NATIONAL LAW UNIVERSITY ODISHA

PROJECT TOPIC

CAPGEMINI INDIA - AN APPROACH TO CORPORATE RESPONSIBILITY AND SUSTAINABILITY

“CONSULTING, TECHNOLOGY , OUTSOURCING”

SUBMITTED TO : Ms. Arjyalopa Mishra

SUBMITTED BY: Parag Singhal (15bba037)

Priyam Jain (15bba043)

DATE: 6/10/2016
SEMESTER – 3 RD (CLUSTER -2)
 ACKNOWLEDGMENT

We would like to expound our solitary word of thank and gratitude to the subject faculty
Assistant Professor of Management Ms. Arjyalopa Mishra for the extravagant, valuable and
formative suggestions, ideas and guidance which he gave during the course of incepting and
developing this piece of research work and in the class lectures.

The sagacity given by him is really admired and greatly appreciated

I. INTRODUCTION
Human Resource Management (HRM) and Corporate Social Responsibility (CSR) are two
concepts that are becoming increasingly important to company strategies. Indeed, companies are
in search of new practices to increase their productivity and their competitive positions.1 Moreover,
HRM is an indispensable tool for any organisation, and CSR is becoming increasingly crucial for
companies’ competitiveness.

Igalens and Joras (2002) define CSR as ‘the voluntary integration of the social and ecological
concerns of companies in their commercial activities and their relations with all stakeholders. CSR
satisfies completely the applicable legal obligations and invest in the Human Resources and the
environment.2 The responsibility so defined is the one that any company has to answer to maintain
its quality of organised social entity’.

Capgemini India: “Our Corporate Responsibility & Sustainability vision is ‘to be leader in
sustainable excellence through a bold and influential approach, positively impacting Capgemini’s
future, our clients, society and the planet.’
We recognize that better and harmonized society would need much more than just financial
resources. Our goal is to ‘Enhance our identity and reputation as a Responsible Corporate by
mobilizing and contributing with our skills and resources, in building a better and harmonized

1
Claire Dupont1, Perrine Ferauge1 & Romina Giuliano, ‘The Impact of Corporate Social Responsibility on Human
Resource Management: GDF SUEZ’s Case’, Canadian Center Of Science And Education, International Business
Research; Vol. 6, No. 12; (2013).
2
Coro Strandberg, ‘The Role Of Human Resource Management In Corporate Social Responsibility :Issue Brief And
Roadmap’(2009)
society through intensive collaboration and cooperation with our multiple stakeholders including
communities, customers, governments and employees”.

The CSR Policy articulates our aspiration in this direction and outlines the directions that we are
seeking.”
II. COMPANY PROFILE

Capgemini India was established in 2001 with its first office in Mumbai, and today it serves as a
world-class offshore centre through its unique Right shore Strategy to serve global customers. It
also services Indian markets through its Local Business Services arm. Capgemini in India is over
85,000 people strong across nine cities (Mumbai, Bangalore, Gurgaon, Noida, Gandhinagar,
Hyderabad, Pune, Kolkata and Chennai - Trichy and Salem). A pioneer in the IT industry,
Capgemini has over 45 years of global expertise collaborating with leading corporations and now
brings its Consulting, Technology and Outsourcing experience to India. With dedicated teams to
service the local market, Capgemini has strong domain experience to assist clients across the
Government and Public Sector, Energy and Utilities, Manufacturing, Telecom and Financial
Services sectors.

Capgemini India, is part of the global Capgemini Group that is one of the world's foremost
providers of consulting, technology, outsourcing services and local professional services. Present
in over 40 countries with almost 180,000 people, the Capgemini Group helps its clients transform
in order to improve their performance and competitive positioning. Headquartered in Paris,
Capgemini is a public-listed company with its annual revenues crossed 10.5 Billion Euros in 2014.

Capgemini Group offers an array of integrated services that combine top-of-the-range technology
in six industry sectors – Consumer Products and Retail, Manufacturing & Life Sciences, Public
Sector, Financial Services, Telecom and Energy and Utilities. Capgemini’s Consulting
Services help businesses and organizations to identify, build and carry through transformation
programs that will improve growth and sharpen their competitive edge on a long-term
basis. Technology Services design, develop and implement a wide range of technology projects
that involve complex systems integration and IT application development. The Outsourcing
Services manage IT systems for applications and infrastructure of a client and their associated
business processes, such as Business Process Outsourcing. Local Professional Services
(Sogeti) delivers professional technology services to suit local requirements for infrastructure,
applications, engineering, testing and operations.

Besides being a delivery centre, India is now a growing hub for innovation, which is being
achieved through domain and technology Centres of Excellence (COEs) in Customer Products and
Retail, Life Sciences, Manufacturing, Media & Entertainment, and Energy & Utilities.
Additionally, it has functional COEs in Testing, Insights & Data, Mobile, Digital Customer
Experience and Captives

With a strong focus on quality, Capgemini India is CMMI SVC Level 5, ISO 9001:2008, ISO
20000:2011 and ISO 27000 certified. It follows a stringent delivery mechanism that involves
Standardised Processes, and Quality & Risk Management. Having won several awards for its
pursuit of high quality services, Capgemini India has now partnered with the CMMi institute to
share best practices and foster deeper research into new processes.

III. METHODOLOGY

The research is based on secondary data collected from internet sources like Websites, Online
Journals, EBooks and Newspaper publications. The scope of the present study is to analyze the
Corporate Social Responsibility Activities conducted by Capgemini India. There are various steps
involved in the research methodology, such as problem identification, collection of secondary data,
analysis of data using graphical technique and comparative analysis. The data analysis is done
using graphical technique such as column chart and the comparative analysis is represented using
bar chart.
In order to assess the employee’s role in CSR initiatives, we had two goals in our study design: (a)
surveying a large sample of employees and (b) using an organisation that was well-known in its
industry and within its country. Therefore, one of the 30 largest organisations in world
(Capegemini 2013) was recruited for participation in this study. The organization was one adopted
CSR best practices and is one of the domestic leaders in CSR investments focusing on employees.
The organisation has a very comprehensive CSR strategy focusing on the pillars of environment,
society, marketplace and human resources, international presence and over 7,000 employees
worldwide. The research examined the case of the organization’s social policies and specifically
the case of CSR activities organized for the relief of children in need. For the communication of
the CSR messages the organisation uses a mixture of strategies such as face-to-face
communication, intranet, publicizing annual reviews, holding meetings, emails, websites (White,
Vanc & Stafford, 2010; Welch, 2012) and social media (Friedl & Vercic, 2011). It was thus not
reliant on external media as a primary method of communication with employees.

IV. CORPORATE SOCIAL RESPONSIBILITY (2014-2015)

APPROACH TO CORPORATE RESPONSIBILITY AND SUSTAINABILITY

Our Corporate Responsibility & Sustainability vision is ‘to be leaders in sustainable excellence
through a bold and influential approach, positively impacting Capgemini’s future, our clients,
society and the planet.’ During 2013 we have refocused our approach under four strategic
dimensions covering Environmental Sustainability, Community Engagement, People Culture and
Client Services underpinned by Values and Ethics. Additionally we are working to look for
innovative approaches to building sustainability into our client service offers.3

(i) Environmental Sustainability:- Our deep and measured understanding of

environmental impact enables us to manage risk and reduce our carbon footprint across
the Group.
(ii) Community Engagement:- We strive to have a positive impact on the communities in
which we live and operate
(iii) People Culture:- We aim to be the employer of choice for people who wish to flourish
in a creative and diverse environment.
(iv) Client Services:- Our clients benefit from our comprehensive understanding of
sustainability and our world class business transformation capabilities.

1. VALUES & ETHICS

3
David Crowther & Güler Aras, ‘Corporate Social Responsibility’, Güler Aras & Ventus publishing aps (2008).
1.1 LEADERSHIP & VALUES

Since the creation of the Group in 1967, our culture and business practices have been inspired and
guided by our seven core values. These principles drive us as a Group and also as individuals.
They are at the heart of our approach as an ethical and responsible company. These values are
more than just rules of behavior: they provide the basis for our ethical approach and our principles.
From them, we have carved out our approach to responsibility and our ethical and sustainability
culture: they are the Group’s DNA. They demonstrate our belief in integrity and ethical behavior.
Our values are critical in respecting, defending and upholding the Group as an ethical and
responsible business and in protecting our reputation.4

1.2 GROUP ETHICS & COMPLIANCE PROGRAM

The Group Ethics & Compliance Program was launched in 2009 and established a network of
Ethics & Compliance Officers across the Group. The objectives of the program are to:

• Develop a sustainable ethical culture, which reinforces integrity and leads to ethical behavior;

• Strengthen knowledge and awareness of international and national laws, and internal policies
applicable in the Group’s companies

• Implement initiatives reinforcing prevention and aiming at avoiding misconduct and breaches
in the field of ethics and compliance.

1.3 SUSTAINABLE PROCUREMENT: OUR SUPPLIERS AND BUSINESS PARTNERS

With supply chains coming under ever greater scrutiny, Capgemini has developed Sustainable
and Ethical Procurement guidelines. We expect our suppliers and business partners to fully
comply with all applicable legislation for the products and / or services they provide, and to
respect appropriate ethical policies and human rights5 Our contracts with our suppliers reflect
this approach. Should a supplier fail to respect these sustainable procurement and ethical
guidelines, Capgemini is entitled to terminate the contract.

4
Andreas Almquist, ‘strategic communication of corporate responsibility in Capgemini Norway’, university of Oslo
department of media and communication (2009).
5
Abagail McWilliams, Donald S. Siegel, “Corporate Social Responsibility: Strategic Implications”, Journal of
Management Studies, (2006).
 SUSTAINABLE PROCUREMENT IN PRACTICE

Capgemini continues to implement its Sustainable Procurement in Partnership project. This

reviews every category of goods and services procured from suppliers, in order to identify key
areas of sustainability risk and related opportunities for improvement. Risk in this context refers
to whether the product or service being procured has the potential to make a material impact on
our sustainability performance and commitments (specifically in the areas of Health and Safety;
Anti-bribery and Ethical Trading); or whether it is subject to specific legislation, particularly
environmental legislation. 6

The project encompasses:

• A review of our supplier base in terms of risk and extent of expenditure;

• A more detailed survey of prioritized suppliers to assess supplier performance compared with
sustainability principles

• If required, agreeing appropriate improvement activities with prioritized suppliers; and

• Assessing all new suppliers who are required to complete a sustainability questionnaire.
Capgemini also aims as far as possible to undertake all procurement (real estate, equipment,
business travel) in accordance with its environmental policies and guidelines. This has been
embedded into standard contracts since 2007, with the option of terminating a contract in the case
of non-compliance.

Capgemini was awarded the Prime Supplier of the Year Award by global client The Coca-Cola
Company at the 2013 Partners in Promise Awards Celebration in Atlanta, USA. The award
recognizes suppliers who have made outstanding contributions with internal teams to move
business initiatives forward while championing supplier diversity. Capgemini has helped Coca-
Cola increase its diversity procurement in the areas of IT, BPO, and business consulting for more
than 20 years.

6
Archie B. Carroll, ‘The pyramid of corporate social responsibility: Toward the moral management of organizational
stakeholders’, Published by Elsevier Inc. (1991)
 2. ENVIRONMENTAL SUSTAINABILITY

Although Capgemini does not manufacture products, we recognize that our services and business
activities still impact the environment. We are, therefore, working to reduce our environmental
impacts as part of our overall Corporate Responsibility & Sustainability program, particularly
focusing on energy use, business travel and waste.7 We are also committed to complying with legal
and other relevant requirements in force within our operational geographies.

2.1 GROUP ENVIRONMENTAL POLICY

Chairman and CEO Paul Hermelin signed our Group Environment Policy in 2011 which sets out
the expectations for all countries. This policy statement (see Appendix C) reinforces our
commitment to environmental compliance and the continual improvement of environmental
performance specifically in the areas of Energy, Business Travel and Waste.

2.2 MANAGEMENT APPROACH

ISO 14001 certified Environmental Management Systems are in place in the UK, the Netherlands,
France, Belgium, Portugal, Brazil and Spain. The implementation of the Group Environment
Policy will facilitate activities within the remaining countries to address ISO14001 requirements.
Across the Group, our key material environmental impacts are set out in the table below:

(I) ENERGY- Our main environmental impact comes from the consumption of electricity,
gas and oil to light, heat and power to our offices and data centers. Data processing
centers are particularly energy intensive due to the high level of IT equipment to be
housed, powered and cooled. As an example, adound 78% of the electricity we use in
our UK operations is consumed by the data processing centers alone.
(II) TRAVEL- The business journeys we undertake, including journeys by road, rail, air and
stays in hotels all consume fossil fuels, contributing greenhouse gas (GHG) emissions
and impacting climate change. This is a major challenge for our industry, whose
business relies on the mobility of their employees in order to utilize their skills and
experience in serving our customers worldwide

7
Campbell, J. L., ‘Why Would Corporations Behave in Socially Responsible Ways? An Institutional Theory of
Corporate Social Responsibility’, Academy of Management Review, 32(3), 946-967 (2007).
 (III) WASTE MANAGEMENT- Much of the waste that the Group produces is generated from
office consumables and packaging. Capgemini aims to minimize the amount of waste
that is sent to landfill by providing recycling facilities in key offices.

2.3 ENVIRONMENTAL PERFORMANCE

In order to drive improvements at Group level we are acutely aware of the need for a robust
baseline against which to assess and set suitable targets and monitor progress.

In India, we are deploying a Capgemini developed Smart Metering solution which is enabling
sig1nificant reductions in electricity consumption – the initial pilot enabled double-digit savings
with two months. Once fully deployed, it is expected that the system will yield multi-million euro
cost savings.8

2.4 KEY PERFORMANCE INDICATORS

Given that our global carbon accounting system is currently being rolled out, the maturity of
environmental reporting varies across the Group. At the time of data collation for the 2012 Annual
Report, Capgemini UK data was the only country data available directly from the Carbon
Accounting system.

It has been necessary to make a number of assumptions. Where only partial data is available,
extrapolation has been employed to estimate the total annual impacts. This extrapolation has in
many cases included the figures for November and December 2012 as full data-sets were
unavailable at the time of data preparation. In rare cases, up to 6 months data had to be extrapolated
(for example: air travel by Capgemini Netherlands). The extrapolations employed were:

• Estimating 2012 data based upon available 2011 data (according to documented methodologies
related to differing circumstances and covering all aspects of energy, travel and waste data).

• Estimating emissions data based on available cost data (employing assumptions such as the cost
per kWh for electricity and gas; and cost per liter for petrol/diesel or per km of travel)

8
Carroll, A. B., ‘A Three-dimensional Conceptual Model of Corporate Social Performance’, Academy of
Management Review, 4(4), 497-505 (1979).
Where no data was available, as was often the case for water consumption and some modes of
transport, the data has been deliberately excluded. Full details of the assumptions employed can
be 11made available upon request.

Capgemini’s largest operating units in France, India, the UK, the Netherlands and North America
(including Canada and the United States of America) account for 70 per cent of Capgemini’s global
headcount. The combined carbon emissions of these operations amounts to 280,337 tons of CO2e
emitted, calculated in most cases using the conversion factors and methodology recommended by
the UK Government’s Department of Environment, Farming and Rural Affairs (DEFRA). Where
country specific conversion factors have been identified as more accurate, these have been used
(for example: ADEME factors for certain French data including emissions from urban heating).

3. COMMUNITY ENGAGEMENT

Capgemini remains as firmly committed to the social aspects of sustainability as we are to the
environmental. As such, we recognize our responsibility to the communities in which we operate.
1Our focus on community projects is very much aligned to our corporate purpose and values and
we recognize our responsibility to contribute to the talent and skills of the wider population.9

3.1 OUR GLOBAL INITIATIVES

(I) N AANDI - We maintain a strong partnership with the Naandi Foundation and its Nanhi Kali
Initiative, focusing on supporting young girls through their school education. By the end of 2013
we will have supported over 63,000 school years of education. We remain Nanndi’s largest
corporate sponsor of Nanhi Kali internationally and the second largest for the foundation overall.

1Support is given to see them through their final school leaving exams by providing extra exam
coaching, skills building sessions, and an opportunity to get some work experience with our
Capgemini India business.

(II) MICRO WORLD- Sogeti has worked with Planet Finance since 1999 providing support to the
organization, helping it grow and focus on its core mission by providing technological expertise
and IT support. MicroWorld is a subsidiary of Planet Finance and is the first European online

9
Carroll, A. B, ‘Corporate Social Responsibility: Evolution of a Definitional Construct’, Business & Society, 38(3),
268-295.,(1999).
platform where employees can learn about, browse and select micro entrepreneurs to support by
making a small loan. By choosing a micro entrepreneur an employee can invite other colleagues
to support the entrepreneur, as well. Throughout the year, the lender receives information on how
the micro entrepreneur is doing, allowing lenders to become truly involved.10

Capgemini India opened up the Nanhi Kali sponsorship scheme to all 44,000 plus employees
across India and is also supporting Capgemini UK in delivering the Last Lap program.

3.2 SOME OF OUR NATIONAL INITIATIVES

Capgemini Poland’s grant program ‘We invest in good ideas’ was designed in response to
numerous grassroots initiatives of employees being aware of the acute social problems in their
local surroundings. Employees engaged in volunteering activities aimed at solving these problems.
Capgemini Poland supported with funding, know-how and organizational support to the
employees who came forward with the best ideas. Ten projects were realized in 2012, another 15
were started in 2013, involving 180 volunteers of which 58 were Capgemini employees.
Beneficiaries of the program included a nursery school, an orphanage, an elderly citizen’s club
and an animal shelter.11

(I) WE KARE (TRANSFORMING LIVES)- Through the EduKare initiative, Capgemini India financially
assists its housekeeping and physical security staff in meeting educational expenses of their
children. Started in 2010 at the Chennai location, the initiative was also taken up in other locations
of Hyderabad and Pune in 2012. The students in this program are from primary level up to students
pursuing their graduation. They are meritorious but have a financially weak background. The funds
provided help with fees and the purchase of stationery and school uniforms and in some cases
lodging and boarding expenses. In 2012 with a total of 212,870 students benefitted from them.

4. PEOPLE CULTURE

People Culture is about being a responsible and inclusive employer, whom people choose to
work for and which allows them to deliver their best. Our focus is on the professional
development and well-being of all our employees by ensuring that both our business practices

10
Frankental, P., ‘Corporate Social Responsibility – a PR-invention’, Corporate Communications – An
International Journal, 6(1), 18-23 (2001).
11
Garriga, E. and D. Melé,’Corporate Social Responsibility Theories: Mapping the Territory’, Journal of Business
Ethics, 53(1/2), 51-71 (2004).
and our facilities empower our delivery excellence. We have a culture whereby we respect and
value the diversity of all our people.

4.1 PEOPLE DEMOGRAPHICS

In 2013 Capgemini had more than 130,000 employees. Headcount growth was largely generated
in India. The size of this growth has been a significant influence on the Group’s transformation.
The workforce has more than doubled in the last decade with the majority of the growth in our
Right shore operations.

4.2 PROFESSIONAL DEVELOPMENT

The value of a consulting and IT services company lies in the quality of its intellectual capital. In
an industry characterized by rapid technological change and changing patterns of work, it is
essential for employees to keep their knowledge and skills up-to-date and in line with client and
market needs. Likewise, new employees joining the Group are keen to leverage and build on their
knowledge and to gain rewarding professional experience. As part of our commitment to the
continuing development of all employees an annual performance review process is in place.

Capgemini University plays a key role in developing team skills and capabilities in line with the
company’s strategy, priorities and client ex1pectations. It creates and delivers learning journeys
for sustainable results at the individual, community and group level. In recognition of this, in 2013,
Capgemini University was awarded a series of prestigious Brandon Hall ‘Excellence in Learning’
awards:

• “Best Use of Virtual Worlds for Learning”;

• “Best in Compliance Training”; and

• “Best Use of Blended Learning”

Overall, around 110,000 employees were trained in 2012, up 8% compared to 2011 with the total
number of training hours being 4.25 million.

4.3 DIVERSITY & EQUAL OPPORTUNITY

With more than 130,000 employees in over 44 countries representing 120 nationalities, Capgemini
is proud of its wide cultural diversity. Diversity has many facets including gender, disability,
ethnicity, age and lifestyle. At Capgemini, our definition of diversity also includes dimensions
such as experience, personality, communication and working styles - all part of diversity of
thought.12

(I) WOMEN@CAPGEMINI - was launched in 2012 as a global business program to set the overarching
guidelines around gender diversity across the Group. It is based on the principle of “equal
opportunities, equal chances” and articulated around Attracting / Recruiting, Promotion /
Development, Retention, and Corporate Awareness.

For Capgemini India breaking barriers for hearing impaired people has been firmly on the agenda
in the past year, leading to the hiring and successful integration of 10 employees with a hearing
impairment. A number of factors were instrumental in achieving successful integration such as the
raising of awareness, sensitization and team integration workshops, defining suitable roles,
organizing a ‘walk-in’ for people with disabilities, the review of online and classroom training
and a review of transport arrangements.

Capgemini India have been recognized by the 15th Shell Helen Keller Awards, run by the National
Centre for Promotion of Employment for Disabled People, as a role model company where,
through our policies and practices we have demonstrated our belief in equal rights and the gainful
employment of persons with disabilities.

4.4 WORK ORGANIZATION, HEALTH & WELL-BEING-

Even though the Group’s businesses do not involve high risk activities, health and well-being of
our employees are nevertheless taken very seriously. More important is the fact that playing and
winning in the Champions League of our industry requires a vital workforce. The main objective
is to analyze situations that might have an impact on the work force: moving projects, working at
clients’ sites, safety regarding offices or working conditions stress.13

Based on several events in the social context regarding women safety, Capgemini India felt the
need to educate female employees some basic skills of self-defense. A 60 minute workshop on self-
defense was organized during the celebration of International Women's Week. This was followed

12
Krippendorff, K.:, ‘Content Analysis: An Introduction to Its Methodology’ (Sage, Thousand Oaks, Calif.),(2004)
13
MacMillan, J. J.:‘Why Corporate Social Responsibility? Why Now? How?’, in S. May, G. Cheney, and J. Ropper
(eds.), The Debate over Corporate Social Responsibility (Oxford University Press, Oxford) (2007).
up by the roll out of a 90 minute workshop on self-defense for all female employees PAN India.
This workshop is still running and feedback from employees has been very positive.

4.5 SOCIAL DIALOGUE/EMPLOYEE ENGAGEMENT

Capgemini believes effective communication is a precondition for an open and honest culture, and
for the involvement and engagement of employees. It is also essential for effective knowledge
dissemination, sharing success and creating a sense of belonging within teams, at both the Group
and local level.

At Capgemini, we are committed to deliver first-class results for our clients. We can only achieve
this through the mobilization of our cross-unit capabilities, and the strengths and expertise of our
people. Following the success of our La Niaque campaign in 2012-13, we launched the People &
Results campaign in September 2013 to support our Champions League ambition, to play with
only the best of our industry. This new internal multimedia campaign focuses on four key drivers
- Growth, Innovation, Talent and Competitiveness. It recognizes the team members behind our
results and the value our employees bring to our clients

4.6 LEADERSHIP

While the Group CEO sets the strategic vision of our company, it is our leaders around the Group
who deliver the vision and, at the same time, create the culture for attracting and retaining talent.
Our leaders are of vital importance to the success of our Group at all levels: winning opportunities,
delivering our commitments to clients, inspiring colleagues and living the Collaborative Business
Experience.14

In 2012 Capgemini was recognized for the Expert Connect program at the Marketing Excellence
Awards organized by the Chartered Institute for Marketing. Our approach with Expert Connect
has been to build up a social community where the content and conversations are led by the experts
themselves. These programs are made attractive with high flexibility and self-paced options to fit
our busy leaders’ schedules; they have a high level of interactivity to ensure maximum
engagement; they offer a load of group activities for sustaining interest; and also gives the

14
Gupta, Sanjeev, and Nidhi Sharma. "CSR- A Business Opportunity." Indian Journal of Industrial Relations 44.3
(2009)
opportunity for self-paced certifications. It is a blended learning journey of online sessions and
face-to-face interactions.15

5. CLIENT SERVICES

We are dedicated to developing profitable and sustainable business by working together with our
clients to deliver value through our skills and expertise.

5.1 ENABLING CLIENT TRANSFORMATION

Clients are increasingly expecting their suppliers to help them address their own sustainability
challenges such as decreasing their environmental impacts. As a provider of business
transformation services, we believe that we are well positioned to help clients with these
challenges, challenges which we expect to be amplified by increasing sustainability constraints
and regulatory pressures around the world.

As an outsourcing provider, we ensure that when clients outsource their operations to us, we can
proactively mitigate the risk of increasing emissions through our sustainable data centers and
improving the energy efficiency of our clients’ IT estate.

Throughout 2012 and 2013 we have continued to increase our portfolio of service offerings based
on our evaluation of the current market drivers.

5.2 SUSTAINABILITY REPORTING AND CARBON ACCOUNTING

To help companies effectively manage their sustainability agenda, Capgemini has developed a
sustainability data management capability that is both unique and compelling. The solution is
highly cost effective, as well as delivering the highest quality data management and reporting.
Capgemini provides sustainability and business process expertise, underpinned by a
comprehensive technology platform, in a single integrated service.

Capgemini's commitment is strong with more than 7,000 professionals dedicated to the utility
sector and benefit from an ecosystem of expertise from long standing global technology 1partners.

Tench, R., R. Bowd and B. Jones: 2007, ‘Perceptions and Perspectives: Corporate Social Responsibility and the
15

Media’, Journal of Communication Management, 11(4), 348-370.

We also offer a usage-based pricing model called Managed Business Services to make costs more
controllable for the utility.

5.3 CLIENT SATISFACTION APPROACH

Our client relationship management process, known as OTACE (On Time and At or Above Client
Expectations) is a key factor underpinning our strong client relationships. Clients are requested to
specify their expectations from our services based on a set of indicators relating to the following:

• Type of service required;

• Nature of the working relationship; and

• Knowledge sharing.

We document and set these indicators with clients to produce ratings that are reviewed regularly
according to an agreed schedule.

By allowing us to better assess the client satisfaction level with respect to their deliverables of their
project(s), OTACE allows us to identify not only our strengths but also areas for improvement.

The top 10 clients collectively account for 22% of Group revenues. The solvency of these major
clients and the sheer diversity of the other smaller clients help limit credit risk. The economic
environment could impact the business activities of the Group’s clients, as well as the amounts
receivable from these clients. However, the Group does not consider that any of its clients, business
sectors or geographic areas present a significant risk of non collection that could materially impact
the financial position of the Group as a whole.

In 2012, nearly 4,000 client engagements were monitored using OTACE. The results showed that
95% of projects were delivered on time (4% up on 2011 results) and 92% met or exceeded
customer expectations, with an average client satisfaction of 4.3 out of 5.

V. CORPORATE SOCIAL RESPONSIBILITY (2015-2016)

1. INTRODUCTION: AN APPROACH TO CSR
The Capgemini Group CRS program continues to focus on the three key areas of Environmental
Sustainability, Community Engagement and People Culture which are underpinned by our focus
on Values & Ethics and our commitment to work with our clients to deliver sustainable business
services. The Group CR&S Board comprised of senior executives from around the Group,
continues to provide leadership and governance across these key areas.
1.1. VALUES AND ETHICS: “It is about who we are and the way we do business”. Built on a
foundation of our seven core values (Honesty, Boldness, Trust, Freedom, Team,
Spirit/Solidarity, Modesty and Fun), our Code of Ethics supports our corporate culture and
permeates all our business practices, procurement behaviors and employee welfare policies.”
1.2.PEOPLE CULTURE : “We are committed to being an employer of choice for people who wish to
develop in a creative and diverse environment”. Our priority is to promote the professional
development and well-being of our people by ensuring that both our business practices and
our facilities empower excellence. We have a culture whereby we respect and value the
diversity and creativity of all our people.
1.3.COMMUNITY COMMITMENT: “We strive to have a positive impact on the communities in which
we live and work”. As a major global employer, we work locally, nationally and internationally
with local authorities, non-governmental organizations (NGOs) and charities on two
priorities: education and development. The Group encourages the active involvement of each
of our team members in our communities.
1.4.ENVIRONMENTAL SUSTAINABILITY: “We are committed to understanding, measuring and
reducing our environmental impacts”. We recognize that, the business services we provide
have an impact on the environment. We work hard to reduce this impact by saving energy and
reducing waste, as well as by reducing business travel. We also work to raise employee
awareness of the critical issues related to the environment.
1.5.CLIENT SERVICES: “Our clients benefit from our understanding of the environment and our
world renowned business transformation capabilities”. We deliver long-lasting added-value
with tangible results. We take time to talk to our clients and ensure that their views are taken
into account, and we look to embed CR&S considerations into our service offerings.

2. CAPGEMINI :VALUES AND ETHICS

Since the formation of Capgemini in 1967, our culture and business practices have been inspired
and guided by our seven core values: Honesty, Boldness, Trust, Freedom, Team Spirit, Modesty
and Fun. These values sit at the heart of our approach as an ethical and responsible company and
are the guiding principles by which we conduct our business both individually and collectively.
The rapid acceleration of technology and social media enrich our business but also increase our
exposure to reputational risk, making it even more important that all our people understand their
responsibility for maintaining Capgemini’s ethics and values.16

2015 Highlights:

 We appointed a New Group Chief Ethics & Compliance Officer to drive forward our strong
commitment to Values & Ethics;
 We were named as one of the World’s Most Ethical Companies by the Ethisphere Institute, for
the third consecutive year; and
 We hosted six business ethics workshops across the world for more than 100 managers and top
executives, on practical ways to deal with ethics and compliance issues
Our ability to build trust with clients, shareholders, team members and suppliers is critical to our
ongoing success. Our current Ethics & Compliance Program was launched in 2009 by the Group
Board of Directors based on the ethics culture which has been a core part of the Group since its
creation. As part of this program, a network of Ethics and Compliance Officers was set up, and a
Code of Business Ethics, an Anti-Corruption Policy and a Competition Laws Policy were launched
to reassert our values in every country in which we operate. All of our people are expected to
comply with the principles of these “three fundamental documents”, and follow an e-learning
training course on each one.
The Ethics & Compliance program demonstrates our Group’s deep-rooted values and strong
ethical culture. It also contributes to attracting, developing and retaining our talented people.
Achieving commitment and creating an ethical environment strengthens our reputation, helps us
to win new business and allows us to take our place amongst the leaders in our industry.
2.1.The code of Business ethics
In order to integrate our ethical culture across the entire Group, the Code of Business Ethics, is
now available in 14 languages. It receives the collective and individual support of the members
of the Board of Directors, the Group Executive Committee and the Vice-Presidents community.
Capgemini expects all Group employees to adhere to the seven core values and to the principles
expressed in this Code and in particular that they commit to:

16
Fitch, H. Gordon. "Achieving Corporate Social Responsibility." The Academy of Management Review 1.1 (1976).
 respecting applicable laws and regulations;
 Applying health and safety rules and contributing to the creation of a safe and inclusive work
environment.
 acting responsibly in the marketplace, complying with applicable competition laws and
regulations and anticorruption provisions, avoiding conflicts of interest and insider trading,
and providing accurate commercial and financial information;
 building honest and clear relationships with clients, business partners, and our suppliers;
 maintaining the security and integrity of the assets of the Group and of any third parties with
whom we work;
 Supporting the communities and respecting the environment in which we operate; and
refusing the use of forced labor and child labor.
All new hires are expected to undertake to comply with the principles set out in the Code of
Business Ethics and to complete an e-learning module on the Code.
At the end of 2015
126,000+
Employees
82%
Global headcount
Completed our Code of Business Ethics e-learning module

2.2.SPECIFIC POLICIES AND TRAINING

ANTI-CORRUPTION POLICY: In 2011, the Group distributed a document concerning the prevention
of corruption, in eleven languages. At the end of 2015, more than 132,000 employees had followed
the related e-learning module, available in six languages. This represented more than 87% of the
Group’s employees. In addition, new employees are expected to undertake to comply with the
principles set out in the Group Anti-Corruption Policy and to complete the related e-learning
module.17

17
McGuire, Jean B., Alison Sundgren, and Thomas Schneeweis. "Corporate Social Responsibility and Firm Financial
Performance." The Academy of Management Journal 31.4 (1988).
GROUP COMPETITION LAW POLICY: In 2012, the Group distributed a document concerning
competition laws, in eight languages. At the end of 2015, more than 121,000 employees had
followed the related e-learning module, available in six languages. This represented more than
79% of the Group’s employees at this date. In addition, new employees are expected to undertake
to comply with the principles set out in the Competition Law Policy and to complete the related e-
learning module.
HUMAN RIGHTS: As identified by our assessment of materiality, our stakeholders have raised the
issue of human rights specifically as being of importance to Capgemini and our business. Work on
a specific stand-alone human rights statement commenced in 2015, to provide clarity and guidance
regarding our allegiance to the principles of the United Nations Declaration of Human Rights.
Due to the decentralized nature of the Group, it is important that this statement be applicable to
and understood by all and as such, work continues into 2016.
BUSINESS ETHICS TRAINING FOR MANAGEMENT: In 2015, six three-hour business ethics workshops
were held around the world, covering more than 100 managers and top executives (mainly Grade
F, i.e. the top of the managerial pyramid). These sessions, based on case studies, aimed to give
practical advice on how to deal with ethics and compliance issues and to highlight management’s
role in setting an example. They also helped develop local action plans to cascade these messages
to lower management levels, with the help of the Ethics & Compliance Officers.
Additionally in 2015, a new initiative was developed for more than 4,300 Grade E managers (i.e.
the grade just below top management) based on a “Train the Trainers” methodology.
More than 65 top managers have been trained to deliver more than 200 sessions of a three-hour
business ethics workshop. At the end of 2015, more than 1,500 Grade E managers had followed
one of the sessions. This represented more than 35% of the target population at this date.
3. ENVIRONMENTAL SUSTAINABILITY
We are committed to understanding, measuring and reducing our environmental impacts. We
recognize that the business services we provide have an impact on the environment. We work hard
to reduce this impact by saving energy and reducing waste, as well as by reducing business travel.
We also work to raise employee awareness of the critical issues related to the environment. We
are committed to understanding, measuring and reducing our environmental impacts. We
recognize that the business services we provide have an impact on the environment. We work hard
to reduce this impact by saving energy and reducing waste, as well as by reducing business travel.
We also work to raise employee awareness of the critical issues related to the environment.
2015 Highlights:
 Capgemini achieved ISO 14001 certification covering Capgemini North America, Sweden and
Capgemini France, (extending coverage to include operations in eleven countries) bringing the
total coverage to 76% of our Group headcount;

 We were named as a winner in the Golden Peacock Awards for Sustainability, for managing
natural resources and conserving electricity and water in Capgemini India; and

 Total emissions across the Group have decreased by nearly 4%.

The identification of Capgemini’s material environmental impacts has resulted from the
materiality assessment (as described earlier) and local initial environmental reviews (IERs) as part
of country ISO 14001 certifications. Identification of other material issues have emerged through
local assessments, such as an independent Climate Change Risk Assessment in the UK and through
the CO2 performance ladder program and Multi Year Program (MYP) in the case of the
Netherlands. Whereas the materiality assessment highlighted the importance of climate change to
our stakeholders and the need to reduce our carbon footprint, the IERs provided greater granularity
relating to these impacts, including:
(i) Energy
(ii) Consumption
(iii) Business
(iv) Travel
(v) Supply Chain
(vi) Business Operations
(vii) Office Waste

As a Group, Capgemini remains cognizant of the importance of climate change including the
responsibility of the business to do our part in limiting global temperatures to below a two degree
Celsius rise and potential implications to our business including energy security. Our efforts to
reduce and minimize impacts through our energy use, waste management and business travel
continue across our Group through our maturing Environmental Sustainability program. During
2015, business travel was identified as our largest source of carbon (accounting for 52% of our
emissions).
We are also committed to identifying and complying with all local and international legislation
and other relevant requirements relating to this impact in the various geographies in which we
operate. Our belief that environmental responsibility drives shareholder value provides the impetus
to go beyond simple environmental compliance. It allows us to provide clients with new services
and help them with their own challenges, while enabling us to improve our own efficiency and
reduce operational costs.
The implications of climate change present risk and also opportunity throughout our business. For
example, we are aware and mitigate against the risk posed by extreme weather events at our data
centers ensuring our clients have continuous service no matter the weather conditions. We also
recognize the opportunities, both current and potential, to use technology to assist our clients with
their own climate change challenges.
3.1.ENVIRONMENTAL PERFORMANCE
During 2015 our global carbon accounting and management service continued to cover 28 of our
countries and over 98% of our global headcount. In addition, an estimate has been included to
cover the remaining headcount based on a calculation of emissions per head.
Our robust approach to environmental data collection and reporting is essential for meeting
corporate reporting obligations, such as the French Grenelle II legislation, at Group level, and the
Carbon Reduction Commitment legislation for Capgemini UK.
Capgemini’s Carbon Accounting and Sustainability Reporting service is also available to clients.

3.2.ISO 14001 PROGRAM CASE STUDY

Since 2009 a growing number of countries have implemented an Environmental Management
System (EMS) according to ISO 14001. We have seen how this structured approach towards
continuous environmental improvement helps countries in driving results. By streamlining our
internal capabilities concerning environmental management, we are able to move more of our
operations in an increasing number of countries towards certification. We designed a Group EMS
platform with all the necessary corporate and local processes and tools that make it possible to
implement ISO 14001 in a very efficient and effective way, from the perspective of both time and
budget. We are regularly complimented externally for the robustness of our EMS platform through
the audit process.

In 2014 Capgemini India, as a whole entity, was added to the group of ISO 14001 certified
countries, in 2015 Capgemini Sweden followed that example with North America completing
during December 2015, bringing the total number of country operations to 11. Other countries,
like France, extended the scope of their existing certificate to further Strategic Business Units
which, in total, brought the Capgemini coverage by headcount to approximately 76% across the
Group (without IGATE).Work on an implementation in Germany also commenced in 2015. By
2017, we strive to have all of our ten major countries (by headcount) ISO 14001 certified. We
recognize that there will be new challenges along the way, such as organizational changes as
demonstrated by the recent IGATE acquisition. However, we remain confident in our approach

Capgemini India
30% reduction in emissions per employee by 2020;
20% reduction in water consumption per employee by 2017; and zero waste to
landfill by 2017.
3.3.ENERGY CONSUMPTION

Across the Group, total reported energy use has reduced a little under 2% from 370,425 MWh in
2014 to 363,658 MWh in 2015 which, when you consider our headcount average rose just under
3% within the period, is an achievement attributed to the increasing focus on environmental
management in an expanding number of our operations Emissions associated with our use of
energy have fallen a little over 6% in the same period due to a decrease in the use of diesel (31%
reduction in associated emissions) and electricity (3% reduction in associated emissions) across
the Group and a change in the emission factor for electricity as compared to 2014 across France,
India, Netherlands, North America and the UK. This is reflected in the decrease of just over 6%
(from 143,567 tCO2e to 134,537 tCO2e) in emissions related to energy use for our largest
operating countries
In India, energy related emissions have reduced by around5% which is largely attributable to
the reduction in 2015 emission factors and also a reduction in the use of diesel (gas oil) leading
to a 30% reduction in associated emissions.
 3.4.TRAVEL EMISSIONS

At the country level, the main results were: in India, emissions from travel increased by nearly
6% with a corresponding increase in average headcount of 8% within the same period;
4. COMMUNITY ENGAGEMENT

We seek to align our Community Engagement program with our core business practice.
Harnessing the talent and skills of our people allows us to add maximum value to our communities,
whilst giving our people the chance to use and develop their own skills in a new and challenging
environment. Our community program continues to leverage the value of our wider networks,
collaborating with our charity partners, clients and business partners to tackle important social
challenges that our business cannot address alone.
2015 Highlights:
 We launched a new Global Community strategy. Encompassing a range of initiatives, the
program aims to positively impact the lives of one million people by 2020 through our global
education and skills programs;
 Capgemini acquired IGATE, who, with their established ICare community program closely
align with and strengthen our CR&S focus particularly pertaining to education and skills;
 In our internally run Global Community Engagement Awards, 131 entries were received from
19 countries, with over 9,000 of our people voting in the ‘People’s Choice’ award; and
 We invested a total of € 2,124,000 in local communities across the globe.
4.1.OUR COMMUNITY ENGAGEMENT PROGRAM

OUR GLOBAL COMMUNITY PRIORIY IS TO IMPROVE:

1. Education
2. Skills

We Aim To Positively Impact the Lives of 1 Million People By 2020

WE WILL ACHIEVE THIS THROUGH OUR

1. PEOPLE
We support the charitable efforts of our people, through our internally run Global Community
Engagement Awards.

2. PARTNERS
 We work with strategic charity partners to deliver our programs.

4.2.OUR GLOBAL INITIATIVES

1. NAANDI: Since 2005, Capgemini has been working with the Naandi Foundation on the “Nanhi
Kali” program, which focuses on supporting the education of girls from disadvantaged
backgrounds in India. The program provides academic, material and social support, giving
girls access to quality education and working with parents and local communities to break
down cultural barriers to gender equality. In 2015, Capgemini people from 11 countries
contributed to the support of 5,502 school girls. Since 2007, 11 of Capgemini’s countries of
operation have supported 67,992school years of education
Through our partnership with Naandi and our commitment to other community programmes aimed
at improving education and skills across the world, we seek to align ourselves with Goal four of
the UN Sustainable Development Goals. In the UK our focus on working with those currently
outside of education, employment or training demonstrates our passion for lifelong education
opportunities and for reaching those who have been cut-off from mainstream education services.

2. INDIA: IGATE: SUMMER CAMP WITH ICARE (SUMIT BABU): ICARE has been running within
our IGATE function since 2013, before the US-listed organization was acquired by Capgemini in
2015. The initiative conducts summer camps in urban India. These summer camps are for children
with extreme low income backgrounds, from working class families and studying in Government
schools where extra-curricular activities are not given their due importance. The summer camps
utilize the children’s vacation time by providing a fun and innovative way of learning, instilling
values and creating an awareness of social issues. In 2015, ICARE volunteers and IGATE CR&S
teams conducted these camps across seven of our locations in India where IGATE operate.

4.3.OTHER NATIONAL INITIATIVES

In December 2015 heavy rains and subsequent flooding devastated Chennai, India, affecting many
of our colleagues and their families. In order to support and raise funds to assist those affected, our
Global Business Services Cookbook was organized by country and delivery center, containing a
collection of 150 wonderful recipes sent in by our Business Services colleagues from all over the
world. This little book demonstrates the generosity, the spirit of sharing and the rich diversity of
our people who work together every day across the world in a strong spirit of camaraderie and
collaboration. Capgemini India has developed a comprehensive program of work to touch lives in
the communities in which we operate. The program covers the areas of education, environment,
employment and emergency response. The program includes initiatives such as:
1. Education: Enlight’, a Capgemini scholarship program for girl child education focused on
disadvantaged backgrounds; Capgemini scholarship for technical and medical education for
90 young people pursuing a career in engineering and medicine; School adoption projects
across 90 schools in nine locations; and 12 digital literacy centers were set up to empower and
educate communities including building awareness of relevant governmental entitlements
2. Environment: Partnering with a municipal co-operation to start two waste recycling units in
Mumbai and Bangalore; and Partnering with WWF to set up a digital resource center providing
a platform for environmental education awareness and .knowledge sharing.
3. Employment : Initiating employability centers across nine locations providing skills based
training aligned to market requirements; and Initiating five centers for young people with
disabilities providing training towards economic empowerment
4. Emergency Response: Providing immediate relief following flooding in Jammu Kashmir, the
earthquake in Nepal and flooding in Chennai where many of our people were affected.
5. PEOPLE CULTURE
Our success, brand identity and client experience are determined by the talents of our people and
are underpinned by our “People matter, results count” ethos. “People Culture” is the term we use
to encapsulate our focus on providing a diverse and inclusive workplace culture, which offers
people the opportunity to build successful and rewarding careers. We place the health, safety and
wellbeing of our people among our top priorities and actively support their professional
development
2015 Highlights
 The percentage of women in the workforce continued to rise in 2015, increasing by 0.7 point
over 2015 to reach 29.5% at year end.

 We developed an unconscious bias training program which was attended by approximately

200 of the Group’s senior executives;

 Received a number of Diversity & Inclusion awards including, The Times Top 50 Employers
for Women in the UK and Best Diversity Employer’s in Canada; and
 We now have local women’s networks in Australia, Belgium, France, India, Italy, the
Netherlands, North America, Spain and the UK.

5.1. DIVERSITY AND INCLUSION (D&I)

In India, our initiative WinspirE, created four years ago is aligned to our Women@Capgemini
program to foster equal opportunities for women and men. This program operates under four
pillars, each driving a specific agenda: recruit, retain, and develop and institutional awareness. In
2014 our efforts were recognized by the Women in Leadership Forum (WILL), with Capgemini
India winning the ‘WILL Best employer for Women’ award. In 2015 Capgemini India underwent
voluntary benchmarking by WILL to evaluate its diversity effort, which focuses on building
gender balance at leadership level.

VI. SUGGESTIONS

1. CSR Vision Statement: Sustained growth for the community and its various stakeholders is
achieved through facilitating community centric services, programs and initiatives –
Capgemini needs to enhance value creation in the society and community where it operates,
for fulfillment of its role as a Socially Responsible Corporate.
2. To ensure increased commitment at all levels in the organisation for operating their business
in an economically, socially and environmentally sustainable manner, while recognizing the
interests of all its stakeholders.
3. To take up programs that benefit the communities in and around Capgemini’s work centre and
further results in enhancing the quality of life and economic wellbeing of the local populace;
4. To generate community goodwill for Capgemini and help reinforce its image as a positive and
socially responsible corporate entity.
5. For Identification of Thrust Areas and Strategic Initiatives: (i) Promoting access to and quality
of primary, secondary and tertiary education;

(2)Enhancing livelihood and employability skills of youth

(3) Ensuring environment sustainability and conservation of natural resources

(4) Supporting communities and regions affected by natural disaster.

6. Need to follow proper implementation of CSR Policies by Special Purpose Vehicle (“SPV”)
created in form of societies/trusts/not for Profit Company under section 8 of the Companies
Act, 2013. For specialized input under any project, the SPV thus created may involve other
agencies.
7. There is need to identify suitable programs for implementation in line with its CSR objectives.
This would ensure optimum benefit to stakeholders and community for which those programs
are intended. These works would be done through: (i) NGO (ii) Institutes/ Academic
Organizations (iii) SHGs (iv) Contracted agencies for civil works (v) Professional Consultancy
Organization.

VII. CONCLUSION

At Capgemini, Company is optimistic about the future. It recognize that improving CSR and
Sustainability is very much a journey with a continual need for improvement, however it feel
confident that it will continue to build on the significant progress made over the last two years.
Our optimism is built on its proven ability to work with our business partners and stakeholders to
create new improved tools and solutions to improve sustainability, as well as our ability to leverage
our business to ensure our suppliers conform to best practice in CSR and Sustainability.

As we collaborate with our clients to utilize our tools and solutions we can appreciate the potential
power we have to enable them to create a positive impact through their Customers and consumers.
All this is made possible by harnessing the potential of our people who are all keen to make their
individual contribution to ensuring we keep on our journey to safeguarding the future for everyone.

“For more than 40 years Capgemini has believed that being a responsible business means far more
than just legal compliance and philanthropy. It is, and always has been, an integral part of who we
are and what we do.

Our culture and business ethics are guided by our seven Group Values. These have existed as long
as the Group and they are now second nature to us and are at the very heart of everything we do.
We are determined to fully utilize the talents of all our people as they are the real asset of the
company.
With our encouragement, together, we can make a real contribution, for our clients, suppliers and
business partners, to the communities, for our own wellbeing and for the sustainability of the world
in which we live and operate. We do this in our own special way through a long tradition of
encouraging our employees to have the courage to develop and implement innovative and
ingenious solutions to the challenges of all our stakeholders.

In 2004 Capgemini committed to the UN Global Compact and in 2007 as a natural evolution to
the way in which we wish to operate, we signed up to the UN Global Compact â Caring for
Climate’ initiative and are now prepared to take the next steps.

2007 saw a lot of progress on our commitment to CSR & Sustainability. A year-long internal CSR
& Sustainability awareness campaign – “The Other Face of Capgemini”- and an increased focus
on the various community programs, in India, Norway and at Group level with the Naandi
Foundation; Sogeti working with Planet Finance and the UK organization working with the
Prince’s Trust are just a few highlights of the many activities throughout the year.

We will continue to take our role as a responsible company seriously and encourage our
employees, clients, suppliers and partners to all play their part.

VIII. REFERENCES

1. Abagail McWilliams, Donald S. Siegel, “Corporate Social Responsibility: Strategic

Implications”, Journal of Management Studies, 2006.
2. Campbell, J. L.: 2007, ‘Why Would Corporations Behave in Socially Responsible Ways? An
Institutional Theory of Corporate Social Responsibility’, Academy of Management Review,
32(3), 946-967.
3. Carroll, A. B.: 1979, ‘A Three-dimensional Conceptual Model of Corporate Social
Performance’, Academy of Management Review, 4(4), 497-505.
4. Carroll, A. B.: 1999, ‘Corporate Social Responsibility: Evolution of a Definitional
Construct’, Business & Society, 38(3), 268-295.
5. Frankental, P.: 2001, ‘Corporate Social Responsibility – a PR-invention’, Corporate
Communications – An International Journal, 6(1), 18-23.
6. Garriga, E. and D. Melé: 2004, ‘Corporate Social Responsibility Theories: Mapping the
Territory’, Journal of Business Ethics, 53(1/2), 51-71.
7. Krippendorff, K.: 2004, Content Analysis: An Introduction to Its Methodology (Sage,
Thousand Oaks, Calif.).
8. MacMillan, J. J.: 2007, ‘Why Corporate Social Responsibility? Why Now? How?’, in S.
May, G. Cheney, and J. Ropper (eds.), The Debate over Corporate Social Responsibility
(Oxford University Press, Oxford).
9. Tench, R., R. Bowd and B. Jones: 2007, ‘Perceptions and Perspectives: Corporate Social
Responsibility and the Media’, Journal of Communication Management, 11(4), 348-370.