2017 Corporate Citizenship Report

CORPORATE
CITIZENSHIP
REPORT2017
See how Skills to Succeed
helped Tyrone and Tifany
launch their business

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TABLEOF
CONTENTS
ON THE COVER
Tifany Hoang never thought she would own a business, but after facing prejudice and discrimination in previous jobs, she and
business partner Tyrone Botelho launched CircleUp Education to make a diference in their community. Their Oakland, California
based social enterprise helps cities, organizations and schools ensure that all people are respected, included and valued.
Tifany and Tyrone made their dream a reality with help from mentors at Youth Business USA (YBUSA). YBUSA provides support to
young entrepreneurs facing significant barriers to business ownership, and helps them start and grow their own businesses and
ultimately, create jobs. As part of Accenture’s long standing relationship with Youth Business International including grant, pro bono
and volunteer support we helped YBUSA develop the skysthelimit.org platform, which uses artificial intelligence analytics to connect
budding entrepreneurs like Tifany and Tyrone with resources, skills training and mentoring.
OVERVIEW
ETHICS & GOVERNANCE
OUR PEOPLE
COMMUNITY IMPACT
ENVIRONMENT
SUPPLY CHAIN
PERFORMANCE DATA

LETTERFROM
OURLEADERS
Society finds itself at a critical inflection point in the
digital era, creating both inspiring opportunities and
unforeseen risks. In this technology revolution, our
focus is finding new ways to apply technology and
invention to create a positive and lasting impact for
people and communities.
The challenge is immense, but we believe it is an
opportunity for business, government and nonprofit
leaders to collaborate as stewards of an increasingly
connected world. By combining human ingenuity
with groundbreaking technologies, Accenture
solves complex problems and delivers innovation
that helps build a more equal and inclusive society.
Most of all, we are committed to keeping people at
the heart of everything we do. With expertise across
more than 40 industries and all business functions,
our people turn their ideas into innovations that put
people first—to help them succeed and grow in this
new era.
Our 2017 Corporate Citizenship Report illustrates
how we do this by:
ADDRESSING COMPLEX PROBLEMS
• Solving the challenges of identity: We are
partnering with Microsoft on ID2020, a project
using blockchain and biometric technologies
to enable the 1.1 billion individuals without
oficially recognized identities to access and
share their data electronically.
• Transforming health care systems: By applying
artificial intelligence and machine learning to
data, we optimized the dispatch process for the
rural Japanese municipality Saga Prefecture,
reducing travel time for ambulance trips to the
hospital by an average of 1.3 minutes and most
importantly, saving lives.
SKILLING FOR THE FUTURE
• Closing employment gaps: We equipped more
than 2.2 million people globally with skills to
gain employment or build a business through
our Skills to Succeed initiative.
• Helping students reach their potential: With a
continued focus on apprenticeships globally,
we expanded our US apprenticeship program
to provide under-represented groups greater
access to digital economy jobs, and will grow
our national program each year, while bringing
more corporations on board.
SHAPING A RESPONSIBLE BUSINESS
• Balancing our workforce: As we continue to
make progress toward accomplishing our goal
of 25 percent women managing directors by
2020, we set a new goal to achieve a gender-
balanced workforce by 2025.
• Fostering sustainable growth: We reduced
per-employee carbon emissions by 52 percent,
surpassing our goal to achieve a 50 percent
reduction by 2020.
• Transforming our Code of Business Ethics:
We digitized our Code of Business Ethics
to make it more accessible to all Accenture
people. Our Code includes our international
human rights statement, which emphasizes
our commitment to maintaining ethical and
equitable practices worldwide.
Thanks to our team of approximately 442,000
people worldwide and an ecosystem of diverse
partners, we are living our vision to improve the way
the world works and lives. Together, we look forward
to the possibilities ahead as we help improve millions
of lives around the world, now and for the future.
Pierre Nanterme
Chairman & CEO
Jill Huntley
Managing Director
Global Corporate
Citizenship
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OVERVIEW
CORPORATE CITIZENSHIP REPORT 2017

ACCENTURE
ATAGLANCE
Accenture solves our clients’ toughest challenges by providing a broad range of services in strategy,
consulting, digital, technology and operations.
We partner with 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 our clients create sustainable value for their stakeholders.
We are proud that 98 of our top 100 clients have been clients for at least 10 years.
442,000 PEOPLE
serving clients
in more than
120 countries
$34.9 BILLION
annual net revenues
$18 BILLION
in revenue from digital-,
cloud- and security-
related services
$1.7 BILLION
invested in
acquisitions—the
majority in “the New”
$700 MILLION
invested in research and
innovation to develop
leading-edge ideas
6,000 PATENTS
and pending patent
applications in
44 countries
$935 MILLION
invested in learning
and development for
our people
$74 MILLION
invested in corporate
citizenship eforts
Note: All figures are US dollars and are as of fiscal year-end 2017
(August 31, 2017), with the exception of approximate headcount
(as of February 28, 2018).
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OVERVIEW

OURCORPORATE
CITIZENSHIPSTRATEGY
ANDAPPROACH
Technology continues to change the world as
we know it, but to create positive, meaningful
impact, we must put people first. Taking a
People First approach to business, technology
and citizenship requires deeper intelligence at
all levels—from strategy through operations.
At Accenture, we combine human ingenuity
with advanced and intelligent technologies to
solve complex problems and deliver innovation
to build a more equal and inclusive society.
From gender equality and climate action to
decent work and economic growth and quality
education, we are committed to addressing the
United Nations’ Global Goals and contributing
to the new sustainable development agenda.
We set ambitious goals and make strategic
investments to drive progress and performance
across our organization, workforce, communities,
environment and supply chain. At the same
time, we collaborate with partners to scale our
innovations responsibly and with integrity that
informs the way we work with our suppliers,
protect our planet and advance inclusion in
the digital age, for our company and clients.
Putting people first also means investing in learning
that benefits current and future generations,
and empowers them to create a more equal and
inclusive society. Our own workforce represents
a wide variety of cultures, ethnicities, religious
beliefs and languages. This rich diversity
makes us stronger—more innovative, more
competitive and more creative, which helps us
better serve our clients and our communities.
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OVERVIEW
The immersive learning environment of our Innovation Hubs
brings together broad networks from Accenture and beyond to
solve challenges in a digital context.

GOALS&
PROGRESS
Pillar Goal Progress Update SDG*
ETHICS &
GOVERNANCE
Awareness Building
Following the fiscal 2014 launch of
Conduct Counts, we will strive for
employee awareness levels of our
five global behavioral standards to
be at least 90 percent each year.
In fiscal 2017, we achieved more than
90 percent employee awareness of
our five global behavioral standards.
Ethics Training
We will strive to maintain employee
completion rates in the high
90th percentile for our Ethics &
Compliance training each year.
In fiscal 2017, we maintained
employee completion rates in the
high 90th percentile for our Ethic &
Compliance training.
OURPEOPLE Inclusion & Diversity
By the end of 2025, we will achieve
a gender-balanced workforce,
with 50 percent women and
50 percent men.
By the end of 2017, our global
workforce comprised 41 percent
women—up from 39 percent in 2016.
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 2017, our women
managing directors comprised more
than 21 percent women—up from
20 percent in 2016.
Talent Development
By the end of fiscal 2018, we will
enhance the way our people
interact and learn by building a
global network of 100 connected
classrooms that combine
interactive technologies with
innovative content design.
In fiscal 2017, we surpassed our goal
by expanding our global network of
connected classrooms to 123.
SYMBOLS
AchievedIn ProgressOngoing
*Our Corporate Citizenship eforts support several Sustainable Development Goals (SDGs).
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OVERVIEW
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COMMUNITY
IMPACT
Demand-led Skilling
equip more than 3 million people
with the skills to get a job or build
a business.
To date, we have equipped more than
2.2 million people with workplace and
entrepreneurial skills.
Employment and
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.
Over the past five years, new grants
from our Global Giving partnerships
have helped more than 160,000 people,
or more than half of the 315,000
individuals equipped with employment
and entrepreneurship skills, go on to
secure a job or build a business.
Collaboration for
Systemic Change
will bring together organizations
across sectors to create large-
scale, lasting solutions aimed at
closing global employment gaps.
We continue to grow our role as a
collaborator, convener and thought
leader, and to deliver research and
insights to help drive systemic change,
such as New Skills Now: Inclusion in
the Digital Economy, which provides
insight for nonprofit organizations and
funders around how to future-proof
workforce development.
GOALS&
PROGRESS
SYMBOLS
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ENVIRONMENT Running Eficient Operations
reduce our carbon emissions to
an average of two metric tons per
employee—representing a more
than 50 percent reduction against
our 2007 baseline.
By the end of fiscal 2017, we achieved
a 52 percent reduction from baseline,
reducing our carbon emissions from
an average of 4.04 metric tons of CO2
per employee in fiscal 2007 to 1.96 in
fiscal 2017.
Enabling Client Sustainability
begin to measure and report the
impact of our work with clients
and suppliers in key areas
of sustainability.
In fiscal 2017, we continued to pilot
methodologies and began to measure
the impact of our services with clients,
resulting in approximately 430,000
metric tons of realized CO2
savings and
more than 1.25 million metric tons of
potential savings identified.
SUPPLYCHAIN Supplier Sustainability
will expand to 75 percent the
percentage of our key suppliers
who disclose their targets
and actions toward
emissions reduction.
Through fiscal 2017, 72 percent of our
suppliers disclosed their targets, and
76 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.
Through fiscal 2017, we developed 133
small, medium and diverse suppliers
through our DSDP, with our South Africa
class graduating in 2018.
GOALS&
PROGRESS
SYMBOLS
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OVERVIEW
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OURREPORTING
APPROACH
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OVERVIEW
Our 2017 Corporate Citizenship Report details the
impact we made across each of the five pillars of
our corporate citizenship reporting framework:
Ethics & Governance, Our People, Community
Impact, Environment and Supply Chain. The
report explores our corporate citizenship goals,
progress and performance across our global
operations during fiscal 2017 (ended August
31, 2017), 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 2017 report, we are transitioning from
the GRI G4 guidelines to the GRI Standards as
a basis for disclosure. For more information on
our GRI disclosures, please see the Reporting
Prioritization section and GRI Index.
The report serves as our ninth Communication on
Progress to the United Nations Global Compact
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.
As a LEAD member, we are committed to work
toward implementing the Blueprint for Corporate
Sustainability Leadership, and sharing related
outcomes and learnings with the broader
universe of companies in the Global Compact.
We disclose our key non-financial metrics in our
Performance Data Table, including data from
the last five years. More information about our
global corporate citizenship activities, including
our detailed GRI Index, UNGC Index and
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 information about
Accenture can be found in our recent Annual
Report and 10-K and 2017 Proxy Statement.
STAKEHOLDER
ENGAGEMENT
Fostering a dialogue with key stakeholders is an
important part of our reporting process. It helps
us understand and communicate which topics are
most important to our stakeholders and to manage
our business. We regularly engage internal and
external stakeholders in discussions regarding our
goals, our progress and performance to improve our
reporting. We use input from a variety of stakeholders
(see table below) to inform our approach and align
more closely with stakeholder expectations.
STAKEHOLDER
GROUP
EXAMPLES OF
ENGAGEMENT
Clients Satisfaction surveys, client
account lead relationships, project
quality assurance processes,
conferences and events, responses
to information requests (e.g., CDP
Supply Chain)
Current Accenture
People
Surveys, internal memos and
webcasts, accenture.com, social
media, Business Ethics Helpline,
focus groups, employee
resource groups
Investors Quarterly earnings calls, Investor &
Analyst conferences, responses to
investor questionnaires (e.g., CDP
Climate Change, DJSI), investor
relations team outreach
Suppliers CDP’s Supply Chain program,
Supplier Standards of Conduct,
Diverse Supplier Development
Program, training and mentorship
Governments,
Multi-laterals &
Policy Makers
See Political Contributions and
Lobbying Policy, discussions via
Government Relations team
Nonprofit Partners &
Foundations
Skills to Succeed grantee
relationships, nonprofit initiatives
for employee volunteering and
giving, advocacy and societal
change group participation,
virtual roundtables
Potential Recruits,
Alumni & Civil Society
Social media, accenture.com,
careers blog, 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, Compliance with Environment and Social Regulation
has been split into its component parts to reflect the rise in new social regulations and their greater
relevance to our stakeholders. For added clarity, Direct Economic Impacts has been renamed to Distributed
Economic Value. 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.
IMPORTANCETOEXTERNALSTAKEHOLDERS
• Energy Use
• Waste, Including E-Waste
• Water
• Carbon Emissions
• Compliance with Social
Regulation
• Inclusion, Diversity &
Equal Opportunity*
• Talent Attraction &
Development
• Employee Well-being*
• Environmentally Sustainable
Procurement
• Community Giving,
Engagement & Social Impact
• Compliance with
Environmental Regulation
• Enabling Clients’ Sustainability
• Top-level Governance of
Environmental & Social Issues
• Human Rights in the
Supply Chain*
• 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
*Potential human rights impact
Very HighHighMedium
IMPORTANCE TO BUSINESS
GRI Note: The outlined sections of the matrix indicated above contain the most material
non-financial topics in scope for reporting with the GRI Standards and that are included
in our GRI 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.
MediumVeryHighHigh
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OVERVIEW

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OVERVIEW
AWARDS&
RECOGNITION
Recognized among FORTUNE’s World’s
Most Admired Companies for 16
consecutive years; ranked No. 1 in IT
Services category for 5 years
Ranked No. 12 on the
Thomson Reuters’
Diversity &
Inclusion Index
Recognized in
CDP’s Climate
Change Report
as a leading
company
for reducing
emissions and
mitigating
climate change
Included on
FORTUNE’s Change
the World list of the
50 best companies
putting purpose at
the center of their
business strategies
Recognized among
Ethisphere’s World’s Most
Ethical Companies for 11
consecutive years
Recognized among DiversityInc’s
Top 50 Companies for Diversity
for 11 consecutive years and six in
the top 15
Included on CDP’s Supplier Engagement
Leader Board, recognizing companies
that are reducing emissions and
lowering climate-related risks within
their supply chains
Included on
FORTUNE’s 100
Best Companies to
Work For list for 10
consecutive years
Joined Working Mother’s
100 Best Companies
Hall of Fame recognizing
15 consecutive years
Included in
Dow Jones
Sustainability
Index North
America &
FTSE4Good
Global Index
for 13
consecutive
years
Received a perfect score on
Human Rights Campaign’s
Corporate Equality Index
each year since 2008
Ranked No. 7 on
CR Magazine’s
100 Best Corporate
Citizens list

ETHICS & GOVERNANCE
ETHICS&
GOVERNANCE
Strong ethics and shared values drive everything we do
at Accenture. Acting with integrity has always been, and
always will be, fundamental to how we operate. Guided
by an industry-leading governance model, a set of
fundamental behaviors and new digital tools, we strive
to build trust while empowering our people to act with
integrity every day.
36%
of the 11 independent
members of our Board
are women
11CONSECUTIVE
YEARS
on Ethisphere’s
World’s Most Ethical
Companies list
6fundamental
behaviors form the
foundation for our
reimagined Code
of Business Ethics
HOW ARE YOU MAKING
A DIFFERENCE?
“Best People is an Accenture
core value. By recruiting diverse
candidates, I am helping us
deliver innovation to clients.”
Lula Samuel
Manager

The Ethics Economy
According to “Fjord Trends
2018,” we are in “The Ethics
Economy.” Customers and
employees want to buy from
and work for companies
that share their belief system.
Organizations are under
increasing pressure to publicize
their ethical principles. In many
cases, companies may face
more severe consequences for
failing to comply with disclosure
standards than in years past.
ETHICS & GOVERNANCE
OUR STRATEGY
AND APPROACH
A commitment to ethics and strong corporate
governance are key elements of Accenture’s
business strategy. The commitments that support
our culture are essential for us to grow, diferentiate
ourselves from our competitors, and safeguard
our people, brand and financial performance.
They are the foundation on which we build trust
with our clients, our people, our investors and
other stakeholders.
This trust is evident in the enduring relationships
we have with our clients. We develop much of our
business from long-term associations—all our top 100
clients have been with us for at least five years, and
98 of those have been clients for a decade or more.
We demonstrate our commitment to ethics as a
supporter and advocate for human rights, where
our eforts focus on areas most relevant to our
business and operations, and the potential efect
they will have on the people of the world.
Additionally, we uphold our long-standing support,
as a LEAD member, of the United Nations Global
Compact (which we signed in January 2008), as well
as our commitment to adhere to the United Nations
Guiding Principles on Business and Human Rights.
Through all our eforts and commitments, Accenture
continues to shape and maintain a highly ethical
culture. In fact, our Ethics & Compliance program
helped earn Accenture a spot on Ethisphere’s 2018
World’s Most Ethical Companies list. This marks
our 11th
consecutive year on the list, recognizing
our commitment to ethical leadership, compliance
practices and corporate citizenship.
SHAPING AN
ETHICAL CULTURE
Code of Business Ethics
As we foster an ethical culture, in addition to
identifying legal requirements and assessing
emergent risks, our ongoing challenge is to
help ensure that all of our people consistently
model ethical behaviors. Today’s complex
business environment and evolving legal and
regulatory requirements create new situations
in which the right decision requires careful
consideration of a host of complex factors. That
is why it is vital to have both a well-defined code
of business ethics and a straightforward way
of helping our people access the information
they need, when and how they need it.
CORPORATE CITIZENSHIP REPORT 2017 1111

ETHICS & GOVERNANCE
In September 2017, we reinvented our Code
of Business Ethics (COBE), transforming it for
the digital age. By applying design thinking
and integrating intelligent technology, we
have essentially remodeled our COBE from
a lengthy, text-heavy document into an
interactive, mobile-first tool that helps our
global workforce act with integrity—at speed.
In addition to embedding ethical decision
making into how our people work and live, we
have reinforced our commitment to ethical
business practices. The latest version of our
COBE, available in nine languages, has been
streamlined and reorganized, and content has
been added to provide additional guidance and
greater detail about various matters of special
interest like new technologies and human rights.
We encourage our people to speak up if they
have a good faith concern about disrespectful
or inappropriate conduct, or unethical or illegal
behavior of any kind. Accenture takes all concerns
raised—whether to a supervisor, career counselor,
an Accenture leader, or Human Resources or Legal
representative—seriously, and the matter will be
handled by the most appropriate global or local
team. Concerns may also be reported anonymously,
where legal restrictions allow, to the Accenture
Business Ethics Helpline 24 hours a day, seven
days a week.
Our redeveloped COBE has evolved in three ways:
1. More approachable content—We condensed and
reorganized the COBE around six fundamental
behaviors and added relevant new content
related to the use of new technologies, corporate
citizenship and our commitment to human
rights. As such, the COBE links to our new policy
1006, Prohibition on Human Traficking, Forced
Labor and Child Labor, which was published in
May 2017. The six fundamental behaviors are:
• Make Your Conduct Count—Fostering
respect, fairness and shared ethical values.
• Comply with Laws—Accenture people, and
those acting on our behalf, are responsible
for understanding the applicable rules and
working with Legal to ensure compliance
with all laws.
• Deliver for Our Clients—Serve clients,
regardless of role, focusing on their
best interests while acting as stewards
of Accenture.
Code of Business Ethics
“Our Code of Business Ethics isn’t
just a document—it’s what we
believe, how we live and how
we lead. It’s embedded in all
we do, empowering our people
to operate with the highest
standards so they can lead with
confidence and help create a
better world.”
Chad T. Jerdee
General Counsel
Chief Compliance Oficer
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ETHICS GOVERNANCE
• Protect People, Information and Our
Business—Working together to build a
better, stronger and more durable company
for future generations, preserving the
Accenture brand, meeting our commitments
to keep information and intellectual property
safe, acting with an owner mentality, and
developing and looking after our people.
• Run Our Business Responsibly—Using
sound business judgment to make decisions
and do so within our authority, using sound
discretion to take appropriate risks and
remaining accountable even where decision
making is automated.
• Be a Good Corporate Citizen—Support and
respect human rights, foster environmental
responsibility and encourage involvement in
the communities where we work and live.
2. Human-centered experience—We have
digitized our COBE and created an easy-
to-use chatbot to help guide our people
to the information they need. Designed to
evolve using artificial intelligence (AI) and
machine-learning capabilities, the chatbot
can help surface real-time trends that
enable Accenture to tailor its responses
continuously and identify new topics and
training opportunities while preserving user
anonymity. The COBE chatbot transforms
a legal document into a living resource.
3. Simplified COBE training—We took a fresh
approach to training by designing shorter
but more visually engaging, interactive
and frequent courses. Following a five-
minute multimedia introduction to COBE,
monthly follow-up courses take learners
through the six fundamental behaviors.
To take advantage of new technology, our road
map for COBE includes making the experience
even more responsive, embedding the chatbot
into other employee collaboration platforms and
exploring various forms of input such as voice.
Conduct Counts
The first fundamental behavior featured in COBE
is “Make Your Conduct Count,” which articulates
five culturally sensitive—locally relevant, yet
global—standards to help guide our people’s
behavior across our unique and diverse “culture of
cultures,” so that we can be at our best each day:
• Speak up about concerns, knowing
Accenture never tolerates retaliation.
• Treat each other with respect.
• Conduct ourselves in accordance with the
highest standards of professional behavior,
as ambassadors of Accenture.
• Apply our principle of meritocracy when
we make decisions about our people.
• Ensure our personal interests and relationships
do not create conflicts for Accenture.
Central to the success of Conduct Counts is
employee completion of our required Ethics
Compliance training. This training is regular and
required for all Accenture people; it is the employee’s
responsibility to complete all of his/her required
Ethics Compliance training by July 31 each year to
be fully eligible for year-end rewards (as permitted
by law). In fiscal, 2017, we achieved employee
completion rates of more than 99 percent.
In addition to engaging with individual country
managing directors on their local actions, we also
formed our Country Managing Director Advisory
Council. Comprised of business leaders in seven
countries, the Council members participate in
quarterly calls to provide perspective, ofer guidance
on local needs, create geographic synergy and serve
as a sounding board for priorities and new initiatives.
We continue to monitor our people’s understanding
of our Conduct Counts behaviors by conducting
periodic anonymous surveys about ethical behavior
at Accenture. In fiscal 2017, we once again achieved
more than 90 percent awareness of our five global
behavioral standards. As of early 2017, Accenture
people within all countries have completed the
survey twice, and we intend to implement the
survey globally every two years.
Leadership Responsibilities
We expect all leaders at Accenture to advocate for
ethics and compliance, and serve as role models
of the highest ethical standards. This leadership list
includes our Board of Directors, Chairman CEO,
General Counsel Chief Compliance Oficer, and
Global Management Committee, which has ultimate
accountability for running our business.
Our Chairman CEO—and other senior leaders—set
the tone for integrity and ethics by communicating
clearly and frequently, including through video, blog
posts and other digital and social channels, about
our approach to ethics and compliance. These
communications include messaging about our zero
tolerance for violations of law and for retaliation
against employees reporting issues. Our leadership
also regularly stresses why a strong Ethics
Compliance program is an essential part of leading
in the New and reaching our company’s goals.
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ETHICS GOVERNANCE
The Importance of Anticorruption
Our global Ethics Compliance program, which
includes our global Anticorruption program,
requires all Accenture people to act with business
integrity and in an honest and ethical manner.
Our COBE and related anticorruption policies
require our people, business partners and suppliers
to comply with all antibribery and anticorruption
laws everywhere we do business, including, but not
limited to:
• 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 also a member of the World Economic
Forum’s Partnering Against Corruption Initiative.
This program unites companies through a zero-
tolerance policy toward bribery and corruption in
any form, and it applies to all Accenture people—
directors, oficers and employees in every country
and every Accenture entity—and the ways we
develop, implement and maintain our broad-based
anticorruption programs.
One of the most important aspects of our
anticorruption compliance program is providing
training to our people. With approximately 442,000
people serving clients in more than 120 countries,
no traditional or “of-the-shelf” training program
could possibly meet our diverse needs. To address
this, we adopted a risk-based and targeted approach
that provides a baseline of training to all our people,
with additional training provided to those in higher-
risk roles, including live in-person training with local
attorneys in many of the highest-risk marketplaces.
In addition to formal training requirements, we
provide regular global and local communications
that address recent anticorruption headlines and
invite interactive participation. By focusing these
educational activities on real-life scenarios, we
help ensure that our training and awareness eforts
remain relevant and practical without becoming
stale or repetitive.
In the past year, we worked with outside counsel—
including the former head of the U.S. Department
of Justice’s FCPA division—to conduct an in-depth
risk assessment 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.
HUMAN RIGHTS
As we serve clients across the globe, we support
and respect internationally recognized human
rights wherever we do business. These standards
are expressed in the International Bill of Human
Rights and the International Labor Organization’s
Declaration on Fundamental Principles and Rights
at Work.
Support and respect for the protection of human
rights are at the heart of our core values, especially
Respect for the Individual, Best People and Integrity.
Our commitment is anchored in our COBE, our
Supplier Standards of Conduct and our global
policies. We speak up if we experience any human
rights violations and take action—or reach out for
guidance—if we witness or become aware of any
violations across the following areas:
• Diversity and equal opportunity—We are
committed to eliminating discrimination
in employment and apply our principle of
meritocracy when we make decisions about
our people. We value diversity and do not
discriminate. We value diferent cultures, strive
to have a diverse and inclusive workforce, and
meet legal hiring mandates. (See Our People.)
• Employment conditions and working
practices—We are committed to:
- Eliminating human traficking, slavery,
servitude and forced or compulsory labor.
- Abolishing child labor.
- Ensuring a respectful environment for
our people.
- Respecting the right of our people to form
and freely join (or refrain from joining)
legally constituted representative bodies
and working in good faith with them.
• Health, safety and security—We are committed
to ensuring the well-being of our people. (See
Our People.)
• Supply chain—We are committed to supporting
and respecting human rights in our supply
chain in a manner consistent with our Supplier
Standards of Conduct. (See Supply Chain.)
14

ETHICS GOVERNANCE
• Data privacy—We protect the privacy and
security of personal data and use personal
data responsibly.
• Anticorruption—We comply with
all anticorruption laws.
Our clients and other stakeholders look to us
for transparency regarding our human rights
commitments, policies and eforts. In 2018, we
published some of our key global policies externally
to show how we drive salient human rights within
our organization. Newly published policies include
Raising Legal and Ethical Concerns and Prohibiting
Retaliation and Prohibition on Human Traficking,
Forced Labor and Child Labor.
Additionally, in 2017 we published our first annual
UK Modern Slavery Act Transparency Statement.
This statement was updated in 2018 to reflect
enhancements we are making to the protections.
More information about our progress and
performance in this area is available in the
Supply Chain section.
We continue to review human rights eforts across
our operations, as well as best practices in the
marketplace, to understand how we can further
strengthen our practices and better fulfill our
commitment. If it is unclear how to apply the law
consistent with our human rights principles, we
seek to use good judgment consistent with our
core values and COBE to support and respect the
principles of internationally recognized human rights.
With the rise in human rights regulations, in
addition to upholding mandatory, disclosure-
based laws, our ambition is to go beyond simply
meeting transparency elements and look for
ways to further bolster our eforts in this space.
CYBERSECURITY
AND DATA PRIVACY:
TODAY’S REALITY
Safeguarding the data of our clients, our company
and our people is one of the most fundamental and
important responsibilities we have. It is a challenge
that we take very seriously and that requires our
most-sophisticated assets and expertise. True to
this, we exercise appropriate caution whenever
we access the confidential data of clients and our
people; safeguarding technology and information
through threat identification, risk mitigation and
other information security protocols.
Everyone at Accenture has a responsibility to
demonstrate efective data-management practices
in accordance with our company policies and
procedures. We use a common information security
and compliance language across all geographies,
keeping our people aware of current and emerging
threats, while regularly reminding them of daily
practices they can employ to maintain data
protection. In addition, our Client Data Protection
program drives a culture of stewardship among
our global clientele focused on protecting the
information of our clients, our employees and
Accenture’s own data.
Recognizing and responding to an ever-evolving
threat landscape is the new reality for today’s global
economy. Digital consumption by businesses and
the population at large has increased dramatically.
This, combined with the expanding Internet of
Things—the automated and connected data network
of phones, wearables, vehicles, home appliances
and various other types of devices—generates
specific risks that we must address continually.
At Accenture, we recognize the critical need to
always be looking to the future and assessing
our approach to information security and data
protection in the digital age. Our cross-functional
strategy focuses on identifying evolving threats
across the technology environment, driving
appropriate behavior to reduce the possibility
and consequence of attacks, and quickly
responding to cyber incidents should they occur.
With cybersecurity and data privacy deeply
embedded in our operations, we maintain
resilient protection and comply with globally
recognized privacy principles and best
practices. We are responsive to changing
client expectations as we identify and measure
against applicable standards and frameworks:
• We continue to lead the way by expanding our
focus beyond legal compliance to broader
management accountability and data ethics.
We have a comprehensive privacy statement,
and continue to strengthen our data privacy
program through regular risk assessments.
• We are strengthening our Client Data
Protection program, which dictates how we
protect our clients’ sensitive information
and comply with regulatory requirements.
This covers every client engagement—from
initial discussions, we assess vulnerabilities
and put together a framework to help
mitigate risks and protect the client.
• All aspects of our complex operations,
including our numerous sites and extensive
workforce, are covered by the scope of the
ISO® 27001:2013 certification from the British
Standards Institution (BSI). This respected
15

-
ETHICS GOVERNANCE
international certification demonstrates that
Accenture adheres to the highest and strictest
standards for information security. It is the
largest single certification to be awarded by BSI.
• The General Data Protection Regulation
(GDPR) is designed to modernize and unify
data-privacy laws across the European Union—
protecting and strengthening individuals’
rights. Accenture adheres to its requirements;
applying them as our worldwide data-privacy
standard, not just throughout Europe, while
we continue to adhere to additional, more-
stringent requirements in other countries. To
be ready for GDPR, which will become efective
in May 2018, we have further invested into our
data-privacy oficer network and are enhancing
our already-resilient processes to protect client
and internal data.
• We maintain a proactive, vigorous incident
response, with professionals with specialized,
industry-recognized skills working around the
globe to provide 24/7 response, in addition to
ongoing assessment of emerging threats
and vulnerabilities.
• We provide guidance for Accenture people
on evolving security threats through a global
multi-channel awareness program called
“Work Smart to Stay Safe.” We regularly test
our people on how to recognize and avoid
falling for social engineering attacks through
specialized phishing and ransomware training,
the most-common social engineering tactics
that have been identified as high-impact,
critical security risks.
• We routinely measure and benchmark
Accenture’s capabilities to validate our program.
In addition to providing technologies, controls and
practices that protect Accenture, our people and
our clients’ data on an everyday operational basis,
we work with clients through Accenture Security to
deliver comprehensive security solutions spanning
strategy development, risk management, cyber
defense, digital identity, application security and
managed security services. From modernizing
a global retailer’s digital identity management
system, embedding AI, robotics process
automation, chatbots and other advanced
capabilities, to enhancing security, increasing
productivity and moving products into stores
faster, Accenture Security helps organizations
efectively manage cyber risk.
Insights on Security
• The “Cyber Threat scape
Report“ examines key trends
during the first half of 2017
and how they may evolve over
the next six months.
• “The 2017 Cost of Cyber
Crime Study“ finds that
companies on average must
deal with 130 cyber breaches
a year, but can still grow
confidently amid this evolving
threat landscape.
• Each year, we publish the
“Accenture Technology
Vision,” outlining our view of
the top tech trends, including
those in cybersecurity and
data privacy, and the impact
they will have.

ETHICS GOVERNANCE
CASE STUDY
BRINGINGVITAL
DRUGSTOMARKET
FASTERWITH
THECLOUD
On average, it takes at least 10 years to bring a new
drug to market. Accenture is helping a biotech
company enhance its cloud platform to shorten this
process by one to two years—speeding innovation and
enhancing treatments through improved data storage,
access, privacy and security.
CLIENT CHALLENGE
A North American biotech giant wanted to secure confidential
patient clinical data in its cloud environment, give its global
scientific community faster access to the data and comply
with government regulations regarding privacy.
OUR SOLUTION
The client turned to Accenture to transform its scientific
data cloud, integrating data from disparate sources on
a single cloud platform and strengthen its security
posture. We are helping the company adopt cloud and
governance models, define its cyber threats, set up
and operationalize its cloud platform and integrate
sophisticated data privacy controls.
THE RESULT
With Accenture’s help, these solutions are helping
the client dramatically improve eficiency, enabling
the company’s global scientific community to gain
faster, more secure access to the data they need to
develop their life-saving treatments.
17

CORPORATE
GOVERNANCE
Accenture’s corporate governance matters are
covered in our Proxy Statement, filed with the
U.S. Securities and Exchange Commission on
December 15, 2017, as well as our Corporate
Governance Guidelines. These documents outline
the role of the Board and its committees, key
governance practices, as well as the experience,
qualifications, attributes and skills of our directors.
As detailed in our Proxy Statement, our Board takes
an active role in Board succession planning and
refreshment, and works toward creating a balanced
Board with fresh perspectives and deep experience.
We believe that considering diversity through many
facets including gender, ethnicity, experience
and skills is consistent with the goal of creating a
Board that best serves the needs of Accenture and
the interests of its shareholders. As of the date of
our Proxy Statement, our Board consisted of 12
directors: our Chairman Chief Executive Oficer
and 11 independent directors, one of whom was not
subject to reappointment due to retirement and four
of whom are female, including our lead independent
director. As of the date of the Proxy Statement,
of the directors who stood for reappointment:
• Two are African American, two are
Asian, one is Hispanic and six were
born outside of the United States.
• Average tenure was 4.6 years and
average age was 60 years.
In addition, our Board has a diversity of experience,
qualifications, attributes and skills—including global
expertise, senior leadership experience, innovation
and technology focus, financial expertise, investment
expertise and public company board experience.
36%of the 11 independent
members of our Board
are women, including
our lead director
DIVERSITY AMONG DIRECTORS*
4.6YEARS
average board
member tenure
2
African
American
2
Asian
60average
age
1Hispanic
6born outside
the US
*Note: As of December 15, 2017; includes only our director nominees
who stood for reappointment.
18
ETHICS GOVERNANCE
CORPORATE CITIZENSHIP REPORT 2017CORPORATE CITIZENSHIP REPORT 2017

-
ETHICS GOVERNANCE
Recent Governance Action
Actions taken in recent years demonstrate
Accenture’s commitment to strong corporate
governance. These actions include our continued
Board refreshment and our ongoing shareholder
outreach program, during which we communicate
with our largest investors and discuss topics critical
to their needs and expectations. For example, in
2017 this outreach included discussion around our
public commitment to achieve our gender-balanced
workforce by 2025. (See Our People.) Additionally,
our Board continued to review various best
practices, resulting in an update to our Corporate
Governance Guidelines and Committee Charters,
and it also approved our updated COBE.
Corporate Citizenship Governance
Accountability to advance corporate citizenship
at Accenture starts at the top with our Chairman
CEO, and cascades through our business, including
performance objectives relating to corporate
citizenship. For example, achieving our global
corporate citizenship goals is considered in the
performance evaluation and compensation of our
most senior leaders, including our Chief Strategy
Oficer and Chief Operating Oficer.
READMORE
A LOOK AHEAD
In fiscal 2018, we will continue to
make progress toward our goals
and address our challenges by:
• Focusing on COBE chatbot
enhancements including new
interaction features, machine
learning and analytics.
• Further enhancing
COBE training.
• Implementing Conduct
Counts related local actions,
integrating it with other
programs and developing
enhancements to the survey
that we will conduct in
fiscal 2019.
• Revising and simplifying
our Privacy Policy subject to
regulatory approval.
CCORORPPORORAATTEE CCIITTIIZZEENNSHISHIPP RREEPPORORTT 22010177 1919

OOUURR PEPEOOPLPLEE
OURPEOPLEAt Accenture, our people are our largest and most important investment.
We aim to be an employer of choice for the most innovative talent on
the planet. In the age of intelligent business, the very concept of work
is being redefined as diferent generations enter and exit the workforce
amid a rapidly changing technological landscape. Our leadership
imperative is clear: Create the future workforce—now.
10 32%of new managing
YEARS directors are women—up
on FORTUNE’s 100 Best from 30% prior year
Companies to Work For list
50/50gender-balanced workforce by 2025
160K $935M
Accenture people invested in learning
reskilled in New IT and development to
in 18 months grow our people
HOW ARE YOU MAKING
A DIFFERENCE?
“As member of the Inclusion
Diversity team in the Middle
East, I am helping advance
gender equality in the region.”
Melissa Madenjian
Analyst

OUR PEOPLE
OUR STRATEGY
AND APPROACH
As a talent-led organization, Accenture puts
people first. Our professionals make extraordinary
contributions to our clients’ work and to the
communities in which we live, and these eforts
fuel our own business results. On our journey to
become the most truly human organization in
the digital age, we are creating an environment
to help our people live, learn and lead at their
very best personally and professionally. We are
striving to create visionary, next-generation
practices in learning and development, inclusion
and diversity, and the employee experience.
Accenture’s talent strategy focuses on being
an employer of choice for top talent by:
• Continuously investing in the growth
and development of our people.
• Advancing an inclusive and diverse
environment where people feel a sense
of belonging.
• Supporting engaging employee experiences
where people can be at their best more often.
Our aim is to discover, inspire and grow exceptional
people both professionally and personally, while
staying ahead of our clients’ needs by training
our people continually in next-horizon skills.
DEVELOPING
OUR PEOPLE
Creating the Workforce of the Future
The future of work has already arrived, and digital
leaders are fundamentally reinventing their
workforces. At Accenture, we are constantly refining
our talent practices for the digital age to attract,
develop and inspire people on their own terms.
We understand that technologies such as artificial
intelligence (AI) have the potential to generate
enormous economic and social gains. Successful
leaders are using AI and data to create more-
productive and symbiotic relationships with
workers, customers and partners. We see this
combination of human ingenuity with intelligent
technology, like AI, positively augmenting roles
and further elevating people’s ability to attain
more-satisfying work and greater business value.
Our survey of more than 1,000 large companies
currently using or testing AI and machine-learning
systems revealed three entirely new categories
of uniquely human jobs—trainers, explainers
and sustainers. Trainers teach AI systems how to
perform, process data and behave. Explainers
articulate to business executives the inner workings
of AI systems, improving transparency. Sustainers
ensure that AI is fair, safe and responsible.
In our own workforce, we automated more
than 17,000 back-ofice jobs through robotic
process automation, freeing more than 40
million productive hours across Accenture in
fiscal 2017. We redeployed the people most
afected by these changes, freeing them from
repetitive tasks and equipping them to advance
Accenture’s success in critical new ways.
When it is not possible to redeploy a person to
a diferent role by leveraging existing skills and
experience, we look to “new skill” that person. We
are generating talent development programs at
speed and scale to help ensure that our people—
including those at risk of displacement—remain
continuously client and market relevant.
New skilling is especially important so that people
can find their next role at Accenture. An example
of this process occurred in fiscal 2017, when one
of our client contracts ended. This change directly
afected several hundred Accenture people and
their jobs. We again decided to new skill our
people—helping some pivot into diferent areas
of the same organization and others into entirely
new careers. Through new skilling, we have seen
our people’s abilities elevated—not eliminated—all
while remaining highly responsive to our clients.
Accelerating New and Specialized
Skills at Scale
As technology disrupts organizations across
industries and the digital landscape continues
to transform, we strive to stay ahead by evolving
alongside our people. This year, we continued to
make significant progress helping practitioners
pivot to “New IT.” In just over 18 months, more than
160,000 Accenture people became conversant
21

- - -
- -
-
—
OOUURR PEPEOOPLPLEE
in new technologies, including automation, Agile
development and intelligent platforms. Our New IT
training program has enabled us to prioritize skill
investments to meet specialized demand in real
time, addressing client needs—and helping make
Accenture the largest independent technology
services provider.
Along with helping our people pivot to “New IT,”
we are committed to enabling their continuous
professional development. In fiscal 2017, we
invested US$935 million to develop our people,
including substantial investments in reskilling, to
help them stay relevant in key areas such as cloud,
AI and robotics.
Additionally, we substantially enhanced the areas
of mobility, personalization and flexibility—how and
when our people collaborate—in our training by
ofering greater access to information and learning
experiences. We support anytime/anywhere
learning through Accenture Connected Learning—
comprising our more than 2,700 digital learning
boards, thousands of online courses, five regional
learning centers and a virtual campus of connected
classrooms. By the end of fiscal 2017, we expanded
our network to 123 classrooms, beyond our goal of
100 by the end of fiscal 2018.
Building on our internal success, in November
2017 we launched the Accenture Future Talent
Platform externally. This interactive learning tool
includes talent-transformation services to help
clients develop their IT workforces in critical areas
such as digital, cloud, security and AI. We crafted
a scalable, cost-efective approach for a new era of
learning that puts the spotlight on learning anytime,
anywhere through digital technologies—while
tailoring the curriculum to the specific needs of
each company or individual. For example, we are
using the platform to help a European bank launch
its own school of automation. The program will
identify new roles and skills and build a training plan
for a pilot, followed by a 40,000-person rollout.
Expanding Performance Achievement
As part of our large-scale overhaul to our
performance management approach, in fiscal
2016 we simultaneously introduced Performance
Achievement while shifting away from annual
reviews. Performance Achievement is geared toward
encouraging forward-looking conversations while
using a strengths-based approach, and is designed
to support the rich diversity of our people and
deliver a unique employee experience for all.
By the end of fiscal 2017, more than 66 percent
of Accenture people completed strengths
assessments, and our people managers created
Opening a New and
Innovative Learning
Center in India
The newest addition to
Accenture’s learning environment
is the India Learning Center
in Bangalore, a state of the
art facility designed for both
high tech driven learning and
introspection. Opened in 2017,
the center combines the latest
advances in learning science
and technology with principles
from ancient Indian wisdom to
create a more connected and
truly human learning experience.
With four fully wired classrooms
that allow people to work and
learn together, a broadcast
studio to share content, and a
human performance and learning
space, the center epitomizes
“Learning in the New” enabling
the rapid development of
relevant skills at scale to help our
clients address the challenges
of digital disruption and the
unprecedented pace
of change.

OUR PEOPLE
more than 640,000 unique actions to help our
people define what is next for their careers at
Accenture. This enables us to better understand our
people’s skills and aspirations, and provide them
with personalized actions for growth—all part of
our mission to accelerate career development on a
continuous basis. Providing feedback in the moment
is critical to enable the culture of performance. By
the end of fiscal 2017, our people had given more
than 1.7 million instances of feedback to each other.
Additionally, we recalibrated Performance
Achievement to include actions and behaviors
to help elevate personal and team performance.
These activities help to regularly evaluate strengths,
priorities and team engagement incorporating
real-time feedback. We also provided insights
and guidance on coaching to our people
managers through our Leading Extraordinary
Teams course. This program is designed to help
participants be better coaches; most of our
people—77 percent—say that coaching helps
them produce high-quality and innovative work.
Developing Leaders at All Levels
Our ambition to become the most truly human
organization in the digital age means we want
our people to be at their best professionally and
personally, focusing on the whole person (not
just the worker). In fiscal 2017, we introduced a
new leadership model and reimagined
our development programs to better
reflect this innovation-led mindset.
Our new Leadership DNA defines expectations
of Accenture leaders at all levels, specifically
recognizing inclusion and diversity as a
central ingredient to innovation and creating
a people-first organization. It also focuses
first 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.
Our leadership development programs concentrate
on having people step outside of their comfort
zones and practice new ways of working and
interacting with each other. For example, we
launched a new RISE Leadership Journey for newly
promoted associate managers, managers and
senior managers to practice the behaviors of our
Leadership DNA so they can create a truly human
environment for their teams. The participants
connect with local colleagues to network and
celebrate their career achievements, and attend a
one-day workshop to reflect on and enhance their
leadership skills. Self-study using learning boards,
peer coaching groups, self-assessment, and follow-
up career counselor and supervisor conversations
round out the three-month experience that reached
approximately 20,000 people in fiscal 2017.
GOING BEYOND
INCLUSION AND
DIVERSITY TO CREATE
A SENSE OF BELONGING
We continue our unwavering commitment to
diversity with the aim that each and every one of
our people has a full sense of belonging within
our organization. As a business imperative, every
person at Accenture has the responsibility to
create and sustain an inclusive environment. Our
leaders around the world, including members
of our Global Management Committee who sit
on the Accenture Diversity Council, have helped
shape our five Inclusion Diversity global
priorities: women; lesbian, gay, bisexual and
transgender (LGBT); persons with disabilities;
cross-cultural diversity; and ethnic diversity.
In creating a culture of innovation, it is critical to
cultivate a place where people are comfortable
opening up to colleagues about dificult topics—
such as bias and inclusion. According to Catalyst,
employees who feel included are more likely to
innovate new ways of working and be supportive
of one another. The challenge, as an organization,
is to move along the continuum from a broad look
at diversity to creating an inclusive environment
that fosters a real sense of belonging.
“What we’ve seen in our company is that
when we create an environment where
all people feel like they belong, you
truly start to see people flourish—and
performance both at the individual and
the organization level also flourish.”
Ellyn Shook
Chief Leadership Human Resources Oficer
23

OUR PEOPLE
We have embraced the concept of inclusion
to address this challenge. For example, the
#InclusionStartsWithI movement used a video to
spark discussion about how Accenture people can
help foster a positive, inclusive environment. The
video resonated with our people, showing how
bias can appear in both expected and unexpected
ways—and that each of us has the power to make
a diference. Our people asked to share the video
with their families, friends and clients, creating a
wider and deeper dialogue both inside and
outside of Accenture.
The movement caught on with people posting
personal commitments—to create a more
inclusive workplace—on social media using
#InclusionStartsWithI. With more than 465,000
views at the end of fiscal 2017, #InclusionStartsWithI
remains Accenture’s most popular video ever on
our Facebook and YouTube channels. Additionally,
more than 20 clients have begun using the video to
start challenging conversations or have approached
us to understand how they can integrate
#InclusionStartsWithI into their programming as
they move toward more-inclusive workplaces.
WATCHAVIDEO
Measuring the progress of our diversity programs
across a global landscape continues to be one
of our greatest challenges and opportunities. In
fiscal 2017, we created scorecards for our LGBT
and persons with disabilities programs. We are
collaborating with external organizations on
what “good” looks like, so we can drive more
consistency across our geographies—even in
countries where it is legally or culturally dificult.
We use these scorecards to track what is working
and apply successful initiatives in new locations—
for example, creating a Pride Network in China.
Accenture’s InclusionStartsWithI video has inspired more
than 4,200 mentions on Twitter, generating a potential
30 million impressions, and spreading a message of
encouragement and action.
Gender Equality at Accenture
Research shows that more women in the workforce
helps grow the global economy. At Accenture, we
believe the future workforce is an equal one, and
gender diversity is essential for an innovation-
led organization. That is why we set a new goal
to achieve a gender-balanced workforce, with 50
percent women and 50 percent men, by 2025.
On the path to 50/50, we have taken steps to
attract, develop and advance women including:
• Using a text analytics tool to help identify and
eliminate gender bias in our job descriptions.
• Sponsoring our most-senior women to
advance in profit and loss roles—80
percent of whom have been promoted
or expanded their responsibility since
the program’s inception six years ago.
• Launching initiatives that enable women
with in-demand skills, such as our Women in
Technology program, which helps fast-track
the careers of high-performing women.
• Collaborating across business and government
to further gender equality in the workplace—
including our role as a founding signatory
of the White House Equal Pay Pledge, and
our Chairman CEO and Chief Leadership
Human Resources Oficer’s roles as founding
members of the Paradigm for Parity coalition.
According to our research, the gender pay gap is
as wide as ever. Globally, for every US$258 a man
earns, a woman earns US$100. If the current state
of the workplace remains the same, women will not
earn equal pay until 2080 in developed markets
and 2168 in developing markets. Accenture’s
research report “Getting to Equal 2017: Closing the
Gender Pay Gap” ofers compelling evidence for
how to expedite career opportunities for women
and equalize the pay scale across genders.
At Accenture, we strive to ensure that all our
people—both women and men—are compensated
fairly and equitably from the moment we hire
them through all the milestones of their careers.
We are proactive in our eforts to ensure pay
equality and have ongoing rigorous processes in
place to identify discrepancies, looking carefully
at specific roles at all stages of an individual’s
career. If we identify a problem, we fix it.
24

OUR PEOPLE
In addition to annually publishing our workforce
demographics—including gender—across key
geographies, in November 2017 we disclosed our
gender pay gap data in the United Kingdom in line
with new government regulations. We continue to
increase the number of women in our most-senior
roles, which is key to closing the pay and bonus gaps.
In 2017, women accounted for 32 percent of our
newly promoted managing directors globally, the
largest percentage of women ever promoted to this
level at Accenture—up from 30 percent in 2016. Of
the combined promoted managing directors and
senior managing directors, women comprised 31
percent—also a record—up from 29 percent in 2016.
We have set key milestones to build on this
momentum and keep us on track. In March 2017,
we announced a goal to increase the proportion
of women managing directors in our workforce
to at least 25 percent worldwide by the end of
2020. By the end of 2017, women accounted for
more than 21 percent of our managing directors.
Further, last year we surpassed our goal of
40 percent women new hires worldwide by
2017 a year early, demonstrating our ability to
attract a promising share of female top talent.
In 2017, we moved well beyond our ambition
of 40 percent and reached 45 percent women
new hires—up from 44 percent in 2016.
By the end of 2017, as a result of our
eforts, women accounted for:
• 29 percent of Accenture executives, which
comprises managers, senior managers,
managing directors, senior managing
directors and members of our Global
Management Committee.
• 41 percent of our global workforce,
up from 39 percent in 2016.
• 36 percent of the 11 independent members
of our Board, including our lead director.
The path to gender parity is a challenging one. The
number of women in STEM graduates is limited
(and shrinking), and the task of educating tens
of thousands of managers on the value of hiring
and managing a diverse team is monumental.
Indeed, according to a World Economic Forum
study, “the gap between men and women across
health, education, politics and economics widened
for the first time since records began in 2006.”
Each March, we punctuate our commitment
to gender equality by celebrating International
Women’s Day (IWD). In 2017, our IWD events
brought together Accenture people, recruits,
alumni and more than 2,500 clients across
more than 350 events in 48 countries to explore
how digital technology is helping women
advance at work and close the gender gap.
Additionally, we support the United Nations Global
Compact Women’s Empowerment Principles, which
help the private sector promote gender equality
in the workplace, marketplace and community.
Accenture people in Brazil celebrate and explore “Leading in the
New” at our 2017 International Women’s Day event.
WOMEN NEW HIRES AT ACCENTURE
40%
2013
37%
2014
38%
2015
44%
2016
45%
2017
25

PRIDE: Lesbian, Gay, Bisexual,
Transgender Equality
Helping to ensure an inclusive environment for
lesbian, gay, bisexual and transgender (LGBT)
employees and all other gender minority groups
around the world is a key part of our belief
that diversity makes us stronger. By convening
discussions, strengthening networks and using
the power of social collaboration, we are building
awareness and fostering a sense of community
within and beyond our LGBT Network.
For the third consecutive year, Accenture hosted a
panel titled, “Are LGBTQ Rights Going Backwards?”
at the World Economic Forum (WEF) in Davos in
January 2017. The session took place against a
backdrop of considerable political upheaval in many
parts of the world. In the face of both continuity
and change, the panel took on wide-ranging
topics, including businesses’ responsibilities to
help drive and sustain change. Panelists included
our own Sander van ‘t Noordende, group chief
executive – Products.
In addition, for the first time in the history of the
WEF Annual Meeting, LGBT was front and center on
the main agenda, and Sander was invited to speak
inside the meeting in a session called “Good for
Business: The Power of Being Out.” The discussion
covered a range of topics including genetics,
mental health issues and the impact that
business can have on fostering acceptance
for a diverse society for everyone—particularly
those from the LGBT community.
During June 2017, more than 32,000 people
watched our Pride Live sessions via Facebook.
PRIDE networks in Brussels, Manila, Mexico
City and New York shared their views on the
power of networking, allies and more.
To help keep our people connected throughout
the year, we grew our global community of
allies to more than 20,000—an increase of
more than 66 percent over the year prior. At the
same time, we continue to foster partnerships
between global and local PRIDE networks. Today,
42 countries have a have a local network, all
represented by a local lead who is the driving
force behind the program. In fiscal 2017, to help
celebrate our people and their talents, members
of our PRIDE network in India formed a choir
that performs publicly throughout the year.
Accenture is committed to providing a supportive
environment for all our people, regardless of their
sexual orientation, gender identity or expression. In
fiscal 2017, we extended our LGBT self-identification
program to four new countries, ensuring increased
transparency and providing data and insights that
allow us to identify gaps in career progression.
Currently, the program is available for 20 percent
of our workforce in eight countries, with continued
expansion planned for fiscal 2018 and beyond.
In 2017, Accenture received the first-ever Global LGBT Network of the Year Award from Stonewall in addition to being a Top Global
Employer for the third year in a row.
26
OUR PEOPLE
OUR PEOPLE

Persons with Disabilities
OUR PEOPLE
With a focus on enablement, we welcome people
with diferent abilities, perspectives and experiences
because we believe inclusion starts with each one of
us. This approach invites new solutions to business
challenges, a higher level of innovative thinking
and the opportunities for people to reach their
full potential.
Our Accessibility Council comprises a group of
senior leaders who help guide accessibility decision
making at Accenture as we continuously strive to
be fully accessible. 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.
Our ongoing priority has been to make Accenture’s
key global information and reporting tools accessible
to persons with disabilities. As we evaluate and
remediate all our applications, we already have made
our skills and policies websites fully accessible, and
we have rolled out accessibility training to all site
developers. Additionally, we updated language in
real estate provider documents to ensure Accenture-
leased spaces meet our universal accessibility
standards, as defined by Accenture’s life safety
requirements and workplace design standards.
We also look for ways to remove barriers to
employment for persons with disabilities outside
Accenture by working with partners who share
our commitment to enablement. In June 2017, we
launched a series of workshops with Microsoft,
joining our client and accessibility teams to
share best practices. Additionally, we initiated
a partnership with the Federation of Disabled
Persons in China and sponsored the Disability
Matters Asia-Pacific conference in India.
Ethnic Diversity
We celebrate the diversity of opinions that may be
influenced by a variety of ethnic backgrounds and
can improve the way we work together as a team
every day. Ethnicity is an especially important topic
for us in South Africa, the United Kingdom and the
United States, and we made good progress with our
our Black African, African Caribbean and African
and Hispanic American populations, respectively,
in fiscal 2017.
We ofered a number of programs in
these three locations including:
• Driving Stronger Performance and Excelling
in High Performance training in South Africa,
which was attended by 75 Accenture people.
• Accelerate Professional Development Program
in the United Kingdom, a year-long program
reaching more than 300 members of the
Accenture African Caribbean Network.
• ”Super Week” in the United States, where
we delivered leadership training sessions
to more than 1,000 participants from
across our LGBT, Women, African American
and Hispanic American communities.
In five regions across the United States, regional
one-and-a-half day Super Week Leadership
Summits ofer an opportunity for our people
to come together to invest in themselves, their
development and their networks. The Summits
cultivate leadership potential at all levels,
facilitate retention and growth and connect
employee resource groups between ofices.
Cross-cultural Diversity
A diverse workforce brings with it a broader
skill base, creativity and innovation. Accenture
aims to provide our people with the resources
and training to work efectively across
cultures—both virtually and face to face.
Bridging cultural divides can be exceptionally
challenging within a workplace environment,
especially in an organization comprising
approximately 442,000 people serving clients
in more than 120 countries. Today, people seem
more divided than ever on issues spanning race,
religion and politics, and a growing number
of corporate leaders are recognizing that
societal tension and discrimination can have a
significantly negative impact on employees.
We believe that taking risks can enhance an
inclusive culture. Specifically, when people dare
to take on tough topics and risk inviting tough
conversations, the results can help enhance
diversity and increase cultural sensitivity.
With that in mind, in fiscal 2016, we launched
a webcast called Building Bridges, a town
hall on race, with more than 4,000 of our
people participating in the initial webcast.
27

OUR PEOPLE
Since then, Building Bridges has grown organically,
with more than 15 subsequent installments
over the past year across the United States.
Topic areas have expanded to address subjects
such as faith—spurred by recent attacks on
mosques and temples—sexual identity and
being your authentic self in the workplace.
One Building Bridges session in our New York
ofice focused on the topic of religion because
we understand the importance of fostering cross-
faith and multicultural understanding and respect.
It helps us recognize and appreciate the religious
observances of our colleagues and deepen
connections among our people. By encouraging
these conversations, we are building trust,
strengthening teams and supporting compassion
so that all feel more included.
“It was definitely refreshing to see the
highest level of our senior leadership
sponsoring a [Building Bridges]
conversation. Once that happened,
I felt empowered.”
Rah Thomas
Managing Director – Accenture Operations
Using AI to Help Improve
How Visually Impaired
People Live and Work
A new AI-powered solution helps
visually impaired people improve
the way they experience the world
around them and enhance their
productivity in the workplace.
The solution, called Drishti,
which means “vision” in Sanskrit,
empowers a visually impaired
person by providing image
recognition. For example, Drishti
can tell the user the number of
people in the room, their ages
and emotions along with other
environment-scanning capabilities
using AI technologies powered by
a smartphone assistance program.
Initially developed by Accenture
Labs and tested with visually
impaired professionals through
a collaboration with the National
Association for the Blind in India,
we plan to introduce Drishti to
more than 100 visually impaired
employees in India. We are
currently piloting the solution
at Accenture in South Africa,
and testing a Spanish language
version with Accenture people
in Argentina.
WATCHAVIDEO
28

CREATING TRULY
HUMAN EMPLOYEE
EXPERIENCES
OUR PEOPLE
In today’s “always on” digital world, it is our
people—their personal connection with clients and
colleagues, delivering solutions with a uniquely
human touch—who distinguish Accenture in
the marketplace. Yet, working in a digital age
at times can mean that we are not our whole or
best selves because we are connected to work
24/7, and are more disconnected from family
and friends as well as our own self-care.
At Accenture, we are committed to fostering an
environment where our people can be their most-
authentic selves every day. We want our people
to be at their best—mentally focused, physically
energized and filled with a sense of purpose
and belonging.
Fostering a “truly human” environment is not simply
a process but a mindset shift we are encouraging
our people to embrace. Worldwide, we are
embedding new ways of working and thinking into
our existing programs, processes, policies and
more, so that these new ways become a natural part
of who we are as a company. Then regionally, we
know each location has its own recipe for success
that is steeped in local beliefs and ways of working.
We are proud to be a culture of cultures where
our people are making an impact in a variety
of ways through a variety of locally relevant
approaches. It is through our culture of cultures
we have seen truly human come to life in special
ways for our people around the world.
For instance, we have seen individuals and
groups come together to create grassroots
change in their ofices. In Africa, a young leader
is driving the development of a new ofice that
incorporates paths for walking, running and
cycling, and new innovative work spaces driven
by the region’s ofice feedback and collaboration.
In the United States, a few individuals spent a
weekend transforming a conference room into a
mindfulness meditation space for their colleagues.
As we continue to grow our business, we are evolving
our culture in a truly human way. This is about
owning personal and professional success—and
inspiring others to do the same. When we are open
and transparent, we establish trust, making it easier
to talk about the important and very human situations
we all experience in our lives—and helping our
people thrive both inside and outside of Accenture.
Our people extend their yoga practice to an ofice-based
wellness event.
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, which is why we introduced
an Employee Well-being Council in India to
focus on mental and physical health.
Similarly, we developed the Accenture Mindfulness
Program in partnership with Potential Project,
a global leader in corporate mindfulness. This
program incorporates insights from neuroscience,
meditation techniques and exercises. Participants
learn how to train their mind to become more
mentally focused—increasing their ability to
prioritize, improve performance, be more resilient,
and reduce distractedness, stress and emotional
exhaustion. Learning modules include topics on
“mindful e-mails” and “mindful meetings.”
29

OUR PEOPLE
In the United States, during Mental Health
Awareness Month in May 2017, we launched the
“Mental Health Allies” program—modeled after
existing programs in Australia, New Zealand and
the United Kingdom. Mental Health Allies consist
of a trained group of ambassadors and advocates
who help our people access the support they
need, such as our Employee Assistance Program,
policies and emergency help. We have trained more
than 1,700 allies since the program launched, and
programs in Canada and China are in development.
In Greater China, the myClub program continued to
engage and build healthy communities among our
people with common interests in exercise activities,
including badminton and yoga. As of fiscal 2017,
the program drew more than 3,000 participants.
In Latin America, our people participate in a variety
of company-sponsored events such as Kids Day,
Diversity Week, Mother’s Visit and appearances
by various speakers. More than 500 of our people
opened their hearts and minds to their colleagues
by sharing personal testimonials based on
their experiences.
In Argentina, we invited our people to bring their
children to work for a half day in August 2017.
More than 600 people took part in activities and
games designed especially for families and aligned
with new themes: body, heart, mind and soul.
In Belgium, Luxembourg and the Netherlands,
we launched a digital platform that helps our
people be more focused on their nutrition, sleep,
physical activity and stress. Additionally, in
Western Europe, several of the countries where
our people work and live have participated in Team
Award Health Challenges where more than 230
people took part in a “Think Healthy” campaign.
Looking ahead, our new Employee Experience
Innovation Space at The Dock in Dublin explores
how design can improve our peoples’ lives.
Experiments engage people with technology and
trials such as Accenture Fit, a Fitbit-based tool
testing wearables’ impact on mental and
physical well-being.
WATCHAVIDEO
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 Bangalore, India.
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 24x7 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.
Beyond physical safety, we help ensure our people
treat each other and those we interact with in work-
related situations—whether in person or online—
with respect and professional courtesy. We do not
tolerate harassment of any kind, and we publicize
the channels (such as their supervisor, a trusted
mentor or the Accenture Business Ethics Helpline)
for our employees to report incidents free from
fear of retaliation.
30

CASE STUDY
IMPROVINGEMPLOYEE
SAFETYWITHTHE
CONNECTEDMINE
Working with Accenture, Goldcorp is leveraging the connected mine
concept to improve safe working conditions through a real-time
people tracking and gas monitoring solution that alerts miners and
dispatchers when approaching an unsafe area.
CLIENT CHALLENGE
When Goldcorp, a leading gold production company,
acquired the mineral rights to a mine in Argentina, the
company knew it could embrace technology to improve
the eficiency and safety of working conditions for
underground workers on site.
OUR SOLUTION
We collaborated with Goldcorp to implement an entirely
new communications and data infrastructure. This system
integrates the company’s existing Wi-Fi network with
location-based technologies and gas detectors to remotely
monitor equipment and air quality in the underground mine,
ensuring the protection and well-being of Goldcorp’s workers.
THE RESULT
Goldcorp is armed with a better understanding of up-to-the-
minute mine conditions, as well as the precise locations
of workers and assets. Now a “connected mine,” the
company can respond rapidly to safety incidents and has
improved its operational performance through enhanced
communications between mine locations. The ability to
analyze real-time data is generating insights on how to
further improve workforce safety, productivity
and utilization.
LEARNMORE
OUR PEOPLE
OUR PEOPLE
3131

—
OOUURR PEPEOOPLPLEE
Listening to and Co-creating with
Our People
At Accenture, it is a leadership priority to lead by
example with open, honest dialogue and active
listening. We are at our best when the ideas,
thoughts and feelings of our people are heard.
In India, we asked more than 10,000 Accenture
people what they need to be at their best. For
instance, we found that 72 percent feel a sense
of purpose when they are involved with creative,
innovative work, learn continuously and create
positive results with their teams, clients or
communities. We have used this information
to encourage micro actions—such as setting
clear priorities, implementing “walk and talk
meetings” and encouraging regular time of—to
co-create a more truly human environment.
In Ireland and the United States, we held an
Employee Experience Big Ideathon in July 2017. To
revolutionize our employee experience and ensure
we continue to attract and retain the best talent, this
design thinking event was created to generate more
ideas and direct feedback to support and enable
our people. Accenture people from all disciplines
and levels joined the live collaboration. Several
winning ideas will be taken forward as we continue
to evolve Human Resources at Accenture. We will
be scaling this program and running it several times
per year in Accenture cities across the globe.
Finally, in fiscal 2017, we launched our first Talent
Innovation Studio in Accenture’s India Learning
Center. It is a space to conduct research and
innovate talent practices across three areas—
human performance, learning and recruitment—all
while involving our learners in the process. The
studio currently is conducting experiments with
chatbots and AI for learning guidance, as well as
brain science and virtual and augmented reality
for learning. Virtual environments can be created
to accommodate various learning needs. For
example, learners can give presentations to a
virtual audience and gain instant feedback on their
performances. The team is working on challenges
ranging from gender bias to integrating heart,
body, mind and soul into the learning experience.
A LOOK AHEAD
• Providing the resources
and support for people to
have the relevant skills
to be successful.
• Enhancing our commitment
to inclusion and diversity.
• Expanding our truly human
employee experience
including an expanded focus
on mental health.
• Reimaging recruiting to be
more digital and to harness
new sources of talent
through apprenticeships.

COMMUNITY IMPACT
COMMUNITY
IMPACTAs the digital era presents immense opportunities and unforeseen risks,
we are finding new ways to apply technology to create positive and lasting
impact. Together with our partners, clients and communities, we aim to solve
complex problems, including closing employment gaps through Skills to
Succeed. By combining human ingenuity with groundbreaking technologies,
we can deliver innovation that fosters a more equal and inclusive society.
2.2M+
people equipped with
Skills to Succeed toward
our goal of 3M+ by 2020
$74M+52% invested in Corporateof our Skills to Succeed
Citizenship eforts inbeneficiaries are women
fiscal 2017
2YEARSin a row on FORTUNE’s
Change the World list
HOW ARE YOU MAKING
A DIFFERENCE?
“My colleagues and I help
the homeless through mock
interviews and resume building,
bringing the best of Accenture
to the community.”
Sean McLaughlin
Senior Manager

COMMUNITY IMPACT
OUR STRATEGY
AND APPROACH
We are living in a volatile era, with the pace of
change disrupting society faster than communities
can adapt. Technology is a driver of some of these
ongoing changes—but it can also be part of the
solution. Our approach focuses on leveraging
the power of people and technology to improve
business performance and benefit society,
making the world a better place to live.
Together with our partners, and with the energy
and ideas of our people, we are developing
solutions that address a wide range of complex
societal challenges. For example, through our
corporate citizenship initiative, Skills to Succeed,
we are closing skills and employment gaps for
marginalized people around the world. And
through our Accenture Labs’ Tech4Good projects,
we are addressing everything from accessibility
and inclusion to health and the environment.
In fiscal 2017, we invested more than US$74 million
in corporate citizenship eforts, as well as in-kind
support such as pro bono and paid volunteering
from our people. Building on this momentum,
we are continually evolving our corporate
citizenship programs to meet the priorities of
today and to anticipate the needs of tomorrow.
When we launched Skills to Succeed in 2010, the
global economy was emerging from a recession
characterized by high unemployment rates in many
countries, particularly among youth. However, as
we look at the world today and five to 10 years into
the future, we see a diferent picture. We see the
combination of human ingenuity with intelligent
technology unlocking increased business value
and personal work satisfaction. As technological
changes fundamentally alter the way we work, we
recognize the urgency in evolving our programs
to anticipate the needs of the future workforce.
For many nonprofit organizations focused on
solving societal issues, it can be challenging
to keep up with the pace of technology while
continuing to address the needs of a range
of beneficiaries. Our aim is to continuously
collaborate with our nonprofit partners, and, along
the way, involve new partners to support new
initiatives and reach vulnerable populations.
SKILLS TO SUCCEED
The rapid pace and scale of technological
change, combined with the movement of diferent
generations in and out of the workforce, is
disrupting labor markets and fundamentally altering
the future of work. While these shifts may create
economic growth, new jobs and flexible work, they
may also have other social consequences, including
the loss of roles and jobs due to automation.
Anticipating and preparing for the impact of digital
technologies on the workforce is an urgent issue.
For example, nearly one in 10 jobs are at risk of
automation across the 35 countries that are part
of the Organisation for Economic Co-operation
and Development. Skills to Succeed aims to help
address these needs by advancing employment
and entrepreneurship opportunities for individuals
around the globe, leveraging digital innovation to
help close employment gaps at scale. We are also
one of the proud partners for Solutions for Youth
Employment (S4YE), a global coalition aimed at
mobilizing eforts aimed at increasing the number
of young people engaged in productive work by
2030. S4YE seeks to develop and enable innovative
solutions at scale through practical research and
engagement with governments, businesses and
civil society.
Together with our network of nonprofit organizations
and other ecosystem partners, we have equipped
more than 2.2 million people with the skills to
get a job or build a business. We aim to equip
more than 3 million people by the end of fiscal
2020. Additionally, we work together to promote
equality and inclusiveness, and to ensure that our
beneficiaries reflect diverse backgrounds, cultures
and experiences. In fiscal 2017, women represented
52 percent of our beneficiaries around the world.
We are continuously evolving Skills to Succeed to
address urgent workforce needs around the world
and equip individuals to thrive in the digital economy.
people equipped with the skills to get
a job or build a business
goal by
2020
34

COMMUNITY IMPACT
Preparing the Workforce of Today
To keep up with the rapid pace of technological
change, workers must continually reinvent
themselves and embrace lifelong learning to
stay relevant. Accenture’s global reach and
breadth of experience allows us to understand
local market requirements and develop targeted
programs that align the currently available
talent supply with employer demand.
In each region, our local corporate citizenship teams
tailor skilling programs that help transition people to
locally in-demand jobs. Our teams use their training
and technology expertise to create innovative digital
learning solutions that extend the reach and impact
of our initiatives across multiple geographies. These
assets, such as our Skills to Succeed Academy and
Emplea+ digital learning platforms, will allow us
to engage hundreds of thousands of job seekers
around the world over the next four years.
We are also using technology to improve
employment and entrepreneurship opportunities
for people ready to enter the job market or pursue
their next career opportunity. Our skilling programs
are designed with job placement and long-term
career agility in mind. We team with our strategic
partners to ofer job-readiness training, mentoring,
vocational and technical training, and new career
programs. We measure the impact of our programs
through key outcomes including obtaining a new
job, building sustainable businesses and enterprises,
and creating employment opportunities for others.
Over the past five years, new Global Giving grants
from our Accenture Foundations—which represent
some of our most strategic investments—have
helped skill more than 315,000 people, more than
half of whom have gone on to secure a job or build
a business. Some of these initiatives focus on
entrepreneurs who in turn create jobs, and
these entrepreneurs reported hiring an
additional 3,200 people.
Examples include:
AI-POWERED PLATFORM CONNECTS YOUNG
ENTREPRENEURS WITH NEEDED SUPPORT
Youth Business International (YBI) helps motivated
young entrepreneurs who face significant barriers
to business ownership start and grow their own
businesses and ultimately, create jobs. In the United
States, to better meet the needs of thousands of
young entrepreneurs seeking support, Accenture
helped YBI afiliate Youth Business USA (YBUSA)
develop the skysthelimit.org platform. The platform
uses artificial intelligence (AI) and analytics to help
connect budding entrepreneurs with the resources,
skills, training and mentoring they need to achieve
their goals. Mentors provide in-person and virtual
support, networking connections and help on
topics ranging from accounting to web design.
Since the launch of the platform in 2017, more
than 3,500 young entrepreneurs and volunteers
have registered online, including Accenture
people. YBUSA has built businesses such as
a cake-decorating company, a clothing brand
and a consultancy that brings custom
justice training to organizations.
BENEFICIARY STORY: TAKING A LEAP TO
MAKE A DIFFERENCE
When nonprofit stafers Tifany and Tyrone decided
to launch their own business, in response to
prejudice and discrimination they had experienced
in the workplace, it was a leap of faith. “It was really
scary when we decided to go of on our own,”
said Tyrone. “We didn’t have much support, but
both of us had this desire to make a diference.”
YBUSA mentors helped them with every aspect
of launching their business, from creating a
business model to leveraging technology solutions
to hiring and training employees. Tifany and
Tyrone are now the proud founders of CircleUp
Education, an Oakland, California-based social
enterprise that designs and implements custom
workplace trainings on diversity and inclusion,
restorative justice and communication skills.
Business partners Tyrone and Tifany got the skills they needed
to build their business through Accenture Skills to Succeed
partner Youth Business USA.
35

COMMUNITY IMPACT
WORKPLACE INCLUSION MODEL HELPS
PEOPLE WITH MENTAL DISABILITIES THRIVE
In Italy, 82 percent of persons with disabilities are
unemployed, making this one of the country’s
major social challenges. Job Stations helps
people with mental disabilities join—or rejoin—the
job market by providing a smooth reintegration
process while rebuilding their self-confidence.
To date, the Job Stations model has been
implemented in three locations. Each of these
smart, inclusive and non-threatening environments
hosts 50 workers with mental disabilities. They
provide services to a network of 10 companies,
including Accenture—approximately half of
“Job Stationers” are providing services to
our corporate and business functions.
BENEFICIARY STORY: A NEW START
AFTER DEPRESSION
After losing his father, his job and his relationship of
10 years, Cristiano fell into a major depression and
avoided human interaction. Job Stations ofered a
welcoming, accessible and inclusive environment
to help him rejoin the job market. Cristiano worked
with an Accenture tutor and received on-the-job
training to function at a new level of professionalism.
Being part of a team of co-workers who also face
mental health struggles helped Cristiano feel
safe and increased his sense of community.
Since starting work at Job Stations, Cristiano has
reconnected with his teenage son and begun a new
relationship. He spends weekends exploring his
native Italy, and says, “Every day I do my best to give
meaning to my existence. What really helps me
is going to work and doing something
I’m passionate about.”
Job Stations enabled Christiano to re-enter the workforce in a
supportive environment.
TRAINING INITIATIVE HELPS MILITARY
VETERANS TRANSITION TO CIVILIAN JOBS
In the United States, finding sustainable
employment is a challenging part the transition from
military to civilian life. Recent surveys by the U.S.
Chamber of Commerce Foundation, Center for a
New American Security, and Institute for Veterans
and Military Families (IVMF) at Syracuse University
indicate on average 50 percent of veterans left their
first post-military jobs within a year. Accenture is
helping IVMF expand its Onward to Opportunity-
Veteran Career Transition Program, which
provides comprehensive training, certification
and transitional employment support to veterans,
transitioning service members and military spouses.
By the end of fiscal 2017, the program had placed
more than 1,000 participants into meaningful
employment opportunities—including at Accenture.
With funding from the Accenture Foundation and
pro bono services, IVMF will expand its initiative
to eight additional US military installations,
reaching approximately 23,000 participants,
with more than half expected to advance their
current careers or secure employment.
WATCHAVIDEO
VIRTUAL REALITY AIDS FIRST-TIME JOBSEEKERS
In Argentina, Accenture has created Job Interview
360, a virtual reality experience that allows young
people looking for their first job to immerse
themselves in an interactive job interview
experience. Based on guidance from our Recruiting
team, the six-minute experience takes the user
from first contact with the recruiter through the
interview, providing feedback on their performance.
Currently in use by six nonprofit partners, Job
Interview 360 has helped more than 50 job seekers
prepare for success.
Preparing the Workforce of the Future
Technological innovation, including the rise of
AI, has far-reaching implications for tomorrow’s
workforce. Skills to Succeed aims to provide the
next generation of workers, particularly those five
to 10 years from entering the workforce, with the
marketable skills required to prepare for and thrive
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COMMUNITY IMPACT
in the digital economy of the future. This includes
addressing the glaring gap between the demand for
STEM skills and the availability of qualified talent.
As highlighted in our New Skills Now: Inclusion
in the Digital Economy research, early exposure
to computer science along with the integration
of critical employability skills is crucial to helping
prepare the next generation of workers for
careers in technology. Our youth-facing programs
aim to educate students early on, especially
young women and minorities, by encouraging
and inspiring them to learn digital skills.
Immediate action in developing employability
skills—such as leadership, analytical thinking,
creativity and emotional intelligence—are
necessary steps for adding critical value
to the evolving digital market.
Examples include:
TECHNO NINJAS RISE FROM THE CODERDOJO
CoderDojo is where Accenture people teach
young “ninjas” to code and work on computer
science projects. We currently have 15 volunteer
teaching locations globally and plan to expand
to more than 20 locations. Volunteering at our
CoderDojos is a great way for Accenture people
to impart career advice and inspire the next
generation of coders. For example, a group of
ninjas at Accenture’s The Dock location in Dublin
recently gained skills in artificial intelligence,
building a chatbot using Scratch software.
“A personal highlight for me was chatting with one
of the parents at our last session before summer
break,” said Maria, an Agile coach at The Dock.
“She told me about the change she has seen in her
daughter since she joined the Dojo. Her daughter
has become much more confident and developed
so many new skills. The mother was full of praise for
our Dojo and the impact it has made on their lives.”
In Recife, Brazil, our volunteers introduced
approximately 20 young women to the world
of programming and creating applications
at the CoderDojo Workshop for Women. For
Jessica Veridiana, the CoderDojo experience
convinced her to change her college major from
medicine to technology. She is now developing
a prototype nutrition-focused smartphone app.
WATCHAVIDEO
Creating Inclusion in the
Digital Economy
In 2017, we created the research
project New Skills Now: Inclusion
in the Digital Economy to
provide insight for nonprofit
organizations and funders around
how to future proof workforce
development especially for
vulnerable and marginalized
populations. The research
synthesizes our learnings from
Skills to Succeed and will inform
how we evolve our corporate
citizenship programs. A few of
the key insights include:
Reaching individuals earlier at a
broad age range to develop skills
and build habits and mindsets.
Providing upskilling and reskilling
opportunities to give individuals
adaptability in the changing
workforce environment.
Broadening skill sets to
include universal skills such as
technology know how, problem
solving and interpersonal skills,
coupled with relevant specialized
skills to address local priorities
and market specific needs.

COMMUNITY IMPACT
BENEFICIARY STORY: IGNITING A PASSION
FOR TECHNOLOGY
Before joining CoderDojo at The Dock in Dublin,
nine-year-olds Ruby and Zara had little exposure
to computers beyond YouTube and playing
Internet games. In late 2017, thanks to their
new skills in coding and technology—including
robotics—they won their age category for the
European Digital Girl of the Year Award.
Zara never misses a robotics session at the Dojo,
and has an insatiable passion for technology and
learning. Ruby is an inspiration to other girls and her
professors, always keen to support her friends in
understanding technology. Said Zara, “CoderDojo
has changed my life—I look at something and
think how it works and how can it be made simpler
and quicker. I want to study robotics and link
it with my passion of becoming a scientist.”
Young coding ninjas from our Dublin CoderDojo program are the
future of the digital world—they were named Digital Girls of the
Year for Europe in 2017.
ELEMENTARY STUDENTS DISCOVER ROBOTICS
A public elementary school’s curriculum in Yokohama
City, Japan, involves a robot programming workshop
called Robo*C, where Accenture volunteers teach
children the fundamentals of robot technology and
the state of new technology in society. Students from
a local technical vocational school are also involved
in the program as teaching assistants and coaches.
Besides learning the basics and discovering the joy
of creating something with programming, students
learn problem-solving and communication skills. Trial
and error and learning from failure are encouraged.
Activities include discussions and presentations
to think and talk logically, and making robot kits.
To date, more than 700 children have learned
about technology through Robo*C, developed with
nonprofit partner Canvas.
Accenture as a Skills to Succeed Employer
We are committed to providing skilled individuals
with sustainable jobs both inside and outside
Accenture. Through Skills to Succeed, we equip
individuals with job-readiness and market-relevant
skills. This approach 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.
Our approach also provides individuals from diverse
backgrounds unique opportunities to advance in our
organization, as well as to advance economically
and socially. According to our joint research
with Grads of Life and Harvard Business School,
two-thirds of companies believe that requiring a
four-year degree excludes qualified candidates
from consideration. We are challenging these
assumptions with our apprenticeships and other
programs that hire Skills to Succeed beneficiaries.
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Examples include:
SAN ANTONIO APPRENTICESHIPS BRING
DIGITAL SKILLS TO A HIGH POVERTY AREA
Accenture Federal Services (AFS) has launched
an innovative public-private partnership with the
City of San Antonio, Bexar County, Texas and nine
nonprofit partners targeting the Eastside Promise
Zone, a local high-poverty community. In fiscal 2017,
more than 30 apprentices took part in the pilot—just
over half possessing only a high school diploma
or technical training. After completion of the
apprenticeship, AFS ofered full-time employment
to 10 participants, and all participants had gained
training and skills needed for entry-level jobs.
For fiscal 2018, we have expanded the scope of the
program to 75 apprentices. The ultimate objective
is to expand into a comprehensive year-round
program in which students and adults can gain
hands-on experience to better position
themselves for entry-level jobs for careers
in the digital economy.
WILBUR WRIGHT COLLEGE APPRENTICESHIPS
Apprenticeship programs play an important role
in closing the skills gap. Our program at Chicago’s
Wilbur Wright College provides students pursuing
their associates degree or making a mid-career
change with technology and job-ready skills.
The program has driven a talented pipeline of
candidates and enabled us to have a positive
impact in the community. Shortly after the first
apprenticeship class, Accenture committed
to bring on 25 apprentices each year. Also, we
launched a Chicago Apprentice Network aimed
at bringing more corporations on board.
Innovating with Save
the Children
In our partnership with Save
the Children, we seek to apply
innovation and technology
to scale employment and
entrepreneurship outcomes
across the world. Fiscal 2017
highlights include:
• Hosted an innovation
workshop with Save the
Children’s leaders at
Accenture Labs in Silicon
Valley to help explore
emerging technologies to
help children survive, learn
and be protected worldwide.
• Developed a digital strategy
and road map for their Skills
to Succeed related programs
with three innovation
opportunities shortlisted
for prototyping.
• In Indonesia, launched the
Dooit mobile app, which
helps girls develop financial
literacy, good savings
habits and positive
goal setting skills.

CASE STUDY
COMMUNITY IMPACT
SAVINGLIVES
WITHHEALTHCARE
ANALYTICS
By applying artificial intelligence and machine learning to data,
Accenture discovered that we could optimize the end-to-end
emergency dispatch process for the rural municipality Saga
Prefecture in Japan.
CLIENT CHALLENGE
Saga Prefecture’s emergency dispatch
system was based on manual methods, with
dispatchers and first responders relying on
local knowledge and gut instinct to decide on
the fastest route from emergency to clinic.
OUR SOLUTION
Leveraging talent from the United States and
Japan, we analyzed 150,000 cases of transport
data collected from iPads installed in emergency
vehicles. Using AI technology and machine
learning, we found new opportunities to improve
coordination between the government, hospitals
and emergency agencies. That meant we could
optimize the end-to-end emergency dispatch
process—reducing 40 percent of the cases where
hospitals have dificulty accepting patients and
cutting average transportation time
by 1.3 minutes.
THE RESULT
This data is now helping doctors, emergency
responders and Saga Prefecture oficers work in
unison toward improving the lives of citizens by
enabling emergency responders to operate with
the certainty that only a data-powered approach
can deliver. In this case, analytics has proved that
it’s more than a game-changer; it’s a life saver too.
LEARNMORE

COMMUNITY IMPACT
INNOVATION
FOR SOCIETY
In addition to innovating to design workforce
solutions as part of Skills to Succeed, we are
using the power of new technologies such as
AI, blockchain and extended reality to positively
impact people’s lives and help address a
variety of complex societal challenges.
Collaboration is critical to our ideation. We bring
together ecosystem partners such as clients,
nonprofits, universities and social enterprises
to test and prototype innovative solutions.
IMPROVING LIVES THROUGH DIGITAL IDENTITY
More than 1 billion people—about one-sixth of
the world’s population—are largely excluded
from society and the economy because they
lack documented proof of their identity. Without
it, they are deprived of access to the basics we
take for granted, such as banking, education,
health care, housing and voting rights.
To address this problem, Microsoft and Accenture
are working together to support ID2020, a digital
project using blockchain and biometric technologies
to allow individuals to access and share their
data electronically. This will not only make it
easier to employ and be employed, it will support
people’s broader welfare and economic growth.
DELIVERING MORE MEALS WITH
DISRUPTIVE TECHNOLOGIES
Rooted in a vision to eliminate child hunger, the
“Million Meals” project uses disruptive technologies
to address challenges in mass meal production
and delivery. Accenture Labs, the research and
development arm of Accenture, executed a six-
month project in the Bengaluru kitchen of Akshaya
Patra, the world’s largest nongovernmental
organization-run mid-day meal program.
The program had potential to improve eficiency
by 20 percent, and our project moved the
organization from manual collection of feedback
to a more-eficient technology-based solution
using blockchain, sensor-enabled devices and AI to
predict the next day’s meal requirements. The team
also used Internet of Things sensors to monitor and
sequence the cooking process to ensure optimum
energy consumption and consistent food quality.
WATCHAVIDEO
CREATING AN INCLUSIVE THEATER
EXPERIENCE USING AUGMENTED REALITY
Through a collaboration with Accenture
Digital, London’s renowned National Theatre
is transforming and personalizing the theater
experience for hard-of-hearing patrons.
The Accenture Digital Open Access Smart
Capture pilot program has combined smart
captioning and the power of augmented reality
to create a personalized theater experience.
Through the latest Epson Smart Glasses, users
can see customized captions perfectly synced
with the actors’ performances right in front of
their eyes, from any seat in the auditorium.
Accenture Digital teams hope to have fully
functioning, always-on augmented reality
captioning systems in all three of the National
Theatre’s auditoriums by late 2018, opening
the door to transformative innovation across
the arts and other industries in the future.
WATCHAVIDEO
USING MOBILE TECHNOLOGY TO
DELIVER HEALTH CARE AT SCALE
In India, Accenture Labs is teaming with MAYA, a
nongovernmental organization that delivers health
care to marginalized people at scale. Together
we developed a self-sustaining, cost-efective
entrepreneurial opportunity for health navigators to
help individuals overcome barriers to quality care,
delivering preventive and informational services
to rural and semi-urban communities related to
diabetes, hypertension, hygiene, nutrition and
vision care.
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In 2017, a pilot program and platform served 700
patients, and in fiscal 2018, Accenture Labs is
researching the use of mobile phone cameras
as a basic diagnostic tool for anemia and eye
care using video processing and AI to bring
more health care services onto the platform,
resulting in higher-quality care at the patients’
doorsteps and increased revenue for the health
navigator. The platform has applicability across
multiple geographies, particularly for underserved
populations, and supports creation of new
services and products in preventive health care.
ENABLING FUTURE LEADERS WITH
A MOBILE COMMERCE APP
In the United States, Accenture has enabled Girl
Scouts of America to teach modern entreprenurial
skills by helping them digitize the Girl Scout cookie
program with a mobile commerce app. The Digital
Cookie platform allows Girl Scouts to set up their
own personal Digital Cookie sites, and to track
and manage orders, in a safe and easy manner.
About 200,000 girls are now learning valuable,
real-life lessons about digital commerce, social
networking, leadership and financial literacy.
WATCHAVIDEO
POWERED BY
OUR PEOPLE
Accenture’s approximately 442,000 people around
the world live out our vision of improving the
way the world works and lives. Their dedication
and passion for driving change is evident in their
daily client work—including their support of our
community-impact eforts. We help our people
maximize their impact by providing a variety
of opportunities to make a diference through
volunteering, pro bono work and giving.
Volunteering and Pro Bono Work
Volunteering is one of the many ways our people
are encouraged to bring their whole selves to work.
It is a meaningful way for them to connect with
their communities while growing their careers.
In turn, pro bono work enables our people to use
their skills while leveraging disruptive technologies
to solve some of society’s greatest challenges.
Using AI, blockchain, Internet of Things and
robotics, among others, our people act as a
positive force for organizations that work for
the greater good of society.
Joining the Partnership
on AI
Accenture joined the Partnership
on AI, an alliance of businesses,
researchers, academics and
policy makers dedicated to
advancing the understanding of
AI technology. We will actively
contribute insights, research and
capabilities in areas including
Responsible AI, and will
dedicate people and resources
to collaborate with Partnership
on AI members to help address
important global challenges
such as food, diversity,
inclusion, health, education
and economic opportunity.
“It’s up to us to ensure AI can
truly be a force for public good,”
said Paul Daugherty, Accenture’s
chief technology innovation
oficer. “Our experience and
research demonstrates that
AI’s true potential can only be
achieved by adopting a ‘people
first’ approach that reflects
what we call Responsible AI
being fair, accountable, honest,
transparent and human centric
in how we apply AI. We are
proud to join the Partnership on
AI to contribute in these areas
and help define a successful
and impactful future for AI.”

COMMUNITY IMPACT
In fiscal 2017, our people contributed more
than 726,000 hours to company-sponsored
corporate citizenship activities during work hours,
including pro bono consulting projects, as well
as more than 185,000 hours of their own time
through Accenture-facilitated volunteer events—
totaling more than 911,000 hours giving back
to the communities where we work and live.
In the spirit of continuous improvement and a
commitment to reflecting our people’s evolving
priorities and interests, in fiscal 2018, we are
launching a new, dynamic, digital employee
volunteering platform. We are adding more
volunteering options to the mix and celebrating
our people’s personal volunteer passions as well
as company-sponsored activities. By broadening
the volunteering experience, we aim to recognize
all the ways our people are making a diference.
Along with providing updates to the volunteering
platform, we are looking for ways to improve global
participation, redefine what participation can
mean, track involvement and ensure volunteerism
is a thread throughout the employee experience.
Examples include:
#AI4GOOD HACKATHON
Our second annual global Artificial Intelligence
Hackathon brought together Accenture developers,
strategists and designers from around the globe
to shape the future of how AI can be used to
support students, job seekers and entrepreneurs
building the skills to thrive in the digital economy.
Approximately 480 Accenture people across more
than 90 teams developed concepts including:
using an AI assistant on kiosks to help people
experiencing homelessness in New York City find
food, shelter and health care, and a digital learning
advisor that uses AI to create a personalized learning
profile and recommendations for employment.
1,600+ VOLUNTEER EVENTS IN INDIA
As the volunteer coordinator for our locations
across India, Anna Lopez, an associate manager
in Program Operations, has made volunteering
accessible and fun for thousands of her colleagues
across India. In fiscal 2017, Anna helped organize
more than 1,600 volunteer opportunities from Skills
to Succeed events focused on work readiness
and basic computer knowledge to Eco-watch
programs and helping at local animal shelters.
Outside of work, Anna is also making a diference
by volunteering at Rehabilitation Aids Workshop, a
group exclusively stafed by women with disabilities
supplying high-quality, afordable rehabilitation
aids to a wide client base of low-income people,
especially women and children, in Bengaluru.
“Seeing the gratitude of the beneficiaries is
truly overwhelming and inspiring, said Anna.
“Their smiles and warmth are everything to
me. It is also inspiring when a volunteer comes
back to share a positive experience and how
it has changed their life for the better.”
HOUR OF CODE
We partner with Code.org to help children around
the globe gain exposure to computer science
through Hour of Code. As part of our commitment
to preparing young people for the digital economy,
Accenture people participated in Hour of Code
in 204 cities across 56 countries, completing
more than 14,000 hours of coding. Through a
large increase in the number of local volunteer
teaching events in 2017, we doubled our outreach
to more than 200,000 students around the world.
In 2017, Accenture Technology developed a coding
tutorial designed to help students understand AI,
which teaches computers to think and act like
humans. We launched the tutorial during Hour
of Code 2017, introducing the concepts of AI
to thousands of young people, while engaging
Accenture volunteers to teach these students.
Accenture volunteers, including Omar Boulos (back row, third
from right), regional managing director – Middle East and Turkey,
delivered an Hour of Code in Al Khobar, Saudi Arabia. Our
volunteers taught coding to students at a local girls’ school the
following day.
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COMMUNITY IMPACT
In addition, in 2017 Accenture’s Hour of Code
volunteering expanded to new locations across the
Middle East region—including, for the first time,
the Kingdom of Saudi Arabia. Accenture volunteers
delivered an Hour of Code to approximately 50
boys in grades 5–9 at Bayan Gardens School
in Al Khobar, and then the next day, to 30 girls
at the Al Azizyah School, also in Al Khobar.
“My fellow Accenture volunteers and I are extremely
proud and privileged to have been part of the first
Accenture Hour of Code initiative in Saudi Arabia,
allowing us for the first time to give young girls an
invaluable insight into coding,” said Renate Verheul,
management consulting senior manager – Health
Public Service. “By inspiring these girls and seeing
their eagerness to learn, we continue to pave the
way for the future female workforce in this region.”
WATCHAVIDEO
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 1,250 engagements
spanning more than 70 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 2017, approximately
400 Accenture people contributed to the greater
good through Accenture Development Partnerships.
Said New York-based manager Stephanie Loh,
“Taking part in Accenture Development Partnerships
has been a life-changing experience for me. It
opened my eyes to the tremendous social impact
that businesses can have—and that I can have.
My first project took me to Tanzania to help
upskill clinicians in public hospitals, and it was so
innovative and meaningful that I thought—yes,
this is what I want to do for the rest of my life.
It makes me proud to work at Accenture—they
actually pay me to make a diference in the world!”
Examples include:
PLAN INTERNATIONAL
When Plan International was preparing to launch an
ambitious global strategy to transform the lives of
100 million girls, it recognized the need to enable
innovation. Accenture Development Partnerships,
using the Accenture Innovation Architecture,
supported the development of the strategy that
embeds innovation at the core of the organization.
This approach combined our innovation hub
oferings with counsel from a network of innovation
champions and varied partners to nurture and
support creative ideas in an environment where
experimentation is encouraged and failure is a part
of the learning process. The initial strategic priorities
include maximizing the value of data, helping girls
into meaningful employment and entrepreneurship,
and reimagining the future of child sponsorship.
For example, to help the organization improve
sponsor engagement while increasing staf
eficiencies, we developed an intelligent photo
analyzer prototype using digital recognition
technology with AI to help ensure the quality and
appropriateness of photos of sponsored children.
UNITED NATIONS HIGH COMMISSION
ON REFUGEES
With the United Nations High Commission Refugees
(UNHCR), we conducted a global analysis of refugee
mobile and Internet access and usage trends across
100 countries. With this insight, UNHCR launched
pilot connectivity programs in six countries in
Africa, Europe and the Middle East, with a plan
to launch more.
The programs focus on building cross-sector
partnerships to enable connectivity, promoting
the delivery of humanitarian solutions through
digital platforms and empowering refugees
with digital solutions.
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COMMUNITY IMPACT
Employee Giving
Our people’s generous donations have made a
measurable diference in many lives, including
improving their education, health and the
environment. To make it easy to give back, we
provide a variety of ways for our people to make
charitable donations to their causes of choice.
During fiscal year 2017, Accenture people donated
more than US$8.8 million to charitable causes
through company-sponsored channels.
RESPONDING TO HURRICANES IN
NORTH AMERICA
The human response to a series of destructive
hurricanes that struck in 2017 brought out the best
of Accenture. Our people in the directly afected
cities of Houston, Miami and Tampa, worked
together to collect supplies and get them to
people in need both locally and other areas
afected by the storms.
Accenture people from other locations contributed
as well, donating to United Way hurricane-
relief funds and the Accenture Charitable Trust
(ACT). The ACT provides short-term financial
assistance to US-based Accenture employees
experiencing severe financial hardship because
of an immediate, unforeseen and extraordinary
emergency or catastrophic disaster.
Accenture matched these funds, dollar for dollar,
for a total of more than US$850,000 contributed
to hurricane-relief eforts. The Trust granted more
than US$652,000 to approximately 170 employees
across Florida, Puerto Rico and Texas, Said one of
our ACT grantees, “When my family lost our house,
possessions and cars during Hurricane Harvey we
needed to act quickly, but just as quickly ran into
cash flow problems. The process to apply for an
ACT grant was extremely eficient and painless.
I had the funds in about a day, and it made a
real diference for my family.”
A LOOK AHEAD
• Integrating the findings from
our New Skills Now research
into our Skills to Succeed
oferings to help future proof
workforce development
especially for vulnerable and
marginalized populations.
• Expanding our focus on
upskilling and reskilling to
help people thrive in the
changing environment.
• Exploring more ways
to bring innovation and
new technologies to
the nonprofit sector for
greater social impact.
• Reimagining the volunteer
experience at Accenture,
leveraging new digital tools
and feedback from our people
to create opportunities
that are meaningful,
accessible and engaging.

ENVIRONMENT
ENVIRONMENT
At Accenture, we are committed to reducing our environmental
footprint and to fostering sustainable growth for our company and our
clients. By improving the eficiency of our operations, harnessing the
ingenuity of our people and supporting the sustainability eforts of
our stakeholders, we aim to accelerate the global shift to a low-carbon
economy and to lessen the efects of climate change.
8% 21%improvement in of our energy came from
energy eficiency renewable sources
over fiscal 2016
52%
reduction in per-employee
carbon emissions, achieving
our goal ahead of schedule
reduction of CO2200,OOO emissions from ofice
METRICTONS electricity usage
HOW ARE YOU MAKING
A DIFFERENCE?
“I am supporting a water and sewage
project for a client that provides
drinkable tap water to small cities.”
Giovanna Saito
Analyst

ENVIRONMENT
OUR STRATEGY
AND APPROACH
As part of our ongoing quest to lessen our
environmental impact, we continue to cultivate
a green culture at Accenture. Our environmental
strategy focuses on three areas: running eficient
operations to reduce emissions and other impacts;
enabling client sustainability; and engaging our
people, leaders, partners and other stakeholders.
Accountability for our environmental strategy starts
with our Chairman CEO and cascades to the
governance bodies that oversee our environmental
policy and corporate objective of fostering
environmentally sustainable growth. Reducing our
environmental impact is ingrained in our Code of
Business Ethics and our core values, specifically
Stewardship. These inform our Environmental
Responsibility Policy, which our Environment Steering
Group established in 2007 and reviews annually.
Assessing and Disclosing
Climate-related Risk
In fiscal 2017, alongside other members of the
World Economic Forum’s Alliance of CEO Climate
Leaders, Accenture expressed support for 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. In 2017, in accordance with TCFD
guidelines, we updated our financial filings to include
the fiscal impact of these and associated risks:
• As a global company, we are more susceptible
to certain risks, including the increasing
frequency and severity of adverse
weather conditions.
• These events pose significant risks to
our people, facilities and operations
around the world, as well as to those of
our alliance partners and clients.
• By disrupting communications, travel and
access to talent, these events could make it
dificult for us to deliver our services
and solutions.
RUNNING EFFICIENT
OPERATIONS
As a professional services company, our
environmental footprint consists primarily of the
carbon emissions we generate through travel
and electricity use in our locations. As such, we
are continually exploring new ways to make our
operations more eficient by putting technology to
use for direct energy savings, increasing renewable
energy sources and establishing a culture of digital
collaboration that lessens the need for travel.
Since setting our initial carbon target in fiscal
2008, we have reduced our per-employee carbon
emissions by more than 52 percent against
our fiscal 2007 baseline—surpassing our 2020
goal of 50 percent ahead of schedule. This is
especially notable as our headcount increased
by more than 10 percent during fiscal 2017
alone. We achieved this target, in part, due to
significant progress in energy eficiency.
Last year we realized a reduction of approximately
20,000 metric tons of CO2
emissions from
ofice electricity usage, thanks to our ongoing
commitment to energy eficiency and increased
investments in renewable energy. For example, in
India, approximately 40 percent of our real estate
portfolio runs on green energy, and more than 85
percent of our Bengaluru real estate operates on
green power. We also continue to address travel
intensity and realized an approximately
4 percent reduction in per-person travel-related
CO2
emissions over fiscal 2016. This sizable
achievement is a testament to the quality
of our environmental iniatives and to the
ingenuity and dedication of our people—who
are truly a force for change at Accenture.
Having achieved our goal early, Accenture is
now working with key stakeholders, including
the Science Based Targets initiative, to define
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ENVIRONMENT
the next chapter of our environmental strategy—
and related targets. We are committed to doing
our part to keep global warming well below
2˚ C, in line with the recommendations from
the Paris Agreement, and we look forward to
sharing more information over the next year.
Leveraging New Technologies for
Energy Management
We continue to make energy eficiency
advances across our real estate portfolio,
seeing improvements every year since fiscal
2010. In fiscal 2017, we achieved a more than 8
percent improvement in energy eficiency over
the previous year. These improvements have
accumulated over time, helping us save more
than 1.2 million megawatt hours of electricity
and more than 700,000 metric tons of CO2
since
2007. They also generated more than US$160
million in energy savings over the same period,
benefitting our company and our clients.
Examples include:
INCREASING AIR HANDLING UNIT EFFICIENCY
In fiscal 2017, to optimize the energy used by fans
that control ofice air flow, we piloted electronically
commutated fans in our locations in Bengaluru.
Driving both environmental and economic
sustainability, the pilot showed that ofices could
reduce annual energy consumption and recoup
their investment in less than a year. In fiscal 2018,
we will begin to bring this technology to scale
across our India ofices in multiple cities, with
anticipated annual savings of over US$1 million in
energy costs, more than 7,400 megawatt hours
of electricity and 6,100 metric tons of CO2
.
ENERGY-MANAGEMENT PLATFORM
In fiscal 2017, we unveiled a new energy-
management platform, based on smart metering,
that displays energy eficiency and performance
information in real time, helping our building
operators and our people monitor and reduce
energy consumption. Users can compare eficiency
across buildings and floors, and over time, identify
opportunities for long-term energy-waste reduction.
We used this capability to collect and present
information on our own energy consumption, and
Accenture Operations uses the platform to help
clients improve their own energy eficiency initiatives.
By the end of fiscal 2017, we had installed more
than 650 smart meters in 38 buildings across
14 countries.
In addition, we teamed with sustainability students
from the University of Illinois to develop new energy
dashboards that display energy performance in
a simple, impactful way. The students combined
internal and external market research to generate
a range of ideas and dashboard types that could
be incorporated into our global energy platform.
Increasing Renewable Energy Sources
Our renewable energy initiative—part of our
supply chain sustainability strategy—aims to
reduce greenhouse gas (GHG) emissions, energy
costs and our per-person carbon footprint.
In fiscal 2017, 21 percent of our energy came
from renewable sources, allowing us to avoid
more than 63,000 metric tons of CO2
across
our global operations. This represents a savings
increase of approximately 18 percent from 2016.
Also, we reviewed hundreds of Accenture ofices to
identify opportunities to purchase renewable energy
instead of non-renewable grid energy. Our principal
focus areas are China, India, North America, the
Philippines, and key markets in the European Union
and South America. Through an operational pilot
in the United Kingdom, we have optimized how
we source renewable energy at a significant cost
savings compared to previous years. We have also
developed renewable energy buying guidelines
to help ensure the environmental impact of
our approach.
21%
of our energy came from
renewable sources
48

ENVIRONMENT
Our challenge is that we do not own our ofice
buildings, which limits our ability to self-generate
renewable energy or establish contractual
agreements with local renewable energy
suppliers on our own. We continue to actively
encourage our landlords to pursue cost-feasible,
locally available renewable options for tenants
or to allow us to pursue them ourselves.
To see which of our locations are currently using
renewable energy, visit our Environment Impact Map.
Saving Carbon by Reducing
Travel Intensity
In fiscal 2017, our continued investment in
virtual collaboration technology—along with
our promotion of energy-eficient behaviors—
sustained our multi-year success in reducing
travel-related CO2
intensity. As a result, we reduced
our air travel carbon emissions per employee
by approximately 4 percent from fiscal 2016.
Widespread use of collaboration technologies,
continuing operational rigor in our delivery model,
and an increased focus on virtual and regionalized
training helped us avoid an additional 14,000 metric
tons of CO2
and save US$97 million compared to
fiscal 2016, while simultaneously enabling people
around the world to spend more time in their
home locations.
We continue to look for new ways to
decrease our travel intensity, such as:
Using Analytics to Reduce
Environmental Impact
Accenture’s Smart Spending program began
as a review of employee spending in the United
Kingdom and Ireland. Ultimately, this review
led to the creation of an Accenture data lake
that allowed the business to evaluate employee
expenses more efectively. We have since used
this approach to drive eficiencies across key
client teams and global projects, and today, we are
applying this same methodology to help clients
reduce travel costs and environmental impact.
Promoting Energy-eficient
Transportation in India
Accenture is engaging with our supply chain to
promote more environmentally friendly methods
of transportation for our people. For example,
in India, we are encouraging shuttle vendors to
decarbonize their fleets by replacing vehicles with
natural gas or electricity-powered alternatives.
In 2017, we introduced a fleet of 50 electric
cabs across two of our Bengaluru locations.
The vehicles, which run on 100 percent green
power, covered 2.1 million kilometers in fiscal
2017, approximately 1 percent of the total mileage
covered by our non-electric vehicles during
the same period. Transportation enabled by
natural gas accounted for more than 65 million
kilometers, approximately 20 percent of the total
distance covered by Accenture-provided vehicles
servicing these ofices during 2017. Through our
use of these vehicles, we avoided approximately
3,000 metric tons of CO2
emissions last year.
Collaboration at Hyperscale:
Technologies Contribute to
Emissions Reductions
Our internal IT organization plays a major role in
helping to mitigate our environmental impact. We
use digital technology to collaborate, learn and
connect with our teams and clients, increasing
our engagement while reducing the cost, time
and carbon emissions associated with travel.
Accenture Broadcast produced 3,000 live-stream
events in fiscal 2017, including all-employee
broadcasts, Telepresence conferences and
external events. With 19 fully equipped pop-in
studio locations globally, we make recording video
communications accessible to our people across
key Accenture ofices, reducing the need for travel.
Chief Information Oficer Andrew Wilson prepares for a
broadcast at Studio 34, Accenture’s flagship broadcast studio.
Broadcasts keep employees informed, reduce travel and benefit
our planet.
49

ENVIRONMENT
Accenture is one of the largest global users of Skype
for Business®. In 2017, we used Skype for Business
at hyperscale, averaging more than 300 million
audio and 36 million video minutes per month
across multiple collaboration tools. More than
800 of our clients communicate with Accenture
people easily and securely over various platforms.
Collaboration technology helps reduce our
need for travel, yet also poses its own challenge:
technology upgrades that necessitate disposal
of obsolete electronic waste (e-waste). In fiscal
2017, we maintained strong results for responsible
disposal of e-waste. More than 99 percent of our
total disposed equipment—more than 73,000
laptop and desktop computers weighing more than
300 metric tons—was disposed of by methods
avoiding landfill, primarily through supplier
reclamation and responsible disposal vendors.
Ongoing Eforts to Assess and
Reduce Environmental Impact
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.
Responsible Water Management
Accenture is not a water-intensive company—our
water use comes almost exclusively from ofice-
based operations—but we are not immune to the
impact of climate change-driven water scarcity.
We are seeing the impact of this scarcity in
locations such Cape Town, South Africa, which
is in the midst of a multi-year drought impacting
daily life for millions of residents, including our
people. We manage our water consumption closely
with a special focus on regions of water scarcity,
particularly as such regions have grown in recent
years and are projected to expand in the future. In
fiscal 2018, we plan to evaluate our ofice portfolio
for which locations are most impacted or may
be impacted by water scarcity in the future.
Accessing fresh water can be a challenge for our
locations in India, due to water scarcity and a large
demand-supply gap. By implementing stricter
controls around water usage and promoting
awareness among our people in fiscal 2017,
we reduced per-employee water consumption
in our largest ofices by more than 8 percent
from fiscal 2016. Water sustainability initiatives
included installing water tap sensors and bio
taps across locations and using recycled water
from sewage treatment plants in toilets.
These types of risks represent tangible examples of
why we support the Task Force on Climate Related
Financial Disclosures and continue to seek ways
to mitigate the impact of climate change through
emissions-reduction activities. As an extension of
that support, we are beginning to incorporate
water-scarcity issues into our enterprise risk-
management process, particularly when
evaluating new site locations.
In areas not afected by drought or water shortages,
we still monitor our water consumption to identify
opportunities for eficiency improvement. For
example, after identifying a significant increase in
water consumption within our São Paulo location
in Brazil, we installed an expansion tank system to
help prevent water overfill at the cooling towers.
During 2017, the ofice reduced water consumption
by 23 percent and water costs by 37 percent,
saving approximately 2.5 million liters of water.
50

CASE STUDY
ENVIRONMENT
DRIVINGENERGY
EFFICIENCY
WITHAI
Accenture is helping a large North American retail chain realize
cost savings and advance its sustainability agenda using
artificial intelligence and advanced analytics solutions.
CLIENT CHALLENGE
As a retail chain with a large and diverse portfolio
of stores, our client faced rising utility expenses
and the constraints of a small, internal energy
management team.
OUR SOLUTION
We found great disparities in energy use across the
client’s stores, even between stores in the same
city. Performance models showed many stores
consumed 30 percent more energy than expected.
By focusing on the 15 percent of stores that used
the most energy, we helped the client achieve a
4 percent total energy budget reduction.
THE RESULT
Armed with this information and by employing a
data management tool, the client has improved
its access to energy data and now uses advanced
analytics to prioritize corrective actions, measure
results and drive down energy consumption and
greenhouse gas emissions. By focusing resources
on only a small fraction of the total portfolio, we
identified savings of more than 7 percent, resulting
in millions of dollars of savings.
51

ENVIRONMENT
ENABLING CLIENT
SUSTAINABILITY
At Accenture, we have the power to efect change
not only through our internal policies but also
by supporting clients during their environmental
journeys. Tracking and understanding the impact
of our client-facing sustainabilty initiatives
allows us to make improvements over time.
Our Client Carbon Savings program is a critical
component of our environmental strategy and
one of the primary ways we help our clients meet
their economic and sustainability goals. In fact,
we track the impact of our carbon-reduction
activities on clients and other stakeholders,
alongside key project deliverables.
The program vision is to:
• Help clients realize the potential positive
environmental impact of the work
Accenture delivers.
• Lay the foundation for Accenture to achieve
its fiscal 2020 environmental target of
measuring and reporting the impact of our
work with clients in key areas of sustainability.
• Support our development and project teams
in deploying new strategies and tools to
capture, measure and report carbon savings.
In fiscal 2017, we identified potential savings for our
clients of more than 1.25 million metric tons of CO2
and US$43 million, and implemented strategies to
help them save a cumulative 430,000 metric tons
of CO2
and US$14.8 million. We also expanded the
program to include a renewable energy assessment,
allowing clients to identify and realize savings
stemming from renewable energy sources.
Helping Clients Improve Business
and Environmental Performance
Companies are beginning to recognize that
sustainable practices can be a major source of
growth and innovation when they are designed and
led well. At the same time, digital technologies are
making sustainability easier to achieve, allowing
organizations to embrace new, resource-eficient
business models and ways of engaging
with customers.
When our clients put sustainability at the heart of
their business strategy, they are able to pursue
large-scale transformations and drive meaningful
results. In fiscal 2017, our clients achieved
significant carbon reduction and unlocked new
business value as a result of sustainability initiatives.
ACCENTURE ENERGY MANAGEMENT
AS A SERVICE
Through our corporate greenhouse gas reporting
services, Accenture is helping our clients to
measure, reduce and disclose their GHG emissions
to shareholders, consumers and the general public.
Our strategic renewable energy assessments allow
our clients to set corporate sustainability goals
and to tactically assess where they can invest in
onsite and ofsite renewable energy. As a result,
they realized approximately 430,000 metric tons
of CO2
savings in 2017 and identified more than
1.25 million metric tons of potential savings.
Accenture is also harnessing the power of the
Internet of Things (IoT) and analytics to help
our clients reduce energy consumption and
costs while also delivering new insights into
their business operations, with realized cost
reductions of 8 percent. Connected facilities are
changing how clients view energy management
and is now being leveraged to fuel larger digital
and IoT transformations. Driving lower costs
and reducing consumption means delivering
financial savings of more than US$6 million—
alongside environmental benefits of decreased
emissions—for our retail and utilities customers.
Convening Partners and Clients
for Climate Solutions
As Accenture strives to advance the global
environmental and climate agenda, a key role we
play is helping our clients and industry become
responsible stewards of digital transformation. As
a collaborator, convener and thought leader, we
invest in research and development to help create
business strategies and technology solutions
that allow our clients, partners and suppliers
to improve their sustainability performance.
52

ENVIRONMENT
Highlights from 2017 include: Supporting World Economic
• World Business Council for Sustainable
Development: In collaboration with the World
Business Council for Sustainable Development,
Accenture Strategy developed the “CEO
Guide to the Circular Economy,” a blueprint for
business leaders on how to leverage circular
innovation to capture significant benefits,
boost the global economy’s resilience, support
people and communities around the world, and
help fulfill the Paris Agreement and the United
Nations Sustainable Development Goals.
• CDP: Accenture Strategy and CDP (formerly
the Carbon Disclosure Project) released new
research that examines the link between
environmental and financial performance in the
consumer goods and the telecommunications
industries. Based on more than three years
of data and interviews with consumer goods
and telecommunications executives, the
research revealed that many businesses
are failing to capture or disclose financial
value from environmental performance.
The reports outline practical steps to
drive stronger financial outcomes through
progressive environmental performance.
• Business in the Community: Accenture
Strategy partnered with Business in the
Community to explore opportunities and
challenges associated with the digital
revolution in the United Kingdom. The
resulting report, “Priorities for responsible
business in a digital age,” identifies four
digital priorities that define the areas
businesses need to immediately focus
on, in order to manage the unintended
consequences of the digital revolution.
• econsense: Forum for Sustainable
Development of German Business: Accenture
Strategy partnered with econsense to
develop a blueprint for companies looking
to adopt more sustainable business
practices. The resulting report, “A Practical
Guide to Create Positive Impact That Makes
Business Sense,” aims to help private-sector
leaders drive positive change in ways that
align with their business objectives.
Forum Initiatives
Through our pro bono work, Accenture supports
the World Economic Forum’s global project to
design and deliver public-private partnerships that
aim to produce tangible climate results through
2020 and beyond. Our Chairman CEO Pierre
Nanterme is also a member of the World Economic
Forum-facilitated CEO Climate Initiative Leadership
Group, which represents approximately 80 CEOs
of global companies. The World Economic Forum
Climate Initiative helps to raise ambition and
spur faster climate action, and supports eforts
by private and public stakeholders to accelerate
transition. It also leverages opportunities provided
by the Fourth Industrial Revolution to realize
new business models and technologies.
Accenture participates in The Platform for
Accelerating the Circular Economy (PACE)—a
global public-private platform of more than 40
global leaders from business, government and
international organizations. PACE kick-starts
and scales-up circular economy projects by
enabling and brokering partnerships, addresses
cross-cutting policy barriers, and links networks
and knowledge across existing institutions.
In collaboration with the World Economic Forum’s
Accelerating Sustainable Production (ASaP)
project, Accenture co-authored a white paper,
“Driving the Sustainability of Production Systems
with Fourth Industrial Revolution.” The report is
a guide for optimizing the benefits of the Fourth
Industrial Revolution in production, helping
countries and businesses achieve sustainable
growth and contribute toward the achievement
of the Sustainable Development Goals.
The Climate Initiative, PACE and ASaP are part of
the World Economic Forum’s Shaping the Future of
Environment and Natural Resource Security
System Initiative.
We are also a part of the World Economic Forum’s
Digital Transformation Initiative (DTI), which
aims to maximize opportunities for business and
society—including environmental sustainability—
stemming from digital technologies. The initiative’s
research supports collaboration between the
public and private sectors focused on ensuring that
digitalization unlocks new levels of prosperity.
53

ENVIRONMENT
The Circulars 2018
We celebrated The Circulars 2018, an initiative
of the World Economic Forum and the Forum of
Young Global Leaders. In its fourth year, the award
program recognizes individuals and organizations
from across the globe that are making notable
contributions to the circular economy in the
private sector, public sector and society. The
annual awards are hosted at the World Economic
Forum Annual Meeting in Davos, Switzerland.
ENGAGING OUR PEOPLE
Much of our progress in the environment space is
driven by our people, particularly our awareness-
building and behavior-change initiatives. Our
Environment, Workplace, IT and Procurement
teams bring our environmental strategy to life
on a daily basis. These creative initiatives help
Accenture people around the world foster
positive sustainability attitudes and habits.
Our Eco Champions develop innovative,
environmentally conscious work practices
and market-relevant engagement campaigns
to drive their adoption. Volunteers participate
in eco-volunteering activities, including a mix
of digitally enabled events and challenges,
as well as in-person eco initiatives.
Examples of global activities include:
USING TECHNOLOGY TO HELP
AMAZON WILDLIFE
As part of Zooniverse’s AmazonCam Tambopata
project, Accenture people around the globe
are using technology to peer deep inside the
rainforest of southeastern Peru. The project relies
on volunteers and a network of video cameras
to measure the distribution of wildlife along the
Amazon River. During Accenture’s 2017 World
Environment Day celebrations, approximately
220 employees from 22 countries classified more
than 10,200 wildlife images in just one week—
all from the comfort of their own computers.
Researchers rely on Zooniverse volunteers and
the “wisdom of crowds” to produce reliable and
accurate data. By participating in the largest-
known permanent camera trap monitoring
program in South America, we are contributing
to conservationist research that otherwise
would not be possible on such a scale.
Said Chicago-based strategic programs and
operations manager April LaCroix, “It is so
much fun to see a family of tapirs just out on a stroll
in the Amazon. It’s great to be exposed to such a
unique and beautiful part of the world while
making a diference.”
TRAVEL SMART CHALLENGE
We held our sixth annual Travel Smart Challenge in
fiscal 2017, a six-week competition that encourages
our people to reduce their travel-related carbon
footprint by thinking creatively about how they
can minimize air and road travel. Over the past six
years, participants from around the world have
avoided approximately 18,700 flights, saving more
than US$13.8 million in travel costs. Additionally,
our people avoided more than 3.1 million ground
transportation miles, contributing to an estimated
overall reduction of more than 9,700 metric
tons of CO2
.
Examples of local activities include:
MANAGING WET WASTE
Accenture generates approximately 2,000 metric
tons of wet waste each year in India. To prevent
sending this waste to landfills, we worked with
vendors to process and convert it into organic
fertilizer and biogas. The initiative, which has
been rolled out at Accenture ofices in Bengaluru,
Chennai, Mumbai and Pune, will redirect up to
1,800 metric tons of wet waste annually, resulting
in an estimated 3,000 metric tons of CO2
savings.
54

-
-
—
—
ENVIRONMENT
PRESERVING GALVESTON BAY
As a member of the Houston Eco team, Business and
Integration Architecture Senior Manager Laurinda
Lin regularly volunteers with the Galveston Bay
Foundation, planting marsh grass to help preserve
the bay’s coastline and picking up waste in the local
bayous and waterways. She also raises awareness
through fundraising. Says Laurinda, “We get so
much from our Earth and often take it for granted—
we should do what we can to help preserve it.”
Read more eco volunteering stories on our
Environment Impact Map.
Houston Eco team member Laurinda Lin plants marsh grass in
Galveston Bay wetlands with her sister.
A LOOK AHEAD
• Developing our next round
of environmental goals,
with a focus on delivering
on the commitments of
the Paris Agreement and
keeping global warming
well below 2°C.
• Expanding our client carbon
savings programs and
continuing to measure the
carbon reduction benefits
our clients gain as a result of
our solutions and services.
• Adopting and scaling use
of technology such as
increased use of smart
meters powered by new
energy dashboards to
continue making our
operations more eficient,
and to help our people
work and travel “greener.”
• Collaborating with clients,
suppliers and thought
leaders to turn policy into
actions that deliver concrete
climate solutions and
sustainable outcomes.

We are committed to promoting inclusive, ethical and sustainable
procurement practices that create long-term value for our clients, our
suppliers and our communities. With a multi-billion-dollar supply chain, we
have the opportunity to leverage our purchasing power to drive positive
change on a global scale and to create a more-inclusive digital world.
SUPPLYCHAIN
SUPPLY CHAIN
130+
small, medium and diverse
suppliers developed by
end of fiscal 2017
10$100M YEARS
spending commitment to on Women’s Business
women-owned businesses Enterprise National
Council’s Top
Corporations list
76% of our key suppliers disclosed
emissions-reduction actions
and 72% disclosed targets
HOW ARE YOU MAKING
A DIFFERENCE?
“I am helping my client create and maintain
a sustainable supply chain and adhere to
international guidelines regarding
production of their products.”
Benny Lamprecht
Consultant

SUPPLY CHAIN
OUR STRATEGY
AND APPROACH
At Accenture, we view our supply chain both
as a critical enabler of our business and as a
catalyst for innovation. By infusing inclusion,
diversity and sustainability into our procurement
practices and ensuring our suppliers share our
values, we are helping to create a more socially
and environmentally responsible world.
Across our six main purchasing categories—
contractors; HR and professional services; IT
and telecom; marketing and communications;
travel and mobility; and workplace and
facilities—we apply three strategic priorities
for responsible supply chain management:
• Adhering to our Supplier Standards
of Conduct
• Driving supplier sustainability
• Advancing supplier inclusion and diversity
At a basic level, working with Accenture means
adhering to our high standards of conduct,
which are fundamental to any partnership.
However, we go beyond strong compliance
procedures, leveraging our global reach and
scale to maximize value for our clients and to
drive meaningful change across our ecosystem.
We believe that working with suppliers from
diverse backgrounds and perspectives allows
us to remain agile, disruptive and ahead of the
market. This is particularly true of our professional
services suppliers and contractors, who make
up the vast majority of our procurement spend.
These suppliers provide us with valuable
insights and IT expertise that enable us—and our
clients—to leverage cutting-edge technologies
and business models, while driving economic
growth in communities around the globe.
Accountability for our procurement strategy starts
with our Chief Operating Oficer Jo Deblaere who
leads Accenture’s business operations globally and
is responsible for ensuring operational excellence
across our supply chain. This cascades to our Chief
Procurement Oficer Kai Nowosel and to our local
and regional Procurement teams who manage the
day-to-day activities of Accenture’s supply chain.
HUMAN RIGHTS AND
OUR SUPPLY CHAIN
Accenture’s core values, including our commitment
to doing business ethically and legally, are the
foundation of our company’s culture.
Central to this is the fulfillment of our long-
standing commitment to support and respect
internationally proclaimed human rights, which
requires the full participation and support of our
suppliers. As described in Ethics Governance
and our Code of Business Ethics, Accenture
adheres to the United Nations Guiding Principles
on Business and Human Rights, which includes
the elimination of slavery and human traficking
in supply chains and business operations.
In early 2017, Accenture published our first UK
Modern Slavery Act Transparency Statement
explaining some of the key steps we took in the
previous fiscal year to support the elimination of
slavery and human traficking in our supply chains.
The statement was updated in February 2018
to reflect more recent actions and initiatives.
We also created a supplier-awareness animation
that we are socializing with our Procurement
and Environment teams, as well as with select
supplier personnel in the United Kingdom and
beyond. The animation outlines our long-standing
commitment to the United Nations Global
Compact principles around environment, social
and governance factors, and underscores both
the human rights and high labor standards we
require of our global network of suppliers.
Evolving Our Supplier Standards
of Conduct
Our leaders, people, clients and 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 our Supplier Standards of
Conduct or to make an equivalent commitment.
57

SUPPLY CHAIN
As with our Code of Business Ethics, our Supplier
Standards of Conduct reflect our core values and
our commitment to the 10 Principles of the United
Nations Global Compact to advance human and
labor rights. Published in 20 languages, these
Standards specify the labor criteria to which
our external suppliers must adhere, and require
compliance with all applicable laws and regulations.
In fiscal 2017, we enhanced our Standards to
provide more clarity around our expectations for
suppliers in areas such as human traficking, slavery,
servitude, forced or compulsory labor and child
labor. For example, we updated our Standards to
reference the International Bill of Human Rights
and International Labour Organization’s Declaration
on Fundamental Principles and Rights at Work. We
also added specific requirements regarding how to
define human traficking, as well as new language
regarding child labor and at-will termination of
employment.
We also expanded our supplier onboarding process
to be more rigorous about the information we
require suppliers to disclose, helping us to make
more-informed decisions about the suppliers with
whom we engage.
DRIVING SUPPLIER
SUSTAINABILITY
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 sustainable
business practices, we are increasing the number
that monitor, measure and communicate their
environmental impact.
Our geographic Procurement teams continue to
include the environmental, social and governance
(ESG) performance of prospective suppliers as
factors for our purchasing decisions beyond the
categories with the largest sustainability impact:
IT and telecom, travel and mobility, workplace
and facilities. We are continuing to refine and
improve these processes across geographies by
recommending best practices and standard ESG
questions to be used in requests for proposals.
For instance, we are exploring how we can engage
with suppliers to act on sustainability performance
either through a supplier reward program, supplier
inclusion and sustainability events, or peer-to-peer
discussions.
Our Procurement team is also a driving force
behind our use of renewable energy. In 2017, our
Procurement and Energy Management As-a-Service
teams combined their deep knowledge of the
global renewable electricity market together with
their experience working with global clients to
identify creative and cost-efective ways to purchase
renewable electricity for our ofice portfolio.
We are also working with our Environment teams to
clearly define our path toward achieving Accenture’s
renewable electricity and greenhouse gas reduction
goals. In 2017, Accenture established new standards
for the purchase of renewable energy, including
hydropower and solar, wind, geothermal, ocean
and biomass power. Our aim is to ensure that we
only work with providers that source energy with
integrity, transparency and accountability, taking
into consideration their impact on local ecosystems
and communities.
Supplier Standards
of Conduct
published in
20LANGUAGES
58

SUPPLY CHAIN
CDP Supply Chain Program
As a corporate member of CDP’s Supply Chain
program, we use CDP (formerly the Carbon
Disclosure Project) tools to promote engagement,
transparency and sustainable business practices
with our suppliers. Beginning in 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. In 2017,
103 of our suppliers publicly disclosed
their responses, compared to 28 in 2013.
Additionally, our suppliers generally have
been more engaged and receptive—in 2017,
74 percent of our suppliers participated, well
above CDP’s global average of 58 percent.
We also made progress toward our 2020 goal to
have 75 percent of our key suppliers disclose their
carbon-reduction targets and report on the actions
they are taking to reduce emissions. In 2017, 72
percent of our suppliers disclosed their targets,
and 76 percent disclosed the actions and initiatives
they are taking toward emissions reduction.
Our eforts are not going unnoticed: Of the more
than 3,300 companies that partcipated in CDP’s
supply chain program in 2017, Accenture was
among the 2 percent that earned a spot 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.
72%
of our key suppliers
disclosed targets
76%
disclosed
emissions-reduction
actions
59

SUPPLY CHAIN
CASE STUDY
CREATINGALIVING
WAGETHROUGH
SUSTAINABLE
PROCUREMENT
Accenture Development Partnerships is working with Malawi Tea 2020 to develop
a sustainable procurement framework to help ensure a living wage for more than
30,000 Malawian tea industry workers.
CLIENT CHALLENGE
The global tea industry is often associated
with poverty, low wages and worker
exploitation. Malawi Tea 2020—a public
coalition of donors, nongovernmental
organizations and commercial tea producers,
buyers and retailers—sought a partner to
develop an innovative, sustainable pricing and
procurement framework to ensure a living
wage for Malawian tea industry workers.
OUR SOLUTION
Through stakeholder engagement
and extensive data collection,
Accenture Development
Partnerships created a
pricing framework to help
tea buyers with price
discovery, so that they
could see the impact
of the prices they
were paying
and know they were sustainable. While the price
reflects the cost of production, the amount paid
also contributes toward a living wage.
THE RESULT
Currently available to the 12 tea buyers sourcing
from Malawi that are represented in the coalition,
the framework has the potential to alleviate poverty
in one of the poorest countries in the world,
introduce a motivated, productive workforce for the
tea industry, and enable tea brands, packers and
retailers to achieve positive social impact.

SUPPLY CHAIN
ADVANCING
SUPPLIER INCLUSION
AND DIVERSITY
Accenture promotes a diverse and inclusive
work environment, and we strive to partner
with businesses that embrace these values
as well. 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 Diversity Program,
which reaches 17 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. At the same time, we help
Accenture’s suppliers grow their representation
and influence in their own markets.
In fiscal 2017, DiversityInc recognized our eforts by
ranking Accenture No. 3 on its Top Companies for
Supplier Diversity list, marking our sixth consecutive
year on the list and our second in this spot.
As we continue to expand these programs, the
proliferation of diferent national standards for
diversity makes gauging the global efectiveness
of our Supplier Inclusion Diversity Program
a challenge. Similarly, reporting laws and
regulations can make it dificult to identify
which businesses qualify as diverse.
We have been able to track our diverse
procurement spend most consistently within
the United States. In fiscal 2017, our total US
procurement spend with diverse suppliers was
more than 27 percent. While this is a decrease in
percentage terms since fiscal 2016, it represents
a year-over-year increase of more than US$3
million in actual spend with US diverse suppliers.
We also track and externally verify our spend
with black-owned businesses, black-women-
owned businesses and small- and medium-sized
enterprises in South Africa (see Broad-Based
Black Economic Empowerment Act on page 63).
Across geographies, we are exploring new
technologies that will help centralize and
standardize the management of these programs.
We continue to look for opportunities to include
more diverse suppliers and increase this spend,
both in total and as a share of overall spend, in
ways that support our procurement strategy.
Diverse Supplier Development Program
Accenture’s Diverse Supplier Development Program
(DSDP) reflects our commitment to developing and
expanding relationships with diverse businesses
owned by ethnic minorities, women, persons with
disabilities, members of the LGBT community,
veterans and other entrepreneurs. The formal, 12-
to 18-month program matches senior Accenture
executive mentors with diverse supplier “protégé”
companies to help them grow their businesses.
Our goal is to pair DSDP protégés with Accenture
executive mentors in their industry who can provide
more-targeted, experience-based guidance. While
finding appropriate matches can be challenging
and time intensive, protégé feedback has shown
such expertise is critical. We continue to seek
ways to enhance this matching process.
Not only does DSDP represent another sourcing
option for Accenture and our clients, developing
diverse suppliers strengthens communities by
creating more businesses, jobs and economic
growth. We are paying particular attention to
vendors that have AI and other innovative and
in-demand skills that we consider “in the New.”
As of fiscal 2017, 133 diverse suppliers had
graduated or were in the process of completing the
program—23 in Canada, 24 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 2018.
We are also strategically expanding DSDP to
focus on geographies key to enabling our
business and those of our clients. We currently
ofer DSDP in Canada, South Africa, the United
Kingdom and Ireland, and the United States. We
133
small, medium and diverse suppliers
developed toward our goal
0 170
61

SUPPLY CHAIN
are planning to expand our mentoring program
into India by 2019, and we are also investigating
the feasibility of launching in Latin America.
Many of our DSDP graduates have become
Accenture suppliers. Among them is Nancy
Williams and her then-business partner Roz Alford,
who in 1989 founded the entity now known as ASAP
Solutions Group LLC. A woman-owned business and
technology consulting and IT staf augmentation
firm that delivers business and technology
solutions to FORTUNE 500 companies, ASAP was
one of the first graduates of DSDP and remains
one of our preferred Tier 1 suppliers, supporting
several of our large clients. In 2016, Roz retired
from ASAP Solutions Group, passing control to
long-time business partner, Nancy. Under Nancy’s
stewardship, ASAP has expanded branches in
Bangalore and Hyderabad, India, and across
the United States.
Thanks to Accenture’s support and mentorship,
graduates of our Enterprise Supplier Development
Program (also referred to as ESDP, the name
used for DSDP in South Africa), which focuses
on innovative information computer technology
(ICT) scale-ups, are better prepared to bring new
capabilities to the South African economy. We not
only develop, accelerate and partner with protégés,
we also expose them to cutting-edge technologies.
This year, ESDP beneficiaries experienced Accenture
Liquid Studios, which help companies embrace
new technologies, skills and ways of working.
Celebrating Recognition for
DSDP Protégés
In 2017, VDart, Inc., a global digital stafing and
solutions provider and Accenture DSDP graduate,
was named Class IV Supplier of the Year by the
National Minority Supplier Development Council
(NMSDC). The award recognizes minority businesses
within the NMSDC network that have achieved
exceptional growth and operational success and
that give back to other minority businesses and to
the community.
“For a Minority Business Enterprise to win Supplier
of the Year in Class IV category in a span of 10 years
is a tremendous accomplishment, and we would
not have achieved it without the support of
Accenture,” says Sidd Ahmed, VDart president
and CEO. “Accenture’s Diverse Supplier Development
Program and consistent engagement with our
suppliers has allowed us to grow and flourish on the
national stage.”
Ampcus, a DSDP program graduate and former
Mentee of the Year, is a global business technology
consulting and services firm headquartered in
Chantilly, Virginia. For nearly 14 years, Ampcus
has been providing innovative, cost-efective and
sustainable solutions to FORTUNE 500 corporations
around the globe, as well as to federal agencies on
various mission-critical projects.
In 2017, Ampcus received the NMSDC’s prestigious
Supplier of the Year award, which recognizes US-
based Minority Business Enterprises (MBE) that
excel in five categories: Growth Development,
Operations, MBE to MBE Purchases, Community
Involvement and Regional Council Involvement.
Ann Ramakumaran, Ampcus founder and CEO, had
this to say about the program: “Our experience
working with Accenture and participating in their
DSDP helped prepare us to compete for the NMSDC
Supplier of the Year award. It allowed us to examine
our business with a diferent perspective, providing
insights and guidance that have been beneficial
as we develop our long-term growth strategy.”
DSDP protégé VDART, Inc. was named Class IV Supplier of the Year by NMSDC.
62

— -
—
SUPPLY CHAIN
Broad-Based Black Economic
Empowerment Act
Accenture practices align with the Broad-Based
Black Economic Empowerment (B-BBEE) Act
in South Africa, which aims to drive economic
transformation and a more-inclusive marketplace.
The Act requires organizations to undergo an
annual verification process. Based on the outcome,
organizations are ranked on a scale of 1 to 8, with 1
being the highest and 8 the lowest.
In 2017, Accenture was audited based on new ICT
Charter B-BBEE codes, which are more stringent
than in the past, with higher requirements and
increased targets including for diverse supplier
development and spend. We achieved a level 2,
and are continuing to explore new ways of
improving our performance.
Also in 2017, our procurement spend in South Africa
with black-owned vendors was 40 percent against
the new legal target of 40 percent; our spend
with black-women-owned vendors was 32 percent
against the new legal target of 12 percent; and our
spend with small- and medium-sized enterprises
was 41 percent against the new 30 percent target.
Women-owned Businesses
One of the most significant challenges we face
as an organization 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
them in 13 countries across Africa, Asia Pacific,
Europe and Latin America. These programs aim
to level the procurement field and integrate more
women-owned enterprises into the supply chain.
In September 2017, WEConnect International
announced a US$400 million commitment from
corporate members to buy more from women-
owned businesses over the next three years.
Accenture committed $100 million, with an
additional pledge to direct $50 million of this
spend to women in developing countries. In
December, we repeated this commitment at the
Women’s Economic Empowerment Global Summit
in Sharjah in the United Arab Emirates, organized
by the government of Sharjah and UN Women.
In addition to our commitment through
WEConnect International, our Chief Executive
Oficer – North America Julie Sweet joined with
Helping Clients Forge
Their Own Path
Accenture has emerged as a
pioneer and leader in supplier
inclusion and diversity, and
increasingly, we are supporting
our clients as they develop their
own supplier inclusion and
diversity programs.
In 2017, we participated in
WEConnect International’s report
on the “Business Case for Global
Supplier Diversity and Inclusion:
The Critical Contributions of
Women and Other Underutilized
Suppliers to Corporate Value
Chains,” which cites how our
work in this area has evolved and
how it is often our clients that are
demanding inclusive sourcing
eforts on a global basis.
We also continued our Chief
Procurement Oficer Circle
events, which are monthly
gatherings aimed at providing
global procurement executives
within our client network with
a forum to discuss ideas and
issues related to their supply
chains. In 2017, Accenture’s
Chief Procurement Oficer Kai
Nowosel and Strategy Sourcing
Procurement Managing
Director Kevin Doran who co
host the Circle events joined
members to discuss a variety of
critical topics, including supplier
diversity and modern slavery.

SUPPLY CHAIN
other American and Canadian business leaders
as co-chairs and signatories to the Canada-
United States Council for Advancement of
Women Entrepreneurs and Business Leaders.
This statement supporting the advancement of
women in business was announced in February
2017 by the Canadian and US governments.
The role of this council is to boost women’s
economic engagement, inspire aspiring
entrepreneurs, and provide a forum to share
stories of progress and success. Its mandate is
to develop recommendations that can reduce
barriers that limit women’s participation in
business, and to support their professional
advancement and assist them in starting and
scaling their businesses. The council will continue
to release its recommendations, which will
ultimately contribute to the increased economic
growth, integration and competitiveness
of the Canada-United States economy.
Those with Distance to the Labor Market
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 with distance (whether
physical, social or cultural) to the labor market on
a global scale.
Accenture Procurement collaborates on local
initiatives across our geographies, engaging entities
and individuals who may experience distance from
the labor market in recruitment and procurement
opportunities. This includes minority-, ethnic- and
women-owned businesses and persons with
disabilities, visible or otherwise; veterans; refugees;
people living away from economic centers; and
lesbian, gay, bisexual and transgender (LGBT)
persons. We support these groups not only through
direct recruitment, but also through agreements
with our facilities’ vendors and collaboration
with for-profit and nonprofit organizations.
In 2017, Accenture was selected as one of the
NGLCC’s Best-of-the-Best Corporations for Inclusion,
in recognition of our commitment to equality and
our actions to incorporate diverse suppliers into
our supply chain. We also served as the primary
sponsor of NGLCC’s Global Entrepreneurship Week
in Washington, DC, and became a corporate member
of three NGLCC afiliates—the Canadian Gay and
Lesbian Chamber of Commerce, Scandinavian Gay
and Lesbian Chamber of Commerce, and Vienna-
based East Meets West, which focuses on Eastern
and Middle Europe. Our involvement with NGLCC,
as well as with partner organizations, helps support
its goal of creating a more-inclusive marketplace
both within the United States and abroad.
A LOOK AHEAD
• Increasing client connections
to help advance inclusion,
diversity and sustainability
in our ecosystem.
• Adopting a new reporting tool
to more accurately monitor
investments, calculate return
and report our global spend
with diverse suppliers.

PERFORMANCE DATA
PERFORMANCE
DATA
“We are very proud to renew our commitment to the
10 Principles of the United Nations Global Compact,
which we signed in 2008. We continue to support the
organization’s eforts to advance sustainability, gender
equality and human rights. These eforts are well aligned
with our commitment to ethical leadership and corporate
social responsibility—and make Accenture an even
better partner for all of our stakeholders.
”
Pierre Nanterme
Chairman CEO

PERFORMANCE DATA
CORPORATE
CITIZENSHIP
PERFORMANCE
DATATABLE
The following table quantifies our progress since fiscal 2013 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 FY13 FY14 FY15 FY16 FY17
US $ THOUSANDS
Net Revenues2
$28,562,810 $30,002,394 $31,047,931 $32,882,723 $34,850,182
Operating Expenses Excluding
Reimbursable Expenses
24,224,130 25,701,882 26,612,062 28,072,278 30,217,573
Operating Income $4,338,680 $4,300,512 $4,435,869 $4,810,445 $4,632,609
Global Headcount at Fiscal
275,000 305,000 358,000 384,000 425,000
Year End (rounded)
Our People FY13 FY14 FY15 FY16 FY17
Total Training Spend (US $ thousands) $878,108 $786,517 $841,440 $940,509 $935,200
Average Training Hours per Employee 50 45 46 46 45
Women in Workforce3, 4
36% 36% 38% 39% 41%
Women New Hires3, 4
40% 37% 38% 44% 45%
Women Executives3, 5
28% 28% 28% 28% 29%
Women Managing Directors3, 6
17% 17% 18% 20% 21%
66

PERFORMANCE DATA
Community Impact1 FY13 FY14 FY15 FY16 FY17
People Equipped with Skills to Get a Job
or Build a Business (cumulative, rounded)
512,000 815,000 1,243,000 1,720,000 2,230,000
ACCENTURE CONTRIBUTIONS
BY REGION
US $ THOUSANDS
North America $8,848 $11,207 $11,009 $12,394 $12,484
Europe 18,813 19,698 17,192 17,439 18,619
Growth Markets 8,760 9,999 15,636 14,903 16,080
Global 10,728 12,355 14,934 14,733 14,436
Total Accenture Contributions $47,148 $53,259 $58,771 $59,468 $61,619
ACCENTURE CONTRIBUTIONS
BY TYPE
US $ THOUSANDS
Cash $13,917 $14,833 $20,452 $19,081 $19,638
In-Kind (Accenture Development Partnerships and
Pro Bono Consulting)
30,616 35,203 35,562 37,129 38,408
Time (Paid Volunteering) 2,615 3,223 2,757 3,258 3,573
Total Accenture Contributions $47,148 $53,259 $58,771 $59,468 $61,619
Accenture Foundations Contributions7
$12,911 $15,907 $16,509 $9,591 $12,521
Total Accenture and Accenture
Foundations Contributions
ACCENTURE CONTRIBUTIONS: PERCENTAGE
BY REGION
North America
$60,059
19%
$69,166 $75,281 $69,060
PERCENT OF TOTAL
21% 19% 21%
$74,140
20%
Europe 40 37 29 29 30
Growth Markets 18 19 27 25 26
Global 23 23 25 25 24
Total 100% 100% 100% 100% 100%
67

PERFORMANCE DATA
Community Impact1 FY13 FY14 FY15 FY16 FY17
ACCENTURE CONTRIBUTIONS:
PERCENTAGE BY TYPE
PERCENT OF TOTAL
Cash 29% 28% 35% 32% 32%
In-Kind (Accenture Development Partnerships and
Pro Bono Consulting)
65 66 60 62 62
Time (Paid Volunteering) 6 6 5 6 6
Total 100% 100% 100% 100% 100%
Hours of Participation in Accenture-Sponsored
“Time Skills” Programs8 518,202 591,800 629,734 700,502 726,303
Employees Participating in Accenture-Sponsored
“Time Skills” Programs8 4,618 6,751 5,292 6,422 7,349
Employee Donations (US $ thousands) $6,957 $7,783 $8,781 $9,110 $8,804
Environment1 FY13 FY14 FY15 FY16 FY17
Total Carbon Emissions per Employee
(metric tons of CO2
)9
Reduction in Carbon Emissions per
Employee Compared to FY07 Baseline
CARBON EMISSIONS BY SOURCE9
2.58
36%
2.28 2.14
44% 47%
METRIC TONS OF CO2
2.13
47%
1.96
52%
Air Travel 351,328 333,664 372,594 373,316 389,098
Other Business Travel 91,282 100,400 99,694 157,701 157,471
Ofice Electricity10
232,988 224,211 232,953 259,540 240,008
Other Energy (Natural Gas, Diesel) 8,153 7,136 7,528 6,537 4,436
Total Carbon Emissions 683,751 665,411 712,769 797,094 791,013
68

PERFORMANCE DATA
CARBON EMISSIONS BY REGION9
METRIC TONS OF CO2
North America 216,403 219,455 231,177 230,897 234,746
Europe 125,255 122,384 130,426 144,307 147,815
Growth Markets 340,882 323,464 351,166 421,890 408,451
Global 1,211 107 0 0 0
CARBON EMISSIONS BY SCOPE9, 11
METRIC TONS OF CO2
Scope 1 32,155 29,767 26,290 27,203 24,095
Scope 210
232,988 228,030 237,239 263,050 243,773
Scope 3 418,608 407,615 449,240 506,841 523,145
CARBON EMISSIONS:
PERCENTAGE BY SOURCE
PERCENT OF TOTAL
Air Travel 52% 50% 52% 47% 49%
Other Business Travel 13 15 14 20 20
Ofice Electricity 34 34 33 32 30
Other Energy (Natural Gas, Diesel) 1 1 1 1 1
Total 100% 100% 100% 100% 100%
69

PERFORMANCE DATA
CARBON EMISSIONS:
PERCENTAGE BY REGION
PERCENT OF TOTAL
North America 32% 33% 33% 29% 30%
Europe 18 18 18 18 19
Growth Markets 50 49 49 53 51
Global 1 1 0 0 0
Total 100% 100% 100% 100% 100%
CARBON EMISSIONS:
PERCENTAGE BY SCOPE11 PERCENT OF TOTAL
Scope 1 5% 5% 4% 3% 3%
Scope 2 34 34 33 33 31
Scope 3 61 61 63 64 66
Total 100% 100% 100% 100% 100%
Ofice Electricity Eficiency (kWh / square meter) 213 206 201 196 179
% Improvement in Electricity Eficiency Compared
to FY07 Baseline
25% 27% 29% 31% 37%
% Electricity from Renewable Sources 12% 16% 20% 18% 21%
ENERGY USAGE BY SOURCE9
MWh
Electricity 377,377 404,334 435,168 482,869 478,338
Natural Gas 16,684 18,034 21,092 17,166 15,485
Diesel 19,243 13,948 13,047 12,255 5,225
Total Energy Usage 413,304 436,317 469,306 512,290 499,047
70

PERFORMANCE DATA
ENERGY USAGE:
PERCENTAGE BY SOURCE
Electricity
Natural Gas
91%
4
PERCENT OF TOTAL
93% 93%
4 4
94%
3
96%
3
Diesel 5 3 3 3 1
Total 100% 100% 100% 100% 100%
Total Amount of Electronic Waste
Disposed by Accenture (metric tons)12
Electronic Waste Disposed by Accenture that
Avoided Landfill12
254
99%
266
99%
180
99%
360
99%
302
99%
Total Water Consumption (cubic meters)13
1,934,000 2,191,000 2,179,000
Water Consumption per Employee
(cubic meters)
5.81 5.85 5.39
Supply Chain1 FY13 FY14 FY15 FY16 FY17
DIVERSE PROCUREMENT SPEND BY TYPE
(US ONLY)
US $ THOUSANDS
Minority-Owned Business $235,200 $255,792 $327,811 $351,468 $355,519
Women-Owned Business 143,214 114,939 117,448 104,948 100,620
Small Business 104,963 75,807 76,573 74,965 81,963
Other Type Business14
38,089 3,571 5,646 9,129 5,649
Total Diverse Procurement Spend (US Only) $521,466 $450,110 $527,479 $540,510 $543,751
71

PERFORMANCE DATA
Supply Chain1 FY13 FY14 FY15 FY16 FY17
DIVERSE PROCUREMENT SPEND:
PERCENTAGE OF TOTAL PROCUREMENT
SPEND BY TYPE (US ONLY)
PERCENT OF TOTAL PROCUREMENT SPEND
Minority-Owned Business 12% 15% 18% 19% 18%
Women-Owned Business 8 7 7 6 5
Small Business 6 5 4 4 4
Other Type Business14
2 1 1 1 1
Total (US Only) 27% 27% 30% 29% 27%
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 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.
4 Values for “Women in Workforce” and “Women New Hires” prior to 2015 reflect our workforce as of August 31.
5 “Women Executives” comprises our women managers, senior managers, managing directors, senior managing directors and members of our Global
Management Committee.
6 “Women Managing Directors” comprises our women managing directors, senior managing directors and members of our Global Management Committee.
7 Accenture Foundations refers to independent charitable organizations that bear the Accenture name.
8 “Accenture-sponsored ‘Time Skills’ Programs” comprise Accenture Development Partnerships, pro bono consulting and paid volunteering projects.
9 Detailed methodology for carbon emissions and energy usage calculations is available in Accenture’s CDP Climate Change response; 100% of Accenture’s
fiscal 2017 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 GHG Protocol Scope 2 guidance. In line
with the guidance, market-based emissions for ofice electricity in fiscal 2017 include renewable electricity impacts as well as 3,365 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 2017 would be
300,233 tons for Ofice Electricity and 303,998 tons for Scope 2.
11 Starting in fiscal 2014, we classified Natural Gas usage as Scope 2 emissions from the Scope 1 emissions they had been classified previously.
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 2017 Total Water Consumption is derived from 65% 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 Underutilized Business Zone, and LGBT.
72

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 approximately
442,000 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 ©2018
All rights reserved.

2017 Corporate Citizenship Report

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