Cap Gemini - Registration Document 2016

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PRESENTATION OF THE GROUP AND ITS ACTIVITIES

1.5 A solid performance in 2016, reflecting further maturity of the Group

Capgemini University: Making Digital a Priority the Group and its clients. objectives and strives to help accelerate and reconcile the aims of Capgemini University works to achieve the Group’s strategic focusing on Group priorities. 156 new models were created and developed, with 122 of these of training to more than 182,000 Group employees. More than In 2016, the University and L&D provided over 4.15 million hours brings in employees in order to develop their abilities and enable the Group to achieve its full client service potential. The To fulfil this role as a driver for the Group’s aims, the University University’s mission is therefore to provide the right setting for comprehensive learning, relying on the principles of Digital Age Learning and seeking to achieve four key objectives: professional development; inspiring our key populations and contributing to their ◗ developing and managing leadership training; ◗ enhancing agility and accelerating the process to augment the impact of our businesses and the value provided to our clients; strengthening, enhancing and developing our corporate culture. ◗ a coherent whole. hopes of increasing their desire to learn. To better meet the demands of our business and help develop our key populations, the University works to ensure that skills, certifications, communities and training opportunities all work together as part of Capgemini University strives to provide employees with the very best experience in terms of Digital technology and innovation, in the aegis of the French Ministry of Labor. and ATD for its CyberSecurity Event, its DevOps Hackathon, and its Connect & Drive and Embark Leadership programs. It also received the prize for the “Most International Corporate University” at U-Spring, an event organized by the Leaders League group under As evidence of the extraordinary recognition it received in 2016, Capgemini University won seven awards from Brandon Hall, Skillsoft certification will be deployed in 2017 in countries where the Group has a strong presence to assess performance in terms of salaries, recruitment, promotion, access to managerial positions, flexible working conditions and any were we operate. other changes in corporate culture. We are committed to promoting social mobility by providing training and employment opportunities, partnering with local public and private agencies and specific initiatives in all the countries its approach to promoting gender diversity, with pilot programs in France and the United States. Additionally, the EDGE (Economic Dividends for Gender Equality) Foundation challenge. In 2016, for example, one female manager has been promoted in most of the executive committees of the seven operating entities. At the same time, the Women@Capgemini program launched a process to certify

Leading All the Way! – to help staff excel across six dimensions: In 2016, the Group also launched a New Leadership Model – create development opportunities with clients or in a market; Business Builder , the ability to translate vision into initiative and ◗ La Niaque , the ability to stay motivated and determined; ◗ teams to get them to express their full potential; attracts and advances the best talent, motivates individuals and People Developer, ability to build an environment that inspires, ◗ expectations and to meet its commitments; Profit Shaper , the ability to generate growth and profit beyond ◗ Active Connector , the ability to encourage cooperation and silos to bring together the best teams and the best expertise; innovation throughout the organization, use networks and break to changes in markets and competitors’ pressure. Agile Player , the ability to accelerate, streamline, simplify, adapt ◗ Group employees, regardless of function, and is intended as People Transformation plan for 2016 and 2017. It addresses all meet performance requirements, has become a priority in our This new leadership model, which should enable us to better ◗ improving collective performance. both a tool for accelerating individual career paths and for

DIVERSITY, AN ASSET IN LINE WITH OUR VALUES DRIVING PERFORMANCE

insufficient (30.3% of total workforce), particularly in management and senior leadership positions. The Group has however taken significant steps to address this acceleration program Game Changers were women, as were 31% in the junior program Connect & Drive . Technology remains a male-dominated sector and Capgemini is aware that the proportion of women in the organization is thought, bringing the best of our talent to clients. In 2016, Capgemini actively pursued measures aimed at improving gender balance within the Group. A key figure demonstrates this commitment: 41% of participants in the senior career ethnicities, races, ages, or disabilities… They all contribute to the type of diversity we value the most: diversity of backgrounds, origins, cultures, genders, sexual orientations, As a global company with multicultural teams and interconnected markets, we foster diversity and active inclusion in the workplace, welcoming people from all

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Registration Document 2016 — Capgemini