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72
Annual Report -
2013
-
Vivendi
Societal,
Social
and Environmental Information
Key Messages
In 2013, in total, the number of new shares subscribed for by the
employees represents 0.93% of Vivendi’s share capital compared with
0.95% in 2012. As a result of the July 25, 2013 share capital increase
reserved for employees, the Group’s employees collectively owned 3.7%
of Vivendi’s share capital compared with 3.38% the previous year.
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3.1.1.3. Appointment of the employee
shareholding representative to Vivendi’s
Supervisory Board
Vivendi’s long-standing employee shareholding policy, which, in 2008,
was reaffirmed with the creation of the Opus program, has enabled
employee and former employee shareholders to own collectively more
than 3% of Vivendi share capital. In 2012, this threshold was reached,
allowing, in 2013, the appointment for the first time of an employee
shareholding representative to Vivendi’s Supervisory Board, thus
defending employee shareholder interests.
Nathalie Bricault, the employee shareholding representative, was
proposed by the Management Board and appointed as a member of
the Supervisory Board by vote of the Shareholders’ Meeting held on
April 30, 2013. Pursuant to the Company’s bylaws, this appointment
followed a general vote held in February 2013, and taken by the
employee shareholders (35,000 voters) from all the countries concerned.
Four members of the Supervisory Boards of the Group Savings Plan
(PEG) shareholding funds ran as candidates.
3.1.2.
Ongoing Constructive Dialog
At the Group Level
The social partners of the Corporate Works Committee, the European
Social Dialog Committee (ESDC) and the Works Council at Vivendi’s
headquarters are regularly informed of the Group’s strategy, financial
position, social policy and main achievements for the year.
In 2013, the Group made a concerted effort to involve its social partners
in discussions on the Group’s strategies and guidelines.
In addition to the annual plenary meetings of the Group’s governing
bodies, two extraordinary meetings of extended Executive Committees
were held with the Chairman of the Management Board. These
meetings helped inform the social partners of Vivendi’s strategic
guidelines.
The two-day joint annual training session for the Corporate Works
Committee and the ESDC gave the representatives an opportunity to
learn more about the Group’s strategy with respect to corporate social
responsibility (CSR) and, more generally, about Vivendi’s business
lines. In 2013, topics studied included the Canal+ Group’s international
activities, SFR’s network activities, and the activities of Watchever and
Olympia.
At the Business Unit Level
Throughout the year, social dialog takes place within the Vivendi Group.
Every year, a number of agreements are signed in France by the Group’s
various subsidiaries.
These agreements cover salary policy, profit-sharing schemes, training
policy, jobs and skills management, and employment of workers with
disabilities. In 2013, agreements were signed to establish pension
saving plans (Canal+ and Universal Music France), to hire workers with
disabilities (Canal+), and to implement telecommuting (SFR). Social
dialog was also reflected in the commitments made by the Group’s
companies in relation to employing both young and senior workers, and
on imparting skills and know-how under the Generation Contract.
3.1.3.
Employee Support Program in Line with Group Developments
Vivendi makes every effort to give assistance to its employees and to
support their career development. The Group’s human resources policy is
designed to attract, motivate and retain talent, to better respond to the
challenges it faces as a major organization. Vivendi’s employees need, to
be able to express their aspirations and to be motivated and encouraged
to engage with the Group. Motivation and investment requires, firstly,
the employees to be able to express their aspirations for development.
Vivendi thus can only do this in partnership with the employees
themselves, since employees are the main driving force behind their
own professional development. Employees are encourage to work with
their own line manager and HR teams to build a career plan. Each Group
business segment provides its employees with resources to create the
most favorable possible conditions for advancement.
The Available Resources
Support from HR teams and management:
–– employees build their own plan by drawing up a professional
profile based on their potential and identifying their motivations;
–– the HR teams provide tools (e.g., resume-building workshops
and interview practice), offer advice, describe and explain the
Company’s business segments and the possibilities for career
development and mobility, according to the employee’s profile
and ambitions; and
–– the HR teams also support the managers in their roles as coach
and mentor to their teams.
Understanding the Group’s business segments:
–– Vivendi’s subsidiaries offer their employees various possibilities
to help them learn more about the Group and its business
segments. Case studies based on direct experience are available
on their Intranets (e.g., “Changing jobs?” and “What’s my job?”).
Internal mobility within the subsidiaries:
–– for employees, internal mobility is an opportunity to enrich their
experience and to acquire new skills;
–– for the Group, internal mobility is also a major challenge. It
means making certain that the talents of its employees are
further developed so that the teams remain motivated and
