Universal Registration Document 2024

Talent attraction and retention; employees are the company’s core asset, with mainly positive economic and social impacts. They need a clear vision of their career path.

• The communications and technology sectors are characterized by talent volatility, where value is measured by the number of jobs held.
• Retention is a key component to respond to the risk of losing the expertise acquired (in creativity as in technology) or the need to reinvest in human capital after a short period.
• A high turnover of Key Executives could have consequences on the agencies’ ability to meet client expectations.

• Employees’ wide range of experiences is also an asset because it enriches teams and projects.
• The company has built a learning culture and offers its employees many professional options within the Groupe.
• The company has adopted Generative AI tools through a strategic program to train staff in these new tools.
• Groupe Key Executives are defined in Janus and are closely monitored.

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus - Impact & Equity policy
• Local policies in agencies

• Marcel.ai with Marcel Classes, the internal artificial intelligence platform, allows all employees to engage in continuous learning in their profession, and to explore other activities and/or progress their expertise.
• The Groupe Key Executives are identified in the Janus Code of Conduct and Ethics, with regard to specific criteria for their contribution to the Groupe’s success with which the Chair and Chief Executive Officer regularly interacts.
• Ad hoc monitoring of P 1,000 for several years, employees with a key role locally
• Internal mobility systems making it possible to change professions and/ or countries or entities, to learn within different teams and to take on more responsibilities.

Equal opportunities: the fight against all forms of discrimination requires constant vigilance and the plurality of teams is an asset.

• The risks are related to behaviors that would be contrary to legal requirements, which could impact employees and stakeholders, from a legal, financial and reputational point of view.
• With a potential risk of employee disengagement

• The goal is to be an employer of choice.
• The inclusive internal culture driven by Viva La Difference (purpose and motto) is an attractiveness factor for many potential employees, and it is an element of differentiation vis-à-vis clients.

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus – Impact & Equity policy
• Local Impact & Equity policies in agencies

• The Groupe’s commitments are embodied in a set of actions such as the Women’s Forum, or support for affinity groups open to all employees: VivaWomen!, Égalité, enABLE.
• Agencies are active locally through their local initiatives, for example targeting young people who are not interested in business careers (e.g. MCTP in the United States, Publicis Track in France, etc.).

Health, safety and well-being of employees: the well-being of employees is fundamental to our activities because they are the company’s key asset.

• The risks of health and well-being at work must be anticipated. The teams are fairly young and passionate, with a strong professional interest in their activities.
• Maintaining a work-life balance is critical.
• The risks are that employees will become disengaged, if the conditions are not right for everyone to give their best.

• In a world of hybrid work, well-being at work must be based on tangible initiatives, accessible to all, contributing to the internal dynamic; very practical solutions, both in terms of mental and physical health, or in terms of work organization, are attractiveness factors.

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus – Impact & Equity policy
• Janus - Harassment and workplace-Violence
• Janus - Health, Safety and Security
• Local policies in agencies related to well-being and health/ safety at work

• Actions are carried out at several levels, the local level being decisive because local family policies enable employees to better manage their work-life balance.
• Groupe programs such as Work Your World and the Working With Cancer advocacy show that the Groupe is innovating in these areas.
• Marcel Classes, available to all employees, provide various systems to help them with their physical and mental health, such as the Thrive platform.

Communities and human rights: our public interest communications businesses benefit local communities; respect for human rights and fundamental freedoms is a key value.

• Risks related to the failure to take into account the interests of communities can jeopardize their future.
• Risks related to non-respect of fundamental human rights are detrimental for the most vulnerable people.

• The company and its partners have an influential role in promoting values and ethical rules that apply everywhere.
• Favoring suppliers active in this area has a wider positive impact.

• Janus - Values
• CSR for Business Guidelines
• Groupe Citizenship & Sponsorship Charter
• Local policies in countries

• The Groupe’s agencies are involved locally, with NGOs, associations and causes serving the interest of all, in the form of pro bono work, i.e. the provision of our communications know-how free of charge. These opportunities are also a factor in attracting talent.
• Giving priority to suppliers active in these areas helps to create a virtuous circle locally.