Capgemini is a global leader in consulting, technology, outsourcing, and local professional services. We are headquartered in Paris, France and operate in more than 30 countries.

We are, above all, a people company—nearly 60,000 people in North America, Europe, and the Asia Pacific region. Management and support roles aside, our employees are grouped into four major disciplines, each of which is governed by its specific economic rules, and managed with its own profit.

Our Goals and Values
Four fundamental objectives guide the operation of our business:

To use our expertise to the benefit of our clients and partners through an open, collaborative approach. To ensure sustainable and profitable long-term growth. To provide a return on investment to shareholders. To promote employee development.In addition to these goals, a formalized set of shared values guide our business decisions and shape our culture. The practical expression of these values and objectives can be seen in the collaborative relationships we build, the standards by which we measure our work, and the commitments we make to our people.

Financial Details
Capgemini’s shares are quoted on the First Market of the Paris Bourse under ISIN code PR0000125338. You’ll find financial information and our disclosure calendar in our Investor Relations section, along with press releases, analyst presentations, and webcasts.

Founded by Serge Kampf in Grenoble in 1967 and led by CEO Paul Hermelin since December 2001, Capgemini has become one of the top five IT services and consulting companies worldwide.

Our Story
Our long-term growth and the accompanying expansion of our service offering has depended on both acquisitions and organic expansion. Among our most notable acquisitions are Sesa in France (1987) and Hoskyns in the UK (1990), which gave Capgemini a foothold in the outsourcing market, as well as Volmac in the Netherlands (1992) and Programator in Scandinavia (1992), which established a solid base in Northern Europe.

In the 1990s, Capgemini built a world-class management consulting practice, partly through the acquisition of United Research (1990) and the Mac Group (1991) in the US and Gruber Titze and Partners (1993) and Bossard (1997) in Europe. The acquisition of Ernst & Young Consulting in 2000 tripled the size of Capgemini’s operations in North America—the world’s leading market for IT services—and strengthened the company’s position in Europe as well.

Continuing Evolution
As the global IT market has evolved, we have increased emphasis on two of our businesses: local professional services and outsourcing. The acquisition of Transiciel in December, 2003 enabled us to double the size of our local professional services unit. Today, the Sogeti-Transciel unit contributes 15 percent of Capgemini’s total revenue.

We have also developed an approach we call Rightshore™, which relies on both offshore capabilities (including 4,500 people in India as of May 2006) and near-shore resources in countries including Poland and Spain.

In the services business, success is powered as much by shared values as by employee skills. Capgemini's business objectives and shared standards are designed to benefit not only shareholders and employees, but also every other participant in the value chain. It is our firm belief that these objectives can only be achieved through mutual respect and cooperation.

Seven Values
Seven shared values have been at the heart of Capgemini since our formation. These values influence the way we meet client needs while respecting the regulatory requirements of each country in which we operate, and the way we promote ethically sound practices within Capgemini and in our partnerships. They are:

Honesty, particularly the refusal of unfair business practices aimed at obtaining a particular contract or advantage. In line with this principle, Capgemini has established clear rules with respect to commissions and gifts of all kinds.

Boldness, in the sense of an entrepreneurship and desire to take considered risks balanced by prudence and clear-sightedness, without which a bold manager can become reckless.

Trust, which implies a willingness to empower employees and teams, and to allow managers to experience the effects of their initiatives and decisions. Trust also implies an open mind and genuine transparency in the flow of information, and is at the heart of our collaborative business experience.

Freedom, which includes creativity, innovation, independence of mind and respect for others in their diverse cultures, habits, and customs, all of which are crucial for a company with a presence in more than 30 countries and that has over 100 nationalities among its employees.

Solidarity with clients, employees, and partners; the ability to share in both good and bad times.

Modesty in relations with others and in our approach to issues.

Fun, without which any corporate vision is extremely difficult, if not impossible, to implement.

We’ve created a formal code of ethics to clarify and promote these practices. Learn more about the way our long-standing values and practices are reflected in our commitment to social responsibility and stewardship, the way we collaborate with our clients, and the way we relate to our employees.