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Patricia

andreafedderson — Tue, 28 Feb 2023 14:00:31 +0000

“With so many opportunities for personal and professional development, the years just fly by.”

February 20 was the day I celebrated my 10th anniversary at ��ѻ��ý Czech Republic. While for some ten years might seem like a long time to be in the same company, when you work in a company where you have the opportunity for professional and personal development thanks to the efforts you put in, then those years just fly by.

Of course, for strong job satisfaction, you also need a great working team, which ��ѻ��ý definitely doesn‘t lack. Group lunch breaks, after-hour walks around Prague, escape rooms, or our “Be Fresh & Cool” fitness lessons – all of this guarantees heaps of well-spent moments.

Initially, I joined the HR department, from where I then moved to Delivery and, in the role of PMO, gradually discovered all the things we do for our clients.

For the last few years, I have been working in Controlling, where I supervise projects from the financial point of view. I work a lot with our project managers, colleagues from sales, and our management team. We jointly prepare project calculations, offers, as well as monthly forecasts, and various analyzes. The main task is to ensure that our projects run according to our time and financial schedule, which sometimes requires less and sometimes more effort.

And do you want to know when ��ѻ��ý made such an impression on me that I simply went “Woow!?” It was when I visited ��ѻ��ý University at a chateau in France, where meetings with colleagues from other countries and the beauty of the surroundings left me with unforgettable experiences.

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Bernd Bugelnig appointed as country manager of ��ѻ��ý in the Czech Republic

rajeshrangdal — Tue, 14 Nov 2023 07:30:38 +0000

Bernd Bugelnig appointed as Country Manager of ��ѻ��ý in the Czech Republic

14 Nov 2023

Prague, November 14, 2023 – ��ѻ��ý announces the appointment of Bernd Bugelnig as Country Manager of ��ѻ��ý in the Czech Republic. He will use his expertise in building effective teams and client focus to further increase ��ѻ��ý’s visibility and impact in the country.

“I am delighted to have the opportunity to contribute to developing the Czech Republic’s digital future leveraging the local and international strengths of ��ѻ��ý,” said Bernd Bugelnig, new Country Manager of ��ѻ��ý in the Czech Republic. “I look forward to bringing the experience and dedication of ��ѻ��ý’s team to offer new business and technology transformation services to Czech companies, notably customized solutions for intelligent automation and public cloud, as well as helping them accelerate the reduction of their carbon footprint and take advantage of generative AI to answer their business challenges.”

Biography: Bernd Bugelnig

Since 2015, Bernd Bugelnig was Country Manager of ��ѻ��ý in Austria where he has led numerous projects across industries focusing on technology-driven transformation, some of which were notably successfully deployed in the Czech Republic.

Bernd joined ��ѻ��ý in 2000. He spent more than 20 years at ��ѻ��ý where he held different leadership roles in Austria. Besides that, he served clients and delivered projects in Central and Eastern European countries such as Slovakia, Hungary, Croatia, Bosnia Herzegovina, and Ukraine.

From 1991 to 2000, Bernd was Manager at Ernst & Young Consulting, a consulting firm acquired by ��ѻ��ý in 2000. He started his career in 1988 at Philips Data Systems.

Bernd Bugelnig, originally from Carinthia, Austria, studied computer science at the Technical University of Vienna.

About ��ѻ��ý

��ѻ��ý is a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided every day by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of nearly 350,000 team members in more than 50 countries. With its strong 55-year heritage and deep industry expertise, ��ѻ��ý is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fuelled by the fast evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering, and platforms. The Group reported in 2022 global revenues of €22 billion.

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��ѻ��ý records Q1 2024 revenues of €5.5 billion in line with expectations

��ѻ��ý — Fri, 03 May 2024 08:25:44 +0000

��ѻ��ý records Q1 2024 revenues of €5.5 billion in line with expectations

Revenues of €5,527 million, -3.5% at current exchange rates and -3.3% at constant exchange rates
Bookings of €5,655 million representing a solid book-to-bill ratio of 1.02

30 Apr 2024

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Paris, April 30, 2024 – The ��ѻ��ý Group reported Q1 2024 revenues of €5,527 million, -3.5% year-on-year at current exchange rates and -3.3% at constant exchange rates *.

Aiman Ezzat, Chief Executive Officer of the ��ѻ��ý Group, said: “As anticipated, the market continued to slow down in Q1, and we confirm the growth trough is now behind us. We expect the market to gradually pick up toward an attractive exit growth rate in Q4, setting up for a more tangible acceleration in 2025.

Q1 2024 revenues

��ѻ��ý records Q1 2024 revenues in line with expectations

The pipeline continues to grow and the demand for large-scale digital transformation projects remains strong. Client focus remains on operational and cost efficiency programs, however we also see good traction for our high-added value services in Intelligent industry as well as for our sustainability offerings.

In generative AI, we launched a new platform to enable clients to experiment with industry-specific use cases, and to industrialize them, at a controlled cost.

In that context, we reiterate all our objectives for the full year.”

In line with the Group’s expectations, ��ѻ��ý’s Q1 revenues were down year-on-year at -3.3% at constant exchange rates^* and -3.6% organically (i.e., adjusted for Group scope and exchange rates).

In a macro environment which remains soft, large corporations and organizations are still prioritizing operational agility and cost efficiency programs with fast payback, at the expense of non-strategic and discretionary deals. In that context, ��ѻ��ý’s high value-added service offerings – most notably in Intelligent Industry, as well as in activities driven by Cloud, Data & Artificial Intelligence – enjoyed a solid traction in Q1.

OPERATIONS BY REGION

At constant exchange rates, revenues in the North America region (28% of Group revenues in Q1 2024) declined by -7.1% year-on-year, a rate similar to Q4 2023. The Financial Services and TMT (Telecoms, Media and Technology) sectors contributed the most to this decline, partly offset by growth in the Manufacturing sector.

Revenues in the United Kingdom and Ireland region (12% of Group revenues) were down -3.2%, mostly driven by the Financial Services and TMT sectors. Conversely, the Services and Energy & Utilities sectors enjoyed solid momentum, as did the Manufacturing sector to a lesser extent.

Activity in France (20% of Group revenues) declined by -2.8%, with some softness in the Manufacturing and Financial Services sectors and a dynamic Public sector.

Revenues in the Rest of Europe region (32% of Group revenues) were almost stable at -0.5%. The underlying performance by sector showed more contrast, with good momentum in the Energy & Utilities and Public sectors and a visible contraction of the TMT sector.

Finally, revenues in the Asia-Pacific and Latin America region (8% of Group revenues) were down -1.7% almost entirely driven by the Financial Services and TMT sectors, while the Consumer Goods & Retail sector proved quite dynamic.

OPERATIONS BY BUSINESS

At constant exchange rates, total revenues* of Strategy & Transformation services (9% of the Group’s total revenues in Q1 2024) were up +1.6% year-on-year at constant exchange rates. This growth reflects client focus on strategic initiatives to transform, optimize and adapt their business and operations to a challenging economic environment, as well as investment in Gen AI.

Total revenues of Applications & Technology services (62% of the Group’s total revenues and ��ѻ��ý’s core business) declined by -4.0%.

Lastly, Operations & Engineering (29% of the Group’s total revenues) total revenues contracted by -3.0%.

HEADCOUNT

The Group’s total headcount stood at 337,200 as at March 31, 2024, down 6% year-on-year. The offshore workforce represents 57% of the total headcount, i.e. 192,000 employees.

BOOKINGS

Bookings totaled €5,655 million in Q1 2024, down -3.5% year-on-year at constant exchange rates. The book-to-bill ratio of 1.02 is above the Q1 historical average.

OUTLOOK

The Group’s financial targets for 2024 are:

Revenue growth of +0% to +3% at constant currency;
Operating margin of 13.3% to 13.6%;
Organic free cash flow of around €1.9 billion.

The inorganic contribution to growth should be marginal at the lower end of the target range, and up to 1 point at the upper end.

CONFERENCE CALL

Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, and Olivier Sevillia, Chief Operating Officer, will present this press release during a conference call in English to be held today at 8.00 a.m. Paris time (CET). You can follow this conference call live via webcast at the following . A replay will also be available for a period of one year.

All documents relating to this publication will be posted on the ��ѻ��ý investor website at .

PROVISIONAL CALENDAR

May 16, 2024 – Shareholders’ meeting

July 26, 2024 – Half-Year 2024 results

The dividend payment schedule to be submitted to the Shareholders’ Meeting for approval would be:

May 29, 2024 – Ex-dividend date on Euronext Paris

May 31, 2024 – Payment of the dividend

DISCLAIMER

This press release may contain forward-looking statements. Such statements may include projections, estimates, assumptions, statements regarding plans, objectives, intentions and/or expectations with respect to future financial results, events, operations and services and product development, as well as statements, regarding future performance or events. Forward-looking statements are generally identified by the words “expects”, “anticipates”, “believes”, “intends”, “estimates”, “plans”, “projects”, “may”, “would”, “should” or the negatives of these terms and similar expressions. Although ��ѻ��ý’s management currently believes that the expectations reflected in such forward-looking statements are reasonable, investors are cautioned that forward-looking statements are subject to various risks and uncertainties (including, without limitation, risks identified in ��ѻ��ý’s Universal Registration Document available on ��ѻ��ý’s website), because they relate to future events and depend on future circumstances that may or may not occur and may be different from those anticipated, many of which are difficult to predict and generally beyond the control of ��ѻ��ý. Actual results and developments may differ materially from those expressed in, implied by or projected by forward-looking statements. Forward-looking statements are not intended to and do not give any assurances or comfort as to future events or results. Other than as required by applicable law, ��ѻ��ý does not undertake any obligation to update or revise any forward-looking statement.

This press release does not contain or constitute an offer of securities for sale or an invitation or inducement to invest in securities in France, the United States or any other jurisdiction.

ABOUT CAPGEMINI

��ѻ��ý is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, ��ѻ��ý is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2023 global revenues of €22.5 billion.

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APPENDIX ^[1]

BUSINESS CLASSIFICATION

Strategy & Transformation includes all strategy, innovation and transformation consulting services.
Applications & Technology brings together “Application Services” and related activities and notably local technology services.
Operations & Engineering encompasses all other Group businesses. These comprise Business Services (including Business Process Outsourcing and transaction services), all Infrastructure and Cloud services, and R&D and Engineering services.

DEFINITIONS

Organic growth or like-for-like growth in revenues is the growth rate calculated at constant Group scope and exchange rates. The Group scope and exchange rates used are those for the reported period. Exchange rates for the reported period are also used to calculate growth at constant exchange rates.

When determining activity trends by business and in accordance with internal operating performance measures, growth at constant exchange rates is calculated based on total revenues, i.e., before elimination of inter-business billing. The Group considers this to be more representative of activity levels by business. As its businesses change, an increasing number of contracts require a range of business expertise for delivery, leading to a rise in inter-business flows.

Operating margin is one of the Group’s key performance indicators. It is defined as the difference between revenues and operating costs. It is calculated before “Other operating income and expense” which include amortization of intangible assets recognized in business combinations, expenses relative to share-based compensation (including social security contributions and employer contributions) and employee share ownership plan, and non-recurring revenues and expenses, notably impairment of goodwill, negative goodwill, capital gains or losses on disposals of consolidated companies or businesses, restructuring costs incurred under a detailed formal plan approved by the Group’s management, the cost of acquiring and integrating companies acquired by the Group, including earn-outs comprising conditions of presence, and the effects of curtailments, settlements and transfers of defined benefit pension plans.

Normalized net profit is equal to profit for the year (Group share) adjusted for the impact of items recognized in “Other operating income and expense”, net of tax calculated using the effective tax rate. Normalized earnings per share is computed like basic earnings per share, i.e., excluding dilution.

Organic free cash flow is equal to cash flow from operations less acquisitions of property, plant, equipment and intangible assets (net of disposals) and repayments of lease liabilities, adjusted for cash out relating to the net interest cost.

Net debt (or net cash) comprises (i) cash and cash equivalents, as presented in the Consolidated Statement of Cash Flows (consisting of short-term investments and cash at bank) less bank overdrafts, and also including (ii) cash management assets (assets presented separately in the Consolidated Statement of Financial Position due to their characteristics), less (iii) short- and long-term borrowings. Account is also taken of (iv) the impact of hedging instruments when these relate to borrowings, intercompany loans, and own shares.

RESULTS BY REGION

RESULTS BY BUSINESS

^{* The terms and Alternative Performance Measures marked with an (*) are defined and/or reconciled in the appendix to this press release.}

^{[1] Note that in the appendix, certain totals may not equal the sum of amounts due to rounding adjustments.}

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Better trading for our financial services clients with Capitol

andreafedderson — Tue, 11 Oct 2022 11:47:45 +0000

��ѻ��ý Czech Republic has been able to bring a stable and powerful back-end system to clients across the financial services industry with Capitol.

Challenge

Our clients were looking a comprehensive solution for all requirements related to trading in financial markets. They particularly wanted a third party ecosystem with open APIs, that makes it possible to extend their financial instruments and investment services offer across both the wholesale and retail markets.

Solution

With our Capitol solution, we are able to provide trading in collective investment, including regular investment, as well as trading issues of financial instruments, certificates, domestic and foreign securities. It enables the settlement of trades and instructions with investment products, the administration and management of customer asset accounts (customer portfolios), and income payouts by issuers of investment instruments (corporate actions). It also allows portfolio management according to defined methodologies (IFRS 9), including the management of accounting books and reporting.

The solution contains connectors for communication via the Xetra business system, CDCP CZ, CDCP SK., ISB., SWIFT., FIX Order Gateway.

Benefits

Thanks to our use of Capitol, the ��ѻ��ý Czech Republic team has been able to meet our clients’ needs in the areas of securities traders, asset management, building societies, start-ups, custody – and it can be used as an ideal solution for large and small companies.

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Authors of change

��ѻ��ý Norway — Wed, 07 Sep 2022 08:08:07 +0000

Elizabeth Kiehner and Anjali Pendlebury-Green are two ��ѻ��ý colleagues who share a side-hustle��–��as authors of important stories that are often overlooked

_{The power of the written word has inspired ��ѻ��ý colleagues to start their own creative writing projects (source iStock)}

Writing creatively is an exercise in transformation. It transforms the minds of readers by opening up their worlds to new and alternative ideas and perspectives. It often transforms authors too, as through the writing and editing process they hone their thinking and refine the words they use to connect their ideas to their intended audience.

That has certainly been the case for two ��ѻ��ý colleagues, Elizabeth Kiehner and Anjali Pendlebury-Green, who have both had their writing published recently.

Elizabeth, who is a vice president at ��ѻ��ý Invent in New York, has co-authored a graphic novel, Good Girls Don’t Make History, which depicts key moments in the lives of campaigning women throughout United States history as they fight for equality, including the right to vote.

Anjali, who is a customer experience services leader at ��ѻ��ý in London, joined forces with 21 other women��to co-author a book, Significant Women: Leaders Reveal What Matters Most, which shares their personal experiences and thoughts about how other women might benefit from the lessons they learned on their own journeys.

_{Good Girls Don’t Make History, published by Wide Eyed Editions (source: supplied) To learn more, click on the image}

Learning through storytelling

“ was four years in the making,” says Elizabeth. “I had realized that, in 2020, it was 100 years since women won the right to vote in the US, and I didn’t see anything around that portrayed the story in a way that would be appealing to young adults. My family has a real appreciation of graphic novels – they can tell stories in a colorful and dynamic way – so that format seemed a good way to celebrate what happened 100 years ago.”

To keep the book on schedule, Elizabeth worked with an illustrator and a co-author, and even got input from her husband. “It was all done on weekends,” she says, “and even sometimes on vacation. On one holiday in Mexico, my husband and I were working on the book almost the whole time, albeit in a warm and sunny environment by the pool. I also worked on it during long-haul flights to Hong Kong, Australia, and India.”

_{Excerpt from Good Girls Don’t Make History, published by Wide Eyed Editions (source: supplied)}

Her ambition for the book wasn’t to write a bestseller, but to get it into libraries and schools. “I wanted to get the history in front of people so they could actually appreciate it and see what lessons we can learn from it.”

Elizabeth also learned a lot about herself during the writing process. “It was a journey of self-discovery for me, too,” she says. “There were names I wasn’t aware of and amazing stories I’d never heard. I was quite shocked at what I didn’t know. And that takes me back to the point that these stories really aren’t taught in schools. To get the book out there felt really important.”

An author’s journey

_{, published by Soul Excellence (source: supplied) To learn more, click on the image}

Anjali’s writing journey was also one of discovery. She was approached by a publisher who was looking for women in leadership positions to tell their own stories about the challenges and obstacles they faced along the way.

“In 1999, I moved out of my parents’ house to start my career,” she says. “I wasn’t married, and to make that kind of move in India at that time was very rare. All the women who have contributed to the book have grown up with different, sometimes challenging experiences. The publisher wanted to bring together a collection of women’s stories, to let people know that it’s OK to come from different backgrounds and have these experiences.”

Again, the writing process proved transformative. “It meant you had to overcome some of your own fears about telling your story. Some of the stories in the book touch on very sensitive issues. But learning how to tell these kinds of stories is empowering. It was an enriching and humbling experience to find out that lots of people have faced challenges in their own lives and careers. There will always be somebody who has had a similar experience to you – you’re never isolated. I really enjoyed the process and would do it again in a heartbeat.”

Connecting work and creativity

_{To succeed, authors often need to find a balance between work and creative writing (source: iStock)}

Anjali says her colleagues at ��ѻ��ý have been supportive of her writing. “Everyone has been complimentary,” she says. Elizabeth presented her book to colleagues during Women’s History Month. “They’ve been very supportive and interested in it, which I appreciate.”

She also makes the connection between some of the book’s topics and her team’s work at Invent. “It is ultimately a story of transformation,” she says. “It’s about people who had to be persistent and resilient and get their message out through different channels. You can apply those positive principles in your day-to-day work, through any change management project.”

Elizabeth and Anjali agree that getting a book published requires a good team and a lot of effort, especially when writing as a sideline to a career. But the rewards of sharing stories that have the potential to transform the lives of others are many. In fact, this was highlighted recently when Good Girls Don’t Make History won a Social Justice Literature Award from the International Literacy Association. Both authors also say that there are many stories still to be told. Indeed, both are working on new books. Watch this space…

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Engineering

jayantapakrashi — Tue, 06 Jun 2023 12:50:08 +0000

In the field of Engineering, we provide services throughout the entire product development process. We like to apply new ideas and processes, think about the use of the final product by the user and translate these considerations into our own design. Be it design, early conceptual design, development or technological tuning of a part before its mass production.

We connect the world of styling and technology. We have more than 25 years of experience in virtual development not only for the automotive industry. We are able to take responsibility and for our customers to complete our work up to the final product. Thanks to our experience in design, design and validation, we can reduce development costs during virtual loops for part and assembly development towards mass production.

Our long-term and main customer is Škoda-Auto, since for many years, we have been involved in the development of virtually all the models that the car manufacturer has launched. Other customers are not only brands of VW, but also JLR, Opel, Ford and others. No less important for us are subcontractors, with whom we cooperate on the development of parts, which are subsequently delivered for final assembly in car factories.

We offer services in the following areas of development:

Preparation of surface data of the whole car
Accompanying design and sizing
Development of parts and assemblies
Computational validation and optimization
2D / 3D Visualization

Working for the automotive industry is extremely creative. We accompany design, work on the first concepts, but also technologically tune parts to the final production. We can go through the entire development cycle of a part from the first sketches to mass production. And because we carefully choose communicative and healthy staff with high potential for further development, it is never boring.

Styling And Design

With over 15 years of experience and thanks to using the ICEM Surf and Alias software we are able to provide the highest quality (A-class) of smoothed surfaces for the automotive industry.

CAD & CAE Development

Sustainable CAD/CAE Body-In-White engineering

Other ��ѻ��ý Engineering CZ Services

At ��ѻ��ý Engineering, we offer comprehensive solutions Engineering to Prototyping and preparation to serial production to component Testing. Thanks to our excellent Testing Fixtures technicians, we achieve accurate measurements with added value to the customer

Meet our Experts

Are you ready to unleash your organization’s R&D potential ?

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Network connections

��ѻ��ý — Mon, 27 Jun 2022 09:42:07 +0000

Three ��ѻ��ý colleagues explain how employee networks can be a force for social and cultural inclusion at work and beyond.

Alongside their day-to-day work, some ��ѻ��ý colleagues are also members of many different global networks where everyone is welcome to be a direct contributor or an ally. These employee-led networks bring together colleagues with similar interests, backgrounds, and challenges to provide support and encourage diversity and inclusion in the workplace. Here, three colleagues explain the personal and professional benefits of being part of an employee network.

Advocating for inclusion

Katherine co-chairs OUTfront for Australia and New Zealand

Katherine Hudson is a change manager in digital transformation at ��ѻ��ý in Sydney, Australia. She is also co-chair of the ��ѻ��ý OUTfront group for Australia and New Zealand, and says being part of the network means she doesn’t have to separate her career from her wider life.

“I’ve been an active member of the LGBT+ community since I was 15 years old,” she says. “I can’t imagine a version of my life where I wouldn’t be active in it. To have the opportunity to be involved in it at my place of work, and not keep it separate, is really important. Being involved with something like OUTfront means you are doing something positive and contributing to the LGBT+ community.”

Katherine says the aim of OUTfront is to help current colleagues, clients, and people that might want to work for ��ѻ��ý in the future to understand how they can create an inclusive space for LGBT+ people within an organization.

“At ��ѻ��ý here in Australia, we’ve achieved employer of the year twice, which means we’re ahead of the pack and that we can help to define the agenda for the rest of corporate Australia when it comes to LGBT+. I think we’re at a point where we can go beyond simply creating a support network and inclusive space for LGBT+ people.”

At the Australian LGBTQ inclusion awards

“We’ve been hosting public discussions about LGBT+ mental health and are holding events to help non-binary, trans, and female-identifying people get together and support each other in their corporate careers,” adds Katherine. “We are also actively connecting with universities, clients, and other organizations to share good practices on inclusion. It’s really creating a movement within the organization to advocate for the rights and inclusion of LGBT+ people.”

OUTfront attend Sydney Mardi Gras 2022 (photo credit Ann-Marie Calihanna)

A place for people to connect

Ernest Alumanah is part of the AABPT network

Ernest Alumanah is a senior applications consultant at ��ѻ��ý in Houston, Texas, USA. He is also part of the African Americans and Black People Transforming ��ѻ��ý (AABPT) network.

“It’s really important to know that you can work for an organization that cares for its employees, and where needs don’t come second to the company’s goals,” he says. “When I look back at joining ��ѻ��ý four years ago, I was a little wide-eyed. I wanted to know how I could connect with other people who had the same interests as me and who could give me good career advice. My new colleagues pointed me towards this network.

“Since then, I’ve seen the group grow and accomplish lots of things. For example, we set up activities for Martin Luther King Jr. Day, where people go out and volunteer. We also work with the non-profit youth organization Junior Achievement to bring disadvantaged students into the ��ѻ��ý office and give them an introduction to what it might be like to have a career as a consultant. When I was that age, I didn’t know anything about careers like that, so to give them that insight is really rewarding.”

Ernest believes that the aim is to empower leaders right across the organization and share awareness of our culture. “The end goal is to promote diversity, helping to advance diverse talent within the company and attract diverse talent to the company.” And for Ernest, a vital aspect of a successful employee network is that it involves a wide range of people, at different stages of their careers.

“In AABPT, there are people who have just joined the company, but there are also senior vice presidents who are a part of it too. It’s an extra way in which an employee network works to make disconnected people become connected,” concludes Ernest.

Ernest together with other members of the African Americans and Black People Transforming ��ѻ��ý (AABPT) network

Taking an independent approach

John Walmsley co-chairs the CapAbility employee network

John Walmsley is the commercial lead for ��ѻ��ý’s UK public sector business and the co-chair of the CapAbility employee network for people with disabilities, and for carers and allies. “We take quite a broad view of disability,” he says. “It can include any long-term physical, mental, sensory, cognitive, or neurological condition or impairment that has a substantial negative impact on someone’s effective and equal participation in life, including work.”

John makes the point that, for an employee network to be truly supportive, the work it does must be for employees, by employees.

“It’s not about a company running a diversity and inclusion initiative through the HR function, or as part of a corporate social responsibility agenda. Of course, HR should be looking at diversity and inclusion in recruitment, promotion, and retention, and be supportive in helping employee networks get established.”

“There can be a top-down approach, where the company says ‘we should have an employee network, let’s create one’ and the HR team helps set it up,” continues John. “But there can also be a bottom-up approach, where employees band together and say ‘we’re a network,’ and then the network engages with the company.”

“With either route, there needs to be a separation between an employee network and the organization’s diversity and inclusivity team, and I think that’s really important.”

For John, an employee network such as CapAbility can work at a number of different levels. “The first is literally to network and connect employees together. The second is to engage with an employer and advocate on behalf of employees. A third level is that it sends a strong message to current and future employees that the company supports the network and supports diversity and inclusion.”

The network, John adds, becomes “a voice and a means of representation within the business, and a positive sign of the business’s intent.” In effect, he says, a well-run employee network will deliver value and impact for its members, and for the business. It connects the individual with the organization and the organization with the wider world, with workplace inclusivity and diversity acting as a foundation that works for all.

Building an inclusive workplace for all

We drive engagement and empower our employees to be inclusive through the promotion of employee networks, and external recognition for their success. We believe the collaboration of diverse and multicultural teams promotes creativity and innovation, producing value and leading to an inclusive culture for the benefit of all.

Inside stories

Diversity and inclusion

Making better workplaces

How does a workplace ensure that ability never goes unnoticed and all employees can work towards getting the future they want? According to three ��ѻ��ý colleagues with different disabilities, it starts with a culture of openness, inclusivity, and accessibility.

Diversity and inclusion

Time to listen

Diversity and inclusion

Proud to be inclusive

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Data for net zero: Why data is bridging the gap between net zero ambition and action��

��ѻ��ý — Thu, 15 Sep 2022 08:31:05 +0000

The growing urgency around climate change has placed it at the forefront of global issues. To avoid its worst impacts, global greenhouse gas emissions must be halved by 2030 and lowered to net zero by 2050.

Against this backdrop, we wanted to explore the role of data in this process in our newest ��ѻ��ý Research Institute report, Data for Net Zero: Why data is key to bridging the gap between net zero ambition and action.

ALL FOR ZERO

Harnessing net zero intelligence together

To explore the role of data in enabling the transition to net zero, we surveyed senior executives from 900 organizations globally that have set net zero targets, covering multiple sectors including automotive, energy and utilities, industrial and process manufacturing, consumer products, retail, telecom, life sciences, and financial services. We also interviewed 20 industry executives and experts.

We found that the net zero ambitions that organizations have set for themselves suffer from various inadequacies. Most, for instance, fail to cover all emissions scopes. Worryingly, the coverage of scope 3 emissions, accounting for a significant 65‒95% of a company’s carbon footprint, is especially low. Additionally, only 43% of organizations have set short-term targets to support their net zero ambitions – a critical omission given that short-term targets are key to maintaining momentum and accountability. And crucially, despite its fundamental role, our research shows that organizations are not adopting a data-driven approach to support their net zero ambitions.

Data is a significant lever in accelerating the journey to net zero, increasing visibility of baseline emissions levels and identifying emissions hotspots, improving existing business processes by streamlining carbon-intensive activities, and predicting and prescribing business outcomes to identify further emissions reduction opportunities. Ultimately, organizations that embed emissions data in decision-making benefit from increased transparency and emissions reduction.

While a great majority – 85% – of organizations recognize the business value that emissions measurement and analytics provides, they are poorly equipped to capture and use emissions data. As such, it is imperative that they develop the data management capabilities needed to accelerate their transitions towards net zero. In this report, we cap off our research-driven insights on the topic with five recommendations that organizations can utilize for this purpose.

To read more about the role of data in the transition towards net zero, download the report.

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About us

andreafedderson — Tue, 27 Sep 2022 07:15:16 +0000

About us

��ѻ��ý Czech Republic is a dynamic, modern organization, working with the latest technologies to help you get the future you want.

Being part of the global ��ѻ��ý Group pushes us to set extremely high expectations for our domestic activities – while remaining focused on building a sustainable and inclusive future for everyone.

Our deep knowledge of the Czech market, strong local presence, and unique combination of IT and manufacturing capabilities make us the ideal business partner. Operating in the local market for more than 20 years, we support our clients’ digital transformation journeys and help them improve their business processes. We are a key partner to leading financial institutions in particular, successfully delivering projects in the areas of core banking systems, capital markets, and prepaid card solutions.

What future do you want?

Get the future you want with ��ѻ��ý

Client stories from Czech Republic

��ѻ��ý Czech Republic rises to the banking challenge with M24

We have been supporting our banking clients with an integrated platform positioned between core banking systems and distribution channels.

Better trading for our financial services clients with Capitol

��ѻ��ý Czech Republic has been able to bring a stable and powerful back-end system to clients across the financial services industry with Capitol.

Our expertise

Bernd Bugelnig appointed as country manager of ��ѻ��ý in the Czech Republic

��ѻ��ý announces the appointment of Bernd Bugelnig as Country Manager of ��ѻ��ý in the Czech Republic.

Our industry lens

��ѻ��ý Czech Republic is a long-standing partner to clients in the following industries: automotive, financial services, manufacturing, media and entertainment, and telecoms.

All ��ѻ��ý industries

About our management

Consulting and IT Management professional with more than 30 years of experience in IT Strategy & Planning, Program & Project Management, Process Re-Engineering, Package Implementation and System Integration in Banking, Insurance, Retail, Manufacturing and Public Services.

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Passionate about agile software development with over 17 years of experience in the financial markets and developing electronic banking solutions. I have completed a range of projects utilizing both traditional and agile methodologies, drawing on my broad IT background and my knowledge in Microsoft technology. I place a strong emphasis on teamwork, open communication, and goal-setting, and I hold a strong belief in the power of human potential and ongoing progress.

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I am an experienced HR professional with 15 years of experience in international companies that have undergone various transformation stages. I strongly advocate for effective, simple, and user-friendly HR processes, and I am passionate about staying up-to-date with the latest HR trends and tools.

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I joined ��ѻ��ý in 2018. Before I held various finance positions in Siemens, Segro and PPD. I have extensive experience (over twenty-five years) in general accounting, controlling and senior management. I am a process and results-orientated, flexible person, with a reliable and consistent management style . I am able not only to see the risks and opportunities behind the numbers but to act as a strategic business partner to the Country Manager.

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Passionate IT Consultant and Delivery Manager with 10+ years’ experience of managing IT product based, custom development and system integration projects. Strong focus on processes, effectiveness and value added through delivery.

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Experienced and results-driven professional with a proven track record in leading projects across diverse global landscapes. My journey includes roles in consulting, project management, and business development. Most recently, as the Head of Cloud & Custom Applications, I lead a talented team dedicated to delivering cutting-edge projects for major players in the banking, insurance, and automotive industries.

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Join our Czech Republic team

At ��ѻ��ý Czech Republic, our people use the best technologies to��support the world’s leading companies in��preparing for the future.��

See our job postings

“with so many opportunities for personal and professional development, the years just fly by”

"with so many opportunities for personal and professional development, the years just fly by"

Patricia, Project Controller, ��ѻ��ý Czech Republic

Read Patricia's story

As a part of our Green initiative, we have partnered with tree planting organization Sázíme Česko to plant a tree for every candidate who applies to one of our open positions. So apply today to come join our team at ��ѻ��ý Czech Republic, and help us to protect the environment.

#GetTheFutureYouWant#PlantATree#Join��ѻ��ý

Where to find us

Prague

��ѻ��ý Czech Republic
MAYHOUSE
5. května 1746/22, 140 00, Praha; Czech Republic

Contact us
Tel. +420 234 747 251
reception.cz@capgemini.com

Discover our Prague office

Our Prague office has been entirely rethought and refurbished to offer our employees and their visitors a professional and inspiring work environment.

State-of-the-art meeting rooms

Our conference spaces guarantee seamless meetings and maximum comfort with all the technology you need.

A collaborative environment

We offer an environment that's focused on everyone working together toward a common goal, and that is conducive to brainstorming and collaboration.

Space to relax

There's nothing like a chat over a coffee to generate enthusiasm and create a feeling of camaraderie – and that's what helps drive exceptional results.

A place to combine work, and fun

Fun is one of our Group's seven Values – and having fun at work goes hand in hand with fostering strong working relationships, and delivering to the highest quality and efficiency. That's why we strive to make everyone feel at home in the office!

The post About us appeared first on ��ѻ��ý Czech Republic.

Intelligent products and services: unlock the opportunity of a connected business

��ѻ��ý Denmark — Wed, 28 Sep 2022 06:47:11 +0000

Progress in digital technologies and rapidly evolving customer demand have led to a new level of interconnectivity, driven by advanced software and unprecedented volume and quality of data.

Fueled by data, a product can be connected interactively with a broader ecosystem offering enhanced CX, optimized product performance and services, agile supply chain, and delivering new sources of value more sustainably, helping organizations to transition to “solution-provider” status. We call these smart, connected, software-enabled products intelligent products and services, and explore the topic in depth in our newest ��ѻ��ý Research Institute report, Intelligent Products and Services: Unlock the Opportunity of a Connected Business.
��
There are many concerns around how organizations can utilize and benefit from intelligent products and services. To address these questions, we surveyed 1,000 organizations globally in automotive, medical technology, consumer products, industrial and capital goods, hi-tech manufacturing, and energy and utilities.�� These organizations all have either a well-defined or work-in-progress vision and strategy for intelligent products and services. To complement the quantitative insights, we also conducted in-depth interviews with representatives of traditional sectors as well as digital-native firms.
��
We found that despite the benefits that early adopters of intelligent products and services are seeing, the majority of organizations still lack the planning and capabilities to manage this trend, with many yet to move beyond pilots and proofs of concept. Just 7% of organizations have implemented use cases at scale across business units or geographies, and only 35% of those surveyed currently offer intelligent services. Through our research, we highlight several roadblocks that are impeding organizations’ growth in this area.
��
In order to harness the full potential of intelligent products and services, organizations must put customer experience and outcomes at the heart of intelligent design and operating models. Further, traditional legacy systems must give way to a more service-oriented architecture. Organizations should invest in comprehensive data-management systems and data-analytics capabilities to build profitable service-based business models and generate competitive advantage. And finally, organizations must take a “toe-in-the-water” approach: build only a few use cases at one time and test those out before scaling. In this report, we focus on four key questions for organizations that will help them best take advantage of the shift towards intelligent products and services, concluding with key recommendations for organizations in terms of closing the maturity gap and scaling intelligent products and services portfolios.
��
To read more about intelligent products and services and how they can allow an organization to unlock the opportunity of a connected business, download the report.

Intelligent products and services

New value creation is emerging from smart products and service innovation across every industry.��

How we can help

Expert perspectives

Client stories

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The post Intelligent products and services: unlock the opportunity of a connected business appeared first on ��ѻ��ý Czech Republic.

You searched for Management team - ��ѻ��ý Czech Republic

Patricia

Bernd Bugelnig appointed as country manager of ��ѻ��ý in the Czech Republic

��ѻ��ý records Q1 2024 revenues of €5.5 billion in line with expectations

Q1 2024 revenues

OPERATIONS BY REGION

OPERATIONS BY BUSINESS

HEADCOUNT

BOOKINGS

OUTLOOK

CONFERENCE CALL

PROVISIONAL CALENDAR

DISCLAIMER

ABOUT CAPGEMINI

APPENDIX [1]

BUSINESS CLASSIFICATION

DEFINITIONS

RESULTS BY REGION

RESULTS BY BUSINESS

Better trading for our financial services clients with Capitol

��ѻ��ý Czech Republic has been able to bring a stable and powerful back-end system to clients across the financial services industry with Capitol.

Challenge

Solution

Benefits

Authors of change

Authors of change

Elizabeth Kiehner and Anjali Pendlebury-Green are two ��ѻ��ý colleagues who share a side-hustle��–��as authors of important stories that are often overlooked

Learning through storytelling

An author’s journey

Connecting work and creativity

Engineering

Engineering

Styling And Design

CAD & CAE Development

Other ��ѻ��ý Engineering CZ Services

Engineering

Prototyping

Testing Laboratory

Texting Fixtures

Engineering

Prototyping

Testing Laboratory

Texting Fixtures

Meet our Experts

Rene Balaz

Jakub Tomes

Are you ready to unleash your organization’s R&D potential ?

Get in touch with ��ѻ��ý Engineering

Network connections

network connections

Three ��ѻ��ý colleagues explain how employee networks can be a force for social and cultural inclusion at work and beyond.

Advocating for inclusion

A place for people to connect

Taking an independent approach

Building an inclusive workplace for all

Inside stories

Making better workplaces

Time to listen

Proud to be inclusive

Data for net zero: Why data is bridging the gap between net zero ambition and action��

The growing urgency around climate change has placed it at the forefront of global issues. To avoid its worst impacts, global greenhouse gas emissions must be halved by 2030 and lowered to net zero by 2050.

ALL FOR ZERO

Meet our experts

Stay informed

About us

About us

��ѻ��ý Czech Republic is a dynamic, modern organization, working with the latest technologies to help you get the future you want.

What future do you want?

Client stories from Czech Republic

��ѻ��ý Czech Republic rises to the banking challenge with M24

Better trading for our financial services clients with Capitol

Our expertise

Providing your application development and maintenance

Accompanying you on your move to cloud

Enabling your IT strategy and application portfolio rationalization

Leveraging SAP technology to deliver the results you want

Bernd Bugelnig appointed as country manager of ��ѻ��ý in the Czech Republic

��ѻ��ý announces the appointment of Bernd Bugelnig as Country Manager of ��ѻ��ý in the Czech Republic.

Our industry lens

About our management

APPENDIX ^[1]

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