DOCSLIB.ORG

20.3. Consolidated Financial Statements BOLLORÉ

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

BOLLORÉ

Board of Directors

As of March 23, 2017

Vincent Bolloré

Chairman and Chief Executive Officer

Cyrille Bolloré

Deputy Chief Executive Officer, Vice-Chairman and Managing Director

Yannick Bolloré

Vice-Chairman

Cédric de Bailliencourt

Vice-Chairman

Gilles Alix

Representative of Bolloré Participations, Chief Executive Officer of the Bolloré Group

Chantal Bolloré Marie Bolloré Sébastien Bolloré Valérie Coscas Marie-Annick Darmaillac

Representative of Financière V

Hubert Fabri Janine Goalabré

Representative of Omnium Bolloré

Dominique Hériard-Dubreuil Céline Merle-Béral Alexandre Picciotto Olivier Roussel Martine Studer François Thomazeau

Financial information

Emmanuel Fossorier

Director of Financial Communications

Xavier Le Roy

Director of Investor Relations

  • Tel.: +33 (0)1 46 96 47 85
  • Tel.: +33 (0)1 46 96 47 85

  • Fax: +33 (0)1 46 96 42 38
  • Fax: +33 (0)1 46 96 42 38

REGISTRATION DOCUMENT 2016

01

02— Groupprofile

04 — Message from the Chairman

06 — Key figures

08 — Economic organizational chart 09 — Stock exchange data

10—Our locations 13—Transportation and logistics 21—Communications

29 —Electricity storage and solutions

37 —Other assets

41 — Corporate Social Responsibility

45— Annualfinancialreport

BOLLORÉ

02 Group
Profile

Founded in 1822, the Bolloré Group is among the 500 largest companies in the world. Publicly traded, it is still majority controlled by the Bolloré family. The stability of its shareholder base enables it to follow a long-term investment policy. Thanks to its diversification strategy based on innovation and international development, it today holds strong positions in its three businesses: transportation and logistics, communications, and electricity storage solutions. —

  • Over 59,000 employees
  • Turnover of 10.1 billion euros

in 143 countries

in 2016
Net income

of 588 million euros

Shareholders’ equity

of 10.3 billion euros

REGISTRATION DOCUMENT 2016

03

  • Transportation
  • Communications Electricity storage

  • and solutions
  • and logistics

Bolloré Transport & Logistics is one of the world’s leading transportation groups with nearly 36,000 employees spread among 105 countries throughout Europe, Asia, the Americas and Africa where it carries out its business activities in ports, freight forwarding and railroads. It is also a major player in oil logistics

  • The Bolloré Group’s
  • Building on its position

as a global leader in films for capacitors, the Bolloré Group made electricity storage a major priority for development. It has developed a unique technology in the form of Lithium Metal Polymer (LMP®) batteries, produced by its Blue Solutions subsidiary. Using this technology, the Group has diversified into mobile applications (car-sharing systems and electric cars, buses and trams) and battery-driven stationary applications, as well as systems for managing these applications (IER, Polyconseil). —
Communications division includes Havas, one of the world’s leading advertising and communications consultancy groups. At December 31, 2016, it held 60% of the share capital of Havas. It also owns the free daily French newspaper

CNews Matin and a stake

in Gaumont. The Group is also present in the telecoms sector. Lastly, in October 2016, it strengthened its stake in Vivendi and crossed the 20% threshold in capital and voting rights. From this date, this stake is accounted for under the equity method in the Bolloré financial statements. — in France and in Europe. —
Alongside its three main business lines, the Bolloré Group manages a portfolio of shareholdings standing at more than 4.5 billion euros at end-2016. Its main investment is Vivendi, which represented 3.6 billion euros at December 31, 2016. —

Other assets

BOLLORÉ

Message from the Chairman, Vincent Bolloré

04

Despite a depressed international environment for the transport and logistics segment, particularly in Africa, the Bolloré Group was able to continue, in 2016, to invest in port terminals and electricity storage. The Communications segment had a good 2016, with solid performance by Havas. Turnover for the year stood at 10.1 billion euros, down by 5% at constant scope and exchange rates, due to the drop in freight forwarding rates and raw materials’ prices which affected the Transport and logistics businesses. Operating income stood at 627 million euros, down by 11% compared with fiscal year 2015, due to the decline in operating income of the Transportation and logistics business and the increase in expenses in the Electricity storage business. —

expertise of 36,000 employees located across a hundred countries. Today, Bolloré Transport & Logistics is one of the five largest logistics companies in Europe, the tenth largest in the world and a major transport group in Africa where it operates 18 port concessions. Income from the Communications businesses was driven by the strong performance of Havas, which achieved turnover of 2.3 billion euros (+3%) and operating income of 297 million euros, and by the Media division. Earnings for the year also include a share of Vivendi’s net income of 16 million euros as of October 7, 2016, the date from which the company was consolidated by the equity method. Following the increase in the Vivendi stake in October 2016, through the early unwinding and cash settlement of the hedging and financing transactions on 2.6% of the share capital, borrowing 34.7 million shares (2.7% of the share capital) and purchasing call options exercisable at any time on 34.7 million shares (2.7% of the share capital), the Bolloré Group crossed the 20% threshold of capital and voting rights. Taking into account the double voting rights, the Group exceeded 25% of the voting rights in March 2017 and will hold by the end of April 2017 approximately 29% of the Vivendi voting rights. It became the reference shareholder
In 2016, Bolloré Transport & Logistics achieved turnover of 7.4 billion euros, a decline of 10% (8.3 billion euros in 2015) and operating income of 545 million euros, down by 10%. The good performance of freight forwarding in Europe, Asia and the United States, and the majority of port terminals in Africa did not offset the decline in operating income from logistics and rail in Africa, following the fall in oil and raw materials’ prices and a serious rail accident in Cameroon. In 2016, Bolloré Energy achieved turnover of 1.9 billion euros, a drop of 12% against a backdrop of falling petroleum prices and volumes. Despite weaker turnover, operating income in 2016 showed strong growth (+47%) thanks to positive storage effects and the good performance of the distribution business in France and Germany as well as the logistics business in France (SFDM). Works to upgrade the Petit-Couronne depot facilities, acquired in 2015, continued. Since 2016, the Group’s Transportation and logistics businesses, operating in the port, rail, freight forwarding and oil logistics segments, are now combined under a single brand, Bolloré Transport & Logistics, which relies on the

REGISTRATION DOCUMENT 2016

05

  • of Vivendi, the world leader in music with Universal Music
  • shares at 17 euros per share. To this end, a proposed tender

offer will be filed with the French Financial Markets Authority (AMF) before the end of the first half of 2017. Shareholders who decide to support Blue Solutions in its future capital expenditure plans will at a later date have an exit guarantee under the same terms and conditions following the publication of the 2019 financial statements. The Bolloré Group, which celebrated its 195th anniversary at the beginning of the year, will continue its capital expenditure in the three main business segments, Transportation and logistics, Communications and media and Electricity storage. We are fortunate that our share relies on capital majority controlled by the family, which enables us to follow a reasonable financial policy while investing for the long term. The Group will continue its hallmark entrepreneurship. We will build this on the basis of a vision, because through that we can create both value and jobs. This is what we have always done and will continue to do, concretely and with determination. —
Group, one of the leading television groups with the Canal+ group and video games with Gameloft, whose goal is to create one of the leading European groups in communications and media. The electricity storage business saw its turnover grow 17% totaling 310 million euros in 2016. Growth was driven by the dedicated terminals business, vehicle sales (particularly the E-Mehari) and Bluebus as well as by the steady growth in car-sharing. The car-sharing fleet totaled nearly 4,900 electric vehicles at the end of 2016 (4,300 in 2015) with around 6 million leases. However, 2016 presented a contrast for Blue Solutions, whose turnover of 109.3 million euros (121.9 million euros in 2015) dropped by 10%. The sustained level of activity in mobility applications (Bluebus, E-Mehari) failed to compensate for the delay in sales in stationary electricity storage and the slowdown in deliveries for car-sharing reflecting the longer life of batteries installed in the existing vehicle fleet. New developments and the commercial success of Blue Solutions in mobility applications also marked the year with the delivery of the first 12-meter long Bluebuses to the RATP in Paris; the successful marketing of the E-Mehari developed with the PSA Peugeot Citroën group, and winning international calls for tenders in Singapore and Los Angeles to set up electric vehicle car-sharing services. These successes reflect the Group’s proven expertise in mobility applications and both the quality and viability of the Lithium Metal Polymer (LMP®) technology. However, competition is more intense than expected and developing the benefits of the LMP® technology will still require very significant capital expenditure. Blue Solutions therefore needs more time to develop its competitive advantages and address the parallel development of lithium-ion competitors. In this context, while remaining confident in the outlook for LMP® technology but wishing to maintain a reasonable growth rate and continue investing for the long term, the Group decided to offer Blue Solutions shareholders (listed in 2013 at 14.50 euros per share) looking to exit an initial opportunity to sell their Blue Solutions

“In 2017, the Group’s 195th anniversary, we will continue our capital expenditure through the digitization of transportation business lines, the creation of a global leader in media and communications, and enhancing the performance in electricity storage.” —

BOLLORÉ

06 Key figures

Income statement

(in millions of euros)

Turnover

2016

10,076

627

2015

10,824
701

2014 restated(1)

10,604

  • 650
  • Operating income

Financial income

164

  • 187
  • (85)

Share of net income from non-operating companies accounted for using the equity method

21

  • 104
  • 65

Taxes

(224)
–

(265)
–
(236)

  • 7
  • Net income from discontinued operations

Net income

588 440

727 564
401

  • 217
  • Of which Group share

(1) The presentation of the financial statements reflects the adoption in 2015 of the amendments to IAS 16 and IAS 41 dealing with bearer plants.

Operating income by segment

(by business, in millions of euros)

2016

490
54

2015

569
37

2014 restated

  • 567
  • Transportation and logistics(1)

  • Oil logistics
  • 26

Communications (Havas, media, telecoms, Vivendi) Electricity storage and solutions Other (agricultural assets, holdings)

Operating income
282
(168)
(31) 627

255
(126)
(34)
701
210
(120)
(33) 650

(1) Before trademark fees.

Balance sheet

(in millions of euros)

12/31/2016

10,281

8,915

12/31/2015

11,285 9,947

12/31/2014(1)

9,707 8,051
Shareholders’ equity Shareholders’ equity, Group share Net debt

4,259

  • 4,281
  • 1,771

Market value of listed equity securities(2)(3)

4,553

  • 4,977
  • 2,177

(1) Restated to reflect the amendments to IAS 16 and IAS 41. (2) Taking into account the impact of financing Vivendi securities in 2014 and 2015 and the value of call options at December 31, 2016. (3) Excluding Group shares (see page 65).

REGISTRATION DOCUMENT 2016

07

Change
Distribution of 2016 revenues

in turnover by geographical area

(in millions of euros)
(in millions of euros)

10,109 10,848 10,604 10,824 10,076

9%

Asia-Pacific

950

39%

••
•••

France and overseas departments and territories

3,886

13%

Americas

1,298

1T0O,0TA7L6

17%

Europe excluding France

1,713

22%

Africa

2,229

  • 2012
  • 2013
  • 2014
  • 2015
  • 2016

Change
Breakdown of 2016 turnover

in operating income by business

(in millions of euros)
(in millions of euros)

0%

Other

22

54%

•

•

•

  • 465
  • 606
  • 650
  • 701

627

Transportation and logistics

5,458

3%

Electricity storage and solutions

310

1T0O,0TA7L6

23%

Communications

2,321

20%

Oil logistics

1,965

•

•

  • 2012
  • 2013
  • 2014
  • 2015
  • 2016

Distribution of workforce by business

(at December 31, 2016)

1%

Other

327

60%

•

•

•

Transportation and logistics

35,656

4%

Electricity storage and solutions

2,484

TOTAL

59,411

2%

Oil logistics

1,077

33%

Communications

19,867

•

•

REGISTRATION DOCUMENT 2016

Stock exchange data

09

Bolloré

2016

3.35

2015

4.297

2014

  • 3.770
  • Share price as of December 31 (in euros)

Number of shares as of December 31

2,910,452,233

  • 2,895,000,442
  • 2,748,147,300

Market capitalization as of December 31

(in millions of euros)

9,750

  • 12,440
  • 10,361

Number of shares issued and potential shares(1)

2,899,260,595

  • 2,882,355,104
  • 2,524,414,800

Diluted net income per share, Group share (in euros)

Net dividend per share (in euros)(2)

0.15

  • 0.2
  • 0.09

0.06

0.06

0.06

(1) Excluding treasury shares. (2) Including 0.02 euro interim dividend paid in 2016, 2015 and 2014.

Changes in the Bolloré share price

  • as of March 20, 2017 (in euros, monthly average)
  • Bolloré
  • SBF 120 indexed

65432

  • x2.4
  • 3%

PERF./10 YEARS PERF./1 YEAR

  • (5%)
  • 12%

PERF./10 YEARS PERF./1 YEAR

10

  • 2007
  • 2008
  • 2009
  • 2010
  • 2011
  • 2012
  • 2013
  • 2014
  • 2015
  • 2016
  • 2017

Bolloré shareholder base

at December 31, 2016

Financière de l’Odet Other Group companies

Total Bolloré Group

Orfim

Number of shares

1,858,105,231
15,420,138

% of share capital

63.84
0.53

1,873,525,369

150,941,823

64.37

5.19

  • Public
  • 885,985,041

2,910,452,233

30.44

  • Total
  • 100.00

BOLLORÉ

12

Port concessions Congo Terminal at Pointe-Noire, with six gantries capable of handling ships with 16,000-container capacity. —

REGISTRATION DOCUMENT 2016

13

Transportation and logistics

Bolloré Logistics Bolloré Africa
Logistics
Bolloré Energy

Recommended publications
  • AVRIL 2017 15E ÉDITION SOMMAIRE

    AVRIL 2017 15E ÉDITION SOMMAIRE

    GUIDE DES CHAÎNES NUMÉRIQUES AVRIL 2017 15e ÉDITION SOMMAIRE SYNTHÈSE ........................................................4 Partie II : la production audiovisuelle et RESSOURCES DOCUMENTAIRES .....................6 cinématographique à partir des données du CNC 1. La production audiovisuelle ................................................ 43 CHAPITRE 1 2. La production cinématographique ................................ 49 L’OFFRE DE CHAÎNES NUMÉRIQUES CHAPITRE 6 1. Les chaînes de la TNT ................................................................... 8 L’ÉCONOMIE DES CHAÎNES NUMÉRIQUES 2. Les chaînes conventionnées et déclarées dans l’offre élargie ........................................................................ 8 Partie I : résultats économiques du secteur 3. Les chaînes payantes diffusées 1. Bilan financier des chaînes gratuites en 2015 .......... 56 en France en 2016 ......................................................................... 9 2. Bilan financier des chaînes payantes en 2015 ........ 66 . La télévision de rattrapage (TVR) ..................................... 10 4 Partie II : la publicité 1. Investissements publicitaires bruts CHAPITRE 2 sur l’ensemble des chaînes .................................................. 75 LES MODES DE RÉCEPTION 2. Les dépenses et recettes DE LA TÉLÉVISION NUMÉRIQUE EN FRANCE publicitaires nettes en 2015 et en 2016 ......................... 81 1. Le marché des récepteurs .................................................... 14 Partie III : l’emploi 2. Les modes de réception........................................................
  • View Annual Report

    View Annual Report

    2016 ANNUAL REPORT CONTENT MESSAGES FROM THE SUPERVISORY BOARD AND THE MANAGEMENT BOARD 02 1 4 Profile of the Group and its Businesses | Financial Report | Statutory Auditors’ Report Financial Communication, Tax Policy on the Consolidated Financial Statements | and Regulatory Environment | Risk Factors 05 Consolidated Financial Statements | 1. Profi le of the Group and its Businesses 07 Statutory Auditors’ Report on 2. Financial Communication, Tax policy and Regulatory Environment 43 the Financial Statements | Statutory 3. Risk Factors 47 Financial Statements 183 Selected key consolidated fi nancial data 184 I - 2016 Financial Report 185 II - Appendix to the Financial Report: Unaudited supplementary fi nancial data 208 2 III - Consolidated Financial Statements for the year ended December 31, 2016 210 Societal, Social and IV - 2016 Statutory Financial Statements 300 Environmental Information 51 1. Corporate Social Responsibility (CSR) Policy 52 2. Key Messages 58 3. Societal, Social and Environmental Indicators 64 4. Verifi cation of Non-Financial Data 101 5 Recent Events | Forecasts | Statutory Auditors’ Report on EBITA forecasts 343 1. Recent Events 344 2. Forecasts 344 3 3. Statutory Auditors’ Report on EBITA forecasts 345 Information about the Company | Corporate Governance | Reports 107 1. General Information about the Company 108 2. Additional Information about the Company 109 3. Corporate Governance 125 6 4. Report by the Chairman of Vivendi’s Supervisory Board Responsibility for Auditing the Financial Statements 347 on Corporate Governance, Internal Audits and Risk 1. Responsibility for Auditing the Financial Statements 348 Management – Fiscal year 2016 172 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 181 ANNUAL REPORT 2016 ANNUAL REPORT 2016 The Annual Report in English is a translation of the French “Document de référence” provided for information purposes.
  • BOLL 1902299 RAPPORT ACTIVIT… 2018 GB.Indd

    BOLL 1902299 RAPPORT ACTIVIT… 2018 GB.Indd

    Bolloré Business report 2018 ! — !Message!from!the!Chairman # —$ Profile % —$ Key!figures & —$ Economic!organizational!chart ' —$ Stock!exchange!data ( —$ Our!locations (! —$ Group!strategy (# —$ Business!model (% —$ CSR!key!figures () — !Governance The Group (& Transportation and logistics !% Communications ,# Electricity storage and solutions #! — ! Other!assets #% —$ Corporate!social!responsibility *! — !History!of!the!Group BUSINESS REPORT 2018 — BOLLORÉ 01 Message from the Chairman Vincent Bolloré, Chairman and Chief Executive O! cer of Financière de l’Odet Bolloré was founded in Brittany, in 1822, by leaders. Having seen him at work in the Group my two great-great-great-great-grandfathers, for twelve years, I fi rmly believe that Cyrille François Le Marié and René Bolloré. They Bolloré is the right choice for this new chapter were followed successively by their children, in the Group’s story. As planned, I will remain Nicolas Le Marié, my great-great-great-uncle, Chairman and Chief Executive Officer of and Jean-Claude Guillaume Bolloré, my Financière de l’Odet – which controls 65% of great-great-great-grandfather, their children Bolloré’s share capital – until February 17, 2022, and their children’s children, right down to date of our bicentennial, to ensure that the my uncles and my father. transition is as smooth as possible. Today, it gives me great pride to see the seventh generation take over the reins, with the help of teams of cohesive and experienced 02 BOLLORÉ — BUSINESS REPORT 2018 Cyrille Bolloré" Chairman and Chief Executive O! cer of Bolloré I am greatly honored by the confidence that Consolidated operating income was 1.3 billion the Board of Directors has shown me by unani- euros, a 25% increase attributable largely to mously appointing me Chairman and Chief the Communications business (+29%), driven Executive Officer of Bolloré, replacing Vincent by the very good performance of Vivendi’s Bolloré.
  • Reference Document Including the Annual Financial Report

    Reference Document Including the Annual Financial Report

    REFERENCE DOCUMENT INCLUDING THE ANNUAL FINANCIAL REPORT 2012 PROFILE LAGARDÈRE, A WORLD-CLASS PURE-PLAY MEDIA GROUP LED BY ARNAUD LAGARDÈRE, OPERATES IN AROUND 30 COUNTRIES AND IS STRUCTURED AROUND FOUR DISTINCT, COMPLEMENTARY DIVISIONS: • Lagardère Publishing: Book and e-Publishing; • Lagardère Active: Press, Audiovisual (Radio, Television, Audiovisual Production), Digital and Advertising Sales Brokerage; • Lagardère Services: Travel Retail and Distribution; • Lagardère Unlimited: Sport Industry and Entertainment. EXE LOGO L'Identité / Le Logo Les cotes indiquées sont données à titre indicatif et devront être vérifiées par les entrepreneurs. Ceux-ci devront soumettre leurs dessins Echelle: d’éxécution pour approbation avant réalisation. L’étude technique des travaux concernant les éléments porteurs concourant la stabilité ou la solidité du bâtiment et tous autres éléments qui leur sont intégrés ou forment corps avec eux, devra être vérifié par un bureau d’étude qualifié. Agence d'architecture intérieure LAGARDERE - Concept C5 - O’CLOCK Optimisation Les entrepreneurs devront s’engager à executer les travaux selon les règles de l’art et dans le respect des règlementations en vigueur. Ce 15, rue Colbert 78000 Versailles Date : 13 01 2010 dessin est la propriété de : VERSIONS - 15, rue Colbert - 78000 Versailles. Ne peut être reproduit sans autorisation. tél : 01 30 97 03 03 fax : 01 30 97 03 00 e.mail : [email protected] PANTONE 382C PANTONE PANTONE 382C PANTONE Informer, Rassurer, Partager PROCESS BLACK C PROCESS BLACK C Les cotes indiquées sont données à titre indicatif et devront être vérifiées par les entrepreneurs. Ceux-ci devront soumettre leurs dessins d’éxécution pour approbation avant réalisation. L’étude technique des travaux concernant les éléments porteurs concourant la stabilité ou la Echelle: Agence d'architecture intérieure solidité du bâtiment et tous autres éléments qui leur sont intégrés ou forment corps avec eux, devra être vérifié par un bureau d’étude qualifié.
  • Oddo Media Forum

    Oddo Media Forum

    ODDO May 16th, 2008 MEDIA FORUM 1. M6 Group’s activities First quarter 2008 2 An enlarged population with multichannel access Population equipped with multichannel access accounts for 44% in 2007 and jumps to 73% in 2008 Q1 < 10 channels Free multichannel: DTT Free multichannel: DSL Multichannel with subscription (cable, satellite…) 100% 90% 18% 21,5% 23% 24% 26% 28% 28% 28% 29% 29% 29% 29% 80% 1% 70% 5% 4% 12% 12% 16% 18% 18,5% 60% 50% 32% 40% 82% 79% 77% 76% 74% 72% 67% 44% 30% 46% 56% 46,5% 20% 27% 10% 11% 7% 6% 0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 M6 estimates 3 Source: Médiamétrie and M6 estimates M6 Group’s presence in the fragmented environment TF1 27,2% (-3.2 pts) France 2 17,6% (-0.6 pt) Historical France 3 13,4% (-0.9 pt) channels 76.9% M6 11,0% (-1.3 pt) Arte -F5 4,1% (-0.3 pt) Canal + 3,6% (-0.3 pt) TMC 2,0% (+1.0 pt) W9 1,7% (+0.8 pt) Gulli 1,4% (+0.7 pt) NT1 1,1% (+0.6 pt) NRJ 12 1,0% (+0.7 pt) Other TV France 4 0,8% (+0.5 pt) channels 23.1% Direct 8 0,5% (+0.3 pt) Virgin 17 0,5% (=) I Télé 0,3% (=) BFM TV 0,3% (+0.1 pt) OtherAutres TV chanelschaînes excl.hors DTTTNT 13,5% (+1.9 pt) 4 Source : Médiamétrie - national audience share individuals 4 y.o. and over Source: Médiamétrie In access prime time, M6 outperforms TF1 on housewives <50 Season 2006-2007 Sept.
  • Investor Presentation

    Investor Presentation

    Investor Presentation September / October 2011 TF1 GROUP Pay TV Advertising Diversification Audiovisual Broadcasting Free Channels Production (()France) adggyency & Internet rights international 2011: A RECORD FOR TV CONSUMPTION Women<50: 3h52 12’ min more vs 2010 / +5% 3h52 3h44 4 +: 3h46 3h40 3h40 16’min more vs 2010 / +8% 3h34 3h32 3h46 3h28 3h31 3h24 3h24 3h13 3h19 3h27 3h24 3h26 3h29 3h23 3h30 3h11 3h22 3h23 3h02 3h18 3h16 3h03 3h08 3h09 3h14 3h00 3h00 2h59 2h57 2h53 3h07 3h03 2h59 2h52 2h47 2h51 2h46 2h46 2h39 2h42 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Source: Médiamétrie/Médiamat (TV Consumption / January-July) TF1, A EUROPEAN LEADER Audience share (in%) of leading European channels Gap between each leader on their own national territories for H1 2011 (*) and its challenger Leader TF1 23,8 8.6 pts Challenger France 2 15,2 Leader BBC 1 20,9 5.4 pts Challenger ITV1 15,5 Leader RTL 14,2 1.4 pts Challenger Das Erste 12,8 Leader TVE1 14,9 0.8 pts Challenger Tele 5 14,1 Leader Rai 1 19,1 1.5 pts Challenger Canale 5 17,6 Source: Médiamétrie – 1st half 2011. 4 + (France) / Eurodata TV – BARB - Kanter Media (UK) / Eurodata TV – AGB – GFK (Germany) / Kantar Media (Spain) / Eurodata TV – Auditel – AGB Nielsen (Italy). FIRST-HALF 2011: UNRIVALLED TELEVISION OFFER 50 best audiences All channels combined 23. 8% 26. 8% audience share audience share Individuals Women<50 pdm Very solid leader 6.3 50 / 16 / 2 million viewers 50 prime time with over 8 million viewers in prime time 16 with over 9 million 87% 2 with over 10 million of top evenings with Individuals Source: Médiamétrie – Médiamat 5 TF1, 1ST FRENCH TV CHANNEL (ON INDIVIDUALS – 4 YEARS AND +) Audience share 4 years and + (in %) Jan.–Aug.
  • Foreign Satellite & Satellite Systems Europe Africa & Middle East Asia

    Foreign Satellite & Satellite Systems Europe Africa & Middle East Asia

    Foreign Satellite & Satellite Systems Europe Africa & Middle East Albania, Austria, Belarus, Belgium, Bosnia & Algeria, Angola, Benin, Burkina Faso, Cameroon, Herzegonia, Bulgaria, Croatia, Czech Republic, Congo Brazzaville, Congo Kinshasa, Egypt, France, Germany, Gibraltar, Greece, Hungary, Ethiopia, Gabon, Ghana, Ivory Coast, Kenya, Iceland, Ireland, Italy, Luxembourg, Macedonia, Libya, Mali, Mauritania, Mauritius, Morocco, Moldova, Montenegro, The Netherlands, Norway, Mozambique, Namibia, Niger, Nigeria, Senegal, Poland, Portugal, Romania, Russia, Serbia, Somalia, South Africa, Sudan, Tanzania, Tunisia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Uganda, Western Sahara, Zambia. Armenia, Ukraine, United Kingdom. Azerbaijan, Bahrain, Cyprus, Georgia, Iran, Iraq, Israel, Jordan, Kuwait, Lebanon, Oman, Palestine, Qatar, Saudi Arabia, Syria, Turkey, United Arab Emirates, Yemen. Asia & Pacific North & South America Afghanistan, Bangladesh, Bhutan, Cambodia, Canada, Costa Rica, Cuba, Dominican Republic, China, Hong Kong, India, Japan, Kazakhstan, Honduras, Jamaica, Mexico, Puerto Rico, United Kyrgyzstan, Laos, Macau, Maldives, Myanmar, States of America. Argentina, Bolivia, Brazil, Nepal, Pakistan, Phillipines, South Korea, Chile, Columbia, Ecuador, Paraguay, Peru, Sri Lanka, Taiwan, Tajikistan, Thailand, Uruguay, Venezuela. Uzbekistan, Vietnam. Australia, French Polynesia, New Zealand. EUROPE Albania Austria Belarus Belgium Bosnia & Herzegovina Bulgaria Croatia Czech Republic France Germany Gibraltar Greece Hungary Iceland Ireland Italy
  • Avis TV Gratuite 22022017 Version Publique Envoyée À L'adlc

    Avis TV Gratuite 22022017 Version Publique Envoyée À L'adlc

    Version publique Avis n° 2017-03 du 22 février 2017 à l’Autorité de la concurrence relatif à la reconduction de tout ou partie des engagements pris par Vivendi SA et Groupe Canal Plus dans le cadre de la décision de l’Autorité de la concurrence n° 14-DCC-50 du 2 avril 2014 Le Conseil supérieur de l’audiovisuel, Vu la loi n° 86-1067 du 30 septembre 1986 modifiée relative à la liberté de communication ; Vu la lettre du ministre de l’économie, des finances et de l’industrie du 30 août 2006, aux conseils de la société Vivendi Universal, relative à une concentration dans le secteur de la télévision payante ; Vu la décision n° 12-DCC-100 du 23 juillet 2012 de l’Autorité de la concurrence relative à la prise de contrôle exclusif de TPS et CanalSatellite par Vivendi et Groupe Canal Plus ; Vu la décision n° 12-DCC-101 du 23 juillet 2012 relative à la prise de contrôle exclusif des sociétés Direct 8, Direct Star, Direct Productions, Direct Digital et Bolloré Intermédia par Vivendi et Groupe Canal Plus ; Vu l’avis n° 2012-10 du 2 mai 2012 à l’Autorité de la concurrence sur la nouvelle notification de l’acquisition des sociétés TPS et CanalSatellite par les sociétés Vivendi et Groupe Canal Plus ; Vu l’avis n° 2012-11 du 22 mai 2012 à l’Autorité de la concurrence sur la notification de l’acquisition des sociétés Direct 8, Direct Productions, Direct Digital et Bolloré Intermedia par les sociétés Vivendi et Groupe Canal Plus ; Vu la décision du Conseil d’Etat du 23 décembre 2013, statuant au contentieux sur une requête de la société Métropole Télévision
  • Chaîne HD Gratuit/Payant Horaire En Clair Mux Canal Remarques TF1

    Chaîne HD Gratuit/Payant Horaire En Clair Mux Canal Remarques TF1

    CHAINES TNT DISPONIBLES SUR LE RESEAU DU DOMAINE Chaîne HD Gratuit/Payant Horaire en clair Mux Canal Remarques TF1 Non Gratuite Toujours R6 1 France 2 Non Gratuite Toujours R1 2 France 3 Non Gratuite Toujours R1 3 Canal Plus Non Payante Oui R3 4 France 5 Non Gratuite Toujours R1 5 M6 Non Gratuite Toujours R4 6 Arte Non Gratuite Toujours R1 7 Direct 8 Non Gratuite Toujours R2 8 W9 Non Gratuite Toujours R4 9 TMC Non Gratuite Toujours R6 10 NT1 Non Gratuite Toujours R4 11 NRJ12 Non Gratuite Toujours R6 12 LCP Non Gratuite Toujours R1 13 France 4 Non Gratuite Toujours R2 14 BFMTV Non Gratuite Toujours R2 15 iTele Non Gratuite Toujours R2 16 Virgin17 Non Gratuite Toujours R2 17 Gulli Non Gratuite Toujours R2 18 TPS Star Non Payante Oui R3 30 Paris Première Non Payante Oui R4 31 Canal+ sport Non Payante Jamais R3 32 Canal+ Ciné Non Payante Jamais R3 33 Temp Non Essais Toujours ? 34 Pas de programmes Planète Non Payante Jamais R3 35 TF6 Non Payante Jamais R6 36 Canal J Non Payante Jamais R3 37 LCI Non Payante Jamais R6 38 Eurosport Non Payante Jamais R6 39 TF1 HD Oui Gratuite Toujours R5 51 France2 HD Oui Gratuite Toujours R5 52 France 3 ou 4 Oui Gratuite Toujours ? 53 En projet Canal+ HD Oui Payante Oui ? 54 En projet France5 HD Oui Gratuite Toujours ? 55 En projet M6 HD Oui Gratuite Toujours R5 56 Arte HD Oui Gratuite Toujours R4 57 AB1 - - - - - Chaîne disparue TNT - Pour recevoir les chaînes TNT, il est nécessaire de disposer d'un adaptateur TNT ou d'une TV avec adaptateur TNT intégré.
  • Document De Reference Rapport Financier Annuel

    Document De Reference Rapport Financier Annuel

    2012 DOCUMENT DE REFERENCE RAPPORT FINANCIER ANNUEL Profil de la société 2 5.7 Rapport des Commissaires aux Comptes Message du Président directeur général 3 sur l’émission d’actions et de diverses valeurs mobilières avec maintien ou suppression du droit préférentiel de souscription 196 1 PRÉSENTATION DU GROUPE TF1 5 5.8 Attestation de présence et rapport d’assurance 1.1 L’équipe dirigeante 6 modérée du vérificateur indépendant 1.2 Organigramme simplifié au 19/02/2013 7 sur les informations sociales, environnementales 1.3 Activités du Groupe 8 et sociétales 198 1.4 Faits marquants 2012 14 1.5 Indicateurs du Groupe 17 6 INFORMATIONS SUR LA SOCIÉTÉ ET LE CAPITAL 201 SOMMAIRE 6.1 Renseignements concernant la société TF1 202 1.6 Dépenses de Recherche et Développement 21 6.2 Environnement juridique 211 2 RAPPORT DU PRÉSIDENT DU CONSEIL 6.3 Capital 214 D’ADMINISTRATION SUR LE GOUVERNEMENT 6.4 Actionnariat 222 D’ENTREPRISE 23 6.5 Informations boursières 225 2.1 Composition du Conseil d’Administration et des Comités du Conseil 24 RESPONSABILITÉ SOCIÉTALE DE L’ENTREPRISE 227 2.2 Rapport du Président 33 7 7.1 La démarche RSE et le reporting 228 2.3 Informations sur les rémunérations 55 7.2 Éthique et gouvernance 233 2.4 Facteurs de risques 62 7.3 Dialogue avec les parties prenantes 237 7.4 Enjeux liés aux contenus 241 3 RAPPORT DE GESTION 7.5 Talents et cadre social 251 DU CONSEIL D’ADMINISTRATION 7.6 Développement durable dans les produits SUR L’EXERCICE RFA 71 et les activités 269 3.1 Tendances de marché 2012 73 7.7 Achats Responsables 278 3.2
  • Vues Sur Ces Chaînes, Est Justifiée Au Regard De La Pratique De Marché

    Vues Sur Ces Chaînes, Est Justifiée Au Regard De La Pratique De Marché

    PRESSE / MÉDIAS Dans le cadre du réexamen des engagements pris lors du rachat de Direct 8 et Direct Star, l’Autorité de la concurrence modifie le dispositif de mesures pesant sur Groupe Canal Plus. Publié le 22 juin 2017 Certaines des obligations ont été levées ou adaptées pour tenir compte de l’évolution des marchés. D’autres ont été au contraire maintenues pour préserver la dynamique concurrentielle des marchés. Rappel du contexte 23 juillet 2012 : l’Autorité de la concurrence autorise, sous réserve de plusieurs engagements, l’acquisition par Vivendi et Groupe Canal Plus des chaines gratuites Direct 8 et Direct Star (décision n°12-DCC-101 / voir communiqué de presse) 21 décembre 2012 : le Conseil d’État annule la décision n°12-DCC-101, estimant notamment que l’engagement pris sur l’acquisition des droits des films français devait être renforcé. Il a précisé que sa décision ne prendrait effet qu’à compter du 1er juillet 2014, de manière à permettre à l’Autorité de prendre une nouvelle décision avant cette date. 2 avril 2014 : l’Autorité autorise à nouveau cette opération sous réserve de la mise en œuvre de plusieurs engagements, souscrits jusqu’au 23 juillet 2017 et renouvelables une fois pour une durée de cinq ans à compter de cette date (décision n°14-DCC-50 du 2 avril 2014 / voir communiqué de presse 9 juin 2017 : à la suite d’échanges avec l’Autorité et d’une consultation des différents acteurs du marché, GCP dépose à l’Autorité une proposition d’engagements modifiés dans sa dernière version.
  • TF1 Achève Le Repositionnement De Ses Chaînes

    TF1 Achève Le Repositionnement De Ses Chaînes

    TF1 achève le repositionnement de ses chaînes En rebaptisant TFX et TF1 Séries Films ses chaînes NT1 et HD1, le groupe TF1 entend clarifier son offre sans prendre trop de risques. Décryptage. Tous droits réservés à l'éditeur Dix-huit mois après la relance de TMC et LCI, le groupe TF1 achève le déploiement de sa stratégie multi- chaînes avec le rebranding de HD1 et NT1, qui deviendront les 29 et 30 janvier TF1 Séries Films et TFX. « Nous voulons que HD1 ne soit plus identifiée comme une chaîne de rediffusion mais comme une chaîne qui propose le meilleur de l’offre cinéma et séries du groupe », a expliqué le 9 janvier devant la presse Ara Aprikian, directeur général adjoint en charge des contenus. Avec ce nouveau nom et ce changement d’identité visuelle, TFX entend quant à elle « devenir la nouvelle chaîne de référence des millennials », a ajouté Xavier Gandon, directeur des antennes TV et digitales. « Un média peut changer de nom pour marquer un changement de promesse. Ici, le groupe TF1 veut rendre les promesses de ses chaînes plus compréhensibles tout en renforçant la cohérence de groupe », observe Philippe Bailly, président du cabinet NPA Conseil. Avec une part d’audience sur les 4 ans et plus de 2% en moyenne sur 2017 et une PDA de 4,3% sur la seule cible des 15-24 ans, NT1 est déjà positionnée de facto sur les millennials. A partir de fin janvier, le groupe TF1 veut renforcer encore le positionnement de la chaîne avec l’adaptation de grands programmes internationaux comme Tattoo Cover sur le tatouage (Tattoo Fixers au Royaume-Uni) et Regarde-moi : un silence pour tout se dire (Look me in the eyes), tout en gardant les piliers qui ont fait la marque de fabrique de NT1 comme la télé-réalité (La villa des cœurs brisés, 10 couples parfaits) et la fiction (Dragon Ball Super, Lolywood…).