Vivendi

All the group’s business units offer their employees suitable, innovative training programs intended to encourage employees’ professional evolution and develop the professional skills specific to each business area.

• Activision Blizzard set up an e-learning platform, accessible worldwide to all employees from their office or home, without any limit of use. More than 500 trainings are available on it: leadership development, communication tools and methods, annual individual appraisal interview training, and also various technical trainings specific to the video game jobs.

• Universal Music Group, despite a decentralized human resources management, provides its employees programs of skills development, face-to-face and e-learning trainings which attempt to develop management skills, communication capacities and technical expertise of the employees.

• SFR offers innovative training methods and enables its employees to participate in personalized training suited to each one’s needs, in e-learning sessions on theoretical basics, and since 2009, in practical workshops consisting in work in small groups on concrete cases brought in by the participants themselves. The training program is adapted to SFR’s six strategic priorities for 2009-2010: customer service, business team, network, IT system, sales, and marketing.

• Maroc Telecom launched an ambitious training and skills development program, MassaRH, oriented towards sharing, listening, assessment, and projection. In 2009, Maroc Telecom dispensed 40,000 days of training, or an average of three days of training per employee, mainly in the areas of customer relations, networks, managerial skills, and English.

• Every year, GVT’s Training & Development Team elaborates a large and innovative training process for its employees. Universo GVT, the company’s training and development portal, is part of this process. It has a complete, fully digital infra-structure of development tools and information on available processes, procedures, documents and training, but also new market data and long distance professional update courses. At Universo GVT, co-workers can view initiatives by the company to contribute to their professional growth. Among all the training programs, many specific programs are developed to qualify and differentiate co-workers’ performance on their jobs (for example Capaz, a program aimed at qualifying new CRM agents, 528 people trained in 2009; Edutec, a program aimed at qualifying new professionals in cutting edge technologies in Engineering and IT, etc.). Moreover, at GVT, the company’s building code and managers are a key component in the construction of a responsible development. Therefore, GVT conceived a DNA Management Model program, according to the company’s mission, vision and values statements. Between March and May 2009, all GVT leaders were trained in this Management Model. The company has also implemented a Managers Assessment Process (266 participants until December 2009) and an Evolution + program focused on the role of the upper management leaders.

• In 2009 the Canal+ Group enabled 71% of its employees to get training, with an average of 4.5 days of training and a satisfaction rate of 92%. The goal of the training is to accompany employees in their careers (e.g. a training track in technical acculturation leading to professional accreditation implemented in 2009 in partnership with the INA (Institut National de l’Audiovisuel) and l’Echangeur, a European center for innovative practices in customer relations, aimed at strengthening the quality of the group’s two customer relations centers while adapting employees’ skills to evolutions in their activities), but also to contribute to distribution of a common, shared culture (e.g. orientation for new employees, “en Savoir+” modules on sports, cinema and the TV of tomorrow, “creativity and innovation” programs, and “Décrypter l’air du temps” with the Institut Français de la Mode).

Vivendi, in partnership with INSEAD (the European Institute for Business Administration), has launched a training program covering 18 months, focusing on corporate strategy, innovation, entrepreneurship, and leadership in multicultural situations. This training is complemented by two learning expeditions (in 2009, the participants met with industrialists and entrepreneurs from Korea, Japan and the Silicon Valley).