CONTENTS - Capgemini

urgent health crises, which an employee or a visitor may suffer
as a result of malfunctioning heart rythms, and to manage the
time-frame prior to the arrival of the paramedics.
In Finland, one of the main projects in 2006 was the well-being
program. This included setting up operational models with
external suppliers, involving the line managers in planning preventive
action, training all the managers (including the Project
Managers) within the scope of the program - The Manager’s Role
in Well-being - and providing training for employees on worklife
balancing. The aim of this program is to raise awareness
among our managers on how health and safety impacts business
results and how they can contribute to improving working
conditions, which aspect was particularly appreciated by the
employees. HR has created a reporting model that helps us to
manage the risk portfolio and, today, we have good visibility of
health risks (early retirement, sustained sick leave, etc). Policies
and procedures have been established on how to prevent or to
handle these risks.
In the Netherlands, Capgemini worked with the Institute for
Work and Stress and developed the training program Working
Together. In three workshop sessions, Capgemini employees
and their working partners have learned how to combine and
to create a better balance between their work and private lives.
After a successful pilot, the training program was added to the
standard training catalog. The training program was followed
up by a pilot training for managers: Smart management from
7 to 7, teaching managers about their own work-life balance
and how to discuss these topics better with their employees.
During 2006, a number of ergo-coaches were trained to help
look for ways in which we can improve the working environments
of our employees, on an ongoing basis. Towards the
end of 2006, a workplace investigation was conducted with a
software system called e-Monitor+. This looked at the physical
workplace (chair, table, screen, light, climate, transport, stress,
etc) and the potential problems and risks. One result of the
investigation was to provide advice to employees, who have to
travel a lot by car, on how to choose a car and how to sit and
relax while driving.
In the UK, the health, safety and well-being initiative - known
as LifeStyles - increases year on year the options available. This
initiative offers employees a wide range of events, advice, guidance,
discounts and benefits. Advice and guidance is offered on
a variety of issues such as cancer awareness, overcoming jetlag,
healthy eating, time management and relaxation techniques.
Discounts and benefits are available to all staff for a selection
of goods and services, including gym membership, methods to
give up smoking etc.
In Spain, the accent has been placed on work-life balance with
actions such as increased flexibility in working patterns and the
provision ofchildcare vouchers, which both increases flexibility
and helps working mothers.
The BPO Centre in Adelaide, Australia, has introduced flexible
working policy along with a number of initiatives concerning
health, safety and well-being such as a fitness campaign.
In India, employees using their cars outside regular working
hours, due to the difference in time zones’ with Europe and the
USA, have been supplied with GPRS equipment. The purpose
is to ensure their safety and to provide assistance in the event
of breakdown. In India, Capgemini, particularly emphasizes the
Fun value. In order to allow employees to unwind and relax,
activities are organized such as SocioZone - a quarterly event,
including an external trek, cruise party or discotheque party,
which has huge attendance. 500 people attended the last Sociozone
in 2006. Fundoo Friday runs monthly with fun activities
e.g. young talent show, music & dance competition, mimicry,
orchestra, etc. In Sportz World, various sports-related activities
- especially cricket - are promoted, which facilitates Capgemini
India’s participation in external events. These events also aid
employee retention and encourage team spirit.
7.4 In the community
Capgemini actively encourages employees at all levels to get
involved in the communities in which they live and work and to
donate time, energy and creativity to bearing a positive impact.
Joining forces to help others strengthens team spirit, improves
communication skills, and gives us a better understanding of those
around us. Our community activities range from fundraising drives
and direct financial contributions to a wide range of volunteer
projects. Skills for the Future encourages Group employees, wishing
to get involved in educational initiatives for the development of
individual or group skills and capabilities, to share and disseminate
their own expertise.
Sogeti has been supporting PlaNet Finance, the world’s leading
micro credit organization, for a number of years and hosted an
event to celebrate the achievements of Dr. Mohammed Yunus,
who was awarded the Nobel Peace Prize in 2006. Sogeti helps
PlaNet Finance by providing IT systems support. It is currently
working to restructure the system to make it more efficient,
enabling the organization to help more people. Sogeti is also a
part of Club XXI è siècle (21st Century Club), a French leadership
group focused on business with a social conscience.
In the UK in 2006, a challenging target to help 2,007 people by
2007 was set and exceeded. The teams estimate that they have
helped approximately 5,500 people. As a significant sponsor
of the Prince’s Trust, our involvement includes a network of
personal and business mentors, pro bono work directly for the
Prince’s Trust. Capgemini is also committee member of the Technology
Leaders Group, having achieved significant fundraising
through sponsored challenges. Recently, a team of 40 people
undertook a grueling challenge (crossing the Sahara and Costa
Rica) and raised over £130,000 (approximately €200,000) for
ANNUAL REPORT 2006 Capgemini
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