2005 Financial Report - Capgemini

14 ANNUAL
THE GROUP
Capgemini
strong ongoing focus on diversity and to set core diversity
criteria, which country operations are expected to track and
measure. The Group has also set out to embed expectations
of corporate responsibility more firmly into the supply
chain; increase the Group’s commitment to environmental
initiatives; and more systematically build responsibility
and sustainability expectations into the way we work with
our clients. Action plans have been, and are being, shared
with core communities within the Group e.g. procurement
and travel management, and will be further progressed in
2006.
The Group’s core global policies and principles manual (The
Blue Book) has been updated to reflect expectations and
growing focus in this area and these policies are also being
built into our internal audit procedures.
Responsibility for realizing the Group’s CSR aims is being
increasingly formalized through an internal network of champions
and experts. Many countries are now appointing a
social responsibility lead to drive local action plans in line
with the wider corporate goals. To further disseminate
messages and drive focus within the wider organization, the
Group has a knowledge portal to capture best practices
and aid initiatives, an intranet site and local internal communications.
Externally, a social responsibility section has
been built into the corporate website and the Group continues
to respond openly to CSR ratings agencies and CSR
focussed investors.
2005 also saw the Group focusing on a set of specific human
resources priorities. These included revitalizing recruitment;
a strong focus on employee retention, development and
engagement; developing the Capgemini leadership, management
and talent pool; and increasing the focus on internal
communications.
Underpinning all human resources initiatives is a set of HR
Principles – standards that must be adhered to in all parts
of the Group. HR audits now form part of the Group internal
audit process. Particular focus is being given to exporting
Capgemini’s already-established HR practices to the
rapidly developing regions of China, India and Poland,
and ensuring that the same values and principles are enjoyed
there by all employees.
The 2005 HR priorities were actively translated into a range
of tangible achievements within the operating entities:
Revitalizing recruitment
• As a strong statement of the Group’s values, commitment
to its people and collaborative approach to its clients and
employees, Capgemini published its People Charter both
externally and internally. This sets out the Group’s employment
promise both to potential joiners and existing
employees.
• Many countries have revitalized recruitment and taken
further steps to recruit diversely. For example, recruitment
partners have been re-advised of Capgemini’s commitment
to diversity and female managers are actively involved in
REPORT 2005 Capgemini
female recruitment. Where possible, some regions are
recruiting in the close neighbourhood in order to support
a better work-life balance.
Retention and engagement
• Many countries have implemented initiatives focusing
on employee wellbeing including work life balance programs,
stress management, improvement of employeemanager
relationships, retention and reward initiatives,
and better working conditions for areas of the business
that have typically put high demands on employee time,
travel and commitment.
• The Group has a comprehensive approach to working with
the International and National Works Councils, employee
forums and representatives when developing policy and
practice – and actively encourages employee engagement.
• All countries saw a sharp improvement in employee satisfaction
through the annual employee survey – both in the
Employer of Choices Index (a summary indicator of
employees’ commitment and satisfaction) and in the majority
of individual questions.
• The Group’s University continues to stamp its mark at
the heart of our development culture, in particular:
- increasing the focus on leadership development;
- increasing the impact and reach of the University on our
people, linking them strongly to Group priorities through
specially orchestrated weeks (Business Priority Weeks)
with mixed communities and programs;
- including diversity and social responsibility topics
in global programs;
- encouraging all new employees in the Consulting Services
discipline to attend global Consulting Skills Workshops
to reinforce their knowledge, thereby producing
consistent expertise and enabling to build international
co-operation and understanding from the start of their
careers in the Group.
• A new and improved version of the “MyLearning” online
Learning Management system was introduced in 2005.
Through Group deals, the number of e-learning modules
covering business, IT and soft skills has increased to over
1500. Employees also now have online access to over
10,000 books relevant to their profession and clients’
industries.
• To meet clients’ business needs and to support individuals’
desires for professional development abroad, Capgemini
continues to provide opportunities for people to develop
their careers internationally. Specific global mobility
initiatives supported in 2005 include an exchange program
between France and India for managers and engagement
managers and an initiative in Northern Europe
and Asia Pacific (NEA) to encourage employees in Consulting
and Technology Services to work cross borders. This
includes having open resourcing across regions, a portal
posting global assignment opportunities and incentives
for managers to resource globally. NEA also launched a