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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
Constantly striving to improve
Francisco used these in-house applications to communicate in
2014. To further improve the quality of internal communications,
GIC continues to design and promote applications, tools and
templates. Some 8,000 team members from Sydney to San
on the deployment of key programs.
GIC organized a number of virtual sessions and workshops (live
and available for replay) in 2015 to share best practices and focus
The first results of this research should be visible in the course of
2017.
communication and more diverse formats). This work includes
benchmark activity and designing of a new way to communicate.
employees expectations in terms of employee experience
(mobility, easy access to information, more modern style of
In 2016, the GIC team launched an initiative on how to evolve the
Group Internal Communications set up to better answer
Winning hearts and minds
Maintaining the motivation and satisfaction of existing employees
is only a part of our communication challenges. The other part
tools and communication channels, and helping build ‘One
Capgemini’ across all continents.
outsourcing agreement or an acquisition. GIC facilitates the rapid
integration of new arrivals by providing them with the necessary
comes from winning the hearts and minds of the many people
who join the Company each year, as new recruits, or as part of an
Employee commitment: innovation, continuous
improvement and acceleration
In 2015, due to the acquisition of IGATE, the Group decided not
to launch an employee survey. In 2016, a new Group Employee
Survey was launched which results are being presently analyzed
engagement percentage of 2 points vs. 2014.
to develop actions plans. However, the participation rate remained
high at 75% and it reports a further improvement of the employee
Employee relations and dialog
where performance and delivery to our customers make the
difference. The delivery chessboard is more global and complex
Employee dialog is instrumental to the success of the Group
accompanying its Business development strategy in a world
processes that comes along with a deep, fast-moving and
continuous transformation of the business organization.
than ever bringing its horde of new ways of working and global
head while accompanying change safely. It is structured at each
stratum of the organization being both local and global.
Employees are not only impacted but at heart of this success. In
that respect, Employee Relations are a powerful engine to move
2016 showed a new turn with the successful re-negotiation of the
The appointment of a Group Employee Relations Director in 2015
has been a key decision to strengthen social dialogue globally.
to other regions of the Group. Its standing body is the Bureau who
continues to meet on a monthly basis but has been deeply
constitution of the International Woks Council (IWC) which was
implemented in 2001 ahead of European regulations and enlarged
is now made with 52 employee representatives who meet
four times a year: twice physically during eight days and twice
top-sized countries being represented and four others elected
allowing small countries to sit at the table of negotiation. The IWC
transformed to ensure a consistent representation of the
Employees: it brings today seven delegates vs. four, the three
physically the two General Meetings, Group Executive Board
(GEB) is systematically present and the IWC members able to run
Rencontres. Substitutes are now convened with primary members
and Asia-Pacific region is represented. Paul Hermelin joined
virtually after the Group yearly kick-off and the Big Picture or the
discussions with Group leaders directly.
the same position with an innovative, perennial and transparent
Employee Relations.
Capgemini was a precursor in 2001 and is now back in 2016 in
2016 has been also the year where two directors representing the
2015 to sit at the Board and in the Compensation Committee.
has been elected by the IWC noting that this Board member was
already invited by the Chairman and CEO of the Company since
Employees have been appointed to the Board. One Board
member was designated by the French unions and the second
Group keeps encouraging dialog in each country being ready to
spearheads on the overall effort being at the very front of any
operational, organizational and strategic changes. In 2016,
support key players when necessary or upon request. Countries
employee representatives and works councils are locally the
and Unions (primariily in Germany, Brazil, Mexico the Netherlands
and France).
106 agreements were signed in ten countries by works councils