2005 Financial Report - Capgemini

18 ANNUAL
THE GROUP
Capgemini
Central and Southern Europe (Germany, Austria, Eastern
European countries, Spain, Italy and Portugal)
Retention and engagement
A broad range of flexible work models helps to improve
the work-life balance in the Central Europe region – a
flexibility that is appreciated by employees and recognized
by applicants. Employees are able to work part-time, take
periods of time off work or work partially from home.
Central Europe has developed a High Potential Program and
aims to foster a “feel good factor” through special benefits
such as extra bonuses, ad hoc perks or social events with
employees and their partners.
In Central Europe, the internal employee survey has shown
marked and steady improvement in employee satisfaction
since 2002 across the areas of work-life balance, culture
and values, pride in being a Capgemini employee, diversity,
support from management and personal development.
Since the beginning of 2006, to support the aspiration to
be a more family-responsible company, the Spanish company
has now included Childcare vouchers in their social
benefits program.
Diversity
To improve the gender balance within the Central European
workforce, preference is given to recruiting female candidates
when other qualifications are equal. Some specific
recruiting events for female candidates are under discussion
whilst female managers are actively involved in the recruiting
process, especially at job fairs.
In Spain in 2005 there was a strong focus on recruiting diversity
and a separate diversity section on the intranet has been
developed to improve understanding of the importance of diversity
to Capgemini in Spain. Training and recruitment of handicapped
people has been undertaken and an agreement will
be signed in 2006 with the main handicapped association.
For 2006 the Spanish team will continue their focus on
diversity including:
• active membership in an equal opportunities network,
• a diversity section on the external website.
Sweden
Diversity
In 2005, Sweden built on an already strong foundation of
diversity championship. A focus on gender distribution
means that Sweden now has a 32% ratio of female employees.
A number of actions were implemented to achieve this result.
REPORT 2005 Capgemini
In most parts of the Swedish business, candidates from minority
groups (in most, but not all cases, female) are always
considered in the reorganization or promotion of new managers.
Female executives are encouraged to take part in mentor
programs with male mentors to promote an understanding
of the challenges faced by female leaders. Diversity is also
included in leadership programs for first line leaders.
Retention and engagement
Sweden runs work-life balance seminars for all employees
with a focus on managing stress. The company proactively
seeks solutions that allow employees to work flexible
hours or from home when needed – with client agreement.
The company pays 25% of a broadband connection at home.
The company pays 80% of the employee's salary (up to an
agreed maximum) for parental leave to both men/women
for 6 months. Employees with children aged between 0-8
years old may also choose to work part time (75%).
In the community
In 2005, Swedish colleagues donated €11,000 to the private
medical charity Médecins sans Frontières – a Christmas
initiative in lieu of staff gifts.
6.3 Human relations
6.3.1 Constantly growing headcount
Employee headcount trends over the past ten years reflect
the investment cycles of the IT services and management
consulting industry. The number of employees rose significantly
towards the end of the 1990s, culminating in the
acquisition of Ernst & Young’s consulting businesses in 2000.
This increase in turn reflected growth in the Group’s operations,
which was spurred by the increasing use of the Internet,
the Year 2000 changeover and the switch to the euro.
Over the following three years, the IT services and management
consulting industries were hit by the fall-out from
the bursting of the Internet bubble and a dismal economic
environment generated by the effects of major international
crises, particularly the terrorist attacks of September 11th
and the Iraq war.
Following 2004, which saw an upturn in the number of
employees, fueled particularly by two major outsourcing
contracts (TXU and Aspire) resulting in the transfer of over
5,300 staff members, 2005 was a year of reinforcement. The
pattern of renewed hiring that emerged in 2004 was significantly
confirmed in 2005.