Cap Gemini - Registration Document 2016

3

CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS

3.2 People and Talent Management

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 ❚ 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 Unconscious bias 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 unconscious Bias training programs as well in 2016, supporting regions. our Group commitment to grow culture competencies across our completed unconscious bias training. India and the UK ran reported a 12% gain in retention among team members who Measures taken in favor of gender balance For Capgemini, gender balance is both an obligation and an 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

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 choice for talented men and women is vital if we are to unleash 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 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. 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 ◗ 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 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 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. ◗ 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 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. 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

114

Registration Document 2016 — Capgemini