CONTENTS - Capgemini

12 ANNUAL
THE GROUP
Capgemini
VI – THE GROUP’S INVESTMENT
POLICY
In 2006, Capgemini’s vigorous organic growth underscored its
ability to meet client expectations thanks to its technological and
sector-based expertise, well-balanced core disciplines and cost
competitiveness due to its strong offshore presence.
The Group had previously announced its intention to take advantage
of its renewed financial flexibility to move ahead, where
appropriate, with external growth operations serving three objectives:
accelerating the Rightshore TM strategy;
expanding the Group’s territorial coverage, particularly in
Europe;
enhancing its ability to innovate and develop technological skills
in high added-value fields.
The acquisitions in 2006 are fully in line with these aims. The
acquisitions of Kanbay (announced on October 26, 2006 and
finalized on February 9, 2007) and Indigo added 6,000 employees
to the Group’s workforce in India. The acquisitions of FuE and
Plecto AG, although of modest size, helped to rebalance the
Group’s presence in Germany and enrich the technological content
of its offering.
The above-mentioned objectives also led the Group to explore a
variety of openings involving European players of varying size,
which served to confirm the consistency of its strategy and the
rigor of its financial discipline.
In 2007, investments in fixed capital or external growth will
underpin the rollout of the Group’s i 3 Transformation plan by
improving its ability to innovate, its client intimacy and the industrialization
of its production. Other investments in fixed capital
may be added to make further gains in these areas.
The Group’s aim of extending its geographic coverage will continue
to guide its external growth policy in 2007 both at the European
and global level. In terms of service offering, the Group may use
further acquisitions to accelerate the organic growth of its Business
Process Outsourcing business and sharpen its sector-based
expertise in certain areas.
These acquisitions will be made possible by the Group’s solid,
flexible financial position – a position that they shouldn’t
Jeopardize – and should also be in line with the Group’s profitability
objectives.
These profitability objectives may also justify targeted divestments.
REPORT 2006 Capgemini
VII – CORPORATE RESPONSIBI-
LITY, SUSTAINABILITY AND SOCIAL
STEWARDSHIP
The principles of corporate social responsibility, stewardship,
and sustainability are reflected throughout Capgemini’s long-standing
business practices. These principles, including our shared values
and ethics, guide our relationships with our clients, our employees,
our business partners and the communities in which we operate.
Since 2003, the Group has formalized its Corporate Responsibility
and Social Stewardship strategy under the responsibility of the Senior
Management, coordinated by the Group’s General Secretary.
7.1 Corporate responsibility
7.1.1 Our Commitment and Vision
Capgemini is committed to responsible and sustainable business
practice which delivers added value to its stakeholders
– clients, employees, shareholders, investors, business partners,
suppliers, the community and environment. Our vision is to build
and maintain a frame of reference of values and standards within
our business, embracing:
Our leadership, values & ethics: We say what we do and do
what we say. Capgemini has a strong code of ethics underpinning
all of its business practices. We embrace our core values of honesty,
boldness, trust, freedom, solidarity, modesty and fun.
Our employees and the workplace: We are committed to being
a responsible employer whom people choose to work for. We
strive to ensure that both the physical working environment and
our business practices are safe and allow our people to develop
and deliver their best. We have a culture where we respect and
make best use of the diversity of our people as individuals. Underpinning
our Rightshore approach is a strong commitment to
our employees and their communities.
Collaborating with our customers: We engage to understand
their real business needs and deliver long-lasting value with
tangible results. We take customer dialogue and feedback very
seriously.
Working with our business partners and suppliers: We are
committed to sound and sustainable procurement procedures
and increasingly understand the potential impacts and opportunities
which our practices present so that they can be improved,
as required.
Protecting the ecosystem: As a major, global employer and
a socially responsible company, we acknowledge our impact
on the various ecosystems on which we operate. We work
– at both national and international levels – not only with clients