Board of Directors As at March 22, 2018

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 Nicolas Alteirac Director representing the employees Elsa Berst Director representing the employees 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 Financial Communications Director Tel.: +33 (0)1 46 96 47 85 Fax: +33 (0)1 46 96 42 38

Xavier Le Roy Investor Relations Director Tel.: +33 (0)1 46 96 47 85 Fax: +33 (0)1 46 96 42 38

BOLLORÉ !" —"Group"profile !# —"Message"from"the"Chairman !$ —"Key"figures !% —"Economic"organizational"chart !& —"Stock"exchange"data '! —"Our"locations

'" —"Transportation"and"logistics "! —"Communications "% —"Electricity"storage"and"solutions ($ —"Other"assets

#! —" Corporate"social"responsibility

BUSINESS REPORT 2017 01 02

equity of shareholders’ euros 32 billion of net income euros 2,081 million in 2017 of turnover euros 18.3 billion in 130 countries employees Over 81,000 Profi le storage solutions. communications, and electricity business: transportation and logistics, strong positions in its three lines of development, the Group currently holds based on innovation and international policy. Due to its diversification strategy enables it to follow a long-termThe investmentstability of its shareholder base majority controlled by the Bolloré family. in the world. Publicly traded, it is still is among the 500 largest companies Founded in 1822, the Bolloré Group É R O L L O B Transportation Communications Electricity storage and logistics and solutions

Bolloré Transport & Logistics Bolloré Group’s Communications Building on its position as is one of the world’s leading division mainly consists of its a global leader in fi lms for transportation groups with more stake in Vivendi with: Universal capacitors, the Bolloré Group than 36,000 employees spread Music Group, a global leader made electricity storage a major among 106 countries throughout in the music industry, Canal+ priority for development. It has Europe, Asia, the Americas group, the top pay TV channel in developed a unique technology and Africa where it carries out France, Havas, one of the world’s in the form of Lithium Metal its business activities in ports, leading advertising and Polymer (LMP #) batteries, freight forwarding and railroads. communications consultancy produced by its Blue Solutions It is also a major player in oil groups, and Gameloft, the subsidiary. Using this technology, logistics in France and in Europe. — leading mobile video game the Group has diversifi ed into operator. It also owns the French mobile applications (car-sharing free daily newspaper CNews and systems and electric cars, buses is also active in telecoms. — and trams) and battery-driven stationary applications, as well as systems for managing these applications (IER, Polyconseil). —

Other assets

Alongside its three core businesses, the Bolloré Group manages a portfolio of fi nancial investments accounting for over 7.4 billion euros invested at the end of 2017, including the Bolloré portfolio (Mediobanca, Socfi n group, etc.), worth 1.1 billion euros, and the Vivendi portfolio (Telecom Italia, Ubisoft, Mediaset, Telefónica, Fnac Darty), worth 6.4 billion euros. —

BUSINESS REPORT 2017 03 04

From the Chairman euros, due to the impact of the drop in income income in drop from oil logistics,the while incomeof from transportatio impact the to due euros, 527 million at 2016, on slightly down was income Operating forwarding. freight as well as Africa, in logistics and ofthe terminals port strong performance to due 6.7% up euros, 7.9 billion of turnover a achieved Logistics & Transport 2017, In Bolloré whereAfrica, it operates 17 port concessions. i group transport largest the also Itisworldwide. operators in Europe and one of the top ten operator logistics segments, is one of the five largest logi oi and forwarding freight rail, port, the in nesses busi- logistics and transport Group’s the together Logistics, & Transport Bolloré group). Canal+ and (UMG) Group Music Universal from performance strong by boosted income, operating Vivendi in euros, up 79% on 2016 (including 720 million euros 1.1 billion at stood income operating Group’s The (+2 a business storage electricity the in and rise slight (+5%), Vivendi to attributable also businesses, It communications the in prices. growth 4% product the oil includes in increase the ing follow- business, logistics oil the in increase 11% by as well as Africa, in logistics terminals, port and of the volumes performance by strong the and rates freight increased by driven business, tics logis- and transportation the in growth 8% to due was This 2017). April 26, from consolidated was fully (Vivendi euros 18.3 billion at stand to rates, exchange and scope constant at 6% up was year fiscal the for turnover backdrop, this Against ter. quar- fourth the in accelerated which half, second the in businesses logistics and transportation the of growth the in recovery a by marked was 2017 Vincent Bolloré which groups groups which stics %). an an n n s l in the music industry (UMG), mobile video games games (UMG),video mobile industry music the in assets complementary and powerful has Vivendi creation, content of terms In implemented. fully strategy, devised three years ago, has been success group with a global reach. communications This clear and ambitious and a media building content, on European working been has Vivendi 2014, Since half). second Havas the including months, eight over consolidated (fully Vivendi from euros operating and euros 720 million including euros, income at billion 790 million 10 at stands now activities these from Turnover 2017. April 26, of businessestions Group’s the by achieved results The inventories.strategic build and operations distribution its consolidate to it enable will which site, DRPC the upgrade to expenditure capital its continued Energy Bolloré Lastly, countries. African certain in positions our strengthened August 2017 in assets Necotrans’ of Bolloré the between Group In the takeover addition, ofOlam. and some partnership a under ated oper- and developed Gabon, in terminal Owendo multipurpose new the opened October 2017, in and, years for a in Cameroon of period twenty-five terminal container Kribi new for the sion contract holder. In July 2017, a conces- signed Ports Bolloré share- majority a becoming Logistics Bolloré with Denmark, in A/S Solutions Global of acquisition the and in Arabia venture joint Saudi a of signing the particular in 2017,with in invest and to expand continued also Logistics & Transport Bolloré Africa. in tics logis- and of terminals performance strong by the buoyed stable, remained businesses logistics and reflect Vivendi’s consolidation as as Vivendi’s consolidation reflect communica- É R O L L O B - (Gameloft) and movies and box sets (Canal+ benefits of LMP ! technology, Blue Solutions needs group). In distribution, where Vivendi has repos- more time to develop its competitive advantages itioned Dailymotion as its new digital showcase, it and address the parallel development of lithi- has also forged closer links with several telecoms um-ion competitors. In this context, while remain- operators and platforms to enable it to expand its ing confident in the outlook for its technology but distribution network as widely as possible. In 2017, wishing to maintain a reasonable growth rate and a third building block was added to this structure: continue investing for the long term, in July 2017, communications with Havas, which has unique the Group offered Blue Solutions shareholders creative expertise in monetizing free content and looking to exit, an initial opportunity to sell their in short formats, increasingly used on mobile shares at 17 euros per share. Shareholders who devices. On July 3, 2017, Vivendi acquired Bolloré decided to support Blue Solutions in its future cap- Group’s 59.2% stake in Havas (consolidated from ital expenditure plans have an exit guarantee that date in Vivendi’s financial statements), then under the same terms and conditions following the bought out the non-controlling interests and now publication of the 2019 financial statements. At the wholly owns the sixth largest communications conclusion of the simplified tender offer at group in the world. 2017 was a year of growth for 17 euros, the Group acquired 7.6% of the share cap- Vivendi. Turnover was up 4.9% in organic terms ital and, together with Bolloré Participations, held and adjusted operating income was up 23% as a 95.6% of Blue Solutions’ share capital at the end of result of income growth at UMG (+21%) and the February 2018. recovery at Canal+ group (+31%). In 2018, the transportation and logistics businesses In 2017, the Group’s Electricity storage and solu- are likely to continue to benefit from the recovery tions division recorded a slight upturn in its turn- in international trade which commenced in the sec- over (+2% in organic terms) compared with 2016, ond half of 2017, against a backdrop of more stable driven by strong growth in its specialist terminal freight rates. In the communications businesses, businesses and developments in car-sharing and UMG should be able to benefit from the growth of electric buses. Operating losses were down slightly the music market, particularly in connection with on 2016. Blue Solutions focused on the most prom- the development of subscription and music stream- ising applications (buses and electricity storage) ing activities, and Canal+ group should continue to and scaled back its capital expenditure on Bluecar ! recover with an EBITA target, before restructur- (excluding car-sharing). The 2017 fiscal year was ing costs, of approximately 450 million euros. The marked by the opening of a new car-sharing ser- Group will continue to invest in its three core busi- vice in Singapore and by the ramp-up of services in nesses and, in particular, in communications where London and Turin. The launch of the car-sharing it continued to increase its Vivendi shareholding service in Los Angeles is planned for the first half since the beginning of the year by exercising a por- of 2018. Lastly, R&D activities continued, primar- tion of its purchase options and by purchasing ily in batteries with the integration of Capacitor shares in the market. The Group now owns around Sciences, a company acquired in 2016. 24% of Vivendi’s share capital (1) . These transactions These successes reflect the Group’s proven exper- reflect the confidence the Bolloré Group has in tise in mobility applications and both the quality Vivendi’s potential for development and its inten- and viability of the Lithium Metal Polymer (LMP !) tion to remain as reference shareholder of the com- technology. However, faced with more intense pany in the long term. — competition than expected and with further sig- nificant capital expenditure needed to develop the (1) Not including 1% in the form of purchase options.

“This clear and ambitious strategy devised three years ago, to build a European content, communications and media group with a global reach, has been successfully implemented.”

BUSINESS REPORT 2017 05 Income statement (in millions of euros) 2017 2016 2015 Turnover 18,325 10,076 10,824 Share in net income of operating companies 151 42 22 accounted for using the equity method Operating income 1,124 627 701 Financial income 119 164 187 Share in net income of non-operating companies 115 20 104 accounted for using the equity method Taxes 723 (224) (265) Net income 2,081 588 727 Of which Group share 699 440 564

Operating income by segment Key fi gures fi Key (by business, in millions of euros) 2017 2016 2015 Transportation and logistics (1) 491 490 569 Oil logistics 36 54 37 Communications (Vivendi, Havas, media, telecoms) 790 282 255 Electricity storage and solutions (165) (168) (126) Other (agricultural assets, holdings) (28) (31) (34) Operating income 1,124 627 701

(1) Before trademark fees.

Balance sheet (in millions of euros) 12/31/2017 12/31/2016 12/31/2015 Shareholders’ equity 31,858 10,281 11,285 Shareholders’ equity, Group share 10,512 8,915 9,947 Net debt 4,841 4,259 4,281 Market value of portfolio of listed securities (1)(2) 7,432 4,553 4,977

(1) Taking into account the impact of the fi nancing on Vivendi securities. (2) Excluding Group shares (see page 71 of the Bolloré 2017 Registration document).

06 BOLLORÉ Change in turnover Distribution of 2017 turnover (in millions of euros) by geographical area (in millions of euros)

10,848 10,604 10,824 10,076 18,325

38% 14% 19% 19% 10% France and Africa Europe Americas Asia-Pacifi c overseas 2,624 excluding 3,427 1,769 of which France 8,911 departments 3,537 Vivendi and territories 6,968

Total: 18,325 2013 2014 2015 2016 2017

Change in operating Breakdown of 2017 turnover income by business (in millions of euros) (in millions of euros)

606 650 701 627 1,124

31% 12% 55% 2% 0% of which Transportation Oil logistics Communications Electricity Other 720 and logistics 2,172 10,059 storage and 21 Vivendi 5,762 solutions 311

Total: 18,325

2013 2014 2015 2016 2017

Distribution of workforce by business (at December 31, 2017)

44% 1% 52% 3% 0% Transportation Oil logistics Communications Electricity Other and logistics 1,057 42,117 storage and 302 35,618 solutions 2,326

Total: 81,420

BUSINESS REPORT 2017 07

7 1 0 2 T R O P E R S S E N I S U B Stock exchange data 0 4 (in millionsofeuros) Market capitalization asofDecember 31 Number of shares issued and potential shares Number ofshares asofDecember 31 Bolloré Total Public Orfim Group total Other Group companies Financière del’Odet at December 31, 2017 Bolloré shareholder base as of March 20, 2018 (in euros, monthly average) Change in the Bolloré share price Share price asofDecember 31 Net dividendpershare (in euros) Diluted netincome pershare, Group share (2) Including the 0.02 euro interim dividend paid i (1) Excluding treasury shares. 3 5 2 1 2008

2009 2010 (in euros) 2011 (in euros) (2) 2012 n 2017, 2016 and 2015. (1) 2013 2,911,940,052 2,921,611,290 13,229 2014 0.06 0.24 4.53 0721 2015 2016 2017 ubro hrs% of share capital Number of shares ,7,2,7 64.13 1,873,525,377 ,2,1,9 100.00 2,921,611,290 ,5,0,3 63.60 1,858,105,231 9,8,5 30.62 894,589,552 2015 ,9,6,9 2,882,355,104 2,899,260,595 5,9,6 5.25 153,496,361 ,1,5,3 2,895,000,442 2,910,452,233 540160.53 15,420,146 Bolloré ,5 12,440 9,750 2016 .60.06 0.06 PERF. / 10 YEARS PERF. / 10 YEARS .54.297 3.35 .50.2 0.15 22% 3.0x

2017 SBF 120 indexed PERF. /1YEAR PERF. /1YEAR 19% 19% 2%

2018 09

12

Transportation and logistics É R O L L O B Bolloré Logistics One of the world’s leading transportation management groups, it is ranked among the top fi ve European and the top ten global groups in the sector.

Bolloré Africa Logistics Leading global player in transportation and logistics in Africa, where it operates 17 port concessions.

Bolloré Energy Leading French independent distributor of domestic fuel-oil with a signifi cant presence in Europe.

(Internal sources)

BUSINESS REPORT 2017 13 1

As a global supply chain strength and reach of its international operator and one of the top network through organic growth and tar- ten international groups in geted acquisitions. the industry, Bolloré Logistics In Europe, despite a tight market environ- continued to grow and develop ment in 2017, France continued to grow due in 2017, despite challenging to the increase in export volumes, a signifi- market conditions. Its high cant growth in the Aerospace business and added-value, personalized the ramp-up of the airline hub (Paris solutions, combined with Charles-de-Gaulle). Bolloré Logistics also industry expertise, guarantee opened its new multimodal hub on the pont its customers immediacy, de Normandie 2 logistics park (PLPN2) in transparency, market the center of the main French foreign trad- Bolloré Logistics Bolloré knowledge and end-to-end ing port. With this new site close to the mul- control of the supply chain. timodal terminal, Bolloré Logistics offers comprehensive solutions for managing Bolloré Logistics satisfies the demands of logistics flows all along the Seine Valley. its customers, both importers and export- The upturn in Necotrans’ freight forward- ers, whether they are large groups requir- ing business in France should also be noted. ing complex supply-chain management Overseas business, in particular in solutions, or small- and medium-sized com- Guadeloupe and Mayotte, also confirmed panies requiring assistance with their international consignments. The global offering of Bolloré Logistics is built around comprehensive and integrated expertise covering five service areas: > Multimodal transportation: design- ing and coordinating sea, land or air transportation plans. Turnover > Customs and statutory compliance: 3.4 billion euros responsibility for customs operations Industrial capital including managing the security and expenditure safety of goods. 36 million euros > Logistics: inventory management and value-added logistics services. Volumes handled > Global supply chain: real-time plan- Air freight ning and management of supply-chain 640 thousand metric tons flows. Sea freight > Industrial projects: designing tai- 864 thousand containers lored solutions for major international (TEUs) players in the energy, mining, construc- tion and civil engineering industries, Warehouses among others. 950 thousand m 2 Locations A global network 106 countries / In 2017, despite a challenging environ- 607 branch offices ment, given the ongoing margin contrac- tion, Bolloré Logistics experienced steady Workforce growth in its logistics services, particularly due to an increase in sea and air volumes as of 12/31/2017 2 12,115 employees handled. The company is consolidating the

14 BOLLORÉ the strong performance of 2017. The United Houston, where a new site has been Kingdom and Belgium suffered from a more acquired and construction is due to begin challenging economic climate. In the in 2018. It also has a presence in Canada Netherlands, on the other hand, Bolloré and in Latin America. Logistics had a record year. Port operations in France: the Group has In Asia, 2017 was marked by strong growth port logistics branches and subsidiaries in in general cargo volumes, despite chal- France located in Rouen, Montoir/Saint- lenging market conditions, notably low Nazaire, La Rochelle and in ten regional export margins. The business is benefiting ports. The capital expenditure undertaken 3 from the significant developments in the in recent years in equipment and ware- logistics business for luxury goods, cos- houses has made it possible to increase or metics and aeronautics industry clients. consolidate traffic at these ports, demon- An automated unit, equipped with robot strating the sound judgment behind these shuttles among others, has been created investments. The construction of logistics within Singapore’s Green Hub to optimize solutions at these ports is often a preferable flows. In 2017, Bolloré Logistics opened a operational efficiency and quality. It will option in environmental terms, particu- 6,400 m 2 platform at London Heathrow. open in 2018. Bolloré Logistics operates in larly when links to the port are provided by These warehouses benefit from the latest 24 countries, from the Indian subcon- train, as is the case in La Rochelle for paper innovations in terms of security, perfor- tinent to the countries of Oceania, and pulp, or by barge, as in Rouen for iron prod- mance and sustainable certification. employs more than 4, 800 people. ucts. Market leader of the land-based wind In the Middle East, a region currently turbine logistics segment in France, Bolloré Multiple fields of expertise experiencing strong economic growth, the Logistics’ port network is a major asset in Bolloré Logistics is strengthening its pos- network expanded in 2017 with the official the development of marine renewable ition in the segments in which its expertise launch of the joint venture Bahri Bolloré energy (MRE) programs in the Channel, is best recognized: luxury goods/perfumes Logistics. Based in Riyadh (Saudi Arabia), in the Atlantic Ocean and in the and cosmetics, oil and gas, pharmaceut- this company offers end-to-end logistics Mediterranean Sea. icals, temperature-controlled food prod- services responding to the needs of its cus- ucts, and defense. In the aeronautics and tomers in Saudi Arabia and in the wider Logistics hubs space segment, it has acquired a reputa- Gulf region. Bolloré Logistics organizes its inter- tion as a specialist among a clientele that In the Americas, the Group is established national network around major logistics includes manufacturers, equipment sup- in particular in the United States, where it hubs located at international trade cross- pliers and airlines, all of whom demon- has a strong desire to strengthen its oper- roads. From Le Havre to Singapore, from strate their wish to outsource logistics ations, especially through its branch offices Abidjan to Dubai or from Hong Kong to services with an ever wider range of qual- in Miami – where a new 20,000 m 2 logis- Miami, it aims to extend or create logistics ity requirements and with increasingly tics hub has been commissioned – and platforms and to consolidate air and sea challenging cost constraints. —

1. Heavy goods A new digital platform transport with to optimize transport solutions the carriage of a turbine to The increasing digitization of the a power station supply chain segment makes it possi- in Senegal. ble for Bolloré Logistics to create 2. value in its product offerings, not just Air transport. for its key accounts in the manage- Unloading a satellite from ment of supply-chain flows, but also an Antonov 124, for small- and medium-sized busi- United States, California. nesses who may benefit from new services. With its DMP (Decision 3. Secure warehouse Management Platform), whose prin- for managing cipal role is to produce optimized inventory transport solutions, Bolloré Logistics on behalf of Group clients. guarantees its customers faster data flows and more transparent sup- ply-chain flow management. In 2017, DMP was implemented throughout the international network. All cus- tomers’ requirements now pass through this intelligent platform. This year, using a powerful algorithm, DMP was, in particular, able to opti- mize the management of allocations, particularly during peak seasons.

BUSINESS REPORT 2017 15 1

Bolloré Africa Logistics Logistics increased its ownership in the provides its local and Terra (Côte d’Ivoire), TRCB (Burkina Faso), international, public and SMTC (Benin) and DIT (Cameroon) termin- private-sector customers als. This transaction also enabled it to take with the leading integrated control of Lomé’s conventional terminal logistics network on the and the Congo basin terminal in Brazzaville African continent and a range which is a crucial link in the Pointe-Noire of turnkey services enabling – Kinshasa corridor extension of Congo goods to be imported and Terminal. Bolloré Africa Logistics also con- exported even in the most tinued to develop and extend its existing isolated regions. In 2017, concessions: the company continued to > Gabon – In October 2017, the Bolloré Bolloré Africa Logistics Africa Bolloré expand and invest in Africa Africa Logistics subsidiary, STCG, the hol- and exported its know-how der of the container terminal concession, Turnover to emerging countries. acquired a new 300-meter long quay, with 2.4 billion euros a five-hectare open storage area. This Industrial capital Terminals, stevedoring 14-meter deep infrastructure has two expenditure and maritime branch offices ship-to-shore gantry cranes and four rub- 362 million euros Driving the logistics and industrial trans- ber-tired gantry cranes, can accommodate formation in Africa, Bolloré Africa Logistics ships with a capacity of 6,000 TEUs and Volumes handled is present in 42 ports, including 17 con- can handle 250,000 TEUs per year. The 4.3 million TEUs. tainer terminal concessions (Côte d’Ivoire, company now operates its assets under the Logs and sawn timber: Ghana, Nigeria, Cameroon, Gabon, Congo, name of “Owendo Container Terminal”. 2.1 million m 3 Togo, Guinea-Conakry, etc.), seven roll-on/ > Republic of Côte d’Ivoire – Faced with Other goods roll-off concessions, two timber terminal increased volumes generated by Côte 4,700,000 metric tons concessions and one waterway terminal d’Ivoire’s sustained economic growth, a concession, in addition to the conventional comprehensive modernization plan was Technical resources cargo handling business. launched at Abidjan Terminal. In 2017, a (handling and transit) In 2017, port concessions recorded signi- new automated access point, two new Vehicles: 6,275 ficant organic growth and gained market ship-to-shore gantry cranes (STS) and Offices/warehouses/ share. Container volumes handled reached four new rubber-tired gantry cranes open storage areas: 7.3 million m 2 4.33 million TEUs. The Group continued (RTG) were commissioned to ease the to expand and invest throughout the year. flow of goods traffic in and around the Necotrans was one of the most significant port and to improve the quality of the ser- Locations investments: the partial acquisition of vices provided to terminal customers. 46 countries/over Necotrans’ business in August 2017 enabled Building work at the second container 250 subsidiaries Bolloré Africa Logistics to consolidate its terminal also continued in order to pro- port activity positions on the Atlantic coast vide Abidjan with a deep-water infrastruc- Workforce as of 12/31/2017 of Africa. By buying out non-controlling ture that will accommodate ships with a 23,503 employees interests in Necotrans, Bolloré Africa capacity of up to 8,500 containers by 2020.

16 BOLLORÉ > India – Through its subsidiary DBGT, the housing and distribution solutions for the its productivity and grow its share of the Group implemented the concession agree- storage of finished goods imports and raw market in response to these conditions, to ment investment program which will materials exports. secure its network and to increase the equip the terminal with 700,000 TEUs Bolloré Africa Logistics is pursuing its strat- reliability of its rolling stock. capacity, compared with its current egy as an integrated logistics operator for > Benirail – It is a Benin-Nigerian conces- 170,000 TEUs capacity, positioning it as key sectors such as raw materials, equip- sion that the Group has operated since the the main container terminal at the port of ment, energy and consumer goods. In 2017, summer of 2015 between Cotonou and Tuticorin, which is the country’s main despite the lack of large-scale investment in Parakou (450 km). Because of legal gateway to the southern tip of India. mining and oil projects, the Group worked proceedings brought against the State of In 2017, Bolloré Africa Logistics also with the main players from these industries Benin by a private Beninese player, the continued to invest in the modernization to support the industry’s recovery over the planned upgrade program could not be and construction of new terminals in coming years. The acquisition of Necotrans’ launched. Together with these States, the Tema (Ghana), and in Freetown (Sierra oil & gas operations in Senegal in 2017 pro- Group is exploring every avenue to break Leone), where the works are on schedule vided Bolloré Africa Logistics with a the deadlock, while protecting its inter- and on budget. high-performance logistics tool with which ests and previous capital expenditure. If The Group also launched the promotion to service its oil customers. it is necessary for the Group to consider of several logistics units in cities where it withdrawing in order for this regional manages port terminals. The objective of Rail operations development project to be completed, developing logistics and trading platforms The Group operates three rail concessions then the Group is ready to do so. — on the outskirts of cities is to ease port in Africa: Sitarail, Camrail and Benirail. congestion and streamline urban logistics, Essential to the economic and social thereby enabling urban port infrastruc- development of the countries it crosses, tures to achieve their full potential as eco- the railroad keeps goods and people mov- nomic drivers. ing smoothly between bordering countries With regard to its shipping agency business, and helps open up the countries in the the Group has a network of 76 branch offices hinterland. in Africa, 21 branch offices in France and the > Sitarail – In 2017, a revised concession Mediterranean region, supported by 7 com- agreement came into force for the man- mercial hubs in Beijing, Dubai, Valencia, agement and operation of the Sitarail Athens, New Delhi, Singapore and network (1,260 km of rail track), linking Washington. In this respect, the Group han- Abidjan (Côte d’Ivoire) and Ouagadougou dles around 9,000 port visits each year on (Burkina Faso). 400 million euros, includ- behalf of large European or Asian shipping ing 130 million for the first phase up until lines (30 lines in total, including 9 ranked 2021, will be invested in the renovation of among the global top 20) and on behalf of its the rail network and 110 million euros in many customers who include operators, purchasing and modernizing equipment, traders, manufacturers, etc. locomotives and cars. The company Kribi Container Terminal, intends to continue its efforts to greatly the largest deep-water port Transit and logistics expand goods and passenger transport in Cameroon In 46 countries on the African continent, capacities while reducing travel times The concession contract for the Bolloré Africa Logistics manages all between the two countries. new Kribi container terminal in administrative and customs procedures > Camrail – The 1,010-km network linking Cameroon was signed in July 2017. for its customers both before, and after, Douala with Ngaoundéré in Cameroon As Cameroon’s only deep-sea port, transportation, for import and export, and follows the landlocked corridor of North from its commissioning in 2018, Kribi manages the carriage of goods to their Cameroon, Chad and the Central African Container Terminal is intended to be final destination. On the basis of its expert- Republic. In 2017, the macro-economic a modern port hub adapted to the ise in managing the corridors running climate along this corridor was just as new generation of transoceanic from the African coast into the hinterland, depressed as the previous year, primarily ships. Equipped with a 350-meter it carries out local deliveries and due to low oil prices. Throughout 2017, long quay and at a depth of 16 meters, cross-border consignments. It offers ware- Camrail continued its efforts to increase it can accommodate ships with a capacity of 8,000 TEUs. As a result of its 2 STS and 5 RTG, Kribi Container Terminal will offer customers opti- mized container handling. The Kribi Container Terminal project was 1. Bénin Terminal port concession launched in anticipation of economic in Cotonou, benefiting from four growth in Cameroon. Its commission- gantries and a theoretical annual full container storage capacity ing next year will help to develop the of 850,000 TEUs. country’s supply chain and will facili-

2. tate the shipping of containers to Owendo Terminal in Gabon, sub-region countries. It will permeate a container terminal with the region with new logistics corri- a theoretical annual capacity of 300,000 TEUs. dors, as a result of direct connections with hinterland countries like Chad or 2 the Central African Republic.

BUSINESS REPORT 2017 17 18

75 service stations75 service trucks365 sub-depots and offices branch 125 Distribution resources m2.2 million Storage capacity owned m3.2 million Volumes sold euros64 million Capital expenditure euros2.2 billion Turnover 1,057 employees1,057 as of 12/31/2017 Workforce Bolloré Energy 3 3 depot (20%), the EPV-Valenciennes EPV-Valenciennes the (20%), SDLP-La depot the GPSPC-Tours the (18%), depot (20%), DPL-Rochelle the depot holding Lorient companies the in stakes Caen, has and Meroux, Gerzat, and Mulhouse Strasbourg, owns in fully depots Energy Bolloré France, In distribution. and tics oil logis-implemented between synergies the through as well as businesses, depots and pipelines) (oil transportation its in both well performed 2017,In logistics Oil Oil logistics logistics operations in France. Energy will consolidate its airports, next year Bolloré of the Paris region and its Couronne, located upstream the Dépôt Rouen Petit- completed in 2017 to convert and Germany. With work logistics in France, Switzerland in oil distribution and oil Bolloré Energy is a key player 2 1 iary Calpam. iary subsid- its through depot Kleinostheim f 5 km 359 of capacity tank-storage combined other a with several in Tank-Oberbipp, M + S including depots, shareholder a also and is Energy Bolloré Zurich of respectively. Geneva, airports international the supply which depot, the and Sasma-Geneva depot TAR-Zurich the in ings sharehold- has shareholder, the as reference Energy, Bolloré Switzerland, In in capacity storage France. total of 12.5% accounting for Saint-Baussant, and Vatry Ferté-Alais, La Donges, and in depots pipeline four oil Donges-Melun-Metz the operates which SFDM, of 95% also owns Energy oil Bolloré French operator. pipeline leading the (5.5%), France, Trapil in of also and (33.33%), Midi du products Raffinerie oil storage refined tank for in operators leading the of one of EPM-Mulhouse shareholder a is (14%). It depot the and (16%) depot 3 . In Germany, it owns the the owns it Germany, In . É R O L L O B > SFDM: the Société Française Donges- tomers advisory and technical ser- Bolloré Energy is also supporting Blue Metz operates the 627-km long vices related to fuel-oil and gas heating Solutions with the roll-out of its elec- Donges-Melun-Metz (DMM) oil pipe- (installation, maintenance and repairs) tricity storage solutions. line within the framework of an oper- in France. It operates a network of These developments benefit from syner- ating license. The network has four 75 service stations, including 57 in gies with the whole Bolloré Group and its crude oil depots and a combined tank Germany under the Calpam trade many subsidiaries in Africa. — storage capacity of over 900 km 3 The name. Lastly, its German subsidiary, DMM pipeline is linked to the Nantes Calpam, in Hamburg, deploys a bun- sea port wharf, two refineries, the kering business for its northern-Euro- LHP (Le Havre-Paris) network and pean ship-owner customers worldwide. the ODC (NATO common defense oil In 2017, the service was expanded to pipelines) networks. Each year, SFDM serve the needs of southern-European transports more than 3 million m 3 of ship owners. oil products via the oil pipeline and In 2017, Bolloré Energy launched its dispatches more than 4.2 million m 3 online store selling domestic fuel-oil: from its truck loading points. hellofioul.fr. By creating its own online Significant capital expenditure is platform, the company has chosen to made annually to optimize this stra- take advantage of changes driven by the tegic facility. increased use of digital and diversify its distribution channels. Distribution Delivery logistics as a whole are provided of oil products by Bolloré Energy and its subsidiaries, Bolloré Energy is the leading independent optimizing the means of sale at their distributor of oil products in France, such disposal. as domestic fuel-oil and diesel used as In the last year, distribution recorded a transport fuel and for off-road use, with drop in volumes associated with adverse more than 600,000 customers. It has a climate conditions. As a result of strict network of more than 100 branch offices expense management, results remain and sub-depots located in France, satisfactory. Switzerland and Germany. > Retail distribution represents International development 1.2 million m 3 per year and caters to Building on its expertise in the fields households, farmers, buildings and of hydrocarbon transportation and public administration departments in storage, Bolloré Energy aims to export France and Germany. its expertise all over the world, and > Trading activity represents 2 mil- particularly in Africa, to carry out The Dépôt Rouen Petit-Couronne lion m 3 per year and supplies trans- large-scale projects. opens its 600,000 m 3 portation operators and retailers in The company is developing a range hydrocarbon storage facility France, Switzerland and Germany. of services for oil pipeline and tank- For the last three years, teams have Bolloré Energy also offers its cus- sto rage operators overseas. been working on the conversion of the former Petit-Couronne refinery depot, driven by the DRPC (Dépôt Rouen Petit-Couronne). In 2017, Total Marketing France entered into a partnership with DRPC, in which it 1. Strasbourg, now has a 30% stake. The conver- oil products sion works at the site continued in distribution depot, held by Bolloré 2017. In 2018, the DRPC oil depot Energy. will gradually offer its customers hydrocarbon storage capacities of 2. DRPC oil products up to around 600,000 m 3 by the storage area. end of the first quarter. This strate- 3. gic logistics facility represents a Loading station, major bet for Bolloré Energy and for Mulhouse depot. 3 Normandy and the Greater Paris region. This depot has several con- nections to the Trapil oil pipeline network, two sea-river wharves and a bus station. Designed to be fully compliant with all security, safety, environmental protection, product quality and customs and administra- tive regulations, this site provides its customers a modern and efficient depot, open to all industry players.

BUSINESS REPORT 2017 19 20 20

Communications É R O L L O B É R O L L O B Vivendi Global music industry leader (Universal Music Group), top pay TV operator in France (Canal+ group), one of the largest international advertising, digital media and communications consultancy groups (Havas) and one of the global leaders in mobile video games (Gameloft).

Media and telecoms Bolloré is also present in media and telecoms.

BUSINESS REPORT 2017 21 22

2.9 billion euros2.9 billion Investments in content 12 billion euros Turnover 41,743 employees as of 12/31/2017 Workforce Vivendi munications and video games, the the television. in leader games, video European leader and in cinema and the French munications com- music, leader global the is platforms, Vivendi distribution and content of wealth its artists, of roster huge its With Dailymotion. and Village Vivendi Gameloft, Havas, group, Canal+ (UMG), Group Music Universal together Vivendi brings communications, and content media, incorporating group industrial An scale. alarge on content value-added high broadcast and to produce able reach, global with group a media to create is strategy long-term whose Vivendi, in rights and voting capital share in threshold 20% the crossed Group Bolloré the October 2016, in shareholding in its increase the of aresult As 2 1 along the lines of Paddington. lines the along content, new creative or or create acquire franchises, its from potential creative the for all It mobile devices. extract must also series short its in done has Studio+ what new of lines the along formats offering entertainment by innovate to continue time, same the at must, Vivendi sumers. con- digital of generation new the for lar, every audience worldwide and, in particu- for television and cinema its games, music, on for content original capitalize producing strength: to intends Vivendi together. by working value more even create which businesses between into turned be now can businesses Cooperation Vivendi’s distribution. from the creation of content through to its posi-tioned itself across entire this value just chain, also has Havas blurred. ingly increas- becoming is brands and content operators, telecoms and media line between the where environment an in tion posi- unique a 2017, holds in now Vivendi Havas of acquisition its by Strengthened É R O L L O B Furthermore, Vivendi’s content must song-writers. It holds and manages the Africa, Poland, Vietnam and Myanmar receive as much exposure as possible to be authors’ copyrights to use them in record- (Burma) since February 2018. With its maximize value. In addition, the group ings, public representations and related Studiocanal subsidiary, Canal+ group is will continue to develop its own networks uses, such as in films and advertising. also a major player in the production and channels, while continuing to rely on Lastly, the merchandising business and distribution of movies. strong partnerships with telecoms oper- designs and sells products related to the Its objective is to offer its subscribers ators and digital platforms to guarantee artists and their brands. These products the best content and services in terms distribution. are sold via a number of distribution chan- of exclusivity, quality, mobility and nels and concept stores, during tours and flexibility to consume and customize. Music online. With this in mind, a transformation Music, the leading asset of the group, it at In 2017, the sharp rise in subscriptions plan was initiated to inject new momen- the heart of Vivendi with Universal Music for streaming services and free programs tum into Canal+ in France, by putting Group (UMG). UMG is one of the growth funded by advertising explain the the subscriber back into the center of drivers of the international music indus- healthy state of the music market. UMG its model. try, which experienced a resurgence in has had a major role to play in the indus- In total, Canal+ group has 11.9 million 2017, after a downturn of several years. try’s recovery and supports the ongoing individual subscribers worldwide, plus Its success lies in discovering new talents development of new digital services and 3.1 million customers from joint ventures and supporting new ways of listening to offers for consumers. with telecoms operators in France. music. In 2017, the group signed several agree- In 2017, Canal+ group strengthened the UMG brings together the biggest local ments with both emerging and existing pillars of its programming schedule: and international artists, including The streaming operators, from pure players sport, drama and cinema. Historically Beatles, Rolling Stones, U2, Andrea to the largest technology companies in recognized for its coverage of the Bocelli, Lady Gaga and Helene Fischer. the world. UMG has signed licensing biggest sporting events, Canal+ sets The group has some of the year’s most agreements with a total of more than itself apart from its competitors by successful artists worldwide: Drake, 400 digital services on the international offering exclusive programs, detailed Kendrick Lamar, The Weekend and music scene. In addition, the group has commentaries, opinions from pundits Taylor Swift. been particularly proactive in developing and innovative technical know-how. UMG has three main operational units: new sources of revenue, in particular Canal+ group is also known for the qual- recorded music, music publishing and through advertising and sponsorship ity of its dramas. merchandising. agreements and as a result of the produc- Acknowledged by critics and audiences The recorded music business is devoted tion and exploitation of audiovisual alike, Canal+ Original Creations are par- to discovering artists and developing content. ticularly emblematic of the quality of their careers, by marketing and pro- the content offered on the Group’s chan- moting their music through multiple Television and cinema nels and, as a result of their unique style, formats and platforms. UMG’s business Canal+ group is a major player in televi- are helping to breathe new life into the also extends to other areas such as copy- sion and cinema in France and interna- genre. They are part of the DNA of right management, sponsorship, cinema tionally. It has been the market leader in Canal+. and television. the production, content aggregation and In terms of cinema, Studiocanal is the The music publishing business aims to distribution of premium first-release leading European studio when it comes discover and develop productions from and special-interest channels in France, to the production, acquisition and dis- tribution of world-class movies and TV series. It operates direct (cinema, video, digital and TV distribution) across the three main European countries – France, 1. Bigflo & Oli, the United Kingdom and Germany – as a young French well as in Australia and New Zealand. rap group, was amongst the UMG Studiocanal also has a presence via its artists recognized offices in the United States and China. at the 2017 Grand Prix Sacem. With 6,500 original titles from over 60 different countries, Studiocanal has 2. one of the largest catalogs in the world, Baron noir , a series broadcast on listing some of the great classics of inter- Canal+, exported national and local cinema. to over 80 different 3 countries, won In 2017, Studiocanal was ranked as the the 2017 DuoTV largest French distributor and the Trophy at the 24 th Trophées fourth largest distributor worldwide du film français. with 15.5 million cinema admissions and 3. five films with an audience in excess One of UMG’s of 1 million: Alibi.com, Épouse-moi mon biggest sellers pote, Paddington 2, L’École buissonnière in 2017, the French artist Louane. and Sahara . On an international level, Paddington 2 was the most successful non-Hollywood

BUSINESS REPORT 2017 23 1. The Monoprix “Label of Love” campaign won lots of awards: a gold at the 2017 Cannes Lions, a gold, silver and bronze at the 2017 Epica Awards, etc.

2. Gangstar, an action game, appears in the vast catalog of mobile games developed 1 by Gameloft. 2

produced, family movie ever, and is one by the Group’s agencies were the ones long the life of the games and roll-out, of the top 5 most influential family won by Havas Media in North America, which consists of adapting each new entertainment brands. which was awarded two prestigious game to all the existing platforms and all After record box-office success in the United “Agency of the year” titles by AdWeek and models of telephone. Gameloft makes the Kingdom in late 2017 (the most success- MediaPost. quality of its productions, which it con- ful Studiocanal movie ever released), trols throughout the creative process, an Padding ton 2 took nearly 200 million Mobile video games absolute priority. dollars at box offices worldwide. With the acquisition of Gameloft in Gameloft has a large portfolio of own 2016, Vivendi gained a foothold in the brands with internally designed and Communications mobile games business. Gameloft’s developed franchises such as Asphalt and advertising expertise is recognized on a global level (racing game), Dungeon Hunter (adven- Having been incorporated into Vivendi in via its 187 smartphone video games, ture game), Dragon Mania Legends 2017, Havas is adding value to the group developed in its 20 design studios and (simulation game), Modern Combat, Order by lending its expertise in the area of con- with an average of 128 million players a & Chaos, Gangstar and World at Arms sumer/brand relationship development month in 2017. (action games). These franchises cover through creativity, expertise across the As the global leader in mobile game all genres of game and are aimed at a media and innovation. downloads, Gameloft counted nearly a wide audience. Considered to be one of the largest com- billion downloads worldwide. At the same time, Gameloft is also devel- munications groups in the world, Havas Thanks to its unique creative force, oping a number of games under partner- is a customer-centered organization. Gameloft has developed a very large cata- ship agreements with major rights Havas has three operational units which log covering all genres: mainstream holders. Gameloft is working with cover all communications businesses: games, action games, sport games, puzzle DisneyPixar, Mattel, Hasbro, Fox, brand relationships with Havas Creative, games, adventure games, etc. This devel- Universal, Marvel, Lego and Sega, en - media expertise with Havas Media and opment activity includes creating new abling it to associate some of its games wellbeing with Havas Health & You. games, regular catalog updates to pro- with the biggest international brands: The group’s objective is to improve its response to its customers’ new require- ments and to become more efficient, offering a flexible, smooth and fully inte- grated service. With this aim, Havas brings all the group’s communications expertise: crea- tion, media, digital, events, public rela- tions, data, etc. together under one roof, Havas Villages, where teams work in pro- ject mode, together, smoothing the way for collaboration between all the businesses. The group has 52 villages worldwide and each Havas Village is unique, despite the fact that they all share the same philoso- phy and the same creative energy by pro- moting collaboration. In 2017, Havas creative agencies took part in some of the most prestigious fes- tivals and won 1,500 awards, including 41 Lions in Cannes (a record result with 7 Golden Lions, 17 Silver Lions and 17 Bronze Lions). 23 Among the most notable awards received

24 BOLLORÉ 3. Evian’s “Oversize” print campaign won a bronze at the Epica Awards 2017.

4. The Minion Rush mobile game continues to be a real success story in the world of great popular culture heroes.

Spider-Man, Disney Magic Kingdoms, UNO, Despicable Me, My Little Pony, Cars, Ice Age, etc.

Talent and live events In live entertainment, capitalizing on franchises, box office and digital, the group is exploring new forms of activity, grouped together under one roof in Vivendi Village. Vivendi is fully committed to its strategy of live entertainment in all its forms of expression: concerts, festivals, plays. Live entertainment covers the Group’s major- ity interest in a dozen or so festivals, the production of shows, the roll-out of CanalOlympia theaters in Africa, talent scouting and development, the organiza- tion of sporting events as well as capital- izing on franchises like Paddington. 4

Video content With Dailymotion, Studio+ and Vivendi Content, Vivendi is continuing to develop its video content expertise. In 2017, Dailymotion launched a new ver- sion of its multi-screen platform. After a Studio+ provides box set fans with a huge success on C8. The format has complete overhaul, the new Dailymotion mobile experience, offering thirty or so since been sold in nine different coun- is the one-stop source of must-see videos box sets with surprising scripts and sce- tries: Italy, Russia, Germany, Hungary, on four main subjects: news, sport, music narios, delivered in ten episodes, each ten Slovakia, Romania, Austria, the Czech and entertainment. minutes long. Republic and Belgium. — Priority is given to premium content, with The series were produced in 6 different a particular focus on the most recent vid- languages and shot in 18 different coun- eos, and on videos of live events (concerts, tries, demonstrating a remarkable level sporting events, breaking news, cultural of authenticity and making the content events, etc.). particularly attractive to international This new service, offering high-quality audiences. Studio+ has an ambitious pro- content, has been made possible due to gramming strategy based on high-qual- the large number of top level local and ity productions created by young talent international partners who have already from the world of cinema and advertis- joined the platform, including Universal ing, as well as by big names in the tele- Music Group, Condé Nast Entertainment, vision and cinema industries. Hearst, Bloomberg Media, BBC News, Vivendi Entertainment’s objective is to VICE, Red Bull, The Hollywood create original formats for the group’s Reporter, etc. channels and then to distribute them on In 2016, Vivendi Content, a new format an international level. creation unit, developed the first premium These new concepts have already pro- short series offer for mobile devices: duced a winning formula with “Guess my Studio+. Launched in Latin America, Age”, a game where contestants have to Europe and now the United States, guess the age of a stranger, already a

BUSINESS REPORT 2017 25 remain, as close as possible to urban con- Bolloré Telecom’s aim is to roll out a with Wifirst’s 130 employees working sumption points. The digital version of national 5G network offering an ultra together on innovations to make Wi-Fi the the paper (mobile app and website) will high-speed, wireless connection. technical platform for all the digital ser- also switch to the single brand name of Pursuant to its commitments with vices of the future. CNews in 2018. ARCEP, the Group actively expanded a The owner of CNews, Matin Plus, which network of 3.5-GHz stations, with a Other activities brings together the editing teams and sup- total of more than 6,000 stations at The Bolloré Group runs the Mac Mahon port functions (around 80 people), is a December 31, 2017. movie theater in Paris, one of the premier Bolloré Group subsidiary. Advertising is > Wifirst, the first ultra high-speed venues for movie enthusiasts in France. sold by Bolloré Média Régie teams which, Wi-Fi platform, operates half a million In addition, in the video games segment, in early 2018, together with Canal+ Régie, intuitive, secure and high-perform- the Bolloré Group holds a stake of more announced the launch of a joint business ance connection points. Wifirst’s new than 21% in Bigben Interactive, the lead- service, CNews Cube. This service will concept of “Wi-Fi as a service” and its ing European distributor of games and enable advertisers to access advertising capacity to adapt to the spectacular gaming accessories. — space on both the CNews television chan- growth in Internet use have enabled it nel and in the pages of the newspaper and to become the leading French supplier its digital versions. of managed Wi-Fi on the Residences & Hospitality markets. Telecoms In early 2018, Wifirst had over 650,000 house- > Bolloré Telecom, as an operator and holds under contract and was operating holder of 3.5-GHz frequency licenses nearly 140,000 Wi-Fi hotspots. Two million across the whole of France, is deeply devices connect to the Wifirst network involved with international standards every month, mainly in France, but also in organizations and is working to develop some fifteen other countries (Europe and 5G technologies on this frequency band. Africa). The growth outlook is promising,

1. One of the Group’s complementary businesses, operating the Mac Mahon cinema, in Paris.

2. CNews , one of the most powerful French daily newspapers in terms of circulation, along with its mobile apps.

3. Wifirst, an Internet service provider specializing in Wi-Fi technology on the Residences & Hospitality markets.

3

BUSINESS REPORT 2017 27 28

Electricity storage and solutions É R O L L O B Blue Solutions Blue Solutions designs and produces high-performance electric batteries based on Lithium Metal Polymer (LMP #) technology, in addition to supercapacitor.

Blue Applications On the strength of its LMP # battery technology, the Group is expanding into mobile (electric cars, car-sharing, buses and trams, etc.) and stationary applications using electric batteries (Bluezone, smart grid). Through IER and Polyconseil, it has specifi c expertise in electricity storage solutions (charging terminals, IT systems for car-sharing, etc.).

Plastic fi lms The Bolloré Group is the leading global producer of fi lms for capacitors and the third largest worldwide producer of shrink- wrap packaging fi lms.

(Internal sources)

BUSINESS REPORT 2017 29 30

as of 12/31/2017 Workforce yearper components 1 million Capacity 2,100 m Plant in Brittany SUPERCAPACITORS yearper buses, 12-meter and 200 buses, 6-meter 200 Capacity m10,500 Bluetram): (Bluebus, Another plant in Brittany year per to 35 kWh equivalent 12,500 packs Production capacity m thousand 48 Canada: and Brittany in 2 plants, BATTERIES of R&D euros 58 million including euros, 137 million electric applications) expenditure (including 2017 industrial capital SUPERCAPACITORS BATTERIES, in the United States) United the in Sciences Capacitor and Canada Solutions Blue France, Solutions (Blue employees 423

2 Blue Solutions 2 2 The LMP The 500 MWh. at stands now capacity Ergué- production annual The Canada. in Boucherville, in and located Brittany in Gabéric sites two at production these batteries of are technology production advanced the technicians in and involved engineers ers, 300 research- than More vehicles. tric entirely fully-elec-(i.e. equip to used now is It battery solid). dry a is it as use in safety its and density energy high its when the cost is high, as well as to guard guard to as well as high, is use cost the when for low, is cost the when power cal include to electri- store to and grid, energies to renewable the to power, access electrical secure store to used be can batteries these to grid, the connected and assembled application, stationary In speed. constant a at 250 km than more of range a enjoy and 130 km/h of stock market-listed since 2013. since market-listed stock Solutions, Blue its subsidiary, by produced and designed tery, based on Lithium Metal Polymer Polymer (LMP Metal bat-Lithium on based of tery, high-performance years this twenty of research, culmination The LMP Batteries LMP the and on supercapacitors based on storage into electricity diversified has the Group expertise, this on Building market. global the third of one over holds now and capacitors, for components electrical complete of producer a become has Group the Bolloré films, plastic ultra-thin and paper producing of business historical its diversifying By enables an electric car, such as the the as such car, Bluecar electric and an cycles enables charge 3,000 than greater is life battery the conditions, usage mal nor- Under unit. per 35 kWh of minimum capacity a has applications, mobility 1 ! ) technology, is differentiated by by differentiated is technology, ) ! , to travel at a maximum speed speed maximum a at travel to , ! battery pack, developed for for developed pack, battery " ! battery battery performance (reduction of operating operating of (reduction battery’s its performance strengthen to effort R&D its intensified therefore Group the 2016, In issue. development major a is nology tech- of its quality the For Solutions Blue farms. solar for MWh to several users kWh for individual few a from range can capacity Installed grid for stationary or onboard applications. supplyofpowerelectricitytheoff areas in the ensure to particular) in panels voltaic (photo- sources renewable from energy Off-grid, LMP Off-grid, etc.). relays, tions telecommunica- facilities, (hospital ply power sup-the to secure is a requirement there whenever applications professional for suitable also They are grid. electricity of the use peak to during or a solution provide outages power of risk the against 2 ! batteries store electrical electrical store batteries É R O L L O B temperature, increase in density and very-short charge and discharge times, portation, etc.). The Group’s Plastic films power), in particular through the acqui- and the ability to cycle several million division has a plant in Brittany for these sition of Capacitor Sciences, a California times without deteriorating. products and a production unit in the startup specializing in the study and Thanks to this technology, the Bolloré United States. research of new energy storage mol- Group has developed a type of tramway It has also developed a range of ultra-thin ecules. These innovations are comple- that does not require heavy infrastruc- and resistant shrink-wrap packaging mentary to the work of Blue Solutions’ ture (no rails nor power lines) and films which provide effective protection teams and aim to find ways to improve reduces capital expenditure for local and attractive product packaging for the cyclability, range and charge rate. authorities. In addition, when used in industrial and food markets. The Pen- Main advantages of this technology conjunction with an internal combustion Carn plant in Brittany, which uses the >Significant energy density. engine, supercapacitors can cut fuel con- highest standards of certification for >A battery resistant to changes in tem- sumption and atmospheric pollution by quality, safety and hygiene, makes the perature. It offers safety in use due to 20% compared to a traditional engine. Group one of the top three global manu- its entirely solid design, regardless of Main advantages of this technology facturers of packaging films. With new the external weather conditions. >A specific power that is significantly high-end products and a range of barrier >Proven performance and on-road reli- higher than battery technologies. films for food-packaging applications, ability, due in particular to the Autolib’ >A lifetime of around several million this business is growing internationally. — car-sharing experience. charge and discharge cycles. >A lifetime exceeding several thousand >Energy performance has negligible charge/discharge cycles. sensitivity to temperature and current >A controlled, continuous, high-per- variations. formance industrial process. >A very-high energy yield. >A recyclable battery, only made from >A very simple charge-status control. non-polluting materials. Plastic films Supercapacitors With the ultra-thin technology acquired Blue Solutions has developed another in the manufacture of thin paper, the electricity storage component, the super- Bolloré Group has become the global capacitor, whose main field of application leader in polypropylene film for capaci- is the development of clean public trans- tors, electrical components for storing portation and hybrid cars. Blue Solutions energy. Capacitors are used in both the is one of the only manufacturers of this manufacture of consumer products type of product in the world. (appliances, DIY, air conditioning, etc.) Supercapacitors are characterized by and the construction of infrastructures very-high power density and low energy, (lighting, power transmission, rail trans-

1. The high- performance LMP! battery is used to equip fully-electric vehicles.

2. The Blue Solutions production plant for LMP ! batteries, in Boucherville, Canada. 3 3. Plant producing plastic films for capacitors, in Ergué-Gabéric, Brittany. PLASTIC FILMS Turnover 93 millions euros including 80% for export Industrial capital expenditure 10.5 million euros Sales of 23.3 thousand metric tons Workforce as of 12/31/2017 448 employees

BUSINESS REPORT 2017 31 Mobile applications

1

Working with the batteries on June 17, 2015 between the PSA and designed and produced by Bolloré groups, production of the Blue Solutions (1) , the Bolloré Bluesummer was halted to make way for

Blue Applications Group produces and sells the E-Mehari, the Citroën electric car fit- electricity storage solutions, ted with the LMP ! battery. It has been ranging from the production produced and marketed since the second of electric vehicles and quarter of 2016. the creation of car-sharing systems to complete solutions Autolib’, Bluecarsharing to produce, store and Between its launch on December 5, 2011 distribute decentralized, clean and the end of 2017, Autolib’, operated by and free electricity via solar the Bolloré Group as part of a public ser- energy, particularly in Africa. vice delegation contract, was rapidly deployed, so that by the end of 2017, it Bluecar " offered 4,000 rental vehicles and The Bolloré Group has joined forces 6,200 charging terminals. The service is with the famous Turin coach-builder now hugely popular among Greater Paris Pininfarina, to produce the Bluecar !. residents and visitors to the region. In Running on an LMP ! (Lithium Metal addition, the Autolib’ service helps Polymer) battery, this four-seater electric improve the living environment in the city car has a range of 250 km and offers Paris region by reducing air and noise ELECTRIC VEHICLES maximum safety. With its onboard com- pollution, and allowing traffic to move puter and GPS, the driver can access all more freely. Bluecarsharing operates Bluecar < Speed: 130 km/h relevant data: range indicator, drive statis- similar, fully-electric car-sharing ser- Range: 250 km tics and route information. Production of vices in France with Bluely in the Greater Battery: 30 kWh the Bluecar ! range was carried out in 2015 Lyon area, Bluecub in the Bordeaux Autolib’ and 2016 at the Renault plants in Dieppe, metropolitan area, in the United States 3,903 Bluecar # vehicles as part of an industrial cooperation agree- with Blueindy in Indianapolis, and in in circulation ment between the Renault and Bolloré Italy with Bluetorino. 6,282 charging terminals groups. Production at the Pininfarina In London a car-sharing network, in 1,107 stations plant in Turin continued in 2017. Bluecity, will gradually be developed using Bluebus 6 meters (22 seats) Blueutility is the utility version of the the BluePointLondon network of electric Range: 120 km Bluecar !, designed for use by professionals, charging terminals (over 850 terminals) 12 meter (between artisans and tradesmen. It offers a spacious with operations managed by the Group. In 91 and 101 seats) loading area with 1.4 m 3 capacity. the future, it is expected to link all dis- Range: 180 km to 250 km tricts in Greater London. Bluesummer and E-Mehari In the United States, Blue LA is the sec- Workforce The Bluesummer is a cabriolet leisure ond-largest electric car-sharing service as of 12/31/2017 vehicle suitable for off-road driving. Since operated in the country by the Bolloré 762 employees 2016, continuing the partnership signed Group. It is the largest such program in

32 BOLLORÉ 1. within the Bluebus plant which is certified Conference (COP21), where it trans- 12-meter Bluebus, a clean public transport ISO 9001, version 2015. Over 220 Bluebus ported visitors, free of charge, between solution running on eight 6- and 12-meter buses are currently in cir- the Arc de Triomphe and place de la ! LMP batteries. culation worldwide. Concorde throughout the winter. The 2. The 6-meter Bluebus is listed by UGAP Bluetram started a two-year trial at Bluecar!, the four-seater fully-electric city car (Union des groupements d’achats Nanyang Technological University designed for use by publics) and AGIR (Association pour la (NTU) in Singapore at the end of the general public. gestion indépendante des réseaux de January 2018. The 6-meter version can transport public). accommodate 22 passengers, while the The 12-meter Bluebus runs on 8 LMP ! 12-meter version carries 90. It is pro- batteries, which give it a range of between duced at the Blue Solutions plant in 180 and 250 km. The new plant, intended Ergué-Gabéric, Brittany, within the specifically for the production of this bus, Bluebus plant. — opened on January 15, 2016, and required (1) Blue Solutions has stock options, exercisable capital expenditure of 40 millions euros. from January 1, 2020 to June 30, 2020 on the var- It has an annual production capacity of ious entities under the Blue Applications’ scope ! 200 12-meter Bluebuses per year. In of consolidation: Bluecar /Bluecarsharing/Au- tolib’ Bluebus, Bluetram, Blueboat, Bluestorage, May 2016, the RATP and Bluebus IER, Polyconseil. launched the first fully-electric bus route 2 in Paris (341). Bluebus is now present on RATP route 115 and 126. The total order was for 48 Bluebuses. In February 2017, Bluebus and Rennes Métropole launched an innovative joint venture aimed at optimizing the 12-meter the United States focusing on disadvan- Bluebus and developing an articulated, taged neighborhoods. The joint venture, 18-meter, electric Bluebus. In October 2017, signed with the Los Angeles transport Bluebus won the STIB tender and will sup- department, aims to deploy 100 electric ply a minimum of five 12-meter Bluebuses vehicles and 200 charging terminals. for the Belgian capital. Finally, the Group set up in Singapore at Blue SG, the Group’s first the end of 2017, with the Blue SG service Bluetram car-sharing service in Asia which is set to become the second largest Running on tires and entirely electric, The Bolloré Group set up its first electric car-sharing service in the world. Bluetram is a clean public transport solu- operation in Asia on December 12, tion that needs neither rails nor over- 2017, with the launch of a car-sharing Bluebus head power lines. It can be quickly service in Singapore, named Blue SG. Bluebus is developing clean urban and installed as it does not require heavy and Considered one of the top 13 interna- suburban public transport solutions with costly infrastructure works. Using Blue tional operators due, in particular, to 6- and 12-meter buses, using LMP ! batter- Solutions technology (supercapacitors) expertise developed with Autolib’ in ies. Its efficiency is enhanced by the use of and a telescopic charging connector, the Paris, the Group launched this ser- deceleration energy recovery systems Bluetram recharges at each stop in just vice with 125 charging points and which allows charging when in use. The twenty seconds, while passengers get on 80 Bluecar ! electric vehicles. Blue features of the Bluebus and its onboard and off. Each recharge gives Bluetram a SG will continue to expand until it technology make it possible to place the range of up to 2 km. To enable this rapid has 2,000 charging points and LMP ! batteries on the roof, thereby recharging, each stop is equipped with 1,000 electric vehicles, making it the improving vehicle safety and providing energy storage capacity equivalent to second-largest electric car-sharing accessibility for people with reduced that of the vehicle. The first Bluetram service in the world, after Autolib’. At mobility thanks to flooring that is flat and was inaugurated on the Champs-Élysées the end of its first month of opera- low. Bluebuses are built at the Blue in Paris at the beginning of tion, it had over 400 subscribers and Solutions site in Ergué-Gabéric, Brittany, December 2015 for the Paris Climate had crossed the 10,000 rentals mark. This service was just the first step in Blue Solutions’ new electric mobil- ity and energy storage collaborations in Asia. Specifically, on January 22, 2018, this Bolloré Group subsidiary 3. Bluecity, launched the first Bluetram line, the fully-electric a tramway without rails or overhead car-sharing service gradually being power lines, with the Nanyang Tech- developed no logical University in Singapore. in London. With two stops, this 2-Km route will be trialled for two years. It will enable both the students and the teaching body to travel using an innovative and environmentally-friendly method 3 of transport.

BUSINESS REPORT 2017 33 1

In parallel with mobile alone systems, to be incorporated by our applications, Blue partners into an overall solution, or as Applications is developing turnkey systems combined with electri- stationary applications city production and energy conversion through the Bluestorage and management. Thirty or so facilities company. Due to these are already operational worldwide. solutions, eight Within the field of on-grid applications, CanalOlympia theaters Bluestorage high-capacity storage solu- were created in Africa tions enable energy producers and in 2017. In addition, power grid operators to incorporate the Group’s subsidiaries renewable energies on a large scale and IER and Polyconseil play help to make the grid more flexible and an important role in resilient with frequency and voltage con-

Blue Applications the success of electricity trol services and management of con- Stationary applications / Systems applications Stationary storage applications. gested lines. Bluestorage is thus offering to operate Bluestorage: a 2-MWh storage system in Odet stationary applications (Finistère) for Engie, for the reduced Bluestorage sells energy storage solu- energy consump tion market, to relieve tions ranging from 200 kWh to several the pressure on the grid during peak MWh with on-grid systems, connected periods. Bluestorage has also developed to the electricity network, or off-grid 100%-renewable charging solutions for systems for isolated areas that are not electric cars and buses, combining solar connected to the national grid. These panel solar parking shades and storage storage systems are offered as stand- systems, which are already operational

IER Turnover 140 million euros including 50% for export Capital expenditure 1.6 million euros R&D 10.6 million euros Locations 3 research and investigation centers / 5 manufacturing centers in France, Belgium and Canada / 11 service and maintenance centers. Workforce as of 12/31/2017 717 employees

POLYCONSEIL R&D 9.8 million euros Workforce

as of 12/31/2017 2 148 employees

34 BOLLORÉ in Le Puy-en-Velay, in Angkor Vat, in IER national distribution network, AS is one Abidjan and in Yaoundé. Bluestorage Since its founding in 1962, IER has been of the leading global suppliers of large has also been selected by a major dedicated to designing solutions through security integrators. renewable energy operator who uses our the adoption of emerging technologies storage systems to optimize the incorp- to respond to specific client needs. Polyconseil oration of energy produced by the large IER’s expertise in the field of charging Lastly, the Bolloré Group owns Polyconseil, solar power plants in Tulles and Nîmes terminals and automatic identification specializing in digital innovation and into the grid. solutions has enabled it to become a key with over 100 employees capable of work- Bluestorage off-grid applications allow player in new mobility solutions for ing anywhere in the world: strategic, users to access energy from sites, vil- transportation and especially for elec- operational and software design support, lages and communities that are not con- tric car-sharing. particularly for car-sharing and electri- nected to the national grid, by creating IER is the global leader in the design, city storage systems. mini-grids powered by renewable elec- production and sale of terminals for Polyconseil is also the preferred partner of tricity combined with a storage solution. major transport networks (air and rail). telecoms operators, governments and inter- Bluestorage also offers isolated indus- The company has developed an entire national organizations, supporting them trial sites hybrid production systems, range of self-service solutions from pur- with their regional digital development. combining solar energy with batteries, chase and check-in to passenger boarding. Lastly, Polyconseil has introduced a thereby reducing operating costs and Over 10,000 terminals offering dedi- Smart Cities practice to better structure pollution from diesel generators. cated administrative services have been its commitment to manufacturers and Africa, where rural electrification is a rolled out. political decision-makers, who have major social and economic community In addition, IER designs, develops and understood the need and the relevance development issue, is an important refer- integrates a combination of identifica- of incorporating the connected objects ence for Bluestorage with twenty or so tion, traceability and mobility solutions dimension into their value offer for “the operational systems totaling 6 MWh of for use by industry and by logistics and products and cities of the future”. — storage. This is what led to the creation transportation operators. With expertise of the Bluezone and CanalOlympia pro- encompassing a comprehensive range of grams, supported by Vivendi, a network identification (bar code, RFID, vocal, of movie theaters and concert halls that Wi-Fi, GPRS, etc.), IER has become the is entirely energy self-sufficient due to a gold standard for integration and service combination of local photovoltaic pro- across the supply chain. duction and Blue storage batteries. To IER supports the French government and date, eight concert halls are operational, local authorities, respectively, within the and at least that many in addition are framework of the law on the decentrali- scheduled for 2018. zation of paid parking as well as in the These worldwide achievements demon- issuance of electronic penalty notices. strate the relevance, performance and Through its subsidiary Automatic robustness of Bluestorage systems as Systems (AS), IER also offers a wide drivers of the energy transition and pro- range of secure solutions for pedestrian gress in enabling off-grid communities and vehicular access, as well as protec- to access energy. tion for sensitive sites. Using its inter-

1. Charging terminals developed by IER.

2. Le Puy-en-Velay parking shade, comprising 30 m 2 of solar panels for charging electric vehicles.

3. CanalOlympia theaters, developed across Africa, entirely energy self-sufficient.

3

BUSINESS REPORT 2017 35 36

Other assets É R O L L O B Portfolio of stakes Bolloré and Vivendi’s portfolios of listed securities represent over 7.4 billion euros, including 1.1 billion for the Bolloré portfolio (Mediobanca, Socfin group, etc.) and 6.4 billion euros for the Vivendi portfolio (Telecom Italia, Ubisoft, Mediaset, Telefónica, Fnac Darty). The Bolloré Group is also a shareholder of Socfin group, one of the largest independent planters in the world which manages around 200,000 hectares. Finally, it owns three farms in the United States and vineyards in the south of France.

BUSINESS REPORT 2017 37 38

Vivendi’s financial statements. financial Vivendi’s in method equity the by consolidated Shareholdings (2) method. equity the by consolidated Shareholdings (1) 670,000 produced: Bottles rightsof viticultural 116 hectares including 242 hectares,Vineyards: 3,300 hectares farms: American group Socfin the in Shareholdings Agricultural assets Telecom Italia equity portfolio Vivendi listed 7.9%Mediobanca: equity portfolio Bolloré listed MAIN SHAREHOLDINGS Fnac: 11.1%Fnac: 0.95%Telefónica: 28.8%Mediaset: 27.3%Ubisoft: Bigben interactive: 21.0% interactive: Bigben 1.2% Vallourec: 38.8% group: Socfin Equity

(2) portfolio : 23.9% (1)

The Bolloré portfolio, which was worth worth was which portfolio, Bolloré The portfolio equity listed Bolloré 2017. December 31, at 7.4 millionat euros Bolloré Group’s the stood of securities portfolio listed of value market stock The Shareholdings agricultural assets. the Group has various Fnac Darty, etc.). In addition, Mediaset, Telefónica, in Telecom Italia, Ubisoft, the end of 2017 (shareholdings worth 6.4 billion euros at hand, the Vivendi portfolio group, etc.) and, on the other Vallourec, Generali, Socfin (shareholdings in Mediobanca, portfolio of 1.1 billion euros on the one hand, the Bolloré year-end 2017. It is made up of, of more than 7.4 billion euros at in listed companies with a value a portfolio of shareholdings The Bolloré Group manages 2 1 ings in: ings sharehold- of up made mainly is euros, 6.4 billion worth portfolio, Vivendi The console portfolio equity listed Vivendi game video accessories. of supply and design leaders the in one of European the Interactive, of Bigben of 1.2% 21.0% holds Vallourec, also Group Bolloré The consists of:consists end of at the 2017, euros 1.1 billion mainly > shareholdings in Socfin group compa- group Socfin in shareholdings > TelecomItalia > MediobancaItaly, in in shareholdings > (0.04%) Unipolsai and (0.1%) Generali (7.9%), nies the two is representatives with on the Group Board of shareholder Directors; the second-largest which in banca, Medio- is shareholding main 2017.The stood at 690 million euros at December 31, (see agricultural assets). 2017 December 31, at euros 283 million main shareholdermain 23.9%with ofthecap- (1) with a stock market value of of value market stock a with ( 2 ) , the stock market value of which ( 3 ) in which Vivendi is the the Vivendiis which in É R O L L O B (1) ital with a stock market value of 2,623 mil- In Asia, Socfin is present in Indonesia within a two-year horizon. More than a lion euros at the end of December 2017; through Socfindo, which farms 48,000 hec- million olive trees were planted in 2017, >Mediaset, of which it is the second largest tares of oil palms and rubber trees, and has covering close to 750 hectares. industrial shareholder with 28.8% of the recently expanded into Cambodia, where it Finally, the Group is also a shareholder capital, with a stock market value of has undertaken the planting of 7,200 hec- and farmer of a number of vineyards in 1,099 million euros at the end of tares of rubber trees. the south of France, in the “Côtes de December 2017; In Africa, Socfin has numerous planta- Provence” appellation area where the >Ubisoft, in which it holds 27.3% of the tions in various countries, such as “cru classé” wines Domaine de La Croix share capital with a stock market value of Cameroon, where Socapalm and SAFA and Domaine de la Bastide Blanche are 1,956 million euros at the end of 2017. This Cameroun manage 44,000 hectares of oil produced. These vineyards represent a shareholding was sold in March 2018 for palms and rubber trees, and in Côte total area of 242 hectares, including 2,012 million euros. d’Ivoire, where Société des Caoutchoucs 116 hectares carrying viticultural rights, Vivendi also owns shareholdings in de Grand Bereby (SOGB) farms which produce approximately Telefónica worth 400 million euros and in 24,100 hectares of oil palm and rubber 670,000 bottles per year. — the Fnac Darty group worth 297 million tree plantations. It is also present in (1) Consolidated by the equity method. euros at December 31, 2017. Nigeria (24,600 hectares), in Liberia (2) Not including the 0.02% held by Financière (17,900 hectares), in the Democratic de l’Odet. Agricultural assets Republic of Congo (6,200 hectares) and (3) Shareholding consolidated by the equity method in Vivendi’s financial statements. The Bolloré Group is a major shareholder in Sierra Leone (12,300 hectares). in the Socfin group through its interests The Bolloré Group also has three farms in Socfin (38.8%) and in its subsidiaries, in the United States, representing Socfinasia (21.7%) and Socfinaf (8.6%). around 3,300 hectares. New capital Socfin is one of the leading independent expenditures are being made to trans- planters worldwide and manages over form existing former crop plantations 200,000 hectares of plantations. (soy, cotton, etc.) into olive groves

1. Telecom Italia, leading Italian telecoms group.

2. Mediobanca, Italian investment bank, listed on the Milan stock market.

3. Working the La Croix-Valmer estate, a vineyard in the south 3 of France.

BUSINESS REPORT 2017 39 40

Corporate social responsibility É R O L L O B Anticipating and responding to the expectations of our customers, protecting our human capital, preserving the wealth of our environment and being a player in the development of our society are all factors that can create value in the future. Aware of the importance of these issues for the good governance of its business, the Bolloré Group implements a committed policy, which refl ects its vision in terms of societal responsibility within all of its divisions on a daily basis.

BUSINESS REPORT 2017 41 1

In 2017, having defined protection of the environment and the Promoting ethical and responsible the four main priorities fight against corruption, as well as on communications of its corporate social the Group’s values, this approach aligns Vivendi, an industrial group incorp- responsibility strategy economic performance to shared busi- orating world-class media and content for 2017-2022, the Group ness ethics” (see point I of the Ethics operations, has identified four strategic worked to deploy them Charter). CSR issues, directly relating to its core throughout the year. This first point breaks down into businesses: a number of obligations: >promoting cultural diversity in the pro- The CSR strategy devised by the Group >preserve the Group’s image and shared duction and distribution of content; is applied in over 130 different countries heritage; >supporting and protecting young people where the Bolloré Group operates its >ensure the necessary confidentiality, in their use of digital; businesses: transportation and logistics, notably as regards personal data; >knowledge sharing, including plural- communications and electricity storage. >place relationships with the authori- ism, accessibility and media literacy; CSR is included in the Group’s corporate ties under the Ethics umbrella; >valuing and protecting personal data. governance system with an Ethics-CSR- >pay strict attention to conflicts of Sponsorship Committee that meets interests; Innovating in response once or twice a year to ensure compli- >ensure the reliability and accuracy of to major economic ance with the charter and develop CSR financial information; and environmental change action plans. This strategy, devised in >maintain business relationships that To meet the high expectations of its cli- 2016 for 2017-2022, is based on four pil- comply with ethical standards; ents and to adjust to the emergence of lars which reflect how the Group man- >ensure objectivity in choosing suppliers. new models and economic trends, the ages its businesses. Bolloré Group is investing long-term in Promoting human rights the development of innovative, con- Acting responsibly in our activities nected offers which are respectful of peo- and promoting human rights Offering our employees the best health ple and the environment. in our businesses and safety standards Establishing a framework Ensuring the good health and safety of Innovating and anticipating to ensure that our business employees is a top priority for the Bolloré digital transformations dealings are ethical Group. The Group is particularly mindful The emergence of digital platforms The Group established an organization of its industrial operations and has brings with it new business models based to ensure that the best practices set out invested in implementing appropriate on immediacy, and an economy based on in its Ethics Charter are shared by all measures to prevent occupational risks. sharing, cooperation and transparency. employees and enable it to reduce the Promoting human rights Innovation is central to the Bolloré risks arising from business ethics. Ethics The Bolloré Group’s presence in a num- Group’s strategy of offering solutions that are considered one of the Group’s assets, ber of developing countries makes the allow it to anticipate major changes in a factor that contributes to reputation respect for human rights one of the our society. and loyalty. Group’s key issues from a corporate eth- The Bolloré Group created effective and ics perspective. Being a committed player consistent ethical measures in order to As a member of the UN Global Compact in the energy transition communicate clear rules of conduct to for over ten years, the Group is commit- in the course of our business all of its employees. However, the scru- ted to complying with its principles, The Group is committed to long-term pulous respect of the laws and regula- including those relating to human investment processes. The diversification tions in force is not enough. This is why rights. These provisions are translated of its business lines strengthens its resili- the Bolloré Group is committed to an into e-training modules relating to the ence to the ups and downs of the market ethical and responsible approach, based “Ethics and Values” Charter and the and allows it to sustain its historic activ- on strong commitments which are con- General Code of Business Conduct of the ities and create jobs by adapting its busi- ducive to shared outcomes for its activi- Transportation and Logistics divisions, nesses, products and services, while ties as a whole. Based on the principles which are provided to employees. nevertheless meeting the major chal- of the United Nations Global Compact as In addition, human rights have been cen- lenges of the energy transition. The regards human rights, labor rights, the tral to Vivendi’s CSR strategy since 2014. development of its LMP ! battery and its

42 BOLLORÉ applications, and its expertise in cut- >preventing the pollution of soil, surface high-potential employees, through an ting-edge logistics solutions in the energy water and groundwater; active training policy to provide them sector make the Group a key player in the >greenhouse gas emissions. with skills of tomorrow and professional energy transition. It actually provides a development opportunities supported response to several major challenges: The company’s greatest through internal mobility. >the development of clean transport strength, its men and women solutions (car-sharing solutions, public The Group is well aware of the link Taking action for regional transport, electric vehicles and urban between its growth and the fulfillment development logistics based on LMP ! technology); and wellbeing of employees who share its With its locations in developing countries, >intelligent energy management to values: an entrepreneurial spirit, loyalty particularly Africa, the Bolloré Group is a improve access to energy and optimize and solidarity. key player in the economic and social devel- the use of renewable energy (stationary With a view to building long-term rela- opment of the regions in which it operates. electricity storage solutions based on tionships, the Group strives to manage its With its investments in port and rail infra- LMP ! technology); employees’ long-term careers. structures, it contributes to economic >increasing the share of renewable ener- growth, the opening-up of certain countries, gies in electricity production by provid- Attracting and retaining talented the development of public services and the ing innovative and efficient logistics employees up-skilling of local populations. solutions with its transport partners to The Bolloré Group is well aware that its support the development of renewable development is directly linked to that of energies. its staff, and that their expertise lies at the heart of the Group’s economic success. In Controlling our environmental order to remain innovative and changes in footprint its businesses, the Bolloré Group has made The improvement of the Bolloré Group’s attracting and retaining talent a priority. energy and environmental performance This intention takes the form of consistent presents two major challenges: the opti- and equitable salary policy across the mization of the costs related to the oper- Group, the implementation of a dynamic ation of industrial and tertiary sites, and recruitment policy and the guided man- the control of environmental risks related agement of the careers of its employees. to its activities. To reduce the environ- mental impact of its activities, the Bolloré Developing employees’ skills Group promotes the implementation of Given that it is highly diversified, the recognized environmental management Bolloré Group must anticipate changes in systems. Its prime focus is on the follow- its businesses across all its divisions. To ing aspects: support these changes, it set itself the goal >water and energy consumption; of developing an ambitious training policy, >waste processing; particularly for its managers, and promot- >measuring and reducing the environ- ing internal mobility. mental footprint of our products and This priority is characterized by a man- services; agement and development strategy for

1. Green Hub in Le Havre, certified LEED 4 Silver and Écocert, awarded the BiodiverCity! label.

2. One of the theaters now operational in Africa, the CanalOlympia theater in Guinea.

2

BUSINESS REPORT 2017 43 FONDATION DE LA 2 E CHANCE IN 2017 370 “leg-ups” fi nanced for more than 1 million euros 75 large private corporations, public and fi nancial institutions 1,000 instructors and sponsors across 60 locations in France

Fondation de la 2 e chance Combating exclusion and encouraging civic engagement Set up in June 1998 at the initiative of Vincent Bolloré, its President, the Fondation de la 2 e chance has been rec- ognized for its public utility since 2006. Its aim is to help people aged 18 to 62 who have faced extreme hardship in life and who presently live in a vulner- able situation, who show a real desire to get their lives back on track. In addition to fund-raising, the Foundation offers these people human and financial sup- port to bring realistic and sustainable business projects to fruition: vocational training (up to 5,000 euros), business start-ups or rescues (up to 8,000 euros). This financial “leg-up” is accompanied by professional and emotional sponsoring provided to the project owner, until the project reaches a successful conclusion. On November 2, 2015, the Fondation de la 2 e chance was re-awarded the IDEAS 2012 and November 2015. Today, it has involved in civic engagement projects to label. This label is recognized and more than 160 rooms, mainly used by improve the economic and social situ- trusted by donors, and establishes young students from French provinces ations of young people and provide effec- respect among non-profit organizations and from abroad, but also provides rooms tive humanitarian healthcare. Each year, for the implementation of best practice for young people suffering from illness the Bolloré Group pays more than 2 mil- in relation to corporate governance, and the elderly. This year, amongst the lion euros to associations that work financial management and monitoring 135 students present, were numerous dif- mainly in the fields of education and efficiency. In nineteen years, it has sup- ferent nationalities from Europe, the health. The civic engagement commit- ported over 7,000 turnaround projects. Middle East, Asia and the Antilles. The ment of the Bolloré Group is based on In 2017, it supported nearly 400 success- students created a choir and an orchestra four guidelines: ful candidates, providing them over and participate each week in a charitable >the Group is committed to supporting 1 million euros in funding. The average service in Paris. The Foyer Jean-Bosco is young people as its first priority; grant per recipient is 2,700 euros. 77% of a place of fraternal and inter-gener- >each new or renewed project is now candidates were financed for training ational solidarity. It is an innovative subject to eligibility criteria, as with all and 23% for creating a company. Winners scheme that will allow all participants to solidarity actions to which the Group is aged between 25 and 44 years old repre- develop their talents while learning to committed; sent 53% of the projects supported. Its live in unison. >both male and female employees are performance continues to be recognized encouraged to get involved, giving by some 75 corporate donor partners. Sponsorship: priority given to them the opportunity to make best use supporting young people of their skills and lend their expertise Foyer Jean-Bosco On January 1, 2018, the Bolloré Group to the projects being funded; To give a home to the Fondation de la introduced a new sponsorship policy. >the Group intends to provide effective 2e chance, the Group acquired the old Based on the desire to coordinate pro- financial, technical and human support Little Sisters of the Poor house (photo jects of general interest run by associ- to projects across all continents, while above), built in 1896 and located in rue ations and social enterprises in Europe committing to high-quality long-term de Varize in Paris in the 16 th arrondisse- and internationally, it encourages its partnerships that aim for social innov- ment, which was fully restored between subsidiaries and its employees to get ation. —

44 BOLLORÉ

www.bollore.com 22 44 96 Fax: 46 (0)1 + 33 33 44 96 46 Tel.:(0)1 + 33 Cedex – France Puteaux 92811 Dion-Bouton de quai Tour31-32, Bolloré,

Bolloré Business report 2017