CAPGEMINI_REGISTRATION_DOCUMENT_2017

OUR COMMITMENT TO SOCIAL RESPONSIBILITY

3.1 A renewed strategy: “Architects{of{Positive{Futures”

Supplier Relationship Management program To develop a strong supply base and to drive the relationship with our sensitive suppliers and business partners, Capgemini procurement function has developed Supplier Relationship Management (SRM) program. Through{2017 Capgemini has continued to roll out its new Relationship Management approach (introduced in{2015) to our top suppliers globally, and locally to our high spend{&{business critical suppliers. This approach allows us to engage in an objective way with our key suppliers to monitor performance, discuss performance improvement and maintain a close dialog about future requirements and intentions. Supplier Relationship Management is one of the core activities of procurement and probably the one with utmost long-term impact. As we go one step above transactional activity we need to encompass total cost of ownership, roadmap alignment, operational performance, risk management as well as co-innovation and differentiation. For this, there is no better way than align our organizations, have clear communication matrixes, to perform regular reviews covering all aspects of our relationship and performance and last but not least, build trust and executive relationships rewarding alignment, cooperation and problem solving in a win-win spirit.

The ultimate objective is to increase the value delivered to Capgemini customers by leveraging the capabilities of our top suppliers through the implementation of a best in class relationship management. We benefit also from a reduction of supply risk exposure as capabilities and environment of suppliers are assessed within this program. Capgemini Group Procurement evaluates all aspects of suppliers’ relationship through the “TQRDCE” criteria (Time, Quality, Responsiveness, Delivery, Cost, Environment). Experience has proven that successful and positive supplier relationship management is valued by our partners and suppliers. Finally, crisis resolution, deal making, and decisive moves are facilitated by SRM bringing facts and evidences to be built upon as well as trusted{&{streamlined communication channels. Our journey towards SRM is continuing with growing scope and emphasis placed upon this aspect to strengthen governance and performance across our supply chain. In{2017 we have held more than 30{senior executive level meetings based on the respective supplier performance evaluation.

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REGISTRATION DOCUMENT 2017 — CAPGEMINI