CONTENTS - Capgemini

28 ANNUAL
THE GROUP
Capgemini
In 2006, stress was laid on “take the train, not the plane”, especially
for travel around Europe.
Environmental indicators
In 2004, the Group first defined a set of indicators to understand
better the environmental impact caused by Capgemini’s power
consumption, office space and use of equipment.
At the end of 2006, Capgemini had 393 sites covering 867,000
square meters. This represents an increase in total surface
of approximately 8% while end of year employee numbers
increased by 11%, thus equating to fewer square meters per
person. The company therefore expects to make energy savings
(air conditioning, heating, etc). The buildings are mostly rented,
many having been recently renovated. The majority are
air-conditioned.
A survey on power consumption by the Capgemini sites shows
that, for many locations, this information is included in the
overall maintenance charges and is not provided separately by
the owner, Calculations for kWh per square meter are therefore
estimates only and, based on survey returns for 51% of
the total surface area of facilities, average out at 279 kWh per
square meter.
Examples of specific actions in 2006
In 2006, Capgemini participated for the first time in the Carbon
Disclosure Project. The Carbon Disclosure Project (CDP)
is the largest registry of corporate greenhouse gas emissions in
the world. Responses from corporations can be downloaded
without charge. More than 1,000 large corporations report on
their emissions through their web sites.
In countries where a company car is a competitive part of the
employment offer, focus has been on getting employees to select
hybrid or fuel efficient cars.
In the UK, an IT asset reuse system has been put in place.
This includes donating refurbished assets to well managed
and structured community schemes, selling them, extending
their usefulness or recycling them. Printing paper is recycled
(80%). Where possible, we encourage our employees to avoid
printing, print double-sided, or consider other options such
as scanning and e-mailing documents instead of making
and sending another hard copy. A new printing system has
significantly reduced the number of devices used, reducing
the amount of power and toner consumed. Where there is
no future need for a printer, it is either redeployed or goes
back to the provider for reuse where possible. Capgemini
UK has switched its energy supply to Green Energy. Energy
providers will procure energy generated under a “combined
heat and power scheme”. This should improve electrical
efficiency by 50%, while reducing air pollutants and carbon
REPORT 2006 Capgemini
dioxide associated with climate change. The UK is working
with the Carbon Trust and other specialists to reduce energy
consumption and to seek alternatives. In addition, we are
working with our technical architects to understand how
technology can influence and help reduce the need for energy,
both to power it and to cool it down.
In Germany, we continue to encourage strongly all our
employees to use rail instead of air travel arrangements.
We have negotiated with our travel agency and offer all
our employees a public transport-pass, which allows them
to use German public transport everywhere they travel, in
combination with a flight ticket booking. Capgemini pays
70% of the monthly/annual ticket for employees who use
public transport to get to work. In 2006, we reviewed our
contracts for waste paper recycling and negotiated a countrywide
agreement with a single supplier, in which we had the
supplier guarantee 100% recycling of our entire paper waste.
We encourage our contract cleaners to use bio-degradable
cleaning products.
In the Netherlands, to support Take the train and encourage
the use of public transport during 2006, a pilot was undertaken
whereby employees with a lease car could travel by
train with an NS Business Card. Due to the very positive
reactions of employees (approximately 3,400 NS cards were
distributed as part of the pilot), Capgemini in the Netherlands
has decided to make the NS Business Card an employee
benefit in 2007.
7.6. The group and its clients
7.6.1 The OTACE client satisfaction policy
The Group client relationship management process, known as
OTACE reporting (On Time and Above Client Expectations) is
a key factor underpinning its long term client relationships.
Under OTACE reporting, clients are requested to specify their
expectations from its services, based on a set of indicators relating
to:
Type of service required,
Nature of the working relationship,
Knowledge sharing.
These indicators are documented and validated, with the clients,
to produce ratings which are reviewed according to an agreed
schedule.
OTACE provides an indication of strengths and areas for improvements,
as well as a deeper understanding of client satisfaction
on individual projects.
7.6.2 Systematically delivering sustainable value
Capgemini is working to embed the corporate responsibility