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Annual Report -
2013
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Vivendi
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Information About The Company | Corporate Governance |
Reports
4.6.
Information and Communication
The Group’s values, Compliance Program, Data and Content Protection
Charter and CSR policy are made available to employees and to the
public on the Vivendi website at
Group procedures designed to assist with the preparation of financial
and accounting information are updated once a year and are available
in French and English on the Group’s Intranet site. These procedures,
which must be applied by each of the business units and headquarters,
include: the IFRS accounting principles and the chart of accounts for
the Vivendi Group; the principles and procedures applicable to treasury
transactions (banking relationships, foreign exchange, finance and
investment); the procedures applicable to investment transactions;
sales of assets; short-term and long-term financing transactions; the
monitoring of disputes; the monitoring of sureties; endorsements and
guarantees; and the rules relating to advance approval for engagements
to be performed by the Statutory Auditors of Vivendi SA.
Training materials relating to the application of IFRS standards within
the Group are available online and are accessible to all employees.
Training is organized each year by the Corporate Consolidation and
Financial Reporting department.
4.7.
Corporate Social Responsibility (CSR)
4.7.1.
CSR, a Source of Value Creation for Vivendi and its Stakeholders
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Innovative Positioning
Vivendi distinguishes itself with its approach and contribution to
sustainable development: one that aims to meet the needs of present
and future generations to communicate, to feed their curiosity, to foster
the development of talent and to encourage intercultural dialogue to
promote mutual understanding among peoples.
As a publisher and distributor of content, the Group has a human,
intellectual and cultural influence on society.
The Group is at the heart of the worlds of content, platforms and
interactive networks. In 2013, Vivendi invested €2.4 billion in music,
film, audiovisual programs and dedicated €2.6 billion to net industrial
investments, including €2.4 billion for telecommunications activities.
Accordingly, as early as 2003, Vivendi focused its societal responsibility
on three strategic issues directly linked to the Group’s activities:
protecting and empowering young people when they use digital
media;
promoting cultural diversity in the production and distribution of
content while fostering the creative process of artists; and
promoting knowledge sharing by enabling more customers to access
content offerings and communications services.
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Priority Action Areas
Vivendi operates a CSR policy that links its economic, societal, corporate
and environmental performance with its activities and geographic
presence.
The Group makes its commitment clearly visible to all its stakeholders:
customers, employees, shareholders, suppliers, public authorities,
artists and society in general. These commitments, which cover the
Group’s three specific issues mentioned above, are developed in ten
priority action areas:
ethics and business conduct;
protecting and empowering young people;
promoting cultural diversity;
knowledge sharing;
protection of personal data;
adding value to content and innovation;
vigilance towards suppliers;
territorial development;
leveraging human resources; and
environment and radiofrequencies.
These action areas are described in detail in the CSR section of
Vivendi’s website at
is section also includes all
of Vivendi’s non-financial indicators for fiscal year 2013 as well as the
cross-reference table for the various reporting guidelines including the
Global Reporting Initiative, French Grenelle II law, OECD, and United
Nations Global Compact.
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Creating Shared Value
Societal priorities are at the forefront of Vivendi’s concerns and
commitments. This position is welcomed by all partners with whom
the Group maintains a regular and constructive dialogue, including
academic communities, institutions, NGOs and financial and non-
financial analysts.
