2013 report

Transcription

2013 report

Experience the
commitment
F2013 corporate social responsibility report
CGI’s F2013 corporate social responsibility report
Page 1
The CGI Constitution
While most companies have a vision and mission, CGI goes a step beyond. We have a company dream, which
emphasizes the enjoyment and ownership principles essential to our success. The CGI dream, together with our mission,
vision and values, make up the CGI Constitution. With frameworks and programs founded upon this Constitution, CGI’s
professionals have the opportunity to participate in the life and development of their company, which, in turn, results in
client loyalty and shareholder growth.
Our dream
To create an environment in which we enjoy working together and, as owners,
contribute to building a company we can be proud of.
Our vision
Our mission
To be a global world class information technology and
business process services leader helping our clients
succeed.
To help our clients succeed through outstanding quality,
competence and objectivity, providing thought leadership
and delivering the best services and solutions to fully
satisfy client objectives in information technology, business
processes and management. In all we do, we foster
a culture of partnership, intrapreneurship, teamwork
and integrity, building a global world class information
technology and business process services company.
Our values
Partnership and quality
For us, partnership and quality
are both a philosophy and a way
of life. We constantly deepen
our understanding of our clients’
business and we develop and follow
the best management practices.
We entrench these approaches into
client relationship and service delivery
frameworks in order to foster long
term and strong partnerships with
our clients. We listen to our clients
and we are committed to their total
satisfaction in everything we do.
Intrapreneurship and sharing
Our collective success is based on
our competence, commitment and
enthusiasm. We promote a culture
of innovation and initiative where
we are empowered with a sense
of ownership in supporting clients,
thus ensuring our profitable growth.
Through teamwork, sharing our knowhow and expertise across our global
operations, we bring the best of CGI
to our clients. As members, we share
in the value we create through equity
ownership and profit participation.
Financial strength
We strive to deliver strong, consistent
financial performance which sustains
long term growth and benefits both
members and shareholders. Financial
strength enables us to continuously
invest in our members’ capabilities,
our services and our business
solutions to the benefit of our clients.
To this end, we manage our business
to generate industry superior returns.
Objectivity and integrity
We exercise the highest degree of
independent thinking in selecting the
products, services and solutions we
recommend to clients. In doing so,
we adhere to the highest values of
quality, objectivity and integrity. We
do not accept any remuneration from
suppliers. We always act honestly
and ethically. We never seek to gain
undue advantages and we avoid
conflicts of interest, whether real or
perceived.
Respect
In all we do, we are respectful of our
fellow members, clients, business
partners and competitors. As a global
company, we recognize the richness
that diversity brings to the company
and welcome this diversity while
embracing the overall CGI business
culture.
Corporate social responsibility
Our business model is designed
to ensure that we are close to
our clients and communities. As
members, we embrace our social
responsibilities and contribute to
the continuous development of the
communities in which we live and
work.
Page 2
Contents
04
Making a difference
05
About CGI
09
Our CSR approach
13
Maintaining the highest standards of governance and ethics
19
Our CSR approach to members
27
Making a positive difference in the community
33
Working with clients to make a difference
36
Harnessing innovative ideas for our clients
39
Protecting the environment for future generations
47
Sustainable and efficient supply chains
49
About this report
51
GRI Index
Page 3
Making a difference
Corporate social responsibility (CSR) is one of CGI’s core values. Throughout this report, we highlight the depth
and breadth of our CSR commitment as we continuously strive to better serve our clients, professionals and
shareholders, as well as the communities in which we live and work.
Since 1976, CGI has worked with clients around the
world, delivering end-to-end IT and business process
services that help them better serve their customers
and citizens. At CGI, our CSR commitment motivates
us to grow our clients’ businesses, improve the lives
of our professionals, whom we call members, and
generate superior returns for our shareholders through
sound, ethical and environmentally sustainable business
strategies and practices.
Key to our success has been a strong
and constant focus on balancing
and fulfilling the interests of our
stakeholders.
We have made meeting, and even exceeding, their
expectations our top priority, and CSR has played a
fundamental role in our ability to meet this priority year
after year.
For clients, we focus on listening, innovating and
delivering to drive their long-term success. With an
in-depth understanding of their needs, we collaborate
closely with clients to develop innovative, high-quality
services and solutions that allow them to achieve
sustainable growth. From helping utilities implement smart
technologies to developing groundbreaking emergency
response and patient care solutions to working with cities
to build more sustainable futures, we partner with clients
to make a difference. This partnership often extends to
supporting our clients’ CSR initiatives as well, knowing
that by combining our strengths, we can make a greater
impact.
For members, we are collectively driven by the CGI
dream: “To create an environment in which we enjoy
working together and, as owners, contribute to building
a company we can be proud of.” We provide a wide
Page 4
range of programs to ensure their health and wellness,
satisfaction and career growth. We also encourage and
support our members’ desire to use their time and talent
to give back to our communities.
For shareholders, we focus on effective strategy
execution, operational excellence and sound financial
management to deliver superior returns on their
investment. In each of these key areas, we adhere to the
highest governance and ethical standards.
Our commitment to giving back to our communities has
also been fundamental to CGI’s success. Our business
model is designed to ensure we work in close proximity
to our clients and become an integral part of the
communities in which we do business. As we share in
this report, CGI invests in many initiatives to advance the
well-being and development of local communities across
the globe.
We embrace and are proud of our corporate social
responsibilities as a leading IT and BPS provider,
understanding the tremendous benefits their fulfillment
brings to our stakeholders, communities and society as a
whole. As we continue to evolve our global CSR program,
we look forward to the opportunity to make even greater
advancements in the years ahead.
Michael E. Roach
President and Chief Executive Officer
About CGI
CGI is the 5th largest independent IT and business process services firm in the world
IT consulting
68,000 professionals
75% are shareholders
around the world
Systems integration
400 offices
9/10
the world
client satisfaction score for
the past 10 years
High-end business and
IT and business process
outsourcing
100+ mission critical
IP-based solutions
40 countries around
4,500 clients
$10B
annual revenue
Additional information
Our range of services
1
2
3
High-End IT and Business Consulting
Systems Integration
Click here to learn more about:
Our management team
Our company overview
Our 2013 Annual Report
Our history
IT and Business Process Outsourcing
Our industries
Our services
Our solutions
Our offices
Page 5
A strong local presence
in 400 communities
around the world
Our professionals in countries across the Americas, Europe and Asia Pacific
provide end-to-end IT and business process services that facilitate the ongoing
evolution of our clients’ businesses.
Page 6
Page 7
As we move forward, we will
steadfastly pursue our efforts
to build upon our achievements
and dedication to being socially
responsible and able to meet and
exceed the expectations of our
stakeholders.”
Michael E. Roach, President and Chief Executive Officer
Page 8
Our approach
Experience has taught us that our key stakeholders, clients,
members and shareholders, want to be associated with
the best - the best partner, the best employer and the best
investment. They expect us to operate our business in a way
that is economically, socially and environmentally sustainable.
Meeting those expectations helps us to function successfully as
a business, attract high caliber people, retain key contracts and
take on new challenges.
What does corporate social responsibility mean to CGI? As one
of our core values, CSR represents a key aspect of our business
model, which is designed to bring us closer to our members,
clients, shareholders and communities.
Acting responsibly as a business is the starting point to
everything we do. We deliver IT and business services that bring
real benefits. Many of our innovative services and solutions
make a positive contribution to people and the environment.
For example, we help emergency services to respond faster; we
improve road, rail and air traffic control systems; and we develop
emissions management systems.
Best
Ownership
Success
Citizen Partner
Environmental Benefit
Shareholders Engagement KPI
Communities Performance
Satisfaction Responsible
Services
Clients Strategy
CSR
Business
Members
People
Quality
Stakeholders Solution
Deliver Sustainability Policies
Approach Improvement Culture
Responsibility Objectives
Operate Opportunities
CSR represents a key aspect of our business model,
which is designed to bring us closer to our members,
clients, shareholders and communities.
We make investments that make sense in the communities
in which we live and work. When we think we can make a
Page 9
OUR Approach
difference, we engage with our members as well as our financial
resources. We partner with organizations that are meaningful to
our members and important to the betterment of society.
Our overarching CSR strategy supports our vision to build and
operate a sound, stable and growing business for the benefit of
all stakeholders.
Empowering our people
Our business model empowers our members with local decision-making,
and CSR decisions are no exception. We believe that being close to
our clients and communities helps keep our members engaged and
contributes to the continuous development of the communities in which
we live and work.
On a global level, we promote CSR practices throughout the organization
worldwide and provide our business units with standardized policies and
strategic objectives.
This strategy allows our business units to develop CSR initiatives and key
performance indicators (KPIs) that are responsive to their local context and
also align with global objectives and standardized policies. The core KPIs that
we established help us measure progress against our strategic objectives,
alongside with their associated risks and opportunities.
Additionally, working to reduce the environmental impacts associated with our
operations not only saves us money, but also demonstrates to our clients and
our members that we walk the talk, and that we are a sustainable supplier and
credible provider of sustainability services.
Page 10
Consulting our stakeholders
Meeting our stakeholders’ needs is the reason we are in business. This
is why our clients, members and shareholders are at the heart of our
continuous improvement process.
We value the input of internal and external stakeholders in the development
of our strategy and on-going improvement of our processes. Moreover, our
strategic planning is established on an annual basis according to a rigorous
process that includes extensive participation from our members as well as from
our clients and shareholders.
Members
Member satisfaction, ownership and engagement are all key competitive
differentiators for our company. This is evidenced by the fact that an
overwhelming 84 percent of our members believe it is part of their role, as
owners, to help grow the company. This level of member engagement is one of
the key reasons why we continue to be a top performer in our industry. When
members are engaged, they collaborate for success and all stakeholders benefit.
Clients
As part of our strategy to delight our clients, in F2013, we conducted
550 in-depth, in-person client interviews and received 5,000 signed quality
assessments through our Client Satisfaction Assessment Program. On a
10-point scale, we earned 9 on overall satisfaction.
Shareholders
Institutional shareholders and analysts are surveyed every year through our
Shareholder Satisfaction Assessment Process to gauge their satisfaction with
our strategy, execution, management and Investor Relations program, and
compare our performance objectively against other publicly traded companies.
The results are reported to our senior management and board.
Like clients and members, we know and respect that shareholders have a
choice where they invest. Accordingly, we are committed to ensuring CGI
remains the preferred choice for investors seeking superior returns. Overall, our
shareholder satisfaction scored 8.0 out of 10, which compares very favorably to
the 6.7 average score for other public companies.
Investors also awarded us 8.1 out of 10 on our ability to execute, integrate
and deliver to our mergers and acquisitions (M&A) strategy. This is especially
important, given our combination with Logica.
84%
Client Satisfaction Assessment Program
9/10
Key aspects identified
Throughout CGI’s history, our CSR agenda has always been driven by
the needs of our stakeholders and of the communities in which we
operate. Through member, client and shareholder satisfaction assessment
programs, four key aspects were identified.
Environmental stewardship
Managing our energy consumption, travel and resulting greenhouse gas
emissions is considered as a significant aspect of our program, followed by our
consumption and recycling of paper and e-waste.
of our members believe it is
part of their role, as owners, to
help grow the company.
overall satisfaction score
550
in-person client
interviews
5,000
signed quality
assessments
Shareholder Satisfaction Assessment
Program
8/10
CGI shareholder
satisfaction
6.7/10
Average score
for other public
companies
Page 11
OUR Approach
Member engagement
Members are our most important asset. Talent attraction and retention are
therefore key to the ongoing success of our business. Essential aspects of our
program include fostering an ownership culture and providing our members
with exciting career opportunities, a good work/life balance and health and
wellness services. We also strive to recognize their work and contributions by
taking into account individual performance.
Sustainability services and solutions
IT-led innovations in sustainability are considered as opportunities, enabling our
clients and their customers and citizens to reduce their environmental impact
and improve their well-being.
Responsible corporate citizenship
As a service company, our clients’ trust and confidence in our ability to deliver
is integral to our success. Clients and investors appreciate transparency on
our corporate social responsibility policies and performance. Data privacy also
remains a sensitive subject for our clients and their customers and citizens.
We are delivering detailed programs in line with these aspects. We strongly
believe that as a responsible company we are better equipped to make a
difference in the communities where we live and work, attract and retain the
best people, win new clients and successfully grow our business.
Page 12
Maintaining the highest standards
of governance and ethics
For us, good governance means achieving equilibrium between
the legitimate interests of our key stakeholders: our clients, our
members and our shareholders.
Professional Reporting
Data Protection
Confidential
Anti-corruption
Officers Anti-bribery Whistleblower
Business Conduct Privacy
The values we share at CGI form the foundation of
our corporate governance practices.
Responsibility
Board
Asset
Ethics Values
Code
Information
Governance
CGI Policy
Corporate governance practices
Principle
From our founding, CGI has invested substantially in corporate
governance to ensure we exceed the expectations of our stakeholders
and operate a strong, productive and sustainable company that benefits
society as a whole.
Diligence
CGI intends to remain consistent with its commitments because we believe
strong ethics and corporate governance are integral to our corporate social
responsibility (CSR) value. Acting with integrity and accountability is essential
to making a positive contribution to our clients, members and shareholders, as
well as to the communities in which we live and work.
Awareness Process
Course
Controls
Integrity
Security
Training Management
Client Foundation
Achieve Standards Privacy
e-Learning Code of Ethics
Client Information Incident
Reputation Contract Equilibrium
Philosophy Intellectual Property
Board of Directors
CGI’s corporate governance practices require that all members of CGI’s Board
of Directors be both financially and operationally literate and that a majority be
independent. In addition, the composition of the Board of Directors is intended
to ensure and reflect expertise from each of the company’s targeted vertical
markets.
Page 13
GOVERNANCE
CGI Management Foundation
The CGI Management Foundation is a set of key elements that define and guide
the management of the company. It ensures both quality and consistency of
execution, and this has allowed CGI to achieve ISO 9001 certification for all its
operations. The framework’s well-defined processes and performance metrics
are used to achieve our goals.
The key elements of our Management Foundation reflect our collective
experience and have been developed to make our actions as efficient as
possible.
This efficiency must respect a number of principles, which are integrated
into the CGI Management Foundation, including the following:
1
3
Primacy of the dream, the
mission, the vision and the
values of the company
2
Equilibrium between the
interests of our clients,
members and shareholders
Balance between the need to assure cohesiveness and rigor in the
management of the company and the commitment to promote autonomy,
initiative and intrapreneurship
Page 14
Further reading
To learn more about CGI’s corporate
governance practices, consult www.cgi.
com/corporate-governance and CGI’s
proxy circular.
Code of ethics
CGI’s “Code of Ethics and Business Conduct” along with our corporate
governance practices guide our decision-making to ensure we live up
to our core values and are open, transparent and accountable in our
interactions with all of our stakeholders. It is based on the values and
philosophy that have guided CGI successfully since the company’s
inception in 1976.
For fiscal year 2013, two new clauses were included in the Member
Commitment to accomplish the following:
1
Address anti-bribery and anticorruption
2
Strengthen the importance of
protecting CGI’s information
and systems infrastructures
This Code provides guidance and a global view for CGI members, officers
and directors to consistently achieve the professionalism that has earned our
company an enviable reputation among our clients and within our industry. It
also provides guidance for CGI directors when acting for the company.
This Code is not intended to cover every aspect of ethics and business conduct
and every possible scenario. Instead, it highlights situations that CGI members,
officers and directors may face in their duties and provides basic principles
to guide their actions. CGI recognizes the importance of supporting these
individuals as ethical issues arise and has an open door policy for resolving
such issues with integrity.
Upon joining CGI, each member acknowledges the Code by signing the
Member Commitment to the Code of Ethics and Business Conduct.
Ethics at CGI Federal
CGI Federal, a wholly-owned U.S. operating subsidiary of CGI that employs
7,000 members, is committed to maintaining the highest standard of ethical
conduct and compliance with all applicable federal, state, and local laws, rules,
and regulations governing its relationship with its members, stakeholders, and
its clients especially its primary customer, the U.S. government.
To meet its regulatory obligations, CGI Federal’s Ethics and Compliance
Program:
• promulgates “The CGI Federal Standards of Ethics and Business Conduct”
(the “Standards”), which supplement CGI’s Codes of Ethics and serve as
a commonsense guide for CGI Federal members to navigate the unique
requirements of the federal marketplace, and
• implements an ongoing compliance training program. Specifically, the
training program includes:
As a federal government contractor,
CGI is required to:
1. exercise due diligence to prevent and
detect criminal conduct
2. promote an organizational culture
that encourages ethical conduct and
a commitment to compliance with
the law
1. mandatory ethics compliance training for new hires;
2. mandatory annual ethics compliance refresher training for all members;
3. job-specific training for select members on an “as needed” basis; and
4. company-wide monthly training vignettes on topical issues.
All new members are required to complete mandatory ethics compliance
training as part of the onboarding process within 30 calendar days of their start
date.
In addition, annual mandatory ethics compliance refresher training is assigned
to all members (except those completing the new hire training since the last
annual refresher training). As part of the new hire and annual refresher ethics
Page 15
GOVERNANCE
compliance training, each member is required to complete a certification stating
that, among other things, he/she has read, understood, and will continue to
comply with the standards.
CGI Federal’s Ethics and Compliance Program also maintains a hotline system
for reporting non-compliance with the standards and applicable policies and
procedures, as well as a centralized ethics reference library on CGI’s intranet.
Through all of these resources, CGI Federal empowers its members to make
the right decisions when conducting business, understand the importance
of treating one another with respect, and recognize when to report ethical
concerns and potential violations.
The 10 principles of the UN Global Compact
Respect and corporate social responsibility are two of CGI’s core values. Thus,
we continue to be committed to unyielding integrity and high standards of
business conduct in everything we do. Incidentally, CGI’s ethical commitments
align with the United Nations (UN) Global Compact’s 10 principles as described
below.
Human Rights
1
2
CGI is committed to comply, not merely with the letter, but also with
the spirit of the law, to support and respect the protection of nationally
and internationally proclaimed human rights and to refrain from being
complicit in human rights abuses. This includes, but is not limited to, the
right to life, security and equality and to personal, economic, cultural and
social freedoms.
CGI’s Code of Ethics and Business Conduct, along with our corporate
governance practices, guide our decision-making to ensure we live up
to our core values and are open, transparent and accountable in our
interactions with all of our stakeholders. Our Code of Ethics emphasizes
the importance of conducting business ethically and avoiding complicity
in human rights abuses.
Labour
3
The quality of the relationship between management and members
within CGI is a cornerstone of our corporate culture. We are committed
to seeking the best equilibrium among the legitimate interest of our three
stakeholders (our members, our clients and our shareholders). This
greatly contributes to employment conditions that foster mutual trust
between management and employees. CGI recognizes and respects the
right of members to freely join worker organizations of their choosing and
enter into valid collective bargaining associations as permitted by law.
4
Prohibited by law and universally condemned, forced and compulsory
labour is against our business philosophy and the CGI dream; CGI is
committed to avoiding all forms of such labour.
5
CGI is committed to comply with applicable child labour laws, including
but not limited to those relating to minimum age limits, working hour
limits, prohibitions of certain types of work and regulations on legitimate
workplace apprenticeship. As a global company, we recognize the
richness that diversity brings to our company and welcome this diversity
while embracing the overall CGI business culture.
Page 16
Ethics Training
The new hire training currently consists
of two-modules:
1. Understanding your company’s ethics
and compliance program
2. The CGI Federal Standards: Reviewing
Our Obligations as Federal Contractors
2013 Ethics Training Compliance
100%
for each training course
6
Consequently, CGI considers that every person has the right to equal
treatment with respect to employment and the right to be free of
discrimination because of race, ancestry, place of origin, colour, ethnic
origin, citizenship, religion, sex, sexual orientation, age, pregnancy,
record of offences, marital status, social conditions, political beliefs,
language, veteran status (U.S. only), family status, disability or means
used to overcome a disability.
Environment
7
8
9
As a high-growth company, CGI understands that growth must not
come at the expense of the communities where we do business
or of the environment in general. This is why CGI is committed to
contributing to the protection of the environment through responsible
and environmentally oriented operating practices.
CGI is continuously undertaking global as well as grassroots initiatives
to promote greater environmental responsibility and is harnessing
technology to reduce depletion of natural resources and degradation
of the environment. Moreover, we measure our impact and report it
annually in our CSR report against various economic, environmental and
social indicators. Additionally, we also encourage our suppliers to adopt
environmental friendly practices, thus extending our influence across the
supply chain.
CGI is committed to protecting the environment by combining our indepth knowledge, leading IT solutions and end-to-end service offerings
to help our clients successfully manage sustainability challenges and
opportunities. Through our offerings, we help clients reduce their
environmental impact and energy costs while improving their regulatory
compliance programs and the well-being of their employees, citizens
and customers.
Anti-Corruption
10
As stated in our Code of Ethics and Business Conduct, CGI is
committed to conducting its activities free from the illegal and improper
influence of bribery and to ensuring compliance with all anti-bribery
and anti-corruption laws and regulations that may be applicable to our
business worldwide.
Whistleblower policy
CGI’s whistleblower policy has been established to enable members to report
serious ethical incidents. It has been developed to assure the integrity of the
company’s operating rules and internal controls and is in keeping with CGI’s
corporate governance quality practices.
The policy allows any person who has direct knowledge of specific facts to
report incidents where the company is exposed to a serious risk in matters of
accounting, auditing, internal accounting controls, finance, banking or financial
corruption.
Provided by a third party, CGI’s whistleblower hotline is confidential and allows
members to remain anonymous. There are two ways to report a violation, by
phone or online.
Privacy and information security policy
CGI has developed and enforced a set of security policies, standards and
processes to ensure that security risks are adequately managed throughout the
Page 17
GOVERNANCE
enterprise. CGI members, business units and partners must comply with all CGI
security policies, standards and processes. CGI manages its information assets
as well as those of its clients with due diligence and care, and takes appropriate
measures to safeguard these assets to deliver its services.
Three of the top level processes are directly relevant to privacy and information
security:
1
In F2013, 75% of members completed
three security courses covering why
security is important, CGI’s information
security and IT security policies, data
privacy, and mobile computing.
The security and acceptable use policy
The security and acceptable use policy establishes standards for the use and
protection of assets and resources in conjunction with the values fostered
by CGI’s culture of partnership, entrepreneurship and integrity. It is based on
the principle that CGI provides users with access to assets and resources
to support business purposes that serve the interest of the company and its
clients in the course of normal operations while adhering to legal requirements
and professional ethics.
2
The information security policy
This policy sets the direction for the consistent management of CGI security
risks, and provides guidance for the establishment of security controls required
to adequately protect CGI and client information assets.
3
Looking ahead
The privacy policy
The privacy policy sets forth general principles that govern the handling and
protection of members’ personal information as well as client information,
which may be collected, used or disclosed during the normal course of CGI’s
business.
In order to raise awareness of the importance of information security, we train
members on their responsibilities in ensuring a secure work environment and
provide guidelines on how to better protect CGI’s assets and those of its
clients. CGI’s approach to this is encapsulated in a formal security awareness
and training process.
CGI uses several channels to ensure security baseline awareness for all
members, including the following:
• Annual affirmation by all members of the CGI Ethics and Business Conduct
which includes reference to the Security and Acceptable Use Policy
• Inclusion of the Security and Acceptable Use Policy in employment contract
for contract staff
• Mandatory Security Awareness e-Learning course, for all users within
30 days of joining CGI, and refresher courses when required
• Publication of policies and standards on the security intranet site
Page 18
CGI is developing a new global anticorruption training program, scheduled
for a company-wide launch in January
2015.
Our CSR approach to members
“CSR is at the heart of CGI. It is embodied within the
CGI Dream and a fundamental part of who we are and
what we do.”
Our professionals drive our success and are our most valuable
asset. We place a high priority on our social responsibility to
ensure their well-being, growth and satisfaction.
One way in which we fulfill this responsibility is through our
philosophy of ownership. CGI’s dream is “to create an
environment in which we enjoy working together and, as
owners, contribute to building a company we can be proud
of.” We view our professionals, whom we call “members” as
company owners and give them the opportunity to share in the
challenges and rewards of building a company.
Operations Collaboration
Technology
Recruitment
Commitment
Dream Framework
Workforce
Student
Share Purchase Plan
Partnership Ownership Culture
Planning Opportunities
Diversity Knowledge
Professional
Benefit
Support
Skills
Veterans
CGI Health
Career
Members
Talent Program Asset
Attract
Sharing Leadership Clients
Wellness Participation
Our ownership philosophy is put into practice through programs
that empower members to take initiative, ask questions, receive
support and reap benefits as they grow in their careers with CGI.
Encourage
Julie Godin
Training Recognition Retain
Engagement Lifestyle Communication
Compensation Consultation
Executive Vice-President, Human Resources and Strategic Planning,
CGI
Relationship Equity Strategic
Satisfaction
Achievement Orientation
Page 19
MEMBERS
A steadfast commitment to
continuous development
We know that one of the key components of our success is the talent,
skills and knowledge of our members. For this reason, we strive to create
a stimulating environment where they can excel at what they do and have
various opportunities to continually learn, share knowledge, innovate and
progress toward their career aspirations.
Acquisition of knowledge and skills
In addition to technical, professional and educational programs offered within
each of CGI’s locations, we offer a variety of learning opportunities provided
by the CGI Leadership Institute to help our members develop their leadership
abilities and enhance their knowledge in our areas of expertise.
CGI’s Leadership Institute, our corporate university, was founded in June 2001.
Its mission is to provide our members with best practices and educational
resources to ensure their continuous professional development. The Institute
offers comprehensive programs that promote best leadership skills and
practices and fosters leadership aptitudes through teamwork.
One of these programs is CGI 101, our leadership training program. The
success of CGI is directly linked to the ability of its leaders to adhere to a key
set of values, principles and guidelines that enable us to realize our dream and
achieve our shared mission and vision. True harmonization of management
and leadership can only be obtained by taking the time to understand and
experience the work done by CGI.
1
CGI 101
A seminar for management that covers CGI from A to Z with presentations
from our founder and senior leaders, hands-on case studies, and networking
exercises. In fiscal 2013, 1,387 senior level management members across 18
countries completed CGI 101 training.
2
Project Leadership Program
Several tailored learning and development opportunities designed to sustain
and increase CGI’s impressive delivery success rate.
3
Personal Development Kiosk (PDK)
24/7 access to a wide range of online learning resources and an extensive
online library of books and reference manuals.
U.S. SOAR Program
The Strategic, Onboarding, Assimilation, and Readiness (SOAR) Program
serves as a five-week training program for entry-level college hires. It is
designed to provide our new members with the important foundational skills
needed to be successful at CGI. The camaraderie and relationship-building they
experience in SOAR create better long-term engagement for them at CGI.
Platform for communication and collaboration
CynerGI is our single knowledge platform for communication and collaboration
among all members worldwide. Encompassing a variety of applications, CynerGI
provides opportunities for all members to share information, learn about their
company and grow their personal and professional networks across the
Page 20
organization. On CynerGI, members have quick access to CGI business tools and
information, the latest news and announcements, and multiple opportunities for
engaging in discussions with colleagues, individually or in groups. As the single
access point for all CGI knowledge, CynerGI embodies the “One CGI” vision.
Moreover, CGI’s technical and functional interest groups provide our members
with continuous, real-time acquisition and exchange of knowledge that allows
them to access and leverage each other’s expertise, collaborate on problemsolving, reuse intellectual property assets and share the latest know-how in our
ever-evolving industry.
Distinctive programs and benefits
CGI pays particular attention to the compensation, benefits and working
conditions we offer.
All of these are reviewed regularly based on our professionals’ interests and
needs and competitive market conditions. The following represents our key
company-wide programs.
Ownership programs
Since our founding in 1976, CGI has operated based on the strong
belief that our success comes from the strength and commitment of our
members. As owners, we all participate in and benefit from the value we help
create. Our unique ownership programs put into practice our philosophy
of “intrapreneurship”—our term for the ownership culture within CGI. Our
ownership programs include the following:
1
Share Purchase Plan (SPP)
CGI matches member contributions, up to a determined maximum. Moreover,
an additional amount corresponding to a set percentage of members’ salary can
be invested in CGI shares.
2
Profit Participation Plan (PPP)
When CGI wins, our members win. Every member is eligible to share in the
rewards that come from CGI’s growth. This plan distributes a portion of our
profits to members based on CGI’s operational performance and stakeholder
satisfaction.
3
Strategic Member Consultation
CGI is committed to advancing its culture of ownership by encouraging
members to communicate their suggestions, questions and concerns. CGI
members are consulted each year as part of a company-wide strategic planning
exercise. Their expertise and suggestions help define the company’s strategy
and ensure our strategic plan reflects the realities of our day-to-day operations.
Achieving work / life balance
Members who were CGI shareholders
2012
2013
December 31, 2013
24,905
37,611
43,365
2013 Strategic Planning Member
Consultation
37,000
Comments submitted
We firmly believe that the health and wellness of our members is crucial to
both their own personal success and our collective success as a company.
We are committed to improving their quality of life, and we demonstrate this
commitment through the implementation of the following:
1
Health and wellness program
Oxygen, our global health and wellness program, is made up of a
multidisciplinary team of health experts who support our members in their
Page 21
MEMBERS
efforts to adopt and maintain a healthy lifestyle. Oxygen is at the forefront of
best practices in the field of workplace health and wellness. Members have
access to an interactive platform that offers an impressive catalogue of healthrelated content and can access information about health services available in
their local area. Oxygen also promotes healthy behaviors by organizing activities
on both a local and a global scale, such as CGI’s annual Walk Around the World
event in which more than 19,000 members participated in 2013.
Global, regional and local initiatives to promote a healthy lifestyle
Oxygen implements global, regional and local initiatives designed to help
members better understand the importance of a healthy lifestyle and take steps
toward improving their health.
For example, the program launched an interactive, 15-minute health
questionnaire that provides each member who completes it with an
individualized and confidential health assessment. This assessment highlights
areas of strength, health risk factors, and suggestions and tools for making
positive change. Aggregated and de-personalized data from the questionnaire
is collected to analyze the overall health of the CGI community and identify
strategic health priorities. In addition, regional data is used to develop tailored
health programs for specific regions.
OXYGEN IN NUMBERS:
25,000+ members
are registered on the Oxygen Portal
19,000+ members
participated in the 2013 Walk
Around the World
Oxygen also offers an interactive health portal that provides an impressive array
of health information to help members take advantage of local health services
and enable them to take concrete steps to improve their health and wellness.
2
2013 Walk Around the World
Member Assistance Program
We understand that challenging life situations impact our members’ well-being
and productivity at work. To help them address various challenges in their
personal and professional lives, we provide free and confidential access to
information, practical solutions and personalized support from professionals
with the aim of improving their quality of life.
3
Leave programs
CGI encourages our professionals to enjoy the time allowed for annual vacation
and holidays in order to pursue their personal interests.
4
Social clubs
To strengthen relationships between our professionals, CGI provides financial
support and takes part in the organization of social activities. Some of these
activities include the families of our members.
5
Extracurricular community involvement
From serving the communities in which we live and work to participating in
activities that build CGI’s brand, we provide ample opportunities that support
and nurture our members’ interests.
Cultivating member engagement
At CGI, the quality of the relationship between managers and their
members is a cornerstone of our corporate culture.
The principles guiding this relationship are defined in the Member Partnership
Management Framework (MPMF), part of the CGI Management Foundation.
Page 22
Member Partnership Management Framework
The MPMF aims to create a favorable environment in which to build solid
long-term relationships with our members by promoting meaningful dialogue.
The MPMF incorporates a number of activities: new member orientation and
integration, performance and career management, team meetings, and the
Member Satisfaction Assessment Program (MSAP). It encourages leadership at
all levels of the company by facilitating the dissemination of information on the
company’s orientation; ensuring that our members receive support, feedback
and recognition; and offering members the chance to make suggestions to
improve CGI.
Measuring satisfaction
The Member Satisfaction Assessment Program (MSAP) encourages members
and their managers to frankly discuss subjects essential to continuously
improving communications and their relationship in order to foster a working
environment that remains satisfying. The program begins with an opportunity
for members to meet with their manager one-on-one and talk about specific
aspects of the member’s satisfaction with their job. Members then have the
chance to complete a confidential questionnaire, the results of which are used
by managers to identify improvements for their teams and by CGI leaders to
assess the quality of the company’s management practices and policies.
2012
2013
% of members
who had their
MSAP meeting
% of
questionnaires
completed
87%
84%
82%
82%
MSAP score –
overall
satisfaction
Voluntary
turnover
7.75/10 12.7%
7.41/10 12.2%
Exercising their rights as owners at the Annual Tour
For 37 years, the Annual Tour tradition has been a great opportunity for our
members to meet our executive team and exchange points of view on the
future of the company.
The purpose of this tradition is to kick off the fiscal year by launching the
planning process, celebrating our successes of the past year, and coming
together in an informative setting to engage with both peers and the
management team.
At the 2013 Annual Tour, members learned more about the progress of the
harmonization and integration efforts with Logica as well as CGI’s vision and
strategic objectives for fiscal year 2014. As per the tradition, President and CEO
Michael E. Roach and Founder and Executive Chairman of the Board Serge
Godin took time after each presentation to answer questions from members.
Recognizing key contributions
1
Recognition programs
These programs aim to recognize specific anniversaries of service and thank
members for their contribution. CGI considers 10, 15, 20, 25, 30 and 35 years
of service to be important milestones in a member’s career and celebrates them
through its recognition programs.
F2014 Annual Tour
Page 23
MEMBERS
2
Builders Award
CGI founders Serge Godin and André Imbeau are the first to acknowledge
that the success of CGI is based on the contributions of CGI members. As
President and CEO Michael E. Roach often says, “We have two founders and
many builders.” Over the years, certain members have stood out through their
dedication and achievements in building CGI. To honor these members, we
established the Builders Award program in 2007. Every year, several recipients
are nominated and recognized for working tirelessly to help us succeed.
Attracting and retaining the best
talents
CGI strives to attract and retain the best talent and has developed strong
recruitment and recognition programs to do so.
Diversity at CGI
2012 and 2013
Fostering diversity in the workplace
At CGI, we believe it is essential to create a fair work environment that offers
respect and equal opportunity to all. This approach is reflected in all of our
human resources practices in order to better respond to the expectations of our
members and clients.
Our diversity approach enables us to attract, recruit and retain the most
talented individuals and benefits our clients and CGI alike. Diversity is a key
lever in our business relationships, as it allows us to better understand and
respond to the needs of our clients.
70%
30%
Women in management
2012
24%
2013
26%
Women in senior management
2012
18%
Page 24
2013
17%
Canada
CGI’s Employment Equity Program is part of our fundamental texts. It plays
an important role in creating an environment where everyone is respected. It
also means we can ensure that all our members and job applicants are treated
equally and without discrimination.
Our aim is to ensure that groups designated in employment equity programs,
both in the province of Quebec and Canada as a whole, are well represented
within our workforce (in Quebec, the program in question is the Equal Access
Employment Program). These designated groups are women, members of
visible minorities, people with disabilities and aboriginal people.
CGI recognizes the value that different cultures bring to the company and
encourages that diversity by adopting employment practices that contribute
to offering equal opportunities to everyone. These practices form the CGI
Employment Equity Program.
New members in Canada are required to complete e-learning on employment
equity within 30 days of joining the company.
United States
We know from experience that veterans are great contributors to a productive
and stable workforce, further strengthening CGI and our onshore centers which
have industry-low attrition.
CGI has always valued veterans and reservists for their leadership, experience,
dedication and above-and-beyond work ethic. We seek to provide greater
opportunities for veterans to transition back to civilian life and keep their families
strong. Our hiring practices for veterans, and all of our members, are focused
on supporting our clients’ missions. Continuing our long history of veteran
hiring, we are committed to recruiting a qualified workforce that includes those
who serve. Veterans and reservists at CGI serve in many roles, supporting both
government and commercial clients.
France
Professional equality between men and women – Our priority is to attract
the best talent. To do so, we are committed to promote professional equality
between men and women and allows all talented people, particularly talented
women, to achieve their potential at CGI. This agreement applies to all
employees of CGI in France and aims to increase recruitment and retention of
women, promote their career development and ensure they receive equal pay.
Visible minorities – CGI has signed the Diversity Charter and the Espoir
Banlieue (Hope for the Suburbs) plan. Thanks to our partnership with Nos
Quartiers ont des Talents (Our Districts have Talents), we are helping young
people from challenging backgrounds with bachelor degrees to find a job that
matches their qualifications.
Disability employment – CGI affirms its elective policy, initiated seven years
ago, promoting the integration and training of applicants who are registered as
disabled.
The aim is to recruit 100 employees, either trained engineers with 4/5 years
of higher education, or candidates with 2/3 years of higher education who will
be trained. We have a particular focus on recruiting interns, young graduates,
apprentices or people on workplace training contracts, with the aim of
permanently integrating them into the workforce so that they can pursue a
career. Temporary, fixed-term or permanent contracts are also considered.
The future of women in IT – More generally, CGI is aware that girls are part of
the future of digital technology, and that digital technology provides a future for
Page 25
MEMBERS
girls. As such, we consider it a priority to attract talent and introduce them to
our industry and our careers. To this end, we take part in Syntec Numérique’s
Femmes du Numérique (Digital Women) initiative, and offer dedicated open
days, scholarships and sponsorship possibilities.
United Kingdom
CGI’s Sponsored Degree Program offers the chance for students to
simultaneously gain a degree and start a career. Our program offers the
opportunity to combine academic study with hands-on learning, spending one
day a week studying on campus at the University of Winchester, and four days
working in CGI’s Reading or Leatherhead office. CGI fully pays all tuition fees for
this program.
Moreover, each student has a designated manager to support them in their
career development at CGI and a current student as a “buddy” to help with
anything else they need. Previous sponsored degree students have worked in
everything from space and defence to bid management, to cybersecurity to
project management.
In 2013, 20 new students joined the program, for a total of 50 students.
Page 26
Making a positive difference in
the community
Based across 400 offices in 40 countries, our members are well
positioned to support the communities in which we live and
work. This local approach to community investment ensures that
our members respond to the needs of their local communities by
giving their skills, experience and fundraising support to the most
pressing local issues.
Based across 400 offices in 40 countries, our
members are well positioned to support the
communities in which we live and work.
Leveraging Encourage Professionals
Potential Empower Veterans Positive
Efforts Social
Computers People
Support
Needs Share
Children Opportunities
Programs Skills Experience
Help
Community
Charities
Care
At CGI, we use our experience as skilled IT professionals in our local
communities to support the next generation of employees, equipping
them with the tools, qualifications and experiences necessary to benefit
the community of the future.
Participation
Young
Build
Families
Fostering interest in information
technology through mentoring
Team
Generation Contribute Students
CGI Local
Causes
Members
Volunteer
Activities
Education
School Partnership Foundation
Funds
Donation
Develop
Projects
Results
Veterans Graduates Collect
Sponsor
Responsibility
Together
Technology Training
Within CGI, we have developed a portfolio of programs that allow our members
to use their skills to support their local community. Equally, our members gain
great real-life learning opportunities, creating win-win situations for both CGI
and the community organization, allowing us to develop long-term, sustainable
programs.
Page 27
COMMUNITY
Sweden
Introducing the next generation to IT
Every year for the past 25 years, CGI’s offices in Sweden have hosted Young
Generation, an IT summer camp for CGI members’ children. The camp draws
hundreds of children between the ages of 6 and 12 who participate in a variety
of IT projects and outdoor activities.
The idea behind the camp is to provide participants with planned activities for
their summer breaks while introducing them to technology and potential IT
careers.
In June 2013, 450 school children took part to build their own websites and
smart phone applications, make films and learn how to use email and office
applications. The activities are taught by members’ older children, who have
previously taken part in Young Generation.
Young Generation is much appreciated
by parents and children alike. As
Sweden’s largest IT services company,
it is important to contribute to creating
a positive image of IT among younger
generations. It is fantastic to see the
enthusiasm and joy that the children
bring to our workplace during the
summer weeks.”
Anna-Karin Samuelson, Vice-President
for HR, Sweden
United Kingdom
Reading: Teaching IT
In the UK, CGI has been working closely with the University Technical College,
in Reading and other partners to support the delivery of outstanding computer
science and engineering teaching. We provide ongoing support with open
days and work experience programs and help to ensure that students have
employability skills and the latest vocational qualifications and training.
Leatherhead: Training and job opportunities
Also in the UK, our Leatherhead office is part of a group of businesses that
support a local school via the charitable organization Business in the
Community.
The program includes a wide range of events and training activities, and
hundreds of students have benefited from the opportunity to talk to our
members about training and job opportunities.
France
Mentoring graduates
Launched in 2005, Nos Quartiers ont des Talents (Our Neighborhoods
have Talent) provides job-seeking support for people under 30 who live in
disadvantaged areas.
Since its association with CGI in 2007, more than 90 CGI members in France
have mentored 256 young graduates. With our advice and support, 122 of the
participants have succeeded in finding jobs that match their qualifications. As
part of the program, CGI welcomes young graduates to our offices, and
conducts coaching workshops on themes designed to help them find
employment.
Volunteering and leveraging our
members’ skills
As an organization that employs 68,000 members in 40 countries, CGI
believes that being active in the wider community is essential to our CSR
program. We also recognize that many professionals seek employers with
an active social policy.
Page 28
Children of CGI members at our 2013 Young
Generation IT summer camp.
Our members are the heart and soul of our company and they drive our CSR
efforts. They have demonstrated through their actions how passionately they
care about their local, national and global communities. In turn, CGI cares
about its members and invests in them with workplace programs to support
their wellness, promote healthy lifestyles and create positive work environments
where each member can reach his or her full potential.
Investing in our members and our communities has always been a core CGI
value. We know from experience that serving locally benefits all of us globally.
Some causes require shorter term support to deliver quick results. Throughout
the year, CGI members across the globe have volunteered their support and
skills to the causes they feel strongly about and are relevant to their local
communities.
United States
Making technology accessible
CGI members in Los Angeles, California took part in the 2013 National Day of
Civic Hacking—held June 1-2 in cities across the U.S. The annual event brings
citizens, IT professionals and entrepreneurs together to help develop and build
solutions to address challenges in their local communities.
Communities celebrate the event in different ways, and in Los Angeles, a
“hackathon” was held. This involved a competition, dubbed Hack 4 LA, to build
web and mobile applications that solve specific community needs. Forty apps
were developed during the two-day event using publicly available data and
code and submitted for judging.
CGI was a sponsor of the event, and our LA team contributed volunteer judges
as well as $2,500 in prize money for the “CGI Challenge for Best Use of City
of LA Data” competition category. Thirteen CGI members also helped out at
the event, assisting participants in building their solutions and honing their
presentation skills.
The winner of the CGI challenge was an application called BeautifyLA, best
described as a blend of the online games Farmville and Kickstarter. The goal
of the application is to beautify LA by empowering players to start and fund
landscaping projects. The City of LA has been in contact with the developers
of BeautifyLA to potentially launch the app as part of its 2014 Recreation and
Parks Department initiatives.
CGI members also helped to select the prize winner for the best overall app
across all competition categories. The mobile app, Hack 4 Jobs, was awarded
this honor. With Hack 4 Jobs, citizens can submit their resumes, and the app
will match key words with postings for jobs in close proximity. When a match is
found, a push notification alerts the person of the opportunity. The event gave
CGI volunteers the opportunity to discover new technologies and network. “It
really got our creative juices flowing, and we were grateful for the opportunity to
support this kind of community outreach,” said Manager Jordan Angel.
CGI volunteers at Hack 4 LA.
Fighting hunger with more efficient IT systems
Share Our Strength®, a national US nonprofit, is fighting childhood hunger
in America by connecting children with the nutritious food they need to live
healthy, active lives. With hundreds of grantees across the United States, Share
Our Strength needed the capability to communicate results to sponsors, identify
success factors, better allocate future grants, and best pursue its mission.
Using their skills, a pro bono team in the US worked to improve Share Our
Strength’s grant analysis platform, reducing the need for multiple spreadsheets
and manual processes. As a result of CGI’s support, Share Our Strength is now
better able to analyze grant requests, and in doing so, support more children to
fight hunger.
Page 29
COMMUNITY
India
Enabling rural empowerment
CGI members from Bangalore have “adopted” a small village outside the
city called IruligaraDoddi to help villagers challenged by limited employment,
education and health care opportunities. Their goal was to provide ongoing
assistance, and it’s something they’ve been doing now since November 2012.
Twice a month, CGI members travel about 45 miles to IruligaraDoddi to offer
support and encouragement through a variety of activities. The group has
collected and distributed shoes, clothes, backpacks and school supplies. In
fact, every month, they replenish school supplies to ensure every child has what
he or she needs. Members also host educational sessions, medical camps and
celebrate important festivals with the villagers. For the festival of Ugadi, which is
the villagers’ New Year’s Day celebration, the team provided each young girl in
the village with a new dress. The activities are funded entirely through member
generosity.
We believe that corporate social
responsibility is really in effect ‘my’
social responsibility. Our goal is to
empower the needy and, in turn, build
a stronger India. The more we give to
these villagers, the more we receive.”
Gopal Keshri, Consultant, Bangalore (he
led the overall initiative)
France
Working with students
In October 2012, a campaign was launched to promote CGI and social and
environmental responsibility awareness to more than 120 schools across
France. The students were asked to recommend corporate social responsibility
initiatives in their own communities. The top 10 projects won prizes and a
chance to implement their suggestions. More than 134 projects were entered,
including programs on gender equality, disabilities, environment, international
solidarity, education, and reduction of the digital divide. The 10 winning
programs split €27,000 in prize money.
CGI members “adopt” local village in India to provide
ongoing support.
Fundraising support
We encourage our members to come together and fundraise for charities
and causes close to them. Throughout the year, CGI members have raised
thousands of dollars for the causes they feel passionate about.
Canada
Conquering cancer
Fifty CGI members took part in the 2013 Enbridge Ride to Conquer Cancer,
raising more $130,000 for cancer research and treatment. CGI Founder and
Executive Chairman Serge Godin also served as co-chair of the event. More
than 1,700 bikers participated, completing a two-day trek from Montreal to
Quebec City on July 6-7, a 143-mile ride (230 km). The money raised goes
to the Jewish General Hospital’s Segal Cancer Center to fund research and
care across Quebec. In 2012, CGI members raised $150,000 through their
participation.
CGI is proud to be a supporter of the
Ride to Conquer Cancer. Cancer affects
so many lives, and as a company,
we can help those who are battling it
through community events such as this.
We feel an obligation to do our part,
and we hope to continue to support the
ride in the years ahead.”
United States
Jean-Marie Yelle, Vice-President,
Quebec; and Co-Captain, CGI Team
Supporting veterans
With a strong commitment to supporting U.S. military members and veterans,
as well as their families, CGI teamed up with the Fisher House Foundation,
a non-profit that provides “comfort homes” for the families of soldiers and
veterans who are undergoing medical treatment. Family members can stay
Page 30
in the homes free of charge and, if a home is not available, the Foundation
provides funds for hotel stays and airline flights.
CGI initiated the partnership in early 2013 by connecting with Team Fisher
House, the grassroots fundraising arm of the Foundation. Team Fisher House
needed a sponsor to fund the purchase of hundreds of race jerseys for people
who were raising money and racing on behalf of the Foundation in 2013. CGI
jumped at the chance to be the sponsor. Above and beyond CGI’s donation for
the race jerseys, CGI members also got involved in raising money and racing.
Team CGI, a U.S.-wide team of CGI members, clients, friends and family, was
organized to participate in a variety of running and bike races.
After only one year, CGI’s partnership with the Fisher House Foundation has
been a huge success. More than 50 people joined Team CGI, and the team’s
fundraising efforts combined with CGI’s contributions generated $74,000 for the
Foundation in 2013.
Many CGI members have also volunteered at local Fisher Houses, and a large
group of CGI members was on hand to cheer on runners in the 2013 Marine
Corps Marathon, including their own colleagues who ran the marathon. One
CGI runner noted, “I had no idea the impact Fisher House has on the military
until I wore my race jersey to the marathon. I was stopped by many people
thanking me for helping Fisher House and sharing touching stories of how the
Fisher House has helped their family.”
CGI’s partnership with the Fisher House Foundation is part of our broader
Veteran’s Initiative in the U.S., which organizes a wide range of programs and
activities to support military personnel, veterans, and their families.
United Kingdom
Cycling for charity
In the UK, a fundraising program encouraged our members to cycle, run and
swim to raise money for two brain tumor charities. In total, nearly £50,000 was
raised through member activities and company matching contributions.
Philanthropy
In addition to fundraising support, business units across CGI have charity
committees that provide peer-to-peer fundraising financial giving from CGI.
Members can nominate charities or causes important to them. Thousands of
dollars have been distributed in this way throughout the year to hundreds of
different charities. Our business units embrace and engage in numerous causes
and partner with hundreds of charitable organizations. In addition, we have
partnerships with various organizations to leverage our collective strength.
Philippines
Upgrading a local school
The Aguho Elementary School in Manila is located in a disadvantaged
neighborhood and has 500 students, from the nursery to primary grades. A few
members from CGI visited the school with the headmaster and realized that the
buildings were in a poor state, books and computers were outdated, and safety
equipment was missing. The wooden furniture was also damaged due to the
wet climate. To top this, Internet access was very limited.
CGI decided to finance brand new computing equipment (six computers,
one screen) and pay back a loan that was taken to purchase the school’s
Page 31
COMMUNITY
video projector. New furniture was also bought for the classrooms, such as
plastic chairs and desks (that would withstand damage from regular floods and
humidity), along with new carpets, fans and fire extinguishers. Students were
also given books, DVDs and educational multimedia software, together with
efficient Internet access.
Responding to natural disasters
In addition to on-going programs in the local community, throughout the year
CGI was keen to respond financially to natural disasters.
United States
Helping victims of Hurricane Sandy
In the fall of 2012, more than $21,000 was collected by U.S. members in the
form of gift cards that were distributed to CGI members whose homes were
damaged or destroyed by Hurricane Sandy. Operations in the Philippines made
a company donation, and members in these offices pledged donations to be
deducted from their paychecks to help with relief efforts. Additionally, several
business units, including the UK, U.S. and Norway, collected and donated
thousands of dollars for the Red Cross.
CGI continues to work in our
communities
We have presented just a few examples of how CGI teams around the world
are contributing to community development. At CGI, we are passionate about
the communities in which we live and work. We take the skills required to be a
leading IT services company—problem solving, creativity and dedication—and
put them to work to make a positive difference. Through volunteer and probono initiatives and financial investments, we are committed to contributing to
those causes that benefit the well-being of our communities.
Page 32
Working with clients to make a
difference
As part of our commitment to corporate social responsibility, we
work with clients on a broad range of projects that benefit not
only their businesses, but society as a whole.
Transformation Capabilities
Long-term Needs Optimization
Response Growth Future Grid
Across industries, we partner with clients, as well as
industry bodies, to develop and implement solutions
that drive environmental and energy sustainability,
protect the welfare of children and improve the lives
of citizens.
Experience Operational
Support Success World
Energy Technology
Expertise Logistics Values
Business Deliver
Improve Solutions
Systems
Below are examples of these projects.
Partner
Drivers
Government
CGI
Clients Data
Priorities
Child welfare
Our leading child welfare solution is used by more than 35,000 case workers in
the U.S. As part of a pro bono project, we also developed a solution that eases
the transition from foster care to self-sufficiency in California.
Innovative
Local
Citizen
Services
Smart Sustainable Results
Security Management
Engagement Partnering Focused
Intelligence Compliance
Computing Sustainable
Requirements Opportunities
Future cities
CGI partners with cities and regions to develop innovative solutions in energy
and water management, intelligent transportation, health and social services,
and more. Learn more at cgi.com/future-cities.
Page 33
CLIENTS
Public safety and justice
We develop and deliver a wide range of solutions to support crime prevention
and community policing; crime detection and analysis; courts, prosecution and
probation; emergency response; and border management.
Post and logistics
Supply chain optimization
CGI works with leading post and logistics companies to drive efficiencies,
environmental sustainability and security across their mission-critical supply
chains through our Supply Chain Acceleration framework and services.
Waterway freight movement
Schelderadarketen (SRK) asked CGI to develop a river information services
(RIS) application to improve navigation on the Western Scheldt. RIS improves
the safety, effectiveness and environmental friendliness of inland waterway
transport, through harmonized, interoperable and easily accessible tools and
information.
Big data analytics
CGI is part of the European Research project, iCargo, which is exploring and
developing intelligent cargo solutions designed to drive more efficient and
sustainable global logistics operations.
Transportation
Railway safety
CGI’s SIGMA solution improves the efficiency, safety and sustainability of railway
transportation for more than one million Dutch passengers and 115,000 tons of
goods.
Fuel consumption
We deliver smart data solutions that capture and analyze fuel consumption and
driver performance data, enabling transport operators to reduce fuel costs,
improve safety and enhance the customer experience.
Electric vehicles
CGI’s Charge-Point Interactive Management System provides full-scale electric
vehicle charge-point management capabilities delivered as a Software as a
Service (SaaS) via our private cloud. It has been implemented in six countries
across Europe.
Page 34
Utilities
Smart meters
The UK Department of Energy and Climate Change selected CGI in 2013 as its
Data Services Provider for Great Britain’s Smart Meter Implementation Program.
The services provided by CGI will support 53 million smart meters that will be
deployed in homes and small business between 2015 and 2020.
Smart grids
Named as a leader in the IDC MarketScape: Worldwide IT Professional Services
for Utility Smart Grid 2014 Vendor Assessment, CGI is involved with high profile
smart grid projects across Europe.
Renewable energy management
CGI developed an award-winning Renewables Management System for a global
renewable energy company that controls more than 6,000 turbines on nearly
300 windfarms in 9 countries.
Partnering with clients to support
charitable causes
CGI’s desire to partner with clients extends beyond providing the business and
technology solutions they need to drive profitable growth. It also encompasses
supporting the charitable causes that are important to them and that improve
the local communities in which we do business together.
CGI partners with Swedish banks and police to combat
child pornography
In Sweden, CGI has been working with clients for over seven years to support
the end of the commercial sexual exploitation of children by preventing the
processing of associated payments. Back in 2007, Skandiabanken, a major
online bank in Sweden and Norway, asked CGI for help in developing a solution
to track down payment transactions for child pornography. The effort was
part of the bank’s partnership with the Swedish National Police Board and
ECPAT International, a global non-profit organization focused on ending the
commercial sexual exploitation of children. CGI helped to establish, and is now
involved with, the Swedish Financial Coalition, a group of finance companies
and nongovernmental organizations that have come together to support the
initiative. The coalition is working closely with the Swedish National Police
Board to develop new approaches and solutions for identifying and stopping
payments related to abuse. With significant payment solution expertise, CGI is
leading this work, focusing on the discovery, development and implementation
of next generation payment solutions.
Page 35
Harnessing innovative ideas for
our clients
For clients moving into new markets, transforming their
organizations and taking customer service to new levels, CGI
delivers tangible innovation that works. For every industry in
which our clients operate, we offer dedicated experts and apply
deep cross-industry insights to maximize our clients’ return on
investment.
Whether implementing new systems and solutions or finding
creative ways to make the most of clients’ current investments,
CGI has an established track record of developing
solutions that deliver value to clients’ customers and
citizens.
CGI’s ICE Program
At CGI, innovation is measured and rewarded and supports our ability to
bring a rich set of intellectual property (IP) to our clients.
Our innovation program called ICE (Innovation, Creativity and Experimentation)
encourages our members to explore and develop new ideas and recognizes
them for results.
ICE provides a platform to harness new ideas, a method for evaluation, and a
selection process to shine a bright light on those ideas with the largest benefit
Management
Collaboration
Investment Solution
Leader Program Energy
Idea
Value
CGI Clients
App Innovation
Develop
System
ICE
Transforming
Performance
Profitability
Citizen
Renewable
Deliver
Monitoring
Creativity
to clients, shareholders and members. It also promotes and supports a culture
of innovation, whereby our members are encouraged to be creative in improving
ways of doing things, in finding solutions for clients and in helping drive CGI’s
continuous success.
Once an idea is submitted—whether through our interactive ICE portal by our
member(s), via workshops with clients or other means—the idea goes through
a process that provides ongoing collaboration, assessment, visibility and
accountability to enable the best ideas to rise to the top.
Throughout the entire ICE process, members are recognized and rewarded for
their contributions and participation.
Funding granted
Development
Idea submission
Innovation Council
review
Demonstration to
client
Collaboration and
assessment
Strategic Business
Unit (SBU) selection
ICE Program Process
Innovation at work
CGI has an established track record for developing solutions that deliver value
to clients’ customers and citizens. Our cross-industry expertise and global
reach allows us to bring tangible innovation to clients. For private sector
leaders, this means helping organizations leverage innovation to adapt quickly
to changing economies, global markets and competition, and to tap into
emerging trends and technologies for their next source of growth. For the public
sector, this translates to improving the efficiency, quality and accountability
of public services, helping them to engage with their citizens and create
opportunities for local economic growth.
Over the last decade, many organizations have emphasized cost
reduction as a primary business strategy at the expense of investments
that will ensure long-term viability. Yet organizations that have elevated
innovation as a strategic priority have outdistanced their peers across
key measures, such as profitability, customer satisfaction and operational
performance. CGI helps clients make up the distance by delivering
innovation that works.”
CGI Innovation Council Executives:
Luc Pinard, Executive Vice-President, Corporate Performance
João Baptista, President, Nordics, Southern Europe and South America
Page 37
Innovation
Transforming the production of renewable energy
With a commitment to sustainability, CGI developed a global Renewables
Management System (RMS) that centralizes and optimizes the operations
of renewable energy producers, providing real-time monitoring, control and
operational performance management capabilities. EDP Renewables (EDPR)
is using the system to drive its expansion and increase profitability in the fast
growing renewable energy market.
RMS collects, analyzes and reports all wind asset data in real-time. This
enables faster and better decision making, allowing operators in central
control rooms to reset turbines remotely, notify local teams of issues, manage
maintenance contracts more efficiently and respond better to grid demands.
RMS offers a range of innovative features designed to meet the business and
operational challenges of international renewable energy generators.
In its March 14, 2013 Green Quadrant® Sustainable Technology Services
(Global) 2013 report, analyst firm Verdantix noted:
Within the leaders’ quadrant, four suppliers stand out: Accenture, CGI,
Deloitte and IBM. CGI sets itself apart from its competitors through its
pre-built renewable energy management system.”
Always watching for cyber attacks
With cyber attacks on government networks and systems increasing in both
sophistication and frequency, continuous monitoring of IT hardware and
software is more critical than ever to reducing risk.
When the U.S. government launched a new risk management framework for
all federal systems, CGI developed the Continuous Monitoring as a Service
(CMaaS) architecture in response. This innovative, modular service allows
agencies to leverage their existing tool investments or a fully outsourced
service. The system continuously monitors the client’s hardware and software,
identifying vulnerabilities and configuration baseline deviations.
In developing this service, the team has ensured that government clients can
focus their cyber security investments where it counts.
Helping keep sport clean
CGI’s “whereabouts app”, developed in conjunction with the Dutch Anti-Doping
Agency, provides top athletes an easy and accessible way to report their
location and meet the agency’s rules and regulations.
The idea for the app was first developed by an undergraduate intern at CGI;
within three years, the app was live and being used by hundreds of Dutch
sporting professionals. The app was then selected by the World Anti-Doping
Agency (WADA). In December 2013, WADA released the ADAMS APP for use
by its 25,000 elite international athletes.
Whereabouts app selected by WADA for athletes
worldwide
Page 38
Protecting the environment for
future generations
At CGI, we understand that expansion must not come at the
expense of the environment and communities in which we do
business or of the environment at large. This is why we are
committed to contributing to the protection of the environment
through responsible and environmentally oriented operating
practices.
CGI has been increasing its coverage of ISO14001 environmental
management certification in Europe with certification now
including our 21 offices in France.
Initiatives
Power
Original unit of
measure
Greenhouse
gas emissions
(tCO2e)
Offices, document
management
Data
centers
Business travel by
car, train and air
Procured
paper
196
129
438
1.05
57,536
19,283
59,255
999
GWh
tCO2e
GWh
tCO2e
M km
tCO2e
Sustainable
Electricity Members
Transport Impact
Waste
Carbon
Paper
CO2
Management
Consumption
Emissions
CGI DataCar
Cooling
Overview of CGI’s main measures of environmental
impact in F2013
e-waste
Facilities Information Operations
Efficiency
Air
Energy Gas
Greenhouse Office
Continuity
Travel Reduce
Grid
Infrastructure Environment
Renewable Reporting Business
Measure Targets
Recycling
Systems
M km
tCO2e
Page 39
ENVIRONMENT
Sustainability solutions enable us to decrease greenhouse gas emissions
throughout our operations. For example, video and teleconferencing help
to avoid travel, while intelligent building systems generate energy savings
in our offices, and green IT infrastructures drive significant improvement
in energy consumption and cost at our data centers and other IT
components. It’s a win-win scenario. Good for the planet and society,
with significant financial benefit. Sustainability solutions and green IT
infrastructures deliver value for CGI internally and are also a source of
business development to support our clients to reduce their cost and
environmental impact.”
Laurent Allard, Chief Technology Officer, CGI
Office energy
Proximity to our clients is one of CGI’s key approaches to doing business.
the electricity use for F2013
43% ofat our
facilities was sourced
Since the incorporation of Logica in 2012, CGI operates in approximately
400 offices, equating to 850,000 m2 (9.15 million square feet) of leased office
space. Our office portfolio ranges from large sites throughout North America,
Europe and Asia-Pacific to medium and small offices that are located near our
clients in all of our operating countries.
from low carbon energy
sources that contain 98% or
more of renewable energy.
The most direct way in which CGI has been able to reduce its office energy
consumption and cost is through optimal usage and design of our office
space. As we are a human capital company, work can be done from anywhere
as long as our need to stay in close contact with clients and colleagues is
met. In North America and Europe, optimization of workspaces has enabled
office rationalization and consolidation reducing 100,000 square meters of
office space since 2010. Moreover, CGI considers the total cost of ownership
including energy cost as well as proximity to public transportation when
evaluating real estate options.
Going forward, CGI aims to increase the percentage of low carbon energy sites
where we own an energy contract and an economically viable renewable energy
supply is available.
Office and document management consumption report in F2013
Total energy (kWh)
Total greenhouse
gas emissions
(tCO2e)
Grid electricity
85,836,716
43,948
Low carbon electricity (>98%)
34,393,733
-
Low carbon electricity (<98%)
10,343,160
21
130,573,610
43,968
39,969,615
8,023
3,391,378
910
22,047,981
4,635
195,982,583
57,536
TOTAL ELECTRICITY
Natural gas
Other fuel combustion (including heating oil)
District heating and cooling
TOTAL CONSUMPTION
Page 40
electricity SOURCES
57%
Fossil power
43%
Green power
Breakdown of office and document management consumption
4
5
6
44%
1
18%
2
5%
3
Grid electricity
3
1
4
2%
5
11%
6
Natural gas
Low carbon electricity
(>98%)
2
20%
Low carbon electricity
(<98%)
Other fuel combustion
(including heating oil)
District heating and
cooling
Data centers
As an IT outsourcing provider, infrastructure services and data centers are
core to our operations and represent a considerable portion of our global
revenue.
As we grow, we continue to measure and improve energy efficiency and reduce
our carbon emissions by combining energy-focused methods, processes and
solutions to promote power and cooling efficiency. In line with these initiatives,
we strive to:
• Ensure environmental monitoring systems are in place to continuously
measure power utilization at the rack/server level to manage and adjust
power consumption and heat emissions.
• Assess virtualization rates across all physical infrastructure, not only to
reduce energy consumption, but also to reduce the operational risks and
costs of maintenance.
• Adopt good practices around hot/cold aisles and the use of row (or even
rack) level containment solutions ensuring appropriate power and cooling
solutions are deployed in line with processing density.
• Leverage free air cooling technology that enable our data centers, where
applicable, to use outside air in the winter months to provide cooling instead
of power generated air conditioning units.
Data center energy consumption report in F2013
Total energy (kWh)
Total greenhouse
gas emissions
(tCO2e)
Grid electricity
57,220,152
17,622
Low carbon electricity (>98%)
35,348,231
-
Low carbon electricity (<98%)
32,630,820
61
3,918,187
1,547
206,584
52
129,323,974
19,283
Outsourced data center electricity consumption on
cooling and power management facilities
Other data center energy
TOTAL CONSUMPTION
DID YOU KNOW?
1
2
CGI is a member of The Green Grid,
a global consortium of IT companies
and professionals seeking to improve
and promote energy efficiency in data
centers and business computing
ecosystems around the globe.
CGI’s Energy Board oversees
the greening of our data center
facilities and promotes techniques
such as server virtualization and
consolidation, lighting control,
and cooling retrofits. The use of
innovative, green and renewable
energy resources enables us to
dramatically reduce our energy
consumption and carbon emissions.
Page 41
ENVIRONMENT
Travel
CGI extends the efforts of both the automobile industry and regulators
in ongoing car fuel efficiency gains by setting carbon emission labels for
eligible lease cars.
Where possible, we locate our offices close to public transport and encourage
our members to make use of these more environmentally friendly modes of
transportation. Our headquarters in Canada, as well as our main offices in Paris
and London, among others, are within short walking distance of key metro
and/or rail stations.
Thanks to CGI’s client proximity model and ongoing cost awareness, our air
travel is not as substantial as could be expected from a global IT and business
process services company. Additionally, a range of business units have
restricted short haul air travel in regions that offer efficient public transport
alternatives.
Air travel numbers
F2013
216 M km
OR
3,200 km
per member
Travel report of F2013
Total distance
travelled (km)
Leased & company owned cars
Liters of fuel
(car travel)
116,620,050
Member owned cars
60,478,208
Public transportation
43,977,107
Total greenhouse
gas emissions
(tCO2e)
8,129,853
20,794
11,897
5,138,336
2,310
Air
216,645,732
24,254
TOTAL CONSUMPTION
437,721,097
59,255
Breakdown of consumption via transportation in F2013
1
27%
1
14%
2
Leased and company
owned cars
3
49%
4
Public transportation
Member owned cars
4
10%
Air
2
3
Waste and water
Waste management
CGI’s predominant operations are office-based, resulting in types and volumes
of waste that are typical for a service company. Our most relevant types of
waste are paper waste and e-waste.
1
Waste recycling
CGI has already embarked on a number of initiatives to reduce the
environmental impact of our paper usage: 82% of reporting sites have
Page 42
Waste recycling at CGI’s reporting
offices
86% 62% 31%
Paper
Plastic
Others
printers set on double-sided mode as default.
• A number of countries have put follow-me printing in place, thus eliminating
unused paper printouts
• 52% of our procured paper originates from FSC, SFI certified vendors or
recycled paper
• Numerous initiatives have been implemented to reduce paper consumption.
Examples include electronic salary statements instead of paper-based
documents, digital member files, and working with suppliers on electronic
procurement.
2
Treatment of e-waste
As CGI decommissions various types of electronics such as IT hardware (PCs,
laptops, servers, telecommunication devices, printers, copiers and toners),
e-waste is generated. Local operations are obliged to treat this e-waste
according to local regulations. The majority of e-waste is returned to e-waste
suppliers or IT suppliers that are certified in e-waste treatment. Typically, these
suppliers assess whether e-waste can be reused or recycled.
E-waste returned to certified supplier
88%
IT Hardware
87%
Telco Devices
97%
Printers & Copiers
86%
Toner
Quick facts
1
Weights of e-waste
Reports on volumes and weight of e-waste were collected from our operations
globally covering 48% of our members. In total, this amounts to 75 tons of IT
hardware e-waste and 8 tons of empty toners.
2
Water
CGI’s predominant use of water is through standard office facilities such as
toilets, canteens, showers, etc., resulting in relatively low volumes of water
consumption. During F2013, CGI offices consumed an estimated 365,000 m3
of water from local utility companies
CGI Chennai cleans up the coast
The Chennai Coastal Cleanup is an annual event organized by the Chennai
Trekking Club together with The Hindu. The aim of this program is to clean up
a 15km stretch of Chennai’s beach from Merina to Injambakkam. As usual,
members in Chennai enthusiastically signed up to volunteer – for the third
consecutive year.
More than 45 enthusiastic members joined hands with other volunteers from
the city, making it an activity with the largest number of participants and finding
a place in the Limca Book of National Records 2013. This year, CGI was
scheduled to clean up the southern parts of Palavakkam beach. Garbage was
segregated into hard plastic, soft plastic, glass and other degradable elements
to be recycled. CGI members collected more than 55 bags of waste. This
event was not just about the cleanup but also about spreading awareness on
environmental conservation.
CGI in Chennai helps clean the coast.
Page 43
ENVIRONMENT
Greenhouse gas emissions
Greenhouse gas emission report in F2013 (tCO2e)
NOTE:
Scope 1: Direct emissions
This greenhouse gas emissions report is
based on the Greenhouse Gas Protocol,
a Corporate Accounting and Reporting
Standard (2009 revised edition), applying
operational control principles. Reported
values are in tons of carbon dioxide
equivalent (tCO2e).
20,794
Leased & company owned cars
8,985
Fuel combustion
29,779
NET DIRECT EMISSIONS
Scope 2: INDirect emissions
Gross electricity, including renewable electricity counted as grid
electricity of which:
81,816
• Offices & print shops
57,617
• CGI data centers
24,199
District heating & cooling
4,635
Gross indirect emissions
86,451
-20,164
Minus low carbon (>98%) electricity consumption counted as grid
electricity
66,287
NET INDIRECT EMISSIONS
Scope 3: Value chain emissions
11,897
Member owned car travel
2,310
Public transport
24,254
Air travel
999
Procured paper
1,547
Outsourced data center electricity consumption on cooling and power
management facilities
41,007
NET VALUE CHAIN EMISSIONS
137,073
TOTAL GAS EMISSIONS
The following greenhouse gas emissions report brings together CGI’s emissions
data from office energy, data center energy and travel.
Graphic representation of CGI’s emissions data in F2013
1
3
22%
1
30%
2
Direct emissions
Indirect emissions
Value chain emissions
2
48%
Page 44
3
Sweden
CGI helps Swedish cars go green
CGI is a proud supplier of the IT infrastructure for charging electric cars in
Sweden.
Green Charge Southeast is a project involving 27 municipalities and 50
companies working to introduce electric vehicles and build the infrastructure for
managing electric vehicles in a simple and sustainable way.
The Green Charge Southeast project is part of a wider initiative to achieve in
Sweden by 2030 a fleet of vehicles independent of fossil energy.
United Kingdom
CGI delivers European Space Agency eSurge project to help predict
ferocity of UK coastal flooding
December and January have proven to be wet and windy months in the UK,
with several severe storms causing major flooding from both heavy rainfall and
storm surges, as well as exceptional wave swells. The impact of storms, such
as those experienced in the UK, and the devastating Typhoon Haiyan can be
mitigated if accurate models for predicting the surges are in place.
CGI is leading delivery of the European Space Agency (ESA) eSurge project to
make satellite data more widely available to storm modelers and forecasters.
eSurge will enable forecasters and the scientific research community to make
the best use of data from the upcoming Sentinel satellites which are being
delivered as part of Europe’s Copernicus program.
The eSurge project is also working with users worldwide to facilitate sharing
of models and expertise, with the aim of helping countries with less developed
infrastructures to improve surge predictions. A dedicated storm surge training
course was held at the National Maritime College of Ireland that brought
together storm surge modelers and forecasters from across the world to review
the impact the satellite will have on the effectiveness of their models.
For more than 35 years CGI has worked in the space industry delivering
complex, mission-critical space systems. CGI works on the major European
navigation, communication and earth observation program and is a specialist in
space security and ground control systems. CGI’s software has supported the
missions of more than 200 satellites.
Canada
CGI collaborates with DRIE West to talk business continuity
Business continuity and flooding in Southern Alberta in Canada generated
discussion between CGI and the Disaster Recovery Information Exchange-West
Chapter (DRIE-West) at a co-hosted, “Hindsight”, in 2013 at Calgary, Alberta.
The flooding of Southern Alberta in June 2013 had widespread and devastating
impact upon communities and businesses in the area.
• More than five billion dollars in damages was incurred in 31 different
communities.
eSurge will not only play an important
role in helping predict potentially
disastrous storm surges but is an
excellent example of the type of
innovation that the UK Government
recognizes the UK space sector can
deliver. By leading the way in the
development and use of downstream
satellite solutions the UK can become a
major force in the space sector as well
as support UK economic growth.”
Cock Overbeek, Director of Space - UK,
CGI
• More than 120,000 Albertans were safely evacuated.
• 22 Emergency Operations Centers were active in Alberta during this time.
The disaster and recovery response to this event was swift and effective. The
city of Calgary and surrounding municipalities rallied and the response to the
flood disaster provides further testament to the enduring spirit of Albertans.
CGI, in partnership with the DRIE-West, the Alberta Emergency Management
Page 45
ENVIRONMENT
Agency (AEMA), and the city of Calgary saw the aftermath of this as an
opportunity for reflection, discussion and improvement.
On September 25, 2013, CGI and DRIE-West hosted a “lessons learned” event
called Hindsight for executives and business continuity practitioners to discuss
the business continuity practices implemented during the disaster. The purpose
was to both observe successes and identify areas of improvement so that
business continuity planners and practitioners can build even more successful
policies and plans.
France
Looking ahead
Bees make history at CGI in Amiens
Four beehives have been installed on the roof of the Oxygène building in
Amiens, to help save bees, which are currently declining to dangerously low
numbers across Europe.
With this installation initiated by Amiens sustainable development ambassador
Aurélien Gueury as well as CGI and carried out by chief beekeeper Simon
Delsalle, a CGI member, the building enters the history books. Oxygène
becomes the first building in Amiens to house beehives. Some 60,000 bees will
work side-by-side with their new CGI officemates every day.
Page 46
We will identify our key performance
indicators (KPIs), set targets on
KPIs, define programs to meet these
targets and report on this in our 2014
Corporate Social Responsibility report.
Sustainable and efficient supply
chains
We believe we have a responsibility to encourage sustainable
business practices as well as inclusion and diversity among our
thousands of suppliers around the world. In this light, responsible
supply chain management, established as CGI’s Supplier
Corporate Responsibility policy, has become a key part of every
request for proposal (RFP).
CGI is committed to high ethical standards, promoting
safe and fair working conditions and managing
responsibly environmental and social issues in its
supply chain.
Improve
Relationships Spend
Compliance Party
Environment Implementation
Dedicated
Management
Services
Policy CGI
Business
Process
Sustainability Code
Supplier Plan
Ethics
Ability
Quality
Supply chain
Commitment Work
CSR
Procurement Responsible
Responsibility
CGI’s Supplier Corporate
Responsibility Policy
Clients
CGI and its suppliers must work jointly to deliver great solutions and services
to our clients and ensure sustainable growth. We recognize the importance
of responsible supply chain management (SCM) in the light of increased
globalisation and competition. Building strong relationships with suppliers
is central to our ability to create a sustainable supply chain. It is equally
important that our suppliers share our commitment to environmental and social
responsibility.
Social
Standards
Partners
Framework Governance Vision
Efficiency World Strategic
Page 47
supply chain
Shared commitment improves the flow and quality of information critical
to continuity of supply and compliance with regulations. It contributes to
business performance by delivering goods and services to clients speedily,
cost-effectively, and efficiently. It also helps to ensure efficiency and quality
throughout the supply chain. The effectiveness of CGI’s SCM, and the ability
of CGI’s suppliers to manage their own suppliers, will impact not only CGI’s
market positioning but also CGI’s strategic decisions in choosing the right
partners, resources, and manpower.
CGI’s Supplier Corporate Responsibility policy was designed to help us work
together with our strategic suppliers to increase mutual profitability, improve
quality and drive innovation. CGI expects its suppliers to meet high standards
regarding human rights, the environment and employment issues. To that end,
the policy aims to provide suppliers with the necessary information to make
informed business decisions while working with CGI around the world.
General Overview of Procurement Process
Procurement
Procurement
Tool
Spend / PO / Receipts
Supplier
Management
New Supplier
Qualification
Process
Sourcing
Projects and
Spot-Buys
Content
Management
Contract
repository, RFP,
legal documents
Evaluation /
Assessment of
Suppliers
Reporting
Spend analysis,
savings, supplier
performance
Compliance
Internal / external audit requirements (Security, ISO, SOX...), corporate social responsibility
(CSR) criteria, local legal constraints
Sources: Wikipedia, Spend Management Sourcing Methodology, IT Software Editors specialized
on eProcurement solutions (Ivalua, SAP, Oracle)
Sustainable supplier management
Looking ahead
As a first step of our aim to put sustainability at the center of our supply-chain,
sustainable criteria have been widely integrated in all steps of our supplier
management process:
OUR PLAN FOR THE NEXT THREE
YEARS
1
The Supplier Business Profile
Every new supplier has to adhere to CGI’s Labor, Health & Safety and
Environmental standards. Bilateral agreements are signed with our suppliers
that include a dedicated section on CGI’s sustainable procurement standards
and formally spelled out business commitments.
2
The Third Party Code of Ethics
We are currently updating our Third Party Code of Ethics, which presents
CGI’s best practices and expectations on sustainability issues and ensures
that our suppliers are aligned with our vision and goals. Our top 600 suppliers
have been assessed to verify compliance to our standards and define the
improvement axis for the next three years.
3
Internal governance framework
CGI’s internal governance framework has been created to help guide our
implementation and improvement plan. It helps us build strong relationships
with suppliers developing a shared commitment to corporate social
responsibility and spend management.
Page 48
Spend Management’s three-year plan
describes our operational perspectives
and vision. It places sustainability as
a significant constituent of our overall
efficiency. As guardian of our sustainable
procurement policy, CSR artifacts will not
only apply to our supplier relationship
management through the implementation
of a dedicated supplier portal managing
environmental and societal risks, but will
also improve our internal processes (e.g.,
“no paper invoice” objective). Ultimately,
based on our global procurement policy
and on the optimization of both our
processes and tools, Spend Management
engages all necessary actions allowing
members and partners to increase
responsible commitments.
About this report
This 2013 report reviews the CSR performance of our worldwide operations for
the financial year 2013, ended on September 30, 2013. The GRI 3.1 Reporting
Framework was used to provide guidance for defining our report content.
The Global Reporting Initiative (GRI) is a non-profit organization that promotes
economic sustainability and produces one of the most prevalent standards for
sustainability reporting. The GRI Index and standard disclosures can be found
at the end of this document. Based upon our assessment, we consider this
CSR report to conform to GRI Application Level B.
CGI’s Corporate Social Responsibility
team can be contacted at
csr@cgi.com.
Boundaries and specific limitations
This report and accompanying data tables contain information on all our wholly
owned operations and subsidiaries as well as regional and corporate offices.
Their corporate social responsibility impact is fully taken into scope of this
report. Also included is the impact of assets owned, rented and leased by CGI.
Page 49
CSR is at the heart of CGI. It is
embodied within the CGI Dream
and a fundamental part of who
we are and what we do.”
Julie Godin, Executive Vice-President, Human Resources
and Strategic Planning
Page 50
GRI Index
REPORTED
Fully Reported
Partially Reported
Not Reported
Standard Disclosures Part I: Profile Disclosures
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
I. Strategy and Analysis
1.1
Statement from the most senior decision-maker of the organization.
1.2
Description of key impacts, risks, and opportunities.
p. 4
pp. 9-12,
16-17 & 48
II. Organizational Profile
2.1
Name of the organization.
p. 5
2.2
Primary brands, products, and/or services.
p. 5
2.3
Operational structure of the organization, including main divisions,
operating companies, subsidiaries, and joint ventures.
p. 5
2.4
Location of organization’s headquarters.
2.5
Number of countries where the organization operates, and names of
countries with either major operations or that are specifically relevant to
the sustainability issues covered in the report.
2.6
Nature of ownership and legal form.
pp. 5-7
F2013 Annual Report, p. 66
2.7
Markets served (including geographic breakdown, sectors served, and
types of customers/beneficiaries).
pp. 5-7
F2013 Annual Report, p. 5-6 & 16-18
2.8
Scale of the reporting organization.
2.9
Significant changes during the reporting period regarding size, structure,
or ownership.
2.10
Awards received in the reporting period.
CGI’s Awards and Rankings
pp. 6, 7
1350 René-Lévesque Boulevard West, Montreal, Quebec,
Canada, H3G 1T4, Canada
p. 5
p. 5
F2013 Annual Report, p. 5 & 16-18
III. Report Parameters
3.1
Reporting period (e.g., fiscal/calendar year) for information provided.
p. 48
3.2
Date of most recent previous report (if any).
p. 48
3.3
Reporting cycle (annual, biennial, etc.)
p. 48
3.4
Contact point for questions regarding the report or its contents.
p. 48
3.5
Process for defining report content.
p. 48
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased
facilities, joint ventures, suppliers). See GRI Boundary Protocol for
further guidance.
p. 48
3.7
State any specific limitations on the scope or boundary of the report
(see completeness principle for explanation of scope).
p. 48
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities,
outsourced operations, and other entities that can significantly affect
comparability from period to period and/or between organizations.
p. 48
3.9
Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to the
compilation of the Indicators and other information in the report. Explain
any decisions not to apply, or to substantially diverge from, the GRI
Indicator Protocols.
p. 48
CGI publishes a report on an annual basis.
In preparing the reported values, GRI indicator protocols
have been applied. Environmental data has been
prepared by applying the Greenhouse Gas Protocol.
Where practically possible, actual environmental data
was collated from invoices, supplier reports and internal
reports. Otherwise, estimations were applied. Estimations
for missing office energy data were based upon local
benchmarks per square meter of occupied office
space. Estimations of missing travel data were made by
extrapolating available travel data on an employee basis.
Greenhouse gas emission factors for energy were applied
as provided by International Energy Agency / Greenhouse
Gas Protocol, Environment Canada and USA eGrid.
Greenhouse gas emission factors for travel were taken
from Greenhouse Gas Protocol/World Resource Institute,
UK DEFRA and European train operators.
Page 51
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
3.10
Explanation of the effect of any re-statements of information provided
in earlier reports, and the reasons for such re-statement (e.g.,mergers/
acquisitions, change of base years/periods, nature of business,
measurement methods).
p. 48
3.11
Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
p. 48
3.12
Table identifying the location of the Standard Disclosures in the report.
p. 48
3.13
Policy and current practice with regard to seeking external assurance
for the report.
p. 48
No external assurance has been sought for this report.
IV. Governance, Commitments, and Engagement
4.1
Governance structure of the organization, including committees under
the highest governance body responsible for specific tasks, such as
setting strategy or organizational oversight.
pp. 13-14
Corporate Governance
F2013 Corporate Governance Committee Report
4.2
Indicate whether the Chair of the highest governance body is also an
executive officer.
pp. 13-14
F2013 Corporate Governance Committee Report, p. 4243
4.3
For organizations that have a unitary board structure, state the number
and gender of members of the highest governance body that are
independent and/or non-executive members.
pp. 13-14
F2013 Corporate Governance Committee Report, p. 4243
4.4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
pp. 13-14, CGI’s Fundamental Texts, p. 10-13
22-24
4.5
Linkage between compensation for members of the highest
governance body, senior managers, and executives (including departure
arrangements), and the organization’s performance (including social and
environmental performance).
p. 14
Corporate Governance, Compensation of Directors
4.6
Processes in place for the highest governance body to ensure conflicts
of interest are avoided.
p. 14
CGI’s Fundamental Texts, p. 15-22
4.7
Process for determining the composition, qualifications, and expertise
of the members of the highest governance body and its committees,
including any consideration of gender and other indicators of diversity.
p. 14
4.8
Internally developed statements of mission or values, codes of conduct,
and principles relevant to economic, environmental, and social
performance and the status of their implementation.
pp. 9-12,
16-17
4.9
Procedures of the highest governance body for overseeing the
organization’s identification and management of economic,
environmental, and social performance, including relevant risks and
opportunities, and adherence or compliance with internationally agreed
standards, codes of conduct, and principles.
pp. 9-10
4.10
Processes for evaluating the highest governance body’s own
performance, particularly with respect to economic, environmental, and
social performance.
p. 14
4.11
Explanation of whether and how the precautionary approach or principle
is addressed by the organization.
4.12
Externally developed economic, environmental, and social charters,
principles, or other initiatives to which the organization subscribes or
endorses.
4.13
Memberships in associations (such as industry associations) and/or
national/international advocacy organizations in which the organization:
* Has positions in governance bodies; * Participates in projects or
committees; * Provides substantive funding beyond routine membership
dues; or * Views membership as strategic.
Processes are in place to evaluate the performance of
the Board of Directors with respect to the economic
performance.
pp. 16-17, CGI is a member of The Green Grid, participates in
the Carbon Disclosure Project, and is listed in the
38
FTSE4Good Index and Dow Jones Sustainability Indices.
Additionally, CGI’s ethical commitments also reflect the
United Nations (UN) Global Compact’s ten principles.
p. 16
A few examples of CGI’s involvement in organizations
that contribute to the social advancement and economic
growth of the communities in which we operate:
1. CGI’s President and CEO is a member of the board
of directors of The Conference Board of Canada. The
Conference Board’s mission is to “build leadership
capacity for a better Canada by creating and sharing
insights on economic trends, public policy and
organizational performance”.
2. The CGI Initiative for Collaborative Government is a
public-policy project launched by CGI in partnership
with leading U.S. academic institutions. Its mission
consists of “analyzing models of government’s
collaboration with the private and nonprofit sectors in
order to identify best practices in using collaboration
to achieve mission results”.
3. CGI in the UK is a member of the Business Disability
Forum, which provides support to make it easier
Page 52
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
and more rewarding to do business with and employ
disabled people. Tim Gregory, President of CGI in
the UK, is part of the Presidents Group which brings
together leaders to identify and discuss the strategic
challenges of becoming disability-smart.
4. CGI is a member of the Swedish Finance Coalition
Against Child Pornography and Björn Ivroth, a CGI
Senior Vice-President in Sweden, is a member of
its steering committee. CGI has played a key role in
the creation of the Swedish Financial Coalition (SFC)
and is actively supporting this community program
through IT.
4.14
List of stakeholder groups engaged by the organization.
pp. 11-12
4.15
Basis for identification and selection of stakeholders with whom to
engage.
pp. 11-12
4.16
Approaches to stakeholder engagement, including frequency of
engagement by type and by stakeholder group.
pp. 11-12
4.17
Key topics and concerns that have been raised through stakeholder
engagement, and how the organization has responded to those key
topics and concerns, including through its reporting.
pp. 11-12
Standard Disclosures Part II: Disclosures on Management Approach (DMAs)
DMA EC: Disclosure on Management Approach EC
Aspects
Economic performance
p. 5
Market presence
p. 5
Indirect economic impacts
p. 27
DMA EN: Disclosure on Management Approach EN
Aspects
Materials
pp. 41-42
Energy
pp. 39-40
Water
p. 41
As a service-based company, CGI sites are not located
in or near protected areas or areas of specific value to
biodiversity.
Biodiversity
Emissions, effluents and waste
pp. 41-42
Products and services
p. 33
Compliance
p. 41
Transport
p. 44
Overall
p. 41
DMA LA: Disclosure on Management Approach LA
Aspects
Employment
p. 19
Labor/management relations
p. 19
Occupational health and safety
p. 22
Training and education
p. 20
Diversity and equal opportunity
pp. 14,
24-26
Equal remuneration for women and men
pp. 14,
24-26
DMA HR: Disclosure on Management Approach HR
Aspects
Investment and procurement practices
p. 47
CGI’s CSR Policy
Non-discrimination
p. 17
CGI considers that every person has the right to equal
treatment with respect to employment and the right to
be free of discrimination because of race, ancestry, place
of origin, colour, ethnic origin, citizenship, religion, sex,
sexual orientation, age, pregnancy, marital status, social
conditions, political beliefs, language, veteran status (U.S.
only), family status, disability or means used to overcome
a disability.
CGI’s Fundamental Texts, p. 55
Page 53
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
Freedom of association and collective bargaining
p. 47
Child labor
p. 47
Prevention of forced and compulsory labor
p. 47
Security practices
pp. 15, 18
Indigenous rights
CGI is an IT and business services provider and there
are no reported incidents of violations involving rights of
indigenous people.
Assessment
“CGI is built on sustainability principles. CGI’s ethical
commitments also reflect the United Nations (UN) Global
Compact’s ten principles.
Remediation
CGI is committed to comply, not merely with the letter,
but also with the spirit of the law, to support and respect
the protection of nationally and internationally proclaimed
human rights and to refrain from being complicit in human
rights abuses.
CGI’s Code of Ethics and Business Conduct, along with
our corporate governance practices, guide our decision
making to ensure we live up to our core values and are
open, transparent and accountable in our interactions
with all of our stakeholders. Our Code of Ethics
emphasizes the importance of conducting business
ethically and avoiding complicity in human rights abuses.”
DMA SO: Disclosure on Management Approach SO
Aspects
Local communities
pp. 27-32
Corruption
pp. 15, 17
Public policy
Anti-competitive behavior
Compliance
p. 13
DMA PR: Disclosure on Management Approach PR
Aspects
Customer health and safety
Product and service labelling
pp. 11-12
Marketing communications
Customer privacy
p. 18
Compliance
p. 13
Standard Disclosures Part III: Performance Indicators
ECONOMIC
Economic Performance
EC1
Direct economic value generated and distributed, including revenues,
operating costs, employee compensation, donations and other
community investments, retained earnings, and payments to capital
providers and governments.
EC2
Financial implications and other risks and opportunities for the
organization’s activities due to climate change.
p.5
F2013 Annual Report:
“Revenue Distribution”, p. 15
“Operating Expenses”, p. 18
“Net earnings and earnings per share”, p. 22
“Cost of services, selling and administrative”, p. 102
Since our founding in 1976, we have embraced our
corporate social responsibilities toward each of our
stakeholders. In fact, CGI is built on sustainability principles
and rooted in a proximity business model designed to bring
us closer to our communities, and in the process to our
members, clients and shareholders. Climate change is an
integrated part of our corporate social responsibility value,
which is one of the six CGI core values.
Every year, as part of our strategic planning process,
our clients, shareholders and members (employees) are
consulted on business trends, priorities and to generate
innovation ideas. Completed by external business
intelligence, including analysis of changes of relevant
regulations, the strategy process results in a new strategic
plan and operational plans.
Following our strategic need to reduce cost of energy
and provide clients with energy and carbon efficient IT
infrastructure services, we became a member of the Green
Grid and have been active investors in energy efficient
cooling facilities, server virtualization and consolidation
programs and other carbon saving initiatives ever since.
Page 54
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
Climate change is also an opportunity to deliver client
value, by providing Carbon management solutions: working
with clients to reduce energy and compliance costs by
measuring, managing and reducing carbon footprint, as
well as bench marking across facilities to identify best
practice and increase savings.
Energy supply and management presents both a risk and
an opportunity as part of our strategy. We are working
to increase our energy efficiency across the business, to
reduce our carbon footprint as well as our energy costs.
We are also providing energy management to our clients,
saving them energy and costs through intelligent use of
real-time information, stimulating behavioral change to drive
savings across buildings and factories, vehicle fleets and
street lighting.
EC3
Coverage of the organization’s defined benefit plan obligations.
F2013 Annual Report, “Employee benefits”, p. 90
EC4
Significant financial assistance received from government.
F2013 Annual Report, “Employee benefits”, p. 44
Market Presence
EC7
Procedures for local hiring and proportion of senior management hired
from the local community at significant locations of operation.
Through our client-proximity model, we organize our
operations around metro markets and client locations
allowing us to be deeply rooted in the community and
locally-accountable for the success of our clients’
projects. Therefore, hiring senior management from the
local community at significant locations of operations is
considered as key.
Indirect Economic Impacts
EC8
Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind, or pro
bono engagement.
pp. 27-32
EC9
Understanding and describing significant indirect economic impacts,
including the extent of impacts.
pp. 27-32
ENVIRONMENTAL
Materials
EN1
Materials used by weight or volume.
EN2
Percentage of materials used that are recycled input materials.
pp. 41-43
p. 42
Energy
EN3
Direct energy consumption by primary energy source.
pp. 39-40
EN4
Indirect energy consumption by primary source.
pp. 39-40
EN5
Energy saved due to conservation and efficiency improvements.
CGI has reported the total amount of indirect energy used
by indirect non-renewable sources and indirect renewable
sources in terms of intermediate energy. However, CGI has
not reported the corresponding primary energy consumed
in its production.
1. Energy efficiency - building services: Reducing
office space resulted in more efficient usage of office
areas. During 2013, CGI reduced it’s office space by
approximately 10%. This activity is a voluntary initiative,
resulting in carbon reductions primarily in Scope 2
(electricity, district heating, district cooling, applying
gross grid based carbon conversion factors) as well
as Scope 1 (office fuel combustion - Natural Gas). The
resulting energy and carbon reductions approximately
9,152 metric tonnes CO2 are permanent.
2. Internal finance mechanisms: CGI considers the total
cost of ownership including energy costs as well as
proximity to public transportation when evaluating real
estate options. Investment opportunities to reduce
energy in offices and data centers are subject to exactly
the same governance and investment portfolio process
as our regular internal investment opportunities.
EN6
Initiatives to provide energy-efficient or renewable energy based
products and services, and reductions in energy requirements as a
result of these initiatives.
pp. 33-34
EN7
Initiatives to reduce indirect energy consumption and reductions
achieved.
pp. 41-42
CGI reported the initiatives to reduce the energy
requirements of major products/product groups or
services. However, CGI has not quantified reductions
in the energy requirements of products and services
achieved during the reporting period.
Page 55
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
Water
EN8
Total water withdrawal by source.
p. 42
EN9
Water sources significantly affected by withdrawal of water.
As a service-based company, CGI doesn’t have
substantial water usage nor disposal which could
significantly affect water sources. CGI sites are not
located in or near protected areas or areas of specific
value to biodiversity.
EN10
Percentage and total volume of water recycled and reused.
We have grey water reuse facilities in place in some of
our Indian sites, but these are not metered.
Emissions, effluents and waste
EN16
Total direct and indirect greenhouse gas emissions by weight.
p. 43
EN17
Other relevant indirect greenhouse gas emissions by weight.
EN18
Initiatives to reduce greenhouse gas emissions and reductions
achieved.
pp. 39-42
EN22
Total weight of waste by type and disposal method.
pp. 39-42
p. 43
Products and services
EN26
Initiatives to mitigate environmental impacts of products and services,
and extent of impact mitigation.
pp. 33-34
Compliance
EN28
Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with environmental laws and regulations.
During F2013, CGI was not penalized for any violations of
environmental or social regulations.
Transport
EN29
Significant environmental impacts of transporting products and other
goods and materials used for the organization’s operations, and
transporting members of the workforce.
pp. 39-41
Social: Labor Practices and Decent Work
Employment
LA1
Total workforce by employment type, employment contract, and region,
broken down by gender.
pp. 21-24
LA2
Total number and rate of new employee hires and employee turnover by
age group, gender, and region.
p. 23
LA3
Benefits provided to full-time employees that are not provided to
temporary or part-time employees, by major operations.
Total workforce break up by gender and gender break-up
based on the scale of the organization’s operations are
reported.
Total rate of employee voluntary turnover is reported.
pp. 19-26
Labor / management relations
LA4
Percentage of employees covered by collective bargaining agreements.
p. 16
Respect and corporate social responsibility are two of
these core values. Thus, we continue to be committed
to unyielding integrity and high standards of business
conduct in everything we do. Incidentally, CGI’s ethical
commitments align with the United Nations (UN) Global
Compact’s ten principles.
The quality of the relationship between management and
members within CGI is a cornerstone of our corporate
culture. We are committed to seeking the best equilibrium
among the legitimate interests of our three stakeholders
(our members, our clients and our shareholders). This
greatly contributes to create employment conditions
which foster mutual trust between management and
employees. CGI recognizes and respects the right of
members to freely join worker organizations of their
choosing and enter into valid collective bargaining
associations as permitted by law.
Occupational health and safety
LA8
Education, training, counseling, prevention, and risk-control programs
in place to assist workforce members, their families, or community
members regarding serious diseases.
p. 21-26
Training and education
LA10
Average hours of training per year per employee by gender, and by
employee category.
Page 56
pp. 15, 18,
20
Profile
Disclosure
Description
LA11
Programs for skills management and lifelong learning that support the
continued employability of employees and assist them in managing
career endings.
LA12
Percentage of employees receiving regular performance and career
development reviews, by gender.
Reported
Cross
Reference Remarks
pp. 20, 21
p. 23
Diversity and equal opportunity
LA13
Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority group
membership, and other indicators of diversity.
p. 24
Gender diversity (management and non-management) is
reported.
p. 47
We are currently updating our Third Party Code of Ethics,
which presents CGI’s best practices and expectations on
sustainability issues and ensures that our suppliers are
aligned with our vision and goals. Our top 600 suppliers
have been assessed to verify compliance to our standards
and define the improvement axis for the next three years.
Social: human rights
Investment and procurement practices
HR2
Percentage of significant suppliers, contractors and other business
partners that have undergone human rights screening, and actions
taken.
HR3
Total hours of employee training on policies and procedures concerning
aspects of human rights that are relevant to operations, including the
percentage of employees trained.
pp. 15, 16,
18
Freedom of association and collective bargaining
HR5
Operations and significant suppliers identified in which the right to
exercise freedom of association and collective bargaining may be
violated or at significant risk, and actions taken to support these rights.
p. 47
CGI is built on sustainability principles. CGI’s ethical
commitments reflect the United Nations (UN) Global
Compact’s ten principles. We also encourage our
suppliers to adopt environmental friendly practices, thus
extending our influence across the supply chain.
Every new supplier has to adhere to CGI’s Labor, Health &
Safety and Environmental standards. Bilateral agreements
are signed with our suppliers that include a dedicated
section on CGI’s sustainable procurement standards and
formally spelled out business commitments.
Child labor
HR6
Operations and significant suppliers identified as having significant risk
for incidents of child labor, and measures taken to contribute to the
effective abolition of child labor.
p. 47
Prevention of forced and compulsory labor
HR7
Operations and significant suppliers identified as having significant risk
for incidents of forced or compulsory labor, and measures to contribute
to the elimination of all forms of forced or compulsory labor.
p. 47
Page 57
Profile
Disclosure
Description
Reported
Cross
Reference Remarks
Social: society
Local communities
SO1
Percentage of operations with implemented local community
engagement, impact assessments, and development programs.
SO9
Operations with significant potential or actual negative impacts on local
communities.
p. 4
SO2
Percentage and total number of business units analyzed for risks related
to corruption.
p. 17
SO3
Percentage of employees trained in organization’s anti-corruption
policies and procedures.
p. 17
pp. 27-32
As a service-based company, CGI doesn’t have any
operations with significant potential or actual negative
impacts on local communities. However, as mentioned
in our CEO statement, CGI accentuated its efforts to
minimize the impact of our operations on the environment
through the implementation of numerous initiatives
outlined further in this Report. These best practices not
only helped us reduce our ecological footprint, but they
also generated positive spin-offs in terms of efficiency,
profitability, and the well-being of our members and the
communities in which we operate. On the subject of
communities, we once again lent our support in various
forms to hundreds of different organizations, and, for their
part, a multitude of our members devoted their time and
energies to a host of worthy causes dear to their heart.
Corruption
Social: product responsibility
Product and service labelling
PR5
Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction.
pp. 11-12
Marketing communications
PR6
Programs for adherence to laws, standards, and voluntary codes
related to marketing communications, including advertising, promotion,
and sponsorship.
Page 58
pp. 15-17
A steadfast commitment
to corporate social
responsibility
We take seriously our obligation to best serve our
stakeholders and to improve the social, economic
and environmental well-being of the communities in
which we live and work.
Corporate social responsibility is part of the essence of who we are—it
is built into the CGI dream on which we were founded, and sustained
through our values and local operating model.
We have a culture of giving and strategically manage our resources to
best benefit our professionals, clients, shareholders, communities and the
environment. We are committed to:
To provide our professionals with health, wellness and ownership programs
that positively influence their well-being and satisfaction.
To partner with our clients to deliver energy and environmental sustainability
solutions and to collectively support charitable causes.
To provide our communities through causes that improve their social,
economic and environmental well-being.
To improve the environment through environmentally-friendly operating
practices, community service activities and green IT offerings.
To operate ethically through a strong code of ethics and good corporate
governance.
Page 59
Founded in 1976, CGI is a global IT and business process services provider delivering
high-quality business consulting, systems integration and managed services. With
68,000 professionals in 40 countries, CGI has an industry-leading track record of
delivering 95% of its projects on-time and on-budget, aligning our teams with clients’
business strategies to achieve top‑to‑bottom line results.
cgi.com
Experience the Commitment, CGI Collections360, CGI Trade360, Exploration2Revenue, Pro Logistica,
Ratabase, Sovera and Tapestry are trademarks or registered trademarks of CGI Group Inc. or its
Experience the commitment ®
related companies.
Page 60

2013 report

Transcription

Similar documents

The Flipside Newsletter Spring 2014

- Punto y Raya Festival

CGI ProAction

full story - John Iacovelli

Practical Applications for Compacted Graphite Iron

Basic HTML Programming

Visual Communication Images with Messages Chapter 10: Cartoons

The Power of Education Is In Your Hands

GP1200R ENGINE ASSEMBLY