Employees are regularly informed locally, in each agency, of the progress made. Joint actions between the general services teams and volunteers mobilized within the agencies are carried out throughout the year. Depending on the issue, internal notifications make it possible to keep awareness high and monitor activity-related progress (in terms of reductions in electricity and paper consumption, improved waste-recovery management, partnerships for recycling or giving a second life to objects, etc.). For over 15 years, Green Teams or CSR Champions have become more professional, thanks to local training in sustainable development for the vast majority. They are the driving force behind employee mobilization, innovation towards new tools and solutions with the least possible impact, and the transformation of all our business lines.
The deployment of A.L.I.C.E. provided the opportunity for multiple working sessions with many teams based on their business challenges and the clients with whom they work, conducted by the Groupe CSR Department. Each country then set up workshops and working groups to familiarize employees in depth and to integrate specific contextual or legal elements. The “We are Positivers” program rolled out by France, which enabled the training of all employees in eco-design, as part of the #NIBI (No Impact for Big Impact) program, reflects this determination. Some French entities have been rewarded several times for their eco-designed client campaigns, and recognized as role models.
Eco and socio-design is at the heart of the development of a digital campaign or project for a client in many of the Groupe’s agencies. Teams are looking for partnerships to make projects more sustainable using new approaches such as the circular economy or sharing economy. Eco-design approaches are tested and evaluated, some of which give convincing results. These voluntary initiatives make it possible to involve clients, suppliers and partners and to give employees the ability to take concrete action. In recent years, Conferences of Parties (COP) organized each year on the climate by the United Nations, have been a benchmark during the year for organizing internal activities (training, external speakers, round tables with clients and partners, etc.) around the mobilization against climate change.
Integration of environmental issues into the strategy, business model and value chain [ESRS 2 SBM-1, SBM-3 AR 6, E4-1-12, E4-1-13]
The Company’s strategy incorporates the absolute need to reduce the overall environmental impacts, whether in terms of the Company’s internal operations, the services offered to clients and the work carried out for them, or the products and services purchased.
Analysis of the Company’s climate resilience [ESRS 2 SBM-3-19 (b) & (c), AR 7b & 8b]
Publicis Groupe recognizes that climate change represents a major challenge for companies on a global scale. In order to guarantee the sustainability of our business model, we have undertaken an approach to assess our strategic and operational resilience to climate impacts, with an approach that allows us to structure our analysis of physical risks and transition risks to identify action levers to strengthen our adaptation.
