- Current resilience analysis
We identified the most important processes for the operation of our Groupe, considering the three scopes:
- direct scope: our offices, data centers, equipment and infrastructure;
- upstream and downstream value chains: our relationships with suppliers, partners and clients;
- stakeholders: external players indirectly linked to our business.
We analyzed the sensitivity of our key processes to various climatic hazards (extreme temperatures, intense rainfall, drought, etc.). For example, our data centers are particularly sensitive to heatwaves, while some of our events could be affected by flooding.
The assessment of current capacity to deal with the identified hazards was carried out by considering different aspects:
- financial: availability of funds to implement adaptation measures;
- technical: technologies in place to protect our infrastructure;
- organizational: business continuity plans and crisis management protocols;
- human: training and awareness of our teams on climate risks.
- Climate-related scenario analysis
Climate projections were carried out on the basis of IPCC scenarios: RCP 2.6 (1.5°) and RCP 8.5 (+4°)(1), to study future climate change and anticipate their impacts on our activities. These scenarios helped us to consider various climate trajectories, ranging from a warming limited to +1.5° C to more significant warming scenarios.
Our analysis of physical risks, in accordance with the recommendations of the TCFD(2), takes into account the geographical location of our offices, our employees and our data centers and includes the study of the following phenomena: rising temperatures and sea levels, extreme precipitation with floods, major fires, and tornadoes.
- Resilience and adaptation plan
We are developing adaptation trajectories by defining concrete actions in the short, medium and long term to strengthen the resilience of our infrastructures (for example, by improving the energy efficiency of our data centers), diversifying our supply chains, and supporting our clients in their own ecological transition.
Measures are in place such as:
- promoting more sustainable working practices to reduce our emissions;
- the use of renewable energy to power our offices;
- training to raise our teams’ awareness of climate issues.
Our resilience plan is part of a continuous improvement process based on changes in the climate context and experiential feedback.
- Resilience Metrics
The issue of resilience is integrated into the overall strategy and risk management approach.
The Groupe monitors key performance indicators to assess the effectiveness of our adaptation measures and adjust our actions if necessary, with transparent communication on our climate resilience performance, following TCFD recommendations(2).
The Groupe demonstrated its resilience during the Covid-19 crisis, and its approach allows it to continuously assess and strengthen its resilience to climate change. It helps to better understand the risks and opportunities related to its activities, and to adapt its business model to ensure its long-term sustainability. Publicis Groupe is committed to being a proactive player in the transition to a more sustainable economy. [E1 SBM-3-19 (a) & (b)]
4.2.3 Accelerating the climate transition plan
With regard to the material climate challenges for Publicis Groupe, and within the framework of the SBTi targets aligned with the Paris Agreement and the 1.5°C scenario, the key elements of the climate transition plan are as follows:
- direct GHG emission reduction (Scopes 1 & 2), with, as a central lever for Scope 2, the transition to 100% direct-source renewable energy (RE) before 2030, and with energy efficiency actions in various offices. Modeling of this switch to 100% RE helps to reduce the impacts, while limiting the investments to be made in terms of RECs renewable energy certificates) to offset for countries where access to RE remains complicated or reduced; the implementation of long-term energy contracts provides a complementary solution (Section 4.2.5.1);
- indirect emission reduction with two levers:
- reducing emissions related to the purchase of goods and services by prioritizing suppliers who are committed to the climate transition and have public GHG emissions reduction targets validated by third parties. This is what they have been asked to do in the context of the Enhanced ESG Program started in 2023 (Section 4.3.10.3), as well as actions undertaken with their own suppliers to reduce their carbon emissions. The modeling of suppliers’ actual emissions shows a significant reduction in the emissions associated with their products or services, in particular for a few sectors where the monetary emission factors are not very precise,
- reducing air transportation with a strengthening of the internal policy set out in Janus, the Code of Conduct and Ethics, and the internal rules justifying this type of travel. In addition, there are preference criteria for airlines that are committed to reducing their emissions and have either invested in very recently generated aircraft that consume much less fuel and are adapted to the types of journeys (domestic, short, medium and long haul), or in robust programs for the use of SAF (Sustainable Aviation Fuel). In the short term, modeling the impact of air transportation shows that reducing flights, which is the only way to reduce this impact, is inevitable; however this will be difficult to achieve given the Groupe’s business growth. [E1-1-16 (h)]
