INTEGRATED ANNUALREPORT 2021

3With 325,000 people in 50 countries,
Capgemini is a global, responsible and multicultural
leader. Its purpose: to unleash human energy
through technology for an inclusive andsustainable future. As a strategic partner tobusinesses, Capgemini has been harnessing thepower of technology to transform theiroperations for over 50 years.

About

CAPGEMINICAThe Group addresses the full range of clients’needs, from strategy and design to operations
management. It does this by leveraging its strong
industry expertise and its mastery of ever-changing
fields such as cloud, data, artificial intelligence,
connectivity, software, digital engineering andplatforms. In 2021, Capgemini generated
INTEGRATED ANNUAL REPORT 2021

€18 billion in revenues.

4

INTEGRATED ANNUAL REPORT 2021

5

Letter from the Chairman
06-07

Letter from the CEO
08-09

PART II

2021,
A RECORD YEAROUR TALENT,OUR PRIORITY

10-29

30-41

—
Significant deals P.20 •Partners P.24—
A magnet for great talent P.32 •Conversation with new recruits P.34

PART IIIPART IVINNOVATINGFOR TOMORROWOUR
FUNDAMENTALS

42-67

68-89

—
Trends P.44 • Innovation ecosystem P.46 •Capgemini Research Institute P.48 •Paul Polman interview P.66—
Governance P.70 ● Business Model P.80 •Financial and extra-financial performance P.82

Client testimonials
Vodafone P.54 • OncoHealth P.58 • Volvo Car Mobility P.62 •Heng Hiap Industries P.64

Where to find us
90-91

The artist
92-93

INTEGRATED ANNUAL REPORT 2021

PART ICLET TER FROM THE CHAIRMAN

7

apgemini delivered an outstanding performance in 2021. I’d like to begin
by thanking all the Group’s employees, led by an exceptional management
team and its leader, Aiman Ezzat, for combining remarkable growth withfurther margin improvement and record cash generation. These results
are due in particular to the adjustment of our mix of skills in recent years,
with a favorable weighting of sectors and geographies, but also, and above
all, to the energy and enthusiasm shown by the teams throughout the year. Aiman and I anticipatedin 2019 that the next big step in digital transformation would involve data in products and industrial
processes. We therefore took the first steps towards acquiring Altran. However, it took a lot of
determination and Altran’s smooth integration to rapidly make Capgemini THE leader in Intelligent
Industry. As the Group became a strategic partner for its clients, it was in a better position to manage
the uneven demand caused by the pandemic.
The transition process started two years ago with Aiman is now complete. Every day, he lives up to allof my high expectations and demonstrates that the trust placed in him by the Board of Directors waswell justified. He has combined his intimate understanding of the market and client expectations withhis ability to mobilize the men and women of Capgemini. I have known him for a long time and I’m notsurprised to see that each and every day he demonstrates his commitment to the founding valuesof the Group. This does not stop him from choosing new priorities, as illustrated by the energy he isputting into ESG in particular, to give us a leading position in the drive for sustainability.
I find it important and, in many ways, reassuring to see how Capgemini continues to uphold theprinciples established from the outset by its founder, Serge Kampf, and the extent to which thesevalues contribute to performance, reinforcing how relevant they still are today. They inspire both theGroup’s strategic choices and managerial dynamics. In particular, our value of team spirit can be seenin the absolute priority given to the health and well-being of our employees, firstly during the healthcrisis and, at the beginning of 2022, in response to the dramatic consequences of the war in Ukraine.
Capgemini is acknowledging the upheaval felt by young generations shaken by Covid. The management
team has made a considerable effort to listen and pay attention, to define what the new rules of theworking world might be, and to invest heavily in the Group’s image as an employer. Aiman and his teamhave made the battle for talent a priority: attracting and retaining skilled individuals seems to them,quite rightly, to be the sine qua non for success. I believe that Capgemini’s values, which remain at thecore of everything we do, will contribute to this. Today’s young people are looking for meaning andcommitment and are demanding flexibility. A Group that makes boldness and freedom the cardinalprinciples of its organization, favors entrepreneurial spirit, and is committed to an inclusive andsustainable future – as our purpose states – will be able to meet these expectations.

Paul
Hermelin

Chairman of the Board

INTEGRATED ANNUAL REPORT 2021

On a more personal note, the members of the Board have invited you to renew my term of office
as a director. If you confirm their wish to keep me as the Chairman of the Board, I will continue towork to ensure that Capgemini’s governance is a model of excellence. Further,reflecting the extent of the missions entrusted to the Group’s Board of Directors,
which has been enriched by the addition of new members, I will help to give theGroup the means to continue successfully along its path.

INTEGRATED ANNUAL REPORT 2021

LET TER FROM THE CEOA NEW
DIMENSION

growth and committing ourselves
to sustainable development.
Capgemini applies the full breadthof its expertise in technology,
engineering, and business model

generation has come to expect.

transformation to help our clients

From the very start, all indicators

I would like to take this opportunity

meet their environmental objectives.

were positive and we expected solid

to personally thank all of our teams

Capgemini, for its part, is committed

growth. Ultimately, growth has

for these results which were achievedto achieving carbon neutrality in

far exceeded our most optimistic

despite the ongoing pandemic.

its own operations by 2025 and2021 has been a remarkable year.

becoming a net zero business wellforecasts, marking a successful
first step towards achieving our

We are also seeing the paybackahead of 2050.

2025 ambition* of sustainableof our continued investment inand profitable growth. Capgemini

innovation. Digital, cloud, and datareached entirely new levels ofcombined with artificial intelligence:sustainability: this triptych allows us

success in 2021 by gaining ourwe are present across the entire

to build the future of Capgemini. It

clients’ trust and developing thebusiness value chain of our clients,

also paves the way for the future ofability to position ourselves as theirfrom customer experience to

our clients and society as a whole.

strategic transformation partner.

the design of new products andTalent, innovation andservices, to the digitalization and

As I write this, the situationtransformation of manufacturing

in Ukraine remains extremely

passion and dedication of our people,

and supply chains and the radical

concerning. I would like to thankwhose number jumped 20% toredesign of business management

all our teams across the world,

325,000. It is also a great source ofsystems. The successful integration

especially in Poland and Romania, for

pride for our teams and a source ofof Altran and its 50,000 talented

their significant solidarity. Team spirit

the considerable attractiveness for

employees has delivered synergies

and solidarity, but also freedom,

Capgemini’s brand, which has growna year ahead of schedule andmodesty, honesty, fun, trust andinto a worldwide beacon. One ofstrengthened our global leadershipboldness: these values, which havethe reasons for this attractivenessin the field of Intelligent Industry.

been at the heart of Capgemini

is our focus on diversity, inclusion,

The diversity of client projects, as

since its creation, have a particularand the promotion of women, whohighlighted in this report, illustrates

resonance today.

are targeted to reach 40% of our

the breadth of our scope of offerings:

workforce by 2025. Our New Normal

from measuring the benefits of car

model, implemented in all oursharing with Volvo Car Mobility inregions, offers a hybrid work option

Sweden, to accelerating the circular

to everyone, which the younger

economy with Heng Hiap Industries

This reflects the tremendous

Aiman
Ezzat

in Malaysia, to leading the 5G
revolution with Vodafone in Spain.
Finally, alongside our clients,
we share the strong – indeed, thecrucial – aim of giving meaning to

8* Annual revenue growth of 7% to 9% at constant currency on average through 2025, with
an operating margin of 14% by 2025.

Chief Executive
OfficerINTEGRATED ANNUAL REPORT 2021

PART I

2021,
A RECORD
YEAR
In every way, 2021 was an

exceptional year. The Group achieved
excellent results in every region, signed
major deals for innovative projects,
and reinforced its partnerships.
Capgemini crossed the milestone of
325,000 talents and made significant
progress on its CSR journey. —

10

11

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

“Despite the pandemic, the French group Capgemini
was able to increase its sales to more than 18 billion
euros last year - an increase of almost 15 percent
compared to the previous year.”15.02.2022
Source: faz.net“Capgemini reported operating margin for the full yearthat beat the average analyst estimate.”
14.02.2022
Source: Bloomberg“Capgemini exceeds its Altran acquisition
targets a year early.”
14.02.2022
Source: Les Echos“We want a bigger role for India within the company”
Aiman Ezzat, CEO Capgemini1226.02.2022
Source: Weekend Business Standard, print edition

Results

STRONGGROWTHMOMENTUM

In 2021, Capgemini’s results
exceeded all its targets, which
had been raised twice. These
successful results are theoutcome of the Group’s
positioning as a strategic partner
for its clients for digitaltransformation. This
performance is also supported by
the successful integration of
Altran, one year ahead ofschedule. —13

REVENUES

14.6%
Capgemini reported revenuesof €18,160 million in 2021, up 14.6%
on 2020 published figures. —OPERATING MARGIN*ORGANIC FREE CASH FLOW*€1,873M

At 12.9% of revenues,
the margin rate is 1.0 point
higher than in 2020. —Organic free cash flow*
generation totaled €1,873 million,up €754 million on 2020. —TO LEARN MORE

*The terms and Alternative Performance
Measures marked with an (*) are defined and/or reconciled in the appendix to the Full-Year
2021 Results press release available on
investors.capgemini.com

All our financial andextra-financial results
Pages 82 to 89

INTEGRATED ANNUAL REPORT 2021

1.0 ptINTEGRATED ANNUAL REPORT 2021

15

Revenue Growth
CONSTANT CURRENCY (2021 VS. 2020)

12.0%
18.3%
10.3%
17.6%
27.3%

AmericasNorth America
United Kingdom and Ireland

30,000FranceAustria
Belgium
Czech
Republic
Denmark
FinlandFrancepeopleRest of Europe
Asia Pacific and Latin America

GrowthArgentina
BrazilCanadaChile
Colombia
Costa Rica
GuatemalaMexicoUnited States

EVERYWHERE
IN THE WORLD
Asia
Pacific
178,000
peopleNew ZealandPhilippines
Singapore
South Korea
TaiwanThailand
Vietnam

Romania
Slovakia
Spain
SwedenSwitzerland
The
Netherlands
UkraineUnitedKingdom

Europe,Africa, and the
Middle East
117,000
people14
Capgemini announced on March 11, 2022
that it will discontinue its presence in Russia.

Egypt
IsraelMoroccoSaudi Arabia
South Africa
Tunisia
United Arab Emirates

INTEGRATED ANNUAL REPORT 2021

In 2021, the Group strengthened its
presence in the APAC region with theacquisition of RXP Services, Acclimation,
Empired and SAP Multibook services.

Australia
China
India
Japan
Malaysia

Germany
Hungary
Ireland
Italy
Luxembourg
NorwayPolandPortugalPromotion18%

In 2021, we focused on development
and career growth, promoting 18% of
our staff, up from 11.5% in 2020. We
provide a stimulating professional
environment to empower our people totake ownership of their careerdevelopment. —Learning

12.7M

In 2021, our employees
completed 12.7 million hours oflearning, or an average of 45.7 hours
per participant. That beat our ESG
target of 42.9 learning hours per
participant. —Gender diversity

35.8%

In 2021, 35.8% of our total
workforce were women, exceedingour 2021 target of 35.3%. Based on
this trend, the Group is well
positioned to meet the ESG target of
40% by 2025. Capgemini acts forgender diversity. —People325,000
In 2021, Capgemini welcomed
140,000 new team members worldwide
and reached a total headcount of 325,000
at the end of the year, affirming theattractiveness of our brand in a highly
competitive market for technology
expertise. —LEARN MORE

Our talent, our priority
Pages 30 to 41

INTEGRATED ANNUAL REPORT 2021

“To paint without
sketches, to lose
the notion of time, thento discover thatthe studio has beentransformed into
an ocean of materials
and colors.”
Ludovilk
Myers
Artist (painting,illustration, sculpture
and more)18

19

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

Signiﬁcant deals

BOOKINGSON THE RISE

LondonHeathrow
AirportAs the UK’s busiest airport, one of the key priorities
was to provide services that help Heathrow deliver
enhanced traveler and employee experiences. With thesigning of the new multi-year contract, Capgemini willcontribute to this digital transformation. The contract
also includes an extension to Capgemini’s existing
applications and infrastructure support for Heathrow’s
technology estate. —#United Kingdom

20

We help our clients succeed in theirdigital transformation, create new
business models, consolidate
operational efficiency, and enhancetheir capacity to innovate. In 2021,
our bookings totaled €19.5 billion,
an increase of 15.8% at constantexchange rates, year-on-year. —21“Capgemini has again
demonstrated its ability todeliver high business value.
The traction we saw this year
was driven by our strategy
and transformation offer –and that’s reflected in several
large deals signed in 2021.
Our momentum is strong and
we are committed to helping
our clients think with aninnovation mindset, and get
the future they want.”

Boston Scientific
CorporationBoston Scientific transforms lives
through innovative medical
solutions that improve the healthof patients around the world. As a global
medical technology leader for more than
40 years, the company advances science
for life by providing a broad range ofhigh-performance solutions that address
unmet patient needs and reduce the costof healthcare. In 2021, Capgemini signed

Olivier
Sévillia
Chief Operating Officer

Multi-year
landmark deal to drive
IT transformation

A#Asia Pacific#USA

INTEGRATED ANNUAL REPORT 2021

sahi Beverages is a member ofAsahi Group Holdings, one of Japan’s
leading beverage companies, andcomprises some of Australia and New
Zealand’s most successful beveragebusinesses. Aiming to drive its digitaltransformation and improve operational
efficiency and cost savings, Asahi
Beverages Oceania awarded Capgemini amulti-year managed services deal. The
Group will deliver application,
infrastructure and cloud management
services. —a multi-year engagement with Boston
Scientific to support digital transformation
across commercial, global supply chain andfinance business processes. The goal of
the program is to simplify and harmonize
global processes and modernize enterprise
resource planning with SAP S/4HANA. These
digital transformation efforts position
Boston Scientific for scalable growth bystreamlining resource efficiency, leveraging
the value of well-managed and curated
data assets, and supporting the integrationof new businesses in an ever-changing andincreasingly digital environment. —INTEGRATED ANNUAL REPORT 2021

Cloud transformation
for leading automotive
manufacturerM

ercedes-Benz Group AG
reinforced its relationship with
Capgemini through the continued
development and maintenance of thecore Electric/Electronic Product DataManagement (EE-PDM) application in
an R&D environment. The EE-PDM
application is used for the development
and documentation of electronic
vehicle components. This project

follows the implementation phasedriven by an international team ofCapgemini experts over a period ofseveral years. Capgemini will support
the leading automotive manufacturer
in migrating the application to thecloud and further transforming it in a
microservices environment with
DevOps. Five agile teams in Germany
and India will deliver the latest
requirements for the application. —#Germany

NorturaNortura, one of Norway’s largest food producers,
wants to create more sustainable value chains andreduce IT operating costs. Owned by 17,300 Norwegian
farmers, the cooperative has identified several
opportunities to improve farm-to-consumer andproduction logistics by leveraging data and digitaltransformation. Capgemini is working with Nortura tomeet growing consumer expectations for traceability
and sustainability throughout its value chain. —#Norway22

23
ANZ Banking Group

A

ustralia & New Zealand
Banking Group Ltd (ANZ)
selected Capgemini as one ofits partners to move
applications to the cloud. In
pursuit of building a better,
simpler, and stronger bank,
ANZ and Capgemini will
simplify ANZ’s landscape to a
cloud-enabled ecosystem,

which will unleash the bank’s
potential to serve its
customers’ evolving
expectations with enhanced
modern digital experience aswell as safer, reliable and more
dynamic end-to-end banking
services. —#Australia & New Zealand

The Swedish Transport
AdministrationCapgemini group accelerates thedigital transformation of theSwedish Transport Administration,
which is responsible for all long-term
intermodal infrastructure planning forroad, rail, shipping and aviation. As part ofthe contract, the Group will takeresponsibility of the teams and resources
needed for application development andmanagement within the STA’s IT
operations department. It will support
the government authority’s specificobjectives to achieve increased scalability
in application development, foster
innovation, improve efficiency, andreduce risks. —#SwedenAirbus#Europe

City of AmsterdamT

he City of Amsterdam andCapgemini group signed a strategic
six-year collaboration agreement todevelop and implement a new digital,
cloud-based workplace environment.
Capgemini group will deploy its
collaborative workspace cloud
solution SMART WorkSpace to provide
19,000 employees with access tocommunication functionality within
Microsoft’s Office 365 from one screen
and any device, efficiently, safely, and fromanywhere. The technology will include
image enlargement, braille, and speech
control options for employeeswith disabilities. —#The Netherlands

INTEGRATED ANNUAL REPORT 2021

As a referenced supplier in Airbus’s newly createdEngineering, Manufacturing Engineering andServices Strategic Suppliers (EMES3) frameworkagreement, Capgemini will support Airbus across all
divisions and affiliates, delivering multi-disciplinary
services related to airframe, systems, flight tests, andcustomer services functions. Capgemini will also
support Airbus in manufacturing engineering,leveraging the Intelligent Industry approach. Thanks tothe power of technology and data, Capgemini’s
innovation models will contribute to reaching a moresustainable aerospace. —INTEGRATED ANNUAL REPORT 2021

Partners

FOSTERINGINNOVATIONAPPLICATION
AND DATA
MODERNIZATIONWITH AWSUNLOCKINGINTELLIGENCE
THROUGH THE ENTIREVALUE CHAIN

V

C

anguard, one of
the world’s largestIn partnership withapgemini and Dassault
Systèmes join forces

Google Cloud, Capgemini

reinvented the consumer

ENHANCING
5G NETWORKPERFORMANCEWITH INTELP

roject Marconi, apartnership between

investment companies,

to help organizations evolve

experience for a major

tasked Capgemini with

into intelligent enterprises.

international cosmetics

pioneered a series ofmodernizing its marqueeThis partnership combines

brand. Using QR codes

innovations that enabled

personal advisor services

Capgemini’s deep sector,

stamped on every product,a 15% improvement(PAS) platform. With

technology and data

customers can access productin intelligent network

ambitious growth plans for its

experience with Dassault

information and bespoke

performance. Capgemini,

PAS offering, modernizing the

Systèmes’ cutting-edge

content. Depending onwith its ecosystem of 5G

platform to cloud native on

3DEXPERIENCE platform totheir location (at home orpartners, developed a

AWS was critical. Vanguard

assist clients through every

in store), customers will bepackage of enhancements

is on a journey to refactor its

stage of their intelligent

redirected to tailored content

to network performance,business capabilities to AWS

transformation journey,

and product offers. Built on

including in spectral

cloud native microservices-

providing a full set of services

the Google Cloud platform,

efficiency, quality of service,

based architecture andto shape new industries. ×

the technology enables theand network resource

migrate data onto AWS cloud.

cosmetics brand to target

utilization. ×

Capgemini accelerated thecustomers with new services,

secure transfer of data to thewhile also driving customer

cloud, enabling Vanguard

engagement and productto achieve enhanced digitaltransparency. ×

experience and increased
ability to respond swiftly toclient needs. ×

24

A NEW GENERATIONOF PRODUCTS WITH
GOOGLE CLOUD

Capgemini and Intel,

25

We partner closely with technology
leaders and hyperscalers to deliverworld-class technologicalinnovations that power our clients toovercome challenges and exceed
their business ambitions. —DRIVING INDUSTRY
TRANSFORMATIONWITH THE MICROSOFT
CLOUD

ENHANCINGEMPLOYEECONNECTIVITY WITH
ORACLE CLOUD

S

outhern Star, which
operates 5,800 milesof natural-gas pipelinein the United States,

MEETING PATIENTS’
NEEDS FASTER
THROUGH
SALESFORCEINTEGRATIONASTANDARDIZATIONTO IMPROVECUSTOMER
EXPERIENCE, WITH
SAP

tos Medical, a
Scandinavian medical

device company, achieved

partnered with Capgemini

a new, 360-degree view ofto implement the integrated

patients by working withplatform Oracle Cloud

Capgemini to implement

across the organization.

the Salesforce Customer

The transformation

Relationship Management

drove employee benefits,

platform across 22 countries.

apgemini partnereddelivering self-service

The platform will significantlywith Microsoft toand mobile application

enhance Atos Medical’s

overhaul an outdated

connectivity to the HR

patient-focused business,

SAP powered the digitalsystem and transformfunction, enhanced use ofhelping to support a growing

transformation of Brazil’s

Hong Kong-based Cathay

data analytics, and reduced

number of patients, while

department store retail

Pacific Airway’s financetime spent on manual,

actively incorporating their

giant Riachuelo. Adopting

and procurement functions.

transactional work. ×

individual experiences

the SAP S/4HANA solution,

Thanks to the migration

into future product

Riachuelo gained agility,of its existing software todevelopment. ×

flexibility, scalability,

CC

apgemini’s
partnership withand efficiency, to delivercloud, Cathay Pacific cangroup-wide improvements

reduce costs as well as

to the customer shopping

improve strategic sourcing,experience. ×

supplier negotiations
and decision-making
with a comprehensive
transformation. ×

INTEGRATED ANNUAL REPORT 2021

the Microsoft Azure public

INTEGRATED ANNUAL REPORT 2021

Capgemini’s brandawareness and visibility
continue to rise. 2021 wasmarked by a strong increaseof our investments in sports
sponsorship, innovative
partnerships and advertising.
These actions bring to life ourbrand promise: Get The
Future You Want, which
embodies our mindset andcommitment. —Capgemini is a major World Partnerof Women’s and Men’s Rugby. —Capgemini’s
advertising campaign
at Macy’s New York.

GLOBAL RUGBY
PARTNERThe long history between rugby andCapgemini began with Serge Kampf, our founder,

ON
EVERY
FIELD

more than 30 years ago. Capgemini is the first
Worldwide Partner to sponsor World Rugby (asBrandvisibility

Digital Transformation Partner and now Global
Partner of Women in Rugby), as well as most of its
major international competitions, for both men
and now women. The Group is at the heart of thebiggest international competitions: the Women’s
Rugby World Cup in 2022 in New Zealand, theMen’s Rugby World Cup in France in 2023, andannual Rugby Sevens tournaments.

26

27

Capgemini’s becomesWorldwide Partner for the 2023
Ryder Cup. —GOLF: SPONSOR OF THE
RYDER CUP
Capgemini becomes worldwide partnerwith the Ryder Cup, one of the most significant
events in sport, which brings together the bestof the best from around the world through teamcompetition and helps advance golf across theglobe. This partnership reflects Capgemini’s focus
on building and celebrating talent, team spirit andhigh performance.

PARTNERING WITHPEUGEOT SPORT AND ITSHYBRID HYPERCAR
As part of the FIA World EnduranceChampionship, which includes six races such as
the 24 Hours of Le Mans, Peugeot will capitalize
Laura Sprechmann (Nobel Prize Outreach),
Aiman Ezzat (Capgemini) and Vidar Helgesen(Nobel Foundation) during the signing of thepartnership on November 12, 2021
in Stockholm. —NOBEL INTERNATIONALPARTNEROur global partnership with Nobel Prize
Outreach is dedicated to supporting innovationand science, in line with Alfred Nobel’s vision andlegacy to honor achievements “for the greatest
benefit to humankind”. We are honored to join theselect group of Nobel International Partners – allfueled by the same commitment and passion toshare knowledge and excellence globally. Throughthis partnership, we will strive to inspire people
across borders and generations to engage inscience, for a more sustainable future.

on the Group’s data and artificial intelligence
applications expertise. This partnership embodies
the commitment of both companies to theenergy transition. ×

Capgemini signed a partnershipwith Peugeot Sport to provide thePeugeot 9X8’s FIA World EnduranceChampionship program team withadvanced digital tools. —INTEGRATED ANNUAL REPORT 2021

Inclusion

DIGITALFOR ALL

The team in Guatemala
equipped classrooms withmodern technology andbuilt a mobile computerlaboratory. —Our teams are passionately
committed to bridging thedigital divide. Mentoring young
people in Poland, digital training
for girls in Southeast Asia andMorocco... our actions have aconcrete impact. —Fostering creativity andimagination in government
schools (India)

C

apgemini India supports thegovernment’s Atal Tinkering Labs
initiative. These labs build creativity

and imagination among school children andhelp to foster design thinking, problem solving,
and adaptive learning skills. Capgemini provides
funding, technical support, and a liaison with
the NITI Aayog government think-tank, jointly
organizing on-the-ground activities. The aim is toincrease access to STE(A)M (science, technology,
engineering, arts, and mathematics) education

Atal TinkeringLabs, supported byCapgemini, foster
creativity andimagination amongst
school children. —in government schools. Eleven Atal Community
Innovation Centers (ACICs) have already shownpromising success in creating solutions forvarious social challenges. The ACIC initiative waslaunched during the Group’s Digital Inclusion

28

Week in October 2021. ×

Becoming softwaredevelopers(United Kingdom)In June 2021, Capgemini in the UK and29
CodeYourFuture andCapgemini UK support
refugees and disadvantaged
individuals with the dream of
becoming developers. —CodeYourFuture (CYF), a UK-based nonprofit organization, announced a new

three-year partnership to train refugees andindividuals from disadvantaged backgrounds
to become software developers and gain
employment in the technology industry. Initiallylaunched in 2018, it is the only program of its
kind, offering end-to-end corporate support withthe aim of employment. Since its launch, thepartnership has expanded to new regions, withclasses being offered in London, Birmingham,and Manchester. The new partnership will help
at least 300 individuals over the next three years
to develop digital skills as well as the soft skills
required to succeed in the workplace. ×

Renovating schools andbringing modern technology
to classrooms (Guatemala)In 2021, Capgemini Guatemala renovateda fourth school for children living in the
Ciudad Quetzal Community of Guatemala

City, a low-income area. Despite the global
pandemic, the Guatemala team was able
to complete this project, delivering a fully
renovated infrastructure including a mobile
modern technology. Close to 400 children will
benefit from this project. Seventy volunteers

An opening ceremony was held at a
newly renovated school in September,
2021, in the company of school
authorities, many happy students, andteachers. —and 200 students from the schools in Ciudad
Quetzal Community also came together in a
virtual environment to learn about the basics ofelectricity at a Capgemini Science Fair. The main
objective of the activity was to cultivate thechildren’s interest in science and technology. ×

INTEGRATED ANNUAL REPORT 2021

computer lab and equipping classrooms with

INTEGRATED ANNUAL REPORT 2021

PART IIOURTALENT,OURPRIORITY
From recruitment to onboarding,learning, career advancement, andnew ways of working… Capgemini
supports its talent so they can get the
future they want. —

30

31

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

Our employees’ wellbeing is a key enablerof their professional
development. —TalentA MAGNETFOR GREATTALENT
In 2021, a wide range of initiatives
were implemented, both globally andlocally, covering the entire talent value
chain, and aimed at increasing
attraction and retention. Inspired by
our new brand and people promise,
Get The Future You Want, we haveconsiderably increased our employer
brand visibility in key markets and wecontinuously enhance the employee
experience. —Delivering a world-class employee

experience is key for Capgemini. We remain fully
engaged with all our employees, continuously
listening to their feedback and needs throughour online “Pulse” platform, which allows us
to survey employees every month on multiple
dimensions, then create benchmarks, and takeaction to deliver measurable results to improvethe employee experience.
Our ambition is to be a true magnet forworldclass talent and leadership. To fulfill thisambition, we focused on three areas in 2021:
continuously developing and upgrading skills;
developing leaders who will drive our ambition
forward; and ensuring we have an engaged,
diverse, and flexible workforce.

32

Our people promise
inspires us to deliver
the best employee
experience. —33

To develop and upgrade skills and build
an internal pipeline of talent, we offer continuous
career growth and access to a community ofexperts to help guide development. In 2021, welaunched “Chronus,” a platform at Group levelthat facilitates contact between mentors andmentees. Through peer-learning certifications,coaching, and a culture of experience-sharing,
we ensure all employees have multiple paths to
upskill and evolve.

increased focus on talent reviews and talentmobility. Throughout the year, we also worked

We focus our upskilling development

to create a new leadership vision, which will beefforts to get people certification-ready in key

rolled out in 2022. It defines the qualities andtechnology areas, and with our key allianceskills a future generation of leadership needs inpartners AWS, Google, Microsoft, and SAP, toorder to overcome the difficult challenges thatname a few. We shape our technology upskilling

our world now faces.

plans to offer skills assessments before andafter learning experiences as well as hands-on

Our third focus was to ensure we maintainexperience. We have generalized this approach toan engaged, diverse, and flexible workforce.

key technologies in India, Financial Services andThis involved the launch of numerous initiatives

Cloud Infrastructure Services (CIS) global entities.

to help managers successfully carry out remote

DEVELOPINGTOMORROW’S LEADERS

onboarding for new team members and nurture
team dynamics in a world of remote work.
Programs including “Connected Manager”

Our second focus for 2021 wasand “Connect & Drive” helped foster teamleadership development. In order to empower

cohesion and promote a culture of feedback

our people to be tomorrow’s leaders, weand development. The programs include ourbroadened the diversity of our leadershipnew normal principles (flexible and hybrid) andpipeline, while enhancing its industry focus.

are already showing results in our manager

We also launched a new, 360-degree feedback

capabilities.

process for all executive vice presidents andIn all these ways, we empower ourpeople to learn, grow, and experience theprojects and challenges that will equip them tolead in the near future.

WELL-BEING AT
SCALECapgemini’s strength and success comesfrom our people. That’s why we created a wellbeing policy that states our commitments tothe well-being of our teams. This ensures that
we can continue to grow and sustain a healthyorganization.

their own well-being, so we developed a virtual,global well-being hub, which aims to inspire all
our teams to learn new ways of self-care in an
informative, safe, and social space. ×

INTEGRATED ANNUAL REPORT 2021

In addition to this policy, we want toenable and encourage our people to care forINTEGRATED ANNUAL REPORT 2021

Newcomers

WELCOMEABOARD
Recruitment andonboarding, learning,
diversity, and entrepreneurial
culture: Anne Lebel, Chief
Human Resources Officer,and Aiman Ezzat, Chief
Executive Officer, talk to our
newcomers about the topics
that are importantto them. —Sarita Fernandes › India— How does our strategy help
retain talent and maintain our
status as an employer of choice?
Aiman Ezzat — Now more than ever,people want flexibility to plan their work and life.
And they want to be involved in projects thatmatter and interest them right now. So we give
people the means to decide their next project oropportunity, provided of course it’s available, it fits
their skills, and they can bring value to that role.
This allows us to become much more agile andcapitalize on the evolutions going on around us.

Andrea Ferrari › Italy— What’s the role of permanent
professional training indeveloping Capgemini’s cuttingedge expertise and keeping
people engaged?
Anne Lebel — Learning is at the heart

Aiman Ezzat — In 1991 when I joined,
we used to pull all-nighters preparing clientof our people agenda. We launched our learning

projects. Today, I see people aren’t prepared to do

platform in 2020 and it has been going strong

that, and I think that’s the right thing. As a Groupever since. Today, more than 95% of our people

it is our role to continuously train our managers on

use it regularly. There are so many other ways tothe importance and perimeters of good work-likelearn – through the projects you’re working on,
through exchanges in expert communities, andfrom your peers, every day. Learning is no longer
just about traditional training sessions. It’s a34

William Trieu › France— How does the Group help its
people maintain a good work-lifebalance?

continuous, daily endeavor.

balance. And another part of that equation is onyou, to push back when you need more personaltime, so we can find that balance together.
Anne Lebel — That’s right, it’s part ofour professional development to learn how tobuild that balance and how to say no.
Pramila Khilnani › UK

— We’ve seen very high growth
in India. Are we planning toopen offices in tier-two cities
to help with the retention andacquisition of new talent?
Aiman Ezzat — We will do this where it
makes sense. Part of our workforce in India has
moved and might not come back to some of ourlarge offices so it might make sense to establish
satellite offices but the model hasn’t settled yet.
We’ve just finished rolling out our hybrid work
model, so we won’t rush. Our strategy is basedon the principle of an “anchor point,” where

value within the firm. More diversity will makepeople who join can meet each other and act

Capgemini more innovative and rich – so it’s a real

as a community.

conviction we’re working with, rather than doing it
just because it sounds good.

Caleb Evers › USA— How is equality and inclusivenessreflected in our way of doing
business and who is accountablefor improving diversity?
Aiman Ezzat — I am ultimately
accountable. And after me, everyone else at theJack Franco › Australia— What separates Capgemini’s
approach to managing career
opportunities from that of otherfirms in the industry?
Aiman Ezzat — When you join

firm is accountable. It’s not because diversity

Capgemini, you’re not put in a box. We don’t telllooks nice from the outside. Diversity creates

you how to do things. We tell you what needs
to be done. And different people get things
done in different ways. We want everyone to
be entrepreneurial, we want them to find theirown way, provided it’s aligned with our culture,values and direction.
Anne Lebel — This is how we cameup with Get The Future You Want, our people
promise. At Capgemini, people can take the reinsbuild a rich and diverse career. ×

Andrea Ferrari › Analyst Consultant, Capgemini
Engineering, Italy, Sarita Fernandes › Senior Director,
Business Services, India, William Trieu › Managing
Consultant, Capgemini Invent, France, Pramila
Khilnani › Vice President, UK, Caleb Evers › InternalCommunications Manager, USA, Jack Franco ›Consultant, Australia

INTEGRATED ANNUAL REPORT 2021

and be proactive, raise their hand, and reallyAimanEzzat
Chief Executive
Officer— At Capgemini, we don’ttell you how to do things.
We want everyone to beentrepreneurial.

New employees

READY,
SET...

We believe it’s crucial to

We provide a nurturing
and supportive
environment for new
recruits. —engage with young minds to help them build theintellectual curiosity and skills that will help themsucceed. To attract young people, we partnerwith schools to support IT and digital skills, andpromote fundamental commercial awareness,
project management, and the breadth and varietyof roles in large corporate organizations. We also
work with universities around the world to engage
undergraduates and promote our brand promise,
Get The Future You Want. For all new starters,
our mission is to grow their talent, creativity,and curiosity by providing them with anenvironment where they can learn continuously
and thrive. All new recruits enjoy comprehensive
onboarding that prepares them to become
part of a diverse collective of free-thinkers,
entrepreneurs, and industry experts.
In 2021, we put in place enhanced
learning programs for our most promising talents,36

to prepare them to be future leaders, plus a new

37

100%
coverage of our flexible workroll-out in Q2 2022. —program to familiarize recruits with the Group’s
fundamental principles, and a discovery gamewith virtual and in-person sessions.
Capgemini’s graduate programs aredesigned to kick-start brilliant careers by
combining a wide range of development

Our enhanced learning
programs prepare our talent
to be future leaders. —opportunities with demanding project. At thesame time, all our talent is empowered toacquire new skills throughout their career, using
enhanced learning tools such as Cloud Campus.
These learning solutions are designed to address
key strategic areas of focus for Capgemini,
including cloud and AI certifications. Our skills
development framework blends exposure tohighly varied business and technology domains
with new and challenging projects in partnership

TRANSITIONING
TO A HYBRID WORKPLACE
With heightened expectations aroundwith colleagues from around the world, helping

new ways of working, Capgemini implemented aclients use technology to solve some of today’s

new, Group-wide flexible work policy. It enables

biggest challenges.

our employees to find a balance between virtualand physical presence, allowing them to workfrom home from 30% up to 70% of the time,depending on their location. We continued totransition towards this model throughout 2021,
rolling out flexible work to reach full coverage inearly Q2 2022.
Our graduate programs offer
our young recruits a great startin the Group. —Three pillars underpin the transformation:
Anywhere” – new ways of resourcing our
engagements, regardless of location. Acrossthe Group, we are taking advantage of this new
flexible work policy to increase agility and tocontinue to attract the best talent. ×

INTEGRATED ANNUAL REPORT 2021

flexible working, connected spaces, and “Anyone

Anne
Lebel

— There are so many ways to learn:
through the projects you’re working

Chief Human
Resources Officer

on, through exchanges in expert
communities, and from your peers,
every day.

E

mployees in every industry

Capgemini University
ensures our employees
stay on the cutting edge
and deliver businessvalue to clients. —are coming to expect more flexibility, career
mobility, and skills development from theiremployers. Offering an environment ofcontinuous learning is key not only to building
skills within our Group, but also to engaging
bright minds and retaining the best talent.
We encourage skills progression throughlearning frameworks that support careerdevelopment. We want all our people to widen
their experience and acquire new perspectives
by pursuing different challenges in a range
of industries and technology applications. By
empowering our employees in this way, andby deploying them on special assignments, we

Professional skills

deliver a work environment designed to foster

TOMORROW
IS LEARNT TODAY

their growth and give them the unique blend ofskills demanded by our clients.

38

130,000
people involved in our RISE eventsin 2021. —Training our teams to tackle tomorrow’s
challenges has long been our focus, which
is why we provide our teams with engaging,self-development content that delivers
against our strategic business objectives.
This allows employees to learn in a way thatworks best for them. RISE is one example ofthis. The program brings together the best

Cloud Campus is a new,unified learning hub for allthings cloud. —of our learning, and insights, delivering mass
upskilling in business-critical topics. We deliver
these through collaborative events to promote
togetherness amongst our professional
communities, inclusive of level, entity andregion. The three professional communities withthe most employee engagement in 2021 were:Engagement Management, Creative & Design
and Business Analysts.

CLOUD CAMPUS,OUR CONNECTEDLEARNING HUB
Cloud Campus is our unified learning
hub on cloud, where all our people can develop
their cloud skills. Cloud Campus journeys are

Our professional communities
gather employees interested incommon development topics. —role based: we have Cloud for Sales tracks; Cloudfor Architects tracks; Cloud for Engagement
Managers tracks; and Cloud for Engineers orDevelopers tracks, to name a few.
Cloud Campus is also focused on
proposing bespoke tracks and experiences tohelp our people prepare for their certifications.
We have developed specific Amazon Web
Services, Google Cloud Platform, and Microsoft
preparation journeys to help people progress
through their certification path.

learning to peer-to-peer learning, mentoring,expert masterclasses, hands-on experiences,virtual practice labs, and game days for people topractice their skills. ×

INTEGRATED ANNUAL REPORT 2021

Overall, our Cloud Campus offers a varietyof learning experiences ranging from self-directedAiman
Ezzat

Diversity creates value. Morediversity will make Capgemini
more innovative and rich.

Chief Executive
Officer

D&I

AN INCLUSIVECULTUREW

e believe that a diverse

workforce and an inclusive and equitableculture are essential to boosting innovation and

We encourage all
Capgemini employees
to contribute to ourDiversity & Inclusion(D&I) strategy throughemployee resource
networks. —creativity. It is our continuous endeavor to makeCapgemini a company where talent – regardlessof race, gender or belief – thrives.
In 2021, we increased diversity in our

senior positions worldwide. We also offer several

leadership pool, while enhancing talent mobility

mentorship and sponsorship programs to further

across all regions. Capgemini was one oflevel the playing field for women.

418 companies across 45 countries and regions
to be listed in the 2022 Bloomberg Gender-

Our vision of diversity goes far beyond

Equality Index. In total, 35.8% of our workforce

gender. We’ve implemented specific incentives

are women. Women hold 22.4% of our executive

to ensure that all people, regardless of race, age,leadership positions, and 20.7% of our mostsexual orientation, ethnicity, religion, disability, or
social background, feel respected and recognized.
All our senior leaders undergo training to identify
unconscious biases and specific sessions areorganized for all employees to raise awareness40

of our inclusion policies. We’ve adopted a holistic

41
Capgemini India
certified by the Great Place
to Work Instituteapproach to our HR policies and managerial
practices to ensure equal opportunities, and faircompensation and equal pay for equal work for

In 2022, for the second consecutive
year, Capgemini India was certified by
the Great Place to Work (GPTW)
Institute, considered the gold standard
for defining positive workplace culture
across the worlds of business, academia,
and government organizations.
Capgemini India’s “Trust Index Score”
was measured by GPTW at 80%, up from
74% the year before. —all. We’re also adapting our IT tools to makethem more accessible, and, to be certain that thepolicy reflects the diversity of the workforce, we
conduct regular surveys to gather feedback from
employees.

RELENTLESSLYPURSUING DIVERSITY

any disability they have, so they can receive

In one year, we have registered aadministrative recognition and additional support

progression of 26% in the number of ourin the workplace. Several other countries have

employees officially recognized with a disability

robust programs promoting the recruitment andimpairment or neurodivergence, reflecting our

inclusion of people with disabilities.

efforts on recruiting more of these talents.
We also ran campaigns in the UK and France

In the US, to acknowledge theto encourage current employees to declarehistorical and structural discrimination thathas disadvantaged the Black community andother marginalized groups in American society,

Since 2018, Capgemini has beenrolling out unconscious bias training
and inclusive leadership workshops
across the Group. —Capgemini has created additional opportunities forunder-represented communities in our workforce.
This agenda is driven by our Inclusion Leadership
Advisory Council, with the ambition to double theamount of Black talent in our teams by 2023.
LGBTQ+ inclusion efforts at Capgemini
are governed and strategically developed by
the OUTfront Global Network. Its mission isto provide a forum for open conversations
and to host awareness actions supporting theprofessional growth of LGBTQ+ people. Currently,
Capgemini landscape. Primarily a volunteer group,
OUTfront is run by passionate people working
alongside HR and CSR partners. ×

INTEGRATED ANNUAL REPORT 2021

OUTfront operates in 26 countries across theINTEGRATED ANNUAL REPORT 2021

PART IIIINNOVATINGFORTOMORROW
From 5G and edge computing

to customer experience andsustainable solutions, Capgemini
leverages its innovation
ecosystem to create client
value. —42

43

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

WORTH
FOLLOWING
TrendsEconomySocietyAA

strategic. Corporates must ensure

Expectations continue to rise aroundhigh-level protection of their customer

the role they must play in solving

and employee data and conform tosocial challenges. Taking a stance andstringent regulations. Data protection

acting on critical societal issues can

is now every company’s concern.

make or break brands and, therefore,

Meanwhile, ownership and use of

their employment attractiveness andcryptocurrencies have reached a much

reputation. Ethical behavior, in line withwider audience. ×

the prevailing values of consumers,s companies become moreglobal and better connected,

data privacy has become increasingly

ction and commitment on
inclusion and diversity topics are

no longer an option for companies.

employees, and society, must now be
Disruption and shifts in geo-strategicbalance • impact of the pandemic on
growth • disrupted business models • data
sovereignty • popularization of
cryptocurrencies • importance of cloudservice providers (hyperscalers) • changes
in interest rates

300 m 880%

44

cryptocurrency users
worldwide in 2021

Bitcoin adoption
surge in 2021

(TripleA, 2021)(Chainalysis, 2021)

at the heart of a company’s mission. ×
Expectation of companies to address
sustainability and inclusion-related
challenges • importance of health andwell-being in public policy • acceleration ofdigitization • greater influence of ethics
and values

68 %of US consumers think social
responsibility is a key attributefor a company (Clutch, 2019)

45

New ways of working and new
approaches to technology... many of
the trends that we first identified at thestart of the pandemic accelerated
towards the end of 2021. To better
serve our clients and their customers,
we decode today’s trends to anticipate
tomorrow’s major drivers ofvalue creation. —Work

Technology

Environment

T

B

F

The unstoppable pace of technology

fungible tokens (NFTs) have captured

Change, the need for action has

drives high demand for new skillsets.

the attention of a wide global

intensified. Many initiatives that wereRenewed focus on corporate social

audience. Threats to cybersecurity

once considered to be on the fringe

responsibility plans and actions has

have multiplied, and data protection

have now become widely adopted byheightened employee expectations

and sovereignty remain critical assets.

society and businesses. The circular

for a better work-life balance. ×

Significant developments in artificial

economy is more widely integrated inintelligence have driven increased

consumption habits and the protection

automation and autonomization. Theof biodiversity is enshrined in the ESG

metaverse is gaining momentum,

policies of companies around thefueling advances in virtual reality,

world. It is now technology’s turn toaugmented reality and Web3. ×play a defining role and become a lever

he shortage of talent has
become more acute while thegig economy continues to accelerate.

Imbalance in supply and demand of
talent • rapid evolution of required
skillsets • increased expectations of
personalized employee experience andconsideration of work-life balance • riseof gig economy

1.1 bnfreelancers worldwide(Website Planet, 2021)

lockchain technology continues
to disrupt many traditional

industries. At the same time, non-ollowing the publicationof the second report by theIntergovernmental Panel on Climate

to fight climate change. ×
Circular economy • climate change •preservation of resources andbiodiversity • increase in climate pledges
by firms and governments • technology asa challenge and a problem-solver$800 bn$4.5 tnsize of the metaverse market
by 2024 (estimate by Bloomberg Intelligence,2021)

the economic benefits
the circular economy could yieldby 2030 (World Economic Forum, 2019)

INTEGRATED ANNUAL REPORT 2021

Data and artificial intelligence • cloudand edge • cybersecurity • 5G+ andconnectivity • softwarization,
autonomization • automation • immersive
experience in the metaverse economy •blockchain, NFTsINTEGRATED ANNUAL REPORT 2021

Capgemini has an extensive
network of innovation centers,
local and global delivery centers
and a curated ecosystem oftechnology partners
and academies. —InnovationOUR
ECOSYSTEM“The launch of our Quantum
Lab demonstrates ourambition to bring to ourclients the most innovative,
breakthrough solutions
in computing, sensors,and cybersecurity, and toinvest in capabilities earlyon so we can become theleading quantum systems
integrator.”At Capgemini, we believethat innovation must be sustainable, sociallydesirable, economically profitable, andtechnologically feasible. Through innovation,
we bring our clients the best technology has tooffer. In a world where we see an avalanche oftechnologies in all domains of science, and where
the need for agility, fluidity and adaptation to
rapid changes is paramount, we help our clientsselect, adopt, and deploy innovations to stay
relevant, and thrive now and in the future.

PascalBrier

We understand and deliver innovation asa continuum, spanning from 10% incremental
changes to 10X disruption, and we tailor thisapproach according to each client and industry
Chief Innovation
Officer

condition.
We are dedicated to helping our clientstake the strong leadership decisions that will
help their businesses make the most of thepromises of technology. ×46

Our experience in theapplication of technology,
innovation and investment inventures means we havedeveloped an agile and resilientmodel to help clients navigate
their challenging markets andunlock the potential of theirinnovation opportunities.—

1.

INNOVATION
We applytechnology
to relevant use
cases.

We stay aheadof the wave,

47

by tracking emerging signals andpreparing Capgemini for the next advancesin technology.
Global orchestration of all Groupinnovation efforts
Capgemini Research Institute (23 studies
published in 2021)
Technovision, an annual reportfeaturing the key technology trends
to watch
Academic partnerships (including
Stanford University, Massachusetts
Institute of Technology, Nobel Prize
Outreach...)2.

We decodeand test
technologies,

to filter out hype from trueand meaningful evolutions.
Every year we assess
1,000+ technologies andsolutions and assess theirreadiness with technology
assessment services (TAS).
90+ research labs, three
5G Labs, one quantum lab

3.

by selecting those that best fit
the client needs.
21 Applied Innovation
Exchanges to co-innovate withour clients
Capgemini Ventures, our fundto invest when we find highly
promising opportunities

We tailor ourapproach to eachclient4.
5.

10 priority industries, knowledge
for all our sectors to makeinnovation relevant and accessible
Leading global creative
consultancy frog, part ofCapgemini Invent, comprised of
39 design studios

to help our clients transformin depth.
Proven expertise in innovation
with the power of data andintelligence built inCapgemini Ventures uses anopen-innovation approach with
innovative startup technologies
and ecosystem management
Applied Innovation Exchange
specialization is able to draw on
deep awareness of technologies
and sectors~150 Centers of excellence
A global ecosystem oftechnology partners, including
the 10 biggest technology
companies worldwide
50 local and global delivery
centers

INTEGRATED ANNUAL REPORT 2021

by co-creating and building
unique solutions. The nature of ourapproach varies depending on theimpact level and the engagement
model.

We deliverat scaleINTEGRATED ANNUAL REPORT 2021

Capgemini Research Institute

A BROADERPICTURE1.

Our think-tank, Capgemini ResearchInstitute (CRI), deciphers technology
challenges and market trends to guideour clients in their strategic choices. In
2021 – and for the sixth consecutive time
– the independent firm Source Global
Research ranked CRI number one
worldwide for the quality of its analysis
and its breadth of vision. —Conversations forTomorrow

Quarterly publication
gathering guest contributors
and business leaders
1. Intelligent Industry:

The next era of transformation
2. Why sustainability means

collective action, bolder
leadership, and smarter
technologies
3. The future of work starts

now

2.
3.

48

2.
3.

49

1.
4.

6.

5.

8.
7.

13.

9.
12.
11.
10.

Main research
1. #SUSTAINABILITY

4. #DATA AND INSIGHTS

8. #DATA AND INSIGHTS

11. #WEALTH

Data mastery: How datapowered organizations
outperform their competitors

The age of insight: How
consumer products and retailorganizations can acceleratevalue capture from data

World Wealth Report 2021

5. #SUSTAINABILITY
2. #SUSTAINABILITY

The key to designing inclusive
tech: Creating diverse andinclusive tech teams

Sustainable IT: Why it’s time
for a green revolution for yourorganization’s IT
6. #RETAIL

3. #AUTOMOTIVEThe need for speed: Four
recommendations to turbocharge digital performance inthe automotive industry

What matters to today’s
consumer: 2022 consumer
behavior tracker for the
consumer products and retailindustries
7. #RESILIENT ORGANIZATIONS

The future of work: Fromremote to hybrid

9. #DIGITAL CLIENT EXPERIENCE

A new playbook for chiefmarketing officers: Why
CMOs should enable real-time
marketing to drive sustainablegrowth10. #BANKINGWorld Retail Banking Report
2021

12. #RESILIENT ORGANIZATIONS

The wake-up call: Building
supply chain resilience in
consumer products and retailfor a post-Covid world
13. #DIGITAL MANUFACTURING

Accelerating the 5G Industrial
Revolution: The state of 5G andedge in industrial operations

INTEGRATED ANNUAL REPORT 2021

Fit for net-zero: 55 tech quests
to accelerate Europe’s recovery
and pave the way to climate
neutrality

INTEGRATED ANNUAL REPORT 2021

“To abandon oneself
in a creative ping-pong,free of constraints,
with my neighbor andfriend Julien Colombier.
It’s a pleasure to create
with four hands.”
Ludovilk
Myers
Artist (painting,illustration, sculpture
and more)50

51

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

THE 5GREVOLUTION

Inflight
connection

52

Capgemini worked alongside SmartSky Networks to develop
a custom ground-to-air network that turned a bold vision into
reality, helping SmartSky go from startup to commercial takeoff. The network reinvents aviation connectivity for businesstravelers, delivering office-grade, multi-Mbps inflightconnectivity with minimal latency. Unlike anything that’s gone
before, it blends advanced cellular technologies into a bespoke,
highly secure network specifically designed for aviation.
SmartSky successfully launched the network in the fall of
2021. —

53

5G Labs

Strengthening
Intelligent Industry
Capgemini has opened two new
5G Labs in Paris and Mumbai,
bringing the total number of 5G
Labs to three. The first was opened
in Portugal in 2020. These labs are
centers of excellence dedicated to
new solutions developed for smart
industry and smart cities through 5G
and related technologies. —Autonomous Drive

Moving towards intelligent
mobility

INTEGRATED ANNUAL REPORT 2021

Led by the teams of Capgemini group,
the Augmented AD (autonomous driving)
R&D project has led to the creation of avehicle with autonomous driving functions
using 5G and mobile edge computing
technologies. As a result, the next
generation of advanced connectivity
solutions and network technologies are
expected to remotely control the complex
computing functions of these vehicles. —INTEGRATED ANNUAL REPORT 2021

CASE STUDY

VodafoneUNLEASHING
5G

The ultra-low lag times of 5G are
opening up new possibilities forindustries including
manufacturing, oil and gas, life
sciences, automotive, and others.
Vodafone Spain partnered with
Capgemini to explore use cases forthe new technology, then roll out
33 projects in the Andalusia
region. —I

n 2019, the Spanish government

A new case was developed
exploring how 5G canbe used for health andmedical assistance during an
emergency. —Of the many use cases developed, one
interesting application explored how 5G could
be used for health and medical assistance during
an emergency. When lives are on the line, using
drones and robots to locate and reach victims cansave precious time, as they can get to them fasterand go into areas too dangerous for humans.

invited proposals for how 5G technology could

Drones that are 5G-enabled can host more of

be harnessed to improve lives and businesses,

their processing power in the cloud, rather

increase competitiveness, and drive innovation

than on the drone itself. This leads to weightin sectors including health, agriculture, energy,

reductions, which in turn extends the range of the

tourism, smart cities, security and defense.

drone and reduces its energy usage. If a patient in

To answer that question, Vodafone called on

critical condition is located, a doctor can then use

Capgemini to collaborate on developing a range

a 5G-enabled robot to remotely operate, thanksof almost 100 practical use cases for 5G.

to the technology’s very short lag times.

“Capgemini and Vodafone Spain had
already been working together for four years,”
says Daniel Jiménez Muñoz, Managing Director,
Vodafone Business Spain. “So we had the trust
and the intimacy to co-create together. Vodafone
needed a partner with a common commercial
ambition and complementary resources, with ahuge vision to be the leaders in the 5G space inSpain – and Capgemini was ideal.”

Technical teams can use a 5G
augmented reality application to accessreal time information and receive
expert support via videostreaming
if necessary. —

55

33

use cases explored.
Seven use cases delivered,
end-to-end. —“Vodafone neededa partner with ahuge vision to be theleaders in the 5G
space in Spain – andCapgemini was
ideal.”

Capgemini brings profound knowledgeof the industry and the changes happening tobusiness processes in this industry. This, coupledwith our deep network-engineering knowledge,
allows us to leverage the power of low-latency,
high speed, high capacity, reliability, and security
in order to create those applications. Finally,
Capgemini has a unique ability to bring together
the different ecosystems around the devices: thechips, our cloud-native 5G use case applications,and then enable them to scale in an industrial
form, using our testing capabilities at our 5G Labs
in Paris, Portugal and Mumbai.

Daniel Jiménez Muñoz
Managing Director, Vodafone
Business Spain

This example of collaboration and coinnovation at scale has moved beyond proofs ofconcept and into industrializing these applications
and services, which enabled Vodafone to move on
and sell these services to the industry.
Capgemini brought technology, systems
integration, and engineering expertise together
to help Vodafone and the Spanish government
identify the possibilities of edge and 5G and thendeploy the right technology fast, and at scale.
The Group’s key service offerings help clients like
Vodafone strategize, build, transform, and deliver
ready to achieve the full promise of Intelligent
Industry, powered by data. ×

INTEGRATED ANNUAL REPORT 2021

business value with 5G and edge, so they can beINTEGRATED ANNUAL REPORT 2021

THE FUTUREOF CUSTOMEREXPERIENCE
CornerShop

56

Located in London, CornerShop offers retailers a true
testing environment for the latest technologies that are
reinventing a “phygital”, mobile, augmented, and personalized
shopping experience in food and beverage, cosmetics, andfashion. In a project conceptualized by our Applied Innovation
Exchange and deployed by Capgemini group in partnership withmedia platform The Drum and creative studio SharpEnd, thelatest technologies were brought together to provide visitorswith a truly experiential space – a place where retailers can test
their new ideas directly with target consumers and adapt theiroffering to better meet customer needs. —57

Sanofi

Revolutionizing
industrial bio-production
processes
Capgemini group is partnering with
Sanofi to develop a new generation of
sensors and tools that will revolutionize
R&D methodology and the managementof industrial bio-production processes,
enabling a 10-fold productivity gain.
Capgemini will leverage artificial
intelligence to transform data into
knowledge to stimulate and optimize
complex processes. —CITO

Liquid biopsy analysis
for cancer

INTEGRATED ANNUAL REPORT 2021

Teams from Capgemini group havedeveloped an award-winning concept for
a rapid, liquid biopsy cancer diagnostic
system: CITO. Praised at the iF DESIGNAWARDS 2021, CITO allows practitioners
to quickly access patient biopsy data. Its
compact, elegant, and easy-to-use design
allows non-specialist technicians toaccurately perform a liquid biopsy analysis
while the patient waits. —INTEGRATED ANNUAL REPORT 2021

CASE STUDY

OncoHealth

Iris™ is a mobile applicationfrom OncoHealth thatprovides 24/7 telehealthsupport to people withcancer. OncoHealthpartnered with frog, part ofCapgemini Invent, to help
design and develop the
product with a humancentered design
approach. —AN APP
FOR PEOPLE
WITH CANCER

O

ncoHealth, an American digital

health company, has developed a service called
Iris. It offers patients oncology-specific care,resources and community support from theirinitial cancer diagnosis all the way through theirtreatment. Its goal is to help each patient live
their best life.
To do this, OncoHealth asked frog, part ofCapgemini Invent, to join its worldclass team ofoncology-certified nurses, specialized oncology
social workers, psychologists and board-certified

Iris has been
designed
to support
cancer patients
accessibility
needs. —58

5m

members insured with leading
health plans who stand tobenefit from the Iris applicationin the USA. —59

ALSO IN
HEALTHCARE...

Sanofi, Capgemini, Generali andOrange announced the creationof a joint venture to launch“Future4care,” Europe’s only
health-focused startup
accelerator program. The
objective is to stimulate thedevelopment of e-health solutions
and their go-to-market, for the
benefit of both patients andhealth professionals. —“Iris is a human-centereddigital platform thattransforms the way cancer
patients receive care andsupport. More than an app,
it is an indispensable
companion to patients intheir homes.”

as people who also have cancer, to help themJennifer Haas

offer each other guidance and support, from the

Senior Vice President Marketing,
OncoHealthmost basic questions to the main steps during

learn how to live with cancer. Peer networks

treatment and recovery, with an expandedfeature set that includes personalized 24/7

oncologists to combine human-centered design

oncology nurse care, virtual mental health visitswith the best practices and evidence-basedwith licensed oncology therapists, health tracker

standards of oncology care.

monitoring of emotional and physical well-being,
evidence based expert review of oncology

The team began by conducting immersive

therapies, cancer-specific lifestyle and nutrition

design research to understand the lives andresources. The frog team designed and developed

difficulties of people with cancer, their friends

Iris with particular emphasis on accessibility andand family, and healthcare providers. This led tousability and ensuring data collected from its

key insights about how people live with cancer.

users were in line with data privacy laws.

access to care outside of scheduled appointments

In Iris, frog has helped develop an

and treatments was important, especially lateapplication that enables people with cancer to get

at night when side effects of chemotherapy can

the care, guidance and support they need, whencause fear and anxiety.

they need it, from the experts they trust. ×

They also discovered that patients often
need help with issues outside of clinical expertise,
and that they rely upon a network of peers, such

INTEGRATED ANNUAL REPORT 2021

The team knew before it started that improving

INTEGRATED ANNUAL REPORT 2021

INNOVATING FOR
THE PLANET
Biodiversity

60

We are helping to preserve biodiversity in the Mojave Desertof California. Using artificial intelligence, we can study satellite
imagery, identify tracks left by off-road vehicles, and cross-reference
this information with other data such as nesting sites forendangered species. This way, Capgemini is helping The Nature
Conservancy (a global environmental organization based in the US)
identify effective conservation measures. Applied to othertopographies, this method could identify illegal logging or mining
operations, or locate forest fires. —61CircleRethinking urban
mobilityF

our-wheeled urban
electric mobility withouta charging station... it willsoon be possible. The vehiclesof the French startup Circle
are powered by a removable
battery system. A large-scale
deployment is planned inseveral European cities by
January 2023, thanks to the
support of Capgemini across allstages of innovation, design,and creation. —Aircapture

Decreasing the cost of carbon
capture is the ultimate goal

MeMed BV ®

A simple blood test
to distinguishbetween bacterial
and viral infection

I

Aircapture is a US-based company with a
mission to decrease the cost of carbon capture.
The enterprise is currently developing ademonstration system capable of capturing
100 metric tonnes of CO₂ per year. Capgeminigroup supported the project by testing existing
direct air capture materials in integrated field
units that produce a concentrated carbon
dioxide stream of at least 95 percent purity. And,
as recoverable energy is readily available in alarge number of commercial locations, energy
supply will never be an issue. —INTEGRATED ANNUAL REPORT 2021

t’s now possible todistinguish between
bacterial and viral infectionsin less than 15 minutes, thanks
to technology deployed by
MeMed, a leading UK-based
med-tech and bio-convergencecompany. Capgemini supported
the med-tech company in a codesign process throughout thesolution’s development cycle– from ideation to testing. —INTEGRATED ANNUAL REPORT 2021

CASE STUDY
Volvo Car Mobility

QUANTIFYING
THE IMPACT
OF CARSHARING

What is Volvo Car Mobility’s
mission?
Erik Jivmark — We want to change

people’s relationship with cars and choose
access rather than ownership. Why? So we canfree up valuable time, money, and space forpeople and cities.

We hear from Volvo Car Mobility’sCEO, Erik Jivmark, and Sustainability
Lead, Steinar Danielsen, about theirwork with Capgemini to measure thepositive environmental impacts ofurban car sharing. —Capgemini produced two reports
for you on the impact of yourcar sharing fleet. Why did you
commission the reports?
Steinar Danielsen — We wanted tounderstand the impact of our car sharing service
better – not only on our customers’ lives but
also on the cities where our shared vehicles
are used. That would allow us to help the cities
themselves quantify the impact of car sharing.
These are tangible proof points we can take tocity administrators to promote the benefits ofcar sharing schemes in new markets.

Did the reports uncover any
surprising results?
SD — The first found that in Sweden
there was an average of 50 square meters ofparking space per vehicle and only 42 square
meters of living space per person. This helped
us understand how much space we’re giving

Erik Jivmark
Chief Executive Officer, Volvo Car Mobility

62

Car sharing contributes
to a greener andmore positive urban
environment. —63take nine privately owned cars off the roadfor each shared vehicle we make available.
You can visualize that, which is really helpful.
Beyond validating our purpose, this helps
us to communicate our value proposition to
stakeholders, both in existing and new markets.
And it helps us to set goals and measure successin a more meaningful way than financial KPIs
such as how much revenue we’re generating

Steinar Danielsen
Sustainability Lead, Volvo Car Mobility

through rental fees for the shared cars.
SD — We’re now working on thenext report with Capgemini, taking a lot of theoperations we measured initially and tracking

up to our cars. Another interesting finding wasthem on a quarterly basis. We take that calculation

the water that was saved through car sharing.

model to our intel team, and work with Capgemini

Our car sharing fleet indirectly led to a saving of

to do the external qualification of the report.

around 3.8 million liters of water, as there werefewer cars to wash, and therefore less waterused for cleaning cars.

How is technology an enabler ofyour sustainability vision?
EJ — It’s crucial. The smart algorithms

What was the main value
created for Volvo Car Mobility by
Capgemini’s reports?

and machine learning we use allow us to increase

EJ — First of all, it’s been crucial to be– the amount of cars that our service removes

our service level for customers, which drives
adoption. This leads to greater replacement rate

able to measure our impact on the cities wefrom the road. Having a higher replacement rate

serve, in a way that’s easy to understand. Many

is better for customers and for our business,companies claim they are pursuing greaterbut it’s also better for the environment, so you

sustainability, but what do these actions reallycan really say this is a truly sustainable businessamount to? Capgemini found that our services

model, in every sense.

Why did you partner with
Capgemini to produce thisreport?
SD — We chose Capgemini because
they were the most hungry for it. They really
understood the brief and how to attack something
like this that we hadn’t done before. They wereable to work in a very agile way, while at the sametime bringing structure to the project.

global reach and international presence, andthat’s something else that Capgemini brought tothe table. ×

Proximity to a car-sharing M station is a key
factor enabling more drivers to share rather
than own a car. —INTEGRATED ANNUAL REPORT 2021

EJ — Our owners are a global company– Volvo Group. So we wanted someone with

INTEGRATED ANNUAL REPORT 2021

CASE STUDY

Malaysia’s Heng Hiap
Industries worked with
Capgemini to “Uberize”
the collection andprocessing of plastic
scraps. We talk to HHI’s
CEO, Kian Seah, about
the project. —Heng Hiap Industries

CREATING
A CIRCULARDESTINY FOR
PLASTICS
Better quality plastic canbe transformed into very
pure plastic feedstock.

28,000– the number of individual
recyclers who collect waste
plastic for HHI. —What’s HHI’s mission?
Kian Seah — At HHI, we don’t think
there’s a plastic packaging pollution problem. We
think there’s a plastic ignorance problem – after
consuming plastic we don’t know what to do with
it. So HHI coordinates the efficient collection ofplastic scraps, then we look at all the materials
and their chemical properties in order to give thatplastic a second life. We are trying to give every
piece of plastic a circular destiny.

What did you achieve with
Capgemini?
KS — Together we developed an app
that solved many of the pain-points with recycling
in Malaysia. The recycling industry is largely
informal, with communities of hard-working
people sorting through trash and picking out

64

65

useful materials to recycle. This is very inefficient.
We developed an app that allowed households toorder the collection of their recyclable materials
like you’d hail a ride. This meant we removed a lotof inefficiency from existing processes, allowing
us to collect higher-quality plastics in greater
volumes, which we then turn into high-integrity“What makes
Capgemini different isthat they’re all
believers. Theirappetite to make it
happen was justamazing.”plastic feedstock, which is used to create recycledplastic products.

Why did you pick Capgemini forthis project?
KS — What makes Capgemini different
is that they’re all believers. The first time I talked
to the team they jumped out of their chairs,saying: ‘This is it!’ Like me, they wanted to use
digital to transform what was seen as a sunset
industry, a dirty industry, into an edgy, relevant,authentic industry. They saw that we could takethe inefficiencies in the current system andturn that into value through technology. Their

Kian Seah

appetite to make it happen was just amazing.

CEO, Heng Hiap Industries

Are there plans to scale thesolution?
KS — If this works in Malaysia, it will
work in any developing country where you have
Sorting and separation ofrecyclable materials. —the same situation – a hardworking but informal
recycling community. That’s the case in many
countries in Asia. If you look at the top 10 oceanpolluting countries on Earth, eight of them arein Asia, so the need is certainly there. I think thedigitalization will really help us to scale this andcreate a solution for other developing countries.

What’s the role of technology
in helping consumers to adopt asustainable mindset?
KS — Right now, everything is basedon convenience. We dig up crude oil, make it intobury it in the ground for hundreds of years. In orderto achieve a plastic-neutral society we need toenable circularity, and using technology is a major
way to create this circular destiny. HHI, along with
Capgemini, will help to make that happen. ×

INTEGRATED ANNUAL REPORT 2021

plastic, distribute it, then throw it away and burn orINTEGRATED ANNUAL REPORT 2021

Paul Polman is the former
CEO of Unilever and the coauthor of Net Positive: howcourageous companies thrive bygiving more than they take. He
speaks to Jeremy Heimans, Technology for sustainability
CEO of Purpose, a leadingsocial impact agency andpart of Capgemini. —“LESS
BAD ISJUST NOT GOOD
ENOUGH”
Paul Polman’s latest book is a call forcourageous leadership from the private sector
to help meet our biggest societal and planetarychallenges, unlocking innovation and profit as a

Jeremy Heimans

result.

CEO of Purpose

Jeremy Heimans – How do CEOs
and business leaders react to thethesis of your book?
Paul Polman — Most CEOs understandwhat the issues are, what science is telling us,
the timeframe that we have. But they are now
discovering that they can’t do it alone. The
problems we face are intertwined with other
tough issues around tax payments and money
in politics, corruption, human rights to name afew. Increasingly, CEOs understand that change
is needed and that most of it requires reallystrong multi-stakeholder partnerships. The factthat companies can become net positive andthe mindset change that’s needed is actually66

refreshing for most CEOs.

67
hate speech or undermines democracy or results
in climate change beyond what we can afford –then we have a problem.

JH – But we can’t just rely ontechnology to come along andsolve these problems.
PP — To solve the climate crisis andthe crisis of inequality, which are the two mostburning issues that we have to deal with, requires
human ingenuity plus a systems transformation.
If technology can help us reach tipping points toachieve this systems transformation – like we see
now with electric vehicles – then all the better.
This is a thing we’ve never done before
that needs to happen at a scale well beyond theindustrial revolution and at a speed far greaterthan the digital revolution. The timeframe is only
10 years, not 20, 30, or 40. We need to totallytransform our mobility systems, our food systems,
and much more. So the task is not easy, hence thePaul Polman
Co-founder and CEO of IMAGINE.
Paul Polman works to accelerate action by business to achieve the UN
Global Goals, which he helped develop. He was the CEO of Unilever from2009 to 2019 and is the Co-Author of “Net Positive: how courageouscompanies thrive by giving more than they take.” He has been describedby the Financial Times as “a standout CEO of the past decade”.

importance of partnerships. Human willpower has
to come together with technology.

JH – What should businessleaders focus on to enable thissystems transformation?
PP — If you look at most sustainability
reports that are being put out, it’s all about being

JH – Technology is responsible foraround 5% of global emissions,but that could be 30% within
15 years. Is technology part of thesolution or the problem?

“less bad” – fewer carbon emissions, less plastics

PP — The disruptions produced bymust be restorative, reparative, regenerative,

technological innovation, which we see in sectors

in the ocean, less deforestation. But we’re at the
point now that less bad is just not good enough.
Not only must companies take responsibility for
their total impact on society, but the solutions
which is what net positive means.

such as energy, transportation, or food, haveincredible implications for climate change. I believe

Not acting at the speed and scale that’s
needed is going to give us higher costs. With theeliminate 90% of greenhouse gas emissions in thedata available it’s clear that more gender diverse

next 15 years. Many of the tipping points that you

and more societally diverse companies now deliver

now see in solar, wind, batteries, electric vehicles,

better financially and on shareholder return.

or precision fermentation in agriculture, are really

Companies that have internalized the challenges ofa direct result of technology.

climate change, that are driven by a clear purposeand operating on a long-term, multi-stakeholder

But technology for technology’s sake, orjust for the sake of enriching someone – that’s
the last thing the planet needs. Most of the time,
technology is an enabler of positive change,
but we’ve also seen it can have unintended
consequences that we don’t want – if it enables

model, these are the companies that will masterthe challenges ahead. ×

INTEGRATED ANNUAL REPORT 2021

that with the technology available today, we canINTEGRATED ANNUAL REPORT 2021

PART IVOUR
FUNDAMENTALSThe Group’s strength is basedon a balanced governance, abusiness model that creates
sustainable growth, and a financial
and non-financial performancethat demonstrates Capgemini’s
resilience. —

68

69

INTEGRATED ANNUAL REPORT 2021

INTEGRATED ANNUAL REPORT 2021

Paul Hermelin

Aiman Ezzat

Xiaoqun Clever

Chairman of the Board of Directors—

Chief Executive Officer——

Laurence Dors

Pierre Goulaieff

Siân Herbert-Jones

—

—

—

BOARD
OF
DIRECTORS

Hervé Jeannin
—

70

71

As of March 31, 2022, the Board of
Directors has 14 members, of which
12 are elected by shareholders andtwo are appointed in accordancewith the employee representation
system. In total, 82% of themembers are independent, 45% are
women and 55% are men. The wide
range of their experience andexpertise contributes to the qualityof the debates and the smoothfunctioning of the Board. —Belen Moscoso del Prado—

Xavier Musca—

Patrick Pouyanné

Tanja Rueckert——

Kurt Sievers

Lucia Sinapi-Thomas——

INTEGRATED ANNUAL REPORT 2021

Frédéric Oudéa
Lead Independent Director,
Vice Chairman of the Board of Directors—

INTEGRATED ANNUAL REPORT 2021

The Group’s governance structure,in place since 2020, enables it to write thenext chapter in its history with all thepassion and collective energy thatcharacterize the Group, in order to continue
making Capgemini a responsible andmulticultural global leader. —A
SOLID
GOVERNANCE
T

he Board of Directors sets the strategic direction of the company and the Capgemini group. It
appoints the executive corporate officer(s) responsible for implementing this strategy, approves thefinancial statements, convenes the Shareholders’ Meetings and proposes the annual dividend. It makes
decisions on the major issues concerning the day-to-day operations and future of Capgemini, to promotesustainable value creation for its shareholders and all stakeholders. ×

BOARD OF DIRECTORS

100%
Attendance

14

Members

82%

9

100%

6

60%

6

100%

6

100%

8

Independence 1

Meetings

2

Executive Sessions

ETHICS & GOVERNANCE COMMITTEE

100%
Attendance

4

Members

Independence

Meetings

STRATEGY & CSR COMMITTEE

100%
Attendance

6

Members

Independence

Meetings

COMPENSATION COMMITTEE

93%

Attendance

5

Members

Independence

Meetings

AUDIT & RISK COMMITTEE

100%
Attendance

72

4

Members

Independence

Meetings

NB : Information at December 31, 2021.
1. The directors representing employees and employee shareholders are not taken into account in calculating the independence rate, in accordancewith the provisions of the AFEP-MEDEF Code.

73

An independent and balanced
Board of Directors

T

he Board of Directors seeks to implement a balanced governance structure tailored toCapgemini and able to adapt to the circumstances and challenges specific to the Group. True toits history and the Group’s values, its action seeks to achieve the goal of sustainable and responsible
growth, which has defined Capgemini for over 50 years. ×

12 + 282%

45%

58 years

43%

5 years

1

2

Board of Directors 1

International profiles

Independent Directors 2

Average lengthof officeFemale Board members 3

Director representing
employee shareholders

Average age

Directors representing
employees

NB: Information at December 31, 2021.
1. Twelve directors were elected by shareholders; the two directors representing employees were appointed in accordance with the employee
representation system. 2. The directors representing employees and employee shareholders are not taken into account in calculating the independence
rate, in accordance with the provisions of the AFEP-MEDEF Code. 3. The directors representing employees and employee shareholders are not taken into
account in calculating this percentage, in accordance with the provisions of the French Commercial Code.

A good match between directors andthe Group’s strategic focusIn accordance with its diversity policy, the Board of Directors ensures the balance and pluralityof expertise on the Board with regard to the challenges facing the Group. It maintains a range ofexperience and nationalities, and respects gender balance, while ensuring the commitment of all
directors to the Group’s fundamental values. ×

Data, Digital, Cloud ›OPERATING
EXPERIENCE

Services & Consulting ›Intelligent Industry ›Strategy & Understanding ›of the Technology industry
Human Resources ›& Talent Management‹ Executive andoperational positions inleading groups

DIVERSE
EXPERTISE‹ Private sector

CSR & Ethics ›Governance ›& Compensation

VARIETY OF
ORIGINS‹ Public sector‹ Capgemini employees

The Board of Directors decided to adopt the following objectives for its composition forthe period 2018-2022: 01. International diversification to reflect changes in Capgemini’s
geographical spread and businesses. 02. Diversification of profiles and expertise. 03. Staggered
renewal of terms of office. 04. Maintenance of a measured number of directors, enablingcoherence and collective decision-making.

INTEGRATED ANNUAL REPORT 2021

Finance, Audit & Risk ›INTEGRATED ANNUAL REPORT 2021

Diversity of the BoardI

t is the Board of Directors’ policy to regularly assess its composition and the various areas of expertiseand experience contributed by each of its members. It also regularly identifies the direction to be taken

to ensure the best possible balance with regards to international development and the diversity of theGroup’s employees, changes in its shareholding base and the various challenges facing Capgemini. It
ensures that the Board retains a range of experience and nationalities and respects gender balance, while
ensuring the commitment of all directors to the Group’s fundamental values. To this end, the work of the
Ethics & Governance Committee, chaired by the Lead Independent Director, is invaluable. ×

A range of profiles and experience,at December 31, 2021**
Expertise

Human resources & Talentmanagement

Finance, Audit & Risks

CSR* & Ethics

Governance & Compensation

Data, Digital & Cloud

Services & Consulting

Intelligent Industry

62%

69%

54%

69%

62%

77%

38%

Strategy & CSR Committee

Strategy and understanding of
the technology sector

100%Compensation Committee

Management position(Executive Committee)

62%

Ethics & GovernanceCommittee

Member of specialized board
committees

Experience and expertise of directors (excluding the CEO)

Audit & Risk Committee

General experience and expertisePaul Hermelin
Chairman of the Board

Frédéric Oudéa
Lead Independent Director

Xiaoqun Clever
Director

Laurence Dors
DirectorSiân Herbert-Jones
Director

Hervé Jeannin
Director representing employees

Kevin Masters
Director representing employees

Belen Moscoso del Prado
Director

Xavier Musca
Director

Patrick Pouyanné
Director

Tanja Rueckert
Director

Kurt Sievers
Director

Lucia Sinapi-Thomas
Director representing employee
shareholders

74

Rate by expertise* Including expertise on climate change** Skills table does not include Capgemini’s CEO

Committee member

Committee Chairman

75

Results of the application of the Boardof Directors’ diversity policy
TENURE

DIVERSITY**NATIONALITY

4

4

6

6

8

8

3

2

1

7 years
and more

3 to
6 years

0 to
2 years

Women

Men

FranceGermany

UnitedKingdom

Spain

Activities of the Board in 2021

A

ctive and hardworking, the Board of Directors met nine times in 2021, with anaverage participation rate of 100%. It dedicated most of its work to (I) Group strategy,

performance and organization, ESG (II) governance, (III) risk monitoring, (IV) analyzing accounts,(V) talent management and diversity, as well as (VI) compensation of executive corporate
officers and directors. ×

GROUP STRATEGY AND
ORGANIZATION, ESG› Update of the Group’s mediumterm strategic direction› External growth opportunities
and monitoring the integrationof Altran› Review of the main changes inmarkets and the competitiveenvironment› Customer First and Intelligent
Industry strategy› Approval of ESG priorities andobjectives› Monitoring of the roll-out of theGroup’s CSR strategy

FINANCE› Budget› Group Financial Policy› Medium-term financial
ambitions› Share buyback programGROUP
PERFORMANCE› Group performanceand activities› Management of the impact of
the Covid-19 pandemic› Monitoring the new normal› Monitoring customer
satisfaction

GOVERNANCE**Scope covers all members of the Board (whereas percentage of women on
the Board – currently 45% – excludes Directors representing employees andemployee shareholders as per French law)› 2020 Company financial
statements› 2020 consolidated financial
statements and 2021 first-halfinterim consolidated financial
statements› Risk monitoring (including
mapping)› Internal control and Internalaudit› Monitoring of the Group’s
various ethics and complianceactions

TALENT MANAGEMENT,
DIVERSITY AND
COMPENSATION› Monitoring of Group talentmanagement› Diversity policy for management
bodies› Compensation of Executive
Corporate Officers› Performance share and freeshare grants› New employee share ownership
plan

INTEGRATED ANNUAL REPORT 2021

› Changes in the composition of
the Board and its Committees› Preparation of the Shareholders’Meeting› Internal assessment of
the Board› Monitoring of dialogue withshareholders and proxy advisors› Methods of operation of
the Board› Review of the Executive
Corporate Officer emergency
succession process

AUDIT & RISKINTEGRATED ANNUAL REPORT 2021

2021 assessment: conclusions
and priorities for 2022

T

he Lead Independent Director’s internal assessment of performance in 2021 focused particularly on the composition of the Board of Directors, its activities and the individual contribution of

directors. Following this assessment, the Board of Directors set the following priorities for 2022:› Definition and monitoring of strategic objectives: Continued increased involvement of the Boardin the definition and monitoring of strategic priorities and better coordination of work between theStrategy & CSR Committee and the Board in this area.
› Composition of the Board of Directors: Renewal for the period 2022-2026 of the following four ob-

jectives for the composition of the Board: (I) international diversification, (II) diversification of profiles
and expertise, (III) staggered renewal of terms of office and (IV) maintenance of a measured numberof directors enabling coherence and collective decision-making. In particular:› search for profiles primarily satisfying the international and expertise diversification objectives,› scheduling of the renewal and replacement of directors, taking into account the staggered renewal of offices, gender balance and independence.
› Activities of the Board of Directors: Continuation of meetings with Group operating managers

during Board meetings or training sessions. ×

Ongoing training for Directors

T

he Board organized a range of specific training sessions throughout the year to help directors
increase their knowledge of the Group (through presentations of its ecosystem, challenges,

businesses, offerings and some of its regions) and its competitive environment, as well as recent market
disruption trends and technological developments. In 2021, these sessions notably focused on artificial
intelligence and the Group’s portfolio of sustainable development offerings. The Board members also
meet regularly with the members of the Group Executive Board during Board and Committee meetings.
Each year a Board meeting dedicated to strategy is held in the form of a seminar and invites key
managers of the Group to contribute to Board discussions. ×

2021 Shareholders’ MeetingThough the 2021 Shareholders’ Meeting was held exceptionally behind closed doors, the Board of
Directors made sure this annual meeting would remain an important moment of dialogue between

the Group and its shareholders, employing a conversation platform and live stream. ×

Compensation of Executive
Corporate Officers

T

he compensation policies for the Chairman and Chief Executive Officer were approved by the
Board of Directors on March 17, 2022 on the recommendation of the Compensation Committee.

The 2022 Chairman of the Board of Directors’ compensation policies include: (I) for the first part of 2022,
a prorated fixed compensation as Chairman of the Board, and (II) for the second part of 2022, a pro-rated
compensation as Director and the continuation of the supplementary collective defined benefit pension

76

plan. The compensation policy for the Chief Executive Officer is summarized on the next page. ×

772022 annual compensation target structureof the Chief Executive Officer

ANNUAL

LONG-TERM

20%

50%

Fixed
compensation

Performance
shares80%

Performance-based
compensation

30%

Variablecompensation

Weight of CSR indicators
ANNUAL COMPENSATION
FIXED

50%

PERFORMANCE SHARESVARIABLE

30%

10% 10%85%

CSR* = 20% of variable compensation(50% of individual objectives)

15%

CSR* = 15% of LTI

Criteria for annual variable
compensation in 2021
The indicators selected to determine the variable compensation are divided between:› financial objectives, representing 60% of annual variable compensation and based on attainment

target and 04. Group organic free cash flow target;› quantitative individual performance objectives, representing up to 20% of annual variable compen-

sation, tied to the roll-out of the CSR strategy (diversity and carbon footprint);› qualitative individual performance objectives, representing up to 20% of annual variable com-pensation, divided between 01. Talent attractiveness 02. strategic partnering with clients, and 03.
Strategic roadmap implementation.
In compliance with the Say on Pay rules, the compensation policy and the compensation of Executive
Corporate Officers paid during the fiscal year or granted in respect of the fiscal year then ended must
be presented to the Shareholders’ Meeting for an annual vote. ×* Percentage of women in key senior executive positions and reduction in greenhouse gas emissions

INTEGRATED ANNUAL REPORT 2021

of: 01. Group revenues objectives 02. Group operating margin target rate 03. Net profit before taxes

INTEGRATED ANNUAL REPORT 2021

Aiman Ezzat
Chief Executive Officer

Fernando Alvarez
Strategy & Corporate Development

Jim Bailey
Americas

EXECUTIVE
COMMITTEE
Anirban Bose

Financial Services

Cyril Garcia
Capgemini Invent

Michael Schulte78

Northern Europe

Franck Greverie
Strategic offers

Olivier Sévillia
Chief Operating Officer

Anne Lebel
Human Resources

Jérôme Siméon
Southern Europe

Jean-Philippe Bol
Operations Transformation &Industrialization

Carole FerrandChief Financial Officer

William Rozé
Capgemini Engineering

79

Nive Bhagat

Pascal BrierAndré Cichowlas

Jean Coumaros

Cloud Infrastructure Services

Innovation

DeliveryTransformation

Hubert Giraud

Aruna Jayanthi

Zhiwei Jiang

Olivier Lepick

Altran Integration

Latin America and Canada

Insights & Data

General SecretaryAs of March 31, 2022, the Group Executive Committee comprises 29 members,

including the 13 members of the Group Executive Board indicated by an asterisk. In charge of ensuring the collective management of the Group’s operations, the Executive Committee helps define Capgemini’s principle directions. It sets major strategic priorities and the associated action plans. It ensures that these plans are effectively
implemented at the operational level. Four specialized committees assist Group Management: the Commitments
Committee, the Mergers and Acquisitions Committee, the Investment Committee and the Risk Committee. —Maria Pernas

Oliver Pfeil

Olaf Pietschner

General Counsel

Business Services

Asia PacificVirginie Régis

Rosemary Stark

Jeroen Versteeg

Ashwin Yardi

Marketing & Communications

Strategic Accounts

Sales

India

INTEGRATED ANNUAL REPORT 2021

Shobha Meera
Corporate Social Responsibility

Our offer
INDUSTRY EXPERTISE
BUSINESS LINESPRIORITY OFFERINGS

ST R

IO
AT

NS

ER

GO

AT
E

OD

GY

C YBERSEC URIT Y

S&

&

RE

TA
I

CES

Y

GY

LO

LO G

CLOUD

D ATA

NO

NO

RV I
L SE

VICES

CH
TE

G

A

IC
PPL

I
AT

TE

S

LE

&

M

ON

S,

SUSTAIN A BI LIT Y

N

G

O

IN

TI

N

SER

CO

M

M

UN

IC

A

P U B L I C S E C TO R

For sustainablegrowthCLIENTS› 4.2/5: client satisfactionlevel on contracts› A target of 10 million tonsof CO₂ saved by 2030 by ourclients thanks to oursolutions
TALENTS› €12,192m paid in grosswages and salaries, payroll
taxes and benefit› 35.8% of women in
our teams› 22.4%* of women in
executive leadership
positions€18,

1 6 0 m re v e n u e› 12.7m hours of training› 8/10: employee
engagement score, as
measured in monthly
internal surveys
BUSINESS ANDTECHNOLOGY PARTNERS› €2,718m in purchaseof goods and services with
our suppliers› The majority of our sales
are made alongside ourpartners

SOCIETY AND PUBLIC
AUTHORITIES› €526m income tax expense› 694 social impact projects› Net zero business wellahead of 2050
› Contribution to Sustainable
Development Goals
adopted by the United
Nations* This figure has been revised from the one presented on page 19 of the 2021 Universal Registration
Document published on March 28, 2022.

SHAREHOLDERS ANDINVESTORS› An earning per share of€6.87 (up 20% on 2020)› €529m returned toshareholders (€329m
dividend, €200m sharebuyback)› 12.9% operating margin

INTEGRATED ANNUAL REPORT 2021

› Global delivery model› Proven expertise in the
allocation of talents andskillsets› Global Quality
Management System› A hub of 169,000
employees in India› 79% of employees areworking within a flexible
work policy.
› Global Cybersecurity
Governance andManagement System

N

AN AGILE ORGANIZATION

TIO
MA

orchestrate the Group's
innovation efforts› A global technology andinnovation network,
including 21 AppliedInnovation Exchanges(AIE) to co-innovate withour clientsOR

A GLOBAL ECOSYSTEMOF RESEARCH AND
INNOVATION› A single office to

SF› The recruitment of thebest talents› An inclusive work
environment› A customized employee
experience and acontinuous upskilling› The development of
tomorrow's skills

ER

E

MOTIVATINGDEVELOPMENT PATHS

3 5G Labs,
1 Quantum Lab› ~150 Centers of Excellence› 39 creative studios› 23 studies published by theCapgemini ResearchInstitute in 2021
› €369m cash invested indigital and innovationacquisitions

N› Seven core values› A continuous
entrepreneurial spirit› Ethical conduct at all times

RI› Continuous investment
in R&D› The multi-award-winning
Capgemini ResearchInstitute› Strategic partnerships
with technology andbusiness leaders› Alliances with
universities, schools,
research centers,
startups and recognizedexperts› Capgemini’s recognizedinternational brandvalue› 90+ Research Labs,
GI› 325,000 talented
employees in more than
50 countries› An average age of
34 within the Group› A broad diversity ofprofiles and expertisePASSIONATE AND
COMMITTED TALENTS

TU

INTELLECTUALIntelligent Industry › Harnessing the potential oftechnology and data to transform and digitize
products, industrial operations and connected
services of different industries

EN

HUMAN

L

TR

OP

ER

SUM

Enterprise Management › Delivering,transforming and operating the core IT systems,
processes and business applications of enterprises
for greater agility and operational efficiency

CFA

Our drivers
NU

80

CO N

S

Customer First › Helping our clients deliver
exceptional personalized experiences andcontinually reinvent their business and offerings

MA

Our resources› A strong balance
sheet, with a net equityof €8.5bn› €1,873m free cash flow
generation

ITIE

N

As a responsible company, we leverage technology to serve our clients and society,working for useful, accessible and sustainable innovation. This sits at the very heart ofour purpose: “Unleashing human energy through technology for an inclusive
and sustainable future.”

FINANCIAL

ER

&
GY

IL
UT

› Circular economy, climate change,
preservation of resources andbiodiversity, increase in climate pledges
by firms and governments, technology
as a challenge and a problem-solver

A

OUR VALUECREATION› Recognized industrial
and technologicalknow-how› Management of complex
projects› 12 data centers› 15 Security Operations
Centers› Nearly 50 delivery
centers

EN› Impact of the pandemic on growth,shifts in geostrategic balance, changes ininterest rates, disrupted businessmodels, data sovereignty, popularizationof cryptocurrencies, importance of cloudservice providers (hyperscalers)

81

CH

Business Model

INDUSTRIAL› Data & artificial intelligence, cloudand edge, cybersecurity, 5G+ andconnectivity, softwarization,
autonomization, automation, immersive
experience in metaverse economy,
blockchain and NFT

ENVIRONMENTTE› Imbalance in supply and demand of
talent, rapid evolution of required
skillsets, increased expectations of
personalized employee experience andconsideration of work-life balance, rise of
gig economy

ECONOMY&› Expectation of companies to address
sustainability and inclusion-related
challenges, importance of healthand well-being in public policy,
acceleration of digitization,
influence of ethics and values

TECHNOLOGY

IA

WORK

ED

SOCIETY

FINANCIAINTEGRATED ANNUAL REPORT 2021

TrendsINTEGRATED ANNUAL REPORT 2021

Financial performance

2021 KEY
FIGURES“Capgemini achieveda remarkable
performance in 2021,
exceeding its objectives.
This marks a successful
first step in achieving
our 2025 ambition.”

CaroleFerrand
Chief Financial
Officerand unleashed businessand operational synergies
for the Group earlier thanI

global economic

Our revenues for the fullrecovery, the past year

year grew by 15.1% athighlighted the acceleration

constant exchange rates.

in the digital transformation

The operating margin grewof large corporations andby 25% to €2,340 million,

organizations.

representing 12.9% of therevenues, an increase of

The Group is reaping theone percentage point as

benefits of its investmentcompared to 2020. The

in innovative offerings

organic free cash flow

and its positioning as a

generation rose to €1,873

strategic partner for its

million, largely exceedingclients. This performancethe €1,700 million target set

is also supported by thefor 2021. ×

successful integrationof Altran, which has
strengthened Capgemini’s
global leadership in thefield of Intelligent Industry

82

initially planned.

n a context of strong

83

14.1

2019

15.8

18.2

+15.1% over a
year at constantexchange rates+25% in value

2,340
1,741

2020

2021

2019

1,879

2020

2021

Revenues

Operating margin*

in billions of euros

in millions of euros

Capgemini reported revenues of €18,160 million
in 2021, up 14.6% when compared to publishedfigures in 2020. Constant currency growth was up
15.1%, slightly above the raised target range of+14.5% to +15.0%. Acquisitions had a net impact
on growth of 4.9 points, mainly due to theconsolidation of Altran from April 1, 2020. Organic
growth is therefore +10.2%. —The operating margin* grew by 25% to €2,340 million.
At 12.9% of revenues, the margin rate is significantly
above the minimum targeted rate of 12.7% raised in
October 2021. This is one (1.0) point higher than in
2020. This significant increase in the operating marginrate is underpinned by an improvement in the grossmargin, supplemented by lower operating expenses
driven by the Altran cost synergies, and certain cost
avoidance in context of the pandemic. —

1,873
1,288

6.76

1,119

2019

2020

2021

2019

7.23

2020

9.19

2021

Normalized earnings
per sharein millions of euros

in euros

Organic free cash flow generation totaled€1,873 million, up €754 million on 2020, largely
exceeding the €1,700 million target for 2021 asraised twice during the year. —Normalized earnings per share is €8.97. Normalized
earnings per share adjusted for the transitional tax
expense is €9.19, up by 27% year-on-year. —* The operating margin, one of the principal indicators of Group performance,corresponds to the difference between revenues and operating costs. It is calculated
before the “other products and operating costs”.

INTEGRATED ANNUAL REPORT 2021

Organic free
cash flow

INTEGRATED ANNUAL REPORT 2021

Distributionof revenues

Distributionof revenues

Distributionof revenues

BY REGION

BY SECTOR

BY DOMAIN

31% Rest of Europe
29% North America
21% France
11% United Kingdom and Ireland
8% Asia-Pacific and Latin America

62% Applications & Technology
31% Operations & Engineering
7% Strategy & Transformation

25% Industry
22% Financial Services
14% Public Sector
13% Consumer Goods & Commerce
13% Telecommunications, Mediaand Technology
8% Energy and Utilities
5% Services

Strong double-digit
growth at constantexchange rates> 50% > 60%

2019

2020

+15.8% at constant exchange
rates year-on-year

65%*

16.9

19.5

15.1

2021

2019

Activities linked
to digital and cloud

2020

2021

Bookings
in billions of euros

in percentage of revenues

Digital and cloud services – which account foraround 65%* of Capgemini’s activity - accelerated
steadily throughout the year, reporting strong
double-digit growth at constant exchange rates,reflecting the priority given by Group clients to critical digital transformation projects. —The orders registered in 2021 amounted to€19,462 million, an increase of 15.8% at constantexchange rates. —84* Now measured over the entire Group scope, including Altran,
unlike in previous publications.

85
2.40
1.95
1.35

2019

2020

2021

Shareholding
structure

Dividend
per share

end December 2021 (based ona shareholder survey)

in euros

The Group has an established policy for the distribution of dividends whichallows us to guarantee a balance between the necessary investments for ourdevelopment and the distribution of profits towards shareholders. Over the2021 financial year, Capgemini allocated €329 million in dividends(corresponding to €1.95 per share) and allotted €519 million to fund sharebuybacks. The eighth employee share ownership plan, set-up in the second
half of the year, led to a gross capital increase of €589 million.

67.5% International institutional investors
17.5% French institutional investors
8.6% Employees and Board members
6.2% Individual shareholders
0.2% Owned shares

Capgemini share pricein euros, compared to the CAC 40 and STOXX Europe 600 indices, from December 31, 2019, to February 28, 2022

Capgemini SE: +73.5%

CAC 40: +12.9%

STOXX Europe 600: +8.4%

230
210
190
170
150
130
110
90
70
50
Dec, 2019

March, 2020

June, 2020

Sept, 2020

Dec, 2020

March, 2021

June, 2021

Sept, 2021

Dec, 2021

0800 20 30 40 at their disposition,
To be informed regarding the Group, shareholders haveas well as a dedicated website: https://investors.capgemini.com. They may also contact the Investor Relations
office via the email address actionnaires@capgemini.com. In addition, following the Shareholders’ Meeting
each year, an information letter is addressed to registered shareholders and is uploaded onto the website.
Shareholder meetings are also organized regularly.
APPEL GRATUIT DEPUIS UN POSTE FIXEINTEGRATED ANNUAL REPORT 2021

Shareholder information

INTEGRATED ANNUAL REPORT 2021

Capgemini is a responsible leader,determined to have a positive
impact on all stakeholders within
its ecosystem. As a Group webelieve that digitaltransformation should benefit allof humanity and we intend to be abenchmark in terms of ourcontribution to society, for ourown activities, and for those of
our clients. —Extra-financial
performance

ESG
INDICATORS
energy of Capgemini teams, and using
our operational excellence, innovative
assets, and added-value partnerships,There has never been abetter time to mobilize technology
and unleash the human capability toaddress environmental, social, andwe continually increase our ESG
performance and develop solutions
and services to substantially improvethe environmental performance ofour clients.

OUR PRIORITIES FORPOSITIVE FUTURES

governance (ESG) challenges. We

We focus on eight material

are working with clients, partners,

ESG priorities that have significant

and communities to leverage our

impacts on Capgemini’s businessleadership and our operations,model and value drivers, as well as forto speed up a bold transition to

our stakeholders. We have definedsustainability, and find solutions to

11 objectives that will ensure that we

societal challenges.

deliver on our priorities. ×

We aim to be the cornerstone of
our ecosystem for lasting positive
ESG impact. Leveraging the spirit and

LEARN MORE

86

About our ESG policy
investors.capgemini.com/en/esg-policy/

E.

87

ENVIRONMENTACCELERATING
THE TRANSITION
TO NET ZEROC

apgemini has a longstanding commitment to environmental
sustainability, with a strategy that focuses on managing and reducing

our own environmental impacts, whilst deploying our expertise in technology,
engineering, and business transformation to help clients address their own
sustainability challenges. Our efforts and performance have been rewarded
with a position on CDP’s A list of cities and companies leading environmental
performance, and the award of Platinum status from sustainability ratings
provider EcoVadis. Having achieved our initial target to reduce carbon
emissions by 30% per employee, we increased our ambition and are now
committed to achieving carbon neutrality across our operations by 2025 andbecoming a net zero business well before 2050.—

2.67-83.6%
since 2015

1.90
0.73

2015

2019

2020

0.44

2021

EMISSIONS PER EMPLOYEE(in tCO2e per employee)

BUSINESS TRAVEL EMISSIONSPER EMPLOYEE (in tCO2e)

SHARE OF RENEWABLE
ELECTRICITY

2030 Target: -50% vs 2015 baseline

2025 Target: 100%

Reduce businesstravel emissions

Transition to 100%
renewable electricity

Well ahead of 2050

To reach our new 10-year net zero ambition,
we will continue to accelerate our carbon
reduction program across the biggest operational impact areas. Our net zero program:A) Act on climate change by being carbon
neutral by 2025 and becoming a net zerobusiness; B) Lead the low carbon economictransition by helping our clients achieve theirenvironmental commitments. —By 2025

We are determined to leverage what welearned from the Covid-19 pandemic tocreate a new and more sustainable delivery model for the future. The Group Travel
Policy has been updated to reflect oursustainability ambitions and we will continue to enable people to make lower carbon choices when they travel. —The transition to renewable electricity is
one of our focus areas and to underline thiscommitment to achieve 100% renewableelectricity by 2025, we became a member ofthe global corporate renewable energy initiative RE100. —INTEGRATED ANNUAL REPORT 2021

Become a
net zero business

0.187

56.9%

S.
SOCIALPROTECTION& RESPECT FOR
ALL

C

apgemini’s purpose acts as a compass guiding our
employees to be inspired and engaged in pursuing thecommon goal of making an impact in the world. We strive to
be a responsible employer by investing in our talent througha unique experience developing tomorrow’s skills, and byenhancing a diverse, inclusive and hybrid work environment.
We are also committed to building stronger communities by
supporting digital inclusion. —

41.9*

45.5*

45.7**

35.8%
2019

2020

2021

762,282

AVERAGE NUMBER OF LEARNINGHOURS PER EMPLOYEESHARE OF WOMEN IN
THE WORKFORCEBENEFICIARIES OF OUR DIGITALINCLUSION PROGRAMS SINCE
2018

Increase average learning
hours per employee
by 5% every year

40% of our workforce
will be women

5 million beneﬁciaries
through our digital
inclusion programs

By 2025

By 2030

At Capgemini, careers and skills are at thecore of business, hence making sure thatthe right person with the right skill is in theright job at the right moment. Turning potential into value sits at the center of ourlearning and development efforts. —88* Capgemini legacy** Capgemini group (Capgemini + Altran)

We aim to ensure that female employees
fully take part in both corporate life anddecision-making processes at all levels, as
equals of their male counterparts. —We believe technology should open doors
to the future for all. Digital inclusion andequipping everyone with the skills theyneed for a digital world is also an opportunity for our industry – we need skilled
talent, and we all have a responsibility tomake careers in technology possible foreveryone. —

G.

89

GOVERNANCELEADING WITH
TRUST &
TRANSPARENCY

L

eading with trust and transparency relies on a diverse
and accountable corporate governance, informed by

active engagement with shareholders which encourages
accountability and transparency, and promotes good decisionmaking for long-term value creation for its shareholders
and all stakeholders. All this means remaining true to theprinciples that have governed us from the start. —Topquartile

52%

POSITIONING OF THE GROUP IN
THE ESG MSCI* RANKINGSHARE OF WORKFORCE
WITH AN ETHICS SCORE
BETWEEN 7 AND 10SHARE OF NEW SUPPLIERSCOMMITTED TO OUR ESG
STANDARDS**

Maintain bestin-class corporate
governance

Maintain ethics score
between 7 and 10 for
80%+ of the workforce

Suppliers covering 80%
of purchase amount committed to ESG standards
By 2030

Our ambition is to “maintain best in classcorporate governance” and this objective
is to be measured each year using MSCI’s
ESG rating of Capgemini SE on corporate
governance. In addition, to sustain our priority to foster a diverse and accountable
governance, our objective is to ensure women represent 30% of the Group’s Executive leadership positions in 2025. —We define our ethical culture as an aspiration, to guide the behavior of all ourteam members across the world. Thismeans adopting an approach that starts
with questioning our own actions anddecisions, enquiring, and defining what
“doing the right thing” means in our business. —Our supply chain serves our clients andensures our internal operations are
conducted properly. We strive to guarantee an alignment with our ethical standards and the expectations of ourclients. —* Compared to peers** Percentage of new suppliers above 50K euros spend committed to the ESG Standards enforced by Supplier Standards of Conduct commitments

INTEGRATED ANNUAL REPORT 2021

85%

INTEGRATED ANNUAL REPORT 2021

WHERE
TO FIND US
Discover our key contacts across the globe.
Head Office,Corporate and Financial
Headquarters
11, rue de Tilsitt
75017 Paris – France+33 (0)1 47 54 50 00
capgemini.com

—

—

—

—

Capgemini
University

Global Sectors

Countries

11, rue de Tilsitt
75017 Paris+33 (0)1 47 54 50 00

AutomotiveParis+33 (0)1 46 41 70 00

For Future
Employees—

Property & Casualty
Insurance
San Diego+1 516 768 9759

AppliedInnovation
Exchange—

For Investors
and Financial
Analysts

investors.capgemini.com

Consumer Products &RetailChicago+1 312 395 5000

Vincent Biraud
vincent.biraud@capgemini.com+33 (0)1 47 54 50 87

Business Services
Chicago+1 312 395 5000

Retail Banking &Wealth Management
Bloomfield+1 973 337 2700—

Capgemini Invent
Paris+33 (0)1 57 99 00 00

Life Sciences
San Francisco+1 415 659 0250

Cloud Infrastructure
Services
London+44 (0)330 588 8000

Public Services
Berlin+49 (0)30 887030

capgemini.com/aie—

Global Entities

Capgemini EngineeringParis+33 (0)1 46 41 70 00
Insights & Data
New York+1 212 314 8000
Sogeti, part ofCapgemini
Sweden+46 (0)8 536 820 00

90capgemini.com/careers

Telecommunications
Paris+33 (0)1 57 99 00 00
Utilities
London+44 (0) 330 588 8000
Aerospace & Defense
New York+1 212 314 8000

For Shareholders
Patrick Massoni
patrick.massoni@
capgemini.com+33 (0)1 47 54 51 41—

For Media &Market Analysts
Sam Connatty
Press Relations
sam.connatty@
capgemini.com
Rob Petrucelli
Market Analysts Relations
rob.petrucelli@capgemini.com

Argentina
Buenos Aires+54 11 5297 9200

Czech Republic
Prague+420 222 803 678

Australia
Sydney+61 (0)2 9293 4000

Denmark
Vallensbæk
+45 35 15 41 00

Austria
Vienna+43 (0)1 21163 0

Egypt
Opening in 2022

Belgium
Brussels+32 (0)2 708 11 11
BrazilSão Paulo+5511 419 616 47
CanadaToronto+1 416 365 4400
Chile
Santiago+56 2 2594 7533
China
Shanghai+86 21 6182 2688
Colombia
Bogota+57 (601) 307 40 80
Costa Rica
San Jose+1 703 955 3480

FinlandEspoo+358 (0) 9 452 651
FranceParis+33 1 57 99 00 00
Germany
Berlin+49 (0)30 887 030
Guatemala
Guatemala City
+502 2223 00 10
Hungary
Budapest+36 1 701 1432
India
Mumbai+91 (0)22 7144 4283
IrelandDublin+60 3-2603 5550

91

PolandWarsaw+48 22 464 70 00

Italy
Milan
+39 02 38 58 0000

Portugal
Lisbon+351 21 412 22 00

Japan
Tokyo
+81 (0)3 6202 2150

Romania
Bucarest+40 21 209 8010

Luxemburg
Bertrange+352 (0) 31 44 01

Saudi Arabia
Riyadh+966 112 795 225

Malaysia
Kuala Lumpur+603 2603 5550

Singapore
Singapore+65 6224 6620

MexicoMexico+52 (449) 500 3700

Slovakia
Trnava+ 42 1905583317

MoroccoCasablanca+212 5 22 46 18 00

South Africa
Cape Town+27 (0) 21 657 6010

New Zealand
Wellington+64 4 901 5300

South Korea
Seoul+82 2 6001 3510

NorwayOslo+47 23 50 81 00

Spain
Madrid+34 91 657 70 00
Barcelona+34 93 495 86 00

Philippines
Manila+63 2 667 6000

SwedenStockholm+46 (0)8 5368 5000

Switzerland
Geneva+41 (0)22 567 05 50
Zurich+41 (0)44 560 24 00
TaiwanTaipei+886 2 8758 7888
Thailand
Bangkok+66 2 821 5192
The Netherlands
Utrecht+31 30 689 00 00
Tunisia
Aryanah+216 31 37 88 07
United Arab Emirates
Dubaï+971 (0)4 559 8304
United Kingdom
London+44 (0)330 588 8000

T

he ideal partner to plan andconduct your next corporate
seminar, whether in-person,
hybrid or 100% digital.

With nearly 20 years of expertise,
the Campus teams bring extensive
know-how when it comes to participant
experience, along with a special
consideration for business issues.
The Campus is exemplary in terms of
responsible event organization, and hasreceived the benchmark ISO 20121 andthe European Ecolabel certifications.
Renovated in 2021, it offers interactivity,
connectivity, efficiency, and comfort,
with 60 meeting rooms, a 450-seatauditorium, and 300 individual rooms, allin an eco-friendly setting. The campus
is also ideally located in Chantilly, only
30 minutes from Paris by train or theParis-Charles de Gaulle Airport. —United States
New York+1 212 314 8000
Irving+1 972 556 7053

To find out more, check out
our website

VietnamHo Chi Minh City
+84 (0)28 39 978 100

Campus Serge Kampf
Les Fontaines
67 Route de Chantilly
60270 Gouvieux – France+33 (0)3 44 62 91 00

les-fontaines.com

INTEGRATED ANNUAL REPORT 2021

IsraelTel Aviv – Jaffa+972 545794948

92
INTEGRATED ANNUAL REPORT 2021

93

L

udovilk Myers was born, in a forest in department 93, thedark zone of the suburbs of Paris, France, where he continues to live andwork. He discovered video games when he was seven, black metal andhorror movies when he was 10, and began developing camera film in thelab at age 11, before moving to Magic cards and Warhammer when 12, andshifting to graffiti in 1998.

“My works are realized thanks to a skillful
mixing of colors, until tints that are pleasant to myeyes are obtained. They stem from the imaginationof an underground geek culture.”
After 15 years as a freelance art director and graphic designer in the worldof luxury and fashion, Ludovilk Myers started painting in 2015, quickly gaining
recognition as an independent creative and precursor artist in Paris. Inspired
to a great extent by eclectic and avant-garde art movements, he projects theaction aspect and rigor of his corporate and outdoor backgrounds into his
gallery work, still using spray techniques and brushes for his abstract, shaped,
and distorted representations.
He skillfully combines strange abstract elements in living contemporary
works and those that fall in the spectrum of art history. His intense dynamic color
palette and abstract gestures express ideas beyond explanation that cannot
be captured in words. He is continuously experimenting with techniques andmaterials to create an individual, nuanced and contemporary visual language
in a life built of extensive and fast flowing images.
Ludovilk Myers’s playful art scattered with funny shapes and colors isonly a helping hand to sink into the depths of darkness of an organic andoppressive fantasy world. ×

PAGE 3

PAGE 19

PAGE 31

PAGE 43

PAGE 51

PAGE 69

PAGE 92

Gradient
Flowers
Acrylic, felt, oil,glitter on canvas

Albstract 03
Acrylic, spray andglitter on canvas

Watermelons 04
Acrylic on canvas

Diplopot 08
Acrylic and sprayon canvas

Morceaux
Choisis 06
Acrylic and collage
on paperL’été indien 05
Acrylic and glitteron canvas

Patermelons 02
Acrylic and glitteron canvas

Ludovilk Myers
2020

162 x 114 cm, 2021

130 x 89 cm, 2021

116 x 89 cm, 2020

73 x 54 cm, 2020

100 x 73 cm, 2020

73 x 54 cm, 201942 x 29.7 cm, 2020

Studio Montreuil,FranceINTEGRATED ANNUAL REPORT 2021

COVER

Connectwith us
Discover the digital version of our 2021 reports
reports.capgemini.com/2021

INTEGRATED
THE INTEGRATEDREPORT
ANNUAL REPORT
Presents the key events ofthe past year. It describes
how Capgemini’s talent,innovation, sustainableactions, strategy andgovernance create
long-term financial andextra-financial value.

THE UNIVERSALREGISTRATIONDOCUMENT
Provides complete
complete legal,
economic, financial, andounting informationaccounting
acc
togetherabout our activities, together
with analysis of thecompany’s results and futurecompany’s
prospects.

ADDITIONAL RESOURCES
Our website
capgemini.com

Investors section
investors.capgemini.com

Careers section
capgemini.com/careersNewscapgemini.com/news

CSR
capgemini.com/corporatesocial-responsibility

Project Management
Group Marketing and Communications Department
11 rue de Tilsitt, 75017 Paris France

Graphic design, production, editorial and translation
WordAppeal & Studio L’Éclaireur
Artist – All rights reserved
Ludovilk Myers – ilkflottante.com
Photographers – All rights reserved
Gorodenkoff (p22) • Doriann Kransberg, Stadsarchief Amsterdam (p23) • ©Airbus SAS 2012 Pascal Pigeyre - Master Films (p23) •World Rugby (p26) • Capgemini (p26) • Dan Lepp Nobel Prize Outreach (p27) • Rodrigo Villagran (p28) • Rony Auyon (p29) • Hugo Ribes (p29) •Université Capgemini (p32, p37) • REMOTIS (p53) • Cambridge Consultants (p57) • frog (p58-59) •Pierre-Emmanuel Rastoin (p6, p8, p21, p34-35, p78-79, p82) •Adam Lerner (p66) • David Yeo (p67) • Leo Laumont (p89)
Copyrights – All rights reserved
AWS • Airbus • Capgemini • Caroline Andrieu • CITO • Dassault Systèmes • GettyImages • Google Cloud •Heng Hiap Industries • Intel • IrisTM • Microsoft • Nobel Prize Outreach • Oracle • Salesforce • SAP • Stadsarchief Amsterdam •World Rugby • Vodafone • Volvo Car Mobility
Thanks to
Airbus • Aircapture, LLC • Australia & New Zealand Banking Group Ltd (ANZ) •Boston Scientific Corporation • Circle • City of Amsterdam • Heng Hiap Industries • London Heathrow Airport •MeMed BV® • Mercedes-Benz Group AG • Nortura • OncoHealth • Paul Polman, Co-founder and CEO of IMAGINE •Sanofi • SmartSky Networks • The Nature Conservancy • The Swedish Transport Administration •Vodafone • Volvo Car Mobility

The digital version of this document is compliant with the PDF/UA (ISO 14289-1), WCAG 2.1
level AA and RGAA 4.1 accessibility standards with the exception of the colour criteria. Its
design enables people with motor disabilities to browse through this PDF using keyboard
commands. Accessible for people with visual impairments, it has been tagged in full, so that it
can be transcribed vocally by screen readers using any computer support.

Accessible PDF powered byPrinted in France by Dejalink, 93240 Stains
April 2022

www.capgemini.com