SPARK

Public services that support young people are often delivered through disconnected systems with limited data sharing, resulting in fragmented understanding, delayed interventions, and missed opportunities for early support. Without joined-up services and appropriate data-sharing agreements, public bodies lack a holistic view of young people's needs, meaning support is frequently reactive, inconsistent, or poorly timed. How can Capgemini enhance its social value function to better educate young people about the public services they may engage with — and help our client design and govern systems that responsibly share data and operate as an integrated whole — so that every young person receives the right support at the right time?

Public services are often designed around a narrow, linear transition from education to work, which does not reflect the diverse pathways young people now take into adulthood. Those who follow non-linear routes — such as returning to education, entering work without formal qualifications, or moving between learning and employment — can struggle to access appropriate, timely support. How can Capgemini help our client design public services that recognise and support both conventional and non-linear pathways, ensuring all young people have equitable opportunities to develop skills, access work, and realise their potential?

Public-facing services often focus on compliance and risk, unintentionally shaping young people's engagement with the economy around fear of failure rather than opportunity. As a result, many young people lack the confidence, ambition, and entrepreneurial mindset needed to navigate economic systems and see themselves as active participants in shaping their futures. How can Capgemini help our client design public services that inspire economic and societal ambition — empowering young people with optimism, agency, and the confidence to take informed risks and pursue opportunity?

Young people are increasingly exposed to powerful AI tools without the knowledge, skills, or ethical grounding needed to use them safely and responsibly. In the absence of clear guidance, this gap risks widening existing inequalities. At the same time, AI-driven systems increasingly embedded into decision-making risk reinforcing biases towards traditional, linear pathways — disadvantaging young people with non-linear life paths or from minority backgrounds. How can Capgemini help its client enable young people to develop the understanding and ethical awareness required to engage with AI responsibly — while ensuring AI-enabled services are designed to deliver fair, inclusive outcomes for all?

Capgemini is rapidly scaling its AI, Generative AI, and Agentic capabilities, yet much of the operating model remains rooted in human-first assumptions where AI is added as a tool rather than a core participant. This challenge is especially acute for Early & Emerging Talent engineers, where traditional learning pathways risk becoming misaligned with the capabilities now required. How can Capgemini intentionally redesign its operating model and professional roles so that AI and humans collaborate by design, and the next generation is equipped to engineer AI-first systems rather than simply use AI as a productivity tool?

AI and agentic systems are already interacting directly with HMRC — including making automated phone calls into contact centres. Without a clear policy and operating model, HMRC faces risks around service integrity, security, fairness, and capacity. How can Capgemini help HMRC respond to and govern this emerging reality — whether to restrict machine-initiated contact or proactively define a strategy that enables safe, efficient, and future-ready AI interactions with public services?

HMRC is well positioned to build on its digital foundations as AI capabilities mature. Advances in intelligent automation and agent-assisted workflows create an opportunity to further augment professional functions — enhancing decision support, improving operational insight, and automating routine activities — while preserving human judgement and accountability. How can Capgemini help HMRC consistently and safely integrate AI-enabled Intelligent Operations so that automation improves efficiency and staff experience, while remaining aligned with governance and assurance?

Capgemini invests significantly in professional coaching, but the reach of one-to-one coaching is inherently limited by cost, availability, and capacity. How can Capgemini extend the benefits of professional coaching to everyone in the practice, by exploring whether an AI-enabled coaching agent could provide accessible, scalable, and always-available developmental support — while maintaining quality, trust, and alignment with Capgemini's human-centred approach to growth?

As AI capabilities mature, there is an opportunity to evolve HMRC's mobile services towards intelligent digital assistants that proactively guide citizens across complex tax journeys — while maintaining trust, accessibility, and legal clarity around guidance versus advice. HMRC has a statutory obligation to provide guidance, not personalised advice — a distinction becoming harder to maintain as Agentic AI enables more conversational, context-aware interactions. How can Capgemini help HMRC define the role of a trusted "tax companion" Digital Assistant that improves experience and compliance at scale — helpful, trusted, and lawful by design?

HMRC is increasingly choosing to buy ready-made technology products rather than building systems from scratch. This creates new challenges: relying more on external suppliers, less control over design decisions, and new skills required to manage products across their lifespan. For Capgemini, being good at building custom systems is no longer enough. How can Capgemini adapt — evolving its skills, ways of working, and services to remain a trusted partner in a more product-focused and commercially driven technology environment?

Capgemini holds deep insight from across industries on how digital, data, automation, and AI are reshaping operations and customer experience at scale. However, these insights are often generated in commercial contexts that don't directly map to HMRC's regulatory obligations, public accountability, or operating constraints. How can Capgemini consistently translate its cross-industry insight into HMRC-relevant perspectives — credible, actionable, and aligned with public-sector realities rather than perceived as generic best practice?