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51
Annual Report -
2013
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Vivendi
Societal, Social and Environmental Information
Corporate Social Responsibility (CSR) Policy
1.2.
Integrating CSR into the Group’s Governance and Strategy
1.2.1.
Cross-Mobilization
In accordance with its internal rules, the Supervisory Board has
entrusted the Strategy Committee with the task of examining the
Group’s corporate social responsibility policy on an annual basis.
The CSR department defines strategic guidelines and manages
transversal tasks:
in conjunction with the Investor Relations department, the CSR
department organizes road shows for investors on the Group’s CSR;
it maps the risks relating to CSR, working together with the Audit
department, which, in 2013, introduced CSR into the Committee
of Sponsoring Organisation of the Tradeway Commission (COSO)
questionnaire;
it contributes to the Group’s personal data policy and helps
communicate the Compliance Program to the rest of the Group in
conjunction with the Legal department;
it assists in defining the CSR criteria included in the variable
compensation of senior executives in conjunction with the Human
Resources department; and
it conducts constructive and sustained exchanges with the
functional departments of the subsidiaries (CSR, Legal, Finance,
Human Resources) within the Group to implement the CSR policy.
Since 2003, the CSR department has convened a committee consisting
of representatives of the subsidiaries and representatives of several of
the functional departments at corporate headquarters (Legal, Finance,
Audit and Human Resources). Every CSR Committee meeting provides
an opportunity to invite experts, representatives of the civil society or of
national and European institutions to discuss topics within the Group’s
ten priority areas of action (please refer to Section 1.1.2, p. 48).
In 2013, topics covered included:
“Young web users and the digital lifestyle: the issue
of personal data”;
“Reporting references for non-financial data (GRI media sector
supplement, French Grenelle II law, United Nations Global Compact,
OECD, ISO 26000)”;
“Responsibility of the Company with respect to its suppliers”; and
“Information and communications technologies (ICT) energy
consumptions”.
1.2.2.
CSR Criteria integrated into Senior Executives’ Variable Compensation
At the Shareholders’ Meeting held on April 30, 2009, the Chairman
of Vivendi’s Supervisory Board announced that, starting in 2010, CSR
objectives would be incorporated into the variable compensation of
the Group's senior executives. Vivendi was one of the first CAC 40
companies to adopt this policy.
In its 2013 report on corporate governance and on the compensation of
senior executives of listed companies, the French Autorité des marchés
financiers cited Vivendi as one of the ten CAC 40 companies making a
portion of variable compensation of executives contingent on achieving
qualitative criteria linked to the Company’s CSR.
For Vivendi’s senior executives, this means measuring their contribution
to performance objectives linked to the three CSR strategic issues,
which are common to all the subsidiaries and directly related to their
business (please refer to Section 1.1.1, p. 48). The Supervisory Board
has asked that the criteria defined for each business unit be related
to their particular know-how and their positioning. The indicators they
are associated with must be relevant, measurable, and verifiable by an
independent specialized outside firm. These objectives were established
by each subsidiary in coordination with the Vivendi CSR department
and the Human Resources department, and are included in the overall
assessment of senior executive performance.
The non-financial rating agency Vigeo assists the Group in this
process. Vigeo confirms the relevance of the selected criteria and
the associated indicators, and then issues an opinion on the results
obtained by the subsidiaries compared with their initial objectives. The
Human Resources Committee within the Supervisory Board assesses
the performance of senior executives against each CSR criterion and
calculates the corresponding bonus. In 2013, all objectives were
reached or even exceeded in all the Group’s companies. The portion of
compensation related to these objectives can reach 10%. The objectives
in question applied to 1,368 executives in Vivendi’s subsidiaries and
headquarters.
The following are a few examples of objectives related to each strategic
CSR issue:
protecting and empowering young people: GVT’s development of
Internet education programs and the provision of parental control
tools; and expansion by SFR of the access control service to all set-
top boxes;
promoting cultural diversity: pre-purchase by Canal+ of a number of
low-budget or debut European films; the ambition of the channel to
promote gender equality on air; GVT’s initiatives aimed at raising
the profile of local artists by broadcasting their music; and Universal
Music Group’s support for local talent in emerging countries; and
knowledge sharing: initiatives taken by SFR to facilitate access
to products and services for disabled or low-income persons;
Maroc Telecom Group’s initiatives aimed at providing mobile
phones to numerous remote areas in the countries of its African
subsidiaries; and the contribution made by Canal+ to showcasing
cinema heritage by restoring and digitizing major films that have
become inaccessible.
