing special emphasis on those conditions most relevant to each workstation with a view to improving the health and wellness of Accenture’s professionals and decreasingaccidentrates.SincetheTu>Bienestarprogramwaslaunched,both the number of days lost due to illness and the number of workplace accidents have fallen considerably.

Although the organization’s business does not pose a high risk of causing specific diseases, Accenture has implemented a protocol for professionals who travel to developing countries in order to prevent potential risks, before, during and after their trips.

the Work environment

With a view to ensuring that all Accenture professionals have the necessary technological support, in fiscal 2014,1,970piecesofergonomicequipmentweresuppliedunderthesupervision of the Occupational Health andSafetyarea.

The provision of training and information to employees is another essential component of the culture of prevention. Infiscal2014,4,304hoursofoccupationalhealth and safety training were delivered, spreadoutamongvariouscourses:

•Theonlinecourse“SpainHealth& SafetyTraining.”

•Theface-to-facecourse“OccupationalHealthandSafetyTraining,”whichwasmandatory for all employees, taught under a cooperation agreement with theEuropeanInstituteofHealthandSocialWelfare(aWHOcollaboratingcenter).

•Theoreticalandpracticalcoursesonfirst aid, emergency procedures, and firefighting.

Accenture’s health and safety policy ensures a safe and healthy workplace that stands as proof ofourcommitmenttoimprovingqualityoflifeforallourprofessionalsandtheirfamilies.

Learnmoreaboutouralumniat www.accenturealumni.com

2014 Report 69


68 www.accenture.es (G4-LA6, G4-LA7, G4-DMA) (G4-LA6, G4-LA7)

http://www.accenturealumni.com


4.1. Accenture Spain’s Financial performance

4.2. Sustainable Growth Strategy

4.3. Global results and transparency with Shareholders and investors

04Commitment tooUR ShARehoLdeRS

Any publicly traded company that aspires to be sustainable must maintain the necessary profitability to ensure business sustainability and be an attractive investment. Accenture’s efforts to CReAte VALUe foR ShARehoLdeRS increase our company’s market value, giving rise to a virtuous cycle. the combination of effiCieNt ANd ReSPoNSiBLe MANAgeMeNt of resources and capitals with principles of tRANSPAReNCY ANd fiNANCiAL ethiCS has earned our company the backing of investors and shareholders alike.

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4.2. Sustainable Growth Strategy

management cycle of the marketing and communicationproposal:frompersonalized client management and management of the social networks in which clients are immersed to measuring and optimizing direct, massive and online commercialactions.Fjord,2 a pioneer in the design of innovative digital services, is redesigning people’s relationships with the world around them through smart devices, such as tablets, PCs, etc.

Accentureviewsacquisitionsasawayofenhancing the digital and marketing capabilities it is able to offer its clients in order to help them create differentiated

Likeanyorganizationthataimstobesustainable, Accenture must meet competitiveness, productivity and profitability challenges by creating value and implementing new differentiation strategies.Consequently,ourcompany’sgrowth strategy focuses on three main areas:innovation,internationalization,and the use of new client channels.

Inordertomeettheseexpectationsandenhance its service delivery, Accenture haschosentoacquirenewfirmsinspecificsectors,suchasNeoMetricsandFjord,whichwereacquiredbytheAccentureSpaingroupin2012and2013,respectively.NeoMetrics,1 a leader in the field of analytics capabilities, offers a range of solutions to cover the entire

At such an important juncture for organizations, Accenture’s responsible business model will allow it to offer competitive and differentiated solutions to the new market challenges that will need to be addressed both today and after the crisis. To this end, given that staff costs account for the largest share of our operating expenses,weproactivelyplanandmanagethesizeofourworkforce,takingthenecessary measures to accommodate changes in the anticipated demand for our services.Accenture’sexperienceshowsthat,iforganizationscandeveloptheoperationalandstructuraladvantagesrequiredtoprovidethemwiththenecessaryflexibility,theycanachievecostreductionswhileretainingcriticalcapabilitiesandfuture sources of value.

1 NeoMetricsAnalytics,S. L.wasacquiredbyAccentureinApril2014.2 TheresultsofFjordSpain,S. L.U. areincludedintherevenuesforSpain.3 ProcurianInc.,aPennsylvania-basedcompanywithofficesintheU.S.,India,theU.K.,andother

countries,wasacquiredbyAccentureinDecember2013.

userexperiencesandbringthemtomarketfaster.Inkeepingwiththisphilosophy,infiscal2014AccenturecompletedtheacquisitionofProcurian,3 a major provider of business process outsourcing(BPO)solutionsintheareaof procurement, thereby further enhancing its procurement BPO capabilities in industries ranging from manufacturing to consumer goods, high tech and financial services.

Accenture Technology and Accenture Operations)withaviewtoestablishingitself as a differentiated, disruptive and competitive company in the market that promotes innovative value-added opportunities for clients in both the digital arena and in terms of business transformation. We are moreover intent on doing this without sacrificing our commitment to creating direct and indirect economic value for both stakeholders and future generations.

The creation of value and confidence and the capacity to achieve competitive and profitable results without sacrificing the principles of transparency and financial

Infiscal2014,themarketenvironmentin which Accenture operates remained quitechallenging,andthesectorinSpaincontinuedtoshrink,althoughitshowed a slight improvement in the second half of the year. Our clients continued to focus on cost efficiency, includingbyoptimizingtheirITbudgets;however,theyalsoinvestedinpreparing themselves for future growth, mainly in the digital environment.

Inthiscontext,Accentureisfocusingitsefforts on structuring itself as a federation of different businesses (AccentureStrategy,AccentureDigital,

ethics by efficiently and responsibly managing our resources are, thus, the cornerstones on which the stability and soundness of our business model are based.

This approach was borne out in fiscal 2014bynetrevenuesof€717million(about$975million)forAccentureinSpain.Moreover,overthefirsthalfoffiscal2015,netrevenuesgrew8%.Thismarked turnaround is the result of the implementation of a strategic plan based on optimizing processes to reduce costs and increase efficiency and striking the right balance between capacity and demand.

4.1. Accenture Spain’s Financial performance

Fromtheoutset,Accenturehassetitselfambitiousgoalswithregardtoeconomicgrowth, personal development and respect for the environment. That is why our company had already internalized and implemented social, ethical, good governance and environmental criteria long before different stakeholders in the business world, from investors to shareholders and clients, began to demand that companies meet themasaguaranteeofbusinessexcellence,differentiationandbusinesssustainability.

Creation of vAluE ANd cONfidENcE and capacity to achieve competitive and profitable results without sacrificing the principles of transparency and financial ethics by efficiently and responsibly managing our resources

2014 Report 73


72 www.accenture.es (G4-9, G4-EC1, G4-DMA)



LONGTERM

the pace and level of spending under existingcontracts.Atthesametime,theyare demanding more value-added services in the digital world.

Despitethevolatileandfast-changingmarketenvironment,infiscal2014,Accenture saw profitable growth at the global level. The company moreover increased its market share, registered an increase in its stock price, generated solid cash flow and delivered a significant increaseindividends.Italsoonceagaindelivered record annual bookings, to the tuneof$35.9billion.

As a result of all the above, the company postedstrongresultsforfiscal2014withregard to revenues, growth and profitability:netrevenuesforfiscal2014stoodat$30.0billion,anotherhistoric

high,upfrom$28.563billioninfiscal2013,a5%increaseinlocalcurrency.

Grossmargin(netrevenueslesscostofservicesbeforereimbursableexpenses)decreasedfrom32.9%forfiscal2013to32.3%forfiscal2014,mainlyduetolower consulting and outsourcing contract profitability and increased pricing pressure, especially in the first halfoffiscal2014.

Salesandmarketingandgeneralandadministrative costs as a percentage of netrevenueswere18%forfiscal2014,0.6%lessthaninfiscal2013.Operatingincome and operating margin for fiscal 2014were$4,031millionand14.3%,comparedwith$4,339millionand15.2%forfiscal2013.Operatingincomeforfiscal2013includedreorganization

benefitsof$274million.Excludingtheeffects of the aforementioned reorganization benefits, operating incomeforfiscal2013wouldhavebeen14.2%ofnetrevenues,givingrisetoa10-basis-pointexpansionbetweenfiscal2013andfiscal2014.

Netincomewas$3.176billioninfiscal2014,equalto10.6%ofnetrevenues.Excludingtheeffectsoftheaforementionedreorganizationandtaxbenefitsrecordedinfiscal2013,netincomewouldhavebeen10.6%ofnetrevenues,thesameasinfiscal2013.

SHORT

MEDIUM

4.3. Global results and transparency with Shareholders and investors

provides the following detailed and current information through various communicationmechanisms:

•Financialandstockinformation.•Keyeconomic,socialand

environmental performance indicators.•Pastquarterlyandannualfilings.• Informationoncorporategovernance

(composition,functions,compensation,etc.).

•Documentationandpresentationsofinterest.

•Transcriptsofmeetingsheldwithshareholders and investors.

Likewise,Accenture’sstockpriceontheNewYorkStockExchangeincreased12%betweenAugust31,2013,andAugust31,2014,andthecompanyincreaseditscashdividend(paidinsemi-annualinstallments)from$1.62pershareinfiscal2013to$1.86pershareinfiscal2014,proofthat,foranotherstraightyear, Accenture has made value creation profitable for shareholders.

Inkeepingwithitscommitmenttotransparency, and with a view to addressing all shareholder, analyst and investor needs and concerns, Accenture

AccentureislistedontheNYSE.Therefore,oneofitsmainresponsibilitiesistocreatevalueforitsshareholdersintheshort,mediumandlongterm.Inthisregard,ourcompanyhadworldwidenetrevenuesof$30.0billion,5percentgrowthinlocalcurrency,anda7percentincreaseinadjusteddilutedearningspershare.

Accenture’s operating results are affected by economic conditions, including macroeconomic factors, the credit market and business confidence levels. Markets around the world continue to experienceconsiderablevolatilityandeconomic and geopolitical uncertainty, as well as decreased spending on some of the services our company offers in many of the sectors we serve. This environment has influenced the types of services clientsseek.Theyarecurrentlyrequestingmore outsourcing services and placing greater emphasis on cost-saving initiatives and, in some cases, on slowing

Shareholder value

Eachyear,thecompaniesthatmakeupAccentureSpainsubmittheirannualfinancialstatements,auditedbyKPMGAuditores,S.L.,totheCompaniesRegistryinaccordancewithcurrentcompanieslawandthestandardsestablishedintheGeneralChartofAccountsinSpain.

Notwithstandingtheabove,theeconomicdataprovidedinthisreportpertaintotheconsolidatedfinancial statements prepared in accordance with the Generally Accepted Accounting Principles of theUnitedStatesofAmerica(U.S.GAAP)andthestandardsoftheU.S.PublicCompanyAccountingOversightBoard,whichhavelikewisebeenauditedbyKPMGAuditores,S.L.Therefore,thedatacontained in this corporate report may differ significantly from those submitted to the Companies Registry.Foradditionalinformation,seewww.investor.accenture.com.

Inadditiontothecompaniesincludedinthescopeofthe2014annualreport(Accenture,S. L.,Coritel,S. A.,AccentureOutsourcingServices,S. A.,AlnovaTechnologyServices,S. L.andFjordSpain,S. L. U.),therevenuesforSpainreferredtointhisreportalsoincludeAccentureHoldingsIberia,S. L.,CustomerworksEurope,S. L.,EnerguiaWeb,S. A.,AvanadeSpain,S. L.,InformacióiTecnologiadeCatalunya,S. L.,andInformáticadeEuskadi,S. L.

Theterm“inlocalcurrency”isusedsothatcertainfinancialresultsmaybeviewedwithouttheimpactofforeigncurrencyexchangeratefluctuations,therebyfacilitatingperiod-to-periodcomparisons of business performance.

(G4-17)74 www.accenture.es 2014 Report 75

http://www.investor.accenture.com


5.1. Accenture Foundation

5.2. together with institutions

with a view to making our desire to “help those who help” a reality, the ACCeNtURe foUNdAtioN PRoVideS AN oUtLet foR oUR PRofeSSioNALS’ SoCiAL CoNCeRNS. Under the umbrella of the global Skills to Succeed initiative, it places special emphasis on social organizations that focus on providing disadvantaged people with education and training as a means of achieving financial independence. our ongoing cooperation with the country’s leading academic, business and cultural institutions further strengthens our CoMMitMeNt to PRoMotiNg eCoNoMiC ANd SoCiAL PRogReSS iN SPAiN. All of this allows us to contribute to the sustainable development of the society we are part of.

05Commitment toSoCietY

(G4-DMA)





pro bono Consulting Services

Infiscal2014,Accentureremainedtruetoitscommitmenttodonate0.7%ofthetotal consulting hours the company is capable of offering. As a result, it donated 88,762hoursto40differentsocialorganizationswiththehelpof144Accenture professionals.

Accenture continued to promote the “TogetherfortheEmploymentoftheMostVulnerable”initiative,ajointeffortwith numerous social, business and public-sector organizations to develop solutions to make the employment and self-employment ecosystem more efficient for the most vulnerable segments of society. To date, the initiative has been endorsedbysome120organizations.

Attention should be called to the remarkable engagement and persistence oftheTogetherforEmploymentpartnerorganizationsovertheyear.Specifically,the private sector’s commitment enabled thelaunchoftheMesasEmpresariales(BusinessPanels)initiativetobetterchannel business knowledge toward groupprojects.Inrelationtothesepanels, two new lines of investigation were opened to identify the most sought-after professional profiles for members of at-risk groups and to determine the skills theyrequire.Theresultswereincorporated into two tools that are already being offered to Together for Employmentsocialorganizationsviaatechnology platform provided by Accenture:theObservatoriodeEmpleo(EmploymentObservatory)andtheEmplea +program.

ProbonoconsultingservicesaretheAccentureFoundation’smainlineofaction.TheyallowtheFoundationtoofferAccenture’s consulting services free of charge to social organizations in order to help them meet their objectives and focus their efforts on providing people with the training they need to ensure both their own sustainable economic development and that of their communities.

employment and Self-employment ecosystem

Other solutions were also developed to make the employment and self-employment ecosystems more efficient. With regard to the employment ecosystem, in addition to the Observatorio deEmpleoandEmplea +,anewversionof the Guía de buenas prácticas en formación para el empleo (GuidetoGoodPracticeinJobTraining)wasdevelopedand put into wider use. As for the self-employment ecosystem, the Emprende +solutionwascreatedtohelpparticipantsdeveloptheskillsrequiredbyentrepreneurs, provide general training to promote entrepreneurship, define a sustainable microcredit model, and bolster theexpansionoftheYouthBusinessSpainentrepreneurshipsupportnetwork.Newsustainablefinancingmodelsarebeing defined across the board.

emplea +

Another of the projects on which the participating organizations focused was theEmplea +program,asolutionformeasuring and increasing the employabilityofat-riskindividuals.Itprovides people with the vital cross-cutting skills they need to thrive on the job market, while at the same time addressing other social aspects that might be hindering their employability. Over the year, organizations with the tool enabled more than three thousand candidatestoaccesstheEmplea +measuring and training materials. Meanwhile,theMesasEmpresarialespanels further strengthened the tool by providing descriptions of the skills needed for the various professional profiles, thereby helping to ensure that any training offered is tailored to actual marketable skills.

observatorio de empleo

Over the year, the Observatorio de Empleolaunchedawebsiteofferinginformation on the job market with a view to helping social organizations make informed decisions regarding their training processes and job placement efforts in order to bring them into line with the short- and medium-term labor demand.Inadditiontoinformationfromgovernment agencies and social organizations, the Observatorio de Empleositeincludesthevisionofthelabor demand identified by the Mesas Empresarialespanels,thefirststeptoward building a model for predicting the demand for jobs that could potentially be filled by members of at-risk groups.

TheAccentureFoundationcontinuestofocusitseffortsonthemissionitfirstundertookin2003withaviewtohelping third-sector organizations enhance their efficiency while providing an outlet for the passions andconcernsofAccenture’sprofessionals.ItdoesallthisbycontributingtoAccenture’sglobalSkillstoSucceedinitiative,whichfocusesonprovidingdisadvantaged people with education and training to help them find work or start their own businesses and whichhassetitselfthegoalofreaching700,000peoplegloballyby2015andmorethan3millionpeoplegloballybytheendoffiscal2020.

Asaresultofthiscollectivecommitment,in2014,AccentureinSpaindonated88,762hoursofprobonoconsultingservicesbyourbestteamsand€648,725tosocialprojects.IndividualAccentureemployeesdonatedanadditional€279,731and1,666hoursofvolunteerwork.

5.1. Accenture Foundation

GettoknowtheAccentureFoundationat www.fundacion.accenture.com (inSpanish)

LearnmoreaboutSkillstoSucceedat www.accenture.es/skills-to-succeed

88,762

€648,725

hours of pro bono consulting services

donated to social projects

COLLECTIVECOMMITMENT

€279,731donated by our employees

(G4-EC1, G4-EC8, G4-SO1) (G4-EC7, G4-SO1)

LearnmoreaboutourCorporateCitizenshipReportathttp://www.accenture.com/us-en/landing-pages/Pages/corporate-citizenship-report-2014.html#overview


http://www.accenture.com/SiteCollectionDocuments/Local_Spain/juntos-empleo-vulnerables.pdf

http://www.accenture.com/SiteCollectionDocuments/Local_Spain/juntos-empleo-vulnerables.pdf

http://www.fundacion.accenture.com

http://www.accenture.es/skills-to-succeed

http://www.accenture.com/us-en/landing-pages/Pages/corporate-citizenship-report-2014.html#overview





Donations

InadditiontotheFoundation’sownprograms, more and more employees are lending their support to other social projects, as evidenced by the more than €28,000donatedtotheLaMaratódeTV3fundraiser for research on neurodegenerativediseasesorthe€2,300donated to the Red Cross for food packages in Malaga.

Salary rounding

As simple as it is powerful, the salary-rounding system enables Accenture professionals to make voluntary monthly donations and offers indisputable proof, once again, that with just a small effort from each employee, great things can be achieved.Morethan4,027employeesparticipated in the program over the year. Through their donations, and the AccentureFoundation’sowncontribution,atotalof€215,366wasraised. This amount was used to fund the followingprojectsovertheyear:

•The“MamásLuz”(IlluminatingMothers)childnutritionprojectinGuinea, with Action Against Hunger, to reduce malnutrition in children under the age of five through prevention, which has helped to empower communities and, above all, mothers to take ownership of their children’s malnutrition treatments.

•Ajobplacementprogramfortheintellectuallydisabled,withLantegiBatuak, which provides training for young people in different trades.

•TheSATruralsecondaryeducationprograminNicaragua,withtheFabrettoFoundation,whichaimstoimprovequalityoflifeforyoungpeople and their families by promoting producer organization.

•TheINSERTAjob-trainingandplacementprograminSpain,withFundaciónIter,toincreasethesocialintegration and employability of young peopleatriskofsocialexclusionthrough a training plan to promote their employment.

Disaster relief

Undertheslogan“Elmiedoparaliza,elretomoviliza”(FearParalyzes,ChallengeMobilizes),1,284Accentureprofessionalsdonated to the disaster relief efforts in the Philippines in the wake of Typhoon HaiyaninNovember2013.Together,employeesandtheFoundationraisedmorethan€140,500.

Support for employee-proposed nGo projects

InadditiontocollaboratingwiththeAccentureFoundation,Accentureprofessionals personally collaborate with other social organizations. The Foundationrewardsthiscommitmentwith support for social projects that theseemployeespropose.Infiscal2014,theFoundationdonatedatotalof€59,938and69computersto24suchprojects.

Direct Financial Contributions

Morethan€380,000wasdonatedthrough this program to organizations, suchasEntreculturas,whereitisusedtofund international projects supported by Accenture Global, and to foundations that help us promote corporate volunteering, such as the Ayuda en Acción,Create,Exit,Integra,JuniorAchievement and Tomillo foundations, among others, which received funding for projects to enhance training for at-risk individuals.

OurdonationscomenotonlyfromtheAccentureFoundation,butalso from Accenture people, who, through the salary-rounding and disaster relief programs, donate money to enable various social projects.

volunteering

The opportunities offered in this area allowed189employeestoparticipateinactivitiessuchasthefollowing:

•Supportforyoungpeopleatriskofexclusionthrough mentoring and coaching programs, with a view to equippingthemwithvaluableskillsand encouraging them to turn their situations around and use education to effect positive changes in their lives.

•Trainingforyoungpeopleactivelyseeking jobs, focusing on areas ranging from salary and wage components and the changes arising from the labor law reform to occupational hazards and preparing for a successful job hunt. This training also includes assistance on resume writing, preparation for interviews, and role-playing techniques.

•Supportforyoungpeoplefinishingformal studies, toequipthemwiththe skills they need to embark on successful careers and to nurture and promote their entrepreneurship.

•TrainingforNGOstaff in various areas to supplement their knowledge.

The second line of action is the volunteering our employees do to help those who need it most, seeking out activities that can make a difference and that allow us to share our knowledge, time and best practices.

•Othervolunteeringactivities, such as going out into the field to cooperate withNGOswheretheyneeditmostorassisting with the planning of events and activities to raise awareness among relatives and friends and fundraiseforNGOs.

(G4-SO1) (G4-SO1)80 www.accenture.es 2014 Report 81



5.2. together with institutions

Academic institutions

RecognizingtheBest and brightest

Accenture awards different prizes for the best final-year projects at the Technical UniversityofMadrid(UPM),ComillasPontificalUniversity(UPComillas),CarlosIIIUniversityofMadrid(UC3M),theTechnicalUniversityofCatalonia(UPC-BarcelonaTech),theUniversityofOviedo(UNIOVI),andtheUniversityoftheBasqueCountry(UPV/EHU).Similarly,Coritel awards prizes to the top students in the computer science departments of ComplutenseUniversityofMadrid(UCM),ReyJuanCarlosUniversity(URJC),theUniversityofAlcalá(UAH),UPM,andtheAutonomousUniversityofBarcelona(UAB).Variousprizesarealsoawardedinthe sphere of university athletics.

promoting innovation

Inordertopromoteresearchoninnovation, Accenture collaborates with theAutonomousUniversityofMadrid(UAM)bysponsoringtheUAM-AccentureChairinEconomicsandInnovationManagement. Among other activities, in 2014,thechairorganizedthe“DesayunosconlaInnovación”(BreakfastswithInnovation)lectureseries.

Learnmoreaboutthe“AccentonYou”programat www.accenture.es/accent-on-you(inSpanish)

MoreinformationontheUAM-AccentureChairinEconomicsandInnovationManagementat www.accenture.es/catedra-uam(inSpanish)

Accenture partners with the leading Spanishuniversitiesandbusinessschoolsto nurture talent, promote research, and help young people enter the job market.

professional Development

Throughmorethan200actionsayear,from workshops on teamwork, communication and leadership to technology conferences and open houses, Accenture helps university students hone their professional skills. Additionally,the“AccentonYou”program offers recent graduates the chance to do internships at the company.

Separately,manyofourprofessionalsteach in formal academic programs at different universities and business schools.Likewise,studentsvisitdifferentAccenture offices to learn about the work we do and the technology we use to help our clients.

Atthesametime,ourquarterlynewsletter, Compartiendo Conocimiento, continues to help narrow the gap between the business world and academia, featuring articles on our research and case studies.

Accenture joins forces with the most important academic, business and cultural institutions in the countrywithasingleoverridinggoal:topromoteeconomicandsocialdevelopmentinSpain.

Forums for reflection

In2014,Accenturecontinuedtoparticipate in various meetings, conferences, think tanks and other forumsforreflectionorganizedbyIEBusinessSchool,ESADEandIESE.

Collaboration with our Global network

The first project, which was completed in December2014,wasconductedjointlywithFundaciónEntreculturasandFeyAlegría and aimed to enhance the technical training provided to students in extremelyunderprivilegedareasof10LatinAmericancountriesinordertofacilitate self-employment and increase their job prospects in general by defining job placement processes and tools. As of August2014,85,508peoplehaddirectlybenefited from this training program, including14,406whohadfoundajoborstarted their own business. The program also indirectly benefited some three thousandtrainersatFeyAlegríatechnical schools, the families of the young people, and the general populationsofthe10countriesthatparticipated in the project.

Overfiscal2014,AccentureinSpainparticipatedintwointernational projects, contributing pro bono consulting hours, corporate volunteering services, and funding at the global level.

of young people trained in technologies have found jobs

90%

Thesecondproject,the“ProgrammingfortheFuture”initiative,wascarriedoutinfivecountries(Spain,Argentina,Brazil,MoroccoandSouthAfrica)andsoughttomake young people at risk of social exclusionmoreemployablebytrainingthem in the most popular new information and communication technologies. The program ultimately exceededitsinitialtrainingandjobplacementtargets.InthecaseofSpain,withthesupportofFundaciónTomillo,90%oftheyoungpeopletrainedinthechosentechnologies(COBOLandJava)had found jobs by summer.

(G4-SO1) (G4-16) 2014 Report 8382 www.accenture.es

www.accenture.es/accent-on-you

www.accenture.es/catedra-uam



pROmOTiNG the development of the people, economy, and society in which we live

business institutions

And Cultural institutions

•ACEC(CatalanAssociationofConsultingFirms)•adigital(SpanishAssociationoftheDigitalEconomy)•AEA(SpanishAdvertisersAssociation)•AEC(SpanishAssociationofConsultingFirms)•AmChamSpain(AmericanChamberofCommerceinSpain)•AME(SpanishMarketingAssociation)•AmericanBusinessCouncil•AMETIC(MultisectorElectronics,ICT,TelecommunicationsandDigitalContentTrade

Association)•APD(AssociationforManagementProgress)•APP(AssociationofParliamentaryJournalists)•ASSET(SpanishAssociationofCorporateFinanceProfessionals)•AUSAPE(SpanishAssociationofSAPUsers)•AUTELSI(SpanishAssociationofTelecommunicationsTechnologyUsersandthe

InformationSociety)•BarcelonaGlobal•CEL(SpanishLogisticsCenter)•CEOE(SpanishFederationofBusinessOrganizations)•CírculodeConfianza–NuevaEconomíaFórum•CírculodeEconomía(Cercle)•CírculodeEmpresarios•Enerclub(SpanishEnergyClub)•DIRCOM(CommunicationExecutivesAssociation)•FEEX(SpanishExpatriateForum)•Forética•FundéuBBVA(FundacióndelEspañolUrgente)• IIE(SpanishInstituteofEngineering)• ISMSForumSpain• itSMF(InformationTechnologyServiceManagementForum)•Logistop•MultinacionalesporMarcaEspaña•Spain-IsraelChamberofCommerceandIndustry•SEDIC(SpanishAssociationforDocumentationandInformation)•SpanishGlobalCompactNetwork

In2014,Accenturecontinuedtosupport cultural development as a driver of progress and social innovation through contributions to

the Thyssen-Bornemisza Museum, FundaciónAlbéniz,theGuggenheimMuseum Bilbao, and Teatro Real in Madrid.

Identifyingchallengesand opportunities for economic development is the essence of what we do and the driving force behind Accenture’s collaboration with more than30businessinstitutions and organizations through Spain.



6.1. open innovation Model

6.2. pioneering

6.3. partnering

6.5. Future Challenges

6.4. LearningAccenture’s clear orientation toward customer satisfaction and professional achievement has led it to view iNNoVAtioN AS the eSSeNCe of itS BUSiNeSS. innovation permeates the entire ecosystem in which our company operates and is thus both one of our hallmarks and a guarantee of competitiveness and sustainability. through innovation, Accenture transforms ideas into real value.

06Commitment toiNNoVAtioN

2014 Report 87


86 www.accenture.es



•Helpingthemtobecomemorecompetitive by including innovative solutions in our business proposals.

•Jointlydefininganddevelopingtheinnovation function withouruniquemethodandassets:

– Implementingacomprehensiveinnovation management system that includesthefollowingareas:

■ Strategy.■ Organization and governance.■ Brand positioning.■ Open innovation.■ Project portfolio management.■ Monitoring and continuous

improvement of the function itself.

– Transitioning toward a more innovativeculture:

■ Training their professionals in the necessary knowledge and skills.

■ Equippingthemwithmethodsandtechniquesthatallowthemtoinnovate in their daily routines.

– Generating ideas, via Accenture CollaborationInnovationSolution(Grapevine), a platform developed by AccentureLabsfortheideationprocess that is already being used by our clients.

–Stayingabreastofthelatesttrendsand solutions that will reshape the future of their industries through our scouting and role as an industry observer.

6.2. pioneering6.1. open innovation Model

1 Direct investment includes all investments in R&Dandinnovationattributabletocertificationbodies and R&Dandinnovationprojects,whileindirect investment includes all investments in R&Dandinnovationatinnovationcenters,universitiesandgraduateschools.

AccentureSpainunderstandsinnovationasthesystematicabilitytogenerateasustainable competitive advantage that will lead to the creation of measurable value for us. This advantage can be based not only on a new product or service, but also on any innovation in our business’s value chain, from our suppliers to how we interact with our clients.

Infiscal2014,AccentureSpaincontinued its efforts to promote innovation as a sustainable competitive advantage, with a total direct investment ininnovationof€4.7millionandatotalindirectinvestmentof€3.3million.1 Worldwide, Accenture has been issued 1,020U.S.patentsand1,170non-U.S.patents,withsome2,490additionalpatent applications pending in various countries.

Our commitment to innovation, based on an open innovation model, seeks to encourage our stakeholders to support us in our efforts to bring innovation to our clients. To this end, we organize our initiativesaroundthreecoreactions:

•Pioneeringour customer-oriented innovation efforts to create a range of products and services able to deliver uniquevalueforourclients.

We have continued to pursue innovation in order to deliveruniquevalueformorethan100clients.

•Consolidatingtheiruseofkeytransformational technologies, such as cloud computing, big data, analytics, smart networks, mobile, e-commerce andliquidcontents,amongothers.

•Designinguniqueuserexperiences and renderingeventhemostcomplexsystems simple and elegant through Fjord.

•Developinghighlyspecializedsolutions throughourcentersofexcellenceinSpainandothercountries.

•Enrichingourofferwiththecapabilities available through Accenture’s global innovation network, made up of more than forty centers, including both multi-industry and industry- and technology-specific centers.SomeofthesecentersarelocatedinSpain,includingthoseinMadrid and Barcelona, which specialize in providing solutions in the fields of analytics, cloud computing and mobile, andhavereceivedatotalof206visits.

•Coordinatingandsharingthemaininnovation initiatives that Accenture develops for itself and its clients in different countries.

•Partneringwith the different players in the innovation ecosystem who share our desire to improve the world around us.

•Learning about our professionals and providing them with the right training to help them become more innovative.




2 Start-up:Astart-upisanewlycreatedcompanythatseekstogrowanewbusinessfromabusinessideathatisstillintheearlystagesoraworkinprogress.Inotherwords,astart-upisayoungcompanythatreliesheavilyontechnology.Start-upspursuedisruptiveideas,seektostreamline complicated processes, and focus on a variety of issues and applications. They are generally associated with innovation, technology development, and web design or development, and they are usually financed by venture capitalists.Spin-off:Anewcompanycreatedfrompartofanexistingone.

3 Corporate entrepreneurship, or intrapreneurship, is an entrepreneurial activity carried out within an organization that can lead to the development of innovative business projects and new business for the company.

•SpainStartup&InvestorSummitis a meeting point for the various players in the ecosystem. Held in Madrid on October9,10and11,theeventhelpedto create a talent network and was markedbyaclimateofexcitementandoptimism.Itwasattendedbybothdomestic and international investors.

•Wayra:The reporting period culminated with the start of an excitinginitiativeofferingintrapreneurial3value.Specifically,thefirst mentoring sessions were held for theWayra-Barcelonaprojects;thesessions for the Wayra-Madrid projects willbeheldinthenextreportingperiod.

partnering with universities

•TheUAM-AccentureChairinEconomicsandInnovationManagement seeks to nurture the relationship between academia and the business world through a variety of initiatives in order to promote innovation.SomeofthehighlightsincludeitsmasterandPhDprograms,which have introduced an ever-

growing number of graduate students toinnovation,andits“BreakfastswithInnovation”lectureseries,whichisopen to the public and aims to cultivate innovation in the heart of the university.

•TheTechnicalUniversityofMadrid’s“CreacióndeEmpresas”(BusinessStart-up)programprovidespersonalized consulting services tailored to the needs of any business project submitted by a member of the UPMcommunity.Sincetheprogramwasfirstlaunched,166businesseshave been set up and participation has been high, with business ideas being submitted by nearly all the university’s groups, schools and centers, both by students and faculty and researchers.

Connecting our clients with the most successful innovators (entrepreneurs, researchers, r&D and innovation centers, etc.)

•TheInnovationMarketplaceseeks to attract innovation and bring it to market, primarily through young tech companies, including many start-ups and spin-offs2fromSpanishuniversities. Through this initiative, we offer our clients highly innovative solutions and help these young businesses market their products and services and, thus, ensure that they make good business sense. By the end of the reporting period, we were supporting69companiesprovidinginnovative solutions in the following fields:analyticsandbigdata;collaborationandefficiency;culturaltransformation;digital,interactiveandcustomer relationship management (CRM);mobile;andsecurity.

•Passion>ie(APassionforInnovationandEntrepreneurship)isaprogramjointlycarriedoutbyAccentureSpainandIEBusinessSchooltopromoteentrepreneurship and foster relationships between the innovation community and industry, governments andinvestors.Itincludesanannualcompetition for technology-based business projects that provide solutions in one of three areas of generalinterestinSpain:thehealthcare of tomorrow, the cities of tomorrow, and the retailer of tomorrow.Duringthereportingperiod,Accenture held the third edition of the contestwiththefollowingresults:3,000entrepreneursregisteredonthewebsite(www.pasionie.com),91proposalswerereceived,and10organizations signed on as partners (CityofMadrid,BBVA,Endesa,Ferrovial,Makro,Repsol,RousaudCostasDuran,theMadridRegionalHealthService,VodafoneandZurichSeguros).OnMay27,attheMadridInternationalLaboffice,prizeswereawarded to the projects Marsi-Bionics, NBOXProjectandPensumoinaceremony attended by investors, companies, mentors and entrepreneurs.

6.3. partnering

We are key players in the innovation ecosystem, establishing formal and informal relationships with the different stakeholders and making an important contribution to the development of a knowledge and innovation economy.Infiscal2014wecontinued our work from previous years and launched new initiatives.

partnering with the innovation ecosystem at Large

• Participating in industry-specific and multi-sector innovation forums and events.

• Publishing the InnovAction’13 yearbook.

• Publishing a bimonthly newsletter on issues in innovationforagroupof960professionals who work in the field at private and public organizations, both big and small.

•TrainingandadvisingSMEsthrough a variety of initiatives promoted by government bodies and agencies.


http://www.pasionie.com/

http://www.accenture.es/innovaccion


To this end, our future actions will be aimed at achieving the following objectives:

•Continuingtoofferourclientsinnovative new products and services that help them meet their business goals.Inthisregard,wewillcontinueto pursue agreements with new start-ups, as well as new partnerships and sponsorship arrangements.

•Improvingourpartneringinitiativeswith other players in the innovation ecosystem.

•Helpingourprofessionalsfeelsureofthemselves outside their comfort zones and bring in new business to the company.

•IdentifyingopportunitiesinEuropethat will help us be more competitive in the future.

6.5. Future Challenges

Intheareaofinnovation,Accentureconsistentlystrivesto achieve new objectives and better results through new initiatives and goals that we set each year. We understand that we need to get better every day and stay motivated and committed to change, improvement and innovation in all of our activities in order to permanently establish ourselves in that special place where the magic happens.

Communication

Intheareaofcommunication,wedesignplans and media for the various channels, publishing highly specialized content for AccentureSpain’smorethaneightthousandprofessionals:

•Theinnovationportalacts as a meeting point for employees, who can use it to find detailed information on all the initiatives and events held in this area.

•TheinternalbimonthlynewsletterreportsonallofAccentureSpain’sactivities in the area of innovation, as well as on current issues and trends in innovation, creativity and emerging technologies.

training

Intheareaoftraining,wedesigneducational solutions to help our people develop the key knowledge and skills they need to be genuine innovators, such ascreativityorcollaboration:

•Theface-to-face“CreativityandInnovation”sessionsaim to raise participants’ awareness with regard to innovation and are designed to awaken the entrepreneurship of leaders and foster an innovative culture that translates to greater commitment by all of our professionals.

•TheOnlineSchoolofCreativeThinkingandInnovation is an online platform that teaches fundamental creative techniquesforcreatingacultureofinnovation in a business environment. Itoffersemployeesacompletelycustomized learning method with regard to content, based on each professional’s individual skills. Accenture professionals make considerable use of this platform, as evidencedbyits871activeusers.

•OurCool>turespaces aim to familiarize Accenture professionals withthelatesttrends(what’s“cool”)and hone their forward-looking vision (“[fu]ture”).

6.4. Learning

engagement and Commitment

With regard to engagement and commitment, Accenture designs actions to encourage and reward people for actively participating in the innovation ecosystem, whether internally or externally:

•Engagingourpeople(towardacollectiveintelligence:bottom-upinnovation):We rely on all Accenture Spainprofessionalstoprovideideasforaddressing business challenges, internal efficiency and people leadership through a dedicated platform for the collaborative management of ideas called Grapevine. SinceJanuary2009,5,400professionals have participated, offeringmorethan2,600ideasorcontributions.

•Rewardingthemostinnovativeprofessionals withexperiencesthatcontribute to their personal development(i-experiences).

At Accenture, we believe that getting to know our professionals better and providing them with training in innovation will allow them to play a more active role. We strive to nurture a culture of innovation in our people, offering them the tools they need for innovation to flourish. This calls for a cultural transformation based on communication, training and the engagement of all our employees.




7.1. environmental Management Approach

7.2. environmental programs

7.3. Stakeholder environmental Awareness

today, environmental stewardship is essential for any company that aspires to be sustainable, including Accenture. that is why we have made raising eNViRoNMeNtAL AwAReNeSS AMoNg StAkehoLdeRS, iMPLeMeNtiNg PRogRAMS to MiNiMize oUR eNViRoNMeNtAL iMPACt, ANd PRoMotiNg the RAtioNAL USe of ReSoURCeS part of our daily operations. this attitude is further proof of the responsibility we feel to future generations. Accenture’s commitment to the environment is embodied in its environmental Management System.

07Commitment tothe eNViRoNMeNt

2014 Report 95


94 www.accenture.es


1 Source:RedEléctricadeEspaña,El sistema eléctrico español en 2013,“Balancedeenergíaeléctricanacional”(withregardtomainlandSpain).

energy consumption in different countries,includingSpain.Thisdataisthen collected and continuously monitored by a central tool in order to detect deviations in electricity consumption and, where applicable, take the necessary corrective measures.

Water

With a view to minimizing its water consumption,AccentureinSpainhasinstalled aerators in all office faucets and launched campaigns to raise awareness among our people.

paper

Paper consumption is one of the most important factors in Accenture’s environmental impact as a consulting firm. The paper used at our offices is 100%eco-friendly(chlorine-free),andourprintingsuppliersareFSC(ForestStewardshipCouncil)-andPEFC(ProgrammefortheEndorsementofForestCertification)-certified.

Among the measures taken to reduce our paper consumption, attention should be called to our investment in state-of-the-art multifunction devices and new technologies, as well as the awareness-raising activities carried out among our professionals. Through these types of initiatives, we managed to reduceourpaperconsumptionby30%in2014ascomparedwith2013,bringingthetotalreductionsince2007uptoalmost90%.

Company Computers and Cell phones

Accenture’sbusinessrequiresthepurchase of a large number of computers andcellphones.Infiscal2014,thecompanypurchasedatotalof2,839computersand1,682cellphones.Attheend of its useful life at Accenture, this equipmentisreusedandrecycled.

paper procurement (kilograms)

90%reduction in paper consumption in the last seven years

Renewal of the ISO 14001certificationfor all our offices inSpain

15,169

2013

31,693

2012

40,499

2011

48,673

2010

51,871

2009

69,091

2008

102,098

2007

10,658

2014

Fiscal year

7.1. environmental Management Approach

7.2. environmental programs

resource Consumption Control

energy

The electrical energy that Accenture consumes comes from energy sources thatareexternaltotheorganization,thebreakdownofwhichreflectsthemixofenergy demand in the country as a whole.

Inthisregard,theshareofelectricalenergy from renewable sources was 42.33%1 infiscal2014.Overtheperiod,the company reduced its electricity consumptionby12%comparedwithfiscal2013.

The installation of energy-saving systems inouroffices(thermostats,presencedetectors, energy-efficient lighting, multifunctionprinters,etc.)andtheawareness-raising campaigns we conduct among our professionals help increase our energy efficiency.

Additionally,overfiscal2014,mostofouroffices worldwide continued to use remoteenergymonitoring(REM)technologies.Inall,morethan300interconnected smart meters have been installed to transmit real-time data on

TheEnvironmentalManagementSystemisthe framework that allows us to adopt good pollution control and prevention practices, designing and coordinating the implementation of environmental programs aimed at ensuring rational use of resources, proper waste management and efficient control of indirect atmospheric emissions.

OurEnvironmentalManagementSystemencompassesallactivitiesrelatedtoenvironmental management and good practice carried out at Accenture’s offices. Year after year, we strive to make our business greener and more environmentally responsible, value that is part of our corporate culture.

Accenture takes a proactive approach to mitigating its environmental impact and raising environmental awareness among its stakeholders, both of which are essential for any company that strives to

be sustainable. Environmental stewardship is one of the commitments undertaken in Accenture Spain’s Corporate Responsibility Master Plan, and it allows us to adhere to the three environmental

principles of the UN Global Compact. In 2014, we achieved this goal once again, as witnessed by the renewal of the ISO 14001 certification for all our offices in Spain.

(G4-EN3, G4-EN6, G4-EN27, G4-DMA) (G4-EN2, G4-EN27, G4-DMA)




The first group targeted by our communication and environmental training plans is our employees. Within this group, specific campaigns have been designed to target those professionals engaged in potentially environmentally harmful activities with a view to minimizing the impact.

Likewise,throughitsFoundation,Accenture shares its environmental knowledgeandexperience,providingenvironmental training to entrepreneurs atriskofsocialexclusionwithaviewtoinstilling good environmental practices in society as a whole and helping these recipients attain the training they need to start their own businesses.

Finally,attentionshouldbedrawntoourefforts to monitor the environmental impact of our supply chain. To this end, suppliers who work in Accenture offices receive specific training tailored to their jobs;moreover,Accenturepromotesenvironmental stewardship among its suppliers through a supplier approval questionnairethatincludesmandatoryenvironmentalrequirements.

OurEnvironmentalDepartmentiscommitted to achieving better results eachyear.Inthisregard,infiscal2015,we will continue to work on raising environmental awareness among our stakeholders:trainingoursuppliers,providing support for environmental volunteering initiatives, and helping to encourage environmental best practice in society at large.

7.3. Stakeholder environmental Awareness

Accenture is not only committed to reducing its environmental impact, but also to promoting environmental awareness among its stakeholders.

Waste Management

emissions Control

processing by authorized waste management service providers in accordance with current law.

Computers and cell phones are the main tools our professionals use to do their jobs.Infiscal2014,wedelivered2,553computers to our supplier, after making sure that it had the necessary capabilities to see to their responsible disposal. An additional78computersweredonatedtodifferentNGOsthroughtheAccentureFoundation.

With regard to business travel, in fiscal 2014,Accenturecontinuedtopromotethe use of new technologies that allow our professionals to communicate while reducing the number of business trips requiredand,thus,therelatedCO2 emissions.

To this end, attention should be called totheexistenceofmorethan ninety-five“telepresencerooms”worldwide–fouroftheminSpain–tofacilitate meetings between professionals and even with clients.

Accenture manages its company cell phones responsibly, encouraging reuse andrecyclingatalltimes.Italsocollaborates with the Red Cross and FundaciónEntreculturasonthe“DonatuMóvil”(DonateYourCellPhone)campaign, which promotes the reuse or recycling of personal cell phones.

Finally,thebiomedicalwastegeneratedbythecompany’sMedicalServiceunitsisdeposited in special containers for processing by an authorized waste management company, in accordance withcurrentlaw.ExpiredmedicationsarebroughttospecialSIGRE(IntegratedPackaging Management and Collection System)points.

As a result of all the above, in fiscal 2014,thecompany’stotalindirectemissionswerealmost10%lowerthaninfiscal2013.

Additionally, at the global level, Accenture wasincludedinCDP’s(theworld’slargestinvestmentindexintheareasofenergyandclimatechange)GlobalPerformanceLeadershipIndexin2014.Specifically,Accentureearnedascoreof94outof100andwasincludedontheCDPClimatePerformanceLeadershipIndex2014,consistingofthe187companiesfromaround the world that received the highest grade for their climate performance;previouslyAccenturewasincludedamongtheCDPGlobal500forfiveconsecutiveyears.In2015,AccenturewasincludedinCDP’sSupplyChainPerformanceLeadershipIndex.

Most of the waste generated at Accenture’s offices is urban. All offices are thereforeequippedwithcontainerstofacilitate the sorting and separate collection of paper, plastic and other types of waste. The recyclable portion is then picked up and processed by authorized waste management service providers.

Accenture also generates some hazardous waste, such as fluorescent light bulbs, toner cartridges and batteries. Thiswasteisstoredforsubsequent

Eachyear,Accentureconductsaninventory of the greenhouse gas emissions indirectly generated by these sources.TheseemissionsarequantifiedinaccordancewiththeInternationalEnergyAgency(IEA)andtheGreenhouse Gas Protocol methodology.

The measures aimed at rationalizing energy consumption are focused on the useofenergy-efficientequipmentandREMtechnologiesandonraisingawareness among all our professionals to encourage the responsible use of energy.

The aim of the waste management, recycling and reuse program istwofold:first,todecreaseoverallwastegenerationand,second, to encourage recycling and reuse in order to reduce the percentage of waste sent to landfills.

Although Accenture’s direct greenhouse gas emissions are negligible, the company has developed a program to monitor our indirect contribution to global warming as a result of our energy consumption and our professionals’ business travel.

(G4-16, G4-EN16, G4-EN17, G4-EN19, G4-EN27, G4-DMA)98 www.accenture.es 2014 Report 99



8.1. A “responsible buyer” and “Sustainable Client”

8.2. the Supply Chain

8.3. promoting Sustainability in our value Chain

8.4. Communication and Dialogue with Suppliers

8.5. Milestones reached

8.6. broadening our Goals

in order to build a network of qualified suppliers who embrace our values and principles, Accenture undertakes to promote its corporate responsibility criteria across the supply chain, thereby nurturing the adoption of ethiCAL, SoCiAL ANd eNViRoNMeNtAL BeSt PRACtiCeS throughout the entire supplier network. Accenture’s goal is to be both a “responsible buyer” that invests in companies with good ethical, social and environmental performance and a “sustainable client” that strives to deliver value across the supply chain. investing in suppliers that share our values and principles moreover helps us avoid risks to our reputation that might affect

08Commitment tooUR SUPPLieRS

our positioning as a responsible company. it moreover contributes to economic and social development in Spain by supporting local suppliers.

(G4-DMA) 2014 Report 101


100 www.accenture.es



To identify and analyze the potential risks posed by our supply chain, we first break itdownbycategory.Fromthere,weexamineeachcategoryintermsofitsrelationship with potential environmental, labor and social impacts. Ineachcase,Accenture’sabilitytoinfluence suppliers in order to help minimize the impact is taken into account.

The companies that make up our supply chain are companies that operate in Spain.Assuch,theyensurebothrespectfor human rights as they are understood in a developed country and compliance with current labor, environmental and sociallegislation.Likewise,AccentureSpainrequiresitsforeignsupplierstocompleteaspecificquestionnaireinorder to make sure that their operations meetourrequirements.

Additionally, Accenture’s large contractors–IBEX35companieswithgreater potential impacts – have corporate social responsibility programs of their own that are aligned with ours and are submitted for review by independent auditors before being publicly shared with their stakeholders (includingAccenture,asaclient).

At all times, Accenture strives to promote mutual benefits. To this end, we are firmly committed to choosing suppliers that meet Accenture’s sustainability requirements,notonlyasacontrolandmonitoring mechanism, but also as an opportunity to promote these requirementsacrosstheentiresupplychain, by encouraging our suppliers to suggest new ways of understanding and conducting business to their own suppliers and to monitor and reduce their environmental, labor and social impacts as well.

Separately,Accenturepromotesequalopportunity in the procurement process byapplyingcriteriasuchasquality,price,performance and suitability and by simplifying our supplier approval processes to remove any obstacles that might prevent small and medium-sized businesses and freelancers from participating. This approach offers proof of our contribution to economic and socialdevelopmentinSpain,whoseeconomy largely consists of small and medium-sizedbusinesses.Inthisregard,ofAccenture’s1,638suppliersinthecountry1,425arelocal.

8.2. the Supply Chain

ThestructureofAccentureinSpain’ssupplychainischaracteristic of the consulting sector. By industry, the largest segments are primarily telecommunication companies, office rental companies, insurance companies and travel agencies.

of local suppliers87%

8.1. A “responsible buyer” and “Sustainable Client”

AtAccenture,wedeliverandensureinnovative,high-qualityservicesthathelpourclientsachievehighperformance.Consequently,weaimtoinvestonlyinsuppliersthat share our values and principles and to establish relationships of trust with suppliers whose codes of conduct are consistent with Accenture’s corporate responsibility strategy. We understand that we need a network of highly skilled, efficient suppliers who can both help us remain competitive in the current socioeconomiccontextandbeconsideredoneofourmainstakeholdergroups.

best practices

environmental

Socialethical

responsible buyer

Sustainable Client

(G4-12, G4-EC8, G4-EC9, G4-EN33, G4-LA15, G4-SO10)

SupportfortheentireSpanishBUSiNeSS NetwoRk




Separately,notonlydidAccenturecontinue to collaborate actively with “specialemploymentcenters”orCEEs(aformaldesignationusedinSpainfororganizations that support the employmentofpeoplewithdisabilities)infiscal2014byregardingCEEstatusasanassetinitsRFPs,itwillreinforcethisfocusinfiscal2015byrequiringsupplierstoindicatewhetherornottheyhaveCEEstatus on its supplier approval questionnaire.

As for our commitment to the environment, we continue to actively pursue reductions in our use of paper, encouraging electronic billing with suppliers and the use of digital signatures for contracts. Additionally, all suppliers who work at Accenture facilities agree to comply with the company’s environmental programs and

even receive specific environmental training tailored to their jobs.

With regard to our management model for our suppliers’ activities in the area of prevention, Accenture has implemented a corporate activity management and coordination procedure for use with subcontractors and temporary employment agencies. To this end, these companies are asked, first, to provide information on their activities in sphere ofoccupationalsafety(employeetraining,certificatesoffitness,etc.)and,second,toexplainthemeasurestobetaken in the event of an emergency at one of our buildings, as well as their risk assessments and preventive and protective measures.

Anticorruption program for Suppliers

Although these suppliers are independent of our organization, we are responsible for their actions, among other things, because their activities are visible to our clients. Thus, before we enter into a contractual relationship with anynewsupplier,werequireittoundergo a thorough vetting process, subject to various high-level authorizations depending on the potential risk it poses.

This program is governed by a number of internal policies ultimately aimed at preventing risks to Accenture’s reputation that could affect our positioning as a responsible company.

1 The definition of business intermediaries includes any person or organization on which Accenture relies to deal with clients, that acts on Accenture’s behalftoobtainalicense,visa,permitorotherofficialdocument,orthatappearsbeforeofficialand(totallyorpartially)publicly-ownedbodies.Thiscategory includes business development agents, advisors, consultants, subcontractors, prime contractors, allies, collaborators, joint venture partners, sales representatives and suppliers.

As a responsible company, Accenture has a specific anticorruption program covering its relationships with its business intermediaries.1

As part of the supplier approval process, Accenture’s suppliers must comply with a set of specific sustainability requirements.Additionally, they undertake and are requiredtorespectthecore values set out in our Code of Business Ethics.

We undertake to invest in suppliers that promote good ethical, environmental and social practices and whose codes of conduct are consistent with Accenture’s corporate responsibility strategy and code of ethics, as well as with the ten principlesoftheUnitedNationsGlobalCompact. To this end, all our suppliers must agree to act in compliance with the compact, which Accenture has signed.

To join Accenture’s supplier network, companies must obtain a score of at least70%ontheevaluationandassessmentprocess,whichrequiresthemto agree to mandatory criteria with regard to sustainability.

100percentofsuppliersenteringintoabusiness relationship with Accenture for the first time receive a supplier approval questionnairethatplacesspecialemphasis on their labor, social and environmentalpractices.Specifically,infiscal2014,atotalof200suppliers(133

nationaland67foreign)wereapproved.Among other things, all were asked to provideinformationon:

•Humanresourcespolicy.

•Occupationalhealthandsafety.

•Environmentalmanagement:environmental certification and policy, as well as compliance with the applicable environmental legislation.

•Adherencetointernationalstandards,suchastheUnitedNationsGlobalCompact.

•Corporateresponsibilitymanagement:sustainability policy, corporate social responsibility report, corporate responsibility management system, etc.

•ExistenceofaCodeofConduct.

•Securitypoliciesandcontingencyplans.

•Qualitycertifications.

8.3. promoting Sustainability in our value Chain

AccentureinSpainconductsitsbusinesswithsuppliersthroughasingleprocurementmodel for the company and all wholly owned subsidiaries. The procurement process comprisesthefollowingsteps:identificationofneeds,requestsforproposals(RFPs),negotiation, award and signing of contracts.

Moreover,AccentureexpectsitssupplierstocomplywithaspecificsetofSupplierStandardsofConduct,whichsupplementourCodeofBusinessEthicsandareintended to ensure that our supply chain is aligned with our organization’s approach to business. These standards define our priorities, as well as the management style and conduct we expectfromoursuppliers.

Inthisregard,allofAccenture’ssuppliersundertakeandarerequiredtorespectthecore values set out in our Code of BusinessEthics.Inreturn,Accenturelikewise undertakes to abide by the code in its dealings with suppliers.

Additionally, internal policies have been putintoplacerequiringprivatecontractors who act on behalf of Accenture and have access to the organization’s internal systems to complete mandatory training on data protection, information security and ethics. Accenture takes care to ensure that all private contractors are aware of the importance of this training and of the potentialconsequencesofbreachingtheir obligations.

(G4-12, G4-EN32, G4-SO9, G4-SO10)(G4-12, G4-EN32, G4-LA14, G4-SO9, G4-DMA)104 www.accenture.es 2014 Report 105

https://www.accenture.com/us-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/About-Accenture/Accenture-Supplier-Standards-of-Conduct-English-Feb-2014.pdf

https://www.accenture.com/us-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/About-Accenture/Accenture-Supplier-Standards-of-Conduct-English-Feb-2014.pdf


In2014,ourmainchallengewastoensure that our suppliers not only meet oursustainabilityrequirements,butalsoagree to our standards of conduct, which are aligned with our core values.

Given the importance of getting it right, infiscal2014weexaminedourinvoicereceipt and handling process with a view to minimizing invoicing errors and streamlining accounting and payments. Inthisregard,specificactionsweretakento reduce the number of invoice processing incidents and ensure timely payment.

8.5. Milestones reached

As part of our pursuit of continuous improvement, Accenture has set itself the followinggoalsfor2015:

•Analyzingandredefiningthesupplierapprovalprocess:Because of the great importance that Accenture places on supplierapproval,overfiscal2015wewill conduct an analysis with a view to making the process faster and more flexibleandadaptingittothedifferentcases that arise.

•Invoicepaymentprocessing:We will continue to work with our accounts payable teams to study delays in payment and the causes thereof in order to further reduce the number of late payments.

8.6. broadening our Goals

Moreover, our Vendor Portal provides suppliers with direct access to the information that interests them most (orderstatus,invoicesandpayments).Itisaflexibletoolthatcanalsobeusedtosubmitqueriesandcomments.

InacontextinwhichboththenewinternationalCSRguidelinesandthestrategies followed by governments are stressing the importance of involving the supply chain in corporate responsibility programs, we believe it is essential to know what our suppliers expectfromusasaclient.Tothisend,infiscal2014,Accenturestudiedtheresults of its specific sustainability questionnaireforsuppliersbysuppliertypeandsector.Thequestionnairewaslaunchedin2013forthethreefold

purpose of identifying our suppliers’ expectationsofusinthisarea,invitingthem to evaluate our Corporate Responsibility Program, and assessing their degree of satisfaction.

We thus obtained key information, which we then studied and interpreted. The findings will be used to further strengthen the perception of Accenture as a sound and responsible business leader.

Inthecurrentsocioeconomiccontext,Accenture’s suppliers consider it to be a responsible company that meets its financialcommitments.Inthisvein,theprogram most highly valued by the survey respondents was our relationship withoursuppliers.Specifically,themost

8.4. Communication and Dialogue with Suppliers

highly rated attributes of this relationship were our financial solvency and invoice payment period. These results simply strengthen Accenture’s commitment to sustainable development.

CDp Supply ChainAs part of our multi-faceted relationship withCDP,weuseitstoolstopromoteengagement and sustainable business practices with our suppliers. As a corporatememberofCDP’sSupplyChainprogram,eachyearsince2010wehaveinvited a targeted group of our suppliers tovoluntarilyrespondtoitsSupplyChainself-assessmentquestionnaire.

At Accenture, we meet with our main suppliers not only to assess the services they provide,butalsotoidentifytheirexpectationsandenhancethequalityofourrelationship with them.

evaluate the service

identify expectations

enhance the relationship

Measure their degree of satisfaction

Share the commitment of responsibility

2014 Report 107106 www.accenture.es




Appendix 1. Supplementary information 109

Appendix 2. Global reporting initiative (Gri) Content index 121

Appendix 3. Gri reporting principles 139

Appendix 4. Self-assessment of the iirC’s Guiding principles and Content elements for integrated reporting 141

Appendix 5. united nations Global Compact principles 146

Appendix 6. oeCD Guidelines for Multinational enterprises 148

Appendix 7. independent Assurance report 150

APPeNdiCeS

AppenDix 1

Supplementary information

Minimum Salariesnational minimum wage, by gender (euros)

Men Women

2013

2013

645.30 645.30

2014

2014

645.30 645.30

2012

2012

641.40 641.40

2011

2011

641.40

2010

2010

633.30 633.30

2009

2009

624 624

2008

2008

600 600

fiscal year

fiscal year

641.40

percentage of minimum starting salary over national minimum wage, by gender Men Women

135.60 135.60 131.72 131.72136.42 136.42

192.73 192.73194.48 194.48

141.7 141.7 136.42136.42

(G4-EC1, G4-EC5) 2014 Report 109108 www.accenture.es



Suppliers

Materials purchased

Paper(kilograms) Computers(units) Cellphones(units)

2008

69,091

1,894 1,946

2009

51,871

358 1,204

fiscal year

2010

48,673

682 1,424

2011

40,499

4,628 1,571

2012

31,693

2,194 2,130

2013

15,169

2,650 510

2014

10,6582,839 1,682

80,000

60,000

40,000

20,000

0

number of active suppliers

2009

1,784

2010

1,390

2011

1,430

2012

2,158

2013

2,089

2014

1,638

2008

1,688

fiscal year

percentage of foreign suppliers

2009

3.3

2010

8

2011

10

2012

14

2013

15

2014

13

2008

2.3

fiscal year

total spending on national suppliers (euros)

2009

181,767,999.11

2010

132,640,053.00

2011

153,971,256.39

2012

156,383,224.48

2013

143,843,795.78

2014

128,309,581.59

2008

174,128,414.48

fiscal year

percentage of national suppliers

2009

96.7

2010

92

2011

90

2012

86

2013

85

2014

87

2008

97.7

fiscal year

fiscal year

80,000

70,000

60,000

50,000

40,.000

30,000

20,000

10,000

02008 2009 2010 2011 2012 2013 2014

6.50

10,572

68,755 67,166

60,392

52,068

29,018 26,615 23,419

8,863 8,364 9,066 8,107 7,546 7,257

7.58 7.22 5.74 3.58 3.53 3.23

Electricityconsumption/employeeElectricityconsumption(gigajoules) Numberofemployees

Notes:• ConsumptionofISO14001-certifiedbuildings.• Thenumberofemployeesreferstoallfull-timeemployees.

indirect energy Consumption (electricity)

fiscal year

25,000

20,000

15,000

10,000

5,000

0

Emissions/employeeTotalemissions(tons) NumberofemployeesTravel(scope3)(tons) Electricity(scope2)(tons)

Notes:• Electricity:EmissionsofISO14001-certifiedbuildings.• Travel:Theseemissionswerecalculateddirectlybyourtravelagency.• Thenumberofemployeesreferstoallfull-timeemployees.

indirect Co2 emissions

1,893.02

9,194.48

11,087.50

7,257

1.53

2008 2009 2010 2011 2012 2013 2014

2.09

14,566.20

22,097.20

10,57210,960.31

18,317.31

8,863

2.07

5,469.00

10,625.53

16,094.53

8,364

1.92

4,715.07

2,627.75 2,209.50

10,095.07

12,304.57

7,546

1.63

11,389.93

16,105.00

9,066

1.78

15,271.93

17,899.68

8,107

2.21

7,531.00 7,357.00

(G4-EN3, G4-EN5, G4-EN16, G4-EN17, G4-EN18)(G4-12, G4-EC1, G4-EC9, G4-EN1)110 www.accenture.es 2014 Report 111



breakdown of employees

employees

fiscal year

by category

Managing directors

by age group

Under30

Ages30to50

Over50

Average age

Senior managers and managers

Consultants

Analysts

by gender

Women

Women

Women

Women

Women

Women

Women

Women

Women

Men

Men

Men

Men

Men

Men

Men

Men

Men

total

total

total

total

total

total

total

total

total

2012

39

176

215

769

1,637

2,406

2,583

3,885

6,468

43

59

102

34

33

33

411

870

1,281

1,103

1,627

2,730

1,842

2,908

4,750

3,395

5,581

8,976

2013

35

168

203

604

1,287

1,891

2,596

3,874

6,470

51

60

111

35

34

34

404

876

1,280

1,066

1,581

2,647

1,746

2,596

4,342

3,251

5,221

8,472

2014

33

150

183

530

1,248

1,778

2,508

3,756

6,264

61

77

138

36

35

35

387

845

1,232

1,031

1,567

2,598

1,648

2,519

4,167

3,099

5,081

8,180

by type

Full-time

Part-time

breakdown of employees (continued)

employees

total employees

fiscal year

by contract type

Permanent

Temporary

by gender

employee turnoverfiscal year

turnover rate

by age group

Under30

Ages30to50

–

–

2008

19.3

–

–

–

–

–

2009

22.2

–

–

–

–

–

2010

13.7

–

–

–

11.2

12.3

2011

14.7

13.7

10.7

20.4

10.4

13.0

2012

12.0

14.9

10.9

6.9

–

–

2006

23.3

–

–

–

–

–

2007

23.5

–

–

–

Over50

10.5

12.6

2013

11.8

14.1

11.0

13.1

12.9

13.1

2014

13.0

16.0

12.1

16.1

Women

Women

Women

Women

Women

Men

Men

Men

Men

Men

total

total

total

total

2,6635,444

8,107

732137

869

8,976

2012

3,1495,078

8,227

246503

749

2,4765,070

7,546

775151

926

8,472

2013

3,0584,831

7,889

193390

583

2,3394,918

7,257

760163

923

8,180

2014

2,8974,646

7,543

202435

637

(G4-10, G4-LA1, G4-LA12)(G4-10, G4-LA12)112 www.accenture.es 2014 Report 113



by gender

by age group

8.0

8.8

8.8

7.1

7.9

7.1

new hire turnover

2013 20142012

fiscal year

turnover rate

8.6 7.7 7.4

9.0 6.4 5.7

8.0 10.2 11.2

0.0 0.0 0.0

Under30

Ages30to50

Over50

health and Safety indicators Men Total Women

number of accidents

2009 2010 2011 2012 2013

fiscal year

With leave

10

5

0Acc. Cor. AoS Aln. Acc. Cor. AoS Aln. Acc. Cor. AoS Aln. Acc. Cor. AoS Aln.

4

79

1 2 23 3

68

1 111 2

45

1 112 1

235

7

0 0 0

Without leave 20

15

10

5


6

11

8

56 6

8

5

18

7

4 336

2

7

2233

2

3

11

56

14

1 0 0

Fatalities10

5


100 0 0 00 0 0 00 0 0 00 0 0

0

0

2014

2

9

13

4

9

0

11

health and Safety indicators (continued) Men Total Women

2009 2010 2011 2012 2013

fiscal year

rates

Numberofdayslostdue to work-related accidents

400

300

200

100


245282

232

21

86

16

7647

71

201

811254 36 2842

54

572 11 43

159

91

310

0 0 0

Numberofdays lost due to illness

50,000

40,000

30,000

20,000

10,000


11,391

27,231

15,444 14,87311,969

29,513

23,991

34,344

47,696

19,78322,09523,163

19,205

893 1,039 789 1,349

18,755

28,941

Absenteeism rate (percentage)

10

5


1.652.70 3.27 2.42 1.94

5.312.90

4.282.493.70 3.61

2.68 3.783.64 4.68 3.98

7.13

1.593.95

Severityindex 15

10

5


8.506.77

11.84

0.83

3.380.70

2.23 1.43 0.91

9.10

0.202.56

14.69

0 0 0 0 0.581.43

Frequencyindex 1

0.5


0.14 0.17

0.46

0.04 0.08 0.090.09 0.09 0.090.36

0.040.140.33

0 0 0 0 0.100.07

Average number of employees

10,000

5,000


3,201.54,626.5

2,178 2,795 2,830 2,5303,773 3,650

8,714

2,454 2,7813,949

2,345.5111.5 101 90 86

5,375

3,339

2014

200

108

92

38,974

13,530

25,444

2.15

1.213.68

2.69

2.003.81

0.15

0.040.32

8,264

5,111

3,153

Notes:• Acc.:Accenture.Cor.:Coritel.AOS:AccentureOutsourcingServices.Aln.:Alnova.• Thecolumnforfiscal2013correspondsto:Accenture,S. L.;Coritel,S. A.;AccentureOutsourcingServices,S. A.;Alnova,S. L.;andNeoMetricsAnalytics,S. L.• Thecolumnforfiscal2014correspondsto:Accenture,S. L.;Coritel,S. A.;AccentureOutsourcingServices,S. A.;Alnova,S. L.;andFjordSpain,S. L.

0

Women

Men

(G4-LA6)(G4-LA1, G4-LA6)114 www.accenture.es 2014 Report 115



training Men Total Women

Managing directors

8,000

6,000

4,000

2,000

0

7,179

4,063

5,568

4,528

1,040

5,262

4,1232,847

901 7581,139

5,623

3,606

training hours (A)

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

2009 2010 2011 2012 2013 2014

fiscal year

fiscal year

fiscal year

fiscal year

fiscal year

fiscal year

Seniormanagersandmanagers

80,000

60,000

40,000

20,000

0

training hours (A)

55,032

39,203

61,396

41,841

19,555

64,103

43,825 45,89932,803

19,50213,140

20,278

65,401

45,943

3,000

2,000

1,000

0

2,582 2,552 2,669

1,601

1,068

2,730

1,627 1,581 1,567

1,066 1,0311,103

2,647 2,598

total employees (B)

6,000

4,000

2,000

0

5,470 5,077 4,959

3,012

1,947

4,750

2,908 2,596 2,519

1,746 1,6481,842

4,342 4,167

total employees (B)

2,000

1,500

1,000

500

0

1,177 1,204 1,281

879

402 411

1,281 1,280 1,232

404 387

870 876 845

total employees (B)

Consultants

300,000

200,000

100,000

0

training hours (A)

104,87189,216

113,808

71,115

42,693

131,429

84,254

27,81747,175

98,51771,498

Analysts

300,000

200,000

100,000

0

training hours (A)

total

400,000

300,000

200,000

100,000

0

training hours (A)

387,464

278,551

361,357

234,495

126,862

367,061

242,850203,571

169,309

110,347 90,312124,211

313,918259,621

10,000

5,000

0

total employees (B)

9,458 9,034 9,119

5,665

3,454

8,976

5,581 5,221 5,081

3,251 3,0993,395

8,472 8,180

220,382

146,069180,585

117,011

63,574

166,267

110,648 92,166 89,977

52,211 48,59755,619

144,377 138,574

A/B

2009 2010 2011 2012 2013 2014

– – 28.1 29.2 25.7 23.0

– – 26.2 23.4 28.1 19.0

31.3 20.2 26.5 24.5 27.7 19.7total

total

total

total

total

A/B

2009 2010 2011 2012 2013 2014

– – 48.6 49.3 48.3 34.0

– – 47.6 50.4 52.4 38.8

46.8 32.6 47.9 50.0 51.1 37.3

A/B

2009 2010 2011 2012 2013 2014

– – 40.0 42.8 35.4 27.0

– – 44.4 51.8 38.4 27.9

40.6 35.0 42.6 48.1 37.2 27.5

A/B

2009 2010 2011 2012 2013 2014

– – 32.7 30.2 29.9 29.5

– – 38.8 38.0 35.5 35.7

40.3 28.8 36.4 35.0 33.3 33.3

A/B

2009 2010 2011 2012 2013 2014

– – 36.7 36.6 33.9 29.1

– – 41.4 43.5 39.0 33.3

41.0 30.8 39.6 40.9 37.1 31.7

250

200

150

100

50

0

total employees (B)229

201 210

37

215

35 3339

203183

43,68237,733

60,784

performance evaluation

Seniormanagersand managers –

–

total: –

–

–

total: –

413

868

total: 1,281

400

857

total: 1,257

Consultants –

–

total: –

–

–

total: –

1,104

1,591

total: 2,695

1,052

1,590

total: 2,642

Analysts –

–

total: –

–

–

total: –

1,698

2,511

1,615

2,320

total: 4,209 total: 3,935

total 3,396

5,305

total: 8,701

3,303

5,217

total: 8,520

3,251

5,142

3,103

4,916


2011 2012 2013 2014

fiscal year

Staff

Managing directors –

–

total: –

–

–

total: –

36

172

total: 208

36

149

total: 185

number of employees receiving evaluations


–

total: –

–

–

total: –

36

168

total: 204

34

146

total: 180


–

total: –

–

–

total: –

405

864

total: 1,269

391

852

total: 1,243

Consultants –

–

total: –

–

–

total: –

1,065

1,579

total: 2,644

1,004

1,571

total: 2,575

Analysts –

–

total: –

–

–

total: –

1,656

2,490

total: 4,146

1,576

2,301

total: 3,877

total 3,325

5,270

total: 8,595

3,238

5,205

total: 8,443

3,162

5,101

3,005

4,870


4,722168

150176173




performance evaluation (continued)


–

total: –

–

–

total: –

98

100

total: 99

98

99

total: 99

Consultants –

–

total: –

–

–

total: –

96

99

total: 98

95

99

total: 97

Analysts –

–

total: –

–

–

total: –

98

99

98

99

total: 99 total: 99

total 97.9

99.3

total: 98.8

98.0

99.8

total: 99.1

97

99

97

99

total: 98 total: 98

2011 2012 2013 2014

fiscal year

percentage of employees receiving evaluations


–

total: –

–

–

total: –

100

98

total: 98

94

98

total: 97

Maternity and paternity Leaves

Paternity –

–

total: –

–

–

total: –

–

343

total: 343

–

342

total: 342

2011 2012 2013 2014

fiscal year

number of employees who have taken maternity or paternity leave, by gender

percentage of employees who are entitled to maternity or paternity leave, by gender

Maternity 242

1

total: 243

241

4

total: 245

246

2

total: 248

262

3

total: 265

Maternity 100

100

total: 100

100

100

total:100

100

100

total: 100

100

100

total: 100

Paternity –

–

total: –

–

–

total: –

–

100

–

100

total: 100 total: 100

Note:“Staff”includesallindividualssubjecttoevaluation.

Maternity and paternity Leaves (continued)

2011 2012 2013 2014

fiscal year

percentage of employees who returned to work following a maternity or paternity leave, by gender

Notes:• Thesefiguresdonotincludeemployeeswho,followingtheirmaternityorpaternityleave,havetakenanextendedleaveofabsence.• Thefiguresgiveninthe“Men”rowofthe“Maternity”sectionsreferstothetotalnumberofmenreceivingmaternityleaveasaresultofthemother’swaiveroftheleavetowhichshewasentitled.

Maternity–

–

total: –

88

100

total: 88

99

100

total: 99

92

100

total: 92

Paternity –

–

total: –

–

–

total: –

–

99

–

95

total: 99 total: 95

number of employees who returned to work following a maternity or paternity leave, by gender

Paternity –

–

total: –

–

–

total: –

Maternity 211

4

total: 215

244

2

total: 246

241

3

total: 244

–

–

total: –

–

341

total: 341

–

326

total: 326




General Standard Disclosures

page omissions external Assurance Description

StRAtegY ANd ANALYSiSG4-1 LetterfromtheCountryManaging

DirectorforSpain(pages2-3).ü

(pages150-151)

Statementfromthemostseniordecision-maker of the organization about the relevance of sustainability to the organization and its strategy for addressing it.

G4-2 CorporateResponsibilityinSpain–Creating Value Today... for Tomorrow (pages8-9)–...ContributingValueBased on Values – Corporate ResponsibilityMasterPlan(page20)– A Reliable Management Model (pages26-27).

ü(pages

150-151)

Descriptionofkeyimpacts,risksand opportunities.

oRgANizAtioNAL PRofiLeG4-3 About This Corporate Responsibility

Report(insidefrontcover).ü

(pages150-151)

Nameoftheorganization.

G4-4 Accenture–AccentureinSpain(page5)/CommitmenttoOurClients – Global Business Model –GrowthPlatforms(page37)–Industries(page42).

ü(pages

150-151)

Primary brands, products, and services.

G4-5 Accenture–AccentureinSpain (page5).

ü(pages

150-151)

Locationoftheorganization’sheadquarters.

G4-6 Accenture – Accenture in the World (page5).

ü(pages

150-151)

Numberofcountrieswheretheorganization operates, and names of countries where the organization either has significant operations or has operations that are specifically relevant to the sustainability topics covered in the report.

G4-7 About This Corporate Responsibility Report(insidefrontcover)/Accenture–AccentureinSpain (page5).

ü(pages

150-151)

Natureofownershipandlegalform.

Seniority

by gender

employees

total total

20

15

10

5

0

8 98 88 8

by age group

employees

by category

total total

20

15

10

5

0

19 2020 2020 20Managing directors

total total

20

15

10

5

0

13 1312 1212 12

Seniormanagersand managers

total total

20

15

10

5

0

10 119 99 10

Consultants

total total

20

15

10

5

0

6 65 55 5

Analysts

total total

20

15

10

5

0

3 33 33 3

Under30

total total

20

15

10

5

0

9 109 99 10

Ages30to50

total total

20

15

10

5

0

16 15

18 1817 17Over50

2013 20132014 2014

fiscal year fiscal year

AppenDix 2

global Reporting initiative (gRi) Content index

(G4-32)

geNeRAL StANdARd diSCLoSUReS




G4-8 Accenture(page5)/CommitmenttoOurClients–Industries(page42).

ü(pages

150-151)

Markets served.

G4-9 Accenture(page5)/CommitmenttoOurShareholders–AccentureSpain’sFinancialPerformance (page72).

ü(pages

150-151)

Scaleoftheorganization.

G4-10 Appendix1.SupplementaryInformation–BreakdownofEmployees(pages112-113).

ü(pages

150-151)

Breakdown of the total workforce by employment type, contract, region and gender.

G4-11 100%ofAccentureemployeesarecovered by the national collective bargaining agreement for consulting firms.

ü(pages

150-151)

Percentage of employees covered by a collective bargaining agreement.

G4-12 CommitmenttoOurSuppliers–TheSupplyChain(page103)–PromotingSustainabilityinOurValueChain(pages104-105)/Appendix1.SupplementaryInformation–Suppliers(page110).

ü(pages

150-151)

Descriptionoftheorganization’ssupply chain.

G4-13 Nosignificantchangestookplaceduring the reporting period.

ü(pages

150-151)

Significantchangesduringthereporting period.

G4-14 CorporateResponsibilityinSpain–A Reliable Management Model – RiskIdentificationandManagement(page26).

ü(pages

150-151)

Descriptionofhowtheprecautionary approach or principle is addressed by the organization.

G4-15 CorporateResponsibilityinSpain–... AndMaintainingOurCommitmenttotheSustainableDevelopmentofSociety(page33)/Accenture is a signatory to the DiversityCharter,aninitiativeaimed at supporting and promoting the principles of non-discrimination,equalityandinclusion of diversity in a work environment free of prejudice. At the global level, Accenture subscribes to the ten principles definedintheUnitedNationsGlobal Compact, and Accenture SpainisamemberoftheSpanishGlobalCompactNetwork.

ü(pages

150-151)

Externallydevelopedeconomic,environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.

G4-16 Corporate Responsibility in Spain –... AndMaintainingOurCommitmenttotheSustainableDevelopmentofSociety(page33) /CommitmenttoOurClients(page49)/CommitmenttoSociety –TogetherwithInstitutions(pages83-84)/CommitmenttotheEnvironment–EnvironmentalPrograms–EmissionsControl(page98).

ü(pages

150-151)

Main associations to which the organization belongs and national organizations that it supports.

ideNtified MAteRiAL ASPeCtS ANd BoUNdARieSG4-17 CommitmenttoOurShareholders

(page75). ü(pages

150-151)

Entitiesincludedintheorganization’s consolidated financial statements or in equivalentdocuments.

G4-18 CorporateResponsibilityinSpain –... ContributingValueBasedonValues –Materiality(pages14-16)/Appendix3.GRIReportingPrinciples(pages139-140).

ü(pages

150-151)

Process for defining the report content.

G4-19 CorporateResponsibilityinSpain –... ContributingValueBasedonValues –Materiality(pages15-16)/ The published indicators come from the management systems of the different areas responsible for the data. These systems are subject torigorous,qualitymanagement,as well as various verification processesandinternalandexternalaudits.

ü(pages

150-151)

Identifiedmaterialaspects.

G4-20 CorporateResponsibilityinSpain –... ContributingValueBasedonValues–Materiality(page16).

ü(pages

150-151)

Boundary for each material aspect within the organization.

G4-21 CorporateResponsibilityinSpain –... ContributingValueBasedonValues–Materiality(page16).

ü(pages

150-151)

Boundary for each material aspect outside of the organization.

G4-22 Noinformationprovidedinprevious reports has been restated.

ü(pages

150-151)

Descriptionoftheeffectofany restatements of information provided in previous reports, and the reasons for such restatements.

G4-23 About This Corporate Responsibility Report(insidefrontcover).

ü(pages

150-151)

Significantchangesfromprevious reporting periods in the scope and aspect boundaries.

StAkehoLdeR eNgAgeMeNtG4-24 CorporateResponsibilityinSpain –

... ContributingValueBasedonValues–StakeholderInclusiveness(pages17-19).

ü(pages

150-151)

Listofstakeholdergroupsengaged by the organization.








G4-25 Corporate Responsibility in Spain –... ContributingValueBasedonValues–StakeholderInclusiveness(page17).

ü(pages

150-151)

Basis for identification and selection of stakeholders.

G4-26 Corporate Responsibility in Spain –CreatingValueToday...forTomorrow(pages8-9) –... ContributingValueBasedonValues–StakeholderInclusiveness(page17).

ü(pages

150-151)

Organization’s approach to stakeholder engagement.

G4-27 Corporate Responsibility in Spain –... ContributingValueBasedonValues–Materiality(pages14-16).

ü(pages

150-151)

Key topics and concerns raised through stakeholder engagement and how the organization has responded to them.

RePoRt PRofiLeG4-28 Fiscal2014(fromSeptember1,

2013,toAugust31,2014).ü

(pages150-151)

Reporting period for the information provided.

G4-29 Fiscal2013(fromSeptember1,2012,toAugust31,2013).

ü(pages

150-151)

Dateofmostrecentpreviousreport.

G4-30 Annual. ü(pages

150-151)

Reporting cycle.

G4-31 Page152. ü(pages

150-151)

Contactpointforquestionsregarding the report or its contents.

G4-32 Appendix2.GlobalReportingInitiative(GRI)ContentIndex(page121).

ü(pages

150-151)

Table indicating the location of the standard disclosures in the report.

G4-33 About This Corporate ResponsibilityReport(insidefrontcover)/Appendix7.IndependentAssuranceReport(pages150-151).

ü(pages

150-151)

Policy and current practice with regardtoseekingexternalassurance for the report.

goVeRNANCeG4-34 CorporateResponsibilityinSpain–

A Reliable Management Model – Accenture’s Corporate Governance (pages24-25).

ü(pages

150-151)

Governance structure of the organization, including any committees responsible for decision-making on economic, environmental and social issues.

G4-35 https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf–FunctionsoftheBoardofDirectors(page1).

ü*(pages

150-151)

Process for delegating authority for economic, environmental and social topics from the highest governance body to seniorexecutivesandotheremployees.

G4-36 https://www.accenture.com/us-en/company-leadership.

ü*(pages

150-151)

Indicationofwhethertheorganization has appointed an executive-levelpositionorpositions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body.

G4-37 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-irhome. ü*

(pages150-151)

Descriptionoftheprocessesfor consultation between stakeholders and the highest governance body on economic, environmental and social topics.

G4-38 https://www.accenture.com/us-en/company-leadership-governance.aspx#block-board-of-directors.

ü*(pages

150-151)

Descriptionofthecompositionof the highest governance body and its committees.

G4-39 CorporateResponsibilityinSpain– A Reliable Management Model – Accenture’s Corporate Governance (page24).

ü(pages

150-151)

IndicationofwhethertheChairof the highest governance body isalsoanexecutiveofficer.

G4-40 https://www.accenture.com/us-en/company-corporate-governance-board-committees.aspx#block-nominating-and-governance-committee.

ü*(pages

150-151)

Descriptionofthenominationand selection processes for the highest governance body and its committees, as well as the criteria used for nominating and selecting.

G4-41 CorporateResponsibilityinSpain– A Reliable Management Model – Accenture’s Corporate Governance (pages24-25)/Accenturehasinternal policies and procedures in place to enable the highest governance body to avoid and manage potential conflicts of interest. / https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf–Ethics,ConflictsandBoardConduct(page4).

ü*(pages

150-151)

Descriptionoftheprocessesforthe highest governance body to ensure conflicts of interest are avoided and managed.

* The review consisted in verifying that the information referred to in relation to Accenture’s global corporate governance is public and meets the criteria for the corresponding indicator.







https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf







https://www.accenture.com/us-en/company-leadership

https://www.accenture.com/us-en/company-leadership

http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-irhome



https://www.accenture.com/us-en/company-leadership-governance.aspx#block-board-of-directors



https://www.accenture.com/us-en/company-corporate-governance-board-committees.aspx#block-nominating-and-governance-committee














G4-42 CorporateResponsibilityinSpain–A Reliable Management Model – Accenture’s Corporate Governance (pages24-25)/https://www.accenture.com/us-en/company-ethics-code.aspx.

ü*(pages

150-151)

Descriptionofthehighestgovernance body’s and senior executives’rolesinthedevelopment, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.

G4-43 CorporateResponsibilityinSpain– A Reliable Management Model – Accenture’s Corporate Governance (pages24-25)/https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf–CharacteristicsofBoardMembers(pages2-3).

ü*(pages

150-151)

Measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics.

G4-44 https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf–PerformanceEvaluation(page5).

ü*(pages

150-151)

Descriptionoftheprocessesforevaluation of the highest government body’s performance with respect to governance of economic, environmental and social topics.

G4-45 https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf–FunctionsoftheBoardofDirectors(page1).

ü*(pages

150-151)

Descriptionofthehighestgovernance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities.

G4-46 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-secbridge–ProxyStatementforourAnnual General Meeting of Shareholders–RiskOversight (page4).

ü*(pages

150-151)

Descriptionofthehighestgovernance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental and social topics.

G4-47 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-secbridge–ProxyStatementforourAnnual General Meeting of Shareholders–BoardMeetingsandCommittees(pages5-6).

ü*(pages

150-151)

Indicationofthefrequencyofthe highest governance body’s review of economic, environmental and social impacts, risks, and opportunities.

G4-48 About This Corporate Responsibility Report(insidefrontcover).

ü(pages

150-151)

Indicationofthehighestcommittee or position that formally reviews and approves the organization’s sustainability report and ensures that all material aspects are covered.

G4-49 https://www.accenture.com/us-en/company-contact.aspx. ü*

(pages150-151)

Descriptionoftheprocessforcommunicating critical concerns to the highest governance body.

G4-50 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-irhome. ü*

(pages150-151)

Natureandtotalnumberofcritical concerns that were communicated to the highest governance body and mechanisms used to address and evaluate them.

G4-51 https://www.accenture.com/t20150523T015501__w__/us-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/About-Accenture/PDF/1/Accenture-Corporate-Governance-Guidelines-October-2011.pdf – Board Compensation(page4)/ https://www.accenture.com/us-en/company-corporate-governance-board-committees.aspx#block-compensation-committee.

ü*(pages

150-151)

Descriptionoftheremunerationpolicies for the highest governance body and senior executives,includinghowperformance criteria in the remuneration policy relate to the highest governance body’s and seniorexecutives’economic,environmental and social objectives.

G4-52 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-secbridge–ProxyStatementforourAnnual General Meeting of Shareholders–ProcessforDeterminingExecutiveCompensation(pages36-38).

ü*(pages

150-151)

Descriptionoftheprocessesfordetermining remuneration.

G4-53 http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-secbridge–SummaryoftheAnnualGeneralMeetingofShareholdersofAccenture plc – Voting Results (page1).

ü*(pages

150-151)

Explanationofhowstakeholders’views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies and proposals.

G4-54 Accenture’s internal data confidentiality policies prohibit the disclosure of this information.

ü(pages

150-151)

Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees(excludingthehighest-paidindividual)inthe same country.








https://www.accenture.com/us-en/company-ethics-code.aspx

https://www.accenture.com/us-en/company-ethics-code.aspx






















http://investor.accenture.com/phoenix.zhtml?c=129731&p=irol-secbridge






https://www.accenture.com/us-en/company-contact.aspx

https://www.accenture.com/us-en/company-contact.aspx











https://www.accenture.com/us-en/company-corporate-governance-board-committees.aspx#block-compensation-committee












G4-EC2 Notapplicable.Theactivities carried out by Accenture are not directly affected by climate change, nor do they contribute directly to it through the direct emission of greenhouses gases. Therefore, no significant financialconsequencesorrisks to the business due to climate change have been identified.

ü(pages

150-151)

Financialimplicationsandother risks and opportunities for the organization’s activities due to climate change.

G4-EC3 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AnEnginewiththeBestBenefits(pages62-63)–AFlexibleEngine(pages64-65).

ü(pages

150-151)

Coverage of the organization’s defined benefit plan obligations.

G4-EC4 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AnEngineThatIsAlwaysReady(page59).

ü(pages

150-151)

Financialassistancereceived from government.

MAteRiAL ASPeCt: MARket PReSeNCeG4-DMA Page5. ü

(pages150-151)

G4-EC5 Appendix1.SupplementaryInformation–MinimumSalaries(page109).

ü(pages

150-151)

Ratio, by gender, of the entry-level wage to the local minimum wage at significant locations of operation.

G4-EC6 There are no established proceduresforlocalhiring;however,13ofthe14membersoftheAccentureSpainExecutiveCommitteeareSpanish.Accenturepromotesequalopportunity based on merit in both its hiring and promotion processes.

ü(pages

150-151)

Proportion of senior management hired from the local community at significant locations of operation.

MAteRiAL ASPeCt: iNdiReCt eCoNoMiC iMPACtSG4-DMA Pages34,56and76. ü

(pages150-151)

G4-EC7 Commitment to Our Clients – Global Business Model – Growth Platforms(page37)–Industries(page42)–AccentureGlobalDeliveryNetwork(page48)–BusinessExcellence(page50)–InformationSecurityandDataPrivacy(page52).

ü(pages

150-151)

Developmentandimpactof infrastructure investments and services supported.

G4-55 Accenture’s internal data confidentiality policies prohibit the disclosure of this information.

ü(pages

150-151)

Ratio of percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees(excludingthehighest-paidindividual)inthe same country.

ethiCS ANd iNtegRitYG4-56 CorporateResponsibilityinSpain

–... WithoutSacrificingOurPrinciples(pages28-30).

ü(pages

150-151)

Descriptionoftheorganization’s values, principles, standards and norms, such as codes of conduct and codes of ethics.

G4-57 CorporateResponsibilityinSpain –... WithoutSacrificingOurPrinciples(page29). ü

(pages150-151)

Descriptionoftheinternalandexternalmechanismsforseeking advice on ethical and lawful behavior and on matters related to organizational integrity, such as helplines or advice lines.

G4-58 CorporateResponsibilityinSpain –... WithoutSacrificingOurPrinciples(page29).

ü(pages

150-151)

Descriptionoftheinternalandexternalmechanismsforreporting concerns about unethical or unlawful behavior, as well as matters related to organizational integrity, such as escalation through line management, whistleblowing mechanisms or helplines.

SPeCifiC StANdARd diSCLoSUReS

Disclosure on Management Approach and indicator

page omissions external Assurance Description of indicator

CAtegoRY: eCoNoMiCMAteRiAL ASPeCt: eCoNoMiC PeRfoRMANCeG4-DMA Page72. ü

(pages150-151)

G4-EC1 CommitmenttoOurShareholders(page72)/CommitmenttoSociety–AccentureFoundation(page78)/Appendix1.SupplementaryInformation–MinimumSalaries(page109) –Suppliers(page110).

ü(pages

150-151)

Directeconomicvaluegenerated and distributed.








G4-EC8 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–KeepingOurEngineStrong:NewProfessionals(page58)/CommitmenttoSociety–AccentureFoundation(page78)/CommitmenttoOurSuppliers–TheSupplyChain(page 103).

ü(pages

150-151)

Significantindirecteconomic impacts, includingtheextentofthe impacts.

MAteRiAL ASPeCt: PRoCUReMeNt PRACtiCeSG4-DMA Page100. ü

(pages150-151)

G4-EC9 CommitmenttoOurSuppliers–TheSupplyChain(page103)/Appendix1.SupplementaryInformation–Suppliers(page 110).

ü(pages

150-151)

Percentage of the procurement budget used for significant locations of operation spent on suppliers local to that operation.

CAtegoRY: eNViRoNMeNtALMAteRiAL ASPeCt: MAteRiALS G4-DMA Pages96-97. ü

(pages150-151)

G4-EN1 Appendix1.SupplementaryInformation–MaterialsPurchased(page110).

ü(pages

150-151)

Materials used, by weight or volume.

G4-EN2 Commitment to the Environment –EnvironmentalPrograms – Resource Consumption Control – Paper (page97).

ü(pages

150-151)

Percentage of materials used that are recycled input materials.

MAteRiAL ASPeCt: eNeRgYG4-DMA Page96. ü

(pages150-151)

G4-EN3 CommitmenttotheEnvironment–EnvironmentalPrograms–Resource Consumption Control –Energy(page96)/Appendix1.SupplementaryInformation–IndirectEnergyConsumption(Electricity)(page111)/Accenture’s direct energy consumptionisnegligible.Infiscal2014,itconsumedonly87.5liters of fuel, for the maintenance of its transformers.

ü(pages

150-151)

Energyconsumptionwithin the organization.

G4-EN4 Given the nature of Accenture’s business, this indicator is not applicable to our organization.

ü(pages

150-151)

Energyconsumptionoutside of the organization.

G4-EN5 Appendix1.SupplementaryInformation–IndirectEnergyConsumption(Electricity) (page111).

ü(pages

150-151)

Energyintensity.

G4-EN6 CommitmenttotheEnvironment–EnvironmentalPrograms–Resource Consumption Control – Energy(page96).

ü(pages

150-151)

Reduction of energy consumption.

G4-EN7 Given the nature of Accenture’s business, this indicator is not applicable to our organization.

ü(pages

150-151)

Reductions in energy requirementsofproductsand services.

MAteRiAL ASPeCt: eMiSSioNSG4-DMA Page98. ü

(pages150-151)

G4-EN15 Accenture does not generate significant direct greenhouse gas emissions.Infiscal2014,itemittedonly0.2341tonsofCO2, due to the consumption of diesel fuel for transformer maintenance.

ü(pages

150-151)

Directgreenhousegasemissions(scope1).

G4-EN16 CommitmenttotheEnvironment–EnvironmentalPrograms–EmissionsControl(page98)/Appendix1.SupplementaryInformation–IndirectCO2 Emissions(Electricity)(page111).

ü(pages

150-151)

Indirectgreenhousegasemissions(scope2).

G4-EN17 CommitmenttotheEnvironment–EnvironmentalPrograms–EmissionsControl(page98)/Appendix1.SupplementaryInformation–IndirectCO2Emissions(Travel)(page111).

ü(pages

150-151)

Other indirect greenhouse gasemissions(scope3).

G4-EN18 Appendix1.SupplementaryInformation–IndirectCO2Emissions(page111).

ü(pages

150-151)

Greenhouse gas emissions intensity.

G4-EN19 CommitmenttotheEnvironment–EnvironmentalPrograms–EmissionsControl(page98).

ü(pages

150-151)

Reduction of greenhouse gas emissions.

G4-EN20 Accenture’s business does not cause significant emissions of ozone-depleting substances. Accenture has air-conditioning equipmentthatuses407refrigerant at all of its offices.

ü(pages

150-151)

Emissionsofozone-depleting substances.

G4-EN21 Notapplicable.Giventhenature of the business Accenture conducts at its offices, there are no significant air emissions.

ü(pages

150-151)

NOx,SOx,and other significant air emissions.








MAteRiAL ASPeCt: PRodUCtS ANd SeRViCeSG4-DMA Page96. ü

(pages150-151)

G4-EN27 CommitmenttotheEnvironment–EnvironmentalPrograms–Resource Consumption Control (pages96-97)–WasteManagement(page98)–EmissionsControl(page98).

ü(pages

150-151)

Initiativestomitigatetheenvironmental impacts of products and services.

G4-EN28 Notapplicable.Giventhenature of its business as a professional services provider, Accenture does notsellproductsrequiringpackaging materials.

ü(pages

150-151)

Percentage of products sold and of their packaging materials that is reclaimed at the end of its useful life, by product category.

MAteRiAL ASPeCt: CoMPLiANCeG4-DMA Page28. ü

(pages150-151)

G4-EN29 Infiscal2014,theorganizationwas not made aware of any fines for non-compliance with environmental regulations through the mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.

MAteRiAL ASPeCt: SUPPLieR eNViRoNMeNtAL ASSeSSMeNt G4-DMA Page104. ü

(pages150-151)

G4-EN32 CommitmenttoOurSuppliers–PromotingSustainabilityinOurValueChain(pages104-105).

ü(pages

150-151)

Percentage of new suppliers that were screened using environmental criteria.

G4-EN33 CommitmenttoOurSuppliers–TheSupplyChain(page103). ü

(pages150-151)

Significantactualandpotential negative environmental impacts in the supply chain and actions taken.

MAteRiAL ASPeCt: eNViRoNMeNtAL gRieVANCe MeChANiSMSG4-DMA Page28. ü

(pages150-151)

G4-EN34 Infiscal2014,noenvironmentalgrievances were filed through the formal grievance mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Numberofgrievancesabout environmental impacts filed, addressed, and resolved through formal grievance mechanisms.

CAtegoRY: SoCiALSUB-CAtegoRY: LABoR PRACtiCeS ANd deCeNt woRkMAteRiAL ASPeCt: eMPLoYMeNtG4-DMA Page56. ü

(pages150-151)

G4-LA1 Appendix1.SupplementaryInformation–EmployeeTurnover(page113)–NewHireTurnover(page114).

ü(pages

150-151)

Total number and average rate of new employee hires and employee turnover during the reporting period by age group, gender and region.

G4-LA2 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AnEnginewiththeBestBenefits(pages62-63)–AFlexibleEngine(pages64-65).

ü(pages

150-151)

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

G4-LA3 Appendix1.SupplementaryInformation–MaternityandPaternityLeaves(pages118-119).

ü(pages

150-151)

Return to work and retention rates after parental leave, by gender.

MAteRiAL ASPeCt: LABoR/MANAgeMeNt ReLAtioNSG4-DMA Page67. ü

(pages150-151)

G4-LA4 The minimum notice periods are in accordance with both current legislation and the national collective bargaining agreement for consulting firms.

ü(pages

150-151)

Minimum notice periods regarding operational changes.

MAteRiAL ASPeCt: oCCUPAtioNAL heALth ANd SAfetYG4-DMA Page68. ü

(pages150-151)

G4-LA5 Morethan68%ofemployeesarerepresented in health and safety committees.

ü(pages

150-151)

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

G4-LA6 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AHealthyEngine(pages68-69)/Appendix1.SupplementaryInformation–HealthandSafetyIndicators(pages114-115).

ü(pages

150-151)

Types of injuries, injury rate, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.








G4-LA7 Commitment to Our People – On YourMark,GetSet,Go!–PrimingOurEngine–AHealthyEngine(pages68-69).

ü(pages

150-151)

Workers involved in occupational activities with a high incidence or high risk of specific diseases.

G4-LA8 The health and safety topics covered in formal agreements with trade unions refer primarily to the workplace accidents and work environment of our professionals.

ü(pages

150-151)

Health and safety topics covered in formal agreements with trade unions.

MAteRiAL ASPeCt: tRAiNiNg ANd edUCAtioN

G4-DMA Page59. ü(pages

150-151)

G4-LA9 Appendix1.SupplementaryInformation–Training(page116). ü

(pages150-151)

Average hours of training per year per employee, by gender and by employee category.

G4-LA10 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AnEngineThatIsAlwaysReady(page59)/Appendix1.SupplementaryInformation–Training(page116).

ü(pages

150-151)

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

G4-LA11 CommitmenttoOurPeople –OnYourMark,GetSet,Go!–PrimingOurEngine–AnEngineBuilttoWin(page60/Appendix1.SupplementaryInformation–PerformanceEvaluation(pages117-118).

ü(pages

150-151)

Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.

MAteRiAL ASPeCt: diVeRSitY ANd eQUAL oPPoRtUNitYG4-DMA Pages66-67. ü

(pages150-151)

G4-LA12 CorporateResponsibilityinSpain– A Reliable Management Model – Accenture’s Corporate Governance(pages24-25)/Appendix1.SupplementaryInformation–BreakdownofEmployees(pages112-113).

ü(pages

150-151)

Composition of governance bodies and breakdown of employees, by gender, age group, minority group membership, and other indicators of diversity.

MAteRiAL ASPeCt: eQUAL ReMUNeRAtioN foR woMeN ANd MeNG4-DMA Page66. ü

(pages150-151)

G4-LA13 Commitment to Our People – On YourMark,GetSet,Go!–PrimingOurEngine–ADiverseEngine(page66).

ü(pages

150-151)

Ratio of basic salary and remuneration of women to men by employee category and by significant locations of operation.

MAteRiAL ASPeCt: SUPPLieR ASSeSSMeNt foR LABoR PRACtiCeSG4-DMA Page104. ü

(pages150-151)

G4-LA14 CommitmenttoOurSuppliers–PromotingSustainabilityinOurValueChain(page104).

ü(pages

150-151)

Percentage of new suppliers that were screened using labor practices criteria.

G4-LA15 CommitmenttoOurSuppliers–TheSupplyChain(page103). ü

(pages150-151)

Significantactualandpotential negative impacts for labor practices in the supply chain and actions taken.

MAteRiAL ASPeCt: LABoR PRACtiCeS gRieVANCe MeChANiSMSG4-DMA Page28. ü

(pages150-151)

G4-LA16 Infiscal2014,nosignificantgrievances about labor practices were filed through the formal grievance mechanisms established bytheLegalDepartment.

ü(pages

150-151)

Numberofgrievancesabout labor practices filed, addressed, and resolved through formal grievance mechanisms.

SUB-CAtegoRY: hUMAN RightSMAteRiAL ASPeCt: iNVeStMeNtG4-DMA Page29. ü

(pages150-151)

G4-HR1 Given the nature of Accenture’s business as a professional services provider and its geographicalcontext,theorganization does not consider there to be any risks associated with the violation of human rights. Moreover, local hiring policies meet the organization’s criteria at the global level, which aremoreexactingthancurrentlegislation. Additionally, Accenture supports the principles of the Global Compact.

ü(pages

150-151)

Percentage and total number of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening.

G4-HR2 Corporate Responsibility in Spain –... WithoutSacrificingOurPrinciples(page29).

ü(pages

150-151)

Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to their operations, including the percentage of employees trained.

MAteRiAL ASPeCt: NoN-diSCRiMiNAtioNG4-DMA Page28. ü

(pages150-151)








G4-HR3 Infiscal2014,noinformationregarding any significant incidents of discrimination was received through the ethics channelorbytheEthicsandCompliance Committee.

ü(pages

150-151)

Numberofincidentsofdiscrimination and corrective actions taken.

MAteRiAL ASPeCt: fReedoM of ASSoCiAtioN ANd CoLLeCtiVe BARgAiNiNgG4-DMA Page28. ü

(pages150-151)

G4-HR4 100%ofAccentureemployeesare covered by the national collective bargaining agreement for consulting firms. Moreover, Accenture supports the principles of the Global Compact.

ü(pages

150-151)

Operations of the company and of significant suppliers in which the right to exercisefreedomofassociation and collective bargaining may be violated or at significant risk, and measures taken to support these rights.

MAteRiAL ASPeCt: hUMAN RightS gRieVANCe MeChANiSMSG4-DMA Page28. ü

(pages150-151)

G4-HR12 Infiscal2014,nosignificantgrievances about human rights were filed through the formal grievance mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Numberofgrievancesabout human rights filed, addressed, and resolved through formal grievance mechanisms.

SUB-CAtegoRY: SoCietYMAteRiAL ASPeCt: LoCAL CoMMUNitieSG4-DMA Page76. ü

(pages150-151)

G4-SO1 CommitmenttoSociety–AccentureFoundation(page78)–ProBonoConsultingServices(page79)–Volunteering(page80)–Donations(page81) –Collaboration with Our Global Network(page82).

ü(pages

150-151)

Percentage of operations with implemented local community engagement, impact assessments, and development programs.

G4-SO2 Notapplicable,astheservices Accenture offers do not have a significant negative impact on local communities.

ü(pages

150-151)

Operations with significant actual and potential negative impacts on local communities.

MAteRiAL ASPeCt: ANti-CoRRUPtioNG4-DMA Page31. ü

(pages150-151)

G4-SO3 100%ofAccenture’sbusinessunitsarerequiredtocomplywiththe global anticorruption policy. Moreover, Accenture supports the principles of the Global Compact.

ü(pages

150-151)

Percentage and total number of business units assessed for risks related to corruption.

G4-SO4 CorporateResponsibilityinSpain–... WithoutSacrificingOurPrinciples – Anticorruption (page 31).

ü(pages

150-151)

Communication and training policies and procedures on anticorruption.

G4-SO5 Infiscal2014,theorganizationwas not made aware of any significant incidents of corruption through the mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Confirmed incidents of corruption and actions taken.

MAteRiAL ASPeCt: ANti-CoMPetitiVe BehAVioRG4-DMA Page28. ü

(pages150-151)

G4-SO7 Infiscal2014,theorganizationwas not made aware of any significant actions brought against it for anti-competitive behavior, anti-trust or monopoly practices through the mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Numberoflegalactionsfor anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.


(pages150-151)

G4-SO8 Infiscal2014,theorganizationwas not made aware of any significant fines through the mechanisms established by the LegalDepartment.

ü(pages

150-151)

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

MAteRiAL ASPeCt: SUPPLieR ASSeSSMeNt foR iMPACtS oN SoCietY G4-DMA Page104. ü

(pages150-151)

G4-SO9 CommitmenttoOurSuppliers–PromotingSustainabilityinOurValueChain(pages104-105).

ü(pages

150-151)

Percentage of new suppliers that were screened using criteria for impacts on society.

G4-SO10 CommitmenttoOurSuppliers–TheSupplyChain(page103)–PromotingSustainabilityinOurValue Chain – Anticorruption ProgramforSuppliers(page105).

ü(pages

150-151)

Significantactualandpotential negative impacts on society in the supply chain and actions taken.








MAteRiAL ASPeCt: gRieVANCe MeChANiSMS foR iMPACtS oN SoCietYG4-DMA Page28. ü

(pages150-151)

G4-SO11 Infiscal2014,nosignificantgrievances about impacts on society were filed through the formal grievance mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Numberofgrievancesabout impacts on society filed, addressed, and resolved through formal grievance mechanisms.

SUB-CAtegoRY: PRodUCt ReSPoNSiBiLitYMAteRiAL ASPeCt: MARketiNg CoMMUNiCAtioNSG4-DMA Page28. ü

(pages150-151)

G4-PR6 Given the nature of its business as a professional services provider, Accenture does not sell any products that have been banned or are subject to debate among stakeholders.

ü(pages

150-151)

Saleofbannedordisputed products.

G4-PR7 Infiscal2014,theorganizationwas not made aware of any significant incidents of non-compliance with regulations or voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, through the formal grievance mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes.

MAteRiAL ASPeCt: CUStoMeR PRiVACYG4-DMA Pages52-53. ü

(pages150-151)

G4-PR8 Infiscal2014,nosignificantcomplaints regarding breaches of customer privacy or losses of customer data were filed through theAccentureSecurityOperationsCenter mechanism.

ü(pages

150-151)

Numberofsubstantiatedcomplaints regarding breaches of customer privacy and losses of customer data.


(pages150-151)

G4-PR9 Infiscal2014,theorganizationwas not made aware of any significant fines related to the provision and use of products and services through the mechanisms establishedbytheLegalDepartment.

ü(pages

150-151)

Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.



principle reference

Stakeholder inclusiveness

The organization should identify its stakeholders, andexplainhowithasrespondedtotheirreasonableexpectationsandinterests.

CorporateResponsibilityinSpain–...ContributingValueBasedonValues–StakeholderInclusiveness(pages17-19).

Sustainability context

The report should present the organization’s performanceinthewidercontextofsustainability.

CorporateResponsibilityinSpain–CreatingValueToday...forTomorrow(pages8-9).

Materiality The report should cover aspects that reflect the organization’s significant economic, environmental and social impacts or that substantively influence the assessments and decisions of stakeholders.

CorporateResponsibilityinSpain–...ContributingValueBasedonValues–Materiality(pages14-16).

Completeness The report should include coverage of material aspects and their boundaries, sufficient to reflect significant economic, environmental and social impacts, and to enable stakeholders to assess the organization’s performance in the reporting period.

AboutThisCorporateResponsibilityReport(insidefrontcover).


Truetoitscommitmenttotransparency,Accenturehastakenintoaccounttheprinciplesfordefiningthecontentandqualityofitscorporateresponsibilityreportsetoutinthefourthversion(G4)oftheGRI Sustainability Reporting Guidelines.

Toensurethequalityofthereportedinformation,theGRIprinciplesofbalance,comparability,accuracy,timeliness,clarityandreliabilityweretakenintoaccount,asdetailedbelow.TheGRI’sdisclosureguidelineswerealsofollowed,andthereportingprinciplesofmateriality,stakeholderinclusiveness,sustainabilitycontextandcompletenesswereapplied.

principles for defining report content

AppenDix 3

gRi Reporting Principles




principle reference

Balance The report should reflect positive and negative aspect of the organization’s performance to enable a reasoned assessment of overall performance.


Comparability The organization should select, compile and report information consistently. The reported information should be presented in a manner that enables stakeholders to analyze changes in the organization’s performance over time, and that could support analysis relative to other organizations.


Appendix1.SupplementaryInformation(pages109-120).

Appendix2.GlobalReportingInitiative(GRI)ContentIndex(pages121-138).

Accuracy The reported information should be sufficiently accurate and detailed for stakeholders to assess the organization’s performance.


CommitmenttoOurClients(pages34-55).

CommitmenttoOurPeople(pages56-69).

CommitmenttoOurShareholders(pages70-75).

CommitmenttoSociety(pages76-85).

CommitmenttoInnovation(pages86-93).

CommitmenttotheEnvironment(pages94-99).

CommitmenttoOurSuppliers(pages100-107).


The information contained in this report was reviewedbyKPMGpursuanttotheISAE3000international standard. Additionally, the financial informationwasauditedbyKPMGAuditores,S. L.Formoreinformation,seeAppendix7,“IndependentAssuranceReport”(pages150-151).

timeliness The organization should report on a regular schedule so that information is available in time for stakeholders to make informed decisions.

AccentureSpainpublishesitscorporateresponsibilityreport on an annual basis. However, the information is always available at www.accenture.es.

Clarity The organization should make information available in a manner that is understandable and accessible to stakeholders using the report.

InordertoincreasetheavailableinformationaboutAccenture’s business and commitments, as well as to publish the most material information, links to other reports and relevant documents and to corporate websites have been provided throughout the report.

Reliability The organization should gather, record, compile, analyze and disclose information and processes used in the preparation of a report in a way that they can besubjecttoexaminationandthatestablishesthequalityandmaterialityoftheinformation.

Appendix7.IndependentAssuranceReport(pages150-151).

The financial information was audited by KPMG Auditores,S. L.

The non-financial information was checked by KPMG Asesores,S. L.

principle how it is reflected in the report references

Strategic focus and future orientation

The report provides detailed information on Accenture’s strategy and how it relates to our ability to create value in the short, medium and long term, our main business platforms, and the mainindustriesweserve.Itlikewiseoffersanoverview of the challenges that these services and industries pose, which we must address in order to remain a leading service provider for our clients,andofhowoursixprincipalcapitalswillcontribute to the company’s business development over time. Attention should moreover be called to the role of innovation and new technologies at Accenture as a differentiating factor for its business and positioning.

LetterfromtheCountryManagingDirectorforSpain(pages2-3).

CorporateResponsibilityinSpain(pages6-33).

CommitmenttoOurClients –GlobalBusinessModel(pages36-47)–GrowthPlatforms(pages38-41)–Industries(pages42-47).

Connectivity of information

This report is structured in accordance with the Corporate Responsibility Master Plan and covers the approach toward, challenges posed by and initiatives undertaken in relation to each of Accenture’ssevencommitmentstostakeholders.Itoffers a holistic picture of how the organization creates value and provides detailed information on the combination, interrelatedness and dependenciesbetweenitssixprincipalstocksofvalue, or capitals.


CorporateResponsibilityinSpain–... PreservingOurLegacy(pages10-13)–... ContributingValueBased on Values – Corporate Responsibility MasterPlan(pages20-23).

principles for Defining report Quality

Withaviewtoofferingmoreandbetterresponsestotheneeds,expectationsandinterestsofitsstakeholders,AccentureSpainhasfollowedtheintegratedreportingframeworkpublishedbytheInternationalIntegratedReportingCouncil(IIRC)inDecember2013.TheIIRC’smissionistocreateareportingframeworkwithaclear,concise,consistentandcomparableformatinordertomeettheneedsofa sustainable economy.

The 2014 Corporate Responsibility Report gathers together the most important corporate information currently published in different documents in one place. At the same time, it highlights the interconnectedness of this information and how Accenture’s strategy, corporate governance, results and outlook combine to create value in the short, medium and long term.

Inpreparingthereport,thefollowingguidingprinciplesandcontentelementsfromtheaforementionedIIRCframeworkweretakenintoaccount,oncetheyhadbeenadaptedtoreflectAccentureSpain’soperationsandrealityaspartofaglobalcompany.

Additionally, likewise in keeping with our commitment to continuous improvement, this report offers stakeholders information not only on the last fiscal year, but also on the current one and the goals we have set for ourselves going forward. This decision bears witness to theprogresswehavemadeontheInternational<IR>Framework’srecommendationtodisclosehowweproposetocreatevaluetodaywhile at the same time building stocks of value for the future.

Guiding principles for the preparation of an integrated report


AppenDix 4

Self-assessment of the iiRC’s guiding Principles and Content elements for integrated Reporting




Stakeholder relationships

Over the course of the report, Accenture defines the nature and basis for the selection of its stakeholders, the process and mechanisms used to identifythemainconcernsandexpectationsofeach stakeholder group, and its approach to and means of addressing each group’s interests, needs andexpectations.

CorporateResponsibilityinSpain–... ContributingValueBasedonValues–StakeholderInclusiveness(pages17-19).

Materiality

Foranotherstraightyear,Accentureconductedamateriality study of the reporting period in order to identify and prioritize the significant aspects that, should they fail to be taken into account, could threaten the organization’s sustainability and affect our ability to create value in the short, medium and long term. To this end, we analyzed and interpreted stakeholderexpectations,thepositiveandnegativeimpacts of our business, and the market trends and opportunities in our industry.

CorporateResponsibilityinSpain–... ContributingValueBasedonValues–Materiality(pages14-16).

Conciseness

The first step to ensuring the concision of the report was not to publish information on issues that are immaterial to our organization. Additionally, the report includes internal cross-references between chapters to obviate the need torepeatcontent,aswellaslinkstoexternalsources to supplement the published information. ThereportwasmoreoverrevisedbyFundéuBBVA,afoundationcreatedtopromotegoodSpanishusageandtocertifythelanguagequalityofthosetextsandpublicationsthatprioritizeeloquentwriting.

InordertoincreasetheinformationavailableonAccenture’s activities and commitments, as well as to publish the most material information, links to other reports and material documents and to corporate websites have been provided throughout the report.

Reliability and completeness

Over the course of the report, Accenture has included all material matters in a balanced way. Additionally, to ensure the reliability and completeness of the published information, the reportwascheckedbyexternalauditorsinaccordancewiththeISAE3000internationalstandard.


Appendix7.IndependentAssuranceReport(pages150-151).

The financial information was audited by KPMG Auditores,S. L.

The non-financial information was checked by KPMGAsesores,S. L.

Comparability and consistency

Accenture has prepared this report in such a way as to enable analysis of the data and of the changes undergone by the organization over time. Additionally, this report was prepared in accordancewiththe“Comprehensive”optionofthe fourth version of the Global Reporting Initiative’sSustainability Reporting Guidelines(G4SustainabilityReportingGuidelines),therebyfacilitating comparison with other international companies and organizations.




Content elements Aspects included reference

organizational overview and external environment

What does the organization do and what are the circumstances under whichitoperates?

Culture, ethics and values. CorporateResponsibilityinSpain–... WithoutSacrificingOurPrinciples(pages28-32).

Ownership and operating structure.

Accenture(pages4-5).

Accenture’s principal activities and markets.

KeyDatafor2014.



Characteristics of the markets in which Accenture operates.


Factorsaffectingthedevelopment of Accenture’s business.


Position within the value chain.


Corporate governance

How does the organization’s governance structure support its ability to create value in the short, medium and longterm?

Organization’s leadership structure, including skills and diversity.

CorporateResponsibilityinSpain–AReliableManagement Model – Accenture’s Corporate Governance(pages24-25).

Corporate governance committees and procedures.

CorporateResponsibilityinSpain–AReliableManagement Model – Accenture’s Corporate Governance(pages24-25).

Decision-makingprocess. CorporateResponsibilityinSpain–AReliableManagement Model – Accenture’s Corporate Governance(pages24-25).

Culture and ethical values in relation to the capitals.

CorporateResponsibilityinSpain–AReliableManagement Model – Accenture’s Corporate Governance(pages24-25)–... WithoutSacrificingOurPrinciples(pages28-32).

Linkageofremunerationto value creation in the short, medium and long term.

Appendix2.GlobalReportinginitiative(GRI) –G4-52.Descriptionoftheprocessesfordeterminingremuneration(page127).

Business model What is the organization’s business model?

Main inputs. Commitment to Our Clients – Global Business Model(pages36-47).

Main business activities. Commitment to Our Clients – Global Business Model–GrowthPlatforms(pages38-41).

Main outputs. Commitment to Our Clients – Global Business Model–Industries(pages42-47).

Guiding principles of the business model.

CorporateResponsibilityinSpain(pages6-33).

Main outcomes and impacts.

KeyDatafor2014.


principle how it is reflected in the report references Content elements to be included in an integrated report






Risks and opportunities

What are the specific risks and opportunities that affect the organization’s ability to create value over the short, medium and long term, and how is the organization dealingwiththem?

Identificationofrisks and opportunities.

CorporateResponsibilityinSpain–AReliableManagementModel–RiskIdentificationandManagement(pages26-27).

Management of risks and opportunities.


Assessment of risks and opportunities.


Capitals for creating value in the short, medium and long term.

CorporateResponsibilityinSpain–... PreservingOurLegacy(pages10-13).

Strategy and resource allocation

Where does the organization want to go and how does it intendtogetthere?

Organization’s strategic plan.



Corporate Responsibility Master Plan.

CorporateResponsibilityinSpain–... ContributingValueBasedonValues(pages14-23).

Performance

Towhatextenthastheorganization achieved its strategic objectives for the period and what are its outcomes in terms of effects on thecapitals?

Key indicators and performance of the organization over time.

KeyDatafor2014.





CommitmenttoSociety(pages76-85).

CommitmenttoInnovation(pages86-93).




Organization’s effects on the capitals.


Stakeholderrelationships,and how the organization has responded to stakeholders’ interests, needsandexpectations.

CorporateResponsibilityinSpain–... ContributingValueBasedonValues(pages14-23).

outlook

What challenges and uncertainties is the organization likely to encounter in pursuing its strategy, and what are the potential implications for its business model and futureperformance?

The organization’s expectations,challengesand uncertainties.




Potential implications for the business and its future performance.

Commitment to Our Clients – Global Business Model–Industries(pages42-47).

Basis of preparation and presentation

How does the organization determine which matters are material and how are such mattersquantifiedorevaluated?

Materiality analysis. CorporateResponsibilityinSpain–... ContributingValueBasedonValues–Materiality(pages14-16).

Reporting boundary. About This Corporate Responsibility Report (insidefrontcover).

Methods. About This Corporate Responsibility Report (insidefrontcover).


general reporting guidance

An integrated report should include a summary of the frameworks and methods used to quantifyorevaluatethe material matters, as well as the approach to managing the material matters andcapitals.Itshouldalso include the reporting period and the level of aggregation of the information.

Disclosureofmaterialmatters.


Disclosuresaboutthecapitals.


Reporting period. About This Corporate Responsibility Report (insidefrontcover).

Levelofaggregation of the information.

About This Corporate Responsibility Report (insidefrontcover).

Content elements Aspects included reference Content elements Aspects included reference





Area principle reference

human Rights Principle 1

Businesses should support and respect the protection of internationally proclaimed human rights, within their sphere of influence.

CorporateResponsibilityinSpain–...WithoutSacrificingOurPrinciples(pages28-32).


CommitmenttoSociety–AccentureFoundation–ProBonoConsultingServices(page79)–Volunteering(page80)–Donations(page81)–CollaborationwithOurGlobalNetwork(page82).

Appendix2.GlobalReportingInitiative(GRI)ContentIndex–HumanRights(pages135-136).

Principle 2

Businesses should make sure they are not complicit in human rights abuses.



Appendix2.GlobalReportingInitiative(GRI)ContentIndex–HumanRights(pages135-136).

Labor Principle 3

Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.

100%ofAccentureemployeesarecoveredbythenational collective bargaining agreement for consulting firms.

Principle 4

Businesses should uphold the elimination of all forms of forced and compulsory labor.

Accenture has not identified any activities or operations of this kind. Because Accenture conducts its businessinSpainandisaprofessionalservicesorganization, it has no knowledge of any potential risk of incidents of forced labor. Moreover, Accenture supports the principles of the Global Compact.

Principle 5

Businesses should uphold the effective abolition of child labor.

Accenture has not identified any activities or operations of this kind. Because Accenture conducts its businessinSpainandisaprofessionalservicesorganization, it has no knowledge of any potential risk ofincidentsofchildexploitation.Moreover,Accenturesupports the principles of the Global Compact.

Principle 6

Businesses should uphold the elimination of discrimination in respect of employment and occupation.

CommitmenttoOurPeople–OnYourMark,GetSet,Go!–PrimingOurEngine–ADiverseEngine(pages66-67).


Appendix2.GlobalReportingInitiative(GRI)ContentIndex–LaborPracticesandDecentWork(pages133-135)–HumanRights(pages135-136).

environment Principle 7

Businesses should support a precautionary approach to environmental challenges.


CommitmenttoOurSuppliers–TheSupplyChain(page103)–PromotingSustainabilityinOurValueChain(pages104-105).


Appendix2.GlobalReportingInitiative(GRI)ContentIndex–Category:Environmental(pages130-132).

Principle 8

Businesses should undertake initiatives to promote greater environmental responsibility.





Principle 9

Businesses should encourage the development and diffusion of environmentally friendly technologies.

CommitmenttotheEnvironment–EnvironmentalPrograms(pages96-98).


Anticorruption Principle 10

Businesses should work against corruption in all its forms,includingextortionandbribery.


Area principle referenceAppenDix 5

United Nations global Compact Principles




oeCD Guidelines reference

iV. human rights CorporateResponsibilityinSpain–...WithoutSacrificingOurPrinciples(pages28-32).



CommitmenttoOurSuppliers–TheSupplyChain(page103)–PromotingSustainabilityinOurValueChain(pages104-105)–AnticorruptionProgramforSuppliers(page105).


V. employment and industrial relations







Additionally,becauseAccentureconductsitsbusinessinSpainandisaprofessionalservices organization, it has no knowledge of any potential risk of incidents of child exploitationorforcedlabor.Moreover,AccenturesupportstheprinciplesoftheGlobalCompact.

Vi. environment CommitmenttotheEnvironment(pages94-99).




Vii. Combating bribery, bribe solicitation and extortion


CommitmenttoOurSuppliers–TheSupplyChain(page103)–PromotingSustainabilityinOurValueChain–AnticorruptionProgramforSuppliers(page105).


Viii. Consumer interests CorporateResponsibilityinSpain–...ContributingValueBasedonValues–CorporateResponsibilityMasterPlan(pages20-23).

CommitmenttoOurClients–BusinessExcellence(pages50-51)–InformationSecurityandDataPrivacy(pages52-53).


iX. Science and technology CommitmenttoInnovation(pages86-93).

X. Competition Accenture has internal policies in place that establish guidelines for ensuring that the company complies with the competition laws in all countries in which it operates.

Xi. taxation Accenturehasinternalpoliciesinplacethatestablishitsobligationtomeetalltaxrequirementsapplicabletoallthelegalentitiesincludedinthecompany’sconsolidatedfinancial statements.

oeCD Guidelines referenceAppenDix 6

oeCd guidelines for Multinational enterprises




AppenDix 7

independent Assurance Report

(G4-33)(G4-33)150 www.accenture.es 2014 Report 151


ThelanguagequalityoftheoriginalSpanishversion of this document was certified by Fundéu,afoundationcreatedtopromotegoodSpanishusage.Thisqualitycertification attests to its adherence to established style standards.

ThisreportwasprintedonPEFC-andECF-certifiedpaper.Suchpaperismadefrom elemental chlorine-free wood pulp sourced from sustainably managed forests.

PEFC/14-38-00193

Torequestclarificationonanyofthepublished information or to make a suggestion regarding sustainability, please contact:[email protected].

(G4-31)

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Corporate Social Responsibility

Accenture is firmly committed to sustainable development because it promotes economic, social and environmental balance. To this end, it seeks to instill responsible conduct able to integrate business success with personal development and respect for the environment. Accenture’s strategic visionofCSRconsistsof“contributingrealvaluetosocietybasedonourvalues”by fulfilling our seven commitments to ourstakeholders:toourclients,toourprofessionals, to our shareholders, to society, to innovation, to the environment, and to our suppliers. This corporate philosophy is reflected in the Corporate Responsibility Report, which meets the most demanding criteria for boththeGRIG4GuidelinesandthenewIntegratedReportingFrameworkpublishedbytheInternationalIntegratedReportingCouncil(IIRC).Additionally,each year the report is reviewed by externalauditorsandqualifiesfortheUnitedNationsGlobalCompact(UNGC)AdvancedLevel.

About the Accenture Foundation

With a special focus on providing disadvantaged people with education and training as a means of achieving financial independence,theAccentureFoundationchannelsAccentureSpain’ssocialactionthrough three different complementary actionlines:probonoconsultingservicesfor social organizations, economic donations to social projects, and corporatevolunteeringprograms.Inthe11yearssinceitwasfounded,ithasdonated800,000hoursofconsultingservices(inkeepingwithanannualcommitmenttodonate0.7%ofallconsulting hours offered by Accenture Spain)tomorethan450projectsby70NGOs,withtheparticipationof1,500professionals.Ithasmoreoverdonated€13.5milliontosocialprojects(including€2millioncontributedby6,000individualprofessionals).Formoreinformation,pleaseseetheAccentureFoundation’swebsite at fundacion.accenture.com.

About Accenture

Accenture is a global management consulting, technology services and outsourcing company, with more than 323,000peopleservingclientsinmorethan120countries.Combiningunparalleledexperience,comprehensivecapabilities across all industries and businessfunctions,andextensiveresearch on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated netrevenuesofUS$30.0billionforthefiscalyearendedAug.31,2014.Itshomepage is www.accenture.com.


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