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S Non -Fi Na Ncia Lpe Rform A 1. CSR challenges and strategy 58 1.1. Group CSR strategy 58 1.2. The Bolloré Group’s non-financial risk mapping 58 1.3. CSR governance 60 1.4. Performance monitoring 60 1.5. Stakeholders 60 2. Four key pillars for a sustainable commitment 61 2.1. Uniting and protecting people, the company’s greatest strength 61 2.2. Acting with integrity when conducting our business and promoting human rights in our activities 75 2.3. Innovating in response to major environmental changes 82 2.4. Making a long-term commitment to local development 95 3. Duty of care 100 3.1. Bolloré Group’s Duty of care plan 100 3.2. Report on implementation of the Duty of care plan 104 4. Statement of non-financial performance summary tables 110 4.1. Summary tables of social indicators 110 4.2. Summary table of environmental indicators 114 4.3. Tables 118 5. Report by the independent third party, on the consolidated non-financial statement 124 57 nancial fi - performance The BolloréThe Group’s non 2 Bolloré SE — 2019 Universal registration document 2 The Bolloré Group’s non-financial performance 1. CSR challenges and strategy Since 1822, the Bolloré Group has been driven by a very strong will to do ACTING WITH INTEGRITY WHEN CONDUCTING OUR BUSINESS business and innovate, with a strategy of diversifying its activities for inter- AND PROMOTING HUMAN RIGHTS national roll-out. Listed on the stock exchange, the Group has a stable shareholder base with a family majority, allowing it to commit to long-term • Sharing the same business ethics and ensuring compliance with the investment processes(1). It has a long history of transmission based on a strictest standards. strong corporate culture and values shared by all employees: loyalty and • Promoting human rights in our businesses and supply chains. integrity, entrepreneurial spirit, solidarity, agility and diversity. The Group’s • Protecting personal data. commitments are reflected in its development strategy and its Corporate Social Responsibility (CSR) policy based on four fundamental pillars. INNOVATING IN RESPONSE TO MAJOR ENVIRONMENTAL ISSUES • Adapting to and combating climate change. • Making the management of our carbon footprint central to the development 1. CSR challenges and strategy of our products and services. • Preventing pollution and reducing environmental impacts related to our 1.1. Group CSR strategy activities. The Bolloré Group’s 2017-2022 CSR strategy was initially developed in view MAKING A LONG-TERM COMMITMENT TO LOCAL DEVELOPMENT of the results of the materiality analysis of the Group’s challenges carried out • Contributing to and promoting local employment. in 2016. In particular, this analysis involved interviews with each of the • Investing in the local economy. divisions, thanks to which the Group was able to define its most material • Building and maintaining dialog with stakeholders. challenges following their identification and classification with regard to the • Undertaking societal actions for the benefit of local populations. different activities and stakeholders’ expectations (customers, employees, The commitments of the Bolloré Group are in line with the United Nations public authorities and NGOs). Updated in 2017 to include Vivendi, the mate- Sustainable Development Goals. Its actions have a direct or indirect positive riality matrix identifies seven major priority challenges taken into account impact on 66 of the 169 targets. within the four fundamental pillars that today shape the Bolloré Group’s CSR strategy. These commitments are upheld by all of the divisions to make CSR part of the everyday life within their core business and to create value and connections between the men and women in the company, their environment 1.2. The Bolloré Group’s non-financial and stakeholders. Recent developments in regulations have reinforced requirements concerning risk mapping the reporting and publication of information on the company’s CSR perfor- mance: decree no. 2017-1265 of August 9, 2017 transposing order no. 2017- In compliance with the Directive on non-financial reporting, in 2018, the 1180 of July 19, 2017 pertaining to the publication of non-financial Group involved members of the Management Committees of all of its divi- information by certain large companies and some groups of companies sions to map CSR risks and opportunities associated with its transport, (known as the Barnier Directive) and the law on the duty of care. Furthermore, logistics and oil logistics activities (Bolloré Ports, Bolloré Logistics, Bolloré Railways and Bolloré Energy) and its electricity storage and systems activities 58 the Bolloré Group has moved its strategy forward by integrating, in the con- sideration of its main challenges, a new analytical prism based on the (Blue Solutions and Blue Systems). management of priority non-financial risks. It therefore promotes, in all of Four workshops were held on risk-scoring, led by a consultancy firm and using its divisions, the implementation of virtuous and vigilant approaches to software to rank the risks identified and ensure the effectiveness of the ensure that the policies, processes and improvement plans in place ensure method used. A universe consisting of 16 CSR risks and opportunities, cov- its long-term non-financial performance. ering the themes outlined by the law, were scored using a methodology which Anticipating and responding to customer expectations by mitigating the risks took into account the risk severity and frequency, in line with the Bolloré around business ethics, protecting human capital by implementing a health Group’s general risk map. The risks relate to the risks inherent in the Group’s and safety policy conducive to a lasting relationship with employees, safe- business. They were considered throughout the value chain (supply, opera- guarding environmental assets by investing in the development of innovative tions, use of products and services sold), taking into account all stakeholders products and services, and being an actor in the development of society and (employees, customers, suppliers, subcontractors, public authorities, inves- the communities where the Group operates – these are all factors that will tors, etc.). Corruption risk and conflicts of interest, considered priority areas, create value for the future. were scored by the Group Compliance Department in collaboration with the divisions. The risks of the business units of Bolloré Transport & Logistics (transport, logistics and oil logistics activities) were consolidated using a GROUP COMMITMENTS: FOUR STRATEGIC PILLARS weighting method, taking into account revenue, operating income and workforce. UNITING AND PROTECTING PEOPLE, Lastly, because Vivendi conducted the same exercise for its scope in 2018 THE COMPANY’S GREATEST STRENGTH (see Vivendi 2019 universal registration document, in section 4.2 – The main non-financial risks, p. 52) and in a bid to gain an overview of the Bolloré Group • Protecting the health and ensuring the safety of the women and men (including Vivendi), a reconciliation of each risk universe was carried out. exposed as part of our activities. This mapping attests to the relevance of the Group’s priority challenges, in • Attracting talent and developing the skills of our employees. keeping with the work carried out during the materiality analysis in previous • Maintaining social dialog and promoting workplace wellness. years. The ten priority risks identified are a natural fit with the four key pillars of the Bolloré Group’s CSR strategy. Risks related to content, concerning only the activities of the Communications division, are included in the Vivendi Group’s CSR strategy (see table below). (1) For further details on the Group, its activities and business model, please see chapter 1 of this universal registration document. Bolloré SE — 2019 Universal registration document 2 The Bolloré Group’s non-financial performance 1. CSR challenges and strategy Transportation Communications and logistics, Electricity storage (Vivendi's 2019 Universal registration Pillars of the CSR strategy Priority non-financial risks Oil logistics and systems document) Uniting and protecting Workplace health and safety people, the company’s greatest strength Attracting and retaining skills See Attracting talent and retaining internal talent, chapter 1 – section 4.3.3.2 Working conditions and social See Social dialog, chapter 1 – dialog section 4.3.3.2.2 Acting with integrity when Health and safety of users conducting our business and third parties and promoting human rights Human rights See human rights and fundamental freedoms in activities, chapter 1 – section 4.3.3.2.2 See Duty of care related to the supply chain, chapter 2 – section 3 – “Compliance program” Personal data protection See Data security and protection, (GDPR) chapter 2 – section 3 – “Compliance program” Corruption and conflicts See Corruption, chapter 2 – section 3 – of interest “Compliance program” Innovating in response Local pollution and to major environmental management of hazardous issues materials Impact and carbon opportunity See Carbon intensity of activities, of products and services chapter 1 – section 4.3.1 – “Responding to the climate emergency” Making a long-term Risks and opportunities related commitment to local to relations with local development communities 59 Specific communication risks: See Attracting talent and retaining Risks related to content external talent, chapter 1 – section 4.3.2.1 – “Revealing cultures and supporting artistic creation” See Responsible nature of content,
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