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Nombre de lectures	155
Langue	English
Poids de l'ouvrage	4 Mo

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On April 15, 2004 we have changed our name to Capgemini.

To help you achieve measurably faster, better and more sustainable results we have taken this opportunity to formalize our core strengths into what we call the Collaborative Business Experience.

Our clients tell us that what makes Capgemini different is the unique, collaborative way in which we help them take advantage of opportunities and solve their problems. Collaboration has long been a recognized cornerstone of our approach to business and is part of our DNA. We believe that success and collaboration go hand in hand and we have been a pioneer in developing collaborative practices such as our innovative Accelerated Solutions Environment (ASE), which helps companies create rich strategic and technology solutions in record time.

Why do we place so much emphasis on collaboration? We believe that collaboration is the business imperative of our time. For a decision to be both relevant and effective in today’s complex and unpredictable environment, few companies can succeed alone.

In our work with thousands of the world’s best companies we have found that there are four key elements to successful collaboration: Targeting Value, Mitigating Risk, Optimizing Capabilities and Aligning the Organization. However, Capgemini’s Collaborative Business Experience is not a one-size-fits-all approach. The more complex the challenge and the situation, the more collaboration is required. We adapt the level of collaboration based on the nature of your needs and complexity.

C O N T E N T S

2Letter from the Chairman 7Outstanding events 15The next-generation enterprise 21Examples of the Adaptive Enterprise 21kHPCL in a revolutionary shift to open markets 23kAlbert Heijn mobilizes its managers for today’s market 26kCovisint: auto industry benefits from B2B marketplace 29kAguas de Portugal in the new Europe 31kTelia: a telecommunications leader turns to Adaptive IT 34kFord puts its customers in the driver's seat 37kStef-TFE: one-stop expertise in products, logistics and technologies 40kHorizon System Solutions: a growing venture with a broad visionNew 43kDARA's flight to an independent future 45kAventis: adapting in a post-merger enterprise 49Introducing the Cap Gemini Ernst & Young Group 49kWhat the Group does 52kManagement team 53kThe Sectors 57Financial summary 57kConsolidated financial statements 58kActivity analysis 59kStock Exchange overview 72 61Main locations 77 79 (pull-out)Financial report

C A P G E M I N I E R N S T & Y O U N G

L E T T E R F R O M T H E C H A I R M A N

Nostra culpa! You may well have decided to distance yourself a little, but the difficulties encountered by a Group to which you remain extremely attached quickly bring you down to earth and sadden you as much as those already encountered ten or twenty years earlier (at the start of the 1990s, for example). They affect you all the more when the main reason is perhaps a mistake made by the Group itself, and in which you have taken part. Despite having been certain for a long time that a purely matrix-based structure would soon become unmanageable, I allowed myself to be convinced two years ago that the new situation created by the acquisition of Ernst & Young’s consulting activities made it necessary to put in place athree-dimensional structure: geographies, industry sectors and service lines.(*)That was the approach explained to the 57,000 employees of the new Group the day after the merger of May 23, 2000, and that was the approach introduced stage by stage since that date in all the units of Cap Gemini Ernst & Young. Perhaps becoming impatient to harvest the benefits of the merger as soon as possible, we all set to work in this direction, not hesitating to revolutionize the habits – and the certainties – of the three organizations that we were bringing together: Cap Gemini, Gemini Consulting and Ernst & Young Consulting. A few months later, the first successes were in sight. Important contracts had already demonstrated in spectacular fashion the credibility and status of the new Group. The eagerness of our largest partners to build structured and, from now on, “global” alliances attested to the new importance they gave to their relations with us. Internally, the construction work was strongly underway: merger of operating units, new structures being put in place, reorganization of business relationships, etc. At the brink of the 2001 business year,the Group was in fighting form, ready for the assault on all the most ambitious of its objectives. And the credit goes mainly to CEO Geoff Unwin, as well as to all those who, along with him, carried out this merger so swiftly: Paul Hermelin, Mark Hauser, Pierre Hessler, Terry Ozan and many others, too numerous to name here.

(*) At the time, some even wanted to make the “professions” – aimed at more effectively managing our employees’ career development – a fourth dimension.

C A P G E M I N I E R N S T & Y O U N G

But things did not turn out at all as we had planned. The first signs of a slowdown in the American economy, which had appeared six months earlier, should have warned us, but they were challenged at the time by the most eminent “specialists,” convinced themselves that they had discovered the philosopher’s stone of continued growth and an economy immune to crisis. Then came other alarms: the worsening economic situation in Germany, the unexpected end to the collective over-excitement unleashed by the Internet bubble, the sudden drop in pressure in the job market, the stock markets’ slump in August, the terrorist attacks of September 11 and their virtually immediate impact on some especially vulnerable sectors, the war in Afghanistan, the Enron scandal and the legitimate questions it provoked about the true value of certain assets... None of this, or almost none of it, had been predicted at the start of the year. In this context, the information technology industry in 2001 has been through probably the most brutal crisis of its short history. The telecommunications and micro-computer sectors suffered most of all but consultancy and IT services were not spared: once again being viewed as a variable cost to be cut, temporarily losing itsstatus as a strategic investmentto become an expense. This in turn led to volatility in the demand, cancellation or postponement of large projects, pressure on prices, the continued decline in forecasts, and so on. Caught flat-footed by a crisis it didn’t foresee, prepared for great campaigns carried out in open country and suddenly faced with trench warfare, entangled in wonderfully subtle management structures that were not well suited to the new situation in the marketplace, staffed by managers many of whom had never been faced with the constraints and disciplines of a public company, the Group was forced to carry out what were at times painful adjustmentsduring the course of the year: severe cuts in costs and headcount, redoubled efforts to improve the utilization rate, reassigning talent mobilized for strategic projects but without immediate benefit, return to simpler structures with clearer responsibilities, the closing of small unprofitable subsidiaries. Yet with all this, the year was nevertheless capped off with a more “offensive” action: the creation of a subsidiary specializing in local professional services (Sogeti). By December 31, the outcome for the year was not exactly brilliant: revenue stagnant, the workforce reduced by 5 percent from one year to the other, net profit one third of the previous year, stock-market capitalization cut in half. And yet, at the start of 2002,the Group feels strong: the exceptional costs have not stopped us from remaining profitable (with net income of 152 million euros); operational cash flow is the best it’s been in the last three years; our cash position and borrowing capacity are intact; the consolidated balance sheet is solid; our off-balance-sheet commitments are limited to commercial leases essential to operations; the workforce is aligned with our business perspective, albeit a more prudent one, based on evidence that the market will remain difficult and will only recover very slowly.

C A P G E M I N I E R N S T & Y O U N G

In the midst of the storm, the Group nonetheless showed its ability to resist and to adapt. The foundations have remained firm. Anew chief executive officerwas named, taking up his duties on January 1, 2002, and whose first concern has been to focus on a whole set of values, precepts and rules that have always been the main strength of Cap Gemini but which seemed to have lost their currency while priority was being given to strengthening the tremendous potential of the new Group. It is now up to him, and to the new management team that he is in the process of forming, to achieve the right balance of passion and common sense, vision and determination, the desire to win and discipline. Because Cap Gemini Ernst & Young’s ambition remains to be aleader in its field. A leader, which means being a reference, an example, an innovative company founded on values and on uncompromising ethical standards; a company directed by “managers-entrepreneurs” obsessed less by their own careers than by client service, concerned about adapting permanently to their clients’ needs and capable of helping them to adapt in their turn to the evolution in their own business and environment. A leader is a Group which knows how to link growth and profitability without ever accepting that one can exist without the other. It means a Group which cares about its own people as much as it does about its shareholders (doesn’t someone who spends ten or fifteen years of his or her life in a company have the right to as much respect and consideration as someone who has invested in the capital of that company?). A leader also means being a potential rallying point for an “industry” – management consulting and IT services – still very fragmented and in the process of consolidation. To be a leader and to stay one, the requirement today is to keep your feet on the ground andto manage from day to day with ideas that are both simple and strong, just as we have always known how to do for more than thirty years. That is the true challenge for 2002.

Serge Kampf Grenoble, March 24, 2002

P.S.: Paul Hermelin, the new Chief Executive Officer whom I already mentioned and who succeeds Geoff Unwin in this post, was born in Belgium on April 30, 1952, and so will soon be celebrating his fiftieth birthday. A graduate of the Ecole Polytechnique (class of ‘72) and the Ecole Nationale d’Administration (class of ‘78), he occupied various senior positions in the French civil service before becoming department director to Hubert Curien, Minister of Research and Technology (from May 1988 to May 1991), then to Dominique Strauss-Kahn, Minister of Industry and Foreign Trade (from May 1991 to March 1993). Entering the Group on May 1, 1993 as Associate Director, he was named Director of Central Functions on January 1, 1995, Chief Executive Officer of Cap Gemini France on January 1, 1996, and member of the Directoire of the Cap Gemini Group from May 1996 to May 2000. Since May 23, 2000, he was Chief Operating Officer of the Group.

C A P G E M I N I E R N S T & Y O U N G