CAPGEMINI_REGISTRATION_DOCUMENT_2017

OUR COMMITMENT TO SOCIAL RESPONSIBILITY

3.2 People and work environment

Diversity 3.2.6 Ever since the founding of the Capgemini Group in{1967, diversity and inclusion have been integral to our business, workplace, and people culture. Embedded in the HR and Talent policies, in the Code of Business Ethics and reflected in Group and local policies, diversity and inclusion are at the heart of our core values of honesty, boldness, trust, freedom, fun, modesty and team spirit, established by Group founder Serge Kampf. The principles of diversity and inclusion shape how we work with our colleagues, clients, partners and suppliers around the world. With almost 200,000{people in more than 40{countries, Capgemini is proud to represent nearly 130{nationalities and its cultural diversity. Our holistic definition of diversity extends beyond gender, gender identity, sexual orientation, disability, ethnicity, race, age and religion. Capgemini views diversity as everything that makes us who we are as an organization, including our social background, our experiences in life and work, our communication styles and even our personality. These dimensions contribute to the type of diversity we value the most: diversity of thought. Capgemini’s success, brand identity and client experience are determined by the talented people who work for the Group. We believe that people perform better when they are empowered to be their authentic self at work and feel included and welcomed in the work environment. Cultivating an inclusive environment and ensuring that every voice of Capgemini is heard and considered maximizes our capability to win and deliver business and makes Capgemini a welcoming place to work. Our Group Global Charter for Diversity and inclusion enshrines the Group’s commitment and is available for all our employees on the intranet. Our differences are a source of creativity, innovation and inspiration. Embracing diversity and inclusion equips us to reflect today’s global marketplace in the communities where we operate, enables us to generate new ideas and anticipate market trends as thought leaders in our chosen markets, and supports us in better understanding the challenges of our clients, partners and suppliers. We believe this will enhance the employee experience around the Group, create greater opportunities for sustainable business and affirm Capgemini’s status as a global employer of choice. We make every effort to adapt to the needs of our people with a wide range of personal circumstances and to provide them with a work environment which encourages their development. In a number of countries where this it is allowed, employee data is monitored according to criteria such as socio-cultural group, age group and different abilities, among other. Diversity performance indicators are also included in the annual HR audit.

Broaden diversity dimensions Deliver diversity roadmap and cascade goals (aligned to local regulatory requirements). Define actions to accelerate progress in achieving gender X targets, understand roadblocks, set process guidelines and measurements. Reward and recognition Promote diversity networks and support global sponsorship X and investment. Promote Capgemini as a champion of diversity through X industry awards. Unconscious bias 3.2.6.2 Exposing unconscious bias, the tendency for individuals to favor people like themselves, is critical to the promotion of diversity and the effective inclusion of all forms of diversity within any organization. Consequently, together with an external expert, Our University, Group Talent, Group{CSR and Women@Capgemini have developed an Unconscious Bias training module which has been deployed and run since{2013. In 2017: 580{Vice-Presidents attended the Unconscious Bias webinar X across all regions; 272 HR professionals attended a dedicated webinar X (October{2017). The webinar, along with several complementary e-learning modules are available for every employee in the Group’s L&D online catalog. HR and L&D teams promote the regular use of these resources to raise awareness and foster a more inclusive, de-biased organization. Gender balance 3.2.5.3 For Capgemini, gender balance is both an obligation and an opportunity: as a large global organization, we bear a responsibility for advancing women in the organization, and we recognize the fact that having more women at all levels of responsibility is a competitive advantage. Being an employer of choice for talented men and women is vital if we are to unleash the full potential of our Group and deliver the best results for our clients, partners and our stakeholders in general. It is a well-recognized fact that mixed teams bring innovation and value, create a more inclusive environment, improve employee engagement and foster collaboration. Capgemini pursues the journey aimed at improving gender balance. A joint effort led by HR/Talent, CSR and the core team of Women@Capgemini is aimed at accelerating gender balance within the Group and achieving our targets.

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Our approach to diversity 3.2.6.1

Foster a culture of inclusion Communicate inclusive behaviour expectations and personal X performance indicators. Engage leadership to embrace all dimensions of diversity and X grow an inclusive culture.

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REGISTRATION DOCUMENT 2017 — CAPGEMINI