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73
Annual Report -
2013
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Vivendi
Societal,
Social
and Environmental Information
Social Indicators
skilled, and able to embrace changes in Vivendi’s business
segments;
–– promoting mobility is also the responsibility of the managers,
who are urged to become sponsors of their employees and assist
them in their career development;
–– the role of human resources is to facilitate mobility and career
development processes. A wide range of HR processes, involving
management and HR teams at all levels, is provided with a view
to guaranteeing transparency in the system; and
–– lastly, at Group level, an Internal Mobility Charter has been in
place for more than 15 years. The job offer collection tool of the
Group’s French companies which are open to mobility has been
reorganized. These tools also exist within each subsidiary.
All these resources were proposed responsibly by SFR, in consultation
with its social partners, as part of its restructuring plan announced on
November 28, 2012, and in light of its change from a telecoms operator
to a digital operator and its adaptation to the new realities of the
market.
SFR was determined that the deployment of this plan would not
undermine the quality of assistance given to employees. Between
April 11 and August 31, 2013, a Professional Mobility Plan (PMP) was
implemented, incorporating all measures taken. This plan defines
the framework and guarantees of an internal mobility plan as well
as the measures included in a voluntary redundancy plan, so that
every employee can voluntarily find the right solution for his or her
professional situation.
SFR has agreed to comply with the following:
no forced mobility; the plan is adopted on a voluntary basis;
assistance to each employee, in order to guarantee his or her
employability and return to a new job activity, either within the
Group or outside, as early as possible;
substantial resources for the participating employees; and
the assurance that no employee will leave without a valid
professional career plan.
On September 1, 2013, at the end of the voluntary period, 978 internal
and external job moves had been made from among the job positions
affected, with 874 external departures, of which 508 had been made as
of December 31, 2013, and 104 internal moves.
At the same time, implementation of the restructuring generated 550
internal jobs during the same period. Special attention was paid to the
drafting of the training plan, so that assistance could be provided as
swiftly as possible to advance the skills necessary to consolidate the
organization.
Workforce Planning
The Group’s companies pay close attention to workforce planning.
The French subsidiaries have signed forward-looking jobs and skills
management agreements (Gestion prévisionnelle de l’emploi et des
competences or GPEC) and a skills development and conversion support
plan (Plan d’accompagnement du développement et de la transformation
des compétences). Forward-looking analyses, conducted within the
framework of business line observatories, also help to anticipate
workforce planning.
Training
At Vivendi, training is an essential component of HR policy. Using
innovative formats that meet current norms, training is offered in all the
countries in which the Group has subsidiaries. Training policies are at
the heart of the human capital development policy defined by Vivendi,
adapted to the strategy of the Group or its subsidiary.
For the Group, priorities in training and skills development cover:
at an individual level: the three aspects of the employee’s human
capital, namely, personal development of the employee, job skills
and knowledge of the Company; and
at a collective level: the major training program themes chosen
by the subsidiary, depending on its strategy and on an analysis of
training needs.
To ensure fairness and consistency, the procedures for access to training
are standardized within the Group, irrespective of country or business
segment.
3.2.
Social Indicators
The report on social data has been drafted in accordance with Articles
L.233-3 and L.225-102-1 of the French Commercial Code (Article 225
of Law No. 2010-788 of July 12, 2010 on national action for the
environment, known as the French Grenelle II law).
In the tables below, unless otherwise indicated, the heading
“Corporate” refers to the headquarters in Paris and the New York office.
The heading “Headquarters” refers to the corporate headquarters
in Paris. In 2012, the heading “Other” refers to Watchever (formerly
Vivendi Mobile Entertainment), Wengo, Digitick, See Tickets Ltd and,
from 2013, Wengo Participações Ltda and Devispresto. In accordance
with the Reporting Protocol for societal, social and environmental data
of the Vivendi Group companies, the new companies added to the scope
of reporting during fiscal year 2013 appear only in the tables relating to
the headcount. In 2012, these were: Canal+ Burkina Faso, Studiocanal
Australia/New Zealand for the Canal+ Group, and Devispresto and
Wengo Participações Ltda for the “Other” heading.
In addition, other companies were merged with existing companies of
the Vivendi Group: EMI with UMG (Australia, Brazil, Canada, Germany,
Hong Kong, India, Italy, Japan, Mexico, the United Kingdom and the
United States); ITI Neovision with Cyfrowy sp. z.o.o. in Poland, and the
companies D8, D17 and Direct Digital with UES Canal+, representing
4.3% of the total headcount.
The heading “Maroc Telecom Group” comprises Maroc Telecom and its
African subsidiaries.
