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CORPORATE GOVERNANCE AND INTERNAL CONTROL
2.3 General organization of the Group
2
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Registration Document 2016 — Capgemini
General organization of the Group
2.3
Operational structure
2.3.1
and development, ensuring the independence of the Group.
principle is financial performance, which enables external growth
ambitious commercial and financial performance objectives and
operates. The Company must therefore set operating managers
requirements, to provide consistent responses to changes in
provide them with the necessary means to react rapidly to market
particularly rapid and abundant technological innovation. The third
demand and to implement the new opportunities offered by
entrepreneurs, committing to a budget and personal and
business, seeks to ensure that operating managers act as
compensation. The second principle is the collective ambition to
collective objectives, the attainment of which decides their variable
develop internationally and to lead the markets in which the Group
The operational structure of the Group combines the key
first principle, decentralization of the operating conduct of
principles that have guided its development since its creation. The
implemented from January 1, 2016.
announced at the
Rencontres
gathering in Rome, was
The Group organizational structure combining these principles,
manage the projects they entrust to them.
It comprises Basic Business Units (BUs) of a size that allows their
technology partners, to know their employees well and to tightly
managers to remain in close contact with their clients and
of distributed delivery processes and methods enabling the
consistently.
demands of international clients to be served efficiently and
These basic units are grouped by business covering a given
offering, known as “strategic businesses units”, “domains” or
market corresponding to either a geographic area or a sector or
economic models, the sharing of experience, the industrialization
“practices”. This grouping by business ensures consistent
There are eight Strategic Business Units (SBUs):
five global Strategic Business Units:
◗
Consulting Services,
❚
Cloud Infrastructure Services,
i.e.
, the design, installation and
own tools (
data center
) or the use of public or partially
maintenance of client IT infrastructures, whether based on
privatized capacities
(Cloud),
Process Outsourcing), operating solutions, inherited primarily
Business Services, grouping together B.P.O. (Business
❚
relationship platforms,
from IGATE and Prosodie, which operates the customer
particularly security related,
services experience and all of its technology services offer,
the Group’s clients its network, infrastructure and local
Sogeti, present in around fifteen countries, which brings to
❚
applicative maintenance and testing) and, in close
Services entities, leads the Group’s commercial efforts in
conjunction with the Business Services and Infrastructures
these areas with major clients in this sector;
Financial Services application offerings (systems integration,
Financial Services, which develops and promotes the Group
❚
two systems integration and applicative maintenance Strategic
◗
countries:
Business Units (
Application Services
) in the following regions and
Pacific region,
AppsOne: North America, the United Kingdom and the Asia-
❚
AppsTwo: Continental Europe;
❚
venture in Brazil) encompassing the Application Services and
the Group’s operations in Latin America (including the joint
◗
Cloud Infrastructure Services businesses.
These basic units - grouped, depending on their number, into
countries, which are in turn grouped into eight geographic areas,
(1)
larger business units - reflect the Group’s presence in around forty
year-on-year:
useful for reporting purposes and comparing performance
North America;
◗
the United Kingdom and Ireland;
◗
France;
◗
European countries, Benelux, Nordic countries and Southern
the rest of Europe which comprises of Germany and Central
◗
Europe;
and finally the Asia-Pacific and Latin America (LatAm) region.
◗
making them available to all Group business units and their clients:
in order to accelerate the shift of the Group’s offering towards
Alongside this organization by business and geographic area and
created, able to mobilize technology or functional resources
“Cloud” and “Digital” technologies, two transversal entities were
information systems architecture and transformation expertise;
the shift to Cloud computing and particularly consulting,
a Cloud Foundation Services department, mobilizing expertise in
◗
processes, the optimization of production assets and
technologies enabling the connection of things.
a Digital department, mobilizing competent technology
◗
Insights and Data, i.e. data analysis and processing offerings
resources across three key digital transformation pillars: (i)
Group clients to constantly optimize their customer relationships
(Big Data), (ii) Digital Customer Experience offerings allowing
the Group's know-how in the digitalization of industrial
and finally (ii) Digital Manufacturing offerings, grouping together
procurement department. The internal IT department reports to
department tasked with reducing Group delivery costs and the
this department since January 1, 2017.
together to project performance or the maintenance of information
combining resources located in different countries contributing
the creation of a specific department to steer improvements in the
systems and the desire to satisfy client cost expectations, led to
together in a streamlined management team, the production,
Group's competitiveness on a cross-functional basis. It brings
methods and support department, a new industrialization
The migration of the delivery system towards a distributed model
See Note 4 to the consolidated financial statements.
(1)