2014 HIGHLIGHTS

T ime goes by quickly. When I decided to

leave the keys to Paul Hermelin (a decision that I announced on May 25, 2012, to the shareholders at the General Shareholders Meeting and which took effect that day)

I was both happy and proud, but also a little sad and just slightly worried.

Happy to leave my successor with a favorable situ- ation: a healthy Group, a team of strong and deter- mined managers, a catalog of offers well adapted to market needs, an order book in line with the budget, a very comfortable cash position etc. Proud of the progress made since October 1, 1967, the date of birth, in Grenoble, of what would later become the Capgemini Group: A staff of 135,000 people (there were only three of us in the starting blocks!); A cumulative net profit of more than 3 billion; A market capitalization in the billions of euros (at its peak, one day in March 2000, it reached, believe it or not, 30 billion!) for an initial investment of 34,000 French francs ( 5,000) for 34% of the starting capital; No skeletons in the closet in France, or elsewhere for that matter.

A little sad, however, to remove myself from the business world where, contrary to what is often said,

we do meet fascinating people who are passionate about their profession and their company. But also a world in which you are quickly forgotten as soon as you are no longer in the limelight. Slightly worried, too, that my departure might trigger that of a few people with an important role in the company who, although already of retirement age (in the 50s, peo- ple started working earlier), had stayed on simply because they felt at home at Capgemini.

Today I am still proud and happy, still a little sad, but no longer worried.

In what continues to be a difficult economic context (but much better than in the first years of this millen- nium) and despite a constantly changing business landscape, the results and outlook of the Group at the end of this fiscal year speak for themselves. I believe that this relative immunity to economic fluc- tuations is due to the men and women who wear the jersey of Capgemini whether in New York or Paris, Mumbai or São Paulo. One does not manage a service company (especially when it is composed of senior engineers and consultants) like a manu- facturing company or an art gallery. And I would like to thank the new management team and a largely renewed Board of Directors for having understood this well. It also reflects everyone s respect for the timeless values on which the Group is built (honesty being first and foremost among them). They are the mortar that holds Capgemini together.

Another reason for our stability is that we have al- ways put the client at the center of our thinking and our actions. The fundamental principle is take the time to listen. The phenomenal flows of information we have today will never replace deep, eye-to-eye, human interaction. I have a reputation for being a man of few words. This is because, for me, you have to start by listening if you want the other person to hear you properly. This is vital if we are going to meet the constantly changing needs of our clients. Their expectations and their trust are the raison d être for a services company like ours.

Maybe one should also mention another ingredient that has contributed to our longevity: freedom of speech and action. Over the years, in keeping with my commitment to our shareholders, I have protect- ed the independence of the Group tooth and nail, in particular against predators who have sought to take control of it. This state of mind remains preva- lent, and Capgemini is master of its own destiny and will not let others call the shots. For example, we select our major technology partners on the basis not of outside pressures, but of the benefits they will provide to clients and employees.

Letter from Serge Kampf to Capgemini and Sogeti team members, to the clients of the Group, to its shareholders, and to any of his friends who don t yet feature on the list of the Group s shareholders, clients and employees.

CAPGEMINI 2014 ANNUAL REPORT06