Vivendi Se · EURONEXT:VIV
Vivendi — Merger or Acquisition (February 2016)
24 slides from Vivendi's merger presentation, Feb 19, 2016
Slide 1: Information for the employees of Gameloft about Vivendi's offer
NOT FOR PUBLICATION, DISSEMINATION OR DISTRIBUTION, DIRECTLY OR INDIRECTLY, IN THE UNITED STATES OF AMERICA, CANADA, JAPAN, AUSTRALIA, ITALY OR ANY OTHER JURISDICTION IN WHICH THE DISTRIBUTION OR DISSEMINATION OF SUCH A RELEASE IS UNLAWFUL February 19, 17 avril 20162015 Information for the employees
Slide 2: Introduction
Introduction Dear Sir or Madam, Your company’s management has informed you of the offer to purchase for cash the shares of GAMELOFT (the “Offer”), that VIVENDI filed with the AMF on February 18, 2016. This document has been especially prepared for you, a GAMELOFT employee, in order to introduce you
Slide 3: Agenda
Agenda ■ 1- Who are we? ■ 2- VIVENDI’s experience in the video games industry ■ 3- The video games business is central to VIVENDI’s strategy ■ 4- Why an Offer on GAMELOFT? ■ 5- VIVENDI’s ambitions for GAMELOFT ■ 6- What VIVENDI will bring to GAMELOFT employees ■ 7- Several promising avenues of coope
Slide 4: 1. Who are we?
1. Who are we? VIVENDI is a worldwide leader in content and media. VIVENDI is the worldwide leader in music, a European leader in cinema and a leading international player in television. VIVENDI is active across the entire value chain - from the discovery of talent to the creation, production and di
Slide 5: 1. Who are we?
1. Who are we? 1.1 The four pillars of VIVENDI: § Universal Music Group § Canal+ Group § Dailymotion § Vivendi Village 1.2 An international group 1.3 VIVENDI’s strategic refocusing on media and content
Slide 6: 1.1 The four pillars of Vivendi
1.1 The four pillars of VIVENDI 16,395 employees* €10.8bn in total revenue* present in 67 countries* * 2015 figures 6
Slide 7: 1.2 Vivendi today: an international group
1.2 Vivendi today: an international group Revenues by activity Recorded Music & ■ #1 worldwide in recorded music with 34%* of market share. Music publishing Other activities Publishing ■ #2 in music publishing with 23%* of market share. 7% 1% PayTv mainland 31% Recorded France music and Distribution
Slide 8: Universal Music Group
Universal Music Group ■ UMG is the world leader in recorded music. ■ UMG’s labels are recognized as top-of-the-class in scouting, developing and supporting artists. ■ Laser-focused on breaking new artists and optimizing existing talent § 7 Albums in the Top 10 in the USA* in 2015, including 2 of th
Slide 9: A leader in pay and free-to-air TV in France
A leader in pay and free-to-air TV in France ■ A consolidated pay-TV activity Original creations Sport US films / shows ■ Rapid development in free-to-air TV D8 is the number one digital analog TV channel in A leading video-on-demand service France and the fifth national channel.
Slide 10: A policy of international production at Studiocanal
A policy of international production at Studiocanal ■ Studiocanal, #1 European studio. Average of 50 movies released yearly in three European territories * TV shows/miniseries 2015 Successes Meilleur début $ 100m+ Best start in UK pour un film SC global B.O. for a SC movie $ 250m+ en GB global B.O. A
Slide 11: A worldwide video platform
A worldwide video platform One of the world’s biggest video aggregation and New distribution opportunities for VIVENDI’s distribution platforms content ■ 3.5 billion videos viewed each month ■ Access to a technical expertise in addition to that of Vivendi: ■ A strong presence on all continents and t
Slide 12: A family of companies with strong potential
A «family» of companies with strong potential Major global player in digital radio. Developed the streaming technology SHOUTcast and the Online ticketing services in France (Digitick), audio player Winamp. the UK and in the USA (See Tickets). Intermediation services between individuals and professio
Slide 13: 1.3 Vivendi's strategic refocusing on media and content
1.3 VIVENDI’s strategic refocusing on media and content ■ Repositioning: disposal of VIVENDI’s three telecommunications assets (SFR, Maroc Telecom, GVT) in 2014 ■ Redeployment: expansion in media and content, in particular: Sept. 2012 Purchase of the TV channels Direct 8 et Direct Star (renamed D8 a
Slide 14: 2. Vivendi's experience in the video-game sector
2. VIVENDI’s experience in the video-game sector VIVENDI has always been interested in video games, a business it knows well. § In 1997, Canal+ created «Le Deuxième Monde» (« The Second World »); § Then in 1999, acquisition of Cendant Software; § Thereafter, VIVENDI reinforced its position in thi
Slide 15: 3. The video games business is central to Vivendi's strategy
3. The video games business is central to VIVENDI’s strategy § VIVENDI wants to play a major global role in the video games industry, as is the case with all activities in which it invests, be it music with Universal Music, cinema and television with Canal+, or online video distribution with Dailym
Slide 16: 4. Why an Offer on Gameloft?
4. Why an Offer on GAMELOFT? § Vivendi was unable to engage GAMELOFT’s top management in dialogue despite its efforts to do so. VIVENDI gradually increased its participation in GAMELOFT’s share capital and decided today to launch this tender offer on the company. § VIVENDI believes that this acqui
Slide 17: 5. Vivendi's ambitions for Gameloft
5. VIVENDI’s ambitions for GAMELOFT The proposed acquisition of GAMELOFT by VIVENDI is part of VIVENDI’s strategy to develop as a worldwide content and media leader: § The video games business is one of the fundamental components of the media industry. § Video games for mobile devices represent al
Slide 18: 5. Vivendi's ambitions for Gameloft (continued)
5. VIVENDI’s ambitions for GAMELOFT (continued) In this context, VIVENDI’S interest in GAMELOFT, which benefits from a recognized expertise in the creation of content for mobile devices, makes perfect sense. In fact: ■ As a pioneer of video games on mobile devices, GAMELOFT has become one of the pre
Slide 19: 5. Vivendi's ambitions for Gameloft (continued)
5. VIVENDI’s ambitions for GAMELOFT (continued) In essence, GAMELOFT’s ecosystem is based on four pillars: Creative know-how Quality of the portfolio of franchises ü Quality recognized – several awards ü In-house franchises recognized worldwide: Asphalt, Order & ü c. 20 development studios Chaos,
Slide 20: 5. Vivendi's ambitions for Gameloft (continued)
5. VIVENDI’s ambitions for GAMELOFT (continued) VIVENDI, whose principal activities rely on creative content and talent, will be able to provide GAMELOFT with new growth levers, in particular: ■ The financial capacity of VIVENDI should allow it to secure and amplify the creation, development and dis
Slide 21: 6. What Vivendi will bring to Gameloft employees
6. What VIVENDI will bring to GAMELOFT employees § For GAMELOFT employees, beyond a culture of fostering creativity in the long term, VIVENDI offers them an opportunity to pursue their adventure in a secure, structured and focused environment, which will give them the appropriate means, within a hi
Slide 22: 6. What Vivendi will bring to Gameloft employees (continued)
6. What VIVENDI will bring to GAMELOFT employees (continued) § VIVENDI believes, and this applies to all of its activities, that it is the creative talent that is responsible for the richness of the content developed and that they are the most valuable asset of any company. § As such, VIVENDI has
Slide 23: 7. Several reasonable & promising avenues of cooperation
7. Several reasonable & promising avenues of cooperation
Slide 24: 8. Vivendi's intentions with respect to employees
8. VIVENDI’s intentions with respect to employees ■ Based on its knowledge, VIVENDI does not believe that the takeover of GAMELOFT by VIVENDI will have any particular impact on GAMELOFT’s staff. In fact, ■ There is no overlap of the respective activities of VIVENDI and GAMELOFT; ■ VIVENDI aims to co