A world leader in communications and entertainment, Vivendi controls Activision Blizzard (#1 in video games worldwide), Universal Music Group (#1 in music worldwide), SFR (#2 in mobile and fixed telecom in France), Maroc Telecom Group (#1 in mobile and fixed telecom in Morocco), GVT (#1 alternative operator in fixed telecom and Internet in Brazil), Canal+ Group (#1 in pay-TV in France) and owns 20% of NBCU (leading U.S. media and entertainment group).
In 2009, Vivendi achieved revenues of €27.1 billion and adjusted net income of €2.6 billion. With operations in 77 countries, the Group has over 49,000 employees.
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<strong>About Vivendi’s Sustainable Development Policy</strong>
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Vivendi’s contribution to sustainable development consists of enabling present and future generations to satisfy their need to communicate, responding to their desire for entertainment, feeding their curiosity, developing their talents, and encouraging exchange among them.
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To succeed in that mission, Vivendi is engaged in a responsibility process that takes economic, social, societal and environmental performance related to our business activities and geographic locations into account.
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Our sustainable-development policy is defined on the basis of Vivendi’s specific characteristics as a group:
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<li>that is a producer and distributor of content;</li><li>that is at the very heart of the technological progress enabled by broadband and mobility;</li><li>that is centered on the subscription business model.</li>
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The first of these characteristics requires that Vivendi evaluate the opportunities and risks its content and services can give rise to for its various audiences. That is why Vivendi has set apart three specific sustainable-development issues: protecting youth, promoting cultural diversity, and sharing knowledge. These issues have been defined in 2003, as Vivendi was refocusing its strategic business units. They are specific to the group’s production and content distribution activities and are analyzed in light of new uses stemmed by the combination of mobility and broadband. The second characteristic has to do with Vivendi’s need to reconcile the digital revolution, which is radically changing uses and modes of content consumption, with awareness of its stakeholders’ needs (employees, consumers, artists, suppliers, civil society, etc.) and of regulatory requirements. The third raises the question of relations with subscribers - meeting or anticipating their expectations and conducting a rigorous policy of personal data management.