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 changes environmental economic and in response to major Innovating 1 and ethicalstandards a shared corporate culture the Group together around Bringing 3 in women andmen Investing 2

Bolloré – Finance, communication and CSR department – contact: [email protected] – Photo credits: Bolloré, Bolloré Transport & Logistics, Blue Solutions, Vivendi, Getty Images, Franck Beloncle, Larry D.Horricks StudioCanal, Sébastien Rieussec – Design and production 2017-2018. Printed on FSC-certiﬁ ed paper with vegetable-based ink.

Acting in a responsible way 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 environmental 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 f Opening 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. f Bolloré 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 employees f10,625 new hires, of which 65.6% on Havas Lofts permanent contracts. The Havas Lofts program gives f 91% employee retention rate. employees from around the world the opportunity to spend 4 weeks working at one of the Group’s Developing our employees’ skills 50-odd agencies in 14 cities f 44% of employees trained during the worldwide. A total of 110 Group year, i.e. an average of 24 hours of employees have taken part in the training per employee. Havas Lofts program since its creation in 2014. f1,124 internal job transfers. f227 high-potential managers from all over the world trained during the year.

Applying a top-level health and safety policy f117 sites covered by an assertive health and safety certiﬁ cation policy (ISO 9001, IRIS, etc.) including otherwise mentioned). (unless Vivendi excluding gures

all port sites. 2016 ﬁ Bringing the Group together around a shared corporate culture and ethical standards

The Group has set up an f 16 advertising campaigns designed organizational structure which with sustainable development ensures that the good practices experts. laid down in its code of ethics f Since 2016, Havas has been sup- are shared by all employees porting in the Common Ground and enable it to reduce the initiative to promote the 17 sus- risks associated with business tainable development goals. ethics and human rights. Ensuring that the Group’s activities are respectful Ensuring the use of the best of human rights practices within our entities f The Bolloré Group has been a f 1 Ethics and Values Charter. signatory to the United Nations f 2,421 employees trained in Group Global Compact since 2003. ethics during the year. f 89 countries assessed for corrup- tion risks in 2016. f BETC given a gold rating in the Sitarail program with the EcoVadis extra-financial rating Danish Institute for Human system. Rights (DIHR) The Bolloré Group rolled out an awareness-raising and risk evaluation Promoting ethical and program at Sitarail in the Republic responsible communications of Côte d’Ivoire, resulting in the f Nearly 51% of Havas employees implementation of a concrete informed on applicable ethics rules action plan. and legal requirements concerning communications. f Over 3,368 Havas advertising projects submitted to existing regulation authorities before their dissemination (in France, Spain, Portugal, Italy, Canada, Australia, otherwise mentioned). (unless Vivendi excluding gures

China, the United States). 2016 fi – ofhealth crisismanagement roll-out – development ofmedicalhomes and – healthinsurance cover andtop-up f f f country cultural development of the Supporting the economic and f f Contributing to local employment countries inwhichitoperates. social development ofthe player oftheeconomic and the Bolloré Group isakey particularly inAfrica, in developing countries, Through itssubsidiaries action for localdevelopment Taking dispensaries inAfrica; structures: Development ofhealthcare infra- and accesstotheInternet. services, electricity, drinkingwater 9 BluezonesinAfrica:livingareas with plans (epidemics, pandemics). ees andtheirdependentsinAfrica; refund ofmedicalexpenses foremploy- Cambodia. d’Ivoire, Cameroon, Congoand solutions intheRepublic ofCôte publictransportFree all-electric pos itions awarded tolocalemployees. 85% ofpromotions tomanagerial 85.7% localemployees. The Fondation dela2 f f Defi – 94participating countries – Crescent NGO of theRed Cross andRed Marathon Day for thebenefit f – Over 100charitiesandhumanitarian – Foyer Jean- Bosco: 160bedsforstu- f – – 75% oftheenterprisessupportedsince – 318grantees supported in2016; – 1,000volunteers; support intheiroccupationalprojects: viding themwithhumanandfi people livinginextreme hardship by pro- Logistics employees 12,000 Bolloré Transport & Combating exclusion Combating Africa. Group worldwide, including140 in 815 projects supportedby theBolloré Promoting social commitment tions from theHavas Group. NGOs supportedby financialdona- elderly people. dents, young peoplewithillnessesand 1998 are stilloperating. 94 pro bonocampaigns. 3,379 daysdedicatedby Havas to ning a local sponsorship policy e Chancehelps nancial nancial

2016 ﬁ gures excluding Vivendi (unless otherwise mentioned).

Bringing and taking action CSR policy of Vivendi

Vivendi is a global integrated industrial group dedicated to media and content. As early as 2003, three strategic CSR objectives were thus defined, directly linked to the group's core business: promoting cultural diversity in content production and distribution; empowering and protecting young people in their digital practices; knowledge sharing, which includes pluralism, media accessibility and literacy. In 2014, the group decided to supplement these legacy "core-trade" goals with the enhancement and protection of personal data. Four "core trade" CSR goals to uphold human rights.

Promoting cultural diversity How does Vivendi’s speciﬁ c that cultural diversity is a expertise contribute to “mainspring of sustainable spotting and empowering the development of communities, artistic talent? How do we peoples and nations”. refresh the creative pool of the Encouraging diversity in present and future generations musical repertoires and to avoid the rise of a cinematographic expression, monoculture? Why do we promoting local talent and associate cultural investments showcasing cultural heritage to human development? – these objectives are Vivendi aims to promote shared by all the group’s cultural diversity as a growth business units. driver and a pillar of social cohesion. It therefore shares the vision of the United Nations Educational, Scientiﬁ c and Cultural Organization (UNESCO) which, in its 2005 Convention on the Protection and Promotion of the Diversity of Cultural Expressions, stated its businesses, leaders in their its businesses, leadersintheir the international nature of social responsibility. Dueto is perfectly inlinewithVivendi’s and digitaltechnologies. This information, culture, knowledge building aglobalsocietyof customers to participate in means enablingthegroup’s Promoting knowledge sharing Knowledge sharing www.vivendi.fr the eightgoals: Find outmore on content. Ontheotherhand, use, andaccess to sensitive excessive orinappropriate disclosure ofpersonaldata, young peopleto risks:the can, ontheonehand,expose Internet andotherplatforms television programs, the respects theirrights? Films, within anenvironment that creativity andcitizenship that they canexercise their and digitalpractices so generations intheircultural and protect theyounger How doesVivendi empower Reconciling thevaluation andprotection of personaldata Empowering andprotecting young people and resources must be pooling itssubsidiaries’skills while takingadvantage of and itsvarious audiences expectations ofitscustomers and services meetingthe by thegroup to off The innovative steps taken societal, socialand environmental performances. goals, media sector are partof Vivendi’s These four strategic “core-trade” goalsfor the which take into account the group’s economic, er content issues. to sustainable development awareness withrespect cultures, andto raise public to encourage dialogueamong off content content, to facilitate access to quality andpluralism of has adutyto guarantee respective markets, Vivendi erings and media, erings andmedia, become medialiterate. employability once they and discovery aswell as in terms ofexpression them vast opportunities these digitaltools canoff performance. of thecompany’s long-term transition isattheheart partners’ trust inthisdigital personal data.The group when itcomes to protecting accompanied by vigilance eight priority CSR eight priorityCSR er er

Creating value