Cap Gemini - Registration Document 2016

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

3.4 Partnering with external stakeholders on social and sustainability initiatives

implemented into our operating countries. During 2016 we have further uplifted our activities in this respect with the development of a Group-wide supplier management process. This new process further enforces the SSC approach for new suppliers to the Capgemini Group and is currently being “Capgemini Supplier Standards of Conduct & Compliance Management Requirements” document is available here: https://www.capgemini.com/resources/capgemini-supplier- ◗ standards-of-conduct-compliance-management-requirements Other reference documents and actions can be found at the following addresses: for ethics: http://www.capgemini.com/resources/our-ethics-for-you ◗ for CSR and sustainability with SMEs: ◗ http://www.uk.capgemini.com/about/corporate-responsibility/ business-information-for-small-medium-enterprises Furthermore, our suppliers have the possibility to notify us of any known or suspected improper behavior in their dealings with Capgemini or by Capgemini employees or agents, by sending a message to the following email address: Supplierstandardsofconduct@capgemini.com, which is accessed only by our Group Chief Procurement Officer and Chief Ethics & Compliance Officer. and 19% of Group spend, respectively. In 2016, Group purchases from its top one hundred and top ten suppliers totaled respectively €1,040 million and €606 million. The number one, top five and top ten suppliers represented 3%, 12% Through 2016 Capgemini has continued to roll out its new Relationship Management (“SRM”) approach (introduced in 2015) to our top suppliers globally, and locally to our high spend & Supplier relationship management

business critical suppliers. This approach allows us to engage in an objective way with our key suppliers to monitor performance, discuss performance improvement and maintain a close dialog about future requirements and intentions. Supplier Relationship Management is one of the core activities of procurement and probably the one with utmost long-term impact. As we go one step above transactional activity we need to encompass total cost of ownership, roadmap alignment, operational performance, risk management as well as co-innovation and differentiation. For this, there is no better way than align our organizations, have clear communication matrixes, perform regular reviews covering all aspects of our relationship and performance and last but not least, build trust and executive relationships rewarding alignment, cooperation and problem solving in a win-win spirit. Experience has proven that successful and positive supplier relationship management is valued by our partners and suppliers. Last but not least, crisis resolution, deal making and decisive moves are facilitated by SRM bringing facts and evidences to be built upon as well as trusted & streamlined communication channels. Our journey towards SRM is continuing with growing scope and emphasis placed upon this aspect to strengthen governance and performance across our supply chain. So far in 2016 we have held more than 30 senior executive level meetings & performed more than 66 business performance surveys for our top suppliers under our SRM framework approach. We continue to apply the Capgemini approach of “Think Global and Act Local” by ensuring that our SRM approach addresses both global and local suppliers and ensuring that, as well as our global and Group based supply chain activities, we support the local Capgemini entities in their communities through locally led supply chain initiatives and approaches for sustainability, community and ethical trading.

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Registration Document 2016 — Capgemini