2005 Financial Report - Capgemini

26 ANNUAL
THE GROUP
Capgemini
• the approach is also set out in the diversity section of the
global intranet and serves as the framework for local
policies. Group guidelines explain the reasons for implementing
a diversity management policy and identify what
can help or hinder it;
• an internal communications program was launched in
2004 to raise employee awareness of diversity. Based on
the response levels and interest generated, the campaign
was continued in 2005 and included a range of online
articles spotlighting developments in different regions.
Some regions have their own local diversity sites and
diversity is also kept on the agenda at senior executive
meetings;
• at Group level tracking is carried out, in compliance
with applicable legislation, to better assess and understand
the situation of women within the Group, such as
the percentage of women in recruitments, departures, promotions
and at the various levels within the reporting
structure. At a local level in a number of countries,
where allowed, tracking is carried out of specific diverse
populations such as different cultural groups, age groups
and people with disabilities;
• diversity performance indicators are also included in the
HR audit run each year;
• many country operations have local action plans and local
initiatives are coordinated to allow the sharing of knowledge
and roll out of best practices;
• diversity is specifically addressed in the HR processes of
recruitment, promotion, performance management and
compensation. At entry level there is now well-balanced
gender recruitment but more work is still required moving
up the grades. Many regions have actions in place to target
recruitment of a more diverse workforce on all dimensions;
• some regions including the Netherlands and Norway have
developed initiatives to help develop female leadership
including mentoring and coaching to encourage progression
to senior management levels;
• the Group is also part of outside think-tanks and encourages
the creation of in-house networks of people working
to change the place of women in the corporate world
and to lower barriers to women’s professional advancement;
• networks of diversity champions are now active in many
regions. As a measure of commitment, the businesses in
India and in the UK have appointed diversity champions
in non-HR line management positions.
The following represent a sampling of local good practices:
• Sweden has developed a diversity plan, involving tailo-
REPORT 2005 Capgemini
red recruitment policies, a parental leave program and
flexible working conditions for parents with children aged
8 and under, as well as the possibility of working from
home;
• in the Netherlands, a protocol in favor of minority rights
was signed with the government, with the aim of ensuring
that any complaint motivated by discrimination or
harassment be reviewed and examined by an independent
committee. Capgemini Netherlands also launched three
pilots to implement short term actions on gender diversity
such as no selection without at least one female candidate,
finding female role models and implementing a
female development program;
• in India, the Group has set up a proactive diversity
management policy that is non-discriminatory with regard
to religion, caste, disability or geographical origin. Diversity
sponsors have been appointed to act as contact persons
in the field. Graduate recruitment has proactively
targeted the recruitment of women to improve the
female ratio;
• in 2003 Capgemini’s subsidiary in the United Kingdom
was named by the “Race for Opportunity” organization
as one of the ten companies which made the most progress
as regards respect for minorities. In 2005 they
again identified Capgemini in the UK as a Best Practice
Organization in the area of Diversity. Recently the UK
has focused on recruiting new female vice presidents and
executive consultants; reviewing real or perceived barriers
to the development of a more diverse workforce; and
encouraging networking and experience sharing;
• the UK also enables employees to update on-line their personal
data with their ethnic origin or disability status. This
makes it possible to constantly refine the statistical measurement
of the employee population and, in the case of
people suffering from disabilities, to work with them to
improve their working conditions;
• North America has developed ‘Lending Libraries’ of language
tapes, diversity training and other diversity-related
materials. They also have special-interest networks that
operate either on a national or local office basis. These
networks allow individuals to share ideas and concerns.
Established or forming groups include the African-American
Affinity Group, the Gay/Lesbian/Bisexual/Transgender
Affinity Group, the Hispanic Employee Network and
the Professional Women's Network. Externally, Capgemini
North America is also teaming up with minority-composed
suppliers and helping to develop, implement and
improve the effectiveness of supplier diversity programs;
• women’s networks have been created in Belgium, Australia
and the Netherlands, among others.