Social and Professional Empowerment of Employees

Vivendi, an integrated industrial group in media and content, has chosen a decentralized form of human resources management allowing it access to the best talents. Focusing on human capital is a priority for the group, which is committed to attracting, motivating and keeping its employees throughout their professional careers.

** Please also refer to the “Talents” tab! **

 

Main focus of the area for action

  • Being a partner in the Group’s talents
    • Manage talents and contribute to professional development
    • Offer innovative, appropriate training according to the group’s evolutions
    • Anticipate changes in businesses and encourage pooling of the group’s talent  
  • Recognizing employees’ contribution
    • Encourage employee shareholding
    • Encourage a permanent and constructive social dialogue
    • Maintain an attractive remuneration policy
  • Encouraging equal opportunity and employee fulfillment
    • Promote diversity and gender equality
    • Act to promote integration of young people and senior workers into the job market
    • Accompany disabled workers
    • Facilitate balance between private life and working life

Useful Links

Some examples  of initiatives and best practices

Vivendi

  • Vivendi attaches particular importance to ensuring that employees’ contributions to the group are rewarded and distributed equitably. Consequently, the group has implemented a profit sharing policy that exceeds legal requirements and strongly encourages employee savings, particularly through share ownership. In 2014, the total net amounts received by the employees of the group’s French companies in the form of optional profi t sharing plans, statutory profit sharing plans and employer’s contributions to the Vivendi group Savings Plan (Plan d’épargne groupe or PEG) amounted to €25.6 million. This corresponds to a gross expenditure of €33.4 million for the group’s companies. the percentage of employee share ownership was 3.54% at year-end 2013 and was still 3.11% at year-end 2014.

  • Social dialogue takes place at all levels of the Group. At group level, discussions are held between the Corporate Works Committee, the European Social Dialog Committee (ESDC) and the Works Council for Vivendi’s headquarters. The social partners in those organizations are regularly informed of the group’s strategy, fi nancial position, social policy and main achievements for the year. In addition, two Vivendi employees currently sit on Vivendi’s Supervisory Board, employee representative Mr Paulo Cardoso, appointed in 2014 by Vivendi’s Work Council, and Ms. Nathalie Bricault, who represents the employee shareholders and was appointed for a four-year term at the Shareholders’ Meeting on April 30, 2013.
  • Vivendi has affirmed its commitment to diversity in recruitment and combating discrimination in employment. The group’s Compliance Program calls for active prevention of all forms of discrimination based on selection criteria such as gender, age, lifestyle, ethnic identity, nationality, disability, or religious, political or trade union opinions and commitments. These commitments are applied in practice through policies relating to gender, diversity and non-discrimination, and in the employment and job placement policies for workers with a disability.
  • With five women among the 14 directors on Vivendi’s Supervisory Board in 2014, Vivendi ranked high among the 120 French companies that participated in an Ethics and Boards study conducted by the French Ministry of Women’s Rights in October 2014. In 2013, the percentage of women in the Vivendi Group remained stable at 40%. Convinced that having women in leadership positions is a measure of the Group’s success, the Vivendi Supervisory Board approved a mentoring and networking program to promote gender balance at the highest level. The ANDIAMO network, created in March 2012, is a forum for future female leaders. The network aims to support women in their development through encountering personal examples of role models ,as well as participation in co-development and training workshops.

  • At Vivendi, training is an essential component of HR policy. Using innovative formats that meet current norms, training is offered in all the countries in which the group has subsidiaries. Training policies are at the heart of the human capital development policy defi ned by Vivendi, adapted to the strategy of the group or its subsidiary.

Canal+ Group

  • With its new agreement on employing disabled workers in effect since January 1, 2014, and the signing on February 7, 2014 of its new agreement on gender equality, Canal+ Group is moving ahead with its commitments to diversity and equal opportunity within the company.

  • Canal+ Group makes its partner hiring fi rms aware of the objective of increasing the number of women on final lists of applicants. In terms of internal mobility, Canal+ promotes mobility towards business units with a gender imbalance and allocates funding in its budget for on-the-job training. Parental agreements provide for career flexibility by allowing for periods of absence (maternity or parental leave). Both Vivendi in Paris and the Canal+ Group hold pre- and post-maternity leave interviews. More generally, in order to identify and remedy any pay differentials, Canal+ Group has eliminated periods of maternity leave from the annual assessment, has identified pay differentials for equivalent posts and taken remedial action, and has provided for the principle of a special budget, if necessary, in annual compensation budgets to remedy any pay differentials in the various categories.

  • Canal+ Group has been committed to a sustainable policy of hiring employees with disabilities for several years. By implementing a series of agreements on the hiring of employees with disabilities and with an awareness policy on this topic under the CanalHandi+ banner, co-workers are reminded of the group’s commitments in this area to recruit, integrate and retain disabled workers in jobs, as well as its participation in training disabled youth through internships or work/study programs. The disability agreement currently in force was signed for a three year period (from 2013 to 2015) by all the trade unions represented in the group, thus enhancing the commitments already made in previous years (more information available here). 

  • Canal+ group’s training teams have developed a new program, EXPERT+, to strengthen the business segment expertise of employees through specific models (such as “Media and Digital Marketing,” “From Belief to Measurement,” and “From Analysis to Recommendation”). Special emphasis has also been placed on digital through three intercompany themes: – sharing a minimum knowledge base (including familiarity with the players, the new digital economic models and the revolution in uses), – putting new tools into practice (such as web analytics), and – supporting business transformation (including written and oral versatility in the Call Centers and working with trendsetters).
  • In France, the Canal+ Group’s CHSCT (healt and safety ad hoc committee) has used the services of an expert on several occasions to examine the plan to modernize technical infrastructures and specialized units at the Customer Relations Centers.

 

Universal Music Group

  • Universal Music Group (UMG) encourages diversity in all its activities and has committed itself to eliminating all forms of discrimination through its Equal Opportunity policy which applies to all employees and also temporary workers and job applicants as well as the numerous contractors, suppliers and consultants. 
  • In order to promote youth employability, various internship programs in partnerships with universities are carried out by UMG all over the world (ex. Educational Temp program run in North America, international partnership with NHTV Breda University of Applied Sciences, London-based UMGI partnership with Brunel university…).  In addition, employees in numerous countries regularly go to meet audiences − young people in particular − interested in the music business (see the section “Local Economic, Social and Cultural Development” for further details). 
  • UMG takes preventive or training initiatives on the issue of health and satefy at work, including the following:  – in Canada, a partnership was created between the Health and Safety Committee, managers and employees, aimed at ensuring that health and safety conditions are complied with and that they are made a key component of quality customer service, – in Australia, a “Learning and Development Manager” reviews and implements new agreements, – in China, employees receive supplemental medical coverage, – in Poland, a workplace safety program was implemented in 2010 and there is mandatory annual training for the person in charge of the program, – in Mexico, drills are held to implement preventive measures in the event of earthquake or fi re, – in France, UMG has introduced a training course on identifying and handling situations involving psychosocial risks at the workplace for the social partners and the HR team, as well as an awareness raising training course on such risks for all the company’s managers, with follow-up by more than one hundred of them;

  • At UMG, training methods are often individualized in such a way that the bulk of training is done gradually and in work situations. In 2014, training sessions were introduced on, among other topics, competition and monopolies (UMG China), intensive English (UMG Poland), marketing trends refl ected in the social media, big data and visual technology (UMG South Korea). In addition, a dedicated international training team was established. 

  • UMG encourages telecommuting and flexible working hours. This policy does not necessarily require signing collective agreements, given the diversity of regulations in the numerous countries where UMG is present.