Cap Gemini - Registration Document 2016

3

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

3.2 People and Talent Management

Learning & Development figures In 2016, 185,833 Capgemini employees (96% of our workforce) volume of learning hours√ provided by the Group was 6.5 million, took part in learning programs using various channels. The total of which 4.1 million hours was Global University Content, representing 64% of total learning hours. 1.8 million hours of global curricula classroom learning has been 2015). This was delivered at one of the Capgemini’s global followed by more than 42,000 employees (+8% compared to locations where the Group or our clients are present. Regarding campuses in Les Fontaines, France or Pune, India and local the number of training hours delivered: hours of training tracked by the business units via MyLearning ◗ system (i.e. 96% of the total training hours delivered in 2016) are training session (and not on the time effectively spent by calculated on the basis of the predefined duration for each employees on the training). hours of training tracked out of the system (i.e.4% of the total ◗ the data collected the two previous years. training hours delivered in 2016) are calculated on the basis of

Focus on Group L&D and Learning Business Partners The Global Learning Business Partner Team is composed of the Units (SBUs) and of the main countries – led by Group L&D. Learning & Development (L&D) Executives of all Strategic Business strengthen our people capabilities by : Group L&D and University work together with the business to disruptive technologies, global service offers and sector trends focusing on new content linked to hot market topics such as to create business value; building professional capabilities in key roles such as architects, ◗ engagement managers, management consultants, sales professionals or software engineers; creating and delivering learning events bringing cross discipline ◗ Social, Mobile, Analytics, Cloud, Cybersecurity and the Internet teams together to sell and deliver on key market trends in Digital, of Things; and evolutions. to successfully adapt to the fast pace of technology and market strengthening leadership capabilities to better enable our teams interventions, the University and Group L&D also worked with In addition to these cross Strategic Business Unit (SBU) each of the SBUs to deliver specific learning and mobilization (France) and Pune (India). These events delivered content that was events at the Group’s physical campuses in Les Fontaines communities with Capgemini, and supported the Group’s overall both targeted at each specific SBU, strengthened key target. Focus on Capgemini University University brings our teams together in order to develop their A powerful business alignment and acceleration tool, the skillsets, thereby contributing to develop our clients’ full potential. centric end-to-end experience, leveraging the principles of Digital To achieve this goal, the University’s mission is to deliver a learner Age Learning around the following four key objectives: Inspire, train and develop key communities all along their career ◗ progression; Develop and manage Executive and Leadership Education; business impact and client value ; Build aligned capabilities with agility and speed in order to drive ◗ Amplify, deploy and nurture the Group’s Culture. ◗ Capgemini University aims at delivering to each trainee an effective learning experience by leveraging digital technologies and best value and impact, the University aligns required competences innovative learner engagement principles. In order to bring the guaranteeing high quality delivery for our clients. and skill sets, communities, curricula and certification, thus

185.833

143.415

136.461

96%

119.601

110.097

101.751

96%

84.714

95%

91%

88%

85%

78%

2010

2011

2012

2013

2014

2015

2016

Headcount Total

% Unique Employee Trend

Nb: 2015 data doesn’t include former IGATE. In 2016 we saw a decline in the percentage of content delivered nuggets in line with our Digital Age Learning strategy. In parallel, virtually. This was caused by ‘breaking up’ learning into smaller programs in India, which increased the overall classroom learning we saw an increase in the duration of classroom onboarding percentage.

6.54

5.19

4.78

4.69

4.25

3.87

3.52

47% 36%

43%

39%

33%

15% 19%

2010

2011

2012

2015

2016

2013

2014

Classroom learning (in Hours in million)

Virtual learning

122

Registration Document 2016 — Capgemini