Today, our commitment to diversity and inclusion is stronger than ever. With 180,000 employees in over 40 countries representing 120 nationalities, Capgemini is proud of its wide cultural diversity. We regularly review our recruitment and working practices to identify the steps we need to take to continue attracting and retaining the most diverse workforce possible. These measures support our belief in “Net Positive,” an acknowledgment of the positive impact that companies can have on society and the environment.
Since 2004, we have driven a diversity agenda across the whole Group. Our belief in Diversity of Thought extends our definition of diversity beyond the traditional facets of gender, ethnicity, age and sexual orientation to include experience, personality, communication and work styles, and more. Having audited current practices in each country, we have created a global diversity agenda and drafted a plan of supporting global initiatives.
At a global level, we support diversity by:
- Identifying and selecting diverse employees according to objective, job-related criteria and unique skill sets
- Providing a sound and fair working environment where staff can grow and develop
- Supporting Employee Resource Groups (ERGs) that drive our diversity agenda through grass-roots passion and initiatives
- Leveraging diversity as a source for innovation and inspiration
- Continuously reviewing and improving our HR practices and procedures
- Identifying barriers or restrictions to diversity and taking action to remove them
- Training and continuously educating line and HR managers
- Communicating the spirit of our diversity policies and agenda to everyone within the company
- Establishing measurements to monitor our diversity dimensions, how we recognize differences, and utilize diversity as a strength
Our global initiatives
Our latest global measures include:
- A diversity agenda describing the Group’s commitments to diversity of thought, including the prevention of discrimination and the ambition to reach greater levels of consistency in employment practice
- An internal communications program to raise employee awareness and support of diversity and inclusion
- Creation of in-house networks (e.g., employee resource groups) to improve professional opportunities for affinity groups across diversity dimensions such as gender, ethnicity, sexual orientation, generation, and disability
- Embedding Diversity sessions in our Leadership Development programs
- Group participation in external think-tanks (e.g.: “Business in the Community’s race and gender campaigns” in the UK, “The Platform for Professional Women” in the NL, “Different Women, Different Places Research” across Europe, Linkage’s Institute for Leading Diversity & Inclusion in North America)
- Group-level tracking to establish the proportion of women in senior management.
- Diversity is specifically addressed in the HR processes of recruitment, promotion, performance management and compensation
- Diversity performance indicators in our annual HR audit
Our local initiatives
Diversity is an integral part of our business. It has become a priority in every country and at all levels
- Many regions have their own local diversity sites and keep diversity on the agenda at senior executive meetings.
- Many regions have actions in place to target recruitment of a more diverse workforce.
- Regions such as the Netherlands and Norway have developed initiatives to increase female leadership.
- In countries where it is permitted, local tracking is carried out of specific diverse populations such as different cultural groups, age groups and people with disabilities.
- Networks of diversity champions are now active in many regions. Our India and UK businesses have appointed diversity champions positions.