Capgemini Se Ord

Good day and thank you for standing by. Welcome to the CAPTCHA Mini 2024 Full-Year Results Webcast and Conference Call. At this time, all participants are in the listen-only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you will need to press star 1 and 1 on your telephone. You will then hear an automated message advising your hand is raised. To withdraw your question, please press star 1 and 1 again. Please be advised that today's conference has been recorded. I will now like to hand the conference over to your speaker today, Ayman Ezzat, CEO. Sir, please go ahead.

Thank you. Good morning. And thank you for joining us for the 2024 Full-Year Results Call. And I'm joined today by our CFO, Nivy Bagat. In 2024, the market proved weaker than we anticipated at the beginning of the year. Clients did not increase their discretionary spend, and as we discussed before, CAPGM and I faced some unexpectedly strong headwinds in the second half, notably in manufacturing and in France. In this challenging environment, the group demonstrated a strong resilience of the operating model while sustaining investment in cloud, in data and AI, in digital core and in the intelligence industry notably. And we made significant strides in developing our leadership in AI and GenAI during the year. For the full year, the revenues stand at 22 billion, 96 million euros, down 2% a year at constant currency. And after bottoming up out in Q1 at minus 3.3, growth rate improved slightly through the year. We end the year at minus 1.1 in Q4, which is in line with our revised expectations in October, reflecting the challenging environment we continue to operate into. Our bookings are solid and total 23 billion, 821 million euros. This represents a robust book to bill of 1.08 and demonstrate a strong commercial momentum despite client decision cycle that remain lengthy in this environment. The operating margin is within the target set for 2024 at .3% of revenue, which is stable year on year despite the revenue decline. And this is a result of continuous shift towards higher value services combined with improved operational efficiency. Organic free cash flow remains strong in spite of the revenue decline at ,000,000 euros in line with the 2024 target. And the previous year. Our normalized EPS standard 12.23 euros in accordance with our dividend policy, the board of directors is proposing a payment of 3.4 euro per share dividend at the annual general meeting. Now if I like a bit on the, the environment remain challenging at the end of the year. The trends observed in Q4 are consistent with what we had anticipated. The manufacturing sector continues to experience strong headwinds whereas we see an improvement in financial services and consumer goods and retail. And a robust public sector throughout the year. From a geographic perspective, growth rates improved in North America but also in the UK, Asia Pacific and Latin America. However, as anticipated, France experienced a noticeable slowdown. Finally on business, both application and technology and operations and engineering improves again this quarter. It is also worth highlighting our plus .2% growth for the full year in strategy and transformation. And this continued momentum illustrates the strength of the growth positioning as a strategic partner to its client. Overall discretionary spend remains subdued across the market with only green shoots in financial services. Clients continue to be focused on efficiency, prioritizing operational agility and optimizing costs. And this has driven a strong demand for transformation programs leading to sustained traction for our cloud data and AI services as well as our innovative offerings in intelligence supply chain, digital core and generative AI. Let me highlight a few deals of Q4. In collaboration with Nvidia, we are helping Telenor in the Nordics to develop an energy efficient GPU as a service. It's a data center offering design for energy efficiency. This compute service will run entirely on 100% renewable energy. And the plan is to scale it into state of the art data center where the excess heat generated by workload is planned to be reused in Oslo's local heating system. For US utilities provider, we are upgrading and deploying an advanced metering infrastructure to support the electrical grid modernization. The system will utilize intelligent edge devices and distributed energy resources control over a common digital communication network. Advanced analytics with machine learning will enable a real time grid model with power flow providing proactive alert disruptive grid events from storms or in service infrastructure failures, power flow demand balance, ultimately enabling customer to better manage energy efficiency. And from global technology company, we are currently delivering a highly complex digital core program with a large scale SCPS core transformation. This milestone has been achieved jointly with our recently acquired data platform company, CINITY, who was in charge of the data transformation. This illustrates what the synergies that the acquisition of CINITY can deliver. CINITY is truly a unique asset on the market around corporate data. Data is the fuel to create value with digital transformation and CINITY has a global team of over 1200 data focused experts with unique track record on data driven digital core business transformation, particularly around SCPS. We already see good synergies and target substantial growth opportunities. As we can see from some of the bookings we achieved with CINITY in Q4 and of course, given the critical role of high quality data and AI and GenAI in client projects. So looking at generative AI, we are recognized for our leadership and the quality of our services. Demand from clients remains dynamic and has supported strong GenAI bookings that accounted for around 5% of Q4 bookings and close to 4% full year. We delivered hundreds of projects from proof of concept to larger programs to deploy use cases at scale. We deliver value bringing the best solution supported by a large ecosystem of technology partners. It is also the result of continuous investment we have been making in our capability and in our assets, more now 150,000 talents have been fully trained to leverage the benefits of GenAI tools in the projects we deliver. And with the rise of agentic AI, we are accelerating value creation with hyper automation enabled by AI agents. We are able to automate highly variable processes that could not just be automated by data RPA or traditional AI. And there is attraction, as you might have heard in the market for AI agents, and we are positioned to catch the growth thanks to our investment and assets. We strengthened our set of offerings to infuse them with AI agents. For example, it's the case for our race platform that was upgraded with AI agent framework to propose for use in at scale involving custom AI agents. So it may be interesting to look at some of the example of agents deployment. So we're helping a global logistics company enhance its finance and accounting process, operated operation with AI agents to assist and empower human workers. Billing analysts are supported in detecting anomalies on invoices to finalize the booking processes. And dispute managers are empowered by AI agents to manage the case in less than one minute compared to previously 10 to 20 minutes. For European utility, we are building agentic application for the procurement department. AI agents retrieve, scan and verify documents within the digital core of the company, streamlining approvals and reducing significantly errors. And for global consumer goods company, we are leveraging agentic AI technologies to transform end to end marketing value chain, creating personalized consumer experiences, providing tailored interaction and streamlining marketing operations. In 2024, we also demonstrated continuous leadership in corporate responsibility. We achieved major progress in our ESG roadmap. From an environmental standpoint, we reduced our absolute emissions scope on two and three by 35% compared to 2019. The share of renewable energy in the group electricity consumption reached 98%, up from 96% in 2023. And the group was also confirmed as a constituent of the Dow Jones Sustainability Index Europe and maintain its position on the A-list in the 2024 CDP assessment. We also made notable progress on gender balance, proportion of women in the group reached 39.7%, up by almost one point -on-year and up seven points since 2019. The proportion of women among the executive leadership position reached 29%, up by almost three point -on-year and more than 12 points since 2019. And we continue to invest in our talent. The average number of learning hours per employee trained reached 77 hours last year, significantly up notably with expansion of our Gen. AI training program. We also extended our impact on digital inclusion, our various program and partnership with leading nonprofit organization benefit directly or indirectly almost 3.2 million individuals in 2024. Finally, on governance, we made good progress around

cybersecurity and ethics. Now, as you know, we are focused on the top-line growth.

So in spite of unfair growth mix, geographic mix and sectorial mix, we are focused on to see how we can actually top-line growth. And as announced in Q3, we launched a set of targeted actions to unlock potential at every level of the organization for fueling growth and driving efficiencies. We are simplifying processes, streamlining operation to ensure 100% client focus and increase efficiency while sustaining our investment. So we have defined four areas of focus. First, the simplification of the operation and the streamlining of key business processes and acceleration of decision-making. Second, improving the effectiveness of the go-to market to reignite our growth with a high-performing sales and support organization, focus 100% on client success. On the competitiveness of our offering and delivery, that means more Gen. AI and automation in all what we deliver and more focus on the excellence of our delivery. And finally, around talent and talent deployment. First, the acceleration, actually the investment in high-growth area to be able to create most scalability where we see huge growth and also accelerating the efficiency of talent deployment by leveraging the global platform we have deployed. Now I'm convinced that this plan, which is the high focus for the group, will unlock good growth opportunities. Now coming to the outlook, we do start the year with contrasted trends and overall we want to remain cautious in this uncertain geopolitical and economic environment, notably around manufacturing and Europe. In that context, we adopted a wider growth bracket from minus two to plus 2% at constant currency to accommodate a balanced outlook. At the bottom, it factors in deterioration of the environment in the second half. Even if we don't see any early sign at this point, and at the top, it incorporates some improvement in the environment. The scope impact is expected to be in the range of one to two points. The seasonal decline in revenues between Q4 and Q1 should be lower than historical average. With this start, we expect constant currency revenue growth for H1 2025 to remain in the same range as Q4 2024. On the operating margin, we target zero to 20 basis point improvement, leveraging our improved offering mix and continuous operational improvement. Finally, we target to maintain our strong cashflow conversion with an organic free cashflow of around 1.9 billion euros. Thank you for your attention and I now hand over to.

Thank you, Aiman and good morning everyone. Before I begin, you will notice that we have changed the format of the slides slightly. Information remains the same and if you want to look at this in the old format, it is available in the appendix section. Now let me share with you the highlights of our full year 2024 performance. As mentioned by Aiman, in an environment that proved to be weaker than initially anticipated in 2024, Capgemini demonstrated the resilience of its operating model. Group revenues reached 22,096 million euros in 2024, down minus .9% on a reported basis and minus 2% at constant currency. Operating margin amounted to 2,934 million euros or .3% of revenues stable year on year. After other operating expenses, financial and tax expenses, the net profit group share reached 1,671 million euros up by .5% year on year. Basic EPS increased by plus .2% to nine euros and 82 cents. Normalized EPS reached 12 euros and 23 cents down minus .7% year on year. Finally, we maintained organic free cashflow generation at a record high level with 1,961 million euros in 2024. Moving on to our quarterly revenue growth. Q4 came at the top end of the range implied by our October growth outlook. Revenue was down minus .5% organically. This represents 60 basis point improvement compared with the Q3 growth rate and brings our organic growth for the full year to minus 2.4%. Accounting for scope impact, constant currency growth was minus .1% in Q4 and minus 2% for the year. FX became a tailwind in Q4 with a positive impact of 50 basis points largely due to the appreciation of the British pound and US dollar against the euro. Overall, FX had a positive impact of 10 basis points for the full year. As a result, reported growth was minus .6% in Q4 and minus .9% for the full year 2024. At this point, we expect FX to have a positive impact of around one point for the full year 2025. Moving on to the bookings. The group maintained a strong commercial momentum in 2024 despite client position cycles that remain long. Bookings totaled 23.8 billion euros for the year and 6.8 billion in Q4. With a book to bill of 1.22 in Q4, we end the year with another strong quarter. This brings the book to bill for the full year to 1.08, which matches our historical high. On a year on year basis, 2024 bookings are down .5% at constant currency with Q4 turning positive at plus 1.9%. Looking first at our revenues by sector. The group experienced contrasting sector developments throughout the year. Some sectors accelerated as anticipated and returned to growth, but others deteriorated visibly. Today, I will focus my comments on Q4 since full year growth rates do not reflect this. In Q4, Financial Services recorded another visible improvement in its growth rate. As a reminder, this is our second largest sector and grew plus 2% at constant currency in Q4, marking its return to growth. CMT also recorded a third consecutive quarter of improvement and with a rebound in consumer goods and retail, both sectors posted positive growth in Q4 at plus .6% and plus .3% respectively. On the other hand, and as anticipated, manufacturing further contracted. Growth rates decelerated from minus .4% in Q3 to minus .1% in Q4. The energy and utilities and services sectors also decelerated in Q4. Finally, the public sector remained solid in Q4, confirming the sustained momentum recorded through the year. Moving on to regions. Let's look first at Q4 trends and how year on year growth rates compared to those reported in Q3. Growth rates improved substantially in North America, but also in the United Kingdom and Ireland and in the Asia Pacific and Latin America region. However, they slowed down visibly in France as anticipated and decelerated slightly in the rest of Europe region. Turning now to the full year 2024 where I discussed the growth rates at constant currency. In North America, revenues are down minus 4.1%. The financial services, consumer goods and retail and TMT sectors improved significantly in H2, but this was partially offset by the slowdown in manufacturing and public sectors. France's revenues decreased minus .5% in an environment that clearly deteriorated towards the end of the year with a significant contraction in the manufacturing sector. As in most regions, financial services clearly improved through the year. The United Kingdom and Ireland region demonstrated resilience with minus 1% decline in revenue driven primarily by the contraction of the consumer goods and retail sector. The region's return to growth in H2 was driven by the recovery of financial services and continued strength in the energy and utility sector. Revenues in the rest of Europe region were virtually stable year on year. The public and energy and utility sectors remained solid through the year and financial services returned to growth in H2. These positive trends were offset mainly by the manufacturing sector. Finally, revenues in the Asia Pacific and Latin America region were slightly down minus .3% driven by a slower financial services sector in the Asia Pacific region. In contrast, the public sector in this region and the consumer goods and retail sector in Latin America both enjoyed double digit growth rates. Our operating margin improved in all regions except France. This reflects a portfolio mix improvement across the board but also contrasted activity trends. Specifically, operating margin in North America and in the UK and Ireland region increased visibly year on year up by 90 basis points and 110 basis points respectively. The rest of Europe and Asia Pacific and Latin America regions also delivered year on year modest margin improvement. Conversely, operating margin in France suffered from the lower activity level combined with some one-offs leading to a decrease of 240 basis points year on year. Moving on to revenues by business. Starting with Q4. Revenue growth rates improved from Q3 in both applications and technology and operations and engineer. Our strategy and transformation business growth rate remained positive but decelerated. For the full year at constant currency, total revenues of strategy and transformation services were up .2% illustrating the strength of the group's positioning as a strategic partner to its clients. Total revenues of applications and technology services which is a capgemini core business declined by minus 2.1%. Lastly, operations and engineering total revenues decreased by minus 2.1%. Growth in business services was more than offset by the decline in cloud infrastructure services and engineering services. Moving on now to the headcount evolution. Total headcount stands at 341,100 employees at the end of 2024. Up by .2% year on year and .7% since the end of September. The offshore leverage stands at 58% up by one point compared with December 2023. Lastly, attrition increased slightly over the past quarter. This brings our last 12 month attrition rate to .7% at the end of 2024 down by one point year on year and within our nominal operating range. Moving on to the analysis of our operating margin. The continued shift in capgemini mix of offerings towards more innovative and value added services combined with enhanced operational efficiency lifted the growth margin by 50 basis points to 27.4%. This has enabled the group to offset the incremental investment in selling expenses to fuel our future growth. It also offset the slight increase in G&E expenses. The ability to maintain its operating margin in the face of a soft demand environment while investing for the future illustrates the resilience of the group's operating model. Moving on to the next slide. Our net financial result for 2024 is a net income of 13 million euros as opposed to a net expense of 42 million euros last year. This swing was primarily driven by higher interest income on our cash assets while our bond debt is entirely at fixed rates. The income tax expense increased by 55 million euros year on year to 681 million euros. Consequently, our effective tax rate reached .8% in 2024 compared with .2% in 2023. Let's turn now to the recap of our PLL from operating margin to net income. The other operating income and expenses are down 67 million euros year on year to 578 million euros mainly driven by lower restructuring costs. Our operating profit is 2,356 million euros or .7% of revenues up by 40 basis points year on year. After financial and tax expenses, minority interest and equity affiliates, the group shares in net profit amounts to 1,671 million euros up plus .5% on 2023. Our active share capital management led to a .7% decrease in the average number of shares outstanding. Consequently, the basic EPS is up by .2% to nine euros and 82 cents while our normalized EPS is down at 12 euros and 23 cents or minus .7% year on year. Finally, let's have a look at the evolution of our organic free cash flow and net debt. We maintained a strong cash flow generation in 2024 despite the lower revenues and increase of our cash tax rate. Our organic free cash flow amounted to 1,961 million euros in line with our target of around 1.9 billion euros and leading to once again an organic free cash flow to net profit ratio about one. A few final words on capital allocation. Net of the 415 million euros capital increase related to ESOP, Capgemini redeployed close to 2 billion euros of capital in 2024, essentially funded by the organic free cash flow of the year. The group invested 827 million euros in acquisitions. We also paid dividends of 580 million euros and allocated 972 million euros to share buybacks. 498 million as a part of our multi-year program and 474 million to neutralize the dilution of the 11th employee share ownership plan. In October, 2024, the group also redeemed in full and as maturity the 600 million euro bond issued in April, 2018. Consequently, our net debt stands at 2.1 billion euros at the end of 2024. This compares with 2 billion euros at the end of 2023 and 2.8 billion euros at the end of each one this year. So on that note, I'm gonna hand back to you for the Q&A session.

Thank you, Nivy. Let's now open the Q&A and to allow maximum number of people in the queue to ask question, I kindly ask you to restrict yourself to one question and a single follow-up. Operator, could you please share the Q&A instructions?

Thank you. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one and one again. We will now take

the

first question.

From the line of Mohammed Mawalla from Goldman

Sachs, please go

ahead.

Great, thank you. I'm NNDV. Can you hear me okay?

Yeah, perfectly. Thank you. Great.

Thanks, Marding. I just wanted to sort of better understand the construct of your outlook. Obviously, you've been helping us, giving us some color on H1 and H2. But first of all, how should we think of this kind of cadence, but also by geography? In terms of the, when we think of the midpoint of the guidance, what sort of exit rate growth are you assuming in the second half in North America? And secondly, in terms of discretionary spend, what's your kind of visibility around that in terms of the kind of short-term discretionary spend? You've talked about that as being a kind of lead indicator. How does that sort of differ between North America and Europe perhaps? And then on top of that, I just wanted to clarify, you talked about some additional levers that you're looking to drive. To what extent have you have more control and in the pipeline to perhaps offset some of the kind of -hydro-ins you talked about with those additional levers around GNI in particular? Thank you.

That looks like a question with plenty of questions. Okay, listen, on the outlook, I mean, clear, the H1, constant currency, we expect it to be in line with Q4. That's around the same level. I mean, we see a scenario for H2, a scenario that we're thinking really deteriorate further. We don't see sign of this scenario, but I have fresh 2024 in my mind still. So I'm not excluding any scenario at this stage. Even if we don't see, we don't expect the scenario to happen today, we need to be cautious. When you see the uncertainty on the global macro economic side and on the geopolitical side, I think everything can happen in H2 at this stage from my perspective. But we don't see signs of that. Of course, there's a scenario where things, environment improves. And that's what takes you to the higher end of our growth rate. Discretionary span, we have seen it for the moment really come back in financial services. Outside of that, client are still very tight in terms of the span and the search for efficiency, for optimization, notably deploying new technology like AI, Gen.AI, cloud, et cetera, is really what's the main focus versus growth agendas. And that will give a certain orientation to overall how they're deploying the span and the fact that this question will remain limited at least for the first half. In terms of growth for us, what we're looking at, I mean, I think part of the program that they have launched is really around the sales effectiveness. I mean, our sales growth have increased. I think we can deploy more effectively our sales, not necessarily reducing the span, but driving more efficiency out of sales. And that's gonna be one of the focus that we have as part of the program we have launched.

Great, thank you.

Thank you. We will now take the next question from the line of Balaji Zirupati from Citi. Please go ahead.

Thank you, good morning. Two questions from my side. Firstly, if you could clarify the inorganic contribution that you have factored within your outlook range. And then second question on generative AI, could you share view on implications of deep seeks, breakthrough on IT services sector? And given general puts and takes around generative AI, where do you see IT services industry is at present between facing headwinds from passing on efficiency and incremental work as clients adopt technology and new applications? Thank you.

Yeah, the organic contribution is one to two points clear that is one point on the lower end and up to two point on the higher end. That's really what's in the built into the guidance today. So I hope that that clarified that point. On general impact of deep seek. Listen, deep seek is a model. I mean, a number of companies have been working on trying to develop lighter weight model. It has two characteristics. One is the lighter weight model. So in a certain way it can be deployed at the edge, notably, you know, more potentially mobile phone, in PCs, in a car, in electric vehicle. So that's one of the advantages of having lighter weight models, so consuming less energy and requiring less power. And the second thing, it's open source. It's not the first open source. Lama is open source, Miss Rail AI is an open source model. What we like about open source model is that the weights are available notably and we can better fine tune the model and make it more effective because we can play with the weights of the model to be able to fine tune it. So for me, it's part of the new generation of models gonna actually the deployment of Gene AI. We will need some of the large, you know, models like the open AI, the chat, GPT ones, et cetera, but we also need some of this lighter weight model and it's a mix of use. For me, all these models contribute to faster deployment and penetration of Gene AI. I mean, we are, it's a trend that will not stop.

So, you know,

we are, maturity is increasing. We start to deploy more clients to get more used. We start deploying at scale some of the first one which will actually deployment of the future one. There is, it's gonna take time, but there is definitely a trend toward the deployment of AI and Gene AI companies. It is the number one priority that we have seen in terms of areas of investment. After that, it's cybersecurity, you know, digital core, et cetera, but, you know, Gene AI and AI remains the top number one priority even if the expectations are less than they were, say 12 to 18 months ago. In terms of impact on our business, it's again, there is productivity gains that we will pass to the customers. They're incremental, so it's not suddenly, you know, you improve by 30 or 40% productivity. So it's incremental, so it goes, supports our drive towards increased efficiency of delivery that we have been pursuing for the last 20 years. And on the other side, it creates new opportunities for business. I mean, one of the areas clearly, for example, we have seen, which we think is gonna be quite interesting, can deliver good growth, is in mainframe modernization. I mean, we have now pretty solid offering around mainframe modernization and a lot of interest from clients. We really help, we're gonna help clients deal with a lot of the legacy on mainframe they have, which will unlock future potential in terms of spend for other technology investment. So I remain on the right side, I'd say, of the evolution we consider. Gene AI is a good thing overall.

Thank you. This is very clear, Eiman, thanks a lot.

Thank you. We will now take

the next question from the line of Sven Merkt from Barclays, please go ahead.

Great, good morning, thank you for taking my questions. Two on the margin, please. Maybe first on the outlook, the midpoint is for a slight improvement, considering the guided organic growth outlook, what are the sources for a margin improvement in 2025? And then secondly, in 2024, we have seen obviously a move in the cost structure with the cross margin improving offset by higher sales and marketing and gene AI expenses. Are you planning for any further movement in the cost structure in 2025? Thank you.

Thank you, Sven. So I'll give you both perspectives. So as you saw, of course, our gross margin had improved in 2024, and we'd improve that in H1 as much as the full year. And it's important to note that our biggest lever going into the future will always be that improvement in the mix, the improvement in terms of the portfolio mix. And that is where our biggest, if you like, shift in margin will always come from. But in addition to that, and I think to answer part of your second question as well, we see levers more across our operational effectiveness, so whether it is our utilization or better deployment of our people or onshore offshore, et cetera, we will continue to work those levers as we go into 2025. But we will also be looking at GNA and looking at what we can do particularly in GNA. I haven't talked about more sales efficiency, and in that context, we will try to make sure that we get more bang for the buck, if you like, in terms of what we do on our sales expenses as well. So to answer your question and summarize that really, the levers are biggest portfolio improvement and therefore the gross margin, followed then by operational efficiencies, which we will look at. And then of course, we will particularly be looking at GNA as well as we go into the future.

Great, thank you.

Thank you. We will now take the next question from the line of Frederick Bulan from Bank of America. Please go ahead.

Hey, good morning. Thanks for taking the question. Emmanuel Nive. So my question is around free cash regeneration and strong performance again in 2024. If you can talk about some of the moving parts or specific actions you're planning to take for 2025, noticing a small decline in the guidance despite the performance in 2024. So any areas in particular you're looking at, you want to flag. And then if I can get a follow up around headcount, a second quarter of recovery in terms of headcount, more focused on offshore. So if you can give us a perspective on the investments you're doing here. Is it tied up with your higher gross you're seeing or demand in financial services in particular, aligned with your cost structure with more offshore? So any comments around headcount development would be very useful, thank you. Vivienne, free question.

So our mantra is and has always been that our free cash flow to net income should be above one. And that's something that we're always focused on as you've seen the performance over the last few years as you've seen now. There's a lot of focus that's gone into it in terms of financial discipline, whether it is in voicing, collections, et cetera. So it's everyday humdrum to make sure that we actually do what we do to keep on top of that cash performance. But having said that, it's not an easy environment. It is clients are holding on to cash much more than they have before. So it does take a lot of financial discipline if you like to be able to get there. Now, I don't entirely understand what you meant by the guidance being lower than 24, because the guidance in 24 was around 1.9 billion. And that is what is the guidance for 2025. So perhaps I don't fully understand. I'm just saying you did better.

Yeah, you did better in 24.

It depends what you mean by around the 2030, okay. I think 1.9 billion, basically it's around the same. We consider we can deliver around the same. It could be a bit lower, you know, a small fluctuation in working cap that can fluctuate this number. But we're showing that resilience and that number with the growth that subdued is still there and we can still deliver around the same cash flow.

I'll take that as a positive,

but yeah.

I'm an on-head count.

Yeah, on-head count, so, you know, the growth we had said that the growth has resumed already since Q2 in India. So several areas of growth, we see one financial service for sure, with the recovery in financial services is driving quite a bit of growth in India. In digital core, around notably SAP, high-growth area, all data and AI, as you can imagine. Supply chain, so there is a number of areas which are the high-growth areas where we are, you know, in areas like PLM, digital continuity, and that's where we're really investing. This is where the high-growth area and we're gaining efficiency in front of that in some other areas, leverage with GNI in terms of coding, testing in more generic area. We're finding improvement in terms of efficiency. So overall, we see that on the other side, we do have a reduction on the number of onshore countries because of some of the pressure on the top line. Of course, we're taking the action to be able to continue to equilibrate, you know, our head counts and to be able to drive a good utilization to support our market.

Thank you very much.

Thank you. We will now take the next question. From the line of Laurent Dore from -le-Chevret, please go ahead.

Yes, good morning, Imane. Good morning, Narif. Morning. I have two questions. The first is, when I look at your Q4 performance, there are two regions that did better, is North America and Asia-Pac and Latam. When you projected yourself into the first part of the year, do you expect those two regions to continue to improve sequentially or do you consider the first quarter to be a bit of a one-off there? And my follow-up is on the profitability side, more on the French business, which is accelerating its decline, its country with less flexibility, I would say, on the cost. How do you plan to manage French margin in 2025? Thank you.

Well, I'll start with the second one. Listen, you know very well France, I mean, it's a high headcount country for us, which means margin is very sensitive to activity level. We have seen the margin dive during COVID when the activity level went down. We see the margin dive here again because the activity level go down. The margin is highly related to activity. So we do expect, you know, bit by bit for activity to improve in France. With that, you know, that's why sport on the margin, but we're not gonna recover the margin in France in 2025. It will take some time before we're able to do that. Same thing. We need to regain the activities. It's the primary and best lever to be able to improve the margin back in France. The second one was around the evolution, around the growth of different activity. Again, you know, there always can be fluctuations. So I remain at this stage reserved a bit about the evolution of the activity in the first half. We are comfortable overall in where we are, but there can be fluctuation in some regions. You know, the trends seem to be positive, but again, fluctuation can happen overall in the first half. By region and by sector, because this region and sector really have an impact. So, but again, overall, if I look at the full year of 2025, you know, we should see notably in age two, America's being really supportive on the growth side.

Okay,

great, thank you.

Thank you. We will now take the next question from the line of Toby Ogg from JP Morgan. Please go ahead.

Yeah, hi, good morning. And thanks for the question. A couple from me as well. Just on the growth, so I know you've indicated H1 should be similar to Q4 on a constant currency basis, but how should we think about that on an organic basis? Just given the indication for one to two points of M&A contribution in 25, and how should we think about that M&A contribution evolution as well through the year? And then just secondly, just on the margins, I know we've talked about better gross margins as the portfolio shifts, but then also these incremental investments in selling. Could you give us a sense for whether this higher sales intensity required to drive the growth is likely to be a more permanent feature going forward? And what are the main drivers of this need for higher sales investments? Thank you.

Listen, we don't guide organic, so there's always impact from custom currency, as you imagine. It could be up to one point in H1 from M&A. After that, through the year, it's depending on the activity level and the acquisition. We said the top end is 2% for the full year in the guidance that we gave, which means it could be linked to further acquisition that would happen during the year that would have a higher impact by the end of the year. But at this stage, it's too early, because acquisitions are black and white, so we cannot really guide around the impact of acquisition. We have this one to two point bracket, which we expect for the full year. On the growth margin, the growth margin has improved, it's good. On sales, I mean, I mentioned it, I think we can improve our sales effectiveness. So it can drive higher growth, which means at the end, with the same level of investment, we should be able to drive better growth, which means percentage of sales, of business development, as part of revenue, should come down overall over time. I'm not giving a timeline for that, because I want to make sure that we drive the right level of investment to be at the top line. But it's not something that's gonna be a constant, because I do believe there is effectiveness to be

achieved there. That's great, thank you.

Thank you. We will now take the

next question from the line of Charlie Brennan from Jefferies. Please go ahead.

Great, thank you. Just two questions for me as well, if I can. Can I just come back to this start year momentum again? Obviously, similar constant currency growth to Q4 and Q1, but with a higher M&A contribution, implies a slight slowdown in organic trends in Q1. Is that just conservatism at the start of the year, or does that reflect some known growth in programs that you know are terminating and are not restarting during the quarter? And then secondly, just around AI, just if I look at your bookings performance, plus 2% bookings in Q4, but AI bookings are contributing five points of the total, that implies that non-GenAI bookings are actually down. Can you just give us some insight into how customers are thinking about funding AI investments and opportunities? Are they effectively just squeezing dollars elsewhere in their IT spend to fund that investment? And can you just give us some insights there? Thank you.

Yeah, so first, you know, historically, we do have a decline in revenue, top line, between Q1 and Q4. So, but we do expect that to be less pronounced than usual, but it impacts the fact that, you know, yes, organic growth in Q1 could be below Q4, which is normal, based on the seasonal decline that we expect, and that's what gives the momentum at the beginning of the year. And on the, so is it conservative? You don't expect me to be bold, so it's between realistic and conservative. On the bookings evolution, impact of GenAI, I mean, it's difficult to look at that. There's always things that grow. So if when we have growth in some areas, it implies that the rest is declining. No, I mean, there are growth in a number of areas. Yes, there is gonna be more subdued in other areas, because it's not just incremental. You know, it's an evolution of the portfolios, who by definition, we have things we are growing, and things which are declining a bit. The net is growth, and I think it's good because on the GenAI funding, you know, again, it's priorities, you know, AI is a priority for clients. Why? Because they see value from it. They see return on investment from it. The question is gonna be incremental, not incremental, et cetera. I know always the discussion. The reality, you see that client spend is gonna increase a bit in 2025. We're gonna look at any survey around, you know, by definition, some of that, bigger proportion of the client spending is gonna go towards GenAI at the expense of some other investment. Why? Because they see more value in investment in GenAI to drive efficiency, agility, even innovation, et cetera. And more and more, a lot of things we do will have a GenAI connotation. You know, I would not say it's like digital, but at the end of the day, you know, most of the things we do have something to do with cloud. Most of the things we do today have something to do with digital. And in the future, most of the things that we do will have something to do with AI and GenAI. And just a clarification on this, the 5% is linked to GenAI. It's not linked to AI overall. AI overall would be bigger. Here we're talking about just the GenAI part related bookings for clarification.

Perfect, thank you.

Thank you. We will now take the next question from the line of Nicolas David from Adobe HS. Please go ahead.

Yes, good morning, Eamon. Good morning, Nivi. Thank you for taking my question. My question is regarding M&A. I know that you already guided on one to two point impact in 2025, but I mean, you already have one point of embedded impact based on the video closed already. It looked a bit cautious. Can you help us understand what is preventing you to be a bit more aggressive on that side? Is market condition or your own strategy? Could you be more aggressive? Could you consider larger acquisitions? And my follow up is regarding tax rate. You have been managing to get the tax rate below 30% over the last two years. Should we abandon the 30% long-term tax rate or is something still applicable and what should we expect in 2025? Thank you.

Okay, M&A is a subject can quite widely fluctuate. Yes, we have about one point in back. It could be two, could be more, but at this stage, you know, they'll give you a guidance. I'm not gonna give more than two because right now we are on both turns and both turns will not provide much more than that. So that's based on what we see currently. But as you know, we can be more aggressive if we see something that makes sense. And Nivi, on the tax rate? Yeah,

on the tax rate, remember that in 2025, we will have the transitory corporate surtax in France that will come in and that will bring roughly about two points or add two points to the ETR. So that will therefore hover around sort of say 30% or thereabouts. That's something that you should keep in mind.

All right, so it means that, thank you for this. It means that excluding that, you still target 28% underlying tax rate or?

Well, it could be between 29 and 30.

Okay, thank you. Thank you. We will now take the next question from the line of Ben Castillo-Bernows from BNP Paribas. Please go ahead.

Good morning, thanks for having me on. Question on GEN.AI, could you expand a bit on what you're seeing in terms of customer demands for more pricing efficiency or savings being passed back to them, given GEN.AI should lower the cost of delivery in some BPO or managed services work? Have you noticed demands from customers changing on that front? Thank you.

Thank you, and that will be the last question. So yes, I mean, listen, it's kind of a spot of what we're able to do with the customer. And of course, some of that is being passed to customers. It's not yet, again, large scale. There is productivity, it depends on the nature of the project. Of course, as you know, new builds, GEN.AI has more impact when you look at work doing around legacy system productivity improvement coming from GEN.AI is much less. So it's really a mixed environment, but it's something you embed and it's part of your competitiveness because your competitors are also embedding it. So yes, we are customers expect bit by bit cost improvement and efficiency coming from GEN.AI like they expect from us to drive productivity every year. And there's something we embed as part of our costing because we get some of these benefits. And of course we pass some of that to our clients as part of the competitiveness of our offerings. So yes, it is there. Okay, thank you all very much. I'm looking forward to interact with you in the coming weeks.