Capgemini’s Journey to Achieve Net Zero by 2040

Five years after setting its target to become net zero by 2040, Capgemini has released a review of its progress.

“The ambition to become a net zero business by 2040, aligned to the SBTi Corporate Net-Zero Standard, has shaped how we operate across all areas of our business,” says James Robey, Global Head of Environmental Sustainability at Capgemini.

“We have taken clear action across travel, sites, supply chain, technology and governance to embed sustainability at scale.

“The review brings together the lessons learned and highlights the key shifts that have enabled transformation. It provides transparency on the structural changes and operational decisions required to deliver emissions reduction across all scopes.

“I am pleased that this review supports continued learning across our organisation and our wider ecosystem. It reinforces our long-term commitment to decarbonisation and sustainable growth.”

From pledge to science‑aligned net zero

Capgemini first set its ambition to become a net zero business in 2020, later aligning its targets with the Science Based Targets initiative’s Corporate Net‑Zero Standard. The company is aiming for a 90% reduction in Scope 1, 2 and 3 emissions by 2040 versus a 2019 baseline, with the remaining 10% neutralised via carbon removals.

Near‑term 2030 targets include an 80% absolute cut in Scope 1 and 2 emissions, a 55% per‑employee reduction in business travel and commuting and a 50% absolute reduction in emissions from purchased goods and services. These goals are underpinned by supporting commitments such as 100% renewable electricity by 2025 and a fully electric company car fleet by 2030.

“Five years ago, we set out on an ambitious journey to become a net zero organization,” says Sarika Naik, Chief Corporate Responsibility Officer at Capgemini.

“Today, I’m proud to say we’ve made significant progress, not just in reducing emissions, but in transforming how we run as a business.

“A transformation at this scale is challenging. We’ve had to rethink our way of operating and how we deliver our core services as well as navigate evolving regulations. We’ve learned that progress is not linear. It requires agility and a willingness to adapt.

“As we look ahead, we remain committed to reaching net zero, guided by science, driven by innovation, and grounded in accountability. The next phase will be even more transformative.”

Decarbonisation results in the first five years

The report shows that Capgemini has already exceeded its 2040 Scope 1 and 2 reduction target, cutting these emissions by 93% in 2024 compared with 2019. Renewable electricity now accounts for 98% of the group’s power use, up from just 28% in 2019, supported by on‑site solar in India and procurement of renewable attributes and power purchase agreements.

Scope 3 performance is more mixed but still material: overall Scope 3 emissions including supply chain are down 26% versus 2019 despite significant business growth. Business travel emissions per employee have fallen 62% and commuting emissions per employee 49%, aided by smart travel policies, EV programmes and granular country‑level travel dashboards.

Data, governance and local action

A central theme is the role of data as the backbone of Capgemini’s environmental strategy, with a centralised carbon accounting platform now processing more than a million data points a month and covering more than 99.8% of global operations by headcount. 

Country‑level dashboards make carbon an everyday management metric, enabling rapid interventions when trends deviate from targets.

This data engine sits within a robust governance model anchored by a Net Zero Board of senior executives, cross‑functional committees and ISO 14001‑certified environmental management systems covering 98% of the group by headcount. 

Capgemini stresses a “global framework, local activation” philosophy: high‑level science‑based targets, but implementation customised to local regulation, infrastructure and maturity, from Indian solar parks to European commuting schemes.

Seven lessons for corporate net zero

The review distils seven organisational lessons that include treating net zero as a full business transformation rather than a sustainability side‑project, embedding responsibility into core functions such as IT, procurement, HR and facilities. 

The lessons focus on:

1. High-quality data
2. Local activation
3. Cross-functional integration
4. Embracing complexity and incremental change to accelerate momentum and innovation 
5. Holistic perspective
6. Going beyond compliance
7. Transparency and communication.

Net zero as client value and market signal

Capgemini is explicit that its biggest climate lever is its client work, not its own footprint, and has built a 300‑strong sustainability domain team delivering 5,000 projects to 700 clients in 2024 alone.

Its sustainability offer now spans strategy and governance, sustainable products, low‑carbon operations and supply chains, sustainable IT, and data and AI for sustainability, often drawing on solutions first proven internally, such as the Energy Command Center.

​The next five years for Capgemini

Looking ahead, the report is candid about unresolved questions around Scope 3 data, credible transition plans, technology’s growing energy demand and the scaling of trustworthy carbon removals. 

The next phase less as a communications challenge and more as an execution race: moving from pledges and plans to “proof” through measurable, system‑level change by 2030 and beyond.

“Since becoming CEO in 2020, I’ve made climate action a strategic imperative for Capgemini,” says Aiman Ezzat, CEO, Capgemini.

“Our commitment to reach net zero by 2040 is more than a pledge, it’s a commitment to a complete transformation of our business, our culture and our impact. We’ve embedded sustainability into the very fabric of our operations and our services, enabling us to help clients decarbonise and innovate responsibly. We’ve made strong progress. 

“The road ahead will demand even greater collaboration, transparency and bold thinking.”