Cap Gemini - Registration Document 2016

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

3.2 People and Talent Management

Talent Management development and thrive in the wide variety of different roles, thus design enables all employees to define their professional opportunities, open to all. The Career & Competency Framework Capgemini offers a wide array of professional development ◗ progression in charge ; career preferences. All employees can take their own career responding to each one’s personal aspirations, motivations and clarity in the career options available to them. The Career & regardless of where we do it. Employees on their side expect excellence and consistency in the delivery of our services, As a global organization, we must guarantee to our clients ◗ Each employee is thereby able to understand the breadth of (BU), project or account, sector or technology specialization. of roles for our businesses, regardless of region, business unit Competency Framework defines and describes a standard set and a set professional competences applies for each and every options available at a glance. Each role requires core attributes, gender balance. Our promotion policies and processes promote diversity and ◗ Leadership and behaviors, both individually and collectively. The initiatives are: launched in 2016 aimed at enhancing our leadership capabilities A strong effort to boost Leadership footprint and capabilities was interdependent dimensions: La Niaque, Business Builder, Profit A renewed Leadership Model describing six strongly ◗ Shaper, People Developer, Agile Player, Active Connector. They ecosystem. Accessible for all, leadership dimensions allow the reflect the challenges leadership faces in the current business organization. people context, fostering leadership at all levels in the development of the needed behaviors in each business and functions. full alignment across all Business Units and Group support Leadership Model. The policy is implemented consistently and in global policy that encompasses the six dimensions of the Group are recruited, assessed, rewarded and promoted based on a Leadership Teams can rely on the 1,500 Vice Presidents who ◗ have been carried out in order to identify and continuously Several management and leadership development initiatives role, independently of your business location ;

community aspires to embody the Group’s culture. understanding and ability to act upon them and perform. This activities and practices across the group, thus enhancing their ensure continued exposure of VPs to our different business the fit their needs. Mobility guidelines and succession plans Talent reviews and targeted development programs designed to improve the leadership pool, e.g. by implementing dedicated Learning & Development sustain his / her employability by taking the development track for each role by job family. Each employee commits to The Career & Competency Framework defines the development ◗ opportunities offered by the Group. our employees’ skills and experience. adapted in view of reconciling our clients’ evolving needs with requirements and required skills. Training is continuously programs are designed to incorporate new methodologies, client 185,000 employees were delivered this year. All training 2016, approximately 6.5 million hours of training to more than wide array of training opportunities, available to all employees. In In the same spirit, the Group University and L&D team offer a ◗ Learning initiative seeks to optimize our trainings’ efficiency, Today, approximately 36% of training is virtual. The Digital Age ◗ collective ability to develop, accessible to all. tapping into the digital capabilities to increase individual and system, supporting a “promote 1 st , hire 2 nd ” approach. www.capgemini.com website, and internally through MyMobility provide visibility on job vacancies through the international assignments in more than 110 countries. We level. In 2016, 23,537 employees had the opportunity to take Capgemini encourages employee mobility at local and global ◗ and dynamic demographics Further organic headcount growth in 2016 headcount and the 12 monthly headcount divided by 13. headcount is calculated by adding the average of opening 2015) and grew further organically in 2016 by 6.3%. The average of the IGATE company -31,323 employees as of December 31, again by more than 25% in 2015 (primarily following the acquisition passed the bar of 100,000 employees in September 2010, grew The Group workforce was just below 68,000 people ten years ago, Mobility

3

Average headcount

End-of-year headcount √

Year

Number 64,013 97,571 114,354 121,829 128,126 137,747 177,722 185,593

Change

Number

Change

2006 (reminder)

7.2% 8.1%

67,889

11.2% 20.1% 10.1%

2010 2011 2012 2013 2014 2015 2016

108,698 119,707 125,110 131,430 143,643 180,639 193,077

17.2%

6.5% 5.2% 7.5%

4.5% 5.1% 9.3%

29.0%

25.8%

4.4%

6.9%

109

Registration Document 2016 — Capgemini