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This chapter includes Section 1.5 of Chapter 1 as published in the Annual Report 2015. The Annual Report’s version prevails. This chapter’s page and
section references refer to the Annual Report 2015’s paging.
An Integrated Reporting Process
Promoting Value Creation
2.1. An Integrated Reporting Process that is Part of Vivendi’s
Ongoing CSR Strategy
Vivendi highlights the materiality of its CSR (corporate social
responsibility) issues as they are directly related to the activities of the
group, which exerts an influence over millions of customers and citizens.
Societal priorities are, in fact, a primary focus of the company’s strategy.
In a very competitive international market, it is important for Vivendi
to maintain high standards for innovation, not only in its ability to
discover and promote talent and not only for the services and musical,
cinematographic or audio-visual content it offers consumers, but also in
its vision and its responsibility to society.
The media and cultural industries, which help revitalize the economy,
also contribute to the harmonious development of the planet and to
intercultural living together.
Driven since 2003 by the will to combine CSR and value creation through
the choice of its strategic issues and its positioning, Vivendi has pursued
this dynamic by involving the different functional divisions of its corporate
headquarters and its subsidiaries.
The choice to experiment, in part, with the International Integrated
Reporting Council (IIRC) framework and formalization proposed by it, is
consistent with Vivendi’s ongoing determination to integrate its corporate
social responsibility (analysis of risks and opportunities, dialog
with stakeholders, support for change) with a view toward
overall performance.
In 2013, the launch of the integrated reporting pilot
project, devoted to cultural capital, made it possible
to involve the finance directors (headquarters and
subsidiaries) more directly in this reflection process.
Indicators establishing the link between investments
in content diversity and profitability were selected, then
examined by analysts representing the investors (Amundi, Groupama
AM, Oddo Securities). This pilot project showed that the production of
musical, cinematographic and audiovisual content offering a rich cultural
diversity satisfies general interest (societal value) and offers the group a
competitive advantage over its competitors (financial value).
Expanded internationally in 2014 and presented in an integrated analysis
of the strategy, this pilot project gave rise in 2015 to a more in-depth
analysis.
The following pages detail the resources necessary for the development
of Vivendi’s business, the group’s sphere of influence concerning the
promotion of human rights in its business sector, the benefits enjoyed
by the different stakeholders of the group and the interaction of these
different factors that contribute to the creation of value.
This allows the group’s stakeholders to have a grid that provides an
overview of its missions, its performance, its growth drivers, its corporate
social responsibility (CSR) commitments, its strategy, its risks and its
opportunities.
The societal, social and environmental indicators
providing a detailed illustration of this value creation
are presented in section 3 of Chapter 2 of the Annual
Report 2015.
The cultural diversity at the core of Universal
Music Group’s business and exceptional
catalog: soprano Pumeza Matshikiza; DJ
and electro music producer The Avener;
songwriter, composer and singer Sam Smith;
songwriter, composer and singer Barbara.
EXTRA-FINANCIAL INDICATORS HANDBOOK
2015
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