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An Integrated Reporting Process Promoting Value Creation
Creating Value for Employees
Vivendi, an integrated industrial group with international ambitions,
involved in media and the production and distribution of cultural or
entertainment content, invests in men, women, ideas and creativity.
This is the condition of its success and of its ability to innovate in a
constantly changing environment. The group must also provide for the
excellent management of its employees to attract them, retain them and
support them. Involving the employees in the company’s strategies and
results and satisfying their expectations regarding employability and the
quality of their work environment life are both priorities for the group.
The year 2015 was marked by the desire of Vivendi’s management to
involve the employees of the group’s different entities in a joint and
participatory reflection process to define together the group’s strategic
developments and the new business opportunities.
This dynamic was carried forward through the organization of three
international seminars that brought together some fifty operational and
headquarter managers, who sought to facilitate the cross-functional
mobilization of employees. Several campaigns were selected and some
have already been deployed. Thus some forty young, recently hired
employees under the age of thirty were asked to develop a “welcome and
teamwork program” for new employees, based on four major focuses: the
discovery of the group’s different businesses, the development of internal
networks, the pooling of ideas and the building of bridges between
entities. Another pilot program intended for more senior managers
will allow them to discover the best practices (offering of goods and
services, technological innovations, team management, corporate social
responsibility initiatives) through training cycles that bring them together
for several weeks. Finally, certain occupations, such as web developers or
designers, have already been organized into networks to foster synergies
within the group.
Seeking to establish a fair distribution of the fruits of the employee’s
labor, Vivendi set up a profit sharing system that strongly encourages the
development of employee share ownership. In 2015, a capital increase
reserved for employees was carried out.
This operation was a great success in terms of employee participation
(4,659, or a 43% increase compared to the previous capital increase
carried out in 2013) and in terms of the amounts to which the employees
subscribed, which increased by close to 75 million euros. As of December
31, 2015, employees of the group held 3.3% of Vivendi’s capital.
Helping employees adjust to changes in their business is a central focus
of the training programs deployed in the group. If Canal+ Group puts a
premium on collective initiatives, Universal Music Group has opted for
individualized methods. In 2015, more than 10,000 employees benefited
from training campaigns.
In addition to employability, parenthood is an important issue for
social dialogue considering the employee age pyramid. Close to 70%
of employees are under the age of 44. Several agreements or charters
provide for a certain career flexibility and leave of absence by the
employee (maternity leave or parental leave). In order to foster gender
equality, the agreements include measures for identifying and correcting
pay gaps. Canal+ Group therefore disregards periods of maternity leave
in the annual evaluation, and identifies pay gaps for equal jobs and the
associated corrective actions. More globally, Vivendi seeks to achieve
parity in succession and promotion plans. Women represent 42% of
management staff and, on average, 20% of them sit on the management
committees of the entities (Vivendi, Universal Music Group, Canal+ Group,
Vivendi Village, Dailymotion).
Finally, all employees carry out their mission in compliance with the
group’s rules of conduct listed in the Compliance Program adopted in 2002.
Compliance with these rules is a condition for being a part of Vivendi.
These rules are applicable to each employee regardless of his or her level
in the group’s hierarchy and his or her duties. They cover the rights of
employees, the accuracy and protection of information, the prevention
of conflicts of interest, business ethics and compliance with the rules of
competition, the use of property and resources belonging to the group,
financial ethics and environmental awareness. To guarantee the best
standards in conducting the group’s business activities, the Management
Board monitors the application of this Program, on the initiative of the
General Counsel of Vivendi and the
Compliance Officers
of the principal
operational units. An activity report is submitted annually to the Audit
Committee, which reports to the Supervisory Board.
2.8. Creating Value for Employees
TOTAL NUMBER
OF EMPLOYEES:
16,395
3.3%
OF VIVENDI’S CAPITAL
held by employees
2
EMPLOYEES ON THE SUPERVISORY BOARD:
one director representing the employee shareholders
and one director representing the employees
68%
and
65%
of them
WORK IN EUROPE
42%
OF EMPLOYEES
COVERED
by the collective bargaining agreements (worldwide)
and
23 AGREEMENTS SIGNED
with labor
representatives (France)
K E Y F I G U R E S *
42%
*
Figures as of 12/31/2015 - Source: Vivendi.
OF MANAGERS
ARE WOMEN
OF EMPLOYEES
are between the ages
of 25 and 44
EXTRA-FINANCIAL INDICATORS HANDBOOK
2015
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