Accenture Corporate Citizenship Report 2018

IMPROVING
THEWAYTHE
WORLDWORKS
ANDLIVES
Corporate Citizenship Report 2018

CONTENTS
OVERVIEW
INNOVATING FOR SOCIETY
SHAPING RESPONSIBLE BUSINESS
PERFORMANCE DATA TABLE
ON THE COVER
Every day, Accenture people turn technology into innovations designed to transform society at scale and
in a responsible way. Accenture Digital Analyst Lucía Andrada Cámara is one of those innovators.
As part of the team that created XR4 Hospitality, an immersive virtual reality training tool, she is preparing
aspiring hospitality workers in Madrid to succeed in an increasingly complex work environment.
“XR4 Hospitality will really prepare them to face the digital transformation that is taking place. It teaches
them that technology is their ally, and it can help make their lives better,” said Lucía.
Our innovators are bringing the world into “the New.” The ideas they have, the innovations they create and
the partnerships they develop have a ripple efect that changes the lives of millions for the better.
At left: Skills to Succeed interns in our Washington, DC locations work on projects ranging from
developing mobile apps to assisting on our help desk, serving in client-facing roles...or even working on
our corporate citizenship team.

OVERVIEW
ALETTERFROM
OURLEADERS
The post-digital era brings economic and social uncertainties.
At the same time, the power of intelligent technologies is radically
disrupting long-standing paradigms and eroding trust. We believe
businesses must step up and positively impact society at a scale
that makes a diference.
Corporate citizenship has always been fundamental to the way
Accenture operates. Guided by our responsibility to our people,
clients, communities and the environment, we use our understanding
of technology and its impact to help create more-inclusive societies
that ofer more opportunities to more people.
This commitment is brought to life by our diverse collective of
innovators who shape ideas into far-reaching solutions to complex
societal challenges. Together we are working to improve the lives
of millions, now and for the next generation.
Our 2018 Corporate Citizenship Report illustrates how we are:
Innovating For Society
• Skilling for the future: We committed more than US$200 million over three
years to help equip people around the world with job skills for the digital age.
• Closing employment gaps: Along with our strategic partners, we have
equipped more than 2.8 million people with the skills to get a job or build a
business through Skills to Succeed.
• Helping youth envision careers: Together with Save the Children, a Skills to
Succeed partner, we developed and are testing BecaXR—an augmented
and virtual reality tool that helps students and out-of-school youth in
Vietnam visualize potential career paths.
• Improving senior citizens’ lives: Our virtual homecare platform, piloted in
the United Kingdom, uses artificial intelligence (AI) to help older people
manage their well-being. The platform supports seniors in taking medication,
completing daily exercises, accessing reading and learning materials—and can
also spot abnormalities in behavior and alert family or friends.
OVERVIEW CORPORATECITIZENSHIPREPORT | 3

Shaping Responsible Business
• Embracing diversity as a source of creativity and competitive
differentiation: By the end of 2018, we grew our workforce to
more than 42 percent women—up from 41 percent the prior
year—toward our goal of a gender-balanced workforce by 2025.
• Addressing climate change: We set a science-based target,
committing that by 2025, we will reduce our absolute
greenhouse gas emissions by 11 percent from our 2016 base
year. Accenture is the largest professional services company
to make this type of commitment.
• Transforming our supply chain approach: We are going beyond
responsible buying, embracing an overarching philosophy
we call Procurement Plus—we work with suppliers to advance
key priorities, including sustainability, diversity, human rights and
innovation.
• Helping organizations root out ethical problems: We have
established an AI-specific code of ethics and business values,
and have developed a blueprint for companies looking to
embrace a Responsible AI operating model.
In closing, we would like to thank our Accenture people around the world
for their contributions in this space—with 477,000 people and a diverse
ecosystem of partners, we can work at scale and influence the decisions
and behaviors of those around us. Together, we are taking the best of
Accenture and collaborating to efect positive change around the world.
David P. Rowland
Interim Chief
Executive Oficer
Laurence Morvan
Chief of Staf – Ofice of
the CEO & Corporate Social
Responsibility Oficer
Jill Huntley
Managing Director
Global Corporate
Citizenship

ACCENTUREATAGLANCE
We serve more than three-quarters of the FORTUNE Global 500, driving innovation to improve
the way the world works and lives. With expertise across more than 40 industries and all business
functions, we deliver transformational outcomes for a demanding new digital world.
As we rapidly rotate our business to “the New”—digital-, cloud- and security-related services,
enabled by new and innovative technology—we are helping clients create sustainable value for their
stakeholders. We are proud that 97 of our top 100 clients have been clients for 10 years or more.
477,000
people serving clients in
more than 120 countries
$23B
in revenue from digital-,
cloud- and security-
related services
nearly
$800M
invested in research and
innovation to develop
leading-edge ideas
$927M
invested in the
development of
our people
$39.6B
annual net revenues
$658M
invested in acquisitions
6,800
patents and pending
patent applications
in 44 countries
$87M
invested in corporate
citizenship eforts
Note: All figures are US dollars and are as of fiscal year-end 2018 (August 31, 2018), with the exception of
approximate headcount (as of February 28, 2019).

OURREPORTINGAPPROACH
Our 2018 Corporate Citizenship Report details the impact we made across our corporate citizenship
reporting framework in two areas: Innovating For Society and Shaping Responsible Business.
The report explores our corporate citizenship goals, progress and performance across our global
operations during fiscal 2018 (ended August 31, 2018), unless otherwise noted. Our previous reports
are available on accenture.com.
Accountability and transparency are priorities for Accenture and are part of the foundation on which
we build trust with our clients, our people, our investors and other stakeholders. We continually take
steps to strengthen our reporting approach through ongoing stakeholder engagement and voluntary
adherence to global non-financial reporting standards.
For our 2018 report, we continue to align with the GRI Standards as a basis for disclosure. For more
information, please see the Reporting Prioritization section and our GRI Content Index.
We disclose our key non-financial metrics in our Performance Data Table, including data from the last
three years. More information about our global corporate citizenship activities, including our most
recent CDP response, is available on accenture.com. Additionally, Accenture holds a range of industry-
wide external certifications that are relevant to corporate citizenship, including ISO® 14001, ISO® 27001
and OHSAS 18001. Current financial and governance information about Accenture can be found in our
recent Annual Report and 2018 Proxy Statement.
UN Global Compact
This report serves as our tenth Communication on Progress to the United Nations Global Compact
(UNGC) that we signed in January 2008, and it documents our progress to implement the 10 Principles
as a member of Global Compact LEAD, which focuses on raising sustainability performance. For a
detailed look at our progress toward addressing the 10 Principles, see our UNGC Index.
We are very proud that since
“2008, Accenture has been
committed to the 10 Principles
of the United Nations Global
Compact and supporting their
eforts to advance sustainability,
gender equality and human
rights. These vital endeavors
align with our core values and
our commitment to ethical
leadership as we strive to
address some of the world’s
most pressing issues.”
David P. Rowland
Interim Chief Executive Oficer

W
As a LEAD member, we are committed to working toward implementing
the Blueprint for Corporate Sustainability Leadership and sharing
related outcomes and learnings with the broader universe of companies
in the Global Compact. As part of our ongoing commitment, we actively
engage with the UNGC’s UK Network’s Modern Slavery Working Group
and its Diversity & Inclusion Network and are participants in the
UNGC’s Decent Work in Supply Chains Action Plan Program.
We also aim to align our Environment, Social and Governance (ESG)
goals with the Sustainable Development Goals (see Goals & Progress).
Our goals represent Accenture’s commitment to the seven Sustainable
Development Goals most relevant to our business and society,
contributing our resources and encouraging others to do likewise
to realize the shared value of these 2030 objectives.
Stakeholder Engagement
We regularly engage internal and external stakeholders regarding our
goals, our progress and performance to improve our reporting. We use
input from a variety of groups to inform our approach and align more
closely with stakeholder expectations (see table at right).
In a combined efort by our Investor Relations, Corporate Citizenship and
Legal teams, we reached out to our top 50 shareholders in August through
October 2018 to discuss our commitment to corporate citizenship and
environmental-, social- and governance-related matters. Additional details
on this initiative can be found in the Ethics & Governance section of our
chapter on Shaping Responsible Business.
STAKEHOLDERGROUP EXAMPLESOFENGAGEMENT
CLIENTS Satisfaction surveys, client account lead relation-
ships, project quality-assurance processes,
conferences and events, responses to information
requests (e.g., CDP Supply Chain, EcoVadis)
CURRENT Surveys, internal memos and webcasts,
ACCENTURE PEOPLE accenture.com, social media, Business Ethics
Helpline, focus groups, employee resource groups
INVESTORS Quarterly earnings calls, investor and analyst
conferences, responses to investor questionnaires
(e.g., CDP Climate Change, Dow Jones
Sustainability Indices, Institutional Shareholder
Services), Investor Relations team outreach
SUPPLIERS CDP’s Supply Chain program, Supplier Standards
of Conduct, Diverse Supplier Development
Program, training and mentorship
GOVERNMENTS, Political Contributions and Lobbying Policy,
MULTI-LATERALS & discussions via Government Relations team
POLICY MAKERS
NONPROFIT PARTNERS &
FOUNDATIONS
Long-term, strategic nonprofit partnerships
in support of Skills to Succeed, employee
volunteering and giving, grantee relationships
via Accenture Foundations, advocacy and
societal change through cross-sectoral
coalitions, national and international forums
POTENTIAL RECRUITS, Social media, accenture.com, careers blog,
ALUMNI & CIVIL SOCIETY alumni forums and events, news releases

Reporting Prioritization
To prioritize our report content, we review our non-
financial materiality matrix annually to ensure the
topics remain accurate and relevant. Since our last
report, Environmentally Sustainable Procurement has
increased in importance to our business as reflected
by the expansion of procurement emissions in our
new carbon reduction target. Additionally, while waste
remains a topic of interest among our stakeholders
through various questionnaires, we assess that it has
become a topic of less interest to stakeholders relative
to other comparable topics such as energy and water.
Human rights continue to be an important focus for our
stakeholders—the areas of human rights that are most
relevant to our business and operations are indicated
within the materiality matrix. Topics not included on
this matrix are not considered relevant for our non-
financial disclosures. A full review of this prioritization
is scheduled for fiscal 2019 and will be reflected in
our next annual Corporate Citizenship Report.
GRI Note: The outlined sections of the matrix indicated at
right contain the most material non-financial topics in scope
for reporting with the GRI Standards that are included in our
GRI Content Index. For each topic, our list of definitions of
material topics references the specific Standards used as well
as Management Approach information. This report has been
prepared referencing the GRI Standards. For more information
about these Standards, please visit the GRI website.
IMPORTANCETOEXTERNALSTAKEHOLDERS
• Energy Use
• Water
• Carbon Emissions
• Compliance with Social
Regulation
• Inclusion, Diversity & Equal
Opportunity*
• Talent Attraction &
Development
• Employee Well-being*
• Waste, including e-waste • Community Giving,
Engagement & Social Impact
• Compliance with
Environmental Regulation
• Enabling Clients‘ Sustainability
• Environmentally Sustainable
Procurement
• Human Rights in the
Supply Chain*
• Top-level Governance of
Environmental & Social Issues
• Data Privacy & Security/
Cybersecurity*
• Ethics & Integrity*
• Employment Conditions
and Working Practices
for Our People*
• Digital Responsibility
• Supporting Suppliers’
Sustainability
• Indirect Economic Impacts
• Distributed Economic Value
• Alignment with Voluntary
Environment, Social &
Governance Standards
• Consistency in Public
Policy & Advocacy
• Supplier Diversity
MEDIUMVERYHIGHHIGH
MEDIUM HIGH VERY HIGH
IMPORTANCE TO BUSINESS
*Potential human rights impact

GOALS&PROGRESS
Innovating For Society KEY: Ongoing In Progress Achieved
GOAL PROGRESS UPDATE SDG*
DEMAND-LED SKILLING
By the end of fiscal 2020, we will equip more than 3 million people
with the skills to get a job or build a business.
EMPLOYMENT & ENTREPRENEURSHIP OUTCOMES
By the end of fiscal 2020, we will increase our focus on the
successful transition from skill-building programs to sustainable jobs
and businesses, and improve our collective ability to measure and
report on these outcomes.
To date, we have equipped more than 2.8 million people with workplace
and entrepreneurial skills.
In the last five years, our largest initiatives with measurable outcomes
have helped more than 515,000 people around the world obtain a job or
build a business. This represents approximately half of the 1.04 million
people who were equipped with skills. To date, our programs helped
more than 800,000 people get a job or build a business.
COLLABORATION FOR SYSTEMIC CHANGE We convene or participate in cross-sectoral partnerships, both nationally
By the end of fiscal 2020, we will bring together organizations and internationally. This year, we launched Inclusive Future of Work: A
across sectors to create large-scale, lasting solutions aimed at Call to Action to build an ecosystem of partners to support workers in
closing global employment gaps. roles at risk of automation by developing solutions for “new skilling.”
*Our Corporate Citizenship eforts support several Sustainable Development Goals (SDGs)

GOALS&PROGRESS
Shaping Responsible Business KEY: Ongoing In Progress Achieved
INCLUSION & DIVERSITY
By the end of 2025, we will achieve a gender-balanced workforce,
with 50 percent women and 50 percent men.
INCLUSION & DIVERSITY
By the end of 2020, we will increase the diversity of our leadership
by growing our percentage of women managing directors to at least
25 percent worldwide.
By the end of 2018, our global workforce comprised more than
42 percent women—up from 41 percent in 2017.
By the end of 2018, 22 percent of our managing directors were
women—up from 21 percent in 2017.
In fiscal 2018, we achieved more than 5 percent reduction from our fiscal
2016 base year, a reduction of more than 67,000 metric tons largely due
to increased use of renewable energy and reductions in air travel.
NEW – REDUCING GREENHOUSE GASES
By 2025, we will reduce our absolute greenhouse gas emissions
by 11 percent from our 2016 base year, which represents a 65
percent absolute reduction in scope 1 and 2 emissions, and
represents a 40 percent per unit of revenue intensity reduction
for scope 1, 2 and 3 GHG emissions over the same time period.

GOALS&PROGRESS
Shaping Responsible Business KEY: Ongoing In Progress Achieved
ENABLING CLIENT SUSTAINABILITY
By the end of fiscal 2020, we will begin to measure and
report the impact of our work with clients and suppliers
in key areas of sustainability.
SUPPLIER SUSTAINABILITY
By the end of fiscal 2020, we will expand to 75 percent the
percentage of our key suppliers who disclose their targets
and actions toward emissions reduction.
In fiscal 2018, we continued to measure the impact of our services
with clients, resulting in approximately 301,000 metric tons of
realized CO2
savings, and more than 2.6 million metric tons of
additional CO2
savings identified.
Through fiscal 2018, more than 74 percent of our suppliers
disclosed their targets, and more than 80 percent disclosed
their actions toward emissions reduction.
SUPPLIER INCLUSION & DIVERSITY
Through our Diverse Supplier Development Program (DSDP),
we will develop a total of 170 small, medium and diverse suppliers by
the end of fiscal 2020.
ETHICS TRAINING
We will strive to maintain employee completion rates in the high
90th
percentile for our Ethics & Compliance training each year.
Through fiscal 2018, we developed 144 small, medium and diverse
suppliers through our DSDP.
In fiscal 2018, we maintained employee completion rates of more
than 98 percent for our Ethics & Compliance training.

AWARDS&RECOGNITION
Recognized among
FORTUNE’s
World’s Most Admired Companies
for 17 consecutive years;
ranked No. 1 in IT Services
category for six years
Included on
Dow Jones
Sustainability Index
North America and
FTSE4GOOD
Global Index,
marking 14 consecutive years
Included for the second
consecutive year on
CDP’s
Supplier Engagement Leader
Board, recognizing companies
that are reducing emissions and
lowering climate-related risks
within their supply chains
Recognized among
Ethisphere’s
World’s Most Ethical Companies,
Recognized on
DiversityInc’s
Top 50 Companies for Diversity,
and seven years in the Top 15
Received a perfect score on
Human Rights
Campaign’s
Corporate Equality Index
each year since 2008
Included on the
Bloomberg
Gender-Equality Index for the
second consecutive year
Received a perfect score on the
Disability
Equality Index
for the second consecutive year
Ranked No. 1 on
Barron’s
New Most Sustainable
International Companies list
Recognized among
Working Mother’s
100 Best Companies,
in the US and three consecutive
years in India
Included on
CDP’s
Climate Change “A List” of
top-performing companies for
the fourth time since 2014
Ranked No. 2 on
CR Magazine’s
100 Best Corporate Citizens list,
Included on
Corporate Knights’
Global 100 Most Sustainable
Corporations in the World list
Included on
FORTUNE’s
100 Best Companies to Work For
list for 11 consecutive years
Ranked No. 1 on
Thomson Reuters
Diversity & Inclusion Index, marking
three consecutive years
Ranked No. 7 on the
Wall Street Journal
Management Top 250,
marking two consecutive years

“What’s the point of having the best
technologies—and living in the world we
are living in—if we are not joining forces
to make this world better?”
Pierre Nanterme 1959-2019
Accenture’s 2018 Corporate Citizenship Report
is dedicated to the memory of Pierre Nanterme,
former Accenture Chairman & CEO, who, through
his bold leadership and collaborative spirit, made
our company—and the world—better and more
inclusive places.
Pierre was an outspoken advocate for our
commitment to inclusion and diversity. One of
his priorities was achieving a gender-balanced
workforce by 2025, and he oversaw the growth in the
percentage of women at Accenture from 35 percent
to more than 42 percent of our global workforce.
Additionally, under his stewardship, our Skills to Succeed
initiative helped more than 2.8 million individuals around the
world gain the skills to get a job or build a business. Pierre
was equally passionate about addressing climate change. In
December 2018, he announced our new science-based target,
making Accenture the largest professional services company
to set a goal of this kind.
Pierre always referred to Accenture as a family and to himself
as the “team captain,” rather than the CEO. “Business is very
serious, but we can have fun doing it,” he liked to say.
Through his wisdom, energy, humor and tireless commitment
to our people, our clients and our initiatives, Pierre inspired
us—his Accenture family around the world—to live our vision
of improving the way the world works and lives.

INNOVATING
FORSOCIETY
Discover how we are leveraging technology
to help people around the world SOCIAL INNOVATOR
Yvena Atkins
Manager – Accenture Strategy
St. Louis, United States

INNOVATING FOR SOCIETY CORPORATECITIZENSHIPREPORT | 15
STRATEGYANDAPPROACH
With the passion of our people, our technology expertise and a broad ecosystem of partners, we develop and scale
innovations and programs that help address society’s pressing problems. We believe as a global business, it is our
responsibility to help create societies that ofer more opportunities to more people. From gender equality and
climate action to decent work, economic growth and quality education, we are committed to addressing the United
Nations’ Global Goals and contributing to the new sustainable development agenda.
Nearly a decade ago, we took a defining step in our corporate citizenship journey. We launched our Skills to
Succeed initiative to focus Accenture’s expertise in growing talent to address the global need to close skills gaps
and prepare individuals to get a job or build a business. This set a meaningful precedent for our company and for
our people—a commitment to taking the best of Accenture and applying it in a concentrated, strategic way to
address complex social issues.
Today, our focus on innovating for society has grown well beyond what we envisioned when we launched Skills to
Succeed. We remain committed to skilling—in May 2018, we committed more than US$200 million over three years
to help equip people around the world with job skills for the digital age. At the same time, we are also excited to
continue exploring new horizons with our nonprofit partners, and often our clients, innovating together to change
lives for the better.
Businesses have an opportunity and a responsibility to be a force for good in the
world. One important way we do this at Accenture is by applying the passion and
“expertise of our people, our deep knowledge of technology and its impact, and our
strategic partnerships to create innovations that help address urgent social issues.”
Jill Huntley
Managing Director – Global Corporate Citizenship
ACCENTURE SOCIAL INNOVATORS:
IDEAS CAN CHANGE THE WORLD
We believe that ideas can change the world—
and that individuals can inspire a movement.
Our new Social Innovators initiative brings to
center the passion of Accenture people for
discovering and creating new solutions with
a positive impact on society.
Our ambition is to provide opportunities for
social innovators from across Accenture to
learn together, to make real-world impacts—
and to lead in responsible design. By
designing responsibly, we are considering
the extended consequences of each new
innovation, both positive and negative, on
people, our planet and the economy.
We are proud to introduce some of our
social innovators throughout this report.
We celebrate their ingenuity, their creative
spirit and their contributions to the greater
good, as well as those of all their teammates
and colleagues around the globe.

SOCIAL INNOVATOR
Anish Patel
Consultant – Accenture Digital
Sydney, Australia
SKILLSTOSUCCEED
Helping 2.8M+ people get the skills they
need to get a job or build a business
Through Skills to Succeed we are addressing—at scale—the global need for skills that
open doors to employment and economic opportunity. To date, with our strategic
partners, we have equipped more than 2.8 million people with the skills to get a job or
build a business. Our goal is more than 3 million people by the end of 2020.
To address the changing skills demand, we are continually evolving our programs to
include training on universal skills such as technology basics, problem solving and
interpersonal skills, coupled with relevant specialized skills, to address local priorities
and market-specific needs.
With these areas in mind, we aim to support people through their employment life cycle:
• Next Generation: Young students learning about career possibilities
• First Job/Apprenticeships: Individuals preparing for a first job or business venture
• Preparing the Workforce of Today: Experienced workers learning new skills
We have dedicated teams across our countries of operation who make these programs
relevant for their communities. In addition, our large-scale grants extend these initiatives
to additional countries, reaching people and communities in more than 100 countries.

NEXT GENERATION
Preparing today’s students for tomorrow’s workforce
As disruptive technologies advance and have a growing impact
on society, a significant skills gap is also growing. This is a
critical issue, and addressing it can help people, companies and
communities to be prosperous and take advantage of sustainable
growth and ethical innovation. Through our youth-facing activities,
we aim to close the skills gap before it starts by equipping and
inspiring today’s students—tomorrow’s workforce—not just with
STEM skills, but also with an understanding of how they can
harness creativity and innovation to improve the way the world
works and lives.
Accenture Future Skills Builder: Learning
experiences with greater impact
Accenture Future Skills Builder aims to prepare the next generation
for a digital future and to influence them to study STEM and equip
them with #NewSkillsNow.
Virtual reality (VR) has the potential to increase learning retention
rates by more than 30 percent, and Accenture Future Skills Builder
uses it in an immersive learning game, which helps teenage
students develop critical thinking, problem solving and technical
skills in a fun and interactive way. We collaborated with education
experts, our nonprofit partner Junior Achievement, and Accenture’s
Global Extended Reality and Learning communities to design a VR
experience game. The game’s mission is to clean up the ocean,
one of today’s most pressing environmental challenges. We piloted
the game with 13- and 14-year-old students in Dublin schools,
and 66 percent of the students felt they learned more from this
experience than in a classroom setting. Teachers reported that
the game enables self-discovery, builds confidence and fosters
resilience by challenging students to keep working at problems
they initially find dificult. In 2019, we are extending the Future Skills
Builder experience to students in London.
As we incorporate this type of capability into more Next Generation
training opportunities, we will look to the lessons learned from
Accenture Future Skills Builder, balancing STEM recommendations
with advice from our VR headset manufacturer to target immersive
learning to older students and focus on diferent ways to teach
children under age 13.
Accenture volunteers help Dublin students explore STEM careers
with Future Skills Builder.

Accenture volunteers: Engaging the next generation
CoderDojo: Sparking an early interest in digital skills
Since we opened our first CoderDojo in Dublin in 2016, Accenture
people have mentored young “ninjas,” helping them learn coding
while working on computer science projects. Volunteering at our
CoderDojos is an enjoyable, positive way for Accenture people to
impart career advice and inspire the next generation of coders.
In 2018, Accenture volunteers hosted the first International Dojo,
which brought together representatives from Colombia, Ireland and
Mexico. The joint session spanned time zones and continents and
connected students virtually with the shared goal of expanding their
digital fluency in programming. Today, we have more than 20 dojos
around the world—and, in 2019, we plan to expand to additional
locations, including the Philippines and United Arab Emirates.
Hour of Code: Bringing coding to classrooms around the globe
For four consecutive years, we have partnered with Code.org to help
children around the globe learn about computer science through
Hour of Code. As part of our commitment to preparing young people
for the digital economy, in December 2018, nearly 4,000 Accenture
people reached an estimated 100,000+ students around the world.
Additionally, we expanded our Accenture Intelligent Space Exploration
Hour of Code tutorial across 15 languages to bring coding to more than
134,000 students around the world. This fun and engaging way to learn
to code helps students understand how humans and technology work
together—an important first step in preparing for a digital future.
To read more about how Accenture people contribute, visit
Volunteering and Employee Giving.
Young “ninjas” at our Coder Dojo in Bilbao, Spain, engage
in hands-on learning with Accenture coaches.

FIRST JOB/APPRENTICESHIPS
Breaking down barriers
According to Solutions For Youth Employment (S4YE), one in
three young people worldwide are not in education, employment
or training. Getting the global economy on track, creating new
prosperity and eliminating extreme poverty will be impossible
unless the public and private sectors work together to change the
course of youth employment. Businesses can play a critical role by
partnering with governments, nonprofits, universities and others to
educate, train and build a next-generation high-tech workforce and
bring young people into a more-inclusive future of work. Through
training, internship and apprenticeship opportunities, we look
to break down the barriers to employment, including expanding
availability to job opportunities at Accenture.
BecaXR: Helping youth to see—and prepare
for—better careers
With nonprofit partner Save the Children, we developed Better
Careers Through Extended Reality (BecaXR), an immersive
augmented reality/virtual reality mobile phone application that
targets young job seekers who have limited knowledge about
the requirements of jobs in their local market.
BecaXR is designed for use during employability training in
vocational schools, community centers and workplaces. The
application allows young people to envision new careers, using
360-degree video to immerse themselves in typical workplaces,
and helps them practice key communication skills and build public
speaking confidence through life-like virtual reality simulations.
BecaXR is now in pilot in Vietnam, and we aim to expand it to
additional geographies, ofering career counseling, job linkage
and information on vocational career paths.
To date, through a range of collaborations, Accenture and Save the
Children have equipped nearly 90,000 youth in more than 10 countries
with the skills to get a job or build a business. Over the next three years,
we plan to equip more than 80,000 additional youth with these skills.
As we continue to develop and provide these opportunities, we work to
ensure that the types and levels of technologies we use are accessible
and afordable, and tailored to the audience.
In Da Nang, Vietnam, BecaXR helps young people visualize
potential career pathways.

Skills to Succeed Academy: Equipping people for
employment and boosting their confidence
Our Skills to Succeed Academy—a free digital learning platform—
helps disadvantaged young people develop the skills and confidence
they need to find and sustain employment. Participants are engaged
through interactive, bite-sized modules, featuring relatable characters
and advanced learning technologies.
For example, Phillip, from Columbus, Ohio, United States, did not
finish college but had a passion and aptitude for information
technology (IT). Through our nonprofit partner Goodwill Industries
International, he attended the Academy’s Career Exploration and
Career Pursuit courses. Putting his learning into action boosted
Phillip’s confidence in career planning and interviewing. He earned
two technical certifications, found work in IT support and is now
pursuing additional certifications.
To date, more than 100,000 people globally have built critical
employment skills through the Skills to Succeed Academy. We
recently launched the Academy in the Philippines, and it is already
available in Australia, Ireland, South Africa, the United Kingdom
and the United States.
Impact hiring through internships and apprenticeships
We are committed to doing our part to connect newly skilled individuals
with sustainable jobs—not just as a funder and strategic partner, but
also as an enthusiastic employer of individuals who have overcome
disadvantages and have been equipped with job readiness and market-
relevant skills. This expands our talent pools to include new groups
of high-potential individuals, and supports our ambition to establish
Accenture as the most inclusive and diverse organization in the world.
In France, Latin America and the United States, our Impact Hiring
initiative connects highly motivated, high-potential individuals from
underrepresented groups with jobs at Accenture.
Acces Inclusive Tech in France is the result of a pioneering collaboration
between Accenture and Ares Group, one of the largest placement
groups in France. Acces integrates underprivileged members of the
community, including unemployed seniors, migrant workers, refugees
and unskilled workers with disabilities, into the workforce. Accenture
volunteers guide beneficiaries in skills training, and ultimately, they
are stafed on Accenture internal and client-facing projects.

In Canada and the United States, we have three impact hiring
channels: Skills to Succeed internships, our apprenticeship
program and direct hiring.
Our Skills to Succeed Internship Program provides early career
exposure and on-the-job work experience at Accenture for high
school students and young adults who are referred to us by our
nonprofit partners. In fiscal 2018, we hosted nearly 200 interns
across 22 cities.
Accenture’s apprenticeship program ofers a pathway to full-time
employment for non-traditional hires. Structured as an earn-and-
learn model, the program helps apprentices become job-ready for
specific technology and business roles. In addition to providing the
opportunity to build a career at Accenture to individuals without a
four-year college degree, the initiative lays a foundation to reskill
those whose jobs have been—or will be—disrupted by technology.
By the end of 2019, Accenture will have trained 450 apprentices in
the United States. In Canada, we are expanding our program to
100 apprentices by 2020.
For direct hiring, we connect individuals from nonprofit partner training
programs, including the Institute for Veterans and Military Families, NS2
Serves and Upwardly Global, with Accenture Human Resources to fill
existing demand. In fiscal 2018, we made 55 direct impact hires.
In Brazil, Colombia and Mexico, our Start program provides low-
income individuals with the business and technical skills they need
to build meaningful, lasting careers in technology or business
process—with an opportunity to be hired by Accenture. Made
possible by the collaboration with our partners Corporación Minuto
de Dios, Fundación ProEmpleo, Instituto Ser Mais and Rede Cidadã,
the Start program has helped more than 500 individuals gain
employment. For instance, Yessica Rodríguez in Colombia aspired
to work in the IT sector but did not have the experience needed to
get a job. After completing the Start program, Yessica was hired by
Accenture, and says, “I now see myself in the future helping society
from my experience. This project will change the lives of many
people, as it has mine.”
Accenture apprentices and Leaders celebrate the launch of our
Atlanta Innovation Hub.

Plan International: Finding new ways to reach and
coach vulnerable job seekers
We are working with Plan International to find innovative new ways
to reach—at scale—vulnerable and disadvantaged young people
who are seeking their first job or aiming to start a business. Our
Wired for Work collaboration in Indonesia and the Philippines aims
to equip nearly 14,000 marginalized youth—with a special focus on
women—with life skills and market-driven technical skills, with an
increased emphasis on the use of digital and innovative approaches
to reach more people.
In the Philippines, as part of this partnership, we have created the
Training and Employment Support Service Assessment (TESSA)
chatbot—an AI-enabled tool that leverages Facebook Messenger to
provide personalized coaching to users as they build resumes and
identify skills, training and employment opportunities. Through in-
person dialogues with students, we were able to gain rich insights
regarding the challenges they face, the skills they need and their
career ambitions. The resulting coaching from TESSA prompts
a young person to follow through on opportunities and actions,
directing and motivating them to fulfill their potential.
This is just one example of our partnership with Plan International.
Together, we expect to skill more than 48,000 people across Africa,
Europe, Latin America, North America and Southeast Asia by 2021.
Students in Manila test the AI-powered TESSA chatbot, providing feedback on its efectiveness.

PREPARING THE WORKFORCE OF TODAY
Experienced workers learning new skills
Today, intelligent technologies such as analytics, big data, AI and
robotics are reshaping work and automating routine tasks, while
augmenting activities that involve social, emotional and cognitive skills.
These ongoing changes ofer tremendous opportunity for future and
current workers to learn new skills and create more value. Accenture’s
report, “Reworking the Revolution,” found that by 2022, AI alone could
increase revenues by 38 percent and employment by an average of 10
percent across Brazil, France, Germany, Japan, South Africa, the United
Kingdom and the United States.
At Accenture, we are bringing new skills that supplement an employee’s
existing expertise to create an inclusive future of work—a future in
which all employees have the motivation, means and opportunity to
thrive in the digital economy.
At a brainstorming session hosted by Accenture, community leaders in St. Louis
discuss solutions for empowering mid-career workers in roles at risk of automation.
Inclusive Future of Work: A call to action
Inclusive Future of Work is an action-oriented, research-driven initiative
that seeks to transition mid-career employees who are in less-complex
roles that are at risk of becoming automated to new careers. Based on
surveys of more than 14,000 employees and 1,200 employers, it uses
human-centered design to understand the needs of employees.
Based on our findings, we developed a framework to support mid-career
workers as they embrace new career pathways:
• Envision: Helping employees prepare for the path forward
by building resilience, expanding horizons and inspiring action
from within.
• Expand: Providing the resources to build future-proof, market-
relevant skills so the transition between roles is faster and easier.
• Experience: Enabling employees to build work history, exercise
adaptability and demonstrate their abilities to employers.
• Empower: Supporting lifelong learning through skill-sharing,
mentorship, networking and peer-to-peer support.
We are building an ecosystem of partners to design, develop and pilot
solutions that address the challenges faced by this population. Our
first projects, in the United Kingdom and the United States, served as
laboratories to test and improve our new skilling framework:

• In the United Kingdom, our key innovation partner was
Tottenham Hotspur Foundation, which focuses on revitalizing
North London by creating greater employment opportunities
for residents. Together, we delivered a new technology asset
that provides strengths-based assessments to help residents
learn about potential career paths at a new stadium for the
Tottenham Hotspur Football Club, which will bring 3,500 new
jobs to the area.
• In the United States, we partnered with two government-
funded public workforce agencies and a nonprofit new skilling
organization, all of which connect job seekers to training
programs and employment, help employers diversify their
workforce and assist youth with career skills. In the past, these
agencies have served more than 30,000 people.
Most recently, we expanded on what we learned from these
projects and have formed new partnerships to deliver a scalable
model that can be replicated across geographies to help
transition job seekers to automation-resilient work.
At our Madrid Digital Hub, a job seeker enters the immersive
experience of XR4 Hospitality.
XR4 Hospitality: Virtual reality training to develop skills
and confidence
In Spain, we have collaborated with a variety of social organizations, companies
and public organizations, including the Agency for Employment of the Madrid
City Council, ITER Foundation, Meliá Hotels International, Secretariado Gitano
Foundation, Spanish Red Cross and Tomillo Foundation to provide VR training
for those seeking employment in the hospitality industry.
The VR training enhances standard vocational training by simulating situations
hospitality workers can face and improves their ability to meet challenges
once on the job. The simulated events involve a variety of scenarios and
include training on digital elements and required interpersonal skills.
Following the training, participants receive detailed feedback on what they
did well and areas for improvement. Within three months of launching the
training in November 2018, six organizations began using it to train young
people looking for careers in hospitality.
Sky’s the Limit/YBUSA: Connecting entrepreneurs to
training and funding using AI
As part of Accenture’s long-standing relationship with Youth Business
International, Accenture Labs helped Youth Business USA develop the
skysthelimit.org platform, which uses AI analytics to connect budding
entrepreneurs with resources, skills training and mentoring.
In fiscal 2018, we created and piloted a new blockchain solution that allows
donors to vote for eligible entrepreneurs on skysthelimit.org. This opens
a funding round during which young entrepreneurs create and promote
campaign pages, outlining their stories and business strategies. Donors then
purchase tokens to vote on entrepreneurs’ campaigns, and, at the end of the

funding round, the entrepreneur with the most tokens trades them in
for a grant that can be applied to business expenses. The first winner,
US-based Founders Spark, received a grant to use toward its mission
of introducing new and aspiring entrepreneurs, into the start-up
community as well as providing them the tools they need to succeed.
Additionally, we helped expand the platform’s global reach through
Fate Nigeria, TechnoServe South Africa and Youth Business Caribbean.
Accenture Development Partnerships
Accenture Development Partnerships brings Accenture capabilities
and experience to help the international development sector
address the most-complex social, economic and environmental
issues of our time. Our teams have delivered more than 1,500
engagements spanning more than 90 countries since 2003.
Eligible Accenture people can apply for six-month assignments with
the program, which undertakes projects within the nonprofit sector
in the developed and developing world, providing access to our
highly skilled talent at significantly reduced rates. These projects
are also an investment in high-performing people, ofering them the
opportunity to stretch their proven skills and experience in a unique
working environment. In fiscal 2018, approximately 500 Accenture
people contributed to the greater good through Accenture
Development Partnerships.
San Francisco, US-based Consultant Kira Gidron, says, “Working
in a role in which I could create social impact has been a goal of
mine since college. The more time I spend working on Accenture
Development Partnerships projects, the more I realize the unique
position we are in to make systemic changes, working across the
government, private and international development sectors.”
World Vision: Financial resilience—innovation in microfinance
through customer centricity
Accenture, Community Economic Ventures Inc., VisionFund
International, World Vision, and a finance institution's foundation
came together with a shared vision.
We wanted to design a scalable, viable, yet truly human solution
to enhance resilience of impoverished communities in rural areas
across Southeast Asia. We started our journey in the Philippines,
where Accenture Development Partnerships became immersed
in local communities and gained valuable insights into the risks,
needs and desires of microfinance clients.
We brought what we learned into an innovation workshop, led
by Accenture Development Partnerships, with experts from
microfinance, insurance and communities where the ecosystem
of microfinance was challenged. After a series of rapid ideation
and prototyping exercises, this collaboration resulted in the
prototyping of a digital tool that could redefine the relationship
between microfinance field agents and their clients in developing
communities. Data-driven insights from the tool will allow
organizations to better listen to and respond to the needs of the
developing market. We believe this will promote positive financial
health-seeking behaviors, and support access to financial products
and other non-financial services to improve resilience and prosperity
for impoverished families.

TECHNOLOGY&
SOCIETY
In addition to designing innovative workforce solutions,
Accenture is using the power of new technologies such
as AI, blockchain and extended reality to address a variety
of complex societal challenges in areas including health,
human rights, inclusion and environmental sustainability.
We believe through these technologies we can create
solutions that make a positive, lasting impact for people
and communities in ways that were not previously possible.
SOCIAL INNOVATOR
Rob O'Connor
Associate – Accenture Technology
London, United Kingdom

HEALTH
Virtual homecare: Helping older citizens
live independently
The number of older people physically and socially isolated at home is
rising rapidly around the globe. Because these people often do not
have family members living nearby to help, the situation has created a
new population of vulnerable people.
AI can help older people improve their physical and mental well-being.
Our virtual homecare platform—inspired by work started in our
AI4Good Hackathon—runs on Amazon Web Services technologies,
using voice and vision technologies to enable video calls, medicine and
exercise reminders, reading material and event searches. The platform
can spot abnormalities in behavior and alert family or friends, based on
user-defined permissions. When virtual homecare was piloted in senior
citizens’ homes in London through a partnership with Age UK London
and Hanover Housing Association, participants reported an improved
connection to their community and families.
E-Healthworker: Innovating to improve child health in
hard-to-reach areas
In the Philippines, community health workers combat malnourishment
among the children they serve, often traveling long distances to
provide manual child health assessments that are delivered on paper
to a centralized health team, who reviews them and provides suggested
treatment plans. The health worker must then travel back to where the
children live to advise guardians of the diagnosis. This manual process
can delay treatment for months, sometimes with tragic results.
Manila-based Accenture Technology Team Lead Glory Dela Paz learned
of the issue from her sister, a doctor in the area, and felt compelled to
find a solution. By leveraging her network, she led a team of colleagues
to create an Android-enabled application, E-Healthworker, as part of
the Global Technology Innovation Challenge. The app enables health
workers to decrease response time by inputting a child’s body
measurements and instantaneously receiving the child’s nutrition
status. They can then administer a treatment plan that same day.
The team is now working with Save the Children to improve the
application further and pilot test it with community health workers
in Metro Manila.

HUMAN RIGHTS
Grameen Foundation: Providing access to finance to
women in India
In partnership with the Grameen Foundation India, we developed
two innovations to help women and low-income citizens overcome
barriers to accessing financial services. EASE (Emotion Analytics for
Social Enterprises) is a mobile and web app that uses AI to glean
key insights into the emotional and cognitive state of an individual.
This helps microfinance advisers spot if any undue pressure is being
placed on female loan applicants, and it helps organizations identify
the right talent for recruitment and career progression.
Grameen Guru is a tool that uses augmented reality, image
recognition and a multilingual chatbot to help smartphone users
with limited literacy understand available financial products and
services. By holding their phone camera over a product brochure
or icon, users get instant access to the Guru chatbot, which can
explain their options in clear, simple language.
By developing and deploying these apps, we help equip women
with the information they need to make informed financial
decisions. This gives them greater control over their lives,
enabling them to start small businesses, invest in their local
communities and better cope with crises.
Circular Supply Chain: Improving sustainability,
eficiency and fairness with blockchain
The ability to promote sustainability across the supply chain has
never been more important. In fact, according to a US-based survey,
two-thirds of consumers state a preference for sustainable brands.
Innovative technologies like blockchain allow for greater transparency
and traceability, so socially and eco-conscious consumers can be
better informed about where their products are originating.
We have created a blockchain-based circular supply-chain solution
designed to improve the sustainability, eficiency and financial
fairness of global supply chains. Using the transparency that
blockchain provides, the ability to verify digital identities of each
actor across the supply chain and real-time payment technologies,
consumers are directly connected to producers and enabled to
reward their sustainable practices through a financial contribution.
For example, when buying a cup of cofee in Brussels, a consumer
could choose to designate a small donation to the farmer in Thailand
who grew the organic beans. Building a closer connection between
consumers and small growers encourages an inclusive and ethical
economy where positive action helps mitigate environmental impact.

INCLUSION
BleeTech: Enabling hearing-impaired dance
students to feel the beat
Learning to dance can be challenging for anyone. For hearing-
impaired dance students at the Red Cross Society’s School for
the Deaf in Pune, India, distinguishing and responding to the
subtle rhythms in a piece of music was even more dificult.
To enhance their learning experience, BleeTech created the
BleeWatch, which enables hearing-impaired dance students
to physically feel the music’s beat through haptic feedback.
Originally, the BleeWatch provided a limited range of music
because any rhythmic patterns had to be manually extracted
and programmed. Accenture Labs addressed this limitation
by using state-of-the art music analysis to help BleeTech
automatically extract the beat pattern and tempo of any piece
of music. The solution also ensured multiple BleeWatches
could be synchronized to the same beat for group lessons.
WATCH A VIDEO
BleeTech watches help hearing-impaired dance students in Pune, India, feel the music.

ENVIRONMENTALSUSTAINABILITY
H&M Foundation Global Change Award: Groundbreaking
ideas for big change
It is possible to reuse or recycle approximately 90 percent of the clothing thrown
away today, but only 15 percent of unwanted clothing is currently donated or
recycled. Making the fashion industry more sustainable is a massive paradigm
change—one best made via an ecosystem of partners and open innovation.
In response, the Global Change Award was founded in 2015 by the nonprofit
H&M Foundation, in partnership with Accenture and KTH Royal Institute of
Technology. It is one of the world’s biggest yearly challenges for early-stage
innovation and the first initiative of its kind in the fashion industry, aiming to
make fashion more sustainable. Submissions for the award propose ideas that
apply disruptive technology and new business models to change the way
garments are designed, produced, shipped, bought, used and recycled.
In 2018, the Global Change Award received more than 6,600 submissions from
more than 180 countries. Each year, five winning innovations are selected and
awarded a €1 million grant and a one-year-long accelerator program in Hong
Kong, New York and Stockholm. The accelerator is designed to help the winners
maximize their impact on the fashion industry through coaching, skill-building
and connecting them with important stakeholders in the fashion ecosystem.
Previous winners’ innovations include making sustainable bio-textiles by using
leftovers from food crop harvests, turning algae into bio-fiber and eco-friendly
dye that is also good for the skin, and using the self-healing characteristics in
squid genes to create fabric that is biodegradable and 100 percent recyclable.
Winners of the Global Change Award participate in a one-year accelerator
program in Hong Kong, New York and Stockholm provided by H&M
Foundation, Accenture and KTH Royale Institute of Technology.
WATCH A VIDEO

CASE STUDY
Students participate in the 2018 LetsApp Hackathon
in Milan, where they presented the apps they created
and their business plans.
Samsung Electronics Italia: Addressing the digital divide in Italy
Samsung Electronics Italia sought to empower future generations through digital learning.
Client challenge
Italy is falling behind other European Union countries in digital development. To help address this divide,
Samsung Electronics Italia, a leading consumer technology company, is committed to investing in high school
students’ digital skills to prepare them for successful careers. After previous attempts to find an efective
solution, Samsung Electronics Italia hoped to establish a lasting and impactful program in partnership with the
Italian Ministry of Education, University and Research (the Ministry).
Solution
Accenture worked with Samsung Electronics Italia to create LetsApp, a free online learning course that introduces
students to the digital world and transforms their ideas into practical entrepreneurial projects. LetsApp teaches
digital skills, like coding, combined with soft skills such as marketing and business. After completing the online
course, students work in teams to design and build an app that solves a real problem afecting safety and security
in their local community. The teams then develop a business plan for their app and present at a hackathon. The
winning team is rewarded with an educational trip to Samsung’s global headquarters in Korea.
Result
More than 50,000 students in 4,000 high schools (half of the public secondary schools in Italy) participated
in the first two editions of LetsApp—record-breaking participation for an educational project. More than 60
percent of the students who participated have expressed interest in exploring career paths with a digital focus,
such as an IT job. The app resulted in an extended partnership with the Ministry through 2019 and has shown
universal reach that is highly scalable and potentially replicable for all European countries.
LEARN MORE

INNOVATING FOR SOCIETY
ALOOKAHEAD
In fiscal 2019, we are continuing to make progress
toward our goals and address our challenges by:
LOOKING
to the next horizon for Skills to Succeed as we rapidly approach our goal
of equipping 3 million people with skills to get a job or build a business.
INTEGRATING
the findings from our Inclusive Future of Work research and pilots into our
Skills to Succeed oferings to help beneficiaries seize the opportunities
and build greater economic resilience in the digital age—especially for
vulnerable and marginalized populations.
EXPANDING
our Social Innovators program to enable more of our people to bring their
talents to bear on tackling entrenched social challenges.
The Dock in Dublin is a destination where we explore and experience how digital
and emerging technologies will transform businesses and society.

SHAPING
RESPONSIBLE
BUSINESS
Discover how we practice and promote
responsible business around the globe
SOCIAL INNOVATOR
Nisha Ramachandra
Principal – Accenture Technology
Bengaluru, India

STRATEGYANDAPPROACH
Global economic and social uncertainties, coupled with
ongoing technology change, continue to upend markets and
intensify competition. In times of disruption, trust is paramount.
Organizations have an opportunity to create and maintain trust
by responding to growing demands for inclusive and responsible
business—and by innovating with integrity.
At Accenture, we have always believed that a responsible approach
to business is fundamental to success, protecting our people, our
company and clients, while diferentiating us in the marketplace.
The size and scale of our business gives us the opportunity to
help shape business practices and society for the better, whether
by creating innovative solutions with our clients or by working
alongside our partners to support the communities in which
we live and work.
Guided by our core values, we develop technology solutions to
help clients transform their businesses and address some of the
world’s most pressing problems. We hold ourselves to the highest
standards, and we act with the principles of transparency, foresight
and inclusion to address all stakeholders’ interests in the pursuit of
ethical innovation and inclusive growth. As part of our commitment
to responsible business, we operate by the same values and
principles wherever we have a presence, enabled by our core
values, our Code of Business Ethics (COBE), and our global policies
and procedures. This includes supporting and respecting the
principles of internationally recognized human rights (as part of our
continuing LEAD membership of the United Nations Global Compact)
in every aspect of our business and operations.
Our commitment to running our business responsibly is reflected
in how we serve our clients and deliver our work to clients and
within our ecosystem. We bring this commitment to life through
our policies and initiatives related to our people, the environment,
our supply chain, and ethics and governance. These policies
specifically relate to how we design and deliver our services and
how we operate our business. Our policies also include eforts to
develop the most diverse and inclusive workforce in the world,
address climate change, and support and respect human rights.
Our policies are intended to promote the responsible adoption of
new technologies, including through responsible use of artificial
intelligence (AI), data security and more.
SHAPING RESPONSIBLE BUSINESS CORPORATECITIZENSHIPREPORT | 34

SHAPING RESPONSIBLE BUSINESS CORPORATECITIZENSHIPREPORT|35
OURPEOPLE
A diverse collective of innovators,
making a diference in the world
A critical part of our talent strategy is continuously investing
in developing and growing each of our 477,000 people as
they work together solving industries’ and organizations’ most
challenging issues. From engaging employee experiences
to providing an environment where everyone feels like they
belong—our commitment to equality for all starts at the top
with our CEO and Board of Directors, and we expect leaders at
all levels to help create and sustain a culture of equality where
everyone can advance and thrive.
SOCIAL INNOVATOR
Lucía Andrada Cámara
Analyst – Accenture Digital
Madrid, Spain

DEVELOPING OUR PEOPLE
Critical skills for the constantly disrupted world of work
The story of each Accenture person—their whole, authentic self—
drives how we help our people discover and develop their talents.
We provide opportunities for our people at all levels to challenge
themselves professionally, collaborate with and learn from diverse
teams, and enhance their personal growth—in ways that work for
them. Equipped with leading-edge technology, opportunities for
continuous learning and a tightly knit global community, our people
are well prepared for today’s constantly changing world of work,
innovating together to solve industries’ and organizations’ most
challenging problems.
Creating the workforce of the future: Elevating our people
The very way work gets done—inside and outside Accenture—is
constantly being disrupted. Career paths are no longer linear, and
time to focus on professional development outside of work is limited.
We provide our people with the tools and skills to provide flexibility,
so they can discover new talents and build new skills on their time, as
the workforce keeps pace with the digital revolution.
To ensure we have the specialized skills we need to meet our clients’
changing needs, we invested US$927 million in fiscal 2018 in learning
and professional development for our people, including substantial
investments in “new skilling” to help our people stay relevant.
Through new skilling, we are elevating our people’s abilities by providing
supportive training and on-the-job learning opportunities. As a result, we
have helped our people in low-demand or obsolete skill areas shift into roles
requiring high-demand skills. During fiscal 2018, we expanded our new
skilling approach with a focus on three dimensions:
• New Skilling at Scale: Identify potential roles at risk of becoming
redundant and provide upskilling or cross-skilling opportunities in
growing domains.
• New Skilling at Speed: Indicate when a group of employees are at risk of
being displaced and provide skilling and redeployment opportunities.
• Just-in-Time Skilling: Provide real-time matching of open, in-demand
roles, with individuals with adjacent skills and aspirations to develop new
skills through training and job shadowing.
As part of our pivot to the New, we are using automation and AI to create
our Next Horizon Skills Dashboard, which leverages market workforce data
to identify emerging strategic skill gaps. Through the dashboard, we can
pinpoint the need for new skilling at scale and just-in-time skilling so that
our workforce can be trained on skills to meet the growing demand—now
and in the future.

Through our new skilling eforts, we continue to make significant progress in helping our people pivot to the New. Our
New IT program enables us to prioritize skill investments to meet specialized demand in real time. Over the past three
years, we trained nearly 300,000 of our people in new technologies, including automation, Agile development and
intelligent platforms.
Additionally, we further enhanced the areas of mobility, personalization and flexibility—how, where and when our
people collaborate—in our training, by ofering more ways to access learning experiences through Accenture
Connected Learning—a blend of classroom-based training and digital learning environments. In 2018, our people
completed approximately 30 million activities through our nearly 2,600 learning boards—on-demand educational
modules across a wide range of topics—including technology, strategy, talent, business and industry, among others.
To increase learning retention and return on investments, we extensively research brain science (such as
neuroscience, behavioral psychology and social physics) to understand what makes learning efective. From this
research, we developed our Durable Learning model, which captures the factors that help people learn, retain and
access information. This model informs all new and existing Accenture learning. The model also includes important
elements that compose the learning—what we want our people to see, feel and believe when they engage in learning.
This creates more adept learners, more memorable learning experiences and more engaging learning environments.
Specialization at scale
As part of our talent transformation, we debuted our “Specialization at Scale” program. With 477,000 people, we
needed a robust and agile way to ensure that the right team, with the right skills, is ready at the right time to spark
innovation. Rather than having individuals self-report on skills, AI infers an employee’s skills and specializations.
In such programs, transparency is key. Accenture people receive information about how their specialization was
derived, how the algorithms work and how to immediately update their specialization if they disagree. Areas of
specialization, learning opportunities and advancement are also part of ongoing, real-time conversations that
people have with career counselors, helping them to remain relevant.
BUILDING AN AGILE WORKFORCE
Agile Workforce is a digital solution that
allows us to create an internal “gig”
workforce using spare capacity in our
organization to meet resource demands. This
solution is more than just a resourcing model
for our people—it is a means of working in a
flexible, dynamic way with access to teams
and experience far beyond their day jobs.
Our people get to build and apply their skills
to projects they find interesting or build skills
for entirely new roles. Agile Workforce also
helps team leads quickly find individuals with
the right skills for short-term tasks.

Performance Achievement: A human-centric approach,
built on strengths and in-the-moment feedback
Accenture is committed to helping our people achieve their best
performance every day. Introduced in fiscal 2016, the Performance
Achievement experience, supported by patented technology,
helps our people bring the best of who they are to what they do.
The Performance Achievement experience is designed not only
to elevate individual performance, but also the performance of a
team. Team leaders regularly discuss the priorities, strengths and
engagement of the team, using data from an engagement survey
they can distribute autonomously, and incorporating ongoing real-
time feedback shared within the team.
By the end of fiscal 2018, more than 64 percent of Accenture
people completed strengths assessments, and our leaders have
created more than 780,000 unique actions to help our people
define what is next for their careers at Accenture. Additionally, our
people had provided more than 1.9 million instances of feedback
to each other—critical to enabling a culture of performance.
The chief priority of Performance Achievement in fiscal 2019 is
embedding the everyday habits that will drive great performance
in the context of the work environment. These include asking for
and sharing feedback, as well as habits such as taking care of our
bodies and minds, checking in and listening, and saying thank
you. We are establishing these habits through a network of nearly
500 “Culture Coaches” around the world.
Developing leaders at all levels: Cultivating our
Leadership DNA
Through our Leadership DNA, we continue to define what it means
at Accenture to be a leader at all levels by focusing on the outcomes
that represent a new kind of leader—one who experiments, inspires
others, works across boundaries and adapts to the constant change
around us. Since its launch in 2017, we have evolved the program
to be more tailored for our various businesses and geographies and
have further embedded the Leadership DNA practice into a leader’s
career journey at Accenture.
In fiscal 2018, our RISE Leadership Journey—a robust 30-60-90-
day plan of actions for new senior manager, manager and associate
manager promotions and hires—embedded Leadership DNA by
centering the program around its principles—learning by doing and
practicing versus only listening. Each participant was able to reflect
on their personal path and areas for growth, and was assigned a
leadership challenge around which they co-created solutions with
others in the workshop.
Around the world, our people come together for multi-day immersive
learning, professional development and networking sessions.

CREATING TRULY HUMAN EMPLOYEE EXPERIENCES
Helping our people be their best selves, professionally and personally
Accenture is on a journey to be the most truly human organization in the digital age. To accomplish this goal, we are helping
our people maintain and enhance their physical energy, mental focus, value and purpose amid disruptions produced
by today’s relentless technological pace of change and 24/7 connectedness. We are changing the ways we work, taking
advantage of technology and empowering our people. To ensure our people are their whole, best selves, we are improving
the way they work and live.
Fostering employee well-being
We are committed to providing our people with programs that enable them to take care of themselves and their
families—and that fit with their lifestyles. It is important to our people that they are healthy and that their work and life
are in sync. For example, we:
• Developed our Truly Human workshop, based on scientific health and well-being research, in partnership with wellness
company Thrive Global. Accessible to all our people, the workshop includes self-assessments, journaling and science to
help teams to think about how they work and agree to make small changes to their daily routines.
• Launched our global Stop:Start campaign, which encourages our people to share what micro-changes they are making to
be at their best, and creates a forum for them to publicly commit so others will listen and keep them challenged.
• Teamed with Potential Project—a global leader in corporate mindfulness—to create the Accenture Mindfulness Program,
which helps our people learn how to train their minds to become more mentally focused.
• Are working to create truly human experiences across our ofice locations, introducing diferent workspace configurations
for sitting, standing and lounging, healthy snack options and providing spaces for prayer and meditation.
MENTAL HEALTH ALLIES
Mental Health Allies serve as
ambassadors and advocates who
can help point colleagues facing
mental health challenges to the
support they may need, such as our
Employee Assistance Program,
flex-work arrangements, HR
policies and emergency support.
They also conduct monthly
educational webinars that are open
to anyone. Globally, Accenture has
nearly 3,000 Mental Health Allies
and programs in 17 countries with
plans to add more in fiscal 2019.
In the United States, our Mental
Health Allies program has trained
more than 200 volunteers in more
than 30 ofice locations within just
one year of its launch.

Creating a safe workplace
Part of empowering our people to be at their best is helping to ensure rigorous
health and safety programs for employees and guests in our ofices as well as
the thousands of Accenture people delivering services on site for our clients.
Workplace safety is one of the tenets of our Code of Business Ethics—to provide
a safe, secure and non-threatening work environment.
In our ofices, we have developed global internal standards for safety and
security, while also maintaining our OHSAS 18001:2007 certification—a standard
for occupational health and safety—in Brazil, Ireland, Italy, Spain, the United
Kingdom and our largest site in Bengaluru, India. We also support geographies
currently working toward OHSAS 18001 certification.
Additionally, we have updated several of our processes and technologies to align
them with internationally accepted standards. These include global processes
for the safety and security of persons with disabilities, which have been written
and reviewed by external industry experts. Our corporate access and monitoring
architecture helps ensure our people and guests visiting our ofices are kept safe
and secure, and that our data and the privacy of our people are protected.
Our Global Asset Protection (GAP) team is responsible for providing business
continuity and security in the form of emergency assistance as needed during our
peoples’ work or business travel. GAP maintains a 24/7 Global Watch program to
assist our people with security risks and health advice, and promotes awareness
among our people traveling to high-risk locations. In recent years, we added
technical tracking resources to enhance our response and focus on the safety
of our people during crises.
Our Global Asset Protection team protects our people
as they travel.

ACCELERATING EQUALITY FOR ALL
Ensuring our people feel like they belong
Our ambition is to be the most inclusive and diverse company in the world. We are committed
to finding the right people who embrace our “culture of cultures” and provide them an
environment where they experience a true sense of belonging, where they can be their best,
professionally and personally.
We believe that diversity is a source of innovation,
creativity and competitive advantage and creates a“workplace where everyone feels equally accepted
with a real sense of belonging.”
Ellyn Shook
Chief Leadership & Human Resources Oficer
Creating an open, inclusive culture means cultivating a place where people can feel
comfortable engaging in honest, open dialogue about dificult topics—such as bias and
inclusion—without judgment or career limitation. In 2018, we launched our first-ever
interactive documentary video-style training, “Unconscious Bias—Mitigating It Together,”
which explained how to identify micro-aggressions in the workplace. To date, more than
40,000 of our managers and above have taken the mandatory course with resoundingly
positive feedback. At the end of the course, we provide a set of actionable steps for both
individuals and teams to mitigate unconscious bias.
GENDER SWAP: EXTENDED REALITY
FOR A CHANGE OF PERSPECTIVE
To help leaders be aware and examine behaviors
about gender bias and stereotyping, we partnered
with a digital design firm Manzalab in France to
develop the Gender Swap app. In 2018, our Paris
ofice piloted the app among 200 senior managers
and managing directors who were preparing for
performance rating meetings. To create a realistic
experience, we scripted six five-minute scenarios
for the app around a woman’s pending promotion
with possible stereotypical exchanges. The scripts
put our senior managers and managing directors
into the shoes of employees experiencing gender
bias and stereotyping.

Gender equality: Setting bold goals to achieve 50/50
At Accenture, we believe the future workforce is an equal
workforce and that gender diversity is essential for an innovation-
led organization. On the path to gender equality, we have set bold
goals. For instance, we are well on our way to achieving a gender-
balanced workforce, with 50 percent women and 50 percent men,
by 2025. In fiscal 2018, women comprised more than 42 percent
of our global workforce. In March 2017, we announced a goal to
increase the proportion of our women managing directors in our
workplace to at least 25 percent worldwide by the end of 2020.
Globally, our mentoring, sponsorship and leadership development
programs have helped us increase the representation of women
among leadership and our promotion rates at the senior levels.
By the end of fiscal 2018, women accounted for:
• 22 percent of managing directors and 47 percent of our new hires.
• 29 percent of our executives (manager and above).
• 42 percent of our global workforce, up from 41 percent in 2017.
• 25 percent of our Global Management Committee.
• 36 percent of our external board of directors, including
our lead director.
According to our research, “Getting to Equal 2018: When She Rises,
We all Rise,” company culture is key to unlocking gender equality
and narrowing the pay gap. Our research found 40 workplace
factors that create a culture of equality—including 14 factors that
matter the most—and modeled the potential impact of these factors
on the gender balance of the workplace and on women’s pay.
In addition to publishing our workforce demographics annually—
including gender—across key geographies, we disclose our
gender pay gap data in the United Kingdom in line with new
government regulations. We strive to ensure that all our people
are compensated fairly and equitably from the moment we hire
them through the milestones of their careers. We conduct rigorous
analyses country by country, looking carefully at specific roles.
If we identify a problem, we fix it.
Every year, we illustrate our commitment to gender equality by
celebrating International Women’s Day (IWD). In 2018, our IWD
events united Accenture people, recruits, alumni and more than
2,500 clients across 250 events in nearly 50 countries to explore
how digital technology is helping women advance at work and
close the gender gap.

PRIDE: Advancing LGBT workplace equality at Accenture and beyond
For the fourth consecutive year, Accenture hosted a panel at the World Economic Forum
(WEF) in Davos in January 2018, titled, “Getting to Equal: The Power of LGBT Inclusive
Cities,” in partnership with Open for Business, a nonprofit coalition that supports the
economic business case for LGBT inclusion. Among other topics, panelists discussed
a key piece of research sponsored by Accenture, “Open for Business: Strengthening
the Economic Case,” which suggests that LGBT-inclusive cities are better positioned to
develop their global competitiveness due to stronger “innovation ecosystems,” greater
concentrations of skills and talent, and better quality of life.
To celebrate Pride Month 2018, we hosted our first-ever Instagram Live chat session,
“Being Trans at Work.” The program also featured a fireside chat with transgender
advocate Dr. Vivienne Ming, and posts from our leaders and people on Facebook and
our Careers portal. We closed out the month with the publication of “Getting to Equal:
There’s Strength in Pride”—thought leadership on how LGBT employees can thrive
in a workplace of equality.
At the same time, we continue to foster partnerships between global and local PRIDE
networks. Today, more than 40 countries have a local network—all represented by a
local lead who acts as the driving force behind the program—and we grew our global
community of LGBT allies to more than 110,000 people.
Additionally, in fiscal 2018, we extended our voluntary LGBT self-identification program
to 17 countries, improving our ability to identify gaps in career progression.
Every year, our people celebrate Pride around the world. Accenture has local
PRIDE networks in more than 40 countries.

Persons with disabilities: A focus on enablement and accessibility
Our emphasis on enablement means we seek to attract, develop and advance people with diferent
abilities, perspectives and experiences. We prioritize accessibility for all, and over the past two
years, we increasingly focused on the needs of our persons with disabilities. These eforts include
public advocacy and the expansion of our internal programs.
Membership in our Global Persons with Disabilities Champions Network has more than doubled over
the year—to more than 19,000 around the world. Additionally, our Accessibility Council comprises
a group of senior leaders, including General Counsel & Chief Compliance Oficer Chad Jerdee and
Chief Information Oficer Andrew Wilson, who help guide accessibility decision making.
In 2017, the Council set a new goal: all interactions of our people with Accenture software, devices,
services and environment should be compliant with globally defined accessibility standards. As
progress toward that goal, the Council established an internal Accessibility Center of Excellence
(COE), aiming to ensure that all of Accenture’s internal platforms are fully accessible for our people
by end of calendar year 2019. Also, through the COE, we are working to improve our vendor-
managed technology by assessing vendor-supplied tools against globally accepted guidelines.
To achieve these goals, we work with vendors on their accessibility policies and pinpoint any
necessary improvements to make tools fully accessible for all people.
Global recognition of International Day of Persons with Disabilities
This year, under the UN-designated theme of “Empowerment,” Accenture people in more than
22 countries gathered to celebrate International Day of Persons with Disabilities. In France, our
people hosted an innovative party concept based on the senses and designed to challenge deeply
rooted misconceptions regarding disabilities. The ofice also sponsored three mental health
workshops and a wellness day. In South Africa and Spain, our people hosted Experience-It events,
providing mobility tools for people to experience first-hand various disabilities and increase their
understanding and awareness.
EXPANDED FOCUS ON ACCESSIBILITY
We are determined to remove environmental,
technological and external barriers that may limit a
person’s ability to perform in our workplace. To achieve
this goal, we champion new solutions to business
challenges, innovative thinking and opportunities for
people to reach their full potential. Our 2018 thought
leadership in this area includes:
• “Amplify You: How Accessibility Can Bridge
the Digital Divide”
• “Amplifying Accenture People”
• “Getting to Equal: The Disabilities Inclusion Advantage”
• “The Accessibility Advantage: Why Businesses Should
Care About Inclusive Design”
Accenture has experienced an increase in the number
of our people self-identifying as persons with disabilities.
Our latest US workforce demographics reveal that in
2017, 2,300 Accenture people self-identified, representing
4.5 percent of our US workforce. We continue to
encourage people with disabilities to voluntarily
share their status so we can better understand how
to accommodate needs across the business.

Ethnic diversity: Ensuring a workplace where all
backgrounds are welcome and accepted
Our people reflect the ethnicities, cultures and diversity of the global
marketplace. This helps us stand out from the competition and
drive creative and innovative solutions for our clients, among other
benefits. Understanding the diversity of opinions, which may be
influenced by a variety of ethnic and cultural backgrounds, improves
the way we work together every day.
We are committed to recruiting, retaining, developing and advancing
racially and ethnically diverse talent and helping them thrive in
the workplace. This commitment is critical to helping us foster an
inclusive workplace where each person’s background and experience
are welcome. Our inclusiveness helps ensure an environment of
equal access for all ethnic groups is seamlessly integrated into our
organizational initiatives and activities.
For example, in fiscal 2018, we:
• Launched the Accelerate Professional Development Program in
the United Kingdom, a year-long program reaching more than
300 members of the Accenture African Caribbean Network.
• Held “Super Week” in the United States, where we delivered
leadership training sessions to nearly 400 participants from
across our African American, Hispanic American, LGBT
and Women’s communities.
• Enabled employees, across all geographies, to participate in
mentorship programs, either through their employee resource
group (ERG) or employee networks. These mentoring programs
include formalized mentoring for all our people, as well as
development of upwards mentoring for leadership.
ERG Leadership Summits
In the United States, the African American ERG and the Hispanic
American ERG held multiple Leadership Summits. These regionally
focused, two-day weekend events are designed to support and
empower our people across the United States. The overall objective
is to create a platform that allows African American and Hispanic
American Accenture people to share best practices, develop, support
and motivate each other for career growth and success. The Summits
cultivate leadership potential at all levels, facilitate retention and
growth, and connect ERGs among ofices.
Networking at our Accelerate Professional Development Program
in the United Kingdom.

Cross-cultural diversity: Building awareness and understanding
Understanding how to work in a cross-cultural environment is inherent to the unique way we conduct business at Accenture.
Supported by training, shared best practices and workshops, we provide our people with the tools and learning opportunities
to work more efectively across borders and to better understand each other and our clients from other cultures.
One such resource is GlobeSmart, which ofers 24/7 online access to up-to-date information on global business efectiveness.
Training options include an online course titled “Building Cross-Cultural Awareness,” which focuses on how to maximize value
with a multicultural team. In addition, we ofer helpful tools for each country where we do business, designed to provide
at-a-glance tips on regional diversity, including local customs, languages and other important cultural nuances.
Navigating across cultures
Many Accenture people participate in cross-location initiatives or work on global teams. We created “Navigating Across
Cultures” to help our people understand the cultures of other locations. The program comprises a light-hearted interview,
in which four employees from the same location each share their individual point of view on various topics and answer
questions from a live audience. This allows the teams to view the cultural patterns of diferent locations, personalized by
individual points of view. Accenture people from Argentina, China, India and the Philippines participated in the program in
fiscal 2018, and we plan to expand the program in fiscal 2019.
Another example of our people-centric approach to cultural learning is our Building Bridges series. Through virtual and
in-person sessions, we support and encourage our people to engage in honest dialogue about issues that some may find
uncomfortable. Since its launch in 2016, we have held more than 15 sessions across the United States on important topics not
often discussed openly at work, such as immigration, race, sexual identity and orientation, faith and being your authentic self.
Building Bridges also played a role in our 2018 eforts to embrace our diversity through a Day of Understanding, held in
December at Accenture ofices across the United States. The event was hosted by the CEO Action for Diversity & Inclusion,
the largest CEO-driven business commitment to advancing diversity and inclusion within the workplace. CEO Action for
Diversity includes more than 550 CEOs of the world’s leading companies and business organizations—and Accenture is
proud to be on the steering committee. The goal of this initiative is to work together to leverage our voices to advance
diversity and inclusion in all of our workplaces.
The most important
“thing we can do for each
other is to listen, to seek
understanding and to
reafirm that this is a
company that doesn’t
just tolerate and accept
diversity, but truly
celebrates it.”
Accenture Manager
Cincinnati, United States

VOLUNTEERINGANDEMPLOYEEGIVING
Making an impact in the communities where we work and live
Volunteering is one of the many ways our people can fulfill a purpose,
connect with their communities and make a diference while growing
their careers.
In fiscal 2018, our people contributed approximately 854,000 hours
to company-sponsored corporate citizenship activities during
work hours, including pro bono consulting projects. Additionally,
Accenture people gave more than 311,000 hours of their own time
through Accenture-facilitated volunteer events. These valuable
contributions add up to more than 1.1 million hours of giving back to
the communities where we work and live.
Accenture people have the flexibility and freedom to choose when,
where and how they give back, contributing their time and skills
in whatever way works for them. Our dynamic, digital employee
volunteering platform ofers a variety of volunteering options including
all our company-sponsored activities as well as our people’s personal
volunteer passions—broadening the volunteering experience to
recognize all the ways our people can make a diference.
Additionally, we ofer simple, on-demand virtual volunteering opportunities,
which can be completed on a laptop, smartphone or tablet, and often in
smaller chunks of time. During fiscal 2018, we invested in growing our
virtual volunteering impact and adding new partners to scale our eforts.
For example, through our partner Missing Maps, our people volunteered
their time to help digitally map previously unmarked areas around the world
to help first responders assist vulnerable people during disaster situations.
To scale this efort, in fiscal 2018, we began a formal partnership with
Humanitarian OpenStreetMap Team—a founding member of Missing Maps.
As we look to the future and our desire to grow volunteering, we
continue to evolve the platform to better serve our people’s interests and
passions, improve global participation, track involvement and ensure that
volunteerism is a common theme throughout the employee experience.

Leaders join national Sleep Out to end homelessness
Accenture people gave up the warmth and comfort of their own beds for a night on the streets in cities across
the United States, including Atlanta, Chicago, Miami, New York, Oakland, Philadelphia and Washington, DC. The
program was part of the national Sleep Out for Covenant House, a Skills to Succeed nonprofit partner. While
braving the elements, our people learned first-hand about the hardships homeless people face and the daily
struggle to lift themselves out of poverty. Together, our people raised approximately US$250,000 for Covenant
House and gained a new perspective and a deeper sense of empathy for those experiencing homelessness.
“There is no way we can fully comprehend the level of deprivation many people have experienced. However, we
can learn to treat them as our brothers and sisters, and that all starts with a genuine, caring concern for others—
and with getting out there in the community and engaging, face-to-face, as a volunteer,” said Nate Boaz, Group
Operating Oficer – Accenture Strategy.
Accenture volunteers across
the United States spent a
winter night on the streets to
help end homelessness.
Music that moves solidarity
The Accenture Foundation in Spain collaborated with digital music service, Spotify, to create a unique funding
competition geared toward social impact. Our people developed the 45 projects in the competition, then created
a playlist on Spotify with the goal of gaining the most subscribers to be the ultimate winner for additional funding
of €15,000. The winner was “La Azotea Azul,” a project aimed at refurbishing a hospital’s rooftop into an area for
hospitalized children to play in a fresh air environment.
ACCENTURE IN
NEW ZEALAND ACHIEVES
100 PERCENT VOLUNTEER
PARTICIPATION OVER TWO
CONSECUTIVE YEARS
The New Zealand Corporate
Citizenship team has strived to
achieve 100 percent volunteering
participation in its various locations.
The New Zealand Corporate
Citizenship leads credit their two-
year goal achievement by having
full leadership support, efectively
co-sponsoring across locations,
providing volunteers flexibility and
emphasizing accountability.

ENVIRONMENT
Accelerating the shift to a low-carbon economy
A decade into our quest to lessen our environmental impact, thinking—and acting—sustainably is part of
daily life at Accenture. We are committed to doing our part to protect the planet for future generations and
to helping those around us pursue their environmental goals. By improving the eficiency of our operations,
harnessing the innovative spirit of our people and developing new sustainability solutions, we aim to
accelerate the global shift to a low-carbon economy and to lessen the efects of climate change.
Having achieved two of our 2020 environmental goals early, Accenture worked with key stakeholders to
define the next chapter of our environmental journey. In December 2018, we announced our new science-
based target, approved by the Science-Based Targets Initiative, to reduce our absolute greenhouse gas
emissions (GHG) 11 percent by 2025 against our 2016 baseline. This includes a 65 percent reduction in
scope 1 and 2 emissions, and a 40 percent per unit of revenue intensity reduction for scope 1, 2 and 3 GHG
emissions over the same time frame. To date, we are the largest professional services company to make
this type of commitment.
To meet our target, we will continue to develop responsible solutions for further sustainable growth and
intensify our focus on the eficiency of our business operations. This includes reducing our energy use and
switching to renewable forms of power, as well as addressing travel impact and supply chain sustainability.
Our environmental strategy focuses on three areas: running eficient operations to reduce emissions and
other impacts such as waste and water use; engaging our people, leaders, partners and other stakeholders;
and enabling client sustainability. Reducing our environmental impact is ingrained in our Code of Business
Ethics (COBE) and our core values, specifically Stewardship. These inform our Environmental Responsibility
Policy, which our Environment Steering Group established in 2007 and reviews annually.
SOCIAL INNOVATOR
Angie Malltezi
Specialist – Accenture Technology
Toronto, Canada

RUNNING EFFICIENT OPERATIONS
From travel to renewable energy sources—our multifaceted approach
As a professional services company, our environmental footprint
consists primarily of the greenhouse gas emissions we generate
through travel and electricity use in our locations. We continue
to explore innovative technologies and processes to decouple
business growth from emissions growth.
Last year we realized a reduction of approximately 24,000 metric
tons of CO2
emissions from ofice electricity usage, thanks to
our ongoing commitment to energy eficiency and increased
investments in renewable energy. We also continue to address
travel intensity and realized an approximately 14 percent reduction
in per-person travel-related CO2
emissions over fiscal 2017.
We take a multifaceted approach to driving operational eficiency,
with an emphasis on using new technologies to manage our
energy consumption, investing in renewable energy sources,
harnessing analytics to reduce our impact, decreasing the
intensity of travel, and continually accessing and disclosing
environmental and climate-related risks.
Leveraging new technologies for energy
management: Driving energy eficiency
We continue to make energy eficiency advances across our real
estate portfolio, seeing improvements every year since fiscal 2010.
In fiscal 2018, we achieved a more than 6 percent improvement
in energy eficiency over the previous year. Since beginning our
environmental journey in 2007, we have saved more than 1.57 million
megawatt hours of electricity, more than 857,000 metric tons of CO2
and generated more than US$207 million in energy savings.
In fiscal 2018, our team in Turin, Italy, achieved a 60 percent electrical
load decrease by installing more than 600 fluorescent fittings with
LED luminaries across their ofice, incorporating daylight sensors
near windows and internal motion detectors to help manage use.
They also achieved overall energy consumption savings of more than
25 percent in fiscal 2018 compared to fiscal 2017.
Our Madrid ofice launched a pilot to improve their energy
eficiency using “Intelligent Climate Platform” software, designed
and built by Accenture’s Liquid Studio team, to more efectively
control air conditioning based on variable weather conditions,
historical data and electricity prices. Preliminary results of the pilot
show up to 20 percent energy savings.

Increasing renewable energy sources: Reducing
greenhouse gas emissions, energy costs and our
carbon footprint
Our renewable energy initiative—part of our supply chain sustainability
strategy—aims to reduce our greenhouse gas emissions, energy
costs and per-person carbon footprint. In fiscal 2018, approximately
24 percent of our energy came from renewable sources, allowing us to
avoid more than 67,400 metric tons of CO2
across our global operations.
We continue to monitor and plan for renewable energy purchasing
opportunities within our most energy-intensive delivery locations,
and have developed a renewable energy road map that will bring
us closer to achieving our 2025 goals of reducing our scope 1 and 2
emissions by 65 percent against our 2016 baseline. We continue to
centralize our energy purchases and have placed a greater emphasis
on the management and tracking of the quality of renewable energy
purchases. Although we do not own our ofices, where possible, we
have put standards in place to allow us to purchase our own energy
from renewable facilities or to influence the landlord to purchase
renewable power as part of lease negotiations.
To see our locations currently using renewable energy, visit our
Environment Impact Map.
Saving carbon by reducing travel intensity and
connecting virtually
Taking full advantage of collaboration technology not only
lowers costs, it allows our teams to connect virtually, maximizes
our return on investment and improves work-life balance.
Last year we avoided 37,000 more metric tons of CO2
from air
travel as compared to fiscal 2017—approximately a 10 percent
year-over-year reduction.
While collaboration technology does help reduce our need for travel,
it also poses its own challenge: technology upgrades that necessitate
disposal of obsolete electronic waste (e-waste). We ensure that our
e-waste is disposed of responsibly, using methods that avoid landfill,
primarily through supplier reclamation and responsible disposal vendors.
Using analytics to reduce environmental impact and
reshape behaviors
Accenture’s Smart Spending program began as a review of employee
spending in the United Kingdom and Ireland (UKI). This led to the creation
of an Accenture data lake that allowed the business to evaluate employee
expenses more efectively.
In fiscal 2018, we began transitioning UKI-driven reporting to the global
CIO’s Enterprise Insights team, which will enable us to make this tool
available across geographic and business units. We also maintain regular
communications and technology enhancements to drive continued
awareness and action to reshape travel behaviors.
Collaborative technology helps
reduce the need for travel.

Promoting energy-eficient transportation:
Embracing electric and public transport
In Belgium, France, Luxembourg and the Netherlands, we are
transitioning diesel and gas cars in our fleet to electric-powered
vehicles and a more intense use of public transportation.
We also began a Mobility Awareness Program that provides our
people a monthly carbon footprint report based on their travel
habits. It incentivizes green behaviors by allowing them to finance
a bicycle out of their pre-tax salary and providing an allowance
for every kilometer traveled by bike for work-related reasons. In
addition, we began a summer e-bike program, where people can
try an e-bike commute for one month for free.
Ongoing eforts to assess and reduce environmental
impact: Our certifications and commitments
As reflected in our Environmental Responsibility Policy, Accenture
holds a range of industry-wide external certifications that
demonstrate our commitment to being a responsible, sustainable
business. Accenture is ISO® 14001 Environmental Management
System-certified globally. ISO® 14001 is an international standard
for organizations to minimize their environmental impact. It is a
key credential for many of our clients and tangible evidence of our
commitment to integrate robust environmental practices into our
operations. Additionally, our ISO® 14001 certification sites serve as
incubators for innovations that can be shared with other Accenture
locations worldwide, such as installing smart meters in our facilities
and piloting people-focused initiatives like our Travel Smart
Challenge. To see our ISO®-certified locations and locations
that use smart metering, visit our Environment Impact Map.
Assessing and disclosing climate-related
risk: Accelerating the transition to a
low-carbon economy
Accenture supports the recommendations of the industry-led
Task Force on Climate-related Financial Disclosures (TCFD), urging
companies to evaluate and disclose their climate-related financial
risks. Timely implementation of these recommendations is a crucial
step toward delivering on the commitments of the Paris Agreement
and keeping global warming well below 2°C. Enhanced disclosure
will allow us to better assess the financial impact of climate change
and to support an orderly transition to a low-carbon economy.
Every year since 2007, Accenture has reported our environmental
performance to CDP, including our environmental risks, opportunities
and methodologies on climate change mitigation and adaptation.
Beginning in 2017, in accordance with TCFD guidelines, we
updated our financial filings to include the fiscal impact of these
and associated risks. These include the increasing frequency and
severity of adverse weather conditions, which may have an adverse
efect on our people, facilities and operations. In addition, although
Accenture is not a water-intensive company, we manage our water
consumption closely with a special focus on regions afected
by climate change-driven water scarcity. In areas not afected
by drought or water shortages, we still monitor our water
consumption to identify opportunities for eficiency improvement.

ENGAGING OUR PEOPLE
Harnessing the ingenuity of our workforce
Our people are passionate about protecting the planet. In fact, they
are the driving force behind much of our progress in this space.
Our Environment, Workplace, IT and Procurement teams bring our
environmental strategy to life, collaborating with our global network
of more than 10,500 Eco team members across 70 countries to
promote eco-volunteering activities, including a mix of virtual and
in-person events and challenges.
Our Travel Smart Challenge encourages Accenture people to reduce air
and automobile travel.
Greener Than Game and Travel Smart Challenge
In 2018, Accenture expanded the Greener Than Game, an annual
eco-initiative encouraging our people and locations around the globe
to compete for the title of the “Greenest” at Accenture. In total, nearly
23,000 people participated in the online challenge. Competitors shared
their eco-knowledge and actions with colleagues on gamified internal
Accenture platforms to collect points and drive engagement.
As part of the competition, individuals submitted innovative ideas for
reducing their carbon footprint. The judges received nearly 2,300
submissions, ranging from new ways of reducing travel and energy
consumption to creative strategies for improving waste management.
The winning entry was a pop-up notification for laptops that alerts users
when their battery is fully charged, with the potential to track energy
savings and CO2
emissions.
The competition also included our seventh annual Travel Smart Challenge,
a six-week competition where our people creatively minimalize air and
road travel. Between Earth Day in April to World Environment Day in June,
participants avoided more than 32,000 flights and 4 million car trips,
avoiding nearly 14,000 metric tons of greenhouse gas emissions and
saving more than US$22 million in travel costs.

ENABLING CLIENT SUSTAINABILITY
Collaborating for greater impact
Recognizing that no single organization alone can prevent the
efects of climate change, collaboration is a critical component
of both our environmental strategy and our client sustainability
initiatives. In addition to reducing the environmental footprint of our
own operations, we also help our clients define and achieve their
sustainability goals through our commercial services and through
research with external thought leaders.
Collaboration is key to addressing climate change and creating a
more sustainable future.
Client Carbon Savings program: Creating solutions
to cut carbon together
Our Client Carbon Savings program brings together our teams
that ofer commercial services, which help our clients meet their
economic and sustainability goals, to share ideas and consolidate
the impact of these emissions-reduction activities.
In fiscal 2018, through our Energy Management-as-a-Service
(EMaaS) ofering, we identified potential savings for our clients
of more than 2.61 million metric tons of CO2
and nearly US$526
million and implemented strategies to help them save a cumulative
301,000 metric tons of CO2
and more than US$12.4 million.
To date, the EMaaS and Zero-based services have led our Client
Carbon Savings program. We acknowledge our robust service
oferings—for example those that help clients transition to the
cloud, also help reduce emissions. However, we are still working
to identify a consistent and reliable way to measure our impact.
In fiscal 2019, we will continue to explore new approaches to
grow this program further.

Convening partners and clients for climate
solutions: Modeling responsible stewardship
Climate action is one of the most pressing issues of our time
and the shift to a low-carbon economy will require collaboration
between businesses, governments and nongovernmental
organizations around the world. We are committed to working
side by side with our clients and other key stakeholders as
responsible stewards of the environment.
Highlights from 2018 include:
World Economic Forum initiatives:
• In November 2018, then Chairman & CEO Pierre Nanterme signed
an open letter from the World Economic Forum’s (WEF’s) Alliance
of CEO Climate Leaders proclaiming that while climate change
is a major threat to our environment, societies and economy,
endangering our well-being and prosperity, achieving a flourishing
low-carbon world is still possible—if we take action now.
• Manufacturing, crucial for economic growth and prosperity,
often consumes high levels of resources and generates large
amounts of waste. In 2018, Accenture Strategy partnered with
WEF to publish a new white paper, “Accelerating Sustainable
Production.” The paper found that an investment in sustainable
innovation represents a US$5 billion annual opportunity for the
automotive and electronics industries in Andhra Pradesh, India.
According to Accenture and WEF leaders, the purpose of the
white paper is to foster public-private collaboration that can
accelerate the transformation toward more competitive and
sustainable production systems.
XPRIZE:
Each year, XPRIZE calls on innovators from around the globe to
design a prize related to a series of pressing challenges in the
areas of space, oceans, learning, health, energy, environment,
transportation, safety and robotics. Known as the XPRIZE Grand
Challenge, the competition aims to bring awareness to major social
and environmental issues and to create a more sustainable world
though technological innovation.
In 2018, an international team from Accenture won the challenge by
devising a new competition in the Saving the Coral Reefs category,
which will task participants with identifying a method of planting
500,000 corals, while solving for the impact of climate change.
The team is currently working with XPRIZE to secure funding for the
competition, which ultimately could help address coral reef die-of.
Team Accenture is X-cited to win the XPRIZE Grand Challenge.

CASE STUDY Heineken: Helping reduce CO2
emissions
Accenture worked with Heineken to help start the groundwork needed to deliver against its ambitious goal
to reduce global carbon emissions.
Client challenge
As one of the top three global brewers, Heineken is committed to reducing its carbon emissions
everywhere it operates. Heineken’s CEO has joined the World Economic Forum’s Alliance of CEO Climate
Leaders, and the company has launched “Drop the C,” a transformational program aimed at significantly
reducing CO2
emissions across all areas of its business—with the goal of growing its share of renewable
thermal energy and electricity in production to 70 percent by 2030.
Solution
In just four months, Accenture helped Heineken develop a unified global carbon-reduction road map to
achieve its ambition, including specific targets and projects for its 19 operating companies consolidated
into a single global dashboard. Accenture and Heineken identified that some operating companies were
already very mature in specific areas of renewable energy and initiated the contact with less mature
operating companies to increase knowledge exchange within Heineken. Furthermore, Accenture supported
Heineken with energy sourcing, budgeting and validation of “green” credentials across multiple countries.
Result
Heineken now has a clear road map and centralized approach for rolling out renewable energy in
production, putting the company on track to deliver the targets set out in its Drop the C initiative by
2030. Accenture will continue to be involved in supporting Heineken toward a lower-carbon future.

SOCIAL INNOVATOR
Jaroslav Saxa
Senior Manager – Accenture Technology
Bratislava, Slovakia
SUPPLYCHAIN
Driving cultural change and shaping the future of procurement
With a multi-billion-dollar supply chain, Accenture has the
purchasing power to drive positive change on a global scale,
creating a more economically inclusive world and helping to
shape the future of procurement. Our ambition is to shift the
culture of buying both inside and outside Accenture, while
generating long-term value for our clients, our suppliers
and our communities.
Because our supply chains are short, with only a few tiers for
most of the goods and services we buy, we can work closely
with our suppliers to promote shared values. Through our
Procurement Plus approach, we work with both large and
small suppliers at every stage of the procurement process to
advance key priorities, such as sustainability, inclusion and
diversity, human rights and innovation.
Procurement Plus is more than just a responsible buying
program; it is the overarching philosophy that informs how
we approach every aspect of our supply chain, including key
initiatives such as our award-winning Supplier Inclusion &
Sustainability Program. Procurement Plus touches each
of our six main purchasing categories—contractors; HR
and professional services; IT and telecom; marketing and
communications; travel and mobility; and workplace and
facilities. This integrated approach sets us apart from our
competitors, highlighting our unique business partner focus,
ventures and acquisitions, risk analysis, and payables and
investment steps. At the same time, it brings our teams,
suppliers and clients closer together, helping us shape
smarter, cost-competitive solutions and reinforcing our
role as a trusted advisor and partner.
To learn how our approach is influencing the broader
marketplace, see the Bristol-Myers Squibb sidebar
later in this section.
Evolving our ethical procurement strategy: Setting
high standards and driving meaningful change
Our leaders, people, clients and business partners want to
know that we manage our procurement process responsibly,
including where and how we create or source our goods
and services. We set high standards for the way we conduct
business, and we require suppliers across all procurement
categories and stages to adhere to Accenture’s Supplier
Standards of Conduct or to make an equivalent commitment.
We continue to improve our compliance procedures,
leveraging our global reach to drive meaningful change
in areas such as human and labor rights.

As with our COBE, our Supplier Standards of Conduct reflect our
core values and our commitment to the 10 Principles of the United
Nations Global Compact (UNGC). Published in 20 languages, these
Standards outline the labor criteria to which our external suppliers
must adhere and require compliance with all applicable laws and
regulations. We continue to evolve our global Supplier Standards of
Conduct in line with our approach to continuous improvement. This
is particularly important as part of our eforts to encourage payment
of living wages and eliminate modern slavery and human traficking
within our supply chains.
In fiscal 2018, as part of these ongoing updates to our Standards, we:
• Clarified our expectations of our suppliers around modern slavery
or involuntary labor, including comprehensive provisions around
contractual notice periods and the appropriate recovery of
training costs.
• Added new language explicitly prohibiting Accenture suppliers
from withholding employees’ identity or immigration documents
or allowing workers to be charged recruiting fees.
• Clarified our prohibition around child labor, particularly that
Accenture suppliers must not employ individuals whose age
qualifies them for compulsory education. We do not prohibit
our suppliers from ofering workplace apprenticeships, work
experience or internship programs, provided that these
programs comply with applicable laws.
• Included a new provision that strongly encourages all suppliers
whose people directly provide services to Accenture and/or its
clients to commit to paying all such people a living wage that
is higher than the legal minimum wage requirement and that
factors in relevant actual living costs.
Since 2017, Accenture has published a Modern Slavery Act
Transparency Statement for our UK business, and we continue
to update the statement annually. We actively engage with the
UNGC UK Network’s Modern Slavery Working Group.
We also continue to look for opportunities to work with our key
partners and suppliers in this important area. For instance, this
past year, we also worked with global leadership at Jones Lang
LaSalle, a major supplier of facilities management services to
Accenture in India and the Philippines, to better understand
our exposure and the protections they have in place to prevent
modern slavery and human traficking in their operations.
We are also active participants in the UNGC’s Decent Work in
Supply Chains Action Plan Program and have recently signed
the Decent Work in Global Supply Chains Commitment to Action
to advance the Sustainable Development Goals—adhering
to the International Labour Organization’s (ILO) Fundamental
Principles and Rights at Work and the UN Guiding Principles on
Business and Human Rights. Accenture contributed to the Decent
Work initiative’s 2018 report, which explores challenges and
opportunities companies face in their eforts to develop more
sustainable and ethical procurement strategies.
As part of our wider commitment in this area, Accenture is driving
the adoption of a living wage with our supplier community.
Through our revised Standards, we now strongly encourage all
our suppliers to pay a living wage to their people who directly
provide services to Accenture and/or our clients. In 2018, we
reviewed more than 36,000 of our managed contractors across
44 countries, finding discrepancies in fewer than 2 percent of
cases; these have since been remediated.

Driving supplier sustainability: Advancing environmental performance
We are committed to advancing sustainable procurement practices both within and outside
Accenture. To that end, we expect our suppliers to provide updates around their environmental
initiatives, goals and impact, and we encourage local and regional teams to discuss sustainable
procurement during their regular supplier meetings. By educating our suppliers on the benefits
of sustainability, we are increasing the number that monitor, measure and communicate their
environmental impact.
As a corporate member of CDP’s Supply Chain program, we use CDP tools to promote
engagement, transparency and sustainable business practices with our suppliers. Since 2010,
we have invited a select group of suppliers to respond to CDP’s Supply Chain self-assessment
questionnaire each year. Gathering information in a standardized way helps us gain a better
understanding of each supplier’s environmental practices. It also supports Accenture’s 2020 goal
to measure and report the impact of our sustainability initiatives with clients and suppliers, and
formalizes our eforts to advance supplier emissions disclosure.
Over the years, Accenture has significantly increased the number of suppliers we ask to participate
in CDP’s reporting program. Generally, our suppliers have been more engaged than the average
of other companies’ suppliers—in 2018, 81 percent of our suppliers participated, well above CDP’s
global average of 68 percent.
We also made progress toward our 2020 goal of having 75 percent of our key suppliers disclosing
their carbon-reduction targets and reporting on the actions they are taking to reduce emissions.
In 2018, more than 74 percent of our suppliers disclosed their targets, and more than 80 percent
disclosed the actions and initiatives they are taking toward emissions reduction. Of the more than
5,000 companies that participated in CDP’s supply chain program in 2018, Accenture earned a
Supplier Engagement Rating of “A” and was among the 3 percent that earned a spot—for the second
consecutive year—on the Supplier Engagement Leader Board—an honor reserved for companies that
are engaging with their suppliers to manage carbon emissions and address climate-related issues
across their supply chains. More information is available in CDP’s Global Supply Chain Report 2019,
“Cascading commitments: Driving upstream action through supply chain engagement.”
IMPLEMENTING SUPPLIER DIVERSITY TO CREATE
CULTURAL CHANGE
Our award-winning Supplier Inclusion & Sustainability Program has
garnered great interest from our clients and other stakeholders. In
fiscal 2018, we mobilized a Diversity Day for Barilla, an international
foods company, complete with unconscious bias, guest speakers
and first-hand insights from members of our Procurement Plus
team. Our Barilla clients were impressed and subsequently
asked for help creating a journey of what good looks like when
implementing supplier diversity. As part of this process, we helped
the company start mapping its supplier landscape and develop
strategies that will enable a more diverse procurement pipeline.
“Barilla aspires to be a market leader in supplier
diversity and inclusion. The Accenture team helped
us reimagine our approach and identify new ways to
connect and work with diverse suppliers, for example,
women-owned suppliers, LGBT, social enterprises
and so on. Our hope is that this new approach, which
started with a Procurement training day, will further
drive cultural change within our company, and also
help us collaborate with our suppliers and peers.”
Luigi Ganazzoli
Purchasing Vice President – Barilla

Advancing supplier inclusion and diversity: Creating value, championing
change and empowering communities
We believe inclusive procurement practices create long-term value for our clients and our
communities, while helping us remain agile, disruptive and ahead of the market.
Our Supplier Inclusion & Sustainability Program, which reaches 18 countries, allows us to drive
a more-inclusive and empowered marketplace. By incorporating diverse businesses into our
supply chain, we gain access to innovative, responsive and cost-competitive supply solutions
for our clients. This is particularly true of our professional services suppliers and contractors,
who make up the majority of our procurement spend. At the same time, we help Accenture’s
suppliers grow their representation and influence in their own markets.
Although inclusive procurement is a global priority for Accenture, we monitor our diverse spend
most consistently within the United States. In fiscal 2018, our total US procurement spend with
diverse suppliers (minority-, women-, small- and medium-sized, service-disabled veterans,
veteran, historically underutilized and lesbian, gay, bisexual and transgender (LGBT) enterprises)
exceeded 30 percent.
In South Africa, we are committed to leading the way with supplier inclusion, aiming to go above
and beyond requirements in the Broad-Based Black Economic Empowerment (B-BBEE) Act. In fiscal
2018, Accenture received the highest-level ranking, level one, up from level two the previous year.
In 2018, our procurement spend with black-women-owned enterprises in South Africa reached
36 percent against the B-BBEE target of 12 percent, while our spend with small- and medium-sized
enterprises grew to 39 percent against a target of 30 percent. Our procurement spend in South
Africa with black-owned vendors was 36 percent, slightly below the target of 40 percent due in
part to significantly tightened definition of empowered suppliers and because some of our
suppliers moved to a higher revenue category.
LEADING THE WAY: TOP AWARDS
AND RECOGNITIONS
• In fiscal 2018, DiversityInc recognized our eforts by ranking
Accenture No. 1 on its Top Companies for Supplier Diversity
list, marking our seventh consecutive year on the list and our
first in this spot.
• Accenture was recognized by the National Business Inclusion
Consortium, led by the National LGBT Chamber of Commerce,
as one of the 2018 Best-of-the-Best Corporations for cross-
segment diversity and inclusion eforts.
• Kai Nowosel, Accenture’s Chief Procurement Oficer, was
named the 2018 Chief Procurement Oficer of the Year by the
United States Pan Asian American Chamber of Commerce
Southeast Region.
• Accenture received a perfect score—100 percent—on
Disability:IN’s Disability Employment Index for the second
consecutive year.
• Accenture was recognized among America’s Top Corporations
for Women’s Business Enterprises by Women’s Business
Enterprise National Council (WBENC).

Diverse Supplier Development Program: Expanding
relationships and opportunities
Accenture’s Diverse Supplier Development Program (DSDP) reflects our
commitment to developing and expanding relationships with businesses
owned by ethnic minorities, women, persons with disabilities, members
of the LGBT community, veterans and other diverse entrepreneurs. The
12- to 18-month program matches senior Accenture executive mentors
with diverse supplier “protégé” companies to help them grow their
businesses. We are paying particular attention to vendors that have AI
and other innovative skills that we would consider in the New.
As of fiscal 2018, 144 diverse suppliers had graduated—23 in Canada, 13 in
South Africa, 22 in the United Kingdom and Ireland, and 86 in the United
States. Our goal is to graduate 170 diverse suppliers by fiscal 2020, and we
have plans to graduate multiple classes in Canada, South Africa, the United
Kingdom and Ireland, and the United States in fiscal 2019.
We are also strategically expanding DSDP to focus on geographies that are
key to enabling our business and those of our clients. We plan to expand
into India and Latin America in 2019.
WATCH A VIDEO
We support—through our Procurement leaders serving on Boards and in
other capacities—various diversity groups around the world, including
Canadian Aboriginal & Minority Supplier Council, Disability:IN, Global
Supplier Diversity Alliance, Greater Women’s Business Council, Minority
Supplier Development UK (MSDUK), National Minority Development Council
in the United States, National Council, WEConnect International, Women
Business Enterprise Supply Nation and others.
For example, Accenture is helping MSDUK, a leading nonprofit membership
organization in the United Kingdom aimed at advancing supplier diversity,
to develop a procurement ecosystem that nurtures diverse suppliers from
the ground up, creating shared value for our businesses.
WATCH A VIDEO
0 170
144
Small, medium and
diverse suppliers
developed toward
our goal

Supporting an inclusive labor market: Finding new ways to
empower people
Accenture is proud to be a corporate leader in inclusive procurement practices,
and we continue to explore new ways and opportunities to promote the inclusion
of persons who may be excluded from the labor market for physical, social or
cultural reasons. This includes minority-, ethnic- and women-owned businesses
and persons with disabilities, visible or otherwise; veterans; refugees; people living
away from economic centers; and LGBT persons. We support these groups not
only through direct recruitment, but also through agreements with our facilities’
vendors and in collaboration with for-profit and nonprofit organizations.
One challenge we face is identifying women-owned businesses that have—or want
to develop—the capacity to meet our procurement standards. To help address
this issue, we connect women entrepreneurs with WEConnect International,
which empowers women to succeed in global markets by providing training and
certification opportunities. We co-founded and have representation on the Board of
WEConnect International, and Accenture now collaborates with the organization
in 16 countries across Africa, Asia Pacific, Europe and Latin America. WEConnect
International programs aim to level the procurement field and integrate more
women-owned enterprises into the supply chain.
In 2018, we co-sponsored the launch of WEConnect International in Japan, which
included an inaugural conference at which Satsuki Katayama, Minister of State
for Gender Equality, Minister in Charge of Women’s Empowerment and Minister in
Charge of Regional Revitalization voiced Prime Minister Shinzo Abe’s commitment
to ensure that corporations work with women-owned businesses.
Accenture’s Procurement Plus team members pose with clients at the launch
of WEConnect International in Japan.

In 2017, Accenture joined WEConnect and several
other global companies and pledged to spend
US$100 million globally with women-owned
businesses over three years, including $50 million
of this spend in developing countries. At the 2018
Global Citizen Festival in Johannesburg, Accenture
made an additional commitment to emphasize
procurement spend on women-owned businesses
in South Africa.
BUILDING A 21ST
-CENTURY WORKFORCE
To develop transformational medicines and help patients around the world overcome serious diseases, Bristol-Myers Squibb
(BMS) understands the need to develop a powerfully diverse, broadly inclusive 21st-century workforce. To support this goal,
Accenture is working with the Diferently Abled Workplace Network People and Business Resource Group (DAWN-PBRG) at
BMS to foster an inclusive work environment where employees with disabilities are valued and respected equally with others.
In 2018, Accenture collaborated with Rondu Vincent from BMS Global Procurement, Mike DiNovi from BMS IT, and Rangam
Consultants, Inc., a minority and women-owned and disability-owned supplier and DSDP graduate, to onboard three team
members on the autism spectrum to our New Jersey-based BMS team utilizing Rangam’s SourceAbled program. We then
conducted autism awareness training and created position profiles, new hire checklists and other materials to meet our
diferently abled team members’ needs and bring them into a safe and supportive environment.
The impactful work we are doing for disability and
“inclusion could not be realized without strong partners
who share similar goals, and I want to formally
acknowledge our partner Accenture and Rangam’s
SourceAbled Program for making this possible.”
Rondu Vincent
BMS Global Supplier Diversity Lead
Members of Accenture, BMS and
Rangam teams work together to
build a 21st-century workforce.

CASE STUDY DHL: Fighting counterfeit pharmaceutical goods with blockchain
Accenture helped logistics company DHL to improve the safety and security of supply chains.
Client challenge
According to Interpol, as many as 1 million lives are lost each year due to counterfeit medications.
Additionally, an estimated 30 percent of pharmaceutical products sold in emerging markets are
counterfeit. DHL believed blockchain technology could ensure product integrity and profoundly
improve safety standards by enhancing transparency and traceability in supply chains, with the goal
of ultimately saving lives.
Solution
DHL partnered with Accenture to develop a proof-of-concept using blockchain to track and trace
pharmaceutical products from manufacturing to delivery to patients. The solution integrates all
parties across DHL’s logistics supply chain, including manufacturers, pharmacies and end consumers.
Every party records each step on the blockchain, and at the point of purchase, the end consumer can
independently validate that their medication is legitimate and safe to consume.
Result
The project illustrated blockchain’s ability to capture all logistics activities relating to medication—from
production to purchase—and ensure information security, transparency and immediate availability. The
project successfully demonstrated blockchain’s use in the fight against counterfeit pharmaceutical goods
by simulating processing of more than 7 billion unique pharmaceutical serial numbers and more than
1,500 transactions per second.
WATCH A VIDEO

ETHICS&GOVERNANCE
Conducting business responsibly
We are on a journey with our clients to navigate an exciting but uncertain digital future.
Long-standing business models are being challenged, and trust—among consumers,
employees and citizens—is eroding. Ethics can determine a company’s future and are
essential to conducting business responsibly.
A commitment to ethics, human rights and strong corporate governance are key
elements of Accenture’s business strategy and are essential for growth, market
diferentiation and safeguarding our people, clients, brand and financial performance.
It is the foundation on which we build trust.
This trust is evident in our enduring relationships with our clients. Our business is rooted in
long-term associations—97 of our top 100 clients have been with us for a decade or more.
Across our business and operations, we demonstrate our commitment to behaving
ethically as a supporter of labor and human rights. We also uphold this commitment as a
LEAD member of the United Nations Global Compact (which we signed in January 2008)
and by adhering to the United Nations Guiding Principles on Business and Human Rights.
Through our eforts, we continue to shape our organization as a responsible business
while maintaining a highly ethical culture. In fact, our Ethics & Compliance program has
helped earn Accenture a spot on Ethisphere’s 2019 World’s Most Ethical Companies list.
We are proud that this is our 12th
consecutive year on the list, recognizing our unwavering
dedication to ethical leadership, compliance practices and corporate citizenship.
SOCIAL INNOVATOR
Glory Dela Paz
Team Lead – Accenture Technology
Manila, Philippines

Creating an ethical culture: Leading with integrity
In today’s evolving business, legal and regulatory landscape, making
good decisions requires careful and deliberate consideration of a
host of complex factors, including the extended consequences of
a proposed action. That is why it is vital to have both a well-defined
Code of Business Ethics (COBE) and a straightforward way to help
our nearly half million people access the information they need to
make ethical decisions. As we foster an ethical culture, in addition
to identifying evolving legal requirements and assessing emergent
risks, our ongoing challenge is to help ensure that all our people
consistently model appropriate behaviors.
So that our people can better understand and fully engage with
our COBE, Accenture ofers a wide range of resources, including
annual required Ethics & Compliance trainings, an ethics helpline
and an on-demand chatbot. In fiscal 2018, we upgraded our
COBE chatbot platform by adding new analytics, AI and machine
learning capabilities to improve language processing and ongoing
knowledge acquisition. These capabilities help surface real-time
trends that allow us to tailor responses and identify new topics and
training opportunities, while still preserving user anonymity.
We continue to evolve our required COBE training with short,
visually engaging, interactive and frequent courses. Individuals
must complete all required Ethics & Compliance training by July 31
each year to be fully eligible for year-end rewards (as permitted
by law). In fiscal 2018, we achieved completion rates of more than
98 percent across all our employees. We also achieved higher
satisfaction rates than in the past; our people said they like the
shorter, more frequent “snackable” courses—including new Human
Rights and Corporate Citizenship training—that presented relevant
examples and scenarios in an upbeat, positive way.
We encourage our people to speak up about disrespectful,
inappropriate, unethical or illegal behavior of any kind, and we have
zero tolerance for retaliation against anyone who speaks up in good
faith. Accenture takes all concerns raised—whether to a supervisor,
career counselor, an Accenture Leader, or Human Resources or
Legal representative—seriously. Concerns also may be reported
anonymously, where legal restrictions allow, to the Accenture
Business Ethics Helpline 24 hours a day, seven days a week.
Our COBE chatbot helps our people make ethical decisions.

Conduct Counts: Guiding our people’s behavior
The first fundamental behavior featured in COBE is “Make Your
Conduct Count,” which articulates five locally relevant yet globally
applicable standards to guide our people’s behavior across our unique
and diverse “culture of cultures.” This framework creates a foundation
for a respectful, inclusive and ethical environment that helps us inspire
top talent, while protecting our people and our brand.
We believe these ethical behaviors are critical to the success of our
business, and we monitor the ethical environment at Accenture
by periodically administering anonymous surveys. In early fiscal
2019, we conducted a global survey, which showed more than 90
percent awareness of our five global behavioral standards. We plan
to implement the survey globally at least every two years, driving
ongoing improvements to our program.
We believe local actions create global impact. We are pleased to see
continued adoption of Conduct Counts across our geographies, with
local leaders embracing the program, encouraging improvement of
our professional environment, and visibly modeling good behavior
and setting the “tone from the top.” Our Country Managing Director
Advisory Council, comprising leadership representation from across
the globe, participates in quarterly Conduct Counts calls to provide
perspective, ofer guidance on local needs, create geographic synergy
and serve as a sounding board for priorities and new initiatives. The
result is that our people are more willing to share their experiences
and more likely to see their situation improve when they speak up.
Human rights: Supporting and respecting the
rights of all people
Accenture’s core values, including our commitment to doing
business ethically, legally and with integrity, are the foundation
of our company’s culture.
Our long-standing commitment to internationally recognized
human rights touches every aspect of our business and requires
the full participation and support of our leaders, people and
suppliers. As stated in our COBE, we focus our eforts on
areas most relevant to our business and operations in terms of
potential human rights impact: diversity and equal opportunity;
employment conditions and working practices, including the
elimination of human traficking, slavery, servitude and forced or
compulsive labor; abolishing child labor; maintaining a respectful
environment for our people (through COBE and Conduct Counts)
and respecting the rights of our people; health, safety and
security; supply chain; data privacy and anticorruption.
Our clients and other stakeholders look to us for transparency
regarding our human rights commitments and policies. Some
of our key global policies are publicly available to show how we
drive salient human rights within our organization. These include:
Raising Legal and Ethical Concerns and Prohibiting Retaliation
and Prohibiting Human Traficking, Forced Labor and Child Labor.
Accenture also adheres to relevant international instruments and
documents, including the International Labour Organization’s
Declaration on Fundamental Principles and Rights at Work and the
United Nations Guiding Principles on Business and Human Rights.

We continue to review our human rights eforts across our
operations, as well as best practices in the marketplace, to
understand how we can further strengthen our commitment.
If it is unclear how to apply the law consistent with our human
rights principles, we use good judgment consistent with our
core values and COBE to support and respect the principles of
internationally recognized human rights.
Digital responsibility: Building trust in the digital age
The ability to continually build trust in long-standing business models,
which has been diminished in part due to continual technology
change, is critical for organizations, individuals and societies to
innovate safely and grow confidently in the digital economy.
At Accenture, we recognize that safeguarding the data of our
clients, our company and our people is one of our most important
responsibilities. We are continually evolving our approach to
information security and data protection, identifying new threats
and driving appropriate behavior to reduce the likelihood and
impact of attacks. Everyone at Accenture has a responsibility to
demonstrate efective data management practices in accordance
with our company policies, including our Data Privacy Statement
and procedures.
In addition to complying with globally recognized privacy principles,
best practices including ISO® 27001:2013 certification from the
British Standards Institution (BSI) and regulations including the
European Union’s General Data Protection Regulation (GDPR), we
also continue to lead the way by expanding our focus beyond legal
compliance to broader management accountability and data ethics.
Internal initiatives, including our Client Data Protection program, which
dictates how we protect our clients’ sensitive information and comply
with regulatory requirements, help us optimize our risk resilience. BSI
has recognized our work in this area, rating us as a “Role Model” (the
highest rating) for all National Institute of Standards/U.S. Department of
Commerce Cyber Security Framework categories. Further, Accenture
adheres to GDPR, designed to modernize and unify data privacy laws
across the European Union—protecting and strengthening individuals’
rights. Accenture applies GDPR as our worldwide data privacy standard.
In addition to deploying internal technologies, controls and practices
that protect Accenture, our people and our clients, we work with
Accenture Security to deliver comprehensive security solutions spanning
strategy development, risk management, cyber defense, digital identity,
application security and managed security services to our clients.
At The Dock in Dublin, our team researches how Pepper, a humanoid robot, can use AI
to improve the future of health care.

Our commitment to digital responsibility also means ensuring that we
adopt—and help our clients adopt—new technologies, including AI, in an
ethical manner. AI—systems that act by sensing, interpreting data, reasoning
and deciding the best course of action—is transforming the relationship
between people and technology, and creating innumerable benefits for
society. However, the rapid advancement of this technology is also raising
ethical challenges. To protect employees, clients and society, companies
need to establish tools and guidelines to ensure that their AI systems are
safe, transparent and verifiable. For instance, Accenture’s COBE includes
parameters around the use of AI.
When AI is designed within an ethical framework, prioritizing both human
and machine, it accelerates the potential for responsible collaborative
intelligence, where human ingenuity converges with intelligent technology.
This creates a foundation for trust with consumers, the workforce and
society and drives massive boosts in business performance that will unlock
incredible new sources of growth.
At Accenture, we define Responsible AI as the practice of using AI, with
good intention, to empower employees and businesses and to fairly impact
customers and society, allowing companies to engender trust and scale
AI with confidence. To help guide our AI-related initiatives across our own
operations and with clients, Accenture has established an AI-specific code of
ethics and business values built around the acronym T.R.U.S.T. in AI:
• Trustworthy AI that is safe, honest and diverse in perspectives, thereby
earning the trust of employees, customers and society.
• Reliable AI that enables enhanced judgment and makes better decisions
based on a diverse set of key values incorporated in a client’s algorithms.
• Understandable AI that allows for transparency and interpretability in
decision making.
• Secure AI that maintains the privacy and security of company and
customer information and data.
• Teachable AI with a human-centric design, aiming for humans and
machines to co-create, inform and educate one another.
We have also developed a set of operational, technical, organizational and
reputational Responsible AI Requirements that serve as the blueprint for
companies looking to embrace a Responsible AI operating model. Based on
each company’s customized principles and requirements, Accenture ofers
suites of tools to fast-track organizational adoption across all functions
of the business.
WATCH A VIDEO
USING AI TO ELIMINATE BIAS
AI touches so many aspects of our lives, and the decisions it makes has created real-world
consequences. To help businesses feel confident that they are deploying AI responsibly,
Accenture is creating a revolutionary “Fairness Tool” that will remove unacknowledged
biases in algorithms or datasets that could lead to unethical decision making. The goal is
to identify and address ethical problems before they have the chance to inflict any harm
on individuals or companies.

The importance of anticorruption programs: Acting
with honesty and integrity
Accenture is committed to conducting business ethically. Our COBE
and related anticorruption policies, both part of our global Ethics &
Compliance program and human rights eforts, require our people,
business partners and suppliers to comply with the anticorruption
laws everywhere we do business, including:
• The US Foreign Corrupt Practices Act (FCPA).
• The Organization of Economic Cooperation and Development
Convention on Combating Bribery of Public Oficials in
International Business Transactions.
• The United Nations Convention Against Corruption.
• The UK Bribery Act.
We are a member of the World Economic Forum (WEF) Partnering
Against Corruption Initiative, which unites companies through
a zero-tolerance policy toward bribery and corruption in any
form. This policy applies to all Accenture people working for any
Accenture entity in any country, and to the many ways we develop,
implement and maintain our broad-based anticorruption program.
We continually assess and refine our Ethics & Compliance program,
including how we train our people. Our innovative approach provides
a baseline of training to all Accenture people, with additional training
for individuals in higher-risk roles, including in-person training with
local members of the Legal team in high-risk markets. As part of our
Ethics & Compliance training, new anticorruption courses are shorter
and leverage multimedia content and other enhancements to make
them more engaging.
In fiscal 2018, we built an innovative “compliance hub” that
centralizes Accenture’s compliance-related applications onto one
platform to provide eficiency gains, improve cross-compliance
collaboration, enhance analytics and deliver additional reporting
capabilities. The platform includes an anticorruption portal to
obtain approval before providing gifts, meals or entertainment to
public oficials, as well as an export compliance tracking tool. In
fiscal 2019, we will add additional anticorruption tools, including the
Government Compliance Hub to streamline tracking Accenture’s
engagements with government clients. Additional compliance-
related applications will be added over time, including adding the
Business Intermediary Portal to onboard certain third parties.
In the past year, we again worked with outside counsel—including
the former head of the U.S. Department of Justice’s Foreign Corrupt
Policies Act division—to conduct a health check to assess the risk
of our anticorruption program. The assessment confirmed that
Accenture’s compliance program continues to be among the most-
advanced and forward-thinking programs in the world.
Corporate governance: Adhering to best practices
and policies
Accenture’s corporate governance matters are described in our
Proxy Statement, filed with the U.S. Securities and Exchange
Commission (SEC) on December 7, 2018 (as updated by our
Proxy Statement supplement, filed with the SEC on January 15,
2019), as well as our Corporate Governance Guidelines. These
documents outline the role of our Board and its committees and key
governance practices, as well as the experience, qualifications and
attributes of our directors.

We are especially proud of the mix of skills, experience, diversity
and perspective our Board of Directors bring to Accenture, as
detailed in our Proxy Statement.
We maintain an ongoing, proactive outreach efort with our
shareholders. Throughout the year, our Investor Relations team and
leaders of our business engage with our shareholders to seek their
input, to remain well informed regarding their perspectives and to
help increase their understanding of our business. Through this
engagement, we leverage the discussions to cover topics of interest
to our shareholders, including our strategy, compensation, Board
and other governance topics.
In a combined efort by our Investor Relations, Corporate Citizenship
and Legal teams, we reached out to our top 50 shareholders in
August through October 2018 to discuss our commitment to
corporate citizenship and environmental-, social- and governance-
related matters. We engaged with holders of more than 40 percent of
our shares outstanding, including 70 percent of our top 20 holders.
These engagement activities produce valuable feedback that is
communicated to and considered by the Board and that informs our
decisions and strategy, as appropriate.
Corporate Citizenship leadership and governance:
Fostering accountability and responsibility
Accountability to advance corporate citizenship at Accenture starts
at the top, with our Board, which includes our CEO, and cascades
through our business, including use of performance objectives
relating to corporate citizenship.
We have a clear governance structure to drive performance toward our
goals and help ensure objectives are cascaded through the organization.
Specific members of our Global Management Committee are responsible
for key corporate citizenship and environmental strategies, including
sponsorship of our non-financial goals.
These leaders are supported by management groups such as our
Corporate Citizenship Council and the Environment Steering Group,
which make strategic recommendations on our sustainability initiatives
for our leadership to approve and integrate throughout the organization.
In fiscal 2019, Laurence Morvan, chief of staf – Ofice of the CEO, was
named corporate social responsibility (CSR) oficer at Accenture. She is
a member of the company’s Global Management Committee and as CSR
Oficer has senior accountability for Accenture’s corporate citizenship
initiatives. She also serves as the executive sponsor for Accenture’s
relationship with the B20 and the G20 Young Entrepreneur Alliance (G20
YEA), international forums that bring thought leadership and business
policy recommendations to the G20 heads of state, with a focus on
digital economy, entrepreneurship and innovation ecosystems.
When businesses serve their clients, people and society
with purpose and a commitment to responsible innovation,
“there is a benefit to all: trust.”
Laurence Morvan
Chief of Staf – Ofice of the CEO & Corporate Social Responsibility Oficer

SHAPING RESPONSIBLE BUSINESS
ALOOKAHEAD
In fiscal 2019, we are continuing to make progress
toward our goals and address our challenges by:
EXPLORING
new ways to institutionalize how we address emerging topics and new
questions related to responsible business practices at the most senior
levels of our organization.
EXPANDING
capabilities to anticipate new areas of skill demand and more quickly
match employees with new career opportunities.
PURSUING
creative tactics to reduce our carbon emissions through increased use
of renewable energy and greater supplier engagement to help us shrink
emissions from travel and other purchased good and services.
EXTENDING
our Diverse Supplier Development Program into parts of India and Latin
America by fiscal 2020.

PERFORMANCE DATA TABLE
The following table quantifies our progress since fiscal 2016 on key non-financial indicators.
Unless specified, all metrics are global in scope, reported on a fiscal year basis, consistent with
previously reported figures and cover those of our consolidated entities. All data are consolidated
from performance management systems across multiple Accenture teams and vetted through an
internal controls process, which includes senior leadership, to ensure they provide an accurate
representation of Accenture’s non-financial performance.
ACCENTURE AT A GLANCE1
FY16 FY17 FY18
US $ THOUSANDS
Net Revenues2
$32,882,723 $34,850,182 $39,573,450
Operating Expenses Excluding Reimbursable Expenses 28,072,278 30,217,573 33,732,409
Operating Income $4,810,445 $4,632,609 $5,841,041
PERFORMANCE DATA TABLE CORPORATECITIZENSHIPREPORT | 74

INNOVATING FOR SOCIETY1
FY16 FY17 FY18
People Equipped with Skills to Get a Job or Build a Business (cumulative, rounded) 1,720,000 2,230,000 2,845,000
ACCENTURE CONTRIBUTIONS BY REGION US $ THOUSANDS
North America $12,394 $12,484 $15,979
Europe 17,439 18,619 20,189
Growth Markets 14,903 16,080 17,026
Cross-Region 14,733 14,436 20,512
Total Accenture Contributions $59,468 $61,619 $73,706
ACCENTURE CONTRIBUTIONS BY TYPE US $ THOUSANDS
Cash $19,081 $19,638 $22,289
In-Kind (Accenture Development Partnerships and Pro Bono Consulting) 37,129 38,408 47,530
Time (Paid Volunteering) 3,258 3,573 3,886
Total Accenture Contributions $59,468 $61,619 $73,706
Accenture Foundations Contributions3
$9,591 $12,521 $13,884
Total Accenture and Accenture Foundations Contributions $69,060 $74,140 $87,589
Hours of Participation in Accenture-Sponsored “Time & Skills” Programs4
700,502 726,303 853,901
Employees Participating in Accenture-Sponsored “Time & Skills” Programs4
6,422 7,349 8,465
Employee Donations (US $ thousands) $9,110 $8,804 $9,735

SHAPING RESPONSIBLE BUSINESS: OUR PEOPLE FY16 FY17 FY18
Global Headcount at Fiscal Year End (rounded) 384,000 425,000 459,000
EMPLOYEE WORKFORCE PERCENTAGE BY GENDER5
PERCENT OF TOTAL
Women 39% 41% 42%
Men 61% 59% 58%
Total 100% 100% 100%
NEW HIRES PERCENTAGE BY GENDER5
PERCENT OF TOTAL
Women 44% 45% 47%
Men 56% 55% 53%
Total 100% 100% 100%
EXECUTIVES PERCENTAGE BY GENDER5,6
PERCENT OF TOTAL
Women 28% 29% 29%
Men 72% 71% 71%
Total 100% 100% 100%
MANAGING DIRECTORS PERCENTAGE BY GENDER5,7
PERCENT OF TOTAL
Women 20% 21% 22%
Men 80% 79% 78%
Total 100% 100% 100%
Total Training Spend (US $ thousands) $940,509 $935,200 $927,484
Average Training Hours per Employee 46 45 42

SHAPING RESPONSIBLE BUSINESS: ENVIRONMENT1
FY16 FY17 FY18
Percentage Change in Total Carbon Emissions Compared to FY16 Baseline -1% -5%
)8
Core Carbon Emissions per Employee (Metric Tons of CO2
2.13 1.96 1.66
CORE CARBON EMISSIONS BY SOURCE8,9
METRIC TONS OF CO2
Air Travel 373,316 389,098 351,966
Other Business Travel 157,701 157,471 164,533
Ofice Electricity10
259,540 240,008 216,051
Other Energy (Natural Gas, Diesel) 6,537 4,436 3,416
Total Core Carbon Emissions 797,094 791,013 735,966
CORE CARBON EMISSIONS BY REGION8,9
METRIC TONS OF CO2
North America 230,897 234,746 223,720
Europe10
144,307 147,815 133,138
Growth Markets 421,890 408,451 379,108
Total Core Carbon Emissions 797,094 791,013 735,966
Carbon Emissions from Other Purchased Goods and Services8
460,542 451,031 453,828
Total Carbon Emissions 1,257,636 1,242,044 1,189,794

SHAPING RESPONSIBLE BUSINESS: ENVIRONMENT1
FY16 FY17 FY18
CARBON EMISSIONS BY SCOPE9
METRIC TONS OF CO2
Scope 1 27,203 24,095 22,183
Scope 210
263,050 243,773 218,855
Scope 38
967,383 974,176 948,756
Total Carbon Emissions 1,257,636 1,242,044 1,189,794
Ofice Electricity Eficiency (kWh/square meter) 196 179 167
% Electricity from Renewable Sources 18% 21% 24%
ENERGY USAGE BY SOURCE9,11
MWh
Non-Renewable Electricity 397,408 376,439 361,512
Renewable Electricity 85,461 101,898 111,574
Natural Gas 17,166 15,485 12,155
Diesel 12,255 5,225 3,839
Total Energy Usage 512,290 499,047 489,080
ELECTRONIC WASTE BY DISPOSAL METHOD12
METRIC TONS
Avoided Landfill 360 302 583
Landfill <1 <1 <1
Total 360 303 583
Total Water Consumption (cubic meters)13
2,191,000 2,179,000 2,518,000
Water Consumption per Employee (cubic meters) 5.85 5.39 5.69

SHAPING RESPONSIBLE BUSINESS: SUPPLY CHAIN1
FY16 FY17 FY18
DIVERSE PROCUREMENT SPEND BY TYPE (US ONLY) US $ THOUSANDS
Minority-Owned Business $351,468 $355,519 $450,992
Women-Owned Business 104,948 100,620 118,587
Small Business 74,965 81,963 75,171
Other Type Business14
9,129 5,649 1,731
Total Diverse Procurement Spend (US Only) $540,510 $543,751 $646,481
Diverse Procurement Spend as a Percentage of Total Procurement Spend (US Only) 29% 27% 31%
Footnotes
1 Some detail numbers may not sum exactly to total number due to rounding.
2 Net revenues excludes reimbursements (for example, travel and out-of-pocket expenses and third-party costs, such as the cost of hardware and software resales).
3 Accenture Foundations refers to independent charitable organizations that bear the Accenture name.
4 “Accenture-sponsored ‘Time & Skills’ Programs” comprise Accenture Development Partnerships, pro bono consulting and paid volunteering projects.
5 Values reflect our workforce as of December 31 of that year and do not include information from Avanade, a joint venture between Accenture and Microsoft that is
majority-owned by Accenture.
6 “Executives” comprises our managers, senior managers, managing directors, senior managing directors and members of our Global Management Committee.
7 “Managing Directors” comprises our managing directors, senior managing directors and members of our Global Management Committee.
8 Emissions designated as “Core” represent those most directly associated with Accenture’s business model and align with total emissions reported prior to fiscal
2016. As part of Accenture’s science-based emissions target, we now include Scope 3 emissions for fiscal 2016 onward resulting from procurement of other
purchased goods and services as part of our total emissions inventory.
9 Detailed methodology for carbon emissions and energy usage calculations is available in Accenture’s CDP Climate Change response; 100% of Accenture’s
fiscal 2018 Scope 1 and Scope 2 emissions, as well as a small subset of Scope 3 emissions received a positive statement for a limited assurance review by an
independent third party.
10 CO2
emissions related to Scope 2 Ofice Electricity reflect a market-based accounting approach as defined by the updated GHG Protocol Scope 2 guidance. In
line with the guidance, fiscal 2018 ofice electricity market-based emissions factor renewable electricity impacts as well as 4,234 tons of residual non-renewable
emissions in Europe. Also in line with the guidance, we report CO2
emissions using a location-based approach, which for fiscal 2018 would be 279,221 tons for
Ofice electricity and 282,026 tons for Scope 2.
11 In previous reports, values for “Non-Renewable Electricity” and “Renewable Electricity” were combined into a single value for “Electricity.” Prior year values
disclosed for “Electricity“ are the same as the sum of values for “Non-Renewable Electricity“ and “Renewable Electricity.”
12 Electronic waste (e-waste) is the most significant environmental aspect in our waste stream and includes laptops and workstations with disposal method tracked in
Accenture’s global asset management system. Other waste streams result primarily from our ofice-based activities, many of which include recycling services that
are both inside and outside our operational control, and overall are not considered to have a significant environmental impact.
13 Fiscal 2018 total water consumption is derived from 66% measured data and estimating the remainder based on average per-workstation consumption
from measured locations.
14 “Other Type Business” consists of the following subcategories: Service-Disabled Veteran, Veteran, Historically Black Colleges or Universities, and LGBT.

ABOUT ACCENTURE
Accenture is a leading global professional services company, providing a broad
range of services and solutions in strategy, consulting, digital, technology and
operations. Combining unmatched experience and specialized skills across more
than 40 industries and all business functions—underpinned by the world’s largest
delivery network—Accenture works at the intersection of business and technology
to help clients improve their performance and create sustainable value for their
stakeholders. With 477,000 people serving clients in more than 120 countries,
Accenture drives innovation to improve the way the world works and lives.
Visit us at www.accenture.com.
We welcome your feedback.
Copyright ©2019
All rights reserved.

Accenture Corporate Citizenship Report 2018

More Related Content

Similar to Accenture Corporate Citizenship Report 2018 (20)

More from Accenture Italia (20)

Recently uploaded (20)

Accenture Corporate Citizenship Report 2018