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View Annual Report 2015 ANNUAL REPORT SUMMARY MESSAGE FROM MANAGEMENT 02 PROFILE OF THE GROUP AND ITS BUSINESSES | FINANCIAL COMMUNICATION 1 AND REGULATORY ENVIRONMENT | RISK FACTORS 05 1. Profi le of the Group and its Businesses 07 2. Financial Communication and Regulatory Environment 41 3. Risk Factors 44 2 SOCIETAL, SOCIAL AND ENVIRONMENTAL INFORMATION 47 1. Corporate Social Responsibility (CSR) Policy 48 2. Key Messages 55 3. Societal, Social and Environmental Indicators 62 4. Verifi cation of Extra-Financial Data 95 3 INFORMATION ABOUT THE COMPANY | CORPORATE GOVERNANCE | REPORTS 101 1. General Information about the Company 102 2. Additional Information about the Company 103 3. Corporate Governance 116 4. Report by the Chairman of Vivendi’s Supervisory Board on Corporate Governance, Internal Audits and Risk Management – Fiscal year 2015 158 5. Statutory Auditors’ Report, prepared in accordance with Article L.225-235 of the French Commercial Code, on the Report prepared by the Chairman of the Supervisory Board of Vivendi SA 167 FINANCIAL REPORT | STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL 4 STATEMENTS | CONSOLIDATED FINANCIAL STATEMENTS | STATUTORY AUDITORS’ REPORT ON THE FINANCIAL STATEMENTS | STATUTORY FINANCIAL STATEMENTS 169 Selected key consolidated fi nancial data 170 I - 2015 Financial Report 171 II - Appendix to the Financial Report: Unaudited supplementary fi nancial data 193 III - Consolidated Financial Statements for the year ended December 31, 2015 194 IV - 2015 Statutory Financial Statements 280 5 RECENT EVENTS | OUTLOOK 325 1. Recent events 326 2. Outlook 327 6 RESPONSIBILITY FOR AUDITING THE FINANCIAL STATEMENTS 329 1. Responsibility for Auditing the Financial Statements 330 ANNUAL REPORT 2015 ANNUAL REPORT RAPPORT ANNUEL 2015DOCUMENT DE RÉFÉRENCE The Annual Report in English is a translation of the French “Document de référence” provided for information purposes. This translation is qualifi ed in its entirety by reference to the “Document de référence”. 01 ANNUAL REPORT 2015 MESSAGE from Management ROLLING OUT THE NEW VIVENDI “Going farther and faster in Vivendi’s transformation”: this was the ambition we set for ourselves in this same report in 2014. A year later, this goal has been met: a new industrial group has taken shape, one that is more homogenous and more integrated, where the value of the whole is greater than the sum of its parts. From left to right : Simon Gillham, Member of the Management Board and Chairman of Vivendi Village, Senior Executive Vice President, Communications of Vivendi - Vincent Bolloré, Chairman of the Supervisory Board - Frédéric Crépin, Member of the Management Board and Group General Counsel - Arnaud de Puyfontaine, Chairman of the Management Board - Stéphane Roussel, Member of the Management Board and Chief Operating Officer - Hervé Philippe, Member of the Management Board and Chief Financial Offi cer . 02 ANNUAL REPORT 2015 MESSAGE FROM MANAGEMENT he acquisition of Dailymotion, investments (Radionomy) and live shows (L’Olympia and t he Finally, this year Vivendi decided to acquire in cinema and television, equity interests in Théâtre de l’Œuvre). In just one year, Vivendi interests in Ubisoft and Gameloft, two French Telecom Italia and Ubisoft/Gameloft… 2015 Village has taken its rightful place within Vivendi’s companies with globally recognized expertise in was a year rich in developments for Vivendi, ecosystem. While continuing to grow, it perfectly video games. These investments demonstrate Twhich has laid the foundation for a new, world- fits its role as a laboratory of ideas for digital our desire to develop paths into other creative class cultural entertainment group. and as an incubator linking the group’s various industries, and especially in the video game activities to one another. industry. As of December 2015, Vivendi held In May 2015, Vivendi completed the sale of 13.98% of Ubisoft and 28.65% of Gameloft. its interests in Numericable-SFR and GVT, its Because our ambition is to build a major media Brazilian telecommunications subsidiary. These and content company over the long-term, we While the foundation has now been laid, creating two transactions, which were completed on will give our businesses all the resources they the new Vivendi can only be viable if the necessary satisfactory fi nancial terms, have given the group need for their development. While seeking to talent is secured. With its ability to manage signifi cantly more room to maneuver. Our net cash preserve overall fi nancial equilibrium, Vivendi thus exceptional creative expertise and know-how, position of €4.6 billion at year-end 2014 rose to anticipates a period of potentially high investment Vivendi strives more than ever to be the home for €6.4 billion at year-end 2015. in 2016 and 2017. Our goal is specifically to talent in music, audiovisual content and comedy. strengthen the foundations of Canal+’s publishing The goal is to extend our reach throughout the First, this new fi nancial position has allowed us activities (cinema, sports, series and entertainment entire talent chain: identification, production, to distribute the dividend amounts requested broadcasts) to regain the perceived value of its promotion… L’Olympia brand will spearhead by our shareholders. Indeed, Vivendi committed subscriptions. In 2015, major investments were this effort. to a significant return of capital to them: it made in original creations (including the well- anticipates paying out €6.6 billion (€4 billion of known series Versailles ), in television (26.2% As the true unifying element among our various which has already been distributed) by 2017 and interest in the new Banijay Group) and in cinema business lines, talent is the cementing factor in implementing a share repurchase program valued (30% interest in Mars Films). our integrated industrial group building p rocess. at a maximum of €2.7 billion. In September 2015, all Vivendi companies (UMG, ”With its ability to manage Canal+ Group, Vivendi Village and Dailymotion) Further, our financial capacities have been exceptional creative expertise and worked together to organize a historic concert directed at strengthening our core businesses, in Conakry (Guinea), bringing together a dozen which are facing rapid and signifi cant changes in know-how, Vivendi more than ever African stars with a total attendance of 80,000. their respective sectors. Universal Music Group strives to be the home for talent“ This event was also the occasion to lay the (UMG) is at the forefront of the evolution in media cornerstone of a theatrical venue for film and consumption toward streaming by subscription, As part of our strategic growth, proceeds events called CanalOlympia – the combination whereas the pay-TV activities of Canal+ are from sales have allowed us to make targeted of the impertinence of Canal+ and the legend of experiencing a particularly diffi cult economic and acquisitions and investments in certain businesses L’Olympia – which will be replicated in several competitive environment in France. where particular opportunities presented Central and Western African countries in 2016. themselves. Vivendi’s deployment in content, These investments have given support to the production and distribution has taken various Driven by a new corporate culture enhancing the operational performance of our brands. This year, forms. common potential of all its assets, Vivendi can UMG consolidated its global leadership position in look confi dently toward the future. While a number recorded music, with excellent album sales by both First, the group acquired a 90% interest in of tasks await us in the coming year: expanding established artists (Taylor Swift and Maroon 5) Dailymotion, one of the largest aggregation the international reach of our distribution and new acts (Sam Smith and The Weeknd). The and digital distribution platforms in the world. networks, in particular through partnerships with breakthrough of its new talents (Louane and Kendji With some 3.5 billion videos viewed each month telecom operators; accelerating the broadcast Girac in France) has even allowed Universal Music and 300 million visitors per month , Dailymotion of our content, particularly with the support to gain a 45% market share in France. allows Vivendi to digitally distribute its music of Dailymotion; continuing to invest heavily and audiovisual content. In return, Vivendi gives in exclusive content, talent and live shows… 2015 was also marked by significant success at Dailymotion the possibility to accelerate its W e are nevertheless confi dent that we have the Canal+ Group. Its international pay-TV operations international growth and development. Although ability to successfully implement this roadmap and continue to grow, particularly in Africa where the 85% of videos currently consumed in the world create long-term value. Through our innovative two-million subscribers threshold was passed. are less than six minutes long, Dailymotion’s skills, position in corporate social responsibility (CSR), Free-TV in France is also seeing a positive growth combined with those of UMG and Canal+ Group, this value creation will go beyond the strictly trend, driven in particular by D8, which has are crucial in helping us to imagine and develop fi nancial framework and will benefi t all the group’s established itself as the leader in DVB. Finally, new formats, shorter and more closely tailored to stakeholders. boosted by the box-office success of the films new digital consumer uses. Paddington, The Imitation Game, Shaun the Sheep In an
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