In some cities, as is the case in India or China, new devices monitor air pollution and inform employees so that measures can be taken for those who may be the most vulnerable in terms of health, as well as so that teleworking can be facilitated during peak pollution periods.
In many agencies, offices are protected by external security teams who check people entering and leaving.
“LionAlert” is an internal tool designed to be able to contact employees in case of extreme emergency and ensure that they are safe; LionAlert is activated according to events and needs. LionAlert is overseen by the Groupe’s Secretary General.
The “Monitoring unit” set up for Covid-19 has intervened in support of Country and Regional Departments to make specific arrangements for employees country by country, working closely with local management, gradually shifting 95% of teams to remote working. (See Actions taken in the face of the Covid-19 pandemic, at the start of this document).
As indicated in Section 4.1.3 of this document, the major internal project for 2020 was “The Future of Work”, and the pandemic made it possible to set up local systems for very regular contact with the teams and to monitor their expectations. All subjects were addressed by country or regional managers during regular calls, and very close attention was paid to employees in difficulty.
Round tables were organized each month, at the level of each country or region – and at the level of the Groupe with the members of the Management Board and the Management Committee. Employees were invited to send all their questions in advance, and to interact live during the sessions. In the United States, for example, these monthly sessions were attended by between 14,000 and 19,000 employees each time.
In 2020, all Groupe agencies (100%) set up systems very locally to measure the morale and well-being of employees on a frequent basis in the form of regular, short surveys, at least three times a year, given the multiple constraints that a large number of them had to face during the year. The systems made it possible to provide appropriate assistance each time, to adjust measures for those in need of help, or to respond to specific situations such as the repatriation of employees on assignment away from their families during the first lockdowns.
In 2020, all Groupe agencies (100%) set up systems very locally to measure the morale and well-being of employees on a frequent basis in the form of regular, short surveys, at least three times a year, given the multiple constraints that a large number of them had to face during the year. The systems made it possible to provide appropriate assistance each time, to adjust measures for those in need of help, or to respond to specific situations such as the repatriation of employees on assignment away from their families during the first lockdowns.
76.3% of employees underwent an annual appraisal (“talent review” or “performance review”). The principle of an annual internal performance review for all employees is an internal requirement and is in line with the human resources guidance set out in the Janus Code of Ethics. The Fidello tool is used with two modules: Horizons and Time2Talk, with both having the advantage that they can be used throughout the year. Other tools are also used in the digital agencies, with a mindset of projects and performance monitoring carried out more frequently during the year.
For several years, the Groupe’s major agencies or countries have set up Next Generation Boards (NGBs), enabling young talent to be involved in the operation of the entity and in the consultation and decision-making processes. In the vast majority of cases, these young employees are selected to sit on this advisory Board for one year. Their work schedule is specific to each country context, but all are involved in both internal (inclusion, culture, organization, etc.) and business (innovation, development) issues. These Next Gen Boards also make it possible to escalate the concerns of the teams to the Groupe’s General Management, and are an interesting avenue for internal dialog.
Social dialog is included in the Janus Code of Ethics. The aim is to foster staff/management exchanges and ensure freedom of expression for employees as a basic human right. With regard to the Groupe’s commitment to the UN Global Compact, and its adherence to the International Labour Organization (ILO) Convention, the Groupe is committed to respecting freedom of association, freedom of expression, and the right to collective bargaining in the countries where it operates and within its entities. Social dialog takes place at agency level. The average size of the Groupe’s agencies worldwide is 100 employees, with the exception of a few large entities with a staff of over 1,000 people in the United States and India. Publicis Groupe remains very decentralized in 100 or so countries. The aim in each entity is to promote direct, frequent discussions between managers and their teams regarding Company matters and current projects.
