Capgemini has developed alliances with the top global technology leaders, as well as local players, to form a unique ecosystem that better serves its clients

Capgemini University

The cornerstone of the Group’s international training activities is its University at Les Fontaines (near Paris). The curriculum is focussed on the most advanced skills development programs in order to ensure the most thorough grounding in new technologies and business practices.

New Identity

With the launch of its new primary business model, the Collaborative Business Experience, Capgemini Ernst & Young transformed its corporate identity to Capgemini.

”It is a change that captures the evolution of our business and symbolizes our focus on Consulting, Information Technology and Outsourcing Services. Capgemini, already well known in many parts of the world, soon will be as recognized globally for its name as it already is for the quality of its work.

Along with our new identity, you also will see subtle changes in our familiar logo, underscoring our services and evoking the simple, direct, contemporary style that is reflective of our way of doing business. It also will carry over to our service model - the Collaborative Business Experience - in a seamless and elegant way. We hope you will share our optimism about Capgemini's direction for the future. “

The reason for the transformation of the corporate identity

As an intellectual service provider, the Group’s main production resource is its highly-qualified people. Employee motivation and intellectual resource management are thus key to the Group’ s success. Labor-management relations and human resources policy are core issues in the Group’s sustainable development strategy.

1) FUNDAMENTAL PRINCIPLES

The fundamental principles that govern the relationship which the Group wishes to build with its employees can be summarized as follows:

• all employees should be given an annual performance review, as well as the opportunity to discuss its content in an individual interview.

• all employees are entitled to a personalized development plan indicating training options.

• all employees should have the opportunity, if they so wish, of benefiting from the help of a mentor with whom to discuss their career path.

• all employees should regularly be able to voice their opinion through a survey on overall trends concerning the company and, more specifically, on professional development.

• all employees should be regularly informed by their managers and should be able to engage in dialogue concerning their assignments and work environment.

2) PERSONALIZED CAREER MANAGEMENT

The competency model

Employees' career development and professional enhancement is based on a competency model defined at Group level, which forms the basis for performance appraisals and professional development. The generic model, rooted in shared

values, is tailored to take into account the specific needs of each of the Group’s businesses (particular competencies and experience required to move ahead, specific knowledge or expertise for each business, etc.)

Personal development and appraisals

One of the key challenges for a services company is to guarantee a consistent and transparent process of individual performance assessment, based on clearly defined and explained criteria. It is only with such a framework that it is possible to ensure the professional development of all employees. To allow this, the Group has a uniform performance appraisal system based on regular evaluations generally conducted in relation to client projects and involving personal interviews with the employees. A mentoring system has been set up in some businesses, to allow employees to benefit throughout their career from an

outside view and career management advice, provided by more experienced colleagues.

Mobility

Geographical mobility, whether within a country or internationally, is one of the features of the Group’ s activities, and often corresponds to Group employee requests. To facilitate mobility within each country, job intranet sites indicate

available positions so that they can be filled in-house first, before outside recruitment. To motivate people by the prospect of an international career, the Group has posted the rules and procedures governing such mobility on company intranets.