Page 58 - 2012 Annual Report

58 VIVENDI l 2012 l Annual Report
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SOCIETAL, SOCIAL AND ENVIRONMENTAL INFORMATION
SECTION 1 - CORPORATE SOCIAL RESPONSIBILITY (CSR) POLICY
INTEGRATION OF CSR INTO VIVENDI’S GOVERNANCE AND STRATEGY
1.2. INTEGRATION OF CSR INTO VIVENDI’S GOVERNANCE AND STRATEGY
1.2.1. Cross-mobilization
Pursuant to its internal regulations, the Supervisory Board has entrusted
the Strategy Committee with the task of examining, on an annual basis,
the Group’s corporate societal responsibility policy, which is managed by
the CSR department. Since 2003, a Sustainable Development Committee
has met regularly as a forum for the representatives dedicated to these
issues in each of the Group’s subsidiaries. Experts are invited to discuss
themes which fall under Vivendi’s ten priority action areas (please refer
to Section 1.1.2. of this chapter): reporting (particularly guidelines such
as the GRI Media Sector Supplement, the French Grenelle II law and the
UN Global Compact), social issues (committees for health and safety and
working conditions, diversity skills network, specific policies for senior
employees), environmental issues (health and radiofrequencies, carbon
footprint) and societal issues (young Internet users and the digital world:
personal data issues).
The CSR department is responsible for various Group-wide projects:
✱ it organizes, in conjunction with the Investor Relations department,
CSR road shows for investors;
✱ it maps the risks relating to sustainable development with the Audit
department and submits CSR issues to the Risks Committee for
review;
✱ it strengthens the Group’s personal data policy and communicates the
Compliance Program in conjunction with the Legal department; and
✱ it integrates, in conjunction with the Human Resources department,
sustainable development criteria into the executives’ variable
compensation.
Vivendi is a founding member of the “CEO Coalition to make the Internet
a better place for children.” This initiative, launched by Neelie Kroes,
Vice President of the European Commission responsible for the Digital
Agenda, brings together 30 media and telecom companies. The coalition
has been working across five areas: developing simple and robust
reporting tools for users; setting age-appropriate privacy parameters;
extending the use of content classification; increasing the availability
and use of parental controls and more effectively eliminating child-
pornography material. In 2012, Vivendi submitted a report, drafted in
cooperation with its subsidiaries, to the European Commission. Vivendi’s
membership in the CEO Coalition clearly demonstrates its intention to
build a safer and more responsible digital world for young people.
1.2.2. Incorporating Sustainable Development Criteria into Senior Executives’ Variable Compensation
At the General Shareholders’ Meeting held on April 30, 2009, the
Chairman of Vivendi’s Supervisory Board announced that, as of 2010,
Vivendi would become one of the first CAC 40 companies to incorporate
sustainable development criteria into the variable compensation of its
executives.
Each executive’s contribution to performance targets is measured against
the three strategic issues of sustainable development, which are common
to all the subsidiaries and directly related to their business (please refer
to Section 1.1.1. of this chapter). The Supervisory Board required criteria
to be defined for each business based on its expertise and positioning.
The criteria and related indicators are relevant, measurable and verifiable
by a specialist independent firm. These criteria have been determined by
each subsidiary in collaboration with Vivendi’s CSR and Human Resources
departments.
Vigeo, a non-financial criteria ratings agency, assists the Group in this
process. It verifies the relevance of the criteria used and the related
indicators, then issues an opinion on the results obtained by the
subsidiaries with regard to their initial objectives. The Human Resources
Committee, within the Supervisory Board, assesses performance against
these criteria and determines any corresponding bonus. In 2012, the
relevant targets were reached, in some cases exceeded, for the 1,183
executives at Vivendi’s headquarters and at its subsidiaries.
In 2012, criteria used in relation to each strategic objective include the
following:
✱ protecting and empowering young people: SFR’s launch of a free
parental control service enabling parents to manage Internet access
for all electronic devices through the SFR box; GVT’s development
of Internet education programs and the provision of parental control
tools;
✱ promoting cultural diversity: the pre-purchase by Canal+ of a number
of low-budget or debut European films; the channel’s determination to
promote gender parity on air; GVT’s actions to raise the profile of local
artists by broadcasting their music; Universal Music Group’s support
for local talent in emerging countries; and
✱ encouraging knowledge sharing: SFR’s actions aimed at reducing
the digital divide by, for example, facilitating access to products
and services for people with a disability or who are otherwise
disadvantaged; Maroc Telecom’s efforts to provide mobiles for
remote areas in the countries of its African subsidiaries; and the
contribution of Canal+ to promoting cinema heritage by restoring some
distinguished old films that have become unwatchable.