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Inetum and ESIEE-IT are committed to increasing the number of women in tech roles and promoting inclusion for people with disabilities. Inetum, a European leader in digital services, and the engineering school ESIEE-IT, the school shaping the businesses of the future, have announced the signing of a partnership agreement aimed at accelerating the increase in the number of women in digital professions and promoting the inclusion of people with disabilities. Release date: 21/07/2026 Through this collaboration, the two partners aim to take action at the earliest stages of educational pathways to broaden access to careers in technology and address diversity challenges in a sector undergoing significant transformation. Taking action from secondary school onwards to encourage girls to pursue careers in the sector. At the heart of this initiative is Les Demoiselles de la Tech, the ESIEE-IT student association dedicated to increasing the number of women in IT careers. With around forty members, the association carries out practical initiatives to raise awareness amongst young girls of the opportunities offered by careers in digital technology and to encourage them to pursue these paths from secondary school onwards. As part of this partnership, ESIEE-IT and Inetum are supporting the Simone Veil secondary school in Pontoise through an awareness programme comprising several initiatives: * Establishment of mentoring pairs between ESIEE-IT students and secondary school girls * Access to classes on the ESIEE-IT campus, offered free of charge to selected girls * Awarding of 'Be An IT Lady' scholarships based on financial need and attendance * Organisation of fun, educational workshops to introduce young people to careers in tech Among the initiatives launched is an educational card game, developed by Inetum, which enables secondary school girls to explore careers in the digital sector through the soft skills required for these roles. Through real-life scenarios, the participants are encouraged to envisage different career paths, supported by their mentors, who are students at ESIEE-IT. By combining mentoring, immersion and financial support, this programme aims to remove the barriers that still prevent young women from pursuing careers in science and technology. It reflects the shared ambition of Inetum and ESIEE-IT to promote greater gender diversity in digital professions. A strong commitment to disability inclusion. The partnership also includes a key component dedicated to the inclusion of people with disabilities (RQTH). Building on the initiatives already underway, Inetum and ESIEE-IT plan to organise Tech'Ability awareness-raising workshops on the Pontoise campus and to strengthen support for students with disabilities, in particular through joint efforts by the disability liaison officers from both organisations. Today, ESIEE-IT has several students with disabilities, underscoring the importance of practical and long-term support. Training, supporting and preparing the talent of tomorrow. Beyond raising awareness, this partnership aims to facilitate students' entry into the workforce through coaching, job-search support and financial assistance in the form of student grants specifically designed to increase the number of women in digital professions. It enables Inetum to strengthen its ties with future talent and to promote its career opportunities to students. This approach forms part of a broader strategy focused on employability and skills development, in line with the needs of the labour market. "Through this partnership, Inetum and ESIEE-IT share a strong conviction: digital transformation can only be fully successful if it is inclusive. As Inetum emphasises, technology must be a catalyst for opportunities for everyone, in line with the group's mission: 'Let's make tech right'," explains Hatice Menguc, Head of HR for France at Inetum. "Chez ESIEE-IT, nous sommes convaincus que l'innovation technologique ne peut être durable que si elle s'appuie sur des parcours diversifiés et inclusifs. Ce partenariat avec Inetum traduit notre volonté commune de rapprocher les jeunes des métiers du numérique, de déconstruire les idées reçues et de créer les conditions pour que chacun puisse trouver sa place dans les filières technologiques " poursuit Philippe Haïk, Directeur Général d'ESIEE-IT. By addressing gender diversity, disability inclusion and talent development simultaneously, this partnership exemplifies a practical and transformative approach to the societal challenges associated with digital technology. About ESIEE-IT ESIEE-IT is the engineering and digital specialist school of the CCI Paris Ile-de-France education group. It offers three- to five-year degree programmes in the sought-after fields of digital technology, robotics, home automation and computer programming. With a strong focus on practical learning, its programmes are designed to meet the needs of businesses and keep pace with changes in the job market, emphasising the positive impact of digital technologies on society. Students are thus immersed in the professional world throughout their studies. They acquire essential technical and managerial skills, as well as the necessary 'soft skills'. They are encouraged to develop critical thinking, creativity and the ability to work collaboratively. www.esiee-it.fr Press relations ESIEE-IT Sophie Hardy, communication director & admissions - [email protected] Nolwenn Fréour, PR consultant - Agence MadameMonsieur - [email protected]

From talent needs to a Delivery Center. "In January 2025, we had zero people. Today, we have 68." Saloua Laabidi is a Sales Engineer at Inetum, that contributed to the successful implementation of a Leading European Bank ́s digital transformation programme at scale. Published: 16/07/2026 Scaling expertise. Every project has challenges, but this one stood out in terms of complexity and scale. When BNP Paribas accelerated its digital transformation across data, AI, payments, cloud technologies and IT modernisation, the bank faced a familiar challenge: finding highly specialised technology expertise at the scale and speed required to support multiple strategic initiatives. Helping solve that challenge became Saloua's mission. "In January 2025, we had zero people. Today, we have 68." - says Saloua with proud of being part of a project with high impact. Understanding the customers' needs. As the link between BNP Paribas, recruitment teams and delivery managers, Saloua's role was to ensure the right expertise could be identified and mobilised when needed. "My role was to act as a bridge between BNP Paribas and Inetum. I worked with the client, recruitment teams and delivery managers to identify the right skills and make sure we could respond quickly to their needs." For Saloua, success was never simply about filling positions. "My strength in this project was reactivity and proximity. I know the customer very well and understand their needs. When you truly understand what the client needs, you can identify the right people and respond quickly." From staffing support to a strategic capability. What started as a request for skilled resources soon grew into something much bigger. As the number of consultants supporting BNP Paribas increased, the need for greater collaboration and long-term continuity led both organisations to rethink the model. Together, Inetum and BNP Paribas created a dedicated Delivery Center in Nantes. Today, the center brings together around 65-70 consultants covering data, AI, payments, cloud technologies, business analysis, mobile development and core banking technologies. As the link between BNP Paribas, recruitment teams and delivery managers, Saloua's role was to ensure the right expertise could be identified and mobilised when needed. "My role was to act as a bridge between BNP Paribas and Inetum. I worked with the client, recruitment teams and delivery managers to identify the right skills and make sure we could respond quickly to their needs." For Saloua, success was never simply about filling positions. "My strength in this project was reactivity and proximity. I know the customer very well and understand their needs. When you truly understand what the client needs, you can identify the right people and respond quickly." Building a true partnership. The result was more than a delivery model. The Nantes Delivery Center allows BNP Paribas and Inetum teams to work side by side, strengthening collaboration and creating long-term delivery capacity. "The center has created a strong sense of belonging because everyone is working together for the same customer. BNP Paribas employees can also work from the center, making collaboration much closer and more effective." This evolution has also transformed the relationship between both organisations. "Today, we are more than a supplier and a customer. We are partners." A human success story. For Saloua, the project's biggest achievement is not the number of consultants or the opening of the center itself. It is the impact on people. "Before anything else, it's a human story. We created opportunities for people, and today those people are contributing to strategic transformation projects." Looking back, she is most proud of helping transform a client need into a sustainable delivery capability supporting one of Europe's leading banking groups. "Seeing the Delivery Center operational today and knowing that our teams are contributing to BNP Paribas' strategic transformation is extremely rewarding. We built this from scratch, and that is something I am very proud of."

"Scaling up and rolling out AI is a human issue, not a technological one" Published: 16/07/2026 Olivier Serfaty, Director of Data, AI and Innovation at Inetum France, heads up the group's Data & AI Factory, which was launched in early 2026 following more than 120 pilot projects, 30 of which were rolled out at scale in just over two years. He shares his insights on the real keys to scaling up. Why do some AI projects, despite being promising, never make it past the testing stage? Olivier Serfaty: At Inetum, Inetum has formalised its approach in what Inetum call Coborg(TM), which stands for 'Cognitive Brain of your Organisation'. It is a strategic framework based on five pillars that structures the process of scaling up. The first pillar is governance. This isn't just a technological issue; it's first and foremost an organisational one. For a project to scale up, the right stakeholders must be brought to the table from the outset: the IT department, which provides the data and ensures security; a Chief AI Officer, who oversees technological decisions; HR, because the deployed agents now carry out tasks in addition to those performed by humans; and finally the business unit, because it is the business unit that has the need and must explain it. When the business unit works in isolation, or when the IT department does the same, the use case is not deployed on a large scale. Once you've brought the right people together, where do you start? Olivier Serfaty: By selecting the relevant use cases. At Inetum, Inetum has developed a tool called the Entropy Tool. It is an AI system that breaks down a process node by node and assesses at each stage whether AI can automate a task, whether the data is available and reliable, or whether that stage can only be carried out by a human. This produces a 'score' that clearly indicates whether there is a real benefit to developing an AI solution or not. This prevents Inetum from deploying a tool that would not deliver any productivity gains. In practical terms, what constitutes "ready" data for an AI project? Olivier Serfaty: There are three aspects. Firstly, traceability: Inetum need to know where the data comes from, who has modified it, and whether it is reliable and up to date. Secondly, security: the models used must be private; the data cannot be freely available on the internet. And sovereignty: many clients have hosting restrictions, either for regulatory reasons or because they do not want their data to be transferred to the United States. In Europe, Inetum also have the AI Act, which imposes very strict traceability requirements in certain regulated sectors (notably healthcare, finance and recruitment). Inetum must therefore be able to explain why a particular result was obtained, based on which data and using which model. What's changing, then, isn't that humans are disappearing - it's that their value is shifting from the accumulation of knowledge to judgment. A criminal lawyer used to spend three days locked away in their office poring over case law, but tomorrow, AI will provide them with a summary of the 56 key decisions they need to keep in mind. They can devote that saved time to thinking about the substance of the case. AI automates a large part of their work, but they retain a critical eye, and it is always they who make the final decision. Yet to decide is to choose: to be able to explain what is being ruled out as well as what is being retained, in order to refine a line of argument in a courtroom case, for example. This is a matter of free will, and the machine does not possess it. How do you assess the state of a client's data before getting started? Olivier Serfaty: Before generative AI, this assessment used to take several weeks. Inetum has created a tool that uses generative AI to analyse the traceability of data within the company's systems: SAP, Salesforce... The model establishes links between all the data, identifies its sources and produces a comprehensive map. Inetum obtain an overview in a matter of hours rather than several weeks' work. Some clients contact Inetum solely for this data assessment, even before they know what use case they will implement next. The ultimate aim is for a business unit to be able to query its data using natural language, without writing a single line of SQL. For example, by asking, 'What was my turnover last year in a particular region, for a specific product, and how has it changed over the last five years?' and receiving a result straight away. Inetum is not quite there yet, but that's the direction Inetum is heading in. How can Inetum ensure the reliability of the results once the solution has been rolled out? Olivier Serfaty: This is a critical point. A law firm that analyses contracts using AI cannot afford to have a single word misinterpreted by an LLM: a single word can change an entire clause. Inetum use an approach known as 'LLM as a Judge': Inetum submit the same question to three or four models simultaneously, then an additional model analyses their responses, merges the converging answers, flags any contradictions to a human, and detects any potential hallucinations by cross-checking. The aim is to achieve a relevance rate of over 99 per cent. Once the tool has been rolled out, how do the business units adapt in practice? Olivier Serfaty: This is Coborg's final pillar, and perhaps the most important one: change management. Take a sales adviser, for example. When a customer calls, the AI agent automatically displays all the relevant information on their screen. It suggests responses. Once the call is over, emails are sent, an order is placed on SAP, and the CRM is updated automatically... This sales representative is no longer doing the same job. This represents a productivity gain of at least 30 per cent. The question then becomes: what should be done with this freed-up time? Inetum is no longer in the awareness-raising phase of two years ago, when Inetum had to explain what AI was. People have fully understood its benefits. Now, Inetum need to support them through the practical transformation of their roles, their processes and their day-to-day work.