Page 63 - 2012 Annual Report

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VIVENDI l 2012 l Annual Report
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2
SOCIETAL, SOCIAL AND ENVIRONMENTAL INFORMATION
SECTION 2 - SOCIETAL INFORMATION
SOCIETAL INDICATORS
✱ using stimulus plans in vulnerable employment areas, selected by
the French Ministry for the Economy and the Ministry for Industry.
This takes the form of a subsidy whereby Vivendi provides advice and
financing for job-creating projects, up to €5 million per year.
These initiatives were carried out under an initial agreement having a term
of five years (2005-2009) and continued under a second agreement having
a term of three years (2010-2012). The total provisional number of jobs
created by these initiatives comes to nearly 7,000. A detailed summary of
these agreements can be found in the 2012 CSR Detailed Report.
2.2.1.2. IMPACT ON LOCAL AND NEIGHBORING
COMMUNITIES
Apart from the direct and indirect creation of jobs and the contribution to
regional development, the Group’s activities have other impacts on local
and neighboring populations. In the context of content production, Vivendi
puts great importance on pluralism (please refer to Section 2.2.5.3.1. of
this chapter), intercultural dialogue and everyone’s participation in their
community’s cultural life (see Article 27 of the Universal Declaration of
Human Rights, 1948). Vivendi’s subsidiaries combat the digital divide
by facilitating access to content and to information and communication
technologies.
✱ In 2012, Canal+ Overseas replaced the NSS-7 satellite with the
SES-4 for its broadcasts in Africa. The more powerful signal means
that Canal+ Africa can expand its presence in Central Africa since it
can now cover the entire Democratic Republic of Congo, Rwanda and
Burundi.
✱ In France, in a difficult economic climate, SFR has continued to
invest in its fixed and mobile infrastructure (€1.6 billion every year)
and remains committed to the idea that the quality and performance
of its network represent, more than ever, an added value for its
customers. At year-end 2012, SFR’s UMTS network (3G/3G+) covered
99% of the French population and, by year-end 2013, is expected to
reach 99.3%. At year-end 2012, SFR had launched the first commercial
4G offerings to the public in France in both Lyon and Montpellier.
The extension of fiber-to-the-home has continued. SFR has confirmed
its determination to offer its products across 100% of densely
populated areas: in 2012, 100,000 households subscribed to its fixed
superfast broadband, an additional 1 million homes were eligible at
year-end 2012, and horizontal deployment to a total of 4 million homes
(fiber to each building) was completed. In less populated areas, SFR
has met the commitments made in the bilateral agreement entered
into with the incumbent operator in 2011. In 2012, deployment began
in 23 local areas and at the beginning of 2013 surveys were launched
in 53 additional areas.
✱ Maroc Telecom has made reducing the digital divide one of the
major objectives of its sustainable development policy. For years,
the operator has made significant investments in fixed and mobile
networks, making phones and Internet accessible to the greatest
possible number of people. It uses all available technologies and
makes use of renewable energy to cover the most remote regions,
seeking a fair balance between economic competitiveness,
social progress and respect for the environment. One of Maroc
Telecom’s major objectives is to use new technologies to serve all
populations, especially rural communities, to facilitate their access to
communication, culture, knowledge, health and the media. In 2012,
under the PACTE (Telecommunications Access Program), it covered
1,110 rural communities: 1,011 in Morocco, 25 in Burkina Faso,
18 in Mauritania, 9 in Mali and 47 in Gabon. This raised GSM coverage
to 92.1%, 94%, 76% and 96% of their populations, respectively.
In 2012, Maroc Telecom committed 21.77% of its investment to
reducing the digital divide (geographically). This data takes three
factors into account: mobile coverage in remote rural areas, the
connectivity of the subsidiaries (fiber optic connecting Morocco,
Mauritania, Mali and Burkina Faso) and international connectivity
(other than between subsidiaries).
2.2.2. Relations with Stakeholders
2.2.2.1. CONDITIONS FOR DIALOGUE
Means of dialogue with stakeholders
GRI UNGC OECD
4.16, SO1, M6, PR5 1 II.A.14
Vivendi bases its approach to CSR on rich and regular dialogue with all the
Group’s stakeholders (please refer to Section 1.1.3. of this chapter). The
subsidiaries place particular emphasis on instituting constructive dialogue
with all parties concerned.
✱ In January 2012, Canal+ Group launched a dedicated website for
mediation and discussion with consumer associations and other
external bodies. This site has helped increase the visibility of
mediation: since its launch, the number of requests has increased
significantly. In 2012, more than 2,200 customers sought the
mediator’s intervention, 62% more than in the previous year. The
Group’s mediation process has been recognized by the French
consumer mediation body and its operations and practices are widely
recognized as the best in their sector.
✱ Activision Blizzard is a member of the Better Business Bureau, a local
mediation organization which handles consumer complaints.
✱ In Great Britain, Universal Music regularly meets representatives of
Ofcom, the UK competition watchdog for communication industries
as well as those of Mumsnet, the UK’s biggest website for parents.
✱ SFR bases its CSR policy on a close relationship with partners
(customers, consumer associations, disability associations,
employees, social partners, suppliers, start-ups, social entrepreneurs,
the educational world, the public arena and society at large). In 2012,
20 discussion and information meetings took place between the
operator and consumer associations.
✱ Maroc Telecom has commissioned customer satisfaction surveys
by external experts; it organizes regular meetings with the most
represented trade union in the company and has frequent discussions
with the regulator.
✱ In 2012, the TNS Interscience institute conducted the first survey for
GVT on its “corporate reputation.”