Capgemini Presentation 3r4k5l

HISTORY

THE EARLY YEARS (1967-1975)

GROWTH & EXPANSION

TIME FOR EXPANSION (1975-1989) NEW STRATEGIES FOR GROWTH (1990-1997)

EVOLUTION

BUILDING THE FUTURE (1998-PRESENT)

CAPGEMINI INDIA

Capgemini acquired Ernst & Young's Consulting Division globally and established the presence of Capgemini in India. The new entity was called ‘Capgemini Ernst & Young’. In 2004, Capgemini dropped the suffix ‘Ernst & Young’ to establish its current brand name ‘Capgemini’.

YEAR WISE GROWTH

YEAR 2001  Capgemini India opens its first development center in Mumbai, with 250 engineers YEAR 2003  The employee-base of Capgemini India reaches 1,000 YEAR 2004  Capgemini India starts its BPO operations with a new and its very first center in Bangalore with 200 employees. YEAR 2005  Capgemini centers in India are certified as CMMI 5.  With 3,000 employees, Capgemini India’s workforce increases almost two times in the same year.

CAPGEMINI BPO

WHAT THEY OFFER  Finance & ing  Procurement  Supply Chain Management  Customer Operations Management  Social Media Management  Management Assurance Services  Knowledge Process Outsourcing

SERVICES & SOLUTIONS

CONSULTING TECHNOLOGY

OUTSOURCING

INDUSTRY THEY SERVE  PUBLIC SECTORS  ENERGY,UTILITIES & CHEMICALS  MANUFACTURING,RETAIL AND DISTRIBUTION  TELECOM,MEDIA AND ENTERTAINMENT  FINANCIAL SERVICES

WHY CAPGEMINI ?  Capgemini is one of the world’s foremost outsourcing providers and leaders in BPO services. We have undertaken more than 60 BPO implementations for top companies including Danfoss, International Paper, SKF, Syngenta, Unilever, and Zurich Financial Services.  Our BPO services range from traditionally outsourced processes to those at the core of the business. In each case, we work with you hand-in-hand to drive tangible value, reduce risks and optimize your company’s capabilities.  Most importantly, we draw on our experience and capabilities to diagnose the specific challenges your company is facing, and then show you how to transform your BPO to find the right balance of control, compliance, value and savings

WORK CULTURE

 DIVERSE WORK FLOW  PROJECT TEAMS BRINGS TOGETHER RICH VAREITY OF SKILLS,EXPERIENCES AND PRESPECTIVES  PRIORITY - MAKING SURE THAT ALL THE EMPLOYEES DEVELOP REWARDING CAREERS WITH THEM

Capgemini Integration Process Pre-ing

Pre-ing Communication with Employee (Information Pack)

Improvements Post-ing

0-7 days

7-15 days

15-30 days

30-60 days

90 days

Discover (Orientation Program)

ProjectSpecific Orientation

Role-based training

Focus Friday Comm. meet

Flourish (Reboarding program)

Welcome Kit

Self-directed discovery tour

Performance Management and Personal Development Plan

Assignment and notification of Buddy

Coffee Club ing Formalities

Internal Communication of relevant departments (Employee Database, Seat lists, Access Cards, etc.)

Process

Buddy Program SAMPARK

Orientation

Buddy

Quest

Brown Bag

Assignment Review

Fundoo Friday

Socio Zone

India Happening

90-Day Survey

CAPGEMINI IS KNOWN FOR

 Fostering a learning culture  Creating a vibrant culture through engagement  Creating champions of change  Enabling empowerment  Building employee communication

SEVEN VALUES

 HONESTY  BOLDNESS  TRUST  FREEDOM  TEAM SPIRIT  MODESTY  FUN

Project Einstein – a structured retention initiative Compensation

Career planning “Must-retains” Promotion policy Formal rotation plans

Career Development

Internal Equity External competitiveness On-call & shift allowance Hot skills allowance Employee

Motivation

Pehchaan Diversity champions Communication Meets Delivery Excellence Award

DELIVERY APPROACH

 End-to-end collaboration between client, Back-Office and Front-Office  The geographic and cultural proximity of the FrontOffice ensures a client-driven approach

INVESTMENTS FOR CUSTOMER’S SUCCESS

 Cross cultural training of Back-Office resources  Mobility between Front-Office and Back-Office  Deployment of collaborative tools

DISTRIBUTED DELIVERY FRAMEWORK 

Guaranteeing Local Control

Front-Office Steering Committee

Client Project/ Program Manager

Client Team

Capgemini Engagement Manager

Capgemini Project Manager

Communication Tools Web-Net Meetings Video Conferencing VoIP Calls GIMS Periodic Visits Problem Management System E-Mail Weekly Status Report Daily Review Session

Back-Office

Back-Office Executive

QA manager

Capgemini Service Manager Front-Office Streams  Analysis  Configuration  Data Integration  Infrastructure  Testing  Training  Deployment  Configuration Mgmt  Release planning

Tapping Global Talent

Back-Office Delivery / Project Manager

Project / Service Mgmt Clarity, SourceForge, Issue Tracking and Resolution, Knowledge Coordination, Change Request Management EARS PRIMUS

Distributed Delivery Framework

Back-Office Streams  Build  Configuration  Data Integration  Infrastructure  Testing  Configuration Mgmt  Release planning

On site 

Nearshore Service managed from client site. For example, business critical production line .



Moving service provision to a nearby region of the world. For example, from to Spain.

Front Office Key Drivers  Cost  Scalability

Distributed Delivery

 Flexibility Madrid MUMBAÏ Mumbai

 Quality

Back Office

Onshore 

Moving service provision within the same country but to a cheaper location. For example, moving a service provision from London to Scotland.

Offshore 

Moving the service provision to another region of the world. For example, from the US to India or China.

Rightshore™ : The right resources, at the right location, at the right time – leveraging our network of industrialised ‘near’ and ‘off’ - shore centres to provide increased value at reduced TCO.

KEY FIGURES 2010 REVENUES

PROFIT FOR THE YEAR

OPERATING MARGIN *

in millions of euros by quarter

in millions of euros

in millions of euros and as a percentage of revenues

8, 71

0

8, 37

1

8, 69

7

2 300 2,200 2,100 2,000 1,900

2,1852,1892,0982,238 2008 Q1|Q2|Q3|Q4

2,2052,1711,9462,049

45 1 450 350

800 700

250 150

600 500

2008

2,0522,1592,1052,381

2009 Q1|Q2|Q3|Q4

2010 Q1|Q2|Q3|Q4

74 4

28 0

17 8

2009

59 5

8.5%

2010

2008

7.1% 2009

* The operating margin, one of the main indicators of the Group’s performance, represents the difference between revenues and operating expenses. The latter is equal to the total cost of services rendered (expenditure required to deliver a project), plus selling costs, and general and istrative costs.

BREAKDOWN OF REVENUES

DIVIDEND PER SHARE

BY BUSINESS

euro 2008 :

1

2009 :

0.8

2010 :

* Subject to approval by the shareholders at the Annual General Meeting on Thursday, May 26, 2011.

1

*

Local Professional Services

Consulting

6%

16%

Systems Integration

42%

Outsourcing

36%

NET CASH & CASH EQUIVALENTS as at December 31, 2010

BY SECTOR

1.063 billion euros

Energy, Utilities & Chemicals

Manufacturing

18%

11%

Financial Services

Consumer Products, Retail, Distribution & Transportation

19%

12%

Others

TOTAL ORDERS TAKEN BY THE GROUP

5% Public sector

Telecom, Media & Entertainment

27%

9.041 billion euros 2010

9.863 billion euros 22 — CAPGEMINI ANNUAL REPORT 2010

8%

BY COUNTRY OR REGION

2009

North America

Rest of Europe, Asia and Latin America

19%

21%

+

9%

United Kingdom and Ireland



22%

58 7

22% Benelux

16%

SEE THE REFERENCE DOCUMENT (PAGE 117), THE ONLINE PDF VERSION AND THE “2010 PERFORMANCE” SECTION AT WWW.CAPGEMINI.COM/ANNUAL-REPORT/2010/EN

6.8% 2010

GROUP HEADCOUNT EVOLUTION from 1975 to 2010 (number of team at December 31) 125,000

108,698 100,000

75,000

59,549 50,000

18,919

25,000

3,104 0 1975

1980

1990

2000

2010

PERSONNEL TURNOVER in 2010

37,719

arrivals:

30,140 hires 7,579 ed following acquisitions or outsourcing contract

19,537

= 18,182

exits:

16,230 voluntary departures 132 transfers outside the Group 3,175 dismissals or non-renewal of a trial period

more team than at December 31, 2009 (+ 20.1%)

NUMBER OF TEAM BY GLOBAL REGION as at December 31, 2010 United Kingdom and Ireland

8,515

Group total

108,698 Benelux

10,782

North America

Asia

8,667

33,020 Rest of Europe

18,292

Latin America

19,927

8,501 Morocco

350 SEE THE REFERENCE DOCUMENT (PAGE 43), THE ONLINE PDF VERSION AND THE “2010 PERFORMANCES” SECTION AT WWW.CAPGEMINI.COM/ANNUAL-REPORT/2010/EN 24 — CAPGEMINI ANNUAL REPORT 2010

Australia

644

MAJOR CLIENTS

 RENAULT  HP  IBM  COCA COLA  UNILEVER  NOKIA SIEMENS

ON CAPGEMINI

PROS :  FLEXIBLE TIMINGS  IVE MANAGEMENT  LESS WORK PRESSURE  WORK FROM HOME IN MANY PROJECTS  GOOD WORK CULTURE

CONS :  NO CLEAR ROLES AND RESPONSIBLITIES  LESS FINANCIAL AND TECHNICAL GROWTH  LESS ONSITE OPPORTUNITIES  LESS SALARY HIKE

ADVISE TO SENIOR MANAGMENT

 GOOD TO HAVE 360 DEGREE MECHANISM  SALARY SATISFACTION OF EMPLOYEES  OBTAIN LARGE PROJECTS  RECOGNIZE GOOD EMPLOYEES AT THE RIGHT TIME

VISUAL SUMMARY ABOUT CAPGEMINI

THANK YOU ! PRESENTED BY MANOJ KUMAR.B