Outside France, social dialogue mainly takes place at the agency level, led by the agency’s CEO with the HR/Talent team (or even the country). The average size of the Groupe’s agencies worldwide ranges between 120 and 160 employees, with the exception of a few large entities with a staff of over 1,000 people in the United States and India. Engagement with employees is managed locally by CTOs and/or HR departments, and there are regular formal and informal discussions with agency Executive Committees (monthly or quarterly depending on the country, not to mention Town Halls bringing together all employees locally). [S1-2-27 (a) to (e) ] Publicis Groupe remains very decentralized, with operations in 100 or so countries. The aim in each entity is to promote direct, frequent discussions between managers and their teams regarding Company matters and current projects. The existence of affinity groups in the countries is an asset for facilitating social dialogue on local projects and their development by integrating the expectations expressed by employees, which are a source of proposals. These internal affinity groups (VivaWomen!, Égalité, enABLE, etc.) participate locally in
the development of the Groupe’s flagship programs, and in preparatory work to set targets. Depending on the local context, the progress achieved and future developments are shared with employees, in order to take feedback into account. [S1-5-47 (a) to (c)]
Corporate commitments in favor of human rights and workers are reflected in several unique social projects at the Groupe level, which testify to the careful consideration of the expectations and interests of all employees:
These two projects were each launched by the Groupe’s Chair and Chief Executive Officer in specific internal video announcements, supplemented by written messages. These initiatives were then relayed locally by the Talent & HR teams in order to specify local implementation conditions, guaranteeing the same access rights. The interest of employees is shown through questions and requests related to these initiatives, which also attest to the relevance of what is proposed to them. Experiential feedback is taken into account in order to improve the systems. [S1-2-27 (d) & (e)]
The table below shows the coverage rate in European countries. None of the European countries in which the Groupe operates represents at least 10% of the Groupe’s own workforce. [S1-60 (b), S1-63 (a)]Regulatory gaps outside Europe require more in-depth work to be carried out in 2025. [S1-8-60 (c)] For employees in countries outside the European Economic Area (EEA), the Groupe determines their working and employment conditions on the basis of local legislation specific to each country.
| ESRS metric | 2023 | 2024 |
|---|---|---|
| Percentage of total employees covered by collective agreements in the European | Percentage of total employees covered by collective agreements in the European 2023
|
Percentage of total employees covered by collective agreements in the European 2024
|
| Economic Area | Economic Area 2023 49% |
Economic Area 2024 49% |
Publicis Groupe’s whistleblowing system is centralized to the external platform https://publicis.whispli.com/lp/ ethicsconcerns. The whistleblowing system is available anonymously to all employees, as well as non-employees and freelancers, in all countries and in all business lines. The whistleblowing system is mentioned in Groupe and local policies. It is regularly mentioned in local communications from CTOs and HR departments. The whistleblowing system is the subject of an annual communication from the Secretary General to all employees, who are reminded during the year by local HR teams that it is freely and publicly available on the Groupe’s website. All reports are treated confidentially in order to provide a response to the facts that have been reported. Whistleblowers are protected against any attempt at retaliation. All reports and their processing are notified to the Audit and Financial Risks Committee of the Board of Directors. [S1-17-103 (a)]
