Double materiality is based on the premise of examining, on the one hand, financial materiality, with the impact of the deterioration of societal and environmental conditions on the Company’s activity and its financial impacts, and, on the other hand, the materiality of impact, with the measurement of the impact of the Company’s activities under these same conditions.
The work was carried out in 2023 with the help of Salterbaxter(1), starting from the same 20 key CSR issues for Publicis Groupe as those on which the ESG risk mapping was based. This detailed work, based on in‑depth contextual and sectoral, documentary and regulatory analysis, was supplemented by qualitative interviews. The literature review was wide‑ranging, taking into account regulatory aspects and the interpretation of texts, as well as a review of the criticisms leveled at the communications industry by associations and activists. These issues each included additional themes for a more granular analysis, i.e. a total of 85 themes, reclassified according to their materiality for the Groupe. This approach made it possible accurately to translate respondents' answers. Individual clients, investors and employees were interviewed in four countries: the United States, France, India and the United Kingdom, i.e. 50 interviews, 4 of which were in the form of workshops with small groups of employees. These interviews were supplemented by an internal survey to which 350 employees familiar with CSR responded, using the internal Marcel Intelligence platform.
The results show that climate issues are the top priority for both clients and employees, ahead of social issues linked to Diversity and Inclusion and well‑being in the workplace. These factors support the Groupe's strategic CSR priorities around its three pillars. Questions of business ethics and responsible marketing around the societal role that communications can play in the coming ecological and social transitions are also among the subjects considered important by clients and employees alike. While there are regional differences, they do not call into question the order of priorities. The materiality table used in previous years is replaced by the table below.
In 2024, several stages of work will continue, in particular on the opportunities section, in order to examine certain aspects in greater depth, and on the quantified financial impact section, the risk section having already been analyzed. More details on interactions with stakeholders can be found in Section 4.3.10.
| 20 challenges related to the three ESG strategic priorities ** | Actions to reduce impacts on the Company and the environment through the double materiality exercise | Groupe risk factors
(Chapter 2) |
Impact materiality* | Financial materiality* |
|---|---|---|---|---|
| Fight against climate change (E) | Fight against climate change (E)Actions to reduce impacts on the Company and the environment through the double materiality exerciseRadically reducing direct and indirect impacts and GHGs is imperative; offering Group clients services with the lowest and best controlled environmental impacts; driving the value chain, including suppliers, towards frugal solutions |
Fight against climate change (E)Groupe risk factors(Chapter 2) |
Fight against climate change (E)Impact materiality*High |
Fight against climate change (E)Financial materiality*Low |
| Natural resource management (E) | Natural resource management (E) Actions to reduce impacts on the Company and the environment through the double materiality exerciseLimiting the use of natural resources with shared objectives with suppliers and the entire value chain |
Natural resource management (E) Groupe risk factors(Chapter 2) |
Natural resource management (E) Impact materiality*Medium |
Natural resource management (E) Financial materiality*Low |
| Waste and e‑waste (E) | Waste and e‑waste (E)Actions to reduce impacts on the Company and the environment through the double materiality exercise Regularly reducing e‑waste to limit the impact of digital activities |
Waste and e‑waste (E)Groupe risk factors (Chapter 2) |
Waste and e‑waste (E)Impact materiality* Medium |
Waste and e‑waste (E)Financial materiality* Low |
| Diversity, Equity & Inclusion (S) | Diversity, Equity & Inclusion (S)Actions to reduce impacts on the Company and the environment through the double materiality exercisePromoting the widest diversity of talents; promote fairness and equality in all areas and with the Groupe’s partners (clients, suppliers, organizations); fighting against all forms of discrimination; working for a more inclusive society from all areas of the Company |
Diversity, Equity & Inclusion (S)Groupe risk factors(Chapter 2) |
Diversity, Equity & Inclusion (S)Impact materiality*Medium |
Diversity, Equity & Inclusion (S)Financial materiality*Medium |
| Employee well‑being (S) | Employee well‑being (S)Actions to reduce impacts on the Company and the environment through the double materiality exerciseEnsuring the well‑being of employees is fundamental in our activities because employees are the Company’s essential capital |
Employee well‑being (S)Groupe risk factors(Chapter 2) |
Employee well‑being (S)Impact materiality*Medium |
Employee well‑being (S)Financial materiality*Medium |
| Talent attraction and retention (S) | Talent attraction and retention (S)Actions to reduce impacts on the Company and the environment through the double materiality exerciseMaintaining a leadership position, innovation and providing employees with various flexibility options are factors of attractiveness |
Talent attraction and retention (S)Groupe risk factors(Chapter 2) |
Talent attraction and retention (S)Impact materiality*Medium |
Talent attraction and retention (S)Financial materiality*Medium |
