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Creating Value and Developing Bonds Between Women, Men and Their

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Creating Value and Developing Bonds Between Women, Men and Their Creating value and developing bonds between women, men and their environment “Constantly innovating and reinventing ourselves and seizing sustainable and responsible development opportunities are integral parts of our DNA.” The Bolloré Group’s heritage and family culture have enabled it to create sustainable business activities, diversify them, and invest in innovative projects independently. Driven by a strong spirit of entrepreneurship for the past 195 years, we keep moving forward with our construction, a process which started in the paper industry, then progressed through plastic fi lms all the way to the production of lithium batteries. This technology is used in electric vehicles (cars, buses and trams) and in stationary renewable electricity storage and solutions, and addresses the combined challenges of urban mobility and low-carbon economy. Since 1822, our businesses have undergone major transformations. In order to ensure its resilience to change, over the past thirty years the Group has diversifi ed into the transport sector, where we are now among the leading players, then into the media and communications sector, where we are developing a major global content, media and communications group. The Group is moving forward with its construction by creating bonds between people and their environment, creating value and creating jobs, while dedicating part of its profi ts to helping others. Vincent Bolloré, Chairman Integrating CSR in the Group’s history and strategy 1822 From 2004 2014 – Founding of – Group diversifi cation – Creation of the fi rst Papeteries Bolloré into media and Bluezones (Quimper) communications – Defi nition of a – Release of the fi rst common framework 1860 prototype of the for CSR commitments – Integration of the Bluecar® equipped applicable to all notion of “employee with LMP® batteries managers well-being” in the company’s 2005 2015 management – Creation of the – Citroën launches the Integrating CSR Integrating network of sustainable E-Mehari equipped 1920 development with LMP® batteries – Set-up of the fi rst correspondents – Opening of the workers housing estate in the divisions Green Hub at Roissy at Ergué-Gabéric – COP 21 in Paris 2008 1948 – Introduction of a Code 2016 – Universal Declaration of Business Conduct – Materiality analysis of Human Rights for the companies and defi ning of new of the Transportation priorities for the 1981 divisions 2017–2022 CSR strategy – Vincent Bolloré – Opening of the (6th generation) takes 2009 Green Hub in Normandy over the family business – Publication of the – Delivery of the fi rst Group Values Charter Bluebuses to the From 1985 Paris public transport – Diversifi cation of the 2010 authority RATP Group into transportation – Introduction of – Opening of the fi rst and logistics a CSR action plan Canal Olympia by the divisions entertainment venues 1992 in partnership with – Rio Earth Summit: 2011 Vivendi defi nition of the – Launch of the Autolib’ – Sapin 2 Act notion of sustainable service in the Paris development region 2017 – Law on the duty 1995 2012 of care – Launch of the R&D – Mapping of the CSR program on the storage issues and challenges of electricity facing each division – Commercial launch 2000 of the Bluecar® and – Introduction of the Bluebus Group Code of Ethics – Coming into force of the Grenelle II Act 2003 – The Group becomes 2013 a member of the Global – Opening of the Green Compact Hub in Singapore Diversifying our business activities and broadening our horizons through everyone’s involvement Internationaly oriented, the Group, which is listed on the stock market and is majority- owned by the Bolloré family, has a stable shareholding structure that enables it to engage in long-term investment processes. The diversification of its business activities enables it to spread its risks, increase its resilience to market changes, support its legacy activities, and create jobs for tomorrow’s trades. The Group is fully aware that its development is directly linked to that of its employees who uphold its values: the spirit of enterprise, loyalty and solidarity. PRESENT IN OVER 143 80,000 COUNTRIES EMPLOYEES OVER NEARLY 20 billion 300 million euros euros IN TURNOVER IN INVESTMENTS PER YEAR IN DEVELOPING COUNTRIES WORKFORCE BY GEOGRAPHICAL AREA 15% 22% Americas France 14% Asia 30% 19% Africa Europe Communications (50% of workforce) Vivendi*: the No. 1 global music corporation UMG; one of the leading European TV groups Canal+, Gameloft, Dailymotion, etc. Havas: one of the global leaders in communications CNews Matin: No. 2 French daily newspaper Bolloré Telecom , Wifi rst: Wi-Fi and 4G operator Transportation and logistics (45% of workforce) Diversifiying our business activities our business Diversifiying No. 1 integrated logistics network in Africa One of the global leaders in logistics and freight forwarding No. 1 operator of port and railway concessions in Africa Major player in the oil product supply chain in France and across Europe Electricity storage and solutions (3% of workforce) LMP® batteries and supercapacitors Mobility applications French leader in electric mobility: – Car-sharing, buses, etc. – No. 1 European operator of charging terminals Stationary applications – Bluezone, Bluestorage Systems and services – IER – Polyconseil * Following the General Meeting of April 25, 2017 and the European Commission’s authorization of Bolloré’s proposed concentration concerning Vivendi, Bolloré decided to fully consolidate Vivendi in its consolidated fi nancial statements as from April 26, 2017. Acting in a responsible way for the long term Anticipating and meeting our clients’ expectations, protecting our human capital, preserving our environmental diversity, being an active player in the development of our society – all of these factors will enable us to create value in the future. Being fully aware of the importance of these issues for the smooth operation of its business, the Bolloré Group implements a committed social policy which reflects its vision of its corporate social responsibility within all of its divisions on a daily basis. 4 Taking action for local development “Let’s not forget that our strength lies in that spirit of duty and consciousness that enables us to produce honest work.” René Bolloré, 1922 1 Innovating in response to major economic and environmental changes Getty Images, Blue Solutions, Vivendi, rt & Logistics, ed paper with vegetable-based ink. ed paper with vegetable-based Acting in a responsible way in a responsible Acting 2 2017-2018. Printed on FSC-certifi Printed 2017-2018. Investing in women and men 3 Bringing the Group together around a shared corporate culture and ethical standards – Finance, communication and CSR department – contact: [email protected] – Photo credits: Bolloré, Bolloré Transpo Bolloré Bolloré, credits: – Photo [email protected] and CSR department – contact: communication – Finance, Franck Beloncle, Larry D.Horricks StudioCanal, Sébastien Rieussec – Design and production – Design and production Rieussec StudioCanal, Sébastien Larry D.Horricks Franck Beloncle, Bolloré The Group’s major CSR challenges Innovating in response to major economic and environmental changes The Bolloré Group makes f60 all-electric Bluebuses (6-meter long-term investments and 12-meter buses) delivered in in the development France this year. of innovative offers which are respectful of people Investing to protect and the environment. the environment fOver 11 million euros in environ- mental investments. Innovating to meet new f40% of transportation and logistics market demands and energy storage sites under envi- f185 million euros invested by the ronmental management systems Bolloré Group in R&D in 2016. (ISO 14001, ISO 50001, etc.) fBluedistrib – a unique low-carbon fOpening of a third “sustainable” parcels delivery logistics service for warehouse in Le Havre, after Singa- city centers – won three awards for pore and Roissy. its sustainable innovation. fBolloré Logistics, first transport f27% of GHG emissions linked to the player with the Ecocert and Bio- production of BETC’s audiovisual diversity® certifi cations. advertisements were off set through the commitment of 23 advertisers in an innovative process involving the integration of carbon costs in SAVE Program their campaigns. Bolloré Logistics’ eco-responsible offer to optimize the environmental Developing new forms performance of our clients’ supply chains is backed by a carbon offset of sustainable mobility solution through the support of f Nearly 4,900 car-sharing vehicles sustainable development initiatives and 7,700 electric charging termin- across the world. als deployed in France, Europe, and North America. f 100% of the power consumption of car-sharing vehicle is under green otherwise mentioned). (unless Vivendi excluding gures electricity contracts in France. 2016 fi Investing in women and men Innovating and investing Innovating In the aim of establishing fA 56% drop in the number of work- a long-term relationship with place accidents between 2012 and its employees, the Group 2016 (excluding Havas). takes measures to ensure their fNearly 100,000 people, including health and safety and manage Bolloré Transport & Logistics their careers over the long employees and their dependents, term by providing them with are covered by top-up health insur- support and offering them ance plans (covering medical advancement opportunities expenses exceeding the legal obli- in-house. gation thresholds) on the African continent. Attracting talent and retaining
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