A new dimension Aiman Ezzat Chief Executive Officer
“Our clients trust, and our ability to establish ourselves as the strategic partner in their transformation, enabled Capgemini to achieve a whole new dimension in 2021.”Read the letter
“I will continue to ensure that Capgemini’s governance is a model of excellence [...] and will help to give the Group the means to continue successfully along its path.”Read the letter
“Our clients trust, and our ability to establish ourselves as the strategic partner in their transformation, enabled Capgemini to achieve a whole new dimension in 2021.”Read the letter
In 2021, Capgemini’s results exceeded all its targets, which had been raised twice. These successful results are the outcome of the Group’s positioning as a strategic partner for its clients for digital transformation. This performance is also supported by the successful integration of Altran, one year ahead of schedule.
We help our clients succeed in their digital transformation, create new business models, consolidate operational efficiency, and enhance their capacity to innovate. In 2021, our bookings totaled €19.5 billion, an increase of 15.8% at constant exchange rates, year-on-year.
Capgemini’s brand awareness and visibility continue to rise. 2021 was marked by a strong increase of our investments in sports sponsorship, innovative partnerships and advertising. These actions bring to life our brand promise: Get The Future You Want, which embodies our mindset and commitment.
The story of rugby is a story of transformation from humble beginnings to a global stage. When I first pulled on the New Zealand jersey, I stepped onto the field at the first Rugby World Cup. The game was not yet professional.
We played for the love of sport and for each other.
We were bound together by unwavering values. Trust, respect, passion, solidarity and team spirit. As Captain, I understood that inspiration. It was contagious. The sport has evolved. The players, the coaches, the fans have grown together. Technology has helped us drive the game to new heights. To get the future we want. Every element of performance is now measured, evaluated enhanced and improved.
The game is faster. The momentum greater. The margins tighten. It has stirred the emotions of fans across the globe and raised international superstars. Capgemini has been a passionate supporter of the game for over 30 years. As a worldwide partner of Rugby World Cup, France, 2023, Capgemini continues to enable the evolution of the game because whilst technology has changed the sport forever, the values of the game remain steadfast.
Trust respect, passion, solidarity and team spirit. True values shared by rugby and Capgemini.
Our teams are passionately committed to bridging the digital divide. Mentoring young people in Poland, digital training for girls in Southeast Asia and Morocco... our actions have a concrete impact.
“Diversity creates value within the firm. More diversity will make Capgemini more innovative and rich – so it’s a real conviction we’re working with, rather than doing it just because it sounds good.”
“Learning is at the heart of our people agenda. We launched our learning platform in 2020 and it has been going strong ever since. Today, more than 95% of our people use it regularly.”
My name is Kian Seah. I'm the CEO of Heng Hiap Industries Malaysia. Heng Hiap is an integrated plastic recycling company that works with 28,000 domestic plastic recyclers to convert plastic scrap and upcycle that to high performance plastic using our in-house smart waste technology. Eco-conscious users will have a critical role in deciding how plastic products are being made in the future.
Essentially, the user wants to know three things. What is the recycled content in the product that I'm using? What is the recycled content and where do they come from? And number three is where do this plastic product go after use? With the digital transformation, we can enable a smart recycling model that allows the users to do all three mentioned above. and the eco-conscious users start to look for a tool which can help their journey in becoming true, conscientious consumers.
And we believe our tool is the solution to achieve this goal. Together with Capgemini, we built a five-year model based on regional scalability, sustainability landscape and recycling-made-easy features. In the midst of pandemic, we managed to make insightful progress through design thinking via digital mural. We conducted multiple workshop to design the mobile apps and build future roadmaps, which include app features, functional flow, high level screen design and iteration roadmaps.
Kian Seah presents the screens of the application: onboarding is simplified, interactive games are present with a swipe system, dashboards are more intuitive, the possibility of booking trips, information on recycling, means payment facilities, work planning and a section dedicated to help and resources.
We were pleasantly surprised of how much we can achieve digitally. I think continuous education is important in order to motivate behavioural change in consumption and also to enable data collection. Once the users know that their efforts in plastic recycling are done properly through transparency, traceability and visibility of the entire lifecycle, they will be motivated to become more involved in ensuring the full circularity of the plastic consumed.
A noteworthy moment for me was during the design thinking phase where the extended Heng Hiap team comes together with the Capgemini team which involves the AIE, the ASE, the Digital Customer Experience team,
Capgemini Design Studios team. And we started going back and forth, learning from the past experience, rethinking current best practices, and imagine the future relationship of plastic consumption and also with its user. We need Capgemini as an innovation venture partner for regional expansion, particularly in the other seven Southeast Asian countries, which are also on the top ten ocean pollution list.
We notice the similar fragmented landscape and the hidden treasure of informal and independent grass root recyclers in this ecosystem. In short, we want to scale regionally together while making global impacts together, to combat plastic pollution together.
We at Volvo Car Mobility have provided a service called M, where we are offering the access of cars instead of ownership of cars.
We start with three simple questions: when do you need a car? Where would you like it? And what type of car do you want?
And from there our algorithms match the right car with the right customer. And that data-driven approach that we have allows us to get more people into fewer electric cars with a higher level of satisfaction.
We at Volvo Car Mobility are passionate about our planet and contributing to a more sustainable future. That’s why we work with partners who not only participate, but also actively expand the sustainability conversation.
So we partnered with Capgemini Invent to understand the impact of our business model in the cities where we operate.
And we’re really pleased to find out that our service provides impact on all three pillars of sustainability. Both environmental, economic and also social sustainability.
Capgemini Invent’s data-driven insights have really helped us make everyday decisions that further enhance the positive sustainability effects of our service.
We have worked closely with their team, and the success of the project has really come from everybody’s voice and skills coming together as one.
Capgemini has an extensive network of innovation centers, labs, design studios, centers of expertise, and a venture capital fund. We deploy a world-class network of local and global delivery centers and a curated ecosystem of partners, startups, and academies.
Capgemini supports its clients in the three key areas: managing customer relationships; managing industrial assets; and functional agility. Capgemini provides its clients with key technologies such as cloud, data and artificial intelligence. The Group also works to improve clients’ cybersecurity and environmental impact.
CUSTOMER FIRST: Helping our clients to deliver exceptional personalized experiences and to continuously reinvent their business and offering.
INTELLIGENT INDUSTRY: Harnessing the potential of technology and data to transform and digitize products, industrial operations, and connected services across industries.
ENTERPRISE MANAGEMENT: Delivering, transforming and managing operations for digital core, business processes, and enterprise applications for greater agility and operational efficiency.
Cloud – Data & AI – Cybersecurity - Sustainability
Customer first
Helping our clients to deliver exceptional personalized experiences and to continuously reinvent their business and offerings
Intelligent Industry
Harnessing the potential of technology and data to transform and digitize products, industrial operations, and connected services across industries
Enterprise management
Delivering, transforming and managing operations for digital core, business processes, and enterprise applications for greater agility and operational efficiency
Capgemini is a responsible leader, determined to have a positive impact on all stakeholders within its ecosystem. As a Group we believe that digital transformation should benefit all of humanity and we intend to be a benchmark in terms of our contribution to society, for our own activities, and for those of our clients.
Well ahead of 2050
-83.6% vs. 2015
2030 Target: -50% vs 2015 baseline
By 2025
2025 Target: 100%
* Capgemini legacy
** Capgemini group (Capgemini + Altran)
By 2025
By 2030
* Compared to peers
** Percentage of new suppliers above 50K euros spend committed to the ESG Standards enforced by Supplier Standards of Conduct commitments
By 2030
“Capgemini achieved a remarkable performance in 2021, exceeding its objectives. This marks a successful first step in achieving our 2025 ambition.”Carole Ferrand Chief Financial Officer
+ 15.1% over a year at constant exchange rates
14.1
2019
15.8
2020
18.2
2021
Revenues
in billions of euros
+ 25% in value
1,741
2018
1,879
2019
2,340
2021
Operating margin*
in millions of euros
* The operating margin, one of the principal indicators of Group performance, corresponds to the difference between revenues and operating costs. It is calculated before the “other products and operating costs”.
1,288
2019
1,119
2020
1,873
2021
Organic free cash flow
in millions of euros
6.76
2019
7.23
2020
9.19
2021
Normalized earnings per share
in euros
Capgemini would like to sincerely thank Ludovilk Myers
for his contribution to our 2021 collection of reports.
See more of his work on www.ilkflottante.com
Graphic design, production and editorial
WordAppeal & Studio L’Éclaireur
Artist – All rights reserved
Ludovilk Myers - ilkflottante.com
Photographers – All rights reserved
Pierre-Emmanuel Rastoin
Copyrights – All rights reserved
Heng Hiap Industries • OncoHealth • Vodafone • Volvo Car Mobility