Universal Registration Document 2025

Personnel costs could increase due to talent volatility, linked to significant competition in the communications and technology sectors

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

• Ad hoc monitoring of P 1000 for several years, employees with a key role locally
• 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.
• Marcel.ai, the internal artificial intelligence platform, with Marcel Classes allows all employees to engage in continuous learning in their profession, and to explore other activities and/or progress their expertise.
• 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.

Contain turnover to around 20%

With a demanding and resolutely "customer-centric" corporate culture in the communication and technology professions, work-life balance could be impacted, leading to a possible disengagement of employees.

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

• The Chair and CEO’s regular messages to employees always place employees at the heart of the Company’s concerns, and collective successes with customers are highly valued
• The Groupe’s HR policy and local policies place great importance on issues relating to quality and well-being at work. The actions implemented are multiple and in different forms, in order to enable everyone to find the support that suits them
• All employees have access to various systems to help them with their physical and mental health, such as the Thrive platform at Groupe level and with other local partners

Unquantified objective

Progressive employment practices are assets in terms of team retention and the attractiveness of future talent

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus - Impact & Equity policy
• Working Remotely

• Internal tools such as Marcel.ai and Marcel Classes allow employees to manage part of their professional and personal development by themselves. Marcel Classes plays a central role in learning new professions, such as issues related to AI.
• In addition to the traditional rules of flexibility, the Work Your World program is offered to all employees, who can benefit from working for six weeks from the location of their choice, subject to the agreement of their manager
• 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.).

Unquantified objective

The implementation of impactful, innovative and proprietary social programs attracts and retains talent, improving engagement and performance.

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus - Impact & Social Equity policy
• Working Remotely

• 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.
• The Working With Cancer (WWC) advocacy initiative provided an opportunity to implement a comprehensive protection system across the Groupe for employees affected by the disease or acting as caregivers.

100% of subsidiaries in compliance with the WWC plan

A lack of social equity could hinder career progression and lead to employee disengagement, contrary to the purpose and name of "Viva la Différence"

• Janus – Values
• Janus – HR General Policies & Rules
• Janus – Groupe Key Executives
• Janus - Impact & Social Equity policy

• The Groupe has set itself quantified gender balance targets, with annual checkpoints, in order to guarantee its commitments to gender balance, particularly within the Groupe’s main Executive Committees
• For the Groupe’s training programs, gender balance is examined upstream, in order to allow actual equal opportunities and merit-based development
• Local recruitment programs such as the MCTP or Publicis Track can promote access to a greater number of candidates to the Groupe’s various professional opportunities

46% women in the main Executive Committees in 2025