Universal Registration Document 2023

In the Groupe’s Janus Code of Conduct and Ethics, the general HR policy lists the fundamental principles with regard to all employees in terms of human resources and talent management, namely:

1. respect for the values specific to Publicis is intangible and universal, particularly in terms of respect for each individual of his professional and personal skills and potential;
2. inclusiveness, supported by the Zero Tolerance principle against all forms of discrimination and harassment, with a deep commitment to an inclusive culture, valuing the differences which employees bring with them (see Section 4.2.4);
3. easy access to professional training and personal development programs, so that everyone can develop their skills, consider new professional opportunities and access different experiences (see Section 4.2.5);
4. protection of physical and mental health, thanks to a Groupe prevention and awareness‑raising policy and appropriate local actions, taking care of any health complications that employees may face (see Section 4.2.6);
5. flexibility is at the heart of the work‑life balance in all our businesses, in order to take account of the different stages of life (see Section 4.2.7);
6. value sharing and the ability to easily express one's expectations, thanks to mechanisms accessible to all, and clear remuneration rules, valuing the contribution of each and every one, to the success of the Groupe's activities with its clients (see Section 4.2.8);
7. the opportunity to participate voluntarily in general interest causes and community initiatives by getting involved in pro bono campaigns, volunteering, charity work, etc. (see Section 4.2.9).

Workforce and skills planning

Countries are responsible for making short- and medium‑term forecasts. The communication and digital transformation sector is structurally a very dynamic job market, where experience is acquired through a diversity of projects, clients and sectors. Employees change agencies regularly, which is normal in this sector. Given this structural mobility, the challenge for Publicis Groupe’s HR/Talent teams is to carry out distinctive recruitment actions in parallel to attract the best talent and to use retention levers in order to offer employees a comprehensive and enriching career path within the Groupe.

The Groupe’s tools for this planning are based on Career Settings, the HRIS (Human Resources Information System), which allows fairly detailed demographic analyses by business line, level of experience and level of responsibility, and Career Conversation, centered on monitoring employees’ performance and perception of their operational roles and functions. With the Marcel platform, and thanks to these tools, the personalization of career paths has improved in recent years based on objective data. The contribution of external partners on local labor market developments is also used. Lastly, relations with academic institutions (high schools, schools and universities) and training organizations enable cooperation on current or future changes to the training courses of future professionals (see Section 4.2.5). All positions are subject to anticipatory work, as they evolve quite rapidly. Particular attention is paid to the Data and Tech business lines, in very high demand everywhere, and for which the Groupe has real advantages in appeal, in terms of freedom of innovation and cross‑skills.