Estimación de la dosis efectiva media anual

Foreword by the chairman of the supervisory board Report of the supervisory board Supervisory board members and committees Corporate Governance Notes Wesentliche Beteiligungen Consolidated Financial Statements Bilanzierungs- und Bewertungsgrundsätze Erläuterungen zum Konzernabschluss Financial Glossary IT-Glossary Our Locations Index Imprint Financial calendar

S&T is a rapidly growing company. To a great degree, this is refl ected in the constant integration of new employees and our adaptation of the corporate structures, accompanied by a seemingly never ending stream of relocations. Sensitivity to cultural differences and willingness to actively embrace change is the order of the day. Sites and IT structures have to be adapted to S&T Group standards, salary structures have to be fi ne-tuned and ‘newcomers’ have to be inspired with the S&T spirit. In line with the transformation into a service provider and consultant, all of these aspects have become a fi xture in S&T’s human resources work.

37% Increase in Staff

As of December 31, 2007, the S&T Group employed a workforce of 3,138 in 22 countries. Compared to 2006, this represents a rise of 37%, or 843 employees. The majority of our personnel are active in Central and Eastern Europe. In total, 2,339 are employed in this region, up 415 on the previous year (+22%). This is followed by the DACH region with 639 employees and the Asia region, which is currently being developed, with a workforce of 160. Furthermore, almost 200 new specialists have been added to our ranks as part of our development of the consulting and solutions business.

S&T is dedicated to ensuring advanced training for its staff in order to consistently maintain their professional expertise and specifi c IT know-how at state-of-the-art levels. In 2007, we spent more than EUR 3 million on technical training, HR development and targeted language training, meaning that the equivalent of approximately 3% of the company’s total wage bill was invested in boosting qualifi cations. This fi gure is almost twice as high as the average for Austrian fi rms.

S&T Remuneration System Sets Clear Goals

The performance of S&T’s employees is measured using clear-cut, transparent target objectives. The main criteria for business success are EBIT and margins, with strategic goals also playing a role. Depending on how much infl uence can be exercised, total compensation for employees ranges from 90% fi xed and 10% variable compensation for administra- tive positions, to 50% fi xed and 50% variable compensation for sales and top management positions. The bonus model is designed in such a manner that overachievement of the targets results in a signifi cant increase in the possible bonus. The ultimate goal is to ensure that all employees participate in the success of the company.

S&T Wins Two Awards for its HR Work

S&T needs highly-trained, motivated personnel who react fl exibly to constant changes and sustain the performance of the company. And this does not only apply to the technical side of our business, as everyone knows that the pace of change in the IT world moves at breath-taking speed. It also means that employees have to be presented with interest- ing new opportunities for development within the Group itself. The success of S&T’s HR policies was underlined by two awards for exemplary personnel work in 2007. In Germany, the company received the BestPers certifi cation for the fi fth time, and in Romania S&T took fi rst place as the best employer in the IT business in a ranking by the renowned business journal “CAPITAL.”

46 We Improve IT

2007 Change 2006 Change 2005

Central Czech Republic 307 4% 295 54% 192

Hungary 203 -11% 228 516% 37 Moldova 22 – 22 -8% 24 Poland 358 125% 159 10% 145 Slovakia 158 7% 148 -1% 150 Ukraine 198 31% 151 31% 115 Total Central 1,246 24% 1,003 51% 663 East Bulgaria 44 -4% 46 39% 33 Greece – – – – 41 Malta – – – – 11 Romania 235 93% 122 53% 80 Russia 81 23% 66 40% 47 Turkey 65 12% 58 205% 19 Total East 425 46% 292 26% 231 Adriatic Albania 6 50% 4 100% 2 Bosnia-Herzegovina 18 6% 17 112% 8 Croatia 149 22% 122 8% 113 Macedonia 27 17% 23 10% 21 Montenegro 5 – 5 – 5 Serbia 92 1% 91 10% 83 Slovenia 371 1% 367 4% 353 Total Adriatic 668 6% 629 8% 585

Total Central and Eastern Europe 2,339 22% 1,924 30% 1,479

DACH Austria 361 -3% 371 -4% 385 Germany 186 – 0 – 8 Switzerland 92 – 0 – 51 Total DACH 639 72% 371 -16% 444 Asia China 39 – 0 – 0 Japan 121 – 0 – 0 Total Asia 160 – 0 – 0 Total employees 3,138 37% 2,295 19% 1,923

47 SERVICE

2007 FINANCIAL YEAR OUR RESPONSIBILITY CONSOLIDATED

FINANCIAL STATEMENTS CUSTOMERS AND EMPLOYEES

Letter to the shareholders S&T Management Strategy S&T Share Management Report

We Improve IT The S&T Team

Foreword by the chairman of the supervisory board Report of the supervisory board Supervisory board members and committees Corporate Governance Notes Wesentliche Beteiligungen Consolidated Financial Statements Bilanzierungs- und Bewertungsgrundsätze Erläuterungen zum Konzernabschluss Financial Glossary IT-Glossary Our Locations Index Imprint Financial calendar

BestPers certifi cation is based on an annual study by the Institute for Management Competence of the University of Saarbrücken, which assesses the HR work of companies with 20 to 5,000 employees. The standards are stringent: BestPers certifi cation is only awarded to enterprises which meet the criteria for reasonable, modern HR management. S&T was commended in the fi elds of personnel recruitment and development in 2007. Moreover, in the overall assess- ment S&T was ranked in the Top 10.

The driving factors behind our success in Romania were the quality of personnel development, employee participa- tion in corporate results, and the “open door” concept, which is an integral part of S&T’s corporate culture and received very positive reviews. The S&T Group places a strong emphasis on maintaining a long-term relationship with its employees, investing steadily and strongly in personnel development. S&T’s organization is marked by very fl at structures which facilitate a quick fl ow of information and promote direct, open communication to create particularly effi cient working conditions.

S&T maintains excellent contacts with universities in all the countries in which it does business. For example, working together with the Technical University of Sofi a in Bulgaria, S&T operates an ILM (Information Lifecycle Management) training center, which trains students, lecturers, clients and S&T staff. We are also proud of our excellent relations with the renowned college in St. Gallen in Switzerland: this institution is closely linked with the 1988 foundation of IMG The Information Management Group, which is now a part of S&T. An extensive exchange with the universities is also very benefi cial for the Group’s recruiting activities. S&T employs large numbers of graduates from these institu- tions and provides them with further specialized training. In this manner, S&T has been able to effectively counter the acute shortage of qualifi ed IT staff in most countries. A dedicated management program-amongst others-was launched by the S&T Leadership Academy with a view to promoting budding professionals in the future as well.

Local Teams Give Us a Strategic and Operational Advantage

Another one of S&T’s strengths is its strategic approach of working the local markets with local employees and man- agers. As a result, we are always looking for professionals with excellent in-depth knowledge and well-developed networks. This provides our staff with the opportunity to embark on an exciting professional career as an expert technician or a management executive in their own countries. Above and beyond this, S&T makes it possible for em- ployees to work and develop themselves in other countries and at the holding company, to harness their knowledge for the company in an international environment.

Work’s Fun at S&T

This was confi rmed by our employees in last year’s Employee Satisfaction Survey, in which approximately 80% of the staff took part. Strong emphasis was put on satisfaction factors, with the company’s fl at hierarchy, open, direct com- munication, wide latitude in getting the job done and support for the “company-within-a-company” approach rated particularly highly by the staff. This combination generates strong motivation in a work environment which is both exciting and challenging.

Multicultural interaction is a central element at S&T. Despite their exceptionally varied cultural backgrounds, our staff appreciate and trust their colleagues. And no special training sessions and seminars are necessary for this: relations between employees are characterized by professionalism, mutual respect and the shared vision of achieving success.

Thomas Streimelweger

49 SERVICE

2007 FINANCIAL YEAR OUR RESPONSIBILITY CONSOLIDATED

FINANCIAL STATEMENTS CUSTOMERS AND EMPLOYEES

Letter to the shareholders S&T Management Strategy S&T Share Management Report We improve IT S&T Team

Foreword by the Chairman of the Supervisory Board Report of the