CAPGEMINI_REGISTRATION_DOCUMENT_2017

OUR COMMITMENT TO SOCIAL RESPONSIBILITY

3.2 People and work environment

Labor relations and social dialog 3.2.9

Social dialog at Group level: International 3.2.9.1 Works Council (IWC) Employee dialog is instrumental to the success of the Group, accompanying its Business development strategy in a world where performance and delivery to our customers make the difference. Employees are at heart of our business success. In that respect, Employee Relations are a powerful engine to move ahead while accompanying change safely. It is structured at each level of the organization, both local and global. The International Woks Council (IWC) was first implemented in{2001 ahead of European regulations and then extended to other regions of the Group. Its mission is to bring employee interests directly to the attention of the Group management and to be informed directly by the Group management of its plans for the Company, and their impact on employees. The IWC aspires to: be an advisory body to Group management on employee X matters; exercise positive influence; X contribute to cooperation among individual employees and X the different parts of the Group in the different countries in which we operate; contribute to make Capgemini an inspiring environment for X all. The representative of the Executive Committee is the Chairman of the IWC, who acts in conformity with the Group Management decisions and strategies. IWC has a maximum of 30{members in total. The statutory members of the IWC are delegated by the countries participating in the European Agreement. Any other delegated members are designated guest members. A guest member may represent a country or a minority group. The employees are represented by country delegates and by a permanent standing body called IWC Bureau. The Bureau is composed by eight{delegates: four{representing the top{four{European countries, and four{elected by voting country representatives. Only country members have voting rights and invited countries are only allowed to accompany the process. The CEO attends the IWC Meeting at least once a year, and the Group Executive Board (GEB) members are regularly invited to attend the meetings for open discussions with IWC members. Since{2016, two{directors representing the Employees have been appointed to the Board, ahead of the prevailing legislation. One Board member was designated by the French unions and the second has been elected by the IWC noting that the latter was already invited by the Chairman and CEO of the Company since{2015 to sit at the Board and in the Compensation Committee

Labor relations and social dialog at local 3.2.9.2 level Country employees’ representatives and works councils are strategic partners in all organizational and operational transformations. This comes to life operationally in the countries, where unions, works councils and social representatives lead a continuous dialog with Capgemini business leadership and{HR. In partnership, labor agreements are signed that contribute a better, safer, healthier work environment for all employees. In{2017, there were 147{active labor agreements in 14{countries. The scope covered by the agreements vary from country to country depending on local legislation and encompass a wide array of topics ranging from employee compensation and benefits to equal pay and diversity in the workplace. Capgemini acknowledges that collective and enterprise agreements are an opportunity to materialize a healthy and transparent social dialog, and concrete advancements in labor conditions and work environment that benefit the Company by increasing well-being at work, employees’ satisfaction and engagement. Some examples of our labor agreements are: France: 12{agreements signed in{2017 encompass X compensation and benefits (including savings and retirement schemes), health and safety, private health insurance scheme, ESOP{employee shareholding program, intergenerational agreement, organizational evolutions, among others; UK: there is a Works Council for each BU in the UK and an X overarching national council, which includes union seats. Where required by law, Capgemini bargains on pay for union members and has framework agreements with four unions. 11{specific collective bargaining agreements in place for groups of employees inherited through Transfer of Undertakings (Protection of Employment) regulations (TUPE). No new agreement was signed in{2017, nor inherited through TUPE. Focus is on continuous improvement of existing agreements and dispositions; in the Netherlands, five{collective agreements were signed on X harmonization of salary systems and people management processes; in several European countries, agreements were signed X in{2017 on gender equality, equal pay and work-life balance policies. In line with our own values, commitment and objective on gender balance in the Company, we value these agreements, e.g .: Spain, Gender Plan Agreement, ❚ Germany, sustaining since{2015 the certification of the “Job ❚ and family” audit; India: there are currently no labor agreements signed for X Capgemini India, the IT{sector having a very low level of unionizing at the moment. Notwithstanding, Capgemini India provides a quality work environment and is committed to continuous improvement through its policies and standards, e.g. health and safety, nondiscrimination and diversity, prevention of sexual harassment, grievance procedure…

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REGISTRATION DOCUMENT 2017 — CAPGEMINI