Learning and Development Capgemini North America June 2009

2 TS-CC Pay and Benefits 2009 Who we are, what we do and where I sit. Consulting Services  Customer Relationship Management  Finance & Employee Transformation  Supply Chain  Transformation Consulting Technology Services  Application Development & Integration  Agent Technology  IT Transformation: Strategy & Architecture  Business Intelligence  Infrastructure & Security  Mobile Technology  Open Source  Package Implementation  Portals  Radio Frequency Identification Outsourcing Services  Applications Management  Business Process Outsourcing  Infrastructure Management  Transformational Outsourcing Professional Services  Application Services  High Tech Consulting  Infrastructure Services TOTAL GROUP: Head Count 91,621 ~$11B in Revenue Human Resources Talent Management HR Business Partners Learning & Development Shared Service Finance

3 TS-CC Pay and Benefits 2009 As a consulting professional, one can argue that learning daily is an integral part of our job description. We, the learning organization, are merely providing resources and support to help fill job requirements. Said another way, at Capgemini, formal or informal, blended learning has always been how we learn. Defining Learning

4 TS-CC Pay and Benefits 2009 Defining Learning first Learning defined at Capgemini North America is any single or multiple combination of the below: ♠ Any Classroom based training ♠ Any live, or recorded webcast ♠ Books 24X7 (through our SkillSoft eLearning content provider) ♠ Any self-paced courses, learning objects, and materials (online or offline) ♠ All e-learning content (developed internally or externally) ♠ Action Learning or On the job training, coaching, managing people and knowledge sharing ♠ Job aids and reference materials ♠ Self-directed discretionary learning such as Google or internet searches, reaching out to user groups or communities of practice, periodicals, publications, publishing or submitting knowledge objects ♠MOST IMPORTANTLY – And the best place for learning: On the job or action learning

5 TS-CC Pay and Benefits 2009 Creating a model that fits the definition Goal: All parties have skin in the game by managing a business- aligned Learning Strategy (Deliver the right training to the right people at the right time. Ensuring learning opportunities are leveraged for the good of the entire North American Capgemini Entity while respecting and managing the needs of the individual BU’s) Reduce cost by reducing the duplication of effort AND! Focusing training dollars on the development, participation and delivery of training.  Top down bottom up demand planning –Vendor Needs –Certification Targets –BU Specific Needs –Project Needs –Professional Development Requirements (e.g. succession planning and performance management planning.)  Partner with finance to determine overall budget for BU’s –Reconcile Needs with budgets –Measure and report spend against needs  Scheduling and delivering training based on overall BU/Discipline Demand –Courses will have tuition associated with it for a break-even model to cover the costs of supporting, developing and delivering training

6 TS-CC Pay and Benefits 2009 We Focus on Priorities –That Time of Year We work through a planning exercise in partnership with each Business Unit P&C Only 2009 LEARNING DEMAND SUMMARY Vendor Training & Vendor Certification$1,606,850 19% Capgemini Tools, Methods & Certifications2,430,350 29% Leadership Development929,500 11% People Management % Sales868,800 10% Onboarding1,510,000 18% Capgemini Basics595,500 7% Consulting Services0 0% Other Training24,400 0% eLearning Training128,000 2% TOTAL 2009 Learning Spend Estimate $8,278,400 Focused interviews with Service Line Leaders Focused interviews with Capacity Managers Determine Priorities Partner with not only Business Unit Leaders but Business Unit Finance Teams Pencil Sharpen between Business Unit Needs and Actual Budgets Surgical focus on managing and communicating to the overall Education Priorities Priorities are a compilation of an entire inventory of courses designed to build competencies at multiple levels (In our business it is almost impossible to have just 1 Priority).

7 TS-CC Pay and Benefits 2009 The Contract: We Schedule 1.Our courses are then scheduled and approved based on the overall Education forecasted demand and Certification Targets. 2.This demand generates the overall Tuition Model used to support the delivery of all programs. The programs we schedule are based on what the BU’s WANT! Implicit in this schedule is a contract where their participation is accounted for. If cancellations occur a fee is applied 3.Our learning and development organization is based on 100% cost recovery. Our Cost recovery including all costs to delivery along with the headcount of the learning and development team are folded into a tuition model. Pay as you go. The more you go, the more you pay. 4.We are highly incented to deliver what our Business Units want, because of our cancellation fees, they are highly incented to participate. 5.Tuition is re-examined and calculated yearly. We use a combination of actual and forecast on average participation 6.Tuition is same for all classes. We take most expensive class and least expensive class to make tuition even across all course (there are 3 exceptions to this)

8 TS-CC Pay and Benefits 2009 We Track Costs to Deliver Last year’s Model had $400K Credit. Finance used credit to offset other shared Service Organizations.

9 TS-CC Pay and Benefits 2009 We Follow Through We provide a monthly report to each BU which outlines: where they are against their overall edu budget what they have budgeted by program, person, priority We then work them to reprioritize based on business changes

10 TS-CC Pay and Benefits 2009 Questions?