COMPETITIVENESS + INNOVATION

Putting our competitiveness to work to drive the competitiveness of our clients To offer our clients cost-effective solu- tions, we continue to increase our competitiveness. First by growing our offshore workforce, which now includes 56,000 people in India, a thousand in Morocco, and contin- ues to progress in Latin America and Poland. We have also consolidated our global production model. The idea is to bring together, at any time, the teams and technical resources needed to tackle the challenges of our clients, wherever they are located. The investments we have made enable us to adapt our offer to market needs with great agility. They also strengthen the cost effectiveness of our industrial capac- ity. In 2014, Capgemini Infrastructure Services applied these principles and finalized the global reorganization of its production teams. The result was a double-digit increase in profitability in nine months and more competitively priced services for clients.

Industrialize, standardize, automate Another important lever of our Group s competitiveness is the increased industrialization of service delivery along the entire value chain, from design to operation. We are gradually standardizing and automating recurring IT services, says André Cichowlas, Director of Production Methods and Support. For activities such as BPO or maintenance, we are already seeing a gain in competitiveness of up to 5% per year. In 2014, the Group accelerated the implementation of this strategy in three areas. The industrialization of our supply chain helps optimize the continuous use of human and material resources. We also increased pro- ductivity through the standardization of the production methods used by infrastructure services, testing and development. Finally, the automation of certain tasks, including quality control of source code and incident prediction, improves the efficiency and agility of client services.

INNOVATION AND DIGITAL TRANSFORMATION: HIT THE GAS Companies must not only be champions of competitiveness, they must innovate tirelessly to keep the lead. Today inno- vation rhymes with digital transformation.

Our customers believe in the tremen- dous promise of digital and under- stand the speed of the transformation, says Cyril Garcia, Head of Capgemini Consulting. They must now take action using three levers: put digital to work for operational and commercial efficiency; implement solutions adapted to the spe- cific challenges of their industry; and

involve all their employees in this change and invent new ways to manage human resources and social relations. This ap- plies to all industries and has become a priority. Companies are working hard- er than ever to not lose ground to their competitors. One of the consequences of the digital transformation is the dras- tic shortening of the innovation cycle.

Our clients ask us to constantly monitor and inform them of anything new that may impact their industry or business, said Paul Nannetti, Director of Global Sales and Portfolio. They then expect us to guide them on how to successfully

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