2014 HIGHLIGHTS

Many campus learning events also included co- creation challenges, in which Group experts and University participants worked together on real strategic problems provided by clients. Ten of them benefited from this in 2014.

Our investment in training was rewarded in 2014, when the prestigious European Foundation for Man- agement Development (EFMD) renewed Capgemini University s accreditation. This association com- prises more than 800 members from academia, business and public services from 81 countries. Steven Smith, head of Capgemini University, point- ed out: We are the only member of our industry to have an accredited corporate university, and we are proud of that.

Sharpening the agility of team members and the Group We regularly launch innovative new offerings fea- turing the latest technologies, which means that we have to make sure that our employees update their skills at the same time. Working with the latest technologies is an added bonus that helps em- ployees build their careers in the Group or elsewhere. Through reskilling, employees replace obsolete skills with new ones to address market needs.

We also develop solutions to aid employees who are looking at career paths outside of Capgemini. In the Netherlands, nearly 300 people have benefited from personal coaching to implement their career plans. This initiative will be extended to our other European markets in 2015. We are also developing a social network for Capgemini alumni. This will allow past and present employees to maintain personal or professional ties and forge new ones.

LEADERSHIP: STRENGTHEN TODAY S AND CULTIVATE TOMORROW S LEADERS Capgemini s leaders are at the forefront of the Group s ongoing transformation. To be successful they must have several key leadership qualities, such as knowing how to innovate, collaborate and manage change. The profile of our leaders is updated regularly to ensure we continue to meet the challenges of our clients. We recently added two criteria. The first is

Group alignment to ensure the quality of our services, regardless of the entity or the country delivering them. The second is risk taking in a controlled manner, to ensure we find innovative solutions. Every year, we hold an annual talent review to iden- tify and strengthen leaders at Capgemini. The review takes into account the potential of employees as well as their performance. Customized acceleration pro- grams are then used to develop the most promising

green shoots . Our principle: promote the best talent first, before recruiting external candidates.

Increasing Diversity: essential for business The business challenges of our customers come in all shapes and sizes. Diversity is a lever to address them. In 2014, we launched an awareness campaign on unconscious bias which can influence our decisions and damage diversity. To combat this bias, the involvement of our top managers of the Group is essential. That is why they took part in a series of sessions led by Howard Ross, a recognized expert on the subject (see box on the right). Our women@capgemini program, meanwhile, continues to promote gender equity and equality of opportunity in all our entities. We also extended our work on behalf of people with disabilities. This includes the creation of a dedicated university degree in partnership with Cergy-Pontoise University (France) and four other major French companies (Atos, Crédit Agricole, Dassault Systèmes and Orange). The goal is to train students with disabilities on advanced technologies.

ÉMILIE DARRASSE: From Paris to Los Angeles via Mumbai

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Can you tell us about your career at Capgemini? In 2005, I joined Group Finance, where I was responsible for preparing the consolidated financial statements. In April 2009, I went to Mumbai, India, with my family. My mission was to develop a scalable accounting plat- form for the entire Asia-Pacific region. The following year, I was named head of shared services for Capgemini in India. In 2011, I came back to Paris as part of the BPO(1) management team driving global projects.

In June 2014, I started a new adventure, this time in Los Angeles, where I m in charge of the relationship with Warner Bros, a strate- gic customer for the Group. What has this mobility given you from a professional standpoint? A better understanding of the environments that my contacts operate in. It takes time to understand a country, a culture, the ways of working. But in the end, it makes you more efficient, which directly benefits my clients!

(1) Business Process Outsourcing.

30 CAPGEMINI2014 ANNUAL REPORT