CAPGEMINI_REGISTRATION_DOCUMENT_2017

CORPORATE GOVERNANCE - RISKS{AND INTERNAL{CONTROL

2.4 Compensation of Executive Corporate Officers

Digital and Cloud and its 2020 ambition, for a 20% weight (out of which 5% is quantifiable); and the operational transformation of the Group with a ii) renewedleadership structure for 20% (out of which 20% is quantifiable); specific objectives represent 60% of his V2 and they relate to: Through strong interaction with Business Units & Global i) Business Lines, acceleration of Digital innovation and transformation for 15% weighting (out of which 15% is quantifiable); Improvement of the gross margin % vs. 2017 published ii) results; 15% weighting (out of which 15% is quantifiable); Success of four alliances bets; 15% weighting (out of which iii) 15% is quantifiable); and Redesign the India strategic positioning within our iv) operational transformation; 15% weighting.

The personal strategic objectives adopted for 2018 V2 variable compensation have been each assigned an individual specific weight and have been classified in two main categories. Following the new governance structure in place since January{1, 2018 and with the launch announced in Geneva during the 50 th {anniversary of the Group of a major transformation program, the Compensation Committee suggested to the Board which approved this proposal, to structure the objectives of each Executive Corporate Officer with a set of common/shared objectives associated with a set of specific/role-based ones. Therefore, objectives of Mr. Thierry Delaporte are built as follows: shared objectives represent 40% of his V2 and they relate to: the effective implementation of the new Group governance i) and managerial transition and a reinforced collaboration between market units and service lines, positioning the Group on the path to achieve its growth ambition in the

2

2018 variable compensation of Mr. Thierry Delaporte

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PERSONAL OBJECTIVES LQFOXGLQJ TXDQWLƬDEOH

FINANCIAL OBJECTIVES

Accordingly, the operating indicators adopted for his 2018 V1 compensation will be the same as the ones set for the Chairman and Chief Executive Officer: revenue growth: 30%{weighting; X operating margin rate: 30%{weighting; X

These objectives have been formalized in such a way as they can be clearly assessed on objective grounds at the end of 2018 with a weight of 70% based on quantified objectives. Therefore 85% of the variable part will be subject to a quantitative evaluation in 2018. The long saving plan has been set at €355,000 for 2018 to be payable under the defined performance and presence conditions in 2019 and 2020. The payment of the variable compensation and of the first part of the long saving plan of Mr. Delaporte for fiscal year 2018 will be subject to approval by the shareholders at the Shareholders' Meeting to be held in 2019. Mr. Aiman Ezzat In application of the principles just described, the Board decided, pursuant to the recommendation of the Compensation Committee, to set Mr.{Aiman Ezzat’s theoretical compensation for 2018 at €1,560,000; This implies that the fixed part of Mr.{Ezzat, will be set at €936,000 for 2018. The Board also set the procedure for calculating the variable component of Mr.{Ezzat’s compensation for fiscal year 2018, defining the performance indicators underlying the V1 calculation, as well as the personal strategic objectives adopted for the V2 component.

pre-tax net profit: 20%{weighting; X free cash flow: 20%{weighting. X

The level of attainment of these indicators will be determined, based on a comparison of actual audited and budgeted Group consolidated results and will be subject to the accelerated formula (upward or downward).

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REGISTRATION DOCUMENT 2017 — CAPGEMINI