Capgemini: Managing Risk Profiles by Providing End-to-End Services

Zhiwei Jiang, Global Head of Insights & Data
Rapidly changing business dynamics, fluctuating value of foreign currencies, and the never-ending complexities of operating in multiple geographic locations have propelled modern financial institutions to focus more on a robust and integrated risk oversight. From being merely a routine task, risk management has evolved to a critical enterprise-wide requirement. In such a scenario, the management needs a clear understanding of the complete risk exposure across the enterprise and the ways it can impact the balance sheet. Paris-based global consultancy, Capgemini and its Global Financial Services sector have end-to-end services that help such organizations create a high definition image of risk across the enterprise, and help them map risk types and manage risk profiles. “At Capgemini, we are focused on managing risk across a highly complex regulatory landscape. Our global practice and Risk and Compliance Center of Excellence bring together the latest in risk tools and technology, regulatory expertise and analytics, to help organizations ensure they can effectively mitigate various types of risks,” says Zhiwei Jiang, Global Head of Insights and Data, Capgemini Financial Services. “We offer specific regulatory reporting, stress testing, credit risk, market risk solutions, enterprise risk management solutions which provide the unique value of unparalleled risk expertise, proven risk models and roadmaps, along with extensive global rightshore delivery to the market.”

Capgemini bridges the gap between finance and risk with its distinct SaaS based offerings which delivers sustainable value to its clients. The company’s ERM platform supports software suites from Oracle and IBM.

The company tends to look at data acquisition in terms of risk and finance alignment and focuses on risk, and data models. Capgemini has three keys for aligning the risk and finance functions for efficient integration. “We help organizations have a common view of the acquired data on the risk and finance in order to maintain consistency,” says Zhiwei. The second is the usage of layering data assets.
Capgemini ensures that those models are built so that the finance and the risk side of a firm are able to show the data in a way that makes sense for the very existence that they both have and the use they have. The third aspect is that Capgemini works with the firm from testing through securing those very specific risk offerings to ensure that the client gets their required risk model in place.

Capgemini takes the risk out of the company’s hands, so the CIOs can focus on business operations

“We have got the knowledge and the repository within our intellectual property as well as the expertise of our risk team. We not only bestow solution capabilities that clients want, but also the vertical information capability, and that sets us apart from the competition,” says Zhiwei. Capgemini takes risk out of a company’s operations, so the CIOs can focus on core business operations that add value to the customer. The companies’ global Risk Management and Compliance Center of Excellence has successfully delivered over 500 Risk and Compliance projects in the last two years, including 100 Basel projects.

For instance, Capgemini helped a tier one global bank in terms of navigating the BCBS 239 (Basel Committee on Banking Supervision) 14 rules for risk reporting. “In the BCBS 239, programs often get overlapped depending on the size of organization in terms of the C level executives,” says Jiang. Here, Capgemini helped the bank to map the solutions of the 14 principals and also helped them bring in change across the organization.

Moving forward, Capgemini aims to help banks, insurers and capital market companies to make the most of their data and convert them into actionable insights via the use of cloud-based analytics services which could drive tangible value to their bottom line.

Capgemini News

79% of consumers are changing their purchase preferences based on social responsibility, inclusiveness, or environmental impact

Paris - “ A new report from the Capgemini Research Institute examines the impact sustainability has on consumer purchasing patterns and how well consumer product and retail (CPR) organizations understand consumer expectations. The report, Consumer Products and Retail: How sustainability is fundamentally changing consumer preferences, finds that sustainability has risen up the customers agenda: 79% of consumers are changing their purchase preferences based on social responsibility, inclusiveness, or environmental impact. Moreover, COVID-19 has increased consumer awareness and commitment to buying sustainably: 67% of consumers said that they will be more cautious about the scarcity of natural resources due to the COVID-19 crisis, and 65% said that they will be more mindful about the impact of their overall consumption in the new normal.

Sustainability concerns are now influencing consumer behavior among more than half the population: 53% of consumers overall and 57% in the 18-24 age group have switched to lesser known brands because they were sustainable. More than half of consumers (52%) say that they share an emotional connection with products or organizations that they perceive as sustainable. 64% say that buying sustainable products makes them feel happy about their purchases (this reaches 72% in the 25-35 age group).

CPR organizations also understand the benefits sustainability has on their relationships with customers: 77% indicate sustainability leads to increases in customer loyalty, while 63% say it increases brand revenue.

Both consumers and enterprises have a lot more to learn about sustainability

Despite intentions to be sustainable, there is a gap between what consumers think they know, and what they actually know, about sustainability: 78% of consumers are not aware that it takes 1,000 liters of water to produce a chocolate bar and 68% are not aware that an average burger results in more emissions than driving 15km in a large car. Nearly 68% of consumers who purchased these products were willing to purchase a more sustainable product once they were made aware of the sustainability issues. This highlights the need for more sustainability-related information to be available for consumers and reinforces the importance of brands driving the sustainability agenda.

However, a knowledge gap also exists among retailers and manufacturers who think their shoppers know more than they do. 65% of executives say their consumers are very much aware of their sustainability initiatives, but 49% of consumers say they do not have any information to verify the sustainability claims of products, and 44% say they do not trust product sustainability claims.

Most organizations are just scratching the surface of sustainability

Nearly 80% of organizations mention the impact on margins or cost overruns as a challenge in scaling sustainability initiatives and for almost three in four organizations, other issues take priority.

Three out of four (75%) of CPR organizations say they have a strategy, infrastructure, and resources in place to drive sustainability and circular economy efforts. However, when it comes to deploying company-wide initiatives that have impact, less than one quarter of organizations have managed this.

Moreover, different facets of operations are seeing different levels of success. The most commonly scaled initiatives are fair labor policies and safe working conditions with 48% of organizations claiming to have achieved scale in these areas. In contrast, sustainable IT, which involves reducing the impact of the digital footprint (such as energy efficiency in data centers), is being scaled by just 18%.

Moreover, despite the pandemic bringing a renewed focus on the circular economy, just 18% of executives have invested in circular economy initiatives and only 35% plan to invest in this area in the next three years.

Pia Heidenmark Cook, Chief Sustainability Officer at Ingka Group says, I think a challenge that many organizations face is change management. A perception many organizations have is that sustainability is more expensive. However, they do not realize that initiatives like waste reduction or energy efficiency will reduce your operational costs. So, I would say the key challenge that stands in the way of sustainability is change management “ showing the business case, why it makes sense, and influencing and inspiring people to understand why it makes a difference.

Capgeminis report identifies four best practices for accelerating sustainability that organizations can emulate to drive sustainability programs in the long run:

• Educate consumers and empower employees to embed sustainable practices: Organizations must play a key role in highlighting the sustainability footprint of their products, because consumer awareness of the environmental impact of many products is low

• Position technology at the core of sustainability initiatives: It is important that organizations map technology use cases back to the broader sustainability goals of the organization, to ensure measurable return on investment

• Bring in robust governance for sustainability: Robust governance helps an organization to scale its sustainability strategy across business units, oversee the objective-setting and reporting processes, and strengthen relations with external stakeholders

• Collaborate with the broader ecosystem for a larger impact: Sustainability-led collaborations within the internal network helps to create shared commitments across networks and alleviate the environmental and social impacts deeply embedded in the supply chains of the sector


Paris, France

Zhiwei Jiang, Global Head of Insights & Data and Karen Schneider, Global Marketing Director

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