In today's unpredictable business environment, the need for responsible business practices is more critical than ever. We believe that corporate responsibility and sustainability deliver added value to our clients, employees, shareholders, business partners and the communities in which we live and operate.
At Capgemini, the principles of corporate responsibility and sustainability go beyond legal compliance and philanthropy. They are embedded in our business
, processes and ways of working. Our leadership in corporate responsibility and sustainable excellence is driven by a bold and influential approach that encompasses:
- Values & Ethics: It’s about who we are and the way we do business. We embrace our core values of honesty, boldness, trust, freedom, solidarity, modesty and fun. Our rigorous Code of Business Ethics underpins our business practices, procurement behaviors and employee welfare policies.
- Environmental Sustainability: We have a deep and measured understanding of our impact on the environment. We are working to reduce our impact on the natural environment from energy, business travel and waste. We raise employee awareness on critical issues in sustainable development.
- Community Engagement: We strive to have a positive impact on the communities in which we live and operate. To do so, we work with local, national and international charities, NGOs and authorities on topics such as inclusivity and skills for the future. We support and encourage our employees to actively participate in community development.
- People Culture: We aim to be the employer of choice for people who wish to flourish in a creative and diverse environment. As a responsible and inclusive employer, we focus on the professional development and well being of all our employees, with respect and value for their diversity. We ensure that our business practices and facilities empower delivery excellence.
- Client Services: Our clients benefit from our deep understanding of sustainability and our world-class business transformation capabilities. We incorporate customer dialogue and feedback to ensure long-lasting value and tangible results.
Materiality and CR&S at Capgemini
In order to ensure our CR&S programme remains aligned with stakeholder expectations, an analysis of the relative importance of sustainability aspects and issues has been conducted. This analysis, or materiality assessment, is the result of a range of internal and external stakeholder interviews together with desk-based research (using the AccountAbility SES1000 standard as a guide).
Stakeholders were identified as those with a vested interest in Capgemini. These included representatives of our people, the International Works Council, representatives from our investor community, senior delivery managers, senior executives and a number of clients.
The materiality matrix presents the findings of Capgemini’s materiality assessment across the CR&S pillars of Environmental Sustainability Community Engagement and People Culture with Value and Ethics, and Client considerations cutting across all three. The findings of this assessment process are used to drive our CR&S agenda forward and ensure that our strategy remains robust and relevant to all of our stakeholders. They also help define our approach to sustainability reporting, shaping the content of our external reporting. We will continue to review and reassess the matrix as our business evolves.
Material issues are positioned in the matrix based upon the views of external stakeholders (for the Y axis positioning) and internal stakeholders (for the X axis positioning).
Values and Ethics issues
Of highest priority (top right hand box) were our “ethical behaviors” and approach to “human rights”. Addressing these important concerns, Capgemini has a long-standing Group Values and Ethics program. The requirements for a highly skilled and educated workforce within the professional services and IT industry mean the issue of “child labor” was viewed as less material for Capgemini. In addition, our sustainable principles for procurement explicitly outlaw the use of child labor within our supply chain.
Community related issues received a mixed review with the “Education of Communities” viewed as having limited material importance by external stakeholders and moderate importance by internal stakeholders (lower middle). “Digital inclusion” was viewed as slightly more material externally, with contributing to the “Talent and Skills” of the community viewed as more materially important by all parties (middle box, far right). Our Community Program is therefore aligned to the importance of talent and skills with the themes of education and development being identified as key, in recognition of the skills and talent Capgemini can both offer now and will need in the future. Recognising the importance of Talent and Skills to all our stakeholders, in 2015 we introduced a new global commitment to to reach out to 1 million people by 2020 through our education and skills program.
The positioning of the “climate change” issue and the associated “reduction of our carbon footprint” (top left) reflects the increasing importance that external stakeholders are placing on these issues and supports the increased focus on these items being driven within Capgemini’s Environmental Sustainability program. The lower prioritization of these items by internal stakeholders reflects the perception that these aspects are less important for the professional services sector which does not manufacture or extract anything. As a consequence, the CR&S program has started to raise awareness through the CR&S Group Board using relevant and timely external events and initiatives (such as COP21 in Paris, CDP and DJSI) to identify and communicate the drivers. A better understanding of these drivers and recognition of our responsibility towards a carbon neutral future, led to an approval to roll out our ISO 14001 certification program across the Group.
People related issues
Internally, in line with our People Culture program, a great deal of material importance was placed on “Talent engagement and retention” by both internal and external stakeholders (top right). Other aspects such as “Diversity & Inclusion” and “Training & Development” were identified as materially important by internal stakeholders (middle right), reflecting their proximity to the internal nature of these issues. “Women’s empowerment” was viewed as moderately material by all parties (center box). Diversity and inclusion and women’s empowerment are an integral part of our People Culture stream within the overall CR&S program, and we believe that addressing these issues ensures that Capgemini is a fair and authentic place to work, which will, in turn, address the engagement and retention of our talented people.
Client services related issues
“Client satisfaction” is viewed as materially important internally as we strive to provide best-in-class services and viewed with moderate to high importance to our external stakeholders (middle right). “Information security and Data Protection” (top, middle) is viewed as highly material to our stakeholders, which reflects the growing importance of this area. Internally, although it’s of high importance it is not viewed as material as it is considered to be an integral part of what we do as business as usual. However, at Group level, to reflect the external view, 2014 saw the creation of a key initiative, Cyber Security and Information Protection (CySIP), to better align the 2,500 cyber security experts Capgemini has globally and provide structure both internally and externally for our clients. A Chief Security Officer has been appointed to work across the Group along with a dedicated Cyber Security Lead. The positioning of the “Supporting clients with CR&S challenges” (middle left) reflects the increasing importance external stakeholders are placing on this issue. The importance seen internally reflects the delivery focus of the organization whereby we collaborate with clients for a specific service. One example of our client focused work is iBabs in the Netherlands where we have, in conjunction with iBabs B.V., helped develop and implement a solution that supports paperless meetings. By the end of 2014, more than 300 customers with over 150,000 users were benefiting from iBabs.
We have concentrated on these areas to inform the CR&S program and also for the purposes of our CR&S reporting. Further refinement of the alignment of our CR&S program with the business is a matter of continuous improvement.