ally two or three-fold ,” he explains . “ Part of it was about really understanding the material impact that the business had from an environmentally sustainable perspective . So , we put into place some detailed measurements so we could understand our environmental impacts .”
Robey then orchestrated some bold targets for the UK business . “ At the time , very few people were touching sustainability targets so it was quite a challenge in the sense that you couldn ’ t just go out there and benchmark your targets against everybody .”
Three key areas Robey identified as being in need of refinement from a sustainability perspective was around travel , energy and Capgemini ’ s carbon footprint . “ We decided to set bold targets on the ground . The scale of the challenge means bold targets are needed . And in many ways , it ’ s better to set a really big target and get somewhere near that target than it is to set a really low and easy target and get over it because you ’ re still making less of an impact .”
“ We ’ ve always brought the business with us and one of the things we did right at the beginning of the programme was to create a sustainability board for the
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