2014 HIGHLIGHTS

(1) SMAC: Social, Mobility, Analytics and Cloud

Thanks to the trust of our clients and our shareholders, and to the commitment of our employees, we have met or exceeded all our objectives.

T he market applauded Capgemini s re- sults in 2014. Do you believe it was a good year for the Group? This was a year we will remember. Thanks to the trust of our clients and our shareholders, and to the commitment of our employees,

we have met or exceeded all our objectives. Capgemini has proven itself to be a very solid and truly global company. It is among the largest in the sector in terms of revenue, profit and cash flow. Today we re playing in the Champions League . But I am well aware that you cannot take anything for granted.

Do the two engines of innovation and indus- trialization , which are dear to you, explain this performance? They are firing on all cylinders; now we need to rev up. When it comes to innovation, the Group s revenues in 2014 from SMAC(1) jumped 25%. To meet the advanced

requirements of our customers and successfully play the differentiation card, we have built powerful technol- ogy alliances. One example: the new big data solutions developed with Cloudera and Piv- otal, both leaders in this field. For industrializa- tion, we continued to develop our off- shore platforms. In India, of course,

where we have more than 56,000 employees, but also in Morocco, Latin America and Poland. Yet industrial- ization also requires technological innovation. We are investing in advanced production methods, and are en- tering new territory with the automation of those tasks which lend themselves to it.

Does this progress explain the good results in the United States? On this continent, innovation and industrialization have been the watchwords for several years already. In this demanding and competitive environment the world s largest IT market our performance shows that we ve made the right strategic choices.

Capgemini has a comfortable level of cash. What are you going to do with it? First, we think of our shareholders. The Group will dis- tribute an increased dividend for the second consecutive year, if approved at the General Shareholders Meeting in May 2015.

Any acquisitions in sight? Naturally, our level of cash allows us to have ambitions. We are on the lookout for external growth opportuni- ties. Already, in 2014, Capgemini acquired Euriware, which brought us valuable expertise in one of our key sectors energy.

In 2015, what will you be focusing on? We cannot rest on our laurels! We are working on two major priorities. The first is to continue strengthening what I call alignment. Clients should have the full potential of Capgemini at their disposal, regardless of the business, expertise or teams they are looking for. We have made progress in this direc- tion for the largest accounts. We must go further. Our second priority is the modernization of our tools and methods, to keep us in tune with the new gener- ation of employees. We are hiring more than 16,000 graduates a year. They are accustomed to the inter- activity and immediacy of social networking, which is quite a challenge for us! To meet their expectations, the Group is undergoing its own digital transformation. Take for example our Expert Connect network. It has more than 900 experts who interact online with clients, prospects and influencers. Then there is Yammer, our internal social network, which grows bigger every year. But it s still not enough; there too we must continue to innovate and accelerate.

Industrialization also requires technological innovation. We are investing in advanced production methods, and are entering new territory with the automation of those tasks which lend themselves to it.

PAUL HERMELIN, CHAIRMAN AND CEO OF CAPGEMINI

CAPGEMINI 2014 ANNUAL REPORT02