Cap Gemini - Registration Document 2016

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

3.2 People and Talent Management

Constantly striving to improve

processes that comes along with a deep, fast-moving and continuous transformation of the business organization. Employees are not only impacted but at heart of this success. In that respect, Employee Relations are a powerful engine to move head while accompanying change safely. It is structured at each stratum of the organization being both local and global. 2016 showed a new turn with the successful re-negotiation of the The appointment of a Group Employee Relations Director in 2015 has been a key decision to strengthen social dialogue globally. constitution of the International Woks Council (IWC) which was implemented in 2001 ahead of European regulations and enlarged to other regions of the Group. Its standing body is the Bureau who continues to meet on a monthly basis but has been deeply transformed to ensure a consistent representation of the Employees: it brings today seven delegates vs. four, the three is now made with 52 employee representatives who meet four times a year: twice physically during eight days and twice top-sized countries being represented and four others elected allowing small countries to sit at the table of negotiation. The IWC Rencontres. Substitutes are now convened with primary members and Asia-Pacific region is represented. Paul Hermelin joined virtually after the Group yearly kick-off and the Big Picture or the physically the two General Meetings, Group Executive Board (GEB) is systematically present and the IWC members able to run the same position with an innovative, perennial and transparent Employee Relations. Capgemini was a precursor in 2001 and is now back in 2016 in 2016 has been also the year where two directors representing the Employees have been appointed to the Board. One Board member was designated by the French unions and the second 2015 to sit at the Board and in the Compensation Committee. has been elected by the IWC noting that this Board member was already invited by the Chairman and CEO of the Company since Group keeps encouraging dialog in each country being ready to support key players when necessary or upon request. Countries employee representatives and works councils are locally the spearheads on the overall effort being at the very front of any operational, organizational and strategic changes. In 2016, and Unions (primariily in Germany, Brazil, Mexico the Netherlands and France). 106 agreements were signed in ten countries by works councils discussions with Group leaders directly.

Francisco used these in-house applications to communicate in 2014. To further improve the quality of internal communications, GIC continues to design and promote applications, tools and templates. Some 8,000 team members from Sydney to San on the deployment of key programs. GIC organized a number of virtual sessions and workshops (live and available for replay) in 2015 to share best practices and focus In 2016, the GIC team launched an initiative on how to evolve the Group Internal Communications set up to better answer The first results of this research should be visible in the course of 2017. communication and more diverse formats). This work includes benchmark activity and designing of a new way to communicate. employees expectations in terms of employee experience (mobility, easy access to information, more modern style of Winning hearts and minds Maintaining the motivation and satisfaction of existing employees is only a part of our communication challenges. The other part comes from winning the hearts and minds of the many people who join the Company each year, as new recruits, or as part of an tools and communication channels, and helping build ‘One Capgemini’ across all continents. outsourcing agreement or an acquisition. GIC facilitates the rapid integration of new arrivals by providing them with the necessary Employee commitment: innovation, continuous improvement and acceleration In 2015, due to the acquisition of IGATE, the Group decided not to launch an employee survey. In 2016, a new Group Employee Survey was launched which results are being presently analyzed engagement percentage of 2 points vs. 2014. to develop actions plans. However, the participation rate remained high at 75% and it reports a further improvement of the employee

Employee relations and dialog

where performance and delivery to our customers make the difference. The delivery chessboard is more global and complex Employee dialog is instrumental to the success of the Group accompanying its Business development strategy in a world than ever bringing its horde of new ways of working and global

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Registration Document 2016 — Capgemini