2
82
Annual Report -
2013
-
Vivendi
Societal,
Social
and Environmental Information
Social Indicators
Severity rate of workplace accidents (with work days lost)
GRI
UNGC
OECD
LA7
1
V
2013
2012
Consolidated data
0.09
0.14
C+G
0.11
UMG
0.05
GVT
0.14
SFR
0.05
MTG
0.08
Corporate
-
Other
< 0.01
Calculation
method:
Number of days lost due to workplace
accidents x 1,000
Average annual headcount x annual hours
worked (estimated at 1,750 for the Group)
Occupational Diseases
In France, occupational diseases are the ones officially reported and
recognized by the French Social Security scheme. In other countries,
occupational diseases are defined in accordance with local laws or, if
no such local laws exist, by the International Labor Organization (ILO)
(1)
.
Occupational diseases
GRI
UNGC
OECD
LA7
1
V
2013
2012
Consolidated data
19*
19*
* The Group’s business segments have little exposure to occupational diseases.
Brazilian legislation gives a broad interpretation of this concept, which
explains the result for 2013 and 95% of the result for 2012.
(1)
For a complete list of these diseases please see the ILO website.
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3.2.5.1. Training Policies of the Business Units
In 2013, Vivendi developed a mentoring program for its future
women leaders. The aim of this program is to promote and develop
a pool of female senior executives capable of assuming responsibility
and meeting the challenges of gender equality, while boosting the
Group’s performance by contributing to a new style of male/female
relationships. This program was introduced on the initiative of the
Supervisory Board and adopted by the senior executives of the Group
who accepted to be mentors for this program.
Each of the Group’s major subsidiaries has a vocational training
policy adapted to the needs of its business lines and to their rapid
development, and makes skills development a fundamental element in
its training policy.
The Canal+ Group has an accredited in-house university, CAMPUS+.
This assists employees with their career plans according to three
priorities: disseminating a common culture, strengthening skills, and
sharing managerial practices.
At UMG, training methods, which are often individualized, are such
that the bulk of training is done gradually and in work situations.
This means that substantial numbers of training hours are not
recorded. Thus, an assessment of the number of hours of training
does not reflect the reality of the training efforts actually undertaken
by the music companies.
SFR offers a comprehensive training program with more than
220 modules. These are designed according to innovative
individualized teaching methods and around three objectives: skills
development, training with emphasis on trends in the company, and
customer relations. The company is also developing a network of in-
house trainers and mentors. In 2013, the focus was on business line
training courses related to SFR’s new strategic challenges, and on
the training necessary to assume a position under the Professional
Mobility Plan.
At GVT, training is done on-site or remotely, using a modular
approach and e-learning methods. It has three focuses: training in
the skills needed in the different business lines, perfecting skills and
personal growth programs.
Maroc Telecom has two training centers and 12 dedicated trainers.
Special efforts have been made in the area of customer relations in
the customer service centers and sales offices.
3.2.5.
Training
