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Living Our Values Through
Diversity & Inclusion
Capgemini North America 2013-2015 Report
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
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Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
Leadership Letters
Diversity and Inclusion as a Strategic
Business Advantage
Capgemini has grown to become a large and diverse network of exceptional people here in North
America and globally, who work collaboratively to bring our clients a wealth of experience and
innovative ideas, ultimately providing a superior value proposition and return on their investment.
The source of our innovation, market strength and client results is our people – a workforce that
respects diversity of thought because it’s inclusive.
The shared goal across Capgemini’s North American business units is to build a more diverse
workforce with a healthy mix of individuals representing people from every race, gender, belief
and philosophy. We leverage that diversity into strong business results through inclusion: finding
creative energy and sparking new ideas from the differences among us.
Building a business-rooted diversity and inclusion strategy is critical to attract top talent, support
high-performing work teams and offer the best solutions for our clients. 
Randy Cozzens
Application Services
North America Global
Sales Officer;
North America Diversity
and Inclusion Executive
Sponsor
3
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
Leadership Letters
Living Our Corporate Philosophy
Diversity and inclusion has been a part of Capgemini’s core values since our inception. In North
America, strengthening our diversity and promoting a more inclusive culture has taken on new
urgency, as we recognize its ability to move us forward in a competitive, increasingly global
market.
We have concluded a three-year journey to more formally weave diversity and inclusion into our
culture. The Capgemini promise, “People Matter, Results Count,” comes to life through this focus.
The initiatives profiled in this report will allow us to more effectively:
•	 Pursue business gains in our diverse target markets to accelerate growth.
•	 Operate more efficiently by cultivating an engaging work environment to continuously improve
our retention and mobilization of top talent.
•	 Transform our workforce and talent systems to utilize individual creativity, empower differences
and further develop our cultural competencies.
The Capgemini North America Diversity and Inclusion Working Council is a cross-functional
team tasked with guiding our journey to achieve these goals by further advancing our inclusive
behaviors. We are committed to cultivating an environment in which diversity of thought is valued
and respected as an essential requirement to how we work. 
Diversity of thought means acknowledging that our behaviors are not founded in sharing the same
skills, perspectives or experiences. As our people more widely embrace this truth, we can build
work teams that provide a wide range of perspectives, improving our delivery, sales, brand power
and investments.
Working with leaders and advocates in partnership across all of our strategic business units
that are a part of Capgemini in North America creates a culture that values and respects our
differences—reflecting that our people matter and results count.
Janet Pope
North America Diversity
and Inclusion Leader
4
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
Key to Our Culture
People Matter: The Importance of D&I
We have reached the end of a three-year North America diversity and inclusion (D&I) journey,
one that will benefit all of our people and everyone we serve: our workforce, suppliers, clients,
communities and shareholders.
The Capgemini journey was initially cast when we were founded back in 1967. From the
beginning, D&I principles have been embedded in our culture and our Code of Business Ethics,
and are inherent in many of our global and local policies. Diversity and inclusion is inherent in our
core values of honesty, boldness, trust, freedom, team spirit, modesty and fun.
Just as our journey is not truly beginning with this three-year effort, it will not conclude at the
end of 2015. If our program achieves its goals, D&I will be intertwined with our culture in new,
forward-thinking ways—ensuring that every one of our professionals is valued for his or her
unique spirit and spark.
Our holistic definition of diversity extends beyond gender, gender identity, sexual orientation,
disability, ethnicity, race, age and religion. Capgemini views diversity as everything that makes us
who we are as an organization, including our social background, experiences in life and work,
communication styles and personality. These dimensions contribute to the type of diversity we
value the most: diversity of thought.
This report represents our first comprehensive effort to outwardly share the goals and business
strategies of our D&I program and three-year journey. Assembling our story is one small part of
the effort we are undertaking to embrace diversity and continually foster an inclusive culture.
boldness
freedom
team spirit
modesty
fun
honesty
Our Values
trust
5
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
Charting Our Journey
D&I Goals and Strategy
Promoting diversity is not just morally correct, it enhances our business activities. As the world
shrinks, technology connects us in new and innovative ways, and people cross oceans for new
opportunities while beliefs become increasingly personal and varied. Inclusion is the glue that
holds our diverse world together.
At Capgemini, an inclusive culture is what ensures our teams not only thrive comfortably, but push
new boundaries with bold, creative thinking. A diverse workforce is one that reflects what we see
in our clients. A diverse workforce grows increasingly productive in the midst of a quest for the
best talent.
Our three-year journey is a commitment to results. It is a movement to deliver better work and
increase business value. Innovation is at the heart of everything we do. To spur our ability to think
in bold new ways, we set out to cultivate a more diverse set of employees and to help them thrive
alongside each other.
We also recognized that, as we spoke of diversity, people diverged on its meaning. Race?
Gender? What about age, religion, disability, veteran status and other aspects of diversity? We
recognized the need to encourage a common understanding. Thus, we created a definition for D&I
that stretched beyond traditional concepts, pushing the boundaries of what it means to have a
diverse and inclusive workforce.
2014
2013
Investing to
Expand
START
Developing
Awareness
2015 &
Beyond
Integration
6
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
To launch our journey, we drafted a charter:
Capgemini’s success, brand identity and client experience are determined by the talented
people who work for us. We believe that people perform better when they are empowered
to be their authentic self at work and feel included in our working approach. Cultivating an
inclusive environment and ensuring that every voice of Capgemini is heard and considered
maximizes our capability to win and deliver business, and makes Capgemini a great place
to work.
Our goals were broad, business focused and holistic. Our three-year journey aims to:
•	 Support market excellence
In a relationship-based business, D&I can help us expand our reach, forge new partnerships,
and drive market and solution innovation. This goal is focused on top-line growth.
•	 Drive business efficiencies
An inclusive culture is one that thrives, which helps not only to attract and retain talent but
equips people to perform their best work. A high-performance culture reduces operational
inefficiencies. This is a bottom-line goal.
•	 Expand our workforce
As we build an even more diverse, culturally rich workforce, we drive creativity and
innovation, which in turn drives workforce, process, and systems expansion to help develop
and enable highly future-thinking leaders. This goal is transformation.
By meshing D&I into our day-to-day core processes, we will be able to truly transform our business.
And our workforce will transform—and expand—alongside it.
Charting Our Journey
People perform better
when they are empowered
to be their authentic self
at work and feel included
in our working approach.”
7
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
2013: Developing Awareness
Starting from a Position of Strength
Our journey began from a position of strength. Our aim in 2013 was to crystallize what was
already inherent in our culture.
Our challenge is common among all corporate diversity initiatives: We were challenged to get
everyone, everywhere in the organization to share a common view and definition of what D&I
means and how it can positively affect our business and value.
So, we created a common language around diversity. We knew from the start we wanted our
effort to be bigger, more comprehensive and more intrinsic to our culture.Thus, our definition
pushes beyond typical boundaries to encompass a more classical concept of diversity.
Our holistic definition extends beyond gender, gender identity, sexual orientation, disability,
ethnicity, race, age and religion. Capgemini views diversity as everything that makes us who
we are as an organization. This includes our social background, experiences in life and work,
communication styles and even our personalities. These dimensions contribute to the type of
diversity we value the most: diversity of thought.
We aimed to build an inclusive culture that values invisible attributes more than appearances. For
Capgemini, inclusion means having a working culture where uniqueness is valued. Combined with
a diverse workforce that assembles a rich variety of skills, experiences and perspectives, our D&I
efforts will propel our workers toward being thought leaders in our markets.
With this in mind, we defined our D&I initiative as an aim to cultivate a work culture of mutual
respect for differences, enabling team members to collaboratively deliver powerful, forward-
thinking, innovative solutions.
Definition in hand, we worked to instill the language and vision within every one of our associates
throughout North America, at all levels of the organization. We needed people to understand and
embrace this common concept of D&I. We needed people to value diversity as a business asset.
Capgemini views diversity
as everything that makes
us who we are as an
organization.”
8
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
To accomplish our goals we:
•	 Ensured a common understanding of our D&I definition in order to embed the initiative firmly in
the realm of business strategy.
•	 Demonstrated to our leaders that a well-established D&I program is a business asset, and
established accountability among leadership by establishing metrics. Our leaders supported our
vision and sponsored development programs, Employee Resource Groups (ERGs) and other
critical initiatives (see side bar).
•	 Established recruiting goals and engaged in diversity-focused career fairs, including those
held by the National Society of Hispanic MBAs and LatPro. We also expanded our efforts
at historically black colleges and universities, and LGBT-focused events for recent college
graduates into our campus recruiting strategy.
•	 Introduced unconscious bias training through the Culture, Bias, Brain Leadership Development
Program, which created new levels of self awareness that doubled the percentage of associates
who felt they were accountable to Capgemini’s D&I agenda and believed their personal efforts
around D&I had business value.
•	 Launched a supplier diversity program in 2012 to support and promote diverse providers. In
2013, 11 percent of our total spend went to these suppliers.
2013: Developing Awareness
Digital Transformation at the
Wellesley Centers for Women
One of the ways Capgemini leaders support
our Employee Resource Groups is through the
sponsorship of pro bono work. For example,
our Millennial Innovation Council, a group
dedicated to strengthening cross-generational
collaboration and to fostering innovation, is
helping the Wellesley Centers for Women
redesign its website. A program of Wellesley
College, the center’s mission is to advance
gender equality, social justice, and human
wellbeing through high quality research,
theory, and action programs. The redesigned
website is anticipated to help the organization
more effectively disseminate its work across
new technology platforms to an ever-growing
audience, while also complementing and
strengthening its brand identity. 
9
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
2014: Investing to Expand
Broadening Scope and Results
We entered 2014 set to build on the awareness generated in 2013. Our focus for year two shifted
to build greater leadership investment in our efforts, meaning both financial investment and—
perhaps more importantly—time.
We measured our senior leaders’ cultural competency—their ability to work effectively across
cultures. This exercise led to our senior leaders’ greater personal investment in the mission. We
gained more executive sponsors for our ERGs and each group was more active than ever before.
We infused an existing effort, People Culture Week, with a broader, more comprehensive scope.
Originally focused on women and geared around International Women’s Day, the 2014 program
showcased diversity efforts from across North America and around the world. We hosted a Twitter
panel with external expert Joe Gerstandt to foster a richer social presence and engage with our
external communities.
For the second year in a row, Capgemini received a score of 90 on the Corporate Equality Index,
a national benchmarking survey administered by the Human Rights Campaign to advance LGBT
equality in the workplace (see sidebar on next page).
We also made important statistical gains:
•	 From 2012 to 2013, the percentage of women promoted in our Application Services business
unit increased nine percent.
•	 From 2012 to 2014, overall retention for women in the U.S. increased by four percent.
•	 In 2012, 100 employees were participating across three ERGs. By 2014, over 800 employees
participated in our 10 groups supporting veteran, women, LGBTA, millennial, Hispanic/Latino,
East Asian, and African and African American team members, community engagement and
mentoring initiatives, and employees with disabilities.
•	 In 2014, total volunteer hours increased by 300 percent over 2013.
4%2012
2013
2014
2012 2013
9%
Women promoted in our largest
business unit increased
From 2012-2014, overall retention
of women increased
10
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
Corporate Equality Index Recognizes
Capgemini’s D&I Initiatives
For the second year in a row, Capgemini received
a score of 90 (out of 100) on the 2015 Corporate
Equality Index (CEI), a national benchmarking
survey and report on corporate policies and
practices relating to lesbian, gay, bisexual and
transgender workplace equality administered by
the Human Rights Campaign Foundation.
The 2015 CEI rated a total of 934 businesses,
evaluating their LGBT-related policies and
practices including non-discrimination workplace
protections, domestic partner benefits,
transgender-inclusive health care benefits,
competency programs and public engagement
with the LGBT community.
The scoring took into account a number of
improvements we made in 2014, including an
update to our equal employment opportunity
policy, our involvement in the Business Coalition
for Workplace Fairness and increased community
engagement through OUTfront, our Employee
Resource Group that supports the professional
growth of LGBT individuals by fostering a safe
environment within Capgemini for individuals
to be authentic in the workplace.
We pushed our efforts deeper toward business value, teaming with our clients where we have
common ERGs, delivering multicultural and bias training to joint project teams and, in certain
locations, teaming with clients to sponsor community events. For example, in 2014 we:
•	 Formalized our D&I reporting based on defined metrics. We set talent development goals to
cultivate greater diversity and inclusiveness across our service lines and locations, touching on
sales, delivery, cost efficiencies and branding.
•	 Attended the Colorado Diversity Council’s 2014 Women in Leadership Symposium with clients
and partners, and co-sponsored the event.
•	 Created a Veterans Employee Resource Group to leverage the skills, experience, talent and
dedication of our current veteran employees, grow the number of veterans in our workforce,
as well as provide opportunities to interested parties and families of veterans as a tribute to
their service.
•	 Won Consulting Magazine’s Excellence in Social & Community Investment Award for Capgemini
Consulting’s pro bono work with Smile Train, the largest charity providing corrective surgery for
children with cleft lips and palates.
•	 Secured recognition as one of Greater Toronto’s Top Employers and among Canada’s Best
Diversity Employers by Mediacorp Canada Inc.
Our framework to drive D&I activities throughout the organization and with our 10 ERGs was
adapted from the 4C Model developed by Robert Rodriguez, president of DRR Advisors LLC:
•	 Culture: Building cultural competencies to recognize differences and cross cultures to create a
more inclusive workplace.
•	 Commerce: Adding business value through go-to-market support, supporting client
relationships and providing insights that drive better client connections.
•	 Careers: Attracting, developing and retaining a broader talent pool.
•	 Community: Identifying and executing joint opportunities with external partners (e.g., charities,
alliance partners, local networks). See example on next page.
2014: Investing to Expand
11
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
A3
ERG Volunteers at the
Benjamin E. Mays High School
Capgemini’s African-American and African
(A3) ERG is devoted to advancing D&I
and promoting our core values. With
an emphasis on the African-American
community, the ERG provides networking,
mentoring and recruitment support with
a focus on supporting cultural awareness
and retention.
 
In 2014, the Atlanta A3 team spent at a day
at the Benjamin E. Mays High School in
Atlanta to mentor students and share career
opportunities in technology. The team also
engaged the students in a technology-
related exercise and expressed the need for
African-American representation in the field.
 
This event reflects the ERGs’ dedication
to community, an important element of the
framework for how the groups drive D&I
among their members and the company
(see previous page).
2014: Investing to Expand
12
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
2015 and Beyond: Integration
Embedding D&I Within Day-to-Day Operations
In 2015 we completed our three-year journey. This phase of our journey at Capgemini in North
America culminated with results related to the continuous improvement of processes that support
the transformation of our people into a more highly diverse, inclusive and integrated workforce.
As a result, inclusiveness was more firmly rooted as an inherent component of every business pro-
cess and decision.
We’re confident that our well-honed metrics, our formal and informal observations and—
now—feedback from our clients will help propel our business forward. D&I will be included in
all our standard business planning and reporting, and it will also be reported in delivery quality
assessments after engagements.
In 2015 we also built additional and more insightful tools for capturing, reporting and acting
on workforce demographics, with one critical addition: We measured not just numbers or
demographics, but inclusiveness—our ability to put it all together and create high-functioning
teams and outstanding business results.
We sifted through all of our business practices and policies to be sure D&I is advancing all of our
activities. And, we continued to drive cultural awareness and inclusion throughout the business.
When we began to plan for this journey, one dimension of it was clear: We will never reach an end
“destination.” Rather, we’ll attain a milestone. With our existing efforts and intents, Capgemini is
well on its way to being a more diverse, inclusive business that values differences and supports
individuals in delivering their best work efforts. North America is one of the regions that is leading
the way.
I believe that women
represent a tremendous
resource that has produced,
and will continue to yield
huge returns for
organizations and the
communities they support.”
Sheryl Chamberlain
Vice President, Global Partner Executive,
Capgemini
13
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration
We have made great progress in formalizing everything we already believe about the importance
and vitality of every individual—regardless of race, religion, gender, area of expertise, culture or
work habits. In the first half of the year, we saw a 12 percent gain in retention among team
members that have completed unconscious bias training.
We will need to leverage our gains and continue to do so on an ongoing basis. We will need to
sustain our programs and keep them energetic and results-oriented. We need to turn up the
volume for voices across the organization. A new focus on D&I in our sustainability blog will offer a
platform for any and all associates to tell their story, to be heard. A revived Mentoring Matters pro-
gram will ensure ongoing development and advancement for people living our core values across
Capgemini. At the end of this journey, we have arrived as a better business. Yet we’ll always need
to remain vigilant, and to continue promoting D&I efforts across our organization because a D&I
journey is one that never truly ends. To learn more about our work in D&I and corporate responsi-
bility and sustainability, please visit: https://www.capgemini.com/careers/working-at-capgemi-
ni/diversity-initiatives/
2015 and Beyond: Integration
Our Atlanta colleagues participate in a Habitat for
Humanity build.
Team members from the Montreal office put a fresh
coat of paint on the walls at the Shelter for Hope, a
Salvation Army entity.
Preparing to cook spaghetti for a Ronald
McDonald House Charities dinner in Atlanta.
About Capgemini
With 180,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of consulting,
technology and outsourcing services. The Group reported 2014 global revenues of EUR 10.573 billion (about $14
billion USD at 2014 average rate). Together with its clients, Capgemini creates and delivers business and
technology solutions that fit their needs and drive the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on
Rightshore®
, its worldwide delivery model.
Learn more about us at
www.capgemini.com
The information contained in this document is proprietary. ©2015 Capgemini. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.
Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand 
2015 and Beyond:
Integration

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North America Diversity & Inclusion Report

  • 1. Living Our Values Through Diversity & Inclusion Capgemini North America 2013-2015 Report Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Home
  • 2. 2 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Leadership Letters Diversity and Inclusion as a Strategic Business Advantage Capgemini has grown to become a large and diverse network of exceptional people here in North America and globally, who work collaboratively to bring our clients a wealth of experience and innovative ideas, ultimately providing a superior value proposition and return on their investment. The source of our innovation, market strength and client results is our people – a workforce that respects diversity of thought because it’s inclusive. The shared goal across Capgemini’s North American business units is to build a more diverse workforce with a healthy mix of individuals representing people from every race, gender, belief and philosophy. We leverage that diversity into strong business results through inclusion: finding creative energy and sparking new ideas from the differences among us. Building a business-rooted diversity and inclusion strategy is critical to attract top talent, support high-performing work teams and offer the best solutions for our clients.  Randy Cozzens Application Services North America Global Sales Officer; North America Diversity and Inclusion Executive Sponsor
  • 3. 3 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Leadership Letters Living Our Corporate Philosophy Diversity and inclusion has been a part of Capgemini’s core values since our inception. In North America, strengthening our diversity and promoting a more inclusive culture has taken on new urgency, as we recognize its ability to move us forward in a competitive, increasingly global market. We have concluded a three-year journey to more formally weave diversity and inclusion into our culture. The Capgemini promise, “People Matter, Results Count,” comes to life through this focus. The initiatives profiled in this report will allow us to more effectively: • Pursue business gains in our diverse target markets to accelerate growth. • Operate more efficiently by cultivating an engaging work environment to continuously improve our retention and mobilization of top talent. • Transform our workforce and talent systems to utilize individual creativity, empower differences and further develop our cultural competencies. The Capgemini North America Diversity and Inclusion Working Council is a cross-functional team tasked with guiding our journey to achieve these goals by further advancing our inclusive behaviors. We are committed to cultivating an environment in which diversity of thought is valued and respected as an essential requirement to how we work.  Diversity of thought means acknowledging that our behaviors are not founded in sharing the same skills, perspectives or experiences. As our people more widely embrace this truth, we can build work teams that provide a wide range of perspectives, improving our delivery, sales, brand power and investments. Working with leaders and advocates in partnership across all of our strategic business units that are a part of Capgemini in North America creates a culture that values and respects our differences—reflecting that our people matter and results count. Janet Pope North America Diversity and Inclusion Leader
  • 4. 4 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Key to Our Culture People Matter: The Importance of D&I We have reached the end of a three-year North America diversity and inclusion (D&I) journey, one that will benefit all of our people and everyone we serve: our workforce, suppliers, clients, communities and shareholders. The Capgemini journey was initially cast when we were founded back in 1967. From the beginning, D&I principles have been embedded in our culture and our Code of Business Ethics, and are inherent in many of our global and local policies. Diversity and inclusion is inherent in our core values of honesty, boldness, trust, freedom, team spirit, modesty and fun. Just as our journey is not truly beginning with this three-year effort, it will not conclude at the end of 2015. If our program achieves its goals, D&I will be intertwined with our culture in new, forward-thinking ways—ensuring that every one of our professionals is valued for his or her unique spirit and spark. Our holistic definition of diversity extends beyond gender, gender identity, sexual orientation, disability, ethnicity, race, age and religion. Capgemini views diversity as everything that makes us who we are as an organization, including our social background, experiences in life and work, communication styles and personality. These dimensions contribute to the type of diversity we value the most: diversity of thought. This report represents our first comprehensive effort to outwardly share the goals and business strategies of our D&I program and three-year journey. Assembling our story is one small part of the effort we are undertaking to embrace diversity and continually foster an inclusive culture. boldness freedom team spirit modesty fun honesty Our Values trust
  • 5. 5 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Charting Our Journey D&I Goals and Strategy Promoting diversity is not just morally correct, it enhances our business activities. As the world shrinks, technology connects us in new and innovative ways, and people cross oceans for new opportunities while beliefs become increasingly personal and varied. Inclusion is the glue that holds our diverse world together. At Capgemini, an inclusive culture is what ensures our teams not only thrive comfortably, but push new boundaries with bold, creative thinking. A diverse workforce is one that reflects what we see in our clients. A diverse workforce grows increasingly productive in the midst of a quest for the best talent. Our three-year journey is a commitment to results. It is a movement to deliver better work and increase business value. Innovation is at the heart of everything we do. To spur our ability to think in bold new ways, we set out to cultivate a more diverse set of employees and to help them thrive alongside each other. We also recognized that, as we spoke of diversity, people diverged on its meaning. Race? Gender? What about age, religion, disability, veteran status and other aspects of diversity? We recognized the need to encourage a common understanding. Thus, we created a definition for D&I that stretched beyond traditional concepts, pushing the boundaries of what it means to have a diverse and inclusive workforce. 2014 2013 Investing to Expand START Developing Awareness 2015 & Beyond Integration
  • 6. 6 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration To launch our journey, we drafted a charter: Capgemini’s success, brand identity and client experience are determined by the talented people who work for us. We believe that people perform better when they are empowered to be their authentic self at work and feel included in our working approach. Cultivating an inclusive environment and ensuring that every voice of Capgemini is heard and considered maximizes our capability to win and deliver business, and makes Capgemini a great place to work. Our goals were broad, business focused and holistic. Our three-year journey aims to: • Support market excellence In a relationship-based business, D&I can help us expand our reach, forge new partnerships, and drive market and solution innovation. This goal is focused on top-line growth. • Drive business efficiencies An inclusive culture is one that thrives, which helps not only to attract and retain talent but equips people to perform their best work. A high-performance culture reduces operational inefficiencies. This is a bottom-line goal. • Expand our workforce As we build an even more diverse, culturally rich workforce, we drive creativity and innovation, which in turn drives workforce, process, and systems expansion to help develop and enable highly future-thinking leaders. This goal is transformation. By meshing D&I into our day-to-day core processes, we will be able to truly transform our business. And our workforce will transform—and expand—alongside it. Charting Our Journey People perform better when they are empowered to be their authentic self at work and feel included in our working approach.”
  • 7. 7 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration 2013: Developing Awareness Starting from a Position of Strength Our journey began from a position of strength. Our aim in 2013 was to crystallize what was already inherent in our culture. Our challenge is common among all corporate diversity initiatives: We were challenged to get everyone, everywhere in the organization to share a common view and definition of what D&I means and how it can positively affect our business and value. So, we created a common language around diversity. We knew from the start we wanted our effort to be bigger, more comprehensive and more intrinsic to our culture.Thus, our definition pushes beyond typical boundaries to encompass a more classical concept of diversity. Our holistic definition extends beyond gender, gender identity, sexual orientation, disability, ethnicity, race, age and religion. Capgemini views diversity as everything that makes us who we are as an organization. This includes our social background, experiences in life and work, communication styles and even our personalities. These dimensions contribute to the type of diversity we value the most: diversity of thought. We aimed to build an inclusive culture that values invisible attributes more than appearances. For Capgemini, inclusion means having a working culture where uniqueness is valued. Combined with a diverse workforce that assembles a rich variety of skills, experiences and perspectives, our D&I efforts will propel our workers toward being thought leaders in our markets. With this in mind, we defined our D&I initiative as an aim to cultivate a work culture of mutual respect for differences, enabling team members to collaboratively deliver powerful, forward- thinking, innovative solutions. Definition in hand, we worked to instill the language and vision within every one of our associates throughout North America, at all levels of the organization. We needed people to understand and embrace this common concept of D&I. We needed people to value diversity as a business asset. Capgemini views diversity as everything that makes us who we are as an organization.”
  • 8. 8 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration To accomplish our goals we: • Ensured a common understanding of our D&I definition in order to embed the initiative firmly in the realm of business strategy. • Demonstrated to our leaders that a well-established D&I program is a business asset, and established accountability among leadership by establishing metrics. Our leaders supported our vision and sponsored development programs, Employee Resource Groups (ERGs) and other critical initiatives (see side bar). • Established recruiting goals and engaged in diversity-focused career fairs, including those held by the National Society of Hispanic MBAs and LatPro. We also expanded our efforts at historically black colleges and universities, and LGBT-focused events for recent college graduates into our campus recruiting strategy. • Introduced unconscious bias training through the Culture, Bias, Brain Leadership Development Program, which created new levels of self awareness that doubled the percentage of associates who felt they were accountable to Capgemini’s D&I agenda and believed their personal efforts around D&I had business value. • Launched a supplier diversity program in 2012 to support and promote diverse providers. In 2013, 11 percent of our total spend went to these suppliers. 2013: Developing Awareness Digital Transformation at the Wellesley Centers for Women One of the ways Capgemini leaders support our Employee Resource Groups is through the sponsorship of pro bono work. For example, our Millennial Innovation Council, a group dedicated to strengthening cross-generational collaboration and to fostering innovation, is helping the Wellesley Centers for Women redesign its website. A program of Wellesley College, the center’s mission is to advance gender equality, social justice, and human wellbeing through high quality research, theory, and action programs. The redesigned website is anticipated to help the organization more effectively disseminate its work across new technology platforms to an ever-growing audience, while also complementing and strengthening its brand identity. 
  • 9. 9 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration 2014: Investing to Expand Broadening Scope and Results We entered 2014 set to build on the awareness generated in 2013. Our focus for year two shifted to build greater leadership investment in our efforts, meaning both financial investment and— perhaps more importantly—time. We measured our senior leaders’ cultural competency—their ability to work effectively across cultures. This exercise led to our senior leaders’ greater personal investment in the mission. We gained more executive sponsors for our ERGs and each group was more active than ever before. We infused an existing effort, People Culture Week, with a broader, more comprehensive scope. Originally focused on women and geared around International Women’s Day, the 2014 program showcased diversity efforts from across North America and around the world. We hosted a Twitter panel with external expert Joe Gerstandt to foster a richer social presence and engage with our external communities. For the second year in a row, Capgemini received a score of 90 on the Corporate Equality Index, a national benchmarking survey administered by the Human Rights Campaign to advance LGBT equality in the workplace (see sidebar on next page). We also made important statistical gains: • From 2012 to 2013, the percentage of women promoted in our Application Services business unit increased nine percent. • From 2012 to 2014, overall retention for women in the U.S. increased by four percent. • In 2012, 100 employees were participating across three ERGs. By 2014, over 800 employees participated in our 10 groups supporting veteran, women, LGBTA, millennial, Hispanic/Latino, East Asian, and African and African American team members, community engagement and mentoring initiatives, and employees with disabilities. • In 2014, total volunteer hours increased by 300 percent over 2013. 4%2012 2013 2014 2012 2013 9% Women promoted in our largest business unit increased From 2012-2014, overall retention of women increased
  • 10. 10 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration Corporate Equality Index Recognizes Capgemini’s D&I Initiatives For the second year in a row, Capgemini received a score of 90 (out of 100) on the 2015 Corporate Equality Index (CEI), a national benchmarking survey and report on corporate policies and practices relating to lesbian, gay, bisexual and transgender workplace equality administered by the Human Rights Campaign Foundation. The 2015 CEI rated a total of 934 businesses, evaluating their LGBT-related policies and practices including non-discrimination workplace protections, domestic partner benefits, transgender-inclusive health care benefits, competency programs and public engagement with the LGBT community. The scoring took into account a number of improvements we made in 2014, including an update to our equal employment opportunity policy, our involvement in the Business Coalition for Workplace Fairness and increased community engagement through OUTfront, our Employee Resource Group that supports the professional growth of LGBT individuals by fostering a safe environment within Capgemini for individuals to be authentic in the workplace. We pushed our efforts deeper toward business value, teaming with our clients where we have common ERGs, delivering multicultural and bias training to joint project teams and, in certain locations, teaming with clients to sponsor community events. For example, in 2014 we: • Formalized our D&I reporting based on defined metrics. We set talent development goals to cultivate greater diversity and inclusiveness across our service lines and locations, touching on sales, delivery, cost efficiencies and branding. • Attended the Colorado Diversity Council’s 2014 Women in Leadership Symposium with clients and partners, and co-sponsored the event. • Created a Veterans Employee Resource Group to leverage the skills, experience, talent and dedication of our current veteran employees, grow the number of veterans in our workforce, as well as provide opportunities to interested parties and families of veterans as a tribute to their service. • Won Consulting Magazine’s Excellence in Social & Community Investment Award for Capgemini Consulting’s pro bono work with Smile Train, the largest charity providing corrective surgery for children with cleft lips and palates. • Secured recognition as one of Greater Toronto’s Top Employers and among Canada’s Best Diversity Employers by Mediacorp Canada Inc. Our framework to drive D&I activities throughout the organization and with our 10 ERGs was adapted from the 4C Model developed by Robert Rodriguez, president of DRR Advisors LLC: • Culture: Building cultural competencies to recognize differences and cross cultures to create a more inclusive workplace. • Commerce: Adding business value through go-to-market support, supporting client relationships and providing insights that drive better client connections. • Careers: Attracting, developing and retaining a broader talent pool. • Community: Identifying and executing joint opportunities with external partners (e.g., charities, alliance partners, local networks). See example on next page. 2014: Investing to Expand
  • 11. 11 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration A3 ERG Volunteers at the Benjamin E. Mays High School Capgemini’s African-American and African (A3) ERG is devoted to advancing D&I and promoting our core values. With an emphasis on the African-American community, the ERG provides networking, mentoring and recruitment support with a focus on supporting cultural awareness and retention.   In 2014, the Atlanta A3 team spent at a day at the Benjamin E. Mays High School in Atlanta to mentor students and share career opportunities in technology. The team also engaged the students in a technology- related exercise and expressed the need for African-American representation in the field.   This event reflects the ERGs’ dedication to community, an important element of the framework for how the groups drive D&I among their members and the company (see previous page). 2014: Investing to Expand
  • 12. 12 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration 2015 and Beyond: Integration Embedding D&I Within Day-to-Day Operations In 2015 we completed our three-year journey. This phase of our journey at Capgemini in North America culminated with results related to the continuous improvement of processes that support the transformation of our people into a more highly diverse, inclusive and integrated workforce. As a result, inclusiveness was more firmly rooted as an inherent component of every business pro- cess and decision. We’re confident that our well-honed metrics, our formal and informal observations and— now—feedback from our clients will help propel our business forward. D&I will be included in all our standard business planning and reporting, and it will also be reported in delivery quality assessments after engagements. In 2015 we also built additional and more insightful tools for capturing, reporting and acting on workforce demographics, with one critical addition: We measured not just numbers or demographics, but inclusiveness—our ability to put it all together and create high-functioning teams and outstanding business results. We sifted through all of our business practices and policies to be sure D&I is advancing all of our activities. And, we continued to drive cultural awareness and inclusion throughout the business. When we began to plan for this journey, one dimension of it was clear: We will never reach an end “destination.” Rather, we’ll attain a milestone. With our existing efforts and intents, Capgemini is well on its way to being a more diverse, inclusive business that values differences and supports individuals in delivering their best work efforts. North America is one of the regions that is leading the way. I believe that women represent a tremendous resource that has produced, and will continue to yield huge returns for organizations and the communities they support.” Sheryl Chamberlain Vice President, Global Partner Executive, Capgemini
  • 13. 13 Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration We have made great progress in formalizing everything we already believe about the importance and vitality of every individual—regardless of race, religion, gender, area of expertise, culture or work habits. In the first half of the year, we saw a 12 percent gain in retention among team members that have completed unconscious bias training. We will need to leverage our gains and continue to do so on an ongoing basis. We will need to sustain our programs and keep them energetic and results-oriented. We need to turn up the volume for voices across the organization. A new focus on D&I in our sustainability blog will offer a platform for any and all associates to tell their story, to be heard. A revived Mentoring Matters pro- gram will ensure ongoing development and advancement for people living our core values across Capgemini. At the end of this journey, we have arrived as a better business. Yet we’ll always need to remain vigilant, and to continue promoting D&I efforts across our organization because a D&I journey is one that never truly ends. To learn more about our work in D&I and corporate responsi- bility and sustainability, please visit: https://www.capgemini.com/careers/working-at-capgemi- ni/diversity-initiatives/ 2015 and Beyond: Integration Our Atlanta colleagues participate in a Habitat for Humanity build. Team members from the Montreal office put a fresh coat of paint on the walls at the Shelter for Hope, a Salvation Army entity. Preparing to cook spaghetti for a Ronald McDonald House Charities dinner in Atlanta.
  • 14. About Capgemini With 180,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2014 global revenues of EUR 10.573 billion (about $14 billion USD at 2014 average rate). Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore® , its worldwide delivery model. Learn more about us at www.capgemini.com The information contained in this document is proprietary. ©2015 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. Leadership Letters Key to Our Culture Charting Our Journey 2013: Developing Awareness 2014: Investing to Expand  2015 and Beyond: Integration