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PRESENTATION OF THE GROUP AND ITS ACTIVITIES
1.7 Risk analysis
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Registration Document 2016 — Capgemini
proposals, often in several stages, to the signature of a contract)
of the main characteristics of the opportunity, in particular as
regards technical, financial and legal matters.
operational structure and at the different stages of the selling
process (from identification of an opportunity as investment-
worthy from a Group perspective and the submission of service
validation, at the various organizational levels of the Group’s
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Board’s attention any potential risks relating to the performance of
these projects.
meeting pre-defined criteria concerning size and complexity is the
sole responsibility of the Group Review Board. For particularly
complex projects, a review of solutions may be carried out during
the final pre-sale phase in order to bring to the Group Review
The decision to commit the Group to commercial opportunities
2. Production and quality control
The Group has approved policies for monitoring the proper
performance of contracts that are applied throughout the life of
the project to ensure that it runs smoothly. The key features of
these policies include:
costs to completion, joint oversight arrangements with the
clear definition of the roles and responsibilities of each individual
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regarding performance and supervision throughout the entire
production process, in particular as regards the choice of project
leader, client relationship management, billing, estimation of
client, etc.;
use of proprietary production methodologies in all of the
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Business Units;
global access to the expertise available through Capgemini’s
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Applications Development Centers;
monthly Group-wide identification of all risk-sensitive projects in
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the performance phase, and the implementation of action plans
aimed at eliminating or containing such risks;
commissioning independent technical audits of the teams in
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charge of a given project to identify additional risks in cases
out by the Business Units as a preventative measure for
operational risks.
where actual performance appears to diverge from forecasts or
from commitments undertaken. These engagements are carried
out by the Production/Methods and Support Department, and
complement the upstream independent technical audits carried
3. Business control
project financial controllers whose role is to:
Depending on its size, each Business Unit has one or more
monitor the financial aspects of each project and primarily the
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approved. Progress reports and management indicators are built
into the monitoring process, which relies mainly on the periodic
analysis of estimated costs to completion and their accounting
impact;
related production costs compared to the budget initially
permanently control compliance with contractual commitments -
particularly billing and payment milestones.
Employees
Risk factors
development of our employees.
technical expertise necessary to the performance of client projects
to which it has committed. In particular, this requires a strong
reputation in the employment market and ensuring fair appraisal
and promotion procedures as well as the professional
The vast majority of the Group’s value is founded on its human
capital and its ability to attract, train and retain employees with the
The loss of talent or a team could also follow an acquisition or a
change in Group or entity management.
dispute or non-compliance with local regulations and/or ethical
standards, the Group’s reputation and results could be adversely
affected.
diversity, equal opportunity and good working conditions. Group
Management has published a Code of Business Ethics and
oversees its application. Nevertheless, in the event of an industrial
The Group pays close attention to internal communication,
loyalty and the level of employee commitment are presented in the
Chapter 3 “Capgemini : People, Corporate Social Responsibility
(CSR) and Business Ethics”.
Figures concerning, in particular, the attrition rate, the utilization
rate, changes in headcount (including in offshore countries), career
management, the development of expertise, building employee
Risk management systems
This survey is an appraisal tool and action plans are established
based on identified results.
The Group pays very close attention to the quality of its human
resource management and employee commitment. Accordingly,
an internal survey is conducted very regularly aimed at measuring
commitment and expectations among the Group’s employees.
performance, the career plans of our employees, the management
of international mobility and succession plans, in a manner
consistent with the strategic objectives of the Group and the
interests of our clients.
is being rolled-out globally by the Group Human Resources
Department to ensure the comprehensive management of all
processes concerning the management of high-performing
individuals and enabling a uniform approach to monitoring
Furthermore, a human resources management information system
Group’s key managers regularly attend meetings to present
changes in the Group and the main challenges facing it, and
discuss them with employee representatives in an open manner
and an environment of mutual understanding.
European countries but also includes representatives of the main
countries outside Europe (India, United States and Brazil). The
The Capgemini Group International Works Council covers not only
Finally, as part of our “People Matter, Results Count” policy, we
take account of:
the motivation and career path of our employees;
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the implementation of varied and attractive career plans;
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the development of our employees through development and
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training programs;
the respect and promotion of a good work-life balance.
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