Capgemini has continued to build its sustainability and corporate social responsibility journey this past year and illustrates it by using non-financial information.
The following table includes a selection of ESG KPIs linked to its dedicated policy.
ENVIRONMENT
|
OBJECTIVES |
METRICS |
2019 |
2022 |
2023 |
2025 target |
2030 target |
|---|---|---|---|---|---|---|
| Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 | Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 METRICS Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 METRICS Absolute scope 1 and 2emissions in tCO 2e |
Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2019 Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2019 153,877 |
Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2022 Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2022 18,916 |
Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2023 Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2023 13,328 √ |
Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2025 target Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2025 target
|
Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2030 target Be carbon neutral for our own operations no later than 2025 and across our supply chain by 2030, and committed to becoming a net zero business by 2040 2030 target -80% (vs. 2019 baseline) |
|
OBJECTIVES OBJECTIVES Employee commuting emissions per headcount (average total headcount) (tCO 2e/head) |
METRICS METRICS 1.08 |
2019 2019 0.36 |
2022 2022 0.50 √ |
2023 2023
|
2025 target 2025 target -55% (vs. 2019 baseline) |
|
|
OBJECTIVES OBJECTIVES Purchased goods and services - Scope 3 in tCO 2e |
METRICS METRICS 299,887 |
2019 2019 365,650 |
2022 2022 349,522 √ |
2023 2023
|
2025 target 2025 target -50% (vs. 2019 baseline) |
|
|
OBJECTIVES OBJECTIVES Business travel emissions per headcount (average total headcount) (in tCO2e/head) |
METRICS METRICS 1.26 |
2019 2019 0.40 |
2022 2022 0.50 √ |
2023 2023
|
2025 target 2025 target -55% (vs. 2019 baseline) |
|
| Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 | Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 METRICS Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 METRICS Total energy use - % of electricity from renewables |
Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2019 Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2019 28% |
Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2022 Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2022 88% |
Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2023 Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2023 96% √ |
Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2025 target Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2025 target 100% |
Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2030 target Transition to 100% renewable electricity by 2025, and electric vehicles by 2030 2030 target 100% |
| Help our clients to save 10 m tCO2e by 2030 | Help our clients to save 10 m tCO2e by 2030METRICS Help our clients to save 10 m tCO2e by 2030METRICS tCO 2e savings delivered for our clients |
Help our clients to save 10 m tCO2e by 20302019 Help our clients to save 10 m tCO2e by 20302019 - |
Help our clients to save 10 m tCO2e by 20302022 Help our clients to save 10 m tCO2e by 20302022 - |
Help our clients to save 10 m tCO2e by 20302023 Help our clients to save 10 m tCO2e by 20302023 - |
Help our clients to save 10 m tCO2e by 20302025 target Help our clients to save 10 m tCO2e by 20302025 target
|
Help our clients to save 10 m tCO2e by 20302030 target Help our clients to save 10 m tCO2e by 20302030 target 10 m tCO 2e |
SOCIAL
|
OBJECTIVES |
METRICS |
2019 |
2022 |
2023 |
2025 target |
2030 target |
|---|---|---|---|---|---|---|
| Increase average learning hours per employee by 5% every year to ensure regular lifelong learning | Increase average learning hours per employee by 5% every year to ensure regular lifelong learning METRICS Increase average learning hours per employee by 5% every year to ensure regular lifelong learning METRICS Average completed learning hours per headcount at the end of the year, trained during the reporting period in hours |
Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2019 Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2019 41.9 (C) |
Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2022 Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2022 51.4 |
Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2023 Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2023 53.8 √ |
Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2025 target Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2025 target
|
Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2030 target Increase average learning hours per employee by 5% every year to ensure regular lifelong learning 2030 target
|
| 40% of women in our teams by 2025 | 40% of women in our teams by 2025METRICS 40% of women in our teams by 2025METRICS % of women in the workforce |
40% of women in our teams by 20252019 40% of women in our teams by 20252019 33.0% (C) |
40% of women in our teams by 20252022 40% of women in our teams by 20252022 37.8% |
40% of women in our teams by 20252023 40% of women in our teams by 20252023 38.8% √ |
40% of women in our teams by 20252025 target 40% of women in our teams by 20252025 target 40% |
40% of women in our teams by 20252030 target 40% of women in our teams by 20252030 target
|
| 5 million beneficiaries supported by our digital inclusion programs by 2030 | 5 million beneficiaries supported by our digital inclusion programs by 2030 METRICS 5 million beneficiaries supported by our digital inclusion programs by 2030 METRICS Cumulated number of Digital Inclusion beneficiaries (since 2018) |
5 million beneficiaries supported by our digital inclusion programs by 2030 2019 5 million beneficiaries supported by our digital inclusion programs by 2030 2019 29,012 (C) |
5 million beneficiaries supported by our digital inclusion programs by 2030 2022 5 million beneficiaries supported by our digital inclusion programs by 2030 2022 1,899,744 |
5 million beneficiaries supported by our digital inclusion programs by 2030 2023 5 million beneficiaries supported by our digital inclusion programs by 2030 2023 4,376,777 √ |
5 million beneficiaries supported by our digital inclusion programs by 2030 2025 target 5 million beneficiaries supported by our digital inclusion programs by 2030 2025 target
|
5 million beneficiaries supported by our digital inclusion programs by 2030 2030 target 5 million beneficiaries supported by our digital inclusion programs by 2030 2030 target 5,000,000 |
GOVERNANCE
|
OBJECTIVES |
METRICS |
2019 |
2022 |
2023 |
2025 target |
2030 target |
|---|---|---|---|---|---|---|
| 30% of women in executive leadership positions in 2025 | 30% of women in executive leadership positions in 2025 METRICS 30% of women in executive leadership positions in 2025 METRICS % of women in executive leadership positions |
30% of women in executive leadership positions in 2025 2019 30% of women in executive leadership positions in 2025 2019 16.8% (C) |
30% of women in executive leadership positions in 2025 2022 30% of women in executive leadership positions in 2025 2022 24.4% |
30% of women in executive leadership positions in 2025 2023 30% of women in executive leadership positions in 2025 2023 26.2% √ |
30% of women in executive leadership positions in 2025 2025 target 30% of women in executive leadership positions in 2025 2025 target 30% |
30% of women in executive leadership positions in 2025 2030 target 30% of women in executive leadership positions in 2025 2030 target
|
| Maintain best-in-class corporate governance | Maintain best-in-class corporate governance METRICS Maintain best-in-class corporate governance METRICS MSCI ESG rating on corporate governance |
Maintain best-in-class corporate governance 2019 Maintain best-in-class corporate governance 2019 - |
Maintain best-in-class corporate governance 2022 Maintain best-in-class corporate governance 2022 Rating achieved |
Maintain best-in-class corporate governance 2023 Maintain best-in-class corporate governance 2023 Rating achieved √ |
Maintain best-in-class corporate governance 2025 target Maintain best-in-class corporate governance 2025 target Top quartile of MSCI ESG rating compared to industry peers |
|
| Maintain over 80% of the workforce with an ethics score of between 7 and 10 | Maintain over 80% of the workforce with an ethics score of between 7 and 10 METRICS Maintain over 80% of the workforce with an ethics score of between 7 and 10 METRICS % of the headc ount (average total headcount), with an ethics score of between 7 and 10 |
Maintain over 80% of the workforce with an ethics score of between 7 and 10 2019 Maintain over 80% of the workforce with an ethics score of between 7 and 10 2019 - |
Maintain over 80% of the workforce with an ethics score of between 7 and 10 2022 Maintain over 80% of the workforce with an ethics score of between 7 and 10 2022 87% |
Maintain over 80% of the workforce with an ethics score of between 7 and 10 2023 Maintain over 80% of the workforce with an ethics score of between 7 and 10 2023 86% |
Maintain over 80% of the workforce with an ethics score of between 7 and 10 2025 target Maintain over 80% of the workforce with an ethics score of between 7 and 10 2025 target >80% |
Maintain over 80% of the workforce with an ethics score of between 7 and 10 2030 target Maintain over 80% of the workforce with an ethics score of between 7 and 10 2030 target >80% |
| By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards | By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards METRICS By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards METRICS % of new vendors above 50K euros spend committed to the ESG Standards enforced by Supplier Standards of Conduct commitments |
By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2019 By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2019 - |
By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2022 By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2022 55% |
By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2023 By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2023 40% |
By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2025 target By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2025 target
|
By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2030 target By 2030, suppliers covering 80% of the purchase amount of the previous year, will have committed to our ESG standards 2030 target 80% |
| Be recognized as a front leader in data protection and cybersecurity | Be recognized as a front leader in data protection and cybersecurity METRICS Be recognized as a front leader in data protection and cybersecurity METRICS Cyber Rating agencies - CyberVadis score (out of 1,000) |
Be recognized as a front leader in data protection and cybersecurity 2019 Be recognized as a front leader in data protection and cybersecurity 2019 - |
Be recognized as a front leader in data protection and cybersecurity 2022 Be recognized as a front leader in data protection and cybersecurity 2022 942 |
Be recognized as a front leader in data protection and cybersecurity 2023 Be recognized as a front leader in data protection and cybersecurity 2023 958 √ |
Be recognized as a front leader in data protection and cybersecurity 2025 target Be recognized as a front leader in data protection and cybersecurity 2025 target 940-950 /1000 Top 3% performer |
|
|
OBJECTIVES OBJECTIVES Cyber Rating agencies - RiskRecon score (out of 10, 6-monthaverage) |
METRICS METRICS - |
2019 2019 7.7 (B) |
2022 2022 8 (B) √ |
2023 2023 A rating |
||
|
OBJECTIVES OBJECTIVES Cyber Rating agencies - BitSight (out of 900, 6-month average) |
METRICS METRICS - |
2019 2019 730 - Basic |
2022 2022 718 - Inter- mediate √ |
2023 2023 740+/900 Advanced |
2025 target 2025 target 800+/900Advanced |
|
|
OBJECTIVES OBJECTIVES % DPO (number of DPO at the end of the year) certified with one of the external official certifying bodies (worldwide scope) |
METRICS METRICS - |
2019 2019 65% |
2022 2022 72% √ |
2023 2023 95% |
2025 target 2025 target
|
|
|
OBJECTIVES OBJECTIVES % of rev enues associated with client engagements triggering processing of personal data subject to an end-to-end digital maturity assessment |
METRICS METRICS - |
2019 2019 79% |
2022 2022 79% |
2023 2023 80% |
2025 target 2025 target
|
|
To learn more about our ESG policy: investors.capgemini.com/en/esg-policy/
Scope: (C) Capgemini legacy; otherwise Capgemini group.
√ Data identified in these tables by a √ has been reviewed by Mazars with a reasonable level of assurance.