With the easing of certain local health measures, when employees were able to return to their workplace, the same protocols were implemented everywhere in terms of distancing measures – mandatory wearing of masks, hydroalcoholic gel available everywhere, physical distance between workstations, reduction of 50% of the number of staff present on site, on-site rotations and increased cleaning of premises.
In some cities, as is the case in India or China, 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 the internal tool designed to be able to contact employees in the event of an extreme emergency and ensure that they are safe; LionAlert is activated locally according to events (earthquakes, hurricanes, floods, major fires, but also acts of terrorism, political tensions, etc.). LionAlert is overseen by the Groupe’s Secretary General. It was activated during the war in Ukraine to monitor the location and situation of our employees, in order to best help them.
The pandemic has made it possible to set up long-term local systems for regular contact with the teams, to better meet their expectations, encourage solidarity and reciprocal attention so as not to leave anybody out, and thus to better detect any signs of weakness or red flags for employees who may be in difficulty. Round tables were organized each month, or every two months, at the level of each country or region; at Groupe level, four regional Round tables were held, coordinated by Arthur Sadoun, Groupe Chairman, accompanied by the members of the Management Board and the Management Committee. Employees are invited to send all their questions in advance, and to interact live during the sessions. In the United States, for example, these quarterly sessions were attended by between 14,000 and 19,000 employees each time.
Publicis Groupe has always been committed to human rights and remains concerned about respect for fundamental freedoms, including freedom of conscience, freedom of expression, freedom of association and assembly, the right to respect and the protection of privacy. These values are included in the Janus Code of Ethics and apply everywhere; Publicis Groupe has enshrined in Janus the 10 Principles of the United Nations Global Compact, as well as the seven principles of the Women Empowerment Principles (WEPs).
Lastly, listening to employees is carried out at the highest level of corporate governance, with the Supervisory Board, which has two employee representatives (one man and one woman) from two French subsidiaries.
In 2021, due to the continuation of working from home, the Groupe's agencies continued their local systems to measure the morale and well-being of employees on a frequent basis in the form of regular, short surveys, several times during the year, given the multiple constraints faced by each employee during the year. The systems made it possible to provide appropriate assistance each time, to adjust measures for those in need of help. Various internal or external tools, such as Pulse, are used. For example, the Publicis Sapient survey in December 2021 showed that 82% of employees find their work constructive and useful, 76% would recommend Publicis Sapient as an employer and 75% are proud to work there with a Happiness Index of 8/10.
76% 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, a popular approach in Digital agencies. Agencies regularly use the Career Conversation tool within Career Settings, the Groupe Human Resources Information System (HRIS); the response rate is 90% in Career Conversation. These online tools enable employees and their managers to prepare for the interview, to request 360° feedback, and to put their objectives and areas for improvement in written form, including personalized training plans.
For several years, the Groupe’s major agencies or certain 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. Young talent were involved in the “Viva la Difference” internal seminars as part of a panel enabling them to share points of view and make proposals.
