2010aug Capgemini Group Presentation

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2010aug Capgemini Group Presentation

  1. 1. August 2010<br />Introduction to Capgemini<br />
  2. 2. Contents<br />Company Overview<br />Delivery & Innovation<br />Appendix<br />H1 2010 results<br />Full Year 2009 key figures<br />Governance<br />History<br />2<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  3. 3. Company overview<br />
  4. 4. Our Mission and Vision<br />Our Mission: enabling transformation<br />Capgemini enables its clients to transformand perform through technologies.<br />Our Vision: enabling freedom<br />Capgemini will lead by providing its clientswith insights and capabilities that boosttheir freedom to achieve superior results.<br />4<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  5. 5. A strong Group (2009 full year)<br />“Cap Gemini S.A.” is a member of the CAC40, listed in Paris<br />ISIN code: FR0000125338 <br />Revenue 2009: €8,371 million<br />Operating margin:€595 million<br />Operating profit: €333 million<br />Profit for the period: €178million<br />Net cash: €1,269 million<br />Note: Our brand name is “Capgemini” but the name of our share on the stock exchange is“Cap Gemini S.A.”<br />Revenue by discipline<br />Revenue by industry<br />Energy, Utilities & Chemicals<br />Consulting<br />Services<br />Manufacturing,Retail & Distribution<br />Local ProfessionalServices<br />13.0%<br />6.7%<br />16.9%<br />27.5%<br />Financial Services<br />16.5%<br />40.0%<br />36.4%<br />6.9%<br />28.1%<br />Other <br />8.0%<br />Technology<br />Services<br />Public Sector<br />Telecom, Media& Entertainment<br />Outsourcing<br />Services<br />5<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  6. 6. A strong presence…in more than 30 countries<br />Russia<br />Canada<br />All over Europe<br />United States<br />People’s Republic<br />of China<br />Hong Kong<br />Mexico<br /> India<br />Guatemala<br />Singapore<br />Brazil<br />Chile<br />Australia<br />Argentina<br />Group Workforce:95,586<br />Working offshore: 32,869<br />as of June 30, 2010<br />Morocco<br />North America:8,264<br />Nordic Countries:<br />3,799<br />UK & Ireland:<br />8,221<br />Central Europe:<br />7,862<br />France:<br />19,623<br />Latin America:<br />2,076<br />Benelux:<br />10,718<br />Iberia:<br />4,805<br />India:<br />25,975<br />Asia Pacific:<br />2,444<br />Italy:<br />1,544<br />Morocco:<br />255<br />Group Headquarters: Paris, France<br />6<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  7. 7. Integrated services<br />We offer integrated services across four professional disciplines of expertise ranging from strategy development to IT systems maintenance. By combining its skills,<br />the Group’s four main professional disciplines offer Capgemini’s clients integrated transformation services.<br />Helping our clients identify, structure and execute transformation projects that will have lasting effects on their growth and competitiveness.<br />Designing, developing and implementing an array of technical projects for systems integration and IT application development.<br />Assisting our clients in the total or partial outsourcing of their IT systems.<br />Supplying IT services that are suited to local needs (infrastructures,<br />applications, engineering, operating).<br />We offer specific solutions across six sectors<br />by combining our areas of expertise<br />Consumer Products, Retail & Distribution<br />Financial<br />Services<br />Public<br />Sector<br />Manufacturing<br />Telecom, <br />Media & Entertainment<br />Energy,<br />Utilities &<br />Chemicals<br />© 2010 Capgemini. All rights reserved.<br />7<br />August 2010<br />
  8. 8. Dedicated to delivering a wide range of services<br />Consulting<br />Services<br />Local ProfessionalServices<br />6.7%<br />16.9%<br />40.0%<br />36.4%<br />Technology<br />Services<br />Outsourcing<br />Services<br />% of global 2009 Revenue<br />8<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  9. 9. Five global service lines(1/2)<br />August 2010<br />9<br />© 2010 Capgemini. All rights reserved.<br />Application Lifecycle Services: Leadership position<br />Target of €1,5bn bookings in 2010, with a double digit growth<br />WARP1, the phase 1 Wide-Angle Rationalization Program received enthusiastic comments and was analyzed by Gartner as the best in the market<br />SAP Lifecycle is seen as the most innovative of its kind and quoted in the joint SAP/Capgemini press release about our Pinnacle awards<br />Business Information Management: Advanced Solutions<br /><ul><li>Rapid growth driven by demand for solutions to support improved decision making (+48% bookings increase YTD)
  10. 10. Strong progress to evolve industry solution portfolio: Smart energy analytics, FS credit risk, Media IP rights management, Public security ID management
  11. 11. Trend towards enterprise wide BI programs and strategic partnering(eg wins at KPN, Canon)</li></ul>Infostructure Technology Services: Prepare PaaS future with cost reduction solutions <br /><ul><li>New India team to lead sales and delivery
  12. 12. Two offers to push in H2: BPOS with Microsoft and Immediate, our e-business Platform
  13. 13. Our Private Cloud offerings are relevant in the Market: Airbus contract
  14. 14. Investment in the “French National strategy for the digital age” </li></li></ul><li>Five global service lines (2/2) <br />© 2010 Capgemini. All rights reserved.<br />10<br />August 2010<br />Smart Energy Services: Geographic Expansion <br /><ul><li>SES now has a balanced portfolio in NA and Europe, and a presence in China
  15. 15. The FORTUM win and SKVADERacquisition positioning Capgemini as a market leader in managed business services for Smart Energy Services
  16. 16. 50% of the SES sales and pipeline represent new logo accounts</li></ul>Testing Services: Offshore growth <br /><ul><li>Very strong offshore growth to support the delivery of state-of-the-art testing solutions for customers
  17. 17. Expand domain/industry-specific expertise and innovation using Test Labs
  18. 18. Focus on North America , France, United Kingdom and Germany: clear opportunity to over perform</li></li></ul><li>Independent and partnering with...<br />Strategic Partners<br />HP<br />IBM<br />Microsoft<br />Oracle<br />SAP<br />Portfolio Partners<br />Cisco<br />EMC<br />Intel<br />Sun<br />RAIN<br />11<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  19. 19. We are unique and different in the market<br />Technology Agnostic<br />From Strategy to Execution<br />Truly<br />Multicultural<br />Innovation<br />for Economic Value<br />Advanced Global Delivery Model<br />Collaborative Business ExperienceTM<br />End-to-End Offerings<br />Size, Speed and Complexity<br />Capgemini is the global leader in developing closer, more effective, trust-based relationships that deliver better, faster and more sustainable results.<br />12<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  20. 20. Consistently recognized for excellence (1/3)<br />See Notes page for sources<br />13<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  21. 21. Consistently recognized for excellence (2/3)<br />See Notes page for sources<br />14<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  22. 22. Consistently recognized for excellence (3/3)<br />See Notes page for sources<br />15<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  23. 23. Truly multicultural<br />American? European? Indian? <br />We prefer to call ourselves<br />world citizens<br />16<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  24. 24. Our promise<br />Transcending the traditional client-consultant paradigm<br />Help our clients achieve better, faster, more sustainable results<br />We are a natural leader in developing closer, more effective, trust-based relationships<br />We call this the Collaborative Business ExperienceTM. It boosts flexibility, agility, and creativity – all essential for your business to perform.<br />17<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  25. 25. The seven pillars of the Groupsince its foundation<br />They are the<br />foundation of <br />our future<br />They define <br />who we are<br />They are the <br />product of our history<br />They define <br />how we behave<br />© 2010 Capgemini. All rights reserved.<br />18<br />August 2010<br />
  26. 26. Corporate Responsibility& Sustainability at Capgemini<br />The principles of Corporate Responsibility (CR) & Sustainability are reflected throughout Capgemini’s long-standing business practices.<br />Since 2003, the Group has formalized its CR & Sustainability strategy under the responsibility of Senior Management and in coordination with the Group’s General Secretary. In 2007 this strategy was added to the remit of the Ethics and Governance Committee of the Board of Cap Gemini S.A. <br />We are members of thethe UN Global Compact. The member companies of this program support and respect ten principles relating to human rights, the environment, labor rights, and anti-corruption. We also signed up to the UN Global Compact’s ‘Caring for Climate’ initiative.<br />The Group respects local laws and customs while supporting international laws and regulations, in particular the International Labor Organization fundamental conventions on labor standards.<br />19<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  27. 27. Our approach and commitment – Six Strategic Pillars<br />Capgemini is committed to responsible and sustainable business practices which deliver value to our stakeholders. CR & Sustainability priorities are based around six pillars:<br />20<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  28. 28. Delivery & Innovation<br />
  29. 29. What do clients expect in delivery?<br />Capgemini's answer<br />Consistent methods, tools and enablers<br /><ul><li>Combined project teams
  30. 30. Open communication
  31. 31. Knowledge transfer
  32. 32. Trust and mutual respect
  33. 33. Responsiveness
  34. 34. Explicit risk sharing</li></ul>Our Project ManagementPlatform:<br />OurConsistent Methods:<br />Deliver<br />Our Delivery Centers<br />Our<br />Rightshore®<br />Model<br />Rightshore® is a trademark belonging to Capgemini<br />22<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  35. 35. A unique industrialized delivery model<br />Through our Rightshore® model, using our global delivery centers and our consistent methods and tools, you will:<br /><ul><li>Lower total cost of delivery - Offshore rates plus productivity
  36. 36. Schedule reduction - Using accelerators and enablers
  37. 37. Accelerate time-to-value - By working globally around the clock
  38. 38. Improve quality - With end-to-endCMMi and ISO 9001/ISO 9001-2000 certification and also ISO 20000-1:2005 (AM & IM) certification in India
  39. 39. Enhance risk mitigation - With Distributed Delivery built into our methods
  40. 40. Improve predictability - Work done the same way everywhere.</li></ul>Our Global Distributed Delivery<br />refers to engagements delivered using multiple widely distributed teams for various parts of the delivery lifecycle.<br />Specifically this distribution is assumed to incorporate a Front Office (normally the prime contractor in the delivery), and a Back Office such as a near-shore or offshore facility.<br />Rightshore®<br />relies on a network of industrialized centers.This is a unique option for clients who want to balance on-site work with near-shore and offshore capabilities.<br />Rightshore® means having the right resource, at the right place, at the right time for a reduced Total Cost of Ownership.<br />Rightshore® is a trademark belonging to Capgemini<br />23<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  41. 41. Rightshore®is a network of industrialized centers custom made for you to add value by using resources more effectively<br />Rightshore® combines global talent from the right balance of locations to work together with our clients as one team.<br />The optimum solution for your business needs<br />Cost Reductions of up to 40% on IT costs<br />Innovation <br />to transform <br />your business<br />Competitive<br /> Advantage <br />with latest technology to improve quality in delivery<br />Growth<br />with solutions<br /> that expand your business<br />Streamlined <br />Processes <br />to improve <br />productivity <br />and reduce costs<br /> Rightshore® gives you the right resource,at the right place, and at the right time<br />Rightshore® is a trademark belonging to Capgemini<br />© 2010 Capgemini. All rights reserved.<br />24<br />August 2010<br />
  42. 42. We get the right balance to ensure the creation of optimum solutions<br />We address <br />your specific <br />needs for cost <br />Reduction<br />Cost sensitivity<br />Corporate socialresponsibility<br />Availability of talent<br />4<br />4<br />Need forinnovation<br />1<br />Project size<br />4<br />3<br />1<br />Location dependency<br />4<br />Complexity<br />1<br />4<br />5<br />Strategic <br />importance<br />We focus on growth and innovation for a <br />sustainable competitive <br />advantage<br />We combine quality, efficiency, talent and collaboration in a scalable approach<br />Time to <br />market<br />Overall duration<br /> You and your projects both have unique priorities: Rightshore® gets the balance right<br />Rightshore® is a trademark belonging to Capgemini<br />© 2010 Capgemini. All rights reserved.<br />25<br />August 2010<br />
  43. 43. Rightshore® network<br />Onshore center<br />Offshore andnearshore center<br />BPO center<br />France<br />Clermont-Ferrand <br />Grenoble<br />Lille<br />Nantes<br />36,236 people in center – based operations:<br /><ul><li>8,084 people in onshore centers
  44. 44. 18,058 people in offshore and nearshore centers
  45. 45. 10,094 people in BPO centers</li></ul>Paris<br />Toulouse<br />Saint Cloud<br />Finland<br />Helsinki<br />UK<br />Birmingham<br />Inverness<br />Sale<br />London<br />Woking<br />Netherlands<br />Utrecht<br />China<br />Guangzhou<br />Kun-ShanHuaQiao<br />Shanghai<br />Canada<br />Toronto<br /> U.S.<br />Dallas<br />Kansas City<br />Romania<br />Iasi<br />Italy<br />La Spezia<br />Spain<br />Madrid<br />Asturias<br />Zaragoza<br />Murcia<br />Guatemala<br />Guatemala City<br />Poland<br />Krakow<br />Katowice<br />Wroclaw<br />Mexico<br />Mexico City<br />Philippines<br />Manila<br />India<br />Mumbai<br />Bangalore<br />Kolkata<br />Pune<br />Hyderabad<br />Chennai<br />Brazil<br />Sao Paulo<br />Germany<br />Düsseldorf<br />Frankfurt<br />Munich<br />India CoE:<br /><ul><li>Bangalore: Telecom
  46. 46. Hyderabad: Insurance
  47. 47. Kolkata: retail
  48. 48. Mumbai: Automotive
  49. 49. Pune: Banking</li></ul> Morocco<br />Casablanca<br /> Chile<br />Santiago<br />Australia<br />Adelaide<br />Argentina<br />Buenos Aires<br />Rightshore® is a trademark belonging to Capgemini<br />26<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  50. 50. Our Global Delivery Model gives usa definitive edge over the competition<br />Key <br />Differentiators<br />Our<br />strengths<br />Distributed Delivery Framework:<br />We are small enough to care and big enough to deliver! The Distributed Delivery Framework (DDF) ensures that the delivery model does not have gaps when it is stretched across geographies and cultures. This framework can integrate client specific processes and elicit client participation in solution evolution. This framework is geared for meeting challenges arising in multi-vendor engagements.<br />End-to-end Collaborative Business ExperienceTM:<br />Our Collaborative approach to business ensures client participation in every phase of solution evolution. It also ensures that the Back Office is no longer a black box for them. They regularly interact with the entire engagement team which ensures the solution approach is driven by them.<br />Leadership and approach:<br />Communities across Front and Back Offices have high level of trust, respect and competency. This ensures high operational effectiveness and legitimacy. Our community development approach is “end to end” and covers engagement managers, software engineers, architects,infrastructure engineers.<br />Large and complex projects:<br />Our Rightshore® network and DDF enable us to meet our different skill and process requirements while extending the clock. The robust risk management and value maximization processes ensure there are no last minute surprises and we are able to meet client expectations. Some of the engagements we have managed are of size (cost terms) bigger than the annual revenues of pure players.<br />Our people:<br />We are able to recruit the “right” talent in the right place,which is why we are perceived as a global company, rather than French, American or Indian. The experience of our people is above average.<br />Relationship and accountability:<br />Our Front Offices have a sound understanding of the local environment. They are uniquely positioned for designing the Right Solution. They always remain accountable to the client while the Back Office is responsible for delivery. Proximity and cultural similarities make them better placed for forming a long-term relationship with the client.<br />End-to-end offering:<br />Our service portfolio covers the entire spectrum from Consulting to Outsourcing, from the functional to the technical. For the client, this means seamless management of engagements. We have deep sector expertise in industries like Public, Telecom, Automotive, Financial Services and Energy, Utilities & Chemicals.<br />Rightshore® is a trademark belonging to Capgemini<br />27<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  51. 51. We measure every client's satisfaction<br />Our client relationship management process, known as OTACE Reporting(On Time and At/Above Client Expectations) is a key factor underpinning our strong client relationships. <br />OTACE Steps<br />Determine OTACE Participants<br />Set Expectations<br />Analyze / Take Action<br />Measure Client Satisfaction<br />OTACE results(as of 31.12.09)<br />>4,000engagements tracked<br />85%delivered on time<br />87%delivered above or<br />To client expectations<br />Average client satisfaction <br />= 4.02 / 5<br />28<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  52. 52. Passionate for innovation <br />The Accelerated Solutions Environment (ASE)A world-class facilitation capability and exceptionally productiveenvironment to rapidly resolve complex business challenges.<br />Our business today not only requires a demonstration of proven industrialization skills but also clear leadership in providing innovative solutions and tools to our clients.<br /><ul><li>RAIN (RApidINnovation)A collaborative environment to help organizations re-define their IT as a “service” through the radical development and adoption of new technologies and business services, enabled by Intel platforms.
  53. 53. Rapid Design and VisualizationApplications design accelerator that relies on User Centered best practices and rapid simulation environments.</li></ul>29<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  54. 54. Passionate for innovation (cont'd)<br />CrescentThe Capgemini Retail Solutions Center (India) has industrialized leading practices in retail to help companies reach their objectives more quickly, reduce risk, lower costs, while improving the overall quality of the solution.<br /><ul><li>Communications Transformation Platform (CTP) in Telecom A integrated set of systems and business processes that gives a company the power to change the way it works, so that the enterprise can become something different, something new, something better
  55. 55. Clinical Data Transformation for Life SciencesAn ‘industrialized solution’, clearly driven by needs of the business, to transform both business processes and IT delivering tools to automate the solution (removing multiple hand-offs and manual processing) and eliminating data redundancies and risk.</li></ul>30<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  56. 56. Passionate for innovation (cont'd)<br />TechnoVision:Capgemini responds to the demand and expectations of its clients: tell us how you see technology evolving and how it relates to business drivers. Where should we invest and what is the best IT strategy for our business?<br /> TechnoVision provides:<br />A high level inventory of anticipated information technology developments<br />Future business drivers for global sectors and the evaluation of the innovation’s potential impact<br />A direction for Capgemini to develop its capabilities to support its clients' future needs<br />TechnoVision also helps clientsbetter use technology in the downturn<br />31<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  57. 57. AppendixHalf Year 2010 Results<br />
  58. 58. Revenues Quarterly Evolution<br />(in M€)<br />© 2010 Capgemini. All rights reserved.<br />33<br />August 2010<br />
  59. 59. Consulting Services<br />Local Professional Services<br />6.4%<br />16.7%<br />41.2%<br />35.7%<br />Technology Services<br />Outsourcing<br />Services<br />H1 2010 Revenues by Discipline<br />© 2010 Capgemini. All rights reserved.<br />34<br />August 2010<br />
  60. 60. H1 Revenues by Discipline<br />H1 2010<br />Consulting Services<br />Consulting Services<br />Local Professional Services<br />Local Professional Services<br />Outsourcing Services<br />Outsourcing Services<br />Technology Services<br />TechnologyServices<br />H1 2009<br />At constant rates and perimeter<br />© 2010 Capgemini. All rights reserved.<br />35<br />August 2010<br />
  61. 61. H1 2010 Revenues by Main Geography<br />NorthAmerica<br />Rest of Europe,<br />Asia& Latin America<br />20.4%<br />19.1%<br />23.3%<br />21.9%<br />France<br />15.3%<br />UK &<br />Ireland<br />Benelux<br />© 2010 Capgemini. All rights reserved.<br />36<br />August 2010<br />
  62. 62. H1 Revenues by Geography<br />H1 2010<br />Asia<br />Pacific<br />Southern Europe<br />& Latin America<br />North<br />America<br />Asia<br />Pacific<br />Southern Europe & Latin America<br />France<br />North<br />America<br />France<br />Germany & Central <br />Europe<br />UK <br />& Ireland<br />UK <br />& Ireland<br />Nordic<br />Germany & Central <br />Europe<br />Benelux<br />H1 2009<br />Nordic<br />Benelux<br />At constant rates and perimeter<br />© 2010 Capgemini. All rights reserved.<br />37<br />August 2010<br />
  63. 63. Energy, Utilities& Chemicals<br />Manufacturing, Retail& Distribution<br />11.1%<br />Financial <br />Services<br />27.8%<br />17.1%<br />8.2%<br />8.2%<br />Telecom,<br />Media & Entertainment<br />27.6%<br />Others<br />Public Sector<br />H1 2010 Revenues and Bookings by Sector<br />At budget rates<br />© 2010 Capgemini. All rights reserved.<br />38<br />August 2010<br />
  64. 64. H1 2010<br />Energy, Utilities& Chemicals<br />Energy, Utilities &<br />Chemicals<br />Manufacturing, Retail<br />& Distribution<br />H1 Revenues by Sector<br />Manufacturing, Retail& Distribution<br />11.1%<br />13.2%<br />Financial <br />Services<br />26.8%<br />Financial <br />Services<br />27.8%<br />17.1%<br />16.0%<br />Telecom,<br />Media & Entertainment<br />8.2%<br />8.2%<br />7.1%<br />8.2%<br />Telecom,<br />Media & Entertainment<br />28.7%<br />27.6%<br />Others<br />Others<br />Public Sector<br />Public Sector<br />H1 2009<br />At constant rates and perimeter<br />© 2010 Capgemini. All rights reserved.<br />39<br />August 2010<br />
  65. 65. Headcount Evolution<br />68% Offshore<br />(*) out of which 7 740 in India 1 466 in other offshore locations<br /> (**) out of which 197 for IBX 696 for SSS<br />© 2010 Capgemini. All rights reserved.<br />40<br />August 2010<br />
  66. 66. Income Statement: Overview<br />- 6,1%<br />Organic<br />© 2010 Capgemini. All rights reserved.<br />41<br />August 2010<br />
  67. 67. AppendixFull Year 2009 Results<br />
  68. 68. Consulting<br />Services<br />FY 2009<br />Local Professional Services<br />7.4%<br />Consulting Services<br />17.5%<br />Local Professional Services<br />40.8%<br />34.3%<br />6.7%<br />16.9%<br />Outsourcing<br />Services<br />Technology Services<br />40.0%<br />36.4%<br />FY 2008<br />Outsourcing Services<br />Technology Services<br />At constant rates and perimeter<br />Full year revenues by Discipline<br />August 2010<br />43<br />© 2010 Capgemini. All rights reserved.<br />
  69. 69. Full year revenues by Sector<br />Energy, Utilities & Chemicals<br />FY 2009<br />Manufacturing, <br />Retail & Distribution<br />13.5%<br />27.6%<br />Financial <br />Services<br />Energy, Utilities & Chemicals<br />Manufacturing,<br />Retail & Distribution<br />18.2%<br />9.5%<br />13.0%<br />Telecom, Media <br />& Entertainment<br />6.9%<br />24.3%<br />27.5%<br />Financial <br />Services<br />Other <br />16.5%<br />8.0%<br />Public Sector<br />6.9%<br />Telecom, Media <br />& Entertainment<br />28.1%<br />Other <br />FY 2008<br />Public Sector<br />At constant rates and perimeter<br />44<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  70. 70. Full year revenues by Geography<br />Asia<br />Pacific<br />Southern Europe<br />& Latin America<br />North<br />America<br />FY 2009<br />France<br />Southern Europe<br />& Latin America<br />Asia Pacific<br />North<br />America<br />France<br />UK <br />& Ireland<br />Germany<br />& Central Europe<br />Nordic Countries<br />Benelux<br />Germany & Central <br />Europe<br />FY 2008<br />UK <br />& Ireland<br />Nordic<br />Countries<br />At constant rates and perimeter<br />Benelux<br />45<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  71. 71. Headcount Evolution (Full Year)<br />60% Offshore<br />(*) of which 5 762 in India<br /> 2 139 in other offshore locations<br />(**) out of which 207 for IACP<br /> 161 on Warner Bros projects<br />46<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  72. 72. Income Statement Overview<br />47<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  73. 73. Quarterly revenue evolution(2005 – 2009)<br />FY 2005<br />€6 954m<br />FY 2006<br />€7 700m<br />FY 2007<br />€8 703m<br />FY 2008<br />€8 710m<br />FY 2009<br />€8 371m<br />in M€<br />Atcurrent rates and perimeter<br />48<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  74. 74. Revenue evolution 1999 – 2009<br />BAS (NL),<br />Empire (CZ),<br />Vizuri (UK)<br />Kanbay<br />in M€<br />Ernst & YoungConsulting<br />Transiciel<br />Bexcel<br />(Chine)<br />= Group<br />Acquisition<br />1999 : Investment in Cap Gemini N.V. increased from 56.4 to 93.9%<br />2000 : Following integration of 7 months of Ernst & Young Consulting<br />49<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  75. 75. Capital structureas of December 31, 2009 (on the basis of a shareholder survey)<br />Individual Shareholders<br />French institutional shareholders<br />Non French institutional shareholders<br />Group directors and employees (1)<br />Treasury stock<br />31%<br />52%<br />8%<br />1%<br />8%<br />Cap Gemini S.A.<br />Capgemini<br />Sogeti<br /><ul><li>Consulting Services
  76. 76. Technology Services
  77. 77. Outsourcing Services
  78. 78. Local Professional Services</li></ul>(1) including 3.9% under @ESOP, the employee shareholding plan<br />© 2010 Capgemini. All rights reserved.<br />50<br />August 2010<br />
  79. 79. Capgemini share performance over five years<br />51<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />Our brand name is “Capgemini”but the name of our share on the stock exchange is“Cap Gemini S.A.”<br />ISINcode:FR0000125338<br />
  80. 80. AppendixGovernance<br />
  81. 81. Our organizational structure<br />Board of Directors<br />Chairman: Serge Kampf<br />The Board of Directors (Conseil d’Administration) is the collegial body representing all shareholders collectively. It determines the overall strategies for the Group’s business and oversees their implementation.<br />Chief Executive Officer<br />Paul Hermelin<br />Group Executive Committee<br />Group Management Board<br />The Group Executive Committee (GEC) is the main management body of the Group. It Implements Group actions and strategies decided by the Board of directors, and monitors the Group performance.<br />The Group Management Board (GMB) acts as a sounding board to enhance and support the Group strategic initiatives.<br />53<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  82. 82. Board of Directors (As of May 2010)<br />Serge KAMPF<br />Chairman<br />Phil LASKAWY<br />Daniel BERNARD<br />Yann DELABRIERE<br />Jean-René FOURTOU<br />Paul HERMELIN<br />Michel JALABERT<br />Laurence DORS<br />Thierry de MONTBRIAL<br />Ruud van OMMEREN<br />Terry OZAN<br />Bruno ROGER<br />Bernard LIAUTAUD<br />Pierre PRINGUET<br />Non-voting<br />members<br />Board<br />Secretary<br />Statutory<br />Auditors<br />Philippe HENNEQUIN<br />Jean-Luc DECORNOYKPMG<br />Serge VILLEPELET<br />¨PwC<br />Pierre HESSLER<br />Geoff UNWIN<br />54<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  83. 83. The GroupExecutive Committee (GEC)<br />The Group Executive Committee is the main management body of the Group. It Implements Group actions and strategies decided by the Board of directors, and monitors the Group performance.<br />Paul Hermelin<br />Group CEO<br />Philippe Grangeon<br />Marketing &Communications<br />Nicolas Dufourcq<br />Deputy General Manager& Chief Financial Officer<br />Alain Donzeaud<br />General Secretary<br />HenkBroeders<br />Technology ServicesGlobal coordination<br />Pierre-Yves Cros<br />Consulting Services(Capgemini Consulting)<br />Lanny Cohen<br />Technology ServicesNorth America<br />Cyril Garcia<br />Strategy & Transformation<br />Luc-François Salvador<br />Local ProfessionalServices (Sogeti)<br />Olivier Sevillia<br />Technology ServicesFrance, Southern Europeand Latin America(Europe 3)<br />Paul Spence<br />Outsourcing Services<br />Patrick Nicolet<br />Technology ServicesNordic , Central and Eastern Europe(Europe 2)<br />Salil Parekh<br />Asia Pacific andTechnology ServicesFinancial Services<br />Olivier Picard<br />Sales & Alliances<br />Christine Hodgson<br />Technology ServicesUK, Netherlandsand Belgium (Europe 1)<br />(As of July 2010)<br />55<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  84. 84. The GroupManagement Board (GMB)<br />The Group Management Boardacts as a sounding board to enhance and support the Group strategic initiatives. It contributes to the deliberations of the GEC on general matters submitted to it, and assists it in the implementation of the decisions.<br />The Group Executive Committee +<br />Peter Barbier<br />Technology ServicesNetherlands<br />Hervé Canneva<br />Ethics & ComplianceDirector<br />AimanEzzat<br />Technology ServicesFinancial Services<br />John Brahim<br />Application Lifecycle ServicesGlobal Service Line<br />Bertrand Barthelemy<br />ManagedBusiness Service <br />David Boulter<br />Infostructure TransformationServices Global Service Line<br />Paul Nannetti<br />Business InformationManagement Global Service Line<br />Lan O’Connor<br />Transformation<br />François Hucher<br />Delivery, Methodologies& Support<br />Baru Rao<br />Capgemini India<br />Ulrich Praedel<br />Deputy Sales Director<br />Andy Mulholland<br />Technology Innovation<br />Antonio Schnieder<br />Country Board ChairmanCentral Europe<br />Jeremy Roffe-Vidal<br />Human Resources<br />Isabelle Roux-Chenu<br />International Legal affairs<br />Perry Stoneman<br />Smart Energy Solutions Global Service Line<br />Hans van Waayenburg<br />Testing ServicesGlobal Service Line<br />(As of July 2010)<br />56<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />
  85. 85. AppendixHistory<br />
  86. 86. Over 40 years of history<br />1960's<br />1970's<br />1980's<br />1990's<br />2000's<br />1973<br />Sogeti, Gemini Computer Systems and CAP merged as Cap Gemini Sogeti.<br />1962<br />CAP founded in France<br />1996<br />The Group reorganized its shareholding and management structure and adopts a new name and a new logo: Cap Gemini.<br />Opening of a flagship office in Singapore, marking the first steps into Asia.<br />1975<br />First Annual Report published.<br />2004<br />Name and logo changed to Capgemini coinciding with global ad campaign to position “The Collaborative Business ExperienceTM.”<br />1991<br />Creation of Gemini Consulting resulting from the merger of five management consulting firms.<br />2000<br />Acquisition and merger with Ernst & Young Consultingto form Cap Gemini Ernst & Young.<br />1967<br />SoGETI founded by Serge Kampf in Grenoble, France on October 1.<br />1978<br />Cap Gemini Inc. established in Washington DC<br />2007<br />Capgemini acquiresKanbay and Indigo,<br />expanding its offshore capabilities in India.<br />1993<br />First transformation program of the Group’s organization, sales approach, methods and culture, called “Genesis.”<br />1985<br />Cap Gemini Sogeti listed on the "Second Market" of the Paris Stock Exchange.<br />1998<br />Cap Gemini is included on the CAC 40 listing on the Bourse<br />2002<br /><ul><li>Sogeti name revived in some countries and expanded to others for Local Professional Services.
  87. 87. The second major transformation of the Group’s move to a simpler model built around Consulting, Technology and Outsourcing and Local Professional services.
  88. 88. The Board of Directors name Paul Hermelin CEO.</li></ul>1968<br />Gemini Computer Systems Inc. based in New York<br />2008<br />Capgemini acquires Vizuri (UK), BAS (The Netherlands) and Empire (Czech Republic).<br />1999<br />Cap Gemini is voted "European Company of the Year" by the European Press Federation.<br />1989<br />Opening of the Group University in France (Béhoust)<br />2009<br />Consulting Services becomes a global entity: Capgemini Consulting.<br />The Group employs 91,000 people including 28,004 working in offshore locations<br /><ul><li>Opening of a new international training and conference center in France at Les Fontaines.</li></ul>58<br />August 2010<br />© 2010 Capgemini. All rights reserved.<br />

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