CAPGEMINI_REGISTRATION_DOCUMENT_2017

OUR COMMITMENT TO SOCIAL RESPONSIBILITY

3.2 People and work environment

Talent management 3.2.3 Talent management 3.2.3.1

Talent development 3.2.3.3 Providing all our employees with the means to develop their capabilities and career, strengthening their employability, is a key success factor for a sustainable performance. We design and implement development paths enabling constant adaptation to evolving client needs and bringing ad hoc support to projects with virtual work and learning solutions. The Group’s Career{&{Competency Framework defines the development track for each role by professional family. The Career{&{Competency Framework defines and describes a standard set of roles for our businesses, regardless of region, business unit (BU), project or account, sector or technology specialization. Each employee is thereby able to understand the breadth of options available at a glance. Each role requires core attributes, and a professional skillset applies for each role, independently of business location. All employees are accountable for their own career progression. Based on Grade and experience, each employee can define his/her professional development options and thrive in a wide variety of roles, in line with personal aspirations, and career preferences. All employees are responsible for their own career X progression. Based on Grade and experience, each employee can define his/her professional development options and thrive in a wide variety of roles, in line with personal aspirations, and career preferences. Each employee goes through regular appraisals, identifying X areas of strength and improvement, leading to development plans to enhance his/her professional experiences and preparing the next career step. A “Promote{first/hire{second” rule ensures internal X opportunities within career paths, and operational mobility depending on our best Talents’ Performance and Potential. Our promotion policies and processes foster diversity and gender balance. In{2017, the Group launched a “Performance Management evolution initiative” (currently in pilot phase) to implement a continuous feedback culture, simplified calibration processes and agile employee development tracking and follow-up. Developing leadership 3.2.2.4 Considering the business and people challenges faced, developing our leadership footprint, capabilities and behaviors, both individually and collectively, are now a must more than ever. The Group’s Leadership Model defines the challenges in the current business ecosystems through six{interdependent dimensions: La Niaque, Business Builder, Profit Shaper, People Developer, Active Connector, Agile Player . Accessible to all, these leadership dimensions define the requirements around the expected behaviors in each business and people context, fostering leadership capabilities development at all levels in the organization.

Our Group Human Resources (HR) priority is to attract and develop the collective talent capabilities to design and deliver the technology enabled business transformation answering our clients strategic and operational challenges. Business requirements becoming more complex, it is indispensable to combine the most relevant business transformation design with the appropriate technological solutions to deliver sustainable business results. Talent markets naturally reflect such complexity: “liquid” workforce trends are now a reality, and performance today requires a combination of high industry expertise with state of the art skillsets. The Group’s talent value chain adapts accordingly. Structured around the Sourcing – Developing – Evolving pillars, the components of each pillar constantly change for improved agility, continuous learning and employability and leadership. Talent sourcing 3.2.3.2 We are a people business, and as such support the business needs with a robust recruitment and onboarding process. It is structured around three{principles: a strong talent branding, fostering our values and our business acumen, mirroring the Group’s performance legacy: every recruit is assessed in terms of competencies and skills ❚ to ensure a fit with the Group’s ways of working; an ambition to hire diverse people that will develop within our X teams and bring their best in the most varied business environments: recruits are tracked for gender mix, and our ❚ internal{&{external recruiters have signed the Group Diversity Charter (in place since{2013), thus committing to support Capgemini in attaining gender balance goals, we pursue our policy regarding the employment of people ❚ with disabilities, regional diversity recruitment policies and plans are set to ❚ reflect the diversity of society and clients; the employee promise, a commitment to each new employee X to provide him/her with professional development and career progression opportunities through client exposure and learning: we make use of digital channels such as LinkedIn to reach ❚ talent in the labor market globally, we reinforce our partnerships with major schools and ❚ universities to make Capgemini an employer of choice;

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REGISTRATION DOCUMENT 2017 — CAPGEMINI