Cap Gemini - Registration Document 2016

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CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS

3.2 People and Talent Management

People and Talent Management 3.2

can deliver their best and thrive. At the heart of our business culture lies our most important asset – our employees. As a responsible employer, we care about the people that choose to work for us, and we aim at nurturing the environment in which they Furthermore, our culture respects and values diversity. Our priority is thus to ensure well-being at work, professional development, and to empower employees to excel in what they do.

scope and topics 3.2.1 HR and labor data. These sources are also used in this report: Three sources of information are available to provide the Group’s monthly or quarterly using common indicators, such as total The Group financial reporting tool, which provides data reported ◗ freelancers, independent workers, subcontractors, trainees) and non actively working, excluding temporary agencies staff, individual permanent headcount (permanent and fixed-term contracts including December 2016. The scope of this data is Group-wide; movements (hires/acquisitions/departures/turnover rate) as of 31 th of Group employees data are consolidated within this tool; seniority, age range, gender and grading, whenever legal. 97% with most local HR systems. It provides monthly statistics on An internal Business Intelligence (BI) tool, which is interfaced ◗ are either qualitative or only needed annually. A questionnaire collecting labor and societal indicators, which ◗ A challenging Talent environment 3.2.2 Strategic directions terms, this means we need to develop, appraise and promote our and constantly changing technology and consulting needs. In HR Talent capabilities to support our clients in answering their rapidly Our Group Human Resources (HR) priority is to build the collective business contribution by: growth. The Human Resources function continuously improves its sourcing the skills required to fuel our business ambitions and talents in order to boost employability and engagement, while to serve business needs; Managing ad hoc recruitment and induction processes in order ◗ specific needs and expectations; career paths, taking into account employees’ diverse profiles’ development, thus deepening their professional experiences and means to manage employees’ career progression and Creating and making readily available all the appropriate levers ◗ constant adaptation to a changing work environment, bringing personal employability for a sustainable performance enabling Providing employees with the means to develop and strengthen ◗ ad-hoc support to mobility, virtual working and learning; Maintaining employees’ safety in all circumstances. ◗

system encompasses the full learning catalog (on site and virtual system accessible to all employees by simply registering. The As for learning and development, the Group has implemented a from the training offer via the system. of the training delivered. In 2016, 99% of the employees benefitted courses, webcasts, videos…). It enables monitoring and tracking methodology is necessary, the paragraph below the table corresponding data are excluded. Whenever an explanation on the quality of data and in case of doubt or inaccuracies, Consistency checks and trend analyses are performed to ensure in this report as, based on our analysis, they are declared relevant Article R225-105-1 of the French Commercial Code are covered it is specified in the corresponding paragrahAll labor aspects of provides it. Whenever an explanation on methodology is required, for our business. candidate’s cultural fit with Group values; and skills to make sure they fit our business needs, and the Every new recruit is carefully assessed in terms of competencies ◗ Nearly 40% of recruits are young graduates; accordingly, we schools and universities to make Capgemini an employer of have pursued and reinforced our partnerships with major choice; gender balance goals; committing to support Capgemini in attaining its diversity and signed the Group diversity charter (in place since 2013), thus gender mix, and most of our internal and external recruiters have Our external recruits and internal promotions are tracked for ◗ different abilities; We pursue our policy regarding the employment of people with ◗ reach the talents in the labor market globally. and is a prominent user of digital channels such as LinkedIn to Lastly, Capgemini adapts to the evolving recruitment practice, ◗ Recruitment

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Registration Document 2016 — Capgemini