Cap Gemini - Registration Document 2016

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CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS
3.4 Partnering with external stakeholders on social and sustainability initiatives
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151 Registration Document 2016 — Capgemini
implemented into our operating countries.
During 2016 we have further uplifted our activities in this respect
with the development of a Group-wide supplier management
process. This new process further enforces the SSC approach for
new suppliers to the Capgemini Group and is currently being
“Capgemini Supplier Standards of Conduct & Compliance
Management Requirements” document is available here:
Other reference documents and actions can be found at the
following addresses:
for CSR and sustainability with SMEs: ◗
Furthermore, our suppliers have the possibility to notify us of any
known or suspected improper behavior in their dealings with
Capgemini or by Capgemini employees or agents, by sending a
message to the following email address:
, which is accessed
only by our Group Chief Procurement Officer and Chief Ethics &
Compliance Officer.
Supplier relationship management
and 19% of Group spend, respectively.
In 2016, Group purchases from its top one hundred and top ten
suppliers totaled respectively €1,040 million and €606 million. The
number one, top five and top ten suppliers represented 3%, 12%
to our top suppliers globally, and locally to our high spend &
business critical suppliers. This approach allows us to engage in
an objective way with our key suppliers to monitor performance,
discuss performance improvement and maintain a close dialog
about future requirements and intentions. Supplier Relationship
Management is one of the core activities of procurement and
probably the one with utmost long-term impact. As we go one
step above transactional activity we need to encompass total cost
of ownership, roadmap alignment, operational performance, risk
management as well as co-innovation and differentiation. For this,
there is no better way than align our organizations, have clear
communication matrixes, perform regular reviews covering all
aspects of our relationship and performance and last but not least,
build trust and executive relationships rewarding alignment,
cooperation and problem solving in a win-win spirit.
Through 2016 Capgemini has continued to roll out its new
Relationship Management (“SRM”) approach (introduced in 2015)
Experience has proven that successful and positive supplier
relationship management is valued by our partners and suppliers.
Last but not least, crisis resolution, deal making and decisive
moves are facilitated by SRM bringing facts and evidences to be
built upon as well as trusted & streamlined communication
channels.
Our journey towards SRM is continuing with growing scope and
emphasis placed upon this aspect to strengthen governance and
performance across our supply chain. So far in 2016 we have held
more than 30 senior executive level meetings & performed more
than 66 business performance surveys for our top suppliers under
our SRM framework approach.
We continue to apply the Capgemini approach of “Think Global
and Act Local” by ensuring that our SRM approach addresses
both global and local suppliers and ensuring that, as well as our
global and Group based supply chain activities, we support the
local Capgemini entities in their communities through locally led
supply chain initiatives and approaches for sustainability,
community and ethical trading.