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CORPORATE GOVERNANCE AND INTERNAL CONTROL
2.5 Internal control and risk management procedures
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101
Registration Document 2016 — Capgemini
Measures implemented as part of constant improvements to risk
2.5.4
management and internal control systems
in 2016
Focus on the main measures implemented
measures aimed at rolling-out and standardizing processes and
procedures within the Group and thereby strengthening the
During 2016, the Group implemented and carried on a number of
Group’s internal control environment. Among these measures, the
following may be highlighted:
an update to the risk mapping including the identification of
◗
major Group risks;
the systematic follow-up of Group Review Board
technical reviews (“flying squads’’) of project teams performed
by the Production/Methods and Support Department;
recommendations in project reviews and during independent
The objective is to obtain client satisfaction and to maintain the
profitability of projects;
contractual prevention in order to meet the client requirements
and to give a support to Delivery to respect contractual terms.
methodology, process and trainings in risk management, in
most risky contracts. Created in 2016, Commercial and
Contract Management entity has implemented tools,
contractual and reputational risks, during the whole contract life
cycle. This program is more focused on the major, complex and
the implementation of a Commercial and Contract Management
◗
program in order to follow and mitigate operational, financial,
provide a standardized view per client and improve the
monitoring of sales actions;
the introduction of a single sales management platform for the
◗
entire Group and a global sales development procedure, to
the implementation of models for the global management of
◗
client accounts, ;
integrating a three-year plan beginning in 2015, aimed at aligning
all Business Units around the world;
a global procedure and policy for sales-based compensation,
◗
the roll-out of a global application for personnel management
and the implementation of a new performance management
information system;
the definition of a People Safety global governance system;
◗
the overhaul of the management process for international travel;
focusing on management teams of the main units and the formal
documentation of succession plans.
a strategic review of talent with the identification of actions
◗
Constant improvement measures in 2017
2017 based on the most recent risk mapping updated in 2016.
The risk management process will continue to be rolled out in
Priority risk owners at Group level will formally document and
implement action plans and risk monitoring measures, which will
be validated by the Risk Committee created in 2016.