1 -Fight against climate change(E) |
1 -Fight against climate change(E)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Publicis Groupe’s activities generate carbon emissions, particularly those from Scope 3 (in particular procurement, transportation, etc.)
- R: The risk lies in maintaining the status quo and not grasping the profound changes that will impact the Groupe’s business lines, suffering from restrictions on marketing certain products/services
- O: Offer clients the Groupe’s services with the lowest and best controlled environmental impacts; drive the value chain including suppliers towards frugal solutions
|
1 -Fight against climate change(E)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A&P; + & - MT / LT |
1 -Fight against climate change(E) Groupe risk factors (Chapter 2) - |
1 -Fight against climate change(E) Impact materiality *** with IRO rating
High
I = H |
1 -Fight against climate change(E) Financial materiality *** with IRO ratingLow R = L O = L |
2 -Natural resource management(E) |
2 -Natural resource management(E)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The activities of essential suppliers have an impact on natural resources such as water, in particular in Data Centers
- R: Risks in our activities lie in the failure to take into account global limits (and IPCC scenarios) and the failure to seek low-impact or low-carbon solutions
- O: Promote biosourced and traced materials from the circular economy and active suppliers to reduce their impact
|
2 -Natural resource management(E)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A&P; - ST |
2 -Natural resource management(E) Groupe risk factors (Chapter 2) - |
2 -Natural resource management(E) Impact materiality *** with IRO rating
Medium
I = M |
2 -Natural resource management(E) Financial materiality *** with IRO ratingLow R = L O = L |
3 -Waste and e-waste(E) |
3 -Waste and e-waste(E)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: E-waste is inherent to the digital activities of the Groupe (and suppliers) despite intangible intellectual services
- R: The major risk is the increase in energy consumption due to the computing power requirements related to the use of AI for the entire ecosystem and beyond
- O: Continuing to train teams around eco-design (NIBI program) as a real differentiator
|
3 -Waste and e-waste(E)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; - ST |
3 -Waste and e-waste(E) Groupe risk factors (Chapter 2) - |
3 -Waste and e-waste(E) Impact materiality *** with IRO rating
Medium
I = M |
3 -Waste and e-waste(E) Financial materiality *** with IRO ratingLow R = L O = L |
4 -Equal opportunities & Inclusion(S) |
4 -Equal opportunities & Inclusion(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The widest plurality within teams is an asset in the Groupe’s business lines, in the social representations used in communication, and to fight against discrimination
- R: The risk of unethical business behavior may impact the Groupe as well as its stakeholders, both from a legal, financial and reputational point of view
- O: Working for a more inclusive society for all the Company’s business lines and encouraging social innovation
|
4 -Equal opportunities & Inclusion(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A&P; + & - MT / LT |
4 -Equal opportunities & Inclusion(S) Groupe risk factors (Chapter 2) Risks related to employees |
4 -Equal opportunities & Inclusion(S) Impact materiality *** with IRO rating
Medium
I = M/H |
4 -Equal opportunities & Inclusion(S) Financial materiality *** with IRO ratingMedium R = M O = L |
5 -Employee well-being(S) |
5 -Employee well-being(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: With over 108,000 employees, ensuring their well-being is fundamental to our activities because employees are the company’s main assets
- R: The social risk may impact the Groupe as well as its stakeholders, both from a legal, financial and reputational point of view
- O: Become an employer of reference, choice and innovation
|
5 -Employee well-being(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + ST & MT / LT |
5 -Employee well-being(S) Groupe risk factors (Chapter 2) Risks related to employees |
5 -Employee well-being(S) Impact materiality *** with IRO rating
Medium
I = M/H |
5 -Employee well-being(S) Financial materiality *** with IRO ratingMedium R = M O = M |
6 -Talent attraction and retention(S) |
6 -Talent attraction and retention(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Employees must have a clear vision of their career in the Groupe, meeting their expectations, and of their opportunities in terms of training and career development
- R: The risks are related to the loss of know-how and profiles with a strong creative capacity and/or technological innovation (artificial intelligence skills)
- O: Maintain a leadership and innovative position and make available to employees different flexibility options which are attractiveness factors
|
6 -Talent attraction and retention(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + ST, MT / LT |
6 -Talent attraction and retention(S) Groupe risk factors (Chapter 2) Risks related to employees |
6 -Talent attraction and retention(S) Impact materiality *** with IRO rating
Medium
I = M/H |
6 -Talent attraction and retention(S) Financial materiality *** with IRO ratingMedium R = M O = M |
7 -Health & Safety(S) |
7 -Health & Safety(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The working environment of all employees is intended to enable them to work in a calm space
- R: Health and safety risk can lead to the disaffection of employees
- O: Increase the attractiveness of the Groupe; Focus on suppliers active in this area in a tangible way
|
7 -Health & Safety(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + ST, MT / LT |
7 -Health & Safety(S) Groupe risk factors (Chapter 2) Risks related to employees |
7 -Health & Safety(S) Impact materiality *** with IRO rating
Low
I = L |
7 -Health & Safety(S) Financial materiality *** with IRO ratingLow R = M O = L |
8 -Human rights(S) |
8 -Human rights(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Respect for human rights and fundamental freedoms throughout the value chain is non-negotiable; the Company and its partners have an influential role
- R: Risks of human rights violations are detrimental to people, especially the most vulnerable
- O: Give priority to suppliers active in this area in a tangible way
|
8 -Human rights(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + MT / LT |
8 -Human rights(S) Groupe risk factors (Chapter 2) - |
8 -Human rights(S) Impact materiality *** with IRO rating
Low
I = L |
8 -Human rights(S) Financial materiality *** with IRO ratingLow R = L O = L |
9 - Communities(S) |
9 - Communities(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Our communication skills serve public interest causes and the benefit of local communities
- R: Not playing our societal role and defending the Groupe’s values in the interests of communities that could jeopardize their future
- O: Ensure that our business lines and achievements for clients have a positive, broad and measurable impact
|
9 - Communities(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + ST, MT / LT |
9 - Communities(S) Groupe risk factors (Chapter 2) - |
9 - Communities(S) Impact materiality *** with IRO rating
Low
I = L |
9 - Communities(S) Financial materiality *** with IRO ratingLow R = L O = L |
10 - Responsible marketing(S) |
10 - Responsible marketing(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The promotion of new imaginative possibilities and behaviors to support change gives our business lines their meaning; the products and services of our clients must be promoted with substantiated and transparent arguments
- R: The main risk is giving the consumer arguments perceived as misleading, masking reality and maintaining confusion
- O: Developing our professional standards to high levels of ethics and responsibility
|
10 - Responsible marketing(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + & - ST & MT / LT |
10 - Responsible marketing(S) Groupe risk factors (Chapter 2) Risks of litigation and governmental, legal and arbitration proceedings Artificial Intelligence risks |
10 - Responsible marketing(S) Impact materiality *** with IRO rating
High
I = H |
10 - Responsible marketing(S) Financial materiality *** with IRO ratingMedium R = M O = M |
11 - Client selection(G) |
11 - Client selection(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The Company’s activities support the development of clients’ brands to help them make their transition
- R: The risk of unethical business behavior may impact the Groupe as well as its stakeholders, both from a legal, financial and reputational point of view
- O: Strengthening ethical conduct on the part of all, an integral part of the relationship of trust built up with clients and partners, generates an attractive dynamic
|
11 - Client selection(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A&P; + & - ST & MT / LT |
11 - Client selection(G) Groupe risk factors (Chapter 2) Risks of litigation, governmental, legal and arbitration proceedings |
11 - Client selection(G) Impact materiality *** with IRO rating
High
I = H |
11 - Client selection(G) Financial materiality *** with IRO ratingLow R = L O = M |
12 - Ability to influence society(G) |
12 - Ability to influence society(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The Company may deal with so-called societal issues that go beyond its own intrinsic scope and act in the public interest
- R: The risk is not grasping society’s expectations for change
- O: Promote new solutions, representations and options for the future; work with voluntary stakeholders in the value chain to cooperate together on a few selected causes
|
12 - Ability to influence society(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
P; + & - MT / LT |
12 - Ability to influence society(G) Groupe risk factors (Chapter 2) - |
12 - Ability to influence society(G) Impact materiality *** with IRO rating
High
I = M/H |
12 - Ability to influence society(G) Financial materiality *** with IRO ratingLow R = L O = L |
13 - Personal data protection(S) |
13 - Personal data protection(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: The protection of personal data is a regulatory obligation but it is key to maintaining the trust of clients and consumers
- R: Increasingly stringent regulatory changes aim to regulate the use of personal data, to address increased risks related particularly to the use of artificial intelligence
- O: The massive arrival of artificial intelligence will simplify and refine the interactions of brands with their consumers, allowing them to operate in a more precise and relevant way
|
13 - Personal data protection(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
P; - MT / LT |
13 - Personal data protection(S) Groupe risk factors (Chapter 2) Personal data confidentiality |
13 - Personal data protection(S) Impact materiality *** with IRO rating
Medium
I = M/H |
13 - Personal data protection(S) Financial materiality *** with IRO ratingHigh R = H O = M |
14 - Data security(S) |
14 - Data security(S)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Constantly strengthening data security systems is an imperative for the Groupe, its clients and their consumers
- R: Faced with a resurgence of cyber-attacks, exacerbated by AI, or a failure of information systems, the Groupe may be faced with significant financial consequences, including possible fines and legal risks
- O: With CoreAI, the Groupe offers its clients tailor-made, secure strategies, enabling brands to be as close as possible to their customers and their needs; its Intelligence System approach identifies and reduces the bias of artificial intelligence
|
14 - Data security(S)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; - MT / LT |
14 - Data security(S) Groupe risk factors (Chapter 2) Cyber-crime and information system failures AI Risks |
14 - Data security(S) Impact materiality *** with IRO rating
Medium
I = M |
14 - Data security(S) Financial materiality *** with IRO ratingHigh R = H O = M |
15 - Client satisfaction(G) |
15 - Client satisfaction(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Client satisfaction is the driving force of the Groupe; it is up to us to anticipate their economic, social and environmental development needs
- R:: The risk is the loss of a client dissatisfied with the services provided, with financial and reputational impacts
- O: Strengthen the uniqueness of the Groupe’s offer in terms of impact to expand our partnerships, work on new projects and increase our market share
|
15 - Client satisfaction(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + ST |
15 - Client satisfaction(G) Groupe risk factors (Chapter 2) Risk related to client portfolios, AI Risks |
15 - Client satisfaction(G) Impact materiality *** with IRO rating
Medium
I = M |
15 - Client satisfaction(G) Financial materiality *** with IRO ratingHigh R = H O = H |
16 - Business ethics and compliance(G) |
16 - Business ethics and compliance(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Respect for values, laws and regulations, as well as the continuous improvement of professional practices and standards, is one of the marks of difference of the Groupe
- R: The risk of unethical business behavior may impact the Groupe as well as its stakeholders, both from a legal, financial and reputational point of view
- O: Being the clients’ preferred partner
|
16 - Business ethics and compliance(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
C, + ST & MT / LT |
16 - Business ethics and compliance(G) Groupe risk factors (Chapter 2) Risks of litigation, government al, legal and arbitration proceedings |
16 - Business ethics and compliance(G) Impact materiality *** with IRO rating
Medium
I = M |
16 - Business ethics and compliance(G) Financial materiality *** with IRO ratingMedium R = M O = M |
17 - Impacts of Groupe services (social & environmental)(G) |
17 - Impacts of Groupe services (social & environmental)(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Changes in the Company must be accompanied by inclusive social representation and situations aligned with immediate environmental issues
- R: The risk would be to cause the rejection of brands, products or services, which could have financial and legal consequences for clients, ourselves, consumers and other stakeholders
- O: Building ecosystems with partners (clients, suppliers, etc.) to accelerate societal changes in the short and medium term, to make the transition desirable
|
17 - Impacts of Groupe services (social & environmental)(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A&P; + & - ST & MT / LT |
17 - Impacts of Groupe services (social & environmental)(G) Groupe risk factors (Chapter 2) Risks of litigation, government al, legal and arbitration proceedings |
17 - Impacts of Groupe services (social & environmental)(G) Impact materiality *** with IRO rating
High
I = H |
17 - Impacts of Groupe services (social & environmental)(G) Financial materiality *** with IRO ratingMedium R = M O = M |
18 - Responsible procurement(G) |
18 - Responsible procurement(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Suppliers have a key role that we encourage to build a more inclusive and sustainable world together
- R: The main risk lies in unbalanced relationships with suppliers that could jeopardize them and harm the Groupe’s activities and projects for clients
- O: Working in trust with partners promotes innovation regardless of the size or activity of the suppliers
|
18 - Responsible procurement(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + MT / LT |
18 - Responsible procurement(G) Groupe risk factors (Chapter 2) Risks of litigation, government al, legal and arbitration proceedings |
18 - Responsible procurement(G) Impact materiality *** with IRO rating
Low
I = L |
18 - Responsible procurement(G) Financial materiality *** with IRO ratingMedium R = M O = M |
19 - Governance(G) |
19 - Governance(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Good governance of the Company is a guarantee of performance and sustainability, benefiting its employees, clients, investors and all stakeholders
- R: Governance risks could engender weakened vigilance that must guide all actions of the Company
- O: Be attentive to all stakeholders regarding their expectations
|
19 - Governance(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
A; + MT / LT |
19 - Governance(G) Groupe risk factors (Chapter 2) - |
19 - Governance(G) Impact materiality *** with IRO rating
Low
I = L |
19 - Governance(G) Financial materiality *** with IRO ratingLow R = L O = L |
20 - Transparency (media, data, ESG, etc.)(G) |
20 - Transparency (media, data, ESG, etc.)(G)
- Major impacts (I)
- Risks (R)
- Opportunities (O)
The positioning in relation to the value chain is indicated in bold. Detailed information is provided at the beginning of each material ESRS
- I: Sharing information in a simple, transparent and accessible manner with stakeholders is a condition of economic and social performance
- R: The major risk is the client’s loss of trust, which would undermine the Groupe’s activities and its sustainability
- O: Fight against all forms of greenwashing/socialwashing and participate in improving professional standards
|
20 - Transparency (media, data, ESG, etc.)(G)
- Impact category**: A/P; +/-
- Impact time frame**: ST, MT & LT
P; + MT |
20 - Transparency (media, data, ESG, etc.)(G) Groupe risk factors (Chapter 2) Risks of litigation, governmental, legal and arbitration proceedings |
20 - Transparency (media, data, ESG, etc.)(G) Impact materiality *** with IRO rating
Low
I = L |
20 - Transparency (media, data, ESG, etc.)(G) Financial materiality *** with IRO ratingLow R = L O = L |