39
Non-Financial Indicators Handbook -
2013
-
VIVENDI
Social Indicators
5
Training
5.5.
Training
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5.5.1. Training Policies of the Business Units
In 2013, Vivendi developed a mentoring program for its future women
leaders. The aim of this program is to promote and develop a pool
of female senior executives capable of assuming responsibility and
meeting the challenges of gender equality, while boosting the Group’s
performance by contributing to a new style of male/female relationships.
This program was introduced on the initiative of the Supervisory Board
and adopted by the senior executives of the Group who accepted to be
mentors for this program.
Each of the Group’s major subsidiaries has a vocational training
policy adapted to the needs of its business lines and to their rapid
development, and makes skills development a fundamental element in
its training policy.
The Canal+ Group has an accredited in-house university, CAMPUS+.
This assists employees with their career plans according to three
priorities: disseminating a common culture, strengthening skills, and
sharing managerial practices.
At UMG, training methods, which are often individualized, are such
that the bulk of training is done gradually and in work situations.
This means that substantial numbers of training hours are not
recorded. Thus, an assessment of the number of hours of training
does not reflect the reality of the training efforts actually undertaken
by the music companies.
SFR offers a comprehensive training program with more than
220 modules. These are designed according to innovative
individualized teaching methods and around three objectives: skills
development, training with emphasis on trends in the company, and
customer relations. The company is also developing a network of in-
house trainers and mentors. In 2013, the focus was on business line
training courses related to SFR’s new strategic challenges, and on
the training necessary to assume a position under the Professional
Mobility Plan.
At GVT, training is done on-site or remotely, using a modular
approach and e-learning methods. It has three focuses: training in
the skills needed in the different business lines, perfecting skills and
personal growth programs.
Maroc Telecom has two training centers and 12 dedicated trainers.
Special efforts have been made in the area of customer relations in
the customer service centers and sales offices.
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5.5.2. Total Number of Training Hours
Total number of training hours
GRI
UNGC
OECD
LA10
6
II.A.4
2013
2012
Consolidated data
2,030,609
1,998,069
C+G
85,779
UMG
39,398
GVT
1,359,952
SFR
254,464
MTG
285,823
Corporate
1,134
Other
4,059
In 2013, the number of hours of employees training received by the
employees increased by 32,540 hours compared to 2012 (an increase
of 2%). This increase in the number of training hours follows the rise
observed in 2012 (of more than 20% compared to 2011) confirming
the importance attached to training by the Group's Companies.
The investment in human capital is especially noticeable at GVT, where
all the employees enjoy exceptional training opportunities.
