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CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS
3.1 Our approach
3
105
Registration Document 2016 — Capgemini
Alignment with stakeholders expectations: scope and materiality
3.1.3
regular institutional meetings.
stakeholder interviews together with desk research and input from
assessment, is the result of a range of internal and external
In order to ensure that our People and Corporate Social
reviewed in 2015 and 2016. This analysis, or materiality
sustainability aspects and issues was first undertaken in 2014 and
stakeholder expectations, an analysis of the relative importance of
Responsibility strategy and actions remain aligned with
Materiality matrix
Highest
Highest
Materiality of issues to our stakeholders
Materiality of issues to Capgemini
Reduction of our
Carbon Footprint
Supporting Clients
with CR&S Challenges
Information security
and Data Protection
Climate change
Human
Rights
Ethical Behavior
Talent engagement
and Retention
Energy
Security
Education
in Communities
Client Satisfaction
Talent
and Skills
Training and
Development
Diversity
and Inclusion
Digital inclusion
Women’s
Empowerment
Value and Ethics
Environmental Sustainability
Community Engagement
Diversity & Inclusion
Client Serves
business and relate in particular to diversity of talent and employee
impact on our ecosystem through digital challenges.
engagement, to mitigating our environmental impact and to our
including explanations for indicators on which we do not report.
Commercial Code) indicators are listed in the table in section 3.6,
All Grenelle II (legislation: article R.225-105-1 of the French 15 indicators are considered to be the most relevant to our
As a result of our materiality assessment and on-going analysis,
Group Ethics & Compliance program
3.1.4
them.
and to complete an online training course (e-learning) on each of
the principles embedded in these three fundamental documents,
creation in 1967. As part of this program, the Group set up a
ethical culture that has been a core part of the Group since its
in which we operate. All employees are expected to comply with
Competition Laws Policy, to reassert our Values in every country
Code of Business Ethics, Group Anti-Corruption Policy and Group
global network of Ethics & Compliance Officers and launched a
The Group Board of Directors of Cap Gemini S.A. launched our
Ethics & Compliance Program in 2009 to further strengthen the
Employee Survey shows that our employees’ engagement is
attract, develop and retain employees. The Company-wide Group
strong ethical culture, the Ethics & Compliance Program helps to
“Champions League”, i.e., among the leaders in our industry.
helps us win new business and allows us to take our place in the
Creating an ethical environment also strengthens our reputation,
strongly linked to belonging to a Group with an ethical culture.
In addition to demonstrating the Group’s deep-rooted Values and
Ethics & compliance organization and network
accountable for ethics and compliance in their respective units.
The managers of the Group’s operating units (SBUs/BUs) are
They are also responsible for driving the Ethics & Compliance
procedures.
program in accordance with the local laws, regulations and
the Ethics & Compliance program across the entire Group.
The Chief Ethics & Compliance Officer (CECO) is responsible for
annually (see section 2.24).
reviews the Ethics & Compliance program and its achievements
The Ethics and Governance Committee of the Board of Directors