CAPGEMINI
net zero and decarbonisation . The second is around how innovation and technology is applied to the challenges of climate change .
“ It ’ s proving a really effective way of engaging many thousands of our people in a conversation around climate change ,” says James . “ The discussions are really getting people to think about how they can make a difference on a personal level , but also at a business level .”
Culture club Ultimately , sustainability is a business challenge and Capgemini has been aware of this for 15 years . James reflects : “ I always describe sustainability as a business change problem , possibly the biggest business change problem we ' ve ever seen . Given the size of our business , the level of change is significant , but we have a fantastic level of engagement from our people .
“ This is a sustainability programme people want to engage with – they can see why we need to act and they want to be part of that cultural transformation . The biggest aspect around that transformation is the mindset around delivery .”
This approach is changing mindsets ; encouraging people to develop the art of what can be achieved and what can be delivered remotely . Key to this transformation has been the onboarding of senior leaders and building the right governance structures around the wider journey to carbonisation and the milestones the organisation wants to reach .
Underpinning these ventures is the digital age . So much of the sustainability roadmap has been reliant on companies adapting to the new world ; the digitised landscape . While the solution relies on digital , however , it is digital itself that has also been part of the problem , as James recognises .
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