Learning and DevelopmentCapgemini North AmericaJune 2009

2TS-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

ProfessionalServices

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

3TS-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

4TS-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

5TS-CC Pay and Benefits 2009

Creating a model that fits the definitionGoal: 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

6TS-CC Pay and Benefits 2009

We Focus on Priorities –That Time of YearWe 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 & Certifications 2,430,350 29% Leadership Development 929,500 11% People Management 185000 2% Sales 868,800 10% Onboarding 1,510,000 18% Capgemini Basics 595,500 7% Consulting Services 0 0% Other Training 24,400 0% eLearning Training 128,000 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).

7TS-CC Pay and Benefits 2009

The Contract: We Schedule1. 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)

8TS-CC Pay and Benefits 2009

We Track Costs to Deliver

Learning & Development SummaryYTD August 2007 **Chargeback should equal closer to $1,236,000. Variance 31,510

Budget YTD 2007 Actuals

YTD YTD

Variance %

Sept - Dec 2007 Forecast

2007 Budget 2007 YED2007 YED vs Budget

%

Costs Delivery 552,787$ 703,360$ $150,573 27% 401,920$ 829,181$ 1,105,280$ $276,099 33%Overhead* 510,645$ 485,488$ ($25,157) -5% 277,422$ 765,968$ 762,910$ ($3,058) 0%Total 1,063,433$ 1,188,848$ $125,415 12% 679,342$ 1,595,149$ 1,868,190$ $273,041 17%

Charges-Backs Delivery 1,062,667$ $1,204,490 $141,823 13% 545,798$ 1,594,000$ 1,750,288$ $156,288 10%Other -$ -$ -$ -$ $0Total 1,062,667$ 1,204,490$ $141,823 13% 545,798$ 1,594,000$ 1,750,288$ $156,288 10%

Net 766$ (15,642)$ ($16,408) 133,543$ 1,149$ 117,901$ $116,752

Sessions Total 98 76 ($22) -22% 34 147 110 ($37) -25%

Cost per session Total 10,851$ 15,643$ $4,791 44% 19,981$ 10,851$ 16,984$ $6,132 57%

Days Total 4251 4,401 $150 4% 2,183 6,376 6,584 $208 3%

Cost per day Total 250$ 270$ $20 8% 311$ 250$ 284$ $34 13%

Tuition per day 250$ 250$

*Excludes Learning Technology CostLast updated 9/20/2007

Last year’s Model had $400K Credit. Finance used credit to offset other shared Service Organizations.

9TS-CC Pay and Benefits 2009

We Follow ThroughAs of September 30th 2007

Target YTDRemaining

Budget% of

Completion% of YTD budget

West YTD Total Spend $640,000 $600,669 $39,331 94% 125%

Jan Feb Mar Apr May Jun Jul Aug SepEDUCATIONBudget 53,333 53,333 53,333 53,333 53,333 53,333 53,333 53,333 53,333

Forecast 26,557.0 38,734.0 73,293.0 42,964.0 97,028.0 59,016.0 52,160 133,651 77,266 Actual 26,557 38,734 73,293 42,964 97,028 59,016 52,160 133,651 77,266 MTD Results to Budget 49.8% 72.6% 137.4% 80.6% 181.9% 110.7% 97.8% 250.6% 144.9%YTD Results to Budget 49.8% 61.2% 86.6% 85.1% 104.5% 105.5% 104.4% 122.7% 125.1%

LEARNING TYPE YTD TOTALBudget for programs

Percent Against Budget

Vendor Training / Certification

SAP $111,502 $76,000 147%Other Vendor Training / Certification $40,361 $38,645 104%

Engagement ManagementEM the Capgemini Wa $36,116 $26,527 136%

EM Immersion $63,776 $20,520 311%Other EM -$8,184 $1,815 -451%

On-BoardingIntroduction to Capgemini $176,545 $219,600 80%

Methods & ToolsSE Immersion $12,646 $22,950 55%RUP Academy $9,523 $7,200 132%

A-week (IAF Essentials/B&I) $32,193 $15,450 208%DDF Immersion $0 $1,004 0%

Clarity Tool Training $886 $2,510 35%CS Methods $0 $2,601 0%

Consulting BasicsFoundation Skills $33,993 $74,382 46%

CSW $20,911 $30,310 69%CS Related Programs

Phase 1 $0 $4,275 0%Business Case $0 $4,275 0%

Supply Chain Academy $5,415 $9,400 58%CRM Connect $160 $4,700 3%

Other CS Courses $0 $10,000 0%Leadershi

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

10TS-CC Pay and Benefits 2009

Questions?