Annual report 2014

Societal,

Social

and Environmental Information

Key Messages

The term of office of the member of the Supervisory Board representing

the employees is equal in duration to the term of the elected members

of the Vivendi Works Council, which is three years, renewed at each

election of the Works Council. The representative must be an employee

of the company who may be chosen from within or from outside the

Works Council. In 2014, the Vivendi Works Council appointed Mr. Paulo

Cardoso.

Two Vivendi employees currently sit on Vivendi’s Supervisory Board, in

addition to the employee representative, Ms. Nathalie Bricault, who

represents the employee shareholders and was appointed for a four-year

term at the Shareholders’ Meeting on April 30, 2013.

At 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, among other topics, salary policy, profit-sharing

schemes, training policy, jobs and skills management and employment of

workers with disabilities.

In 2014, agreements were signed to implement additional profit-sharing

schemes (Canal+ and Vivendi), gender equality (Canal+) or insurance and

healthcare costs (Vivendi and Universal Music France).

3.1.3.

Employee Support Programs 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 in order to improve its

response to the challenges it faces as a major group. Vivendi’s employees

need firstly to be able to express their desire for personal growth so as

to be motivated and encouraged to engage with the group. Vivendi can

only do this in partnership with the employees themselves, since they

are the main driving force behind their own professional development.

Employees are encouraged 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.

Available Resources

Support from HR teams and from management:

–– employees build their own plan by drawing up a professional

profile, making best use of their potential and identifying their

motivations;

–– the HR teams provide tools (e.g., résumé 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 skilled, and

able to embrace changes in the business segments;

–– promoting mobility is also the responsibility of the managers, who

are urged to become sponsors of their work colleagues 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 used by

the group’s French companies who are open to mobility has been

revised. Similar tools also exist within each subsidiary.

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

compétences

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 monitoring, also help to anticipate

developments within the business line in question.

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 its

training needs.

To ensure fairness and consistency, the procedures for access to training

are standardized within the group, irrespective of the country or business

segment.

Annual Report 2014