HISTORY

THE EARLY YEARS (1967-1975)

GROWTH & EXPANSION

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

EVOLUTION

BUILDING THE FUTURE (1998-PRESENT)

CAPGEMINI INDIA

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

YEAR WISE GROWTH

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

CAPGEMINI BPO

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

SERVICES & SOLUTIONS

CONSULTING TECHNOLOGY

OUTSOURCING

INDUSTRY THEY SERVE

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

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

WORK CULTURE

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

Capgemini Integration Process

Pre-Joining
0-7 days
Pre-Joining Communication with Employee (Information Pack) Assignment and notification of Buddy Joining Formalities Internal Communication of relevant departments (Employee Database, Seat lists, Access Cards, etc.)

Improvements Post-Joining

7-15 days
ProjectSpecific Orientation
Self-directed discovery tour

15-30 days
Role-based training

30-60 days
Focus Friday Comm. meet

90 days
Flourish (Reboarding program)

Discover (Orientation Program)

Welcome Kit

Performance Management and Personal Development Plan Coffee Club

Buddy Program
SAMPARK Quest Brown Bag Fundoo Friday Socio Zone India Happening

Feedback Process

Orientation Feedback

Buddy Feedback

Assignment Review

90-Day Survey

CAPGEMINI IS KNOWN FOR

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

SEVEN VALUES

HONESTY BOLDNESS TRUST FREEDOM TEAM SPIRIT MODESTY FUN

Project Einstein a structured retention initiative

Compensation

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

Career planning Must-retains Promotion policy Formal rotation plans

Career Development

Pehchaan Diversity champions Communication Meets Delivery Excellence Award

DELIVERY APPROACH

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

INVESTMENTS FOR CUSTOMERS SUCCESS

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

DISTRIBUTED DELIVERY FRAMEWORK

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

Tapping Global Talent

Front-Office
Steering Committee Capgemini Engagement Manager

Back-Office

Back-Office Executive

Client Project/ Program Manager

Capgemini Project Manager Capgemini Service Manager

Front-Office Streams Analysis Configuration Data Integration Infrastructure Testing Training Deployment Configuration Mgmt Release planning

QA manager

Back-Office Delivery / Project Manager

Project / Service Mgmt

Clarity, SourceForge, Issue Tracking and Resolution, Knowledge Coordination, Change Request Management
EARS PRIMUS Back-Office Streams Build Configuration Data Integration Infrastructure Testing Configuration Mgmt Release planning

Client Team Members

Distributed Delivery Framework

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

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

Front Office Key Drivers Cost Distributed Delivery

Madrid MUMBA Mumbai

Scalability Flexibility Quality

Back Office

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

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

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

KEY FIGURES 2010

REVENUES
in millions of euros by quarter

PROFIT FOR THE YEAR

in millions of euros

OPERATING MARGIN *
in millions of euros and as a percentage of revenues

8, 71
2 300 2,200 2,100 2,000 1,900

8, 37

8, 69

7
450 350 250 150

45 1

17 8

28 0
800 700 600 500

74 4

59 5

58 7

8.5%
2008 2009

7.1%
2010

6.8%

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

2,2052,1711,9462,049
2009 Q1|Q2|Q3|Q4

2,0522,1592,1052,381
2010 Q1|Q2|Q3|Q4

2008

2009

2010

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

DIVIDEND PER SHARE

euro 2008 : 2009 :

BREAKDOWN OF REVENUES BY BUSINESS

2010 :

1
0.8

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

Local Professional Services

Consulting

16%

6%

Systems Integration Outsourcing

42%

NET CASH & CASH EQUIVALENTS

as at December 31, 2010

36%

BY SECTOR
Manufacturing

1.063 billion euros

TOTAL ORDERS TAKEN BY THE GROUP
2009

18%
Consumer Products, Retail, Distribution & Transportation

Energy, Utilities & Chemicals

11%

Financial Services

19% 5%

12%

Others Public sector

27%

Telecom, Media & Entertainment

8%

BY COUNTRY OR REGION
Rest of Europe, Asia and Latin America

9.041 billion euros

2010

21%

North America

19%

9.863 billion euros

22 CAPGEMINI ANNUAL REPORT 2010

9%

France

22%

United Kingdom and Ireland

22%
Benelux

16%

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

GROUP HEADCOUNT EVOLUTION from 1975 to 2010

(number of team members at December 31)
125,000

108,698
100,000

75,000

59,549
50,000

25,000

18,919 3,104
0 1975 1980 1990 2000 2010

PERSONNEL TURNOVER in 2010

37,719

arrivals:

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

19,537

exits:

= 18,182
more team members than at December 31, 2009 (+ 20.1%)

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

NUMBER OF TEAM MEMBERS BY GLOBAL REGION as at December 31, 2010

United Kingdom and Ireland

8,515
Benelux

Group total

108,698
10,782

North America

8,667
Rest of Europe

Asia

33,020 18,292

Latin America

France

8,501
Morocco

19,927
Australia

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

644

MAJOR CLIENTS

RENAULT HP IBM COCA COLA UNILEVER NOKIA SIEMENS

FEEDBACK ON CAPGEMINI

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

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

ADVISE TO SENIOR MANAGMENT

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

VISUAL SUMMARY ABOUT CAPGEMINI

THANK YOU !
PRESENTED BY MANOJ KUMAR.B