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CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS
3.2 People and Talent Management
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Registration Document 2016 — Capgemini
sustained diversity & inclusion
Capgemini North America, working towards
diversity across the organization. A few examples of this are:
aimed at raising and sustaining greater awareness and inclusion of
Capgemini North America has consistently engaged in initiatives
content nearly every week and social media engagement
via
programming, monthly blog topics, CSR Talent Newsfeeds with
engagement: monthly webinar topics, People Culture Week
the reach and impact of D&I efforts through awareness and
@Join Capgemini;
People Culture Week and Communication Strategy to expand
◗
External Partnerships to grow Capgemini North America’s brand
◗
innovative partnering;
situation and progress, share best practices, and engage in
Human Rights Campaign, Korn Ferry and EDGE to assess our
Practices, National Diversity Council, ITSMF, Anita Borg Institute,
potential clients with organizations such as Diversity Best
on the D&I topic and support collaboration with current and
to define our future culture:
impacts workplace inclusion. It equips employees with the skills
and engage employees to migrate unconscious bias which
Program has been specifically designed to advance our culture
Capgemini’s Culture, Bias, and the Brain Executive Leadership
◗
and gender,
recognizing various dimensions of diversity beyond ethnicity
workforce,
discussing the supporting network to maintain a more diverse
❚
create this new work environment for Capgemini.
agreeing on the specific actions they will commit to taking to
❚
Unconscious bias
unconscious Bias training programs as well in 2016, supporting
regions.
our Group commitment to grow culture competencies across our
completed training on this topic and Capgemini North America
unconscious bias. More than 500 employees globally have
globe attended a similar training lead by a renowned expert on
2014, over 200 of the Group’s top executives from around the
completed unconscious bias training. India and the UK ran
reported a 12% gain in retention among team members who
training module which has been deployed and run since 2013. In
Capgemini North America has developed an Unconscious Bias
external expert from Southern Methodist University in Dallas,
inclusion within any organization. Consequently, together with an
people like themselves, is critical to the promotion of diversity and
Exposing unconscious bias, the tendency for individuals to favor
Measures taken in favor of gender balance
clients, partners and, generally speaking, our stakeholders. It is a
the full potential of our Group and deliver the best results for our
improve employee engagement and foster collaboration.
more inclusive environment, contribute to strengthen our DNA,
known fact that mixed teams bring innovation and value, create a
responsibility is a competitive advantage. Being an employer of
recognize the fact that having more women at all levels of
responsibility for advancing women in the organization, and we
opportunity: as a large global organization, we bear a
choice for talented men and women is vital if we are to unleash
For Capgemini, gender balance is both an obligation and an
three pillars: Recruit, Retain and Develop. Its actions are
service lines. Women@Capgemini’s Program is organized around
2012 with the CEO’s sponsorship, and covers all geographies and
coordinated with the Group Talent and CSR functions.
accelerate gender balance within the Group. It was created in
encompassing a number of women and men dedicated to
Responsability with the support of Women@Capgemini team,
balance. The efforts are led by the Head of Corporate Social
Capgemini has started a journey aimed at improving gender
as early as 2017-2018:
in the work force. These actions are expected to have an impact
intended to recruit and retain more women and promote their role
In 2016, the program launched a number of new visible initiatives
percentage of women joiners, leavers, and promoted.
Creation of a “Gender Balance Index” (GBI), allowing to track the
◗
culture.
development training and mentoring, flexible work and company
equivalent work, recruitment and promotion, leadership
assessed over five distinct areas of analysis: equal pay for
accountability. Policies, business practices and figures are
approach encompasses benchmarking, metrics and
journey towards a global certification in 2017. EDGE provides a
France, which served as pilot countries, as part of the Group
Dividends for Gender Equality) Foundation, in the US and in
Obtaining a Gender Balance Certification from EDGE (Economic
men, thereby bringing value to the whole organization. The
companies in providing an optimal workplace for women and
standard for gender equality. Its purpose is to support
global assessment methodology and business certification
Programs launched across geographies, notably Brazil,
◗
Financial Services and Infrastructure).
North America, India and in service lines (Capgemini Consulting,
Morocco, China, Poland, in addition to those existing in Europe,
Specific Leadership programs launched in several countries.
◗
sabbaticals..., the purpose being to stay in touch and facilitate the
best practice has been extended to employees on sick leave,
women on maternity leave to remain in touch with Capgemini. This
employees with a benefit, e.g. Capgemini Germany, enabling
return to work.
inclusive work framework that can be easily extended to other
scope, i.e. advancing women in their careers, by providing an
Some of the initiatives have proven useful beyond their original
attended the workshop.
and were approved by the Group Chairman and CEO who
and long-term initiatives were set to ensure sustained progress
and workshop to define 2017 gender balance action plan. Short
In October 2016, Women@Capgemini hosted its annual meeting