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PRESENTATION OF THE GROUP AND ITS ACTIVITIES
1.5 A solid performance in 2016, reflecting further maturity of the Group
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Registration Document 2016 — Capgemini
Leading All the Way!
– to help staff excel across six dimensions:
In 2016, the Group also launched a New Leadership Model –
create development opportunities with clients or in a market;
Business Builder
, the ability to translate vision into initiative and
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La Niaque
, the ability to stay motivated and determined;
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teams to get them to express their full potential;
attracts and advances the best talent, motivates individuals and
People Developer,
ability to build an environment that inspires,
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expectations and to meet its commitments;
Profit Shaper
, the ability to generate growth and profit beyond
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Active Connector
, the ability to encourage cooperation and
silos to bring together the best teams and the best expertise;
innovation throughout the organization, use networks and break
to changes in markets and competitors’ pressure.
Agile Player
, the ability to accelerate, streamline, simplify, adapt
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Group employees, regardless of function, and is intended as
People Transformation plan for 2016 and 2017. It addresses all
meet performance requirements, has become a priority in our
This new leadership model, which should enable us to better
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improving collective performance.
both a tool for accelerating individual career paths and for
Capgemini University: Making Digital a Priority
the Group and its clients.
objectives and strives to help accelerate and reconcile the aims of
Capgemini University works to achieve the Group’s strategic
focusing on Group priorities.
156 new models were created and developed, with 122 of these
of training to more than 182,000 Group employees. More than
In 2016, the University and L&D provided over 4.15 million hours
University’s mission is therefore to provide the right setting for
comprehensive learning, relying on the principles of Digital Age
Learning and seeking to achieve four key objectives:
brings in employees in order to develop their abilities and enable
the Group to achieve its full client service potential. The
To fulfil this role as a driver for the Group’s aims, the University
professional development;
inspiring our key populations and contributing to their
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developing and managing leadership training;
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enhancing agility and accelerating the process to augment the
impact of our businesses and the value provided to our clients;
strengthening, enhancing and developing our corporate culture.
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a coherent whole.
hopes of increasing their desire to learn. To better meet the
demands of our business and help develop our key populations,
the University works to ensure that skills, certifications,
communities and training opportunities all work together as part of
Capgemini University strives to provide employees with the very
best experience in terms of Digital technology and innovation, in
the aegis of the French Ministry of Labor.
and ATD for its CyberSecurity Event, its DevOps Hackathon, and its
Connect & Drive and Embark Leadership programs. It also received
the prize for the “Most International Corporate University” at
U-Spring, an event organized by the Leaders League group under
As evidence of the extraordinary recognition it received in 2016,
Capgemini University won seven awards from Brandon Hall, Skillsoft
DIVERSITY, AN ASSET IN LINE WITH OUR VALUES DRIVING PERFORMANCE
certification will be deployed in 2017 in countries where the
Group has a strong presence to assess performance in
terms of salaries, recruitment, promotion, access to
managerial positions, flexible working conditions and any
were we operate.
other changes in corporate culture. We are committed to
promoting social mobility by providing training and
employment opportunities, partnering with local public and
private agencies and specific initiatives in all the countries
insufficient (30.3% of total workforce), particularly in
management and senior leadership positions. The Group
has however taken significant steps to address this
its approach to promoting gender diversity, with pilot
programs in France and the United States. Additionally, the
EDGE (Economic Dividends for Gender Equality) Foundation
challenge. In 2016, for example, one female manager has
been promoted in most of the executive committees of the
seven operating entities. At the same time, the
Women@Capgemini
program launched a process to certify
ethnicities, races, ages, or disabilities… They all contribute
to the type of diversity we value the most: diversity of
acceleration program
Game Changers
were women, as were
31% in the junior program
Connect & Drive
. Technology
remains a male-dominated sector and Capgemini is aware
that the proportion of women in the organization is
thought, bringing the best of our talent to clients. In 2016,
Capgemini actively pursued measures aimed at improving
gender balance within the Group. A key figure demonstrates
this commitment: 41% of participants in the senior career
backgrounds, origins, cultures, genders, sexual orientations,
As a global company with multicultural teams and
interconnected markets, we foster diversity and active
inclusion in the workplace, welcoming people from all