Universal Registration Document 2025

4.3.6.4 Well-being in action

100% of employees (permanent and temporary contracts) have access to various local health support services in the field of healthcare, whether internal or external services or with a third-party expert.

The pandemic situation led the Human Resources (HR) and Talents Departments to significantly strengthen the services offered to employees, with local partners. Mental health and individualized support have become a central issue. The Groupe’s partnership with Thrive provides employees with support sessions on mental health and the prevention of the risks of overwork, as well as programs targeting specific situations or problems. [S1-4-37, S1-4-38 (c) and (d)]

The usual internal awareness-raising or prevention campaigns, linked to seasonal infections (flu, Covid-19, etc.), pathologies or health risks, are continually adjusted locally to be effective and useful regardless of the workplace. All these systems now incorporate the specific characteristics of recent years (difficulties related to isolation, uncomfortable working from home accommodations, personal or family constraints). [S1-4-37, S1-4-39]

Healthcare prevention areas : the teams mainly work sitting in front of one or more screens and employees are sedentary, with intense visual activity. The key areas for occupational illness prevention are stress management (and/or psychosocial risks: PSR) and the prevention of musculoskeletal disorders (MSD). Visual fatigue and the prevention of risks linked to a sedentary lifestyle (cardiovascular diseases) are integrated into the health prevention plans, which include several components: office arrangements for working in a standing position, nutrition, physical/ocular exercises, disconnection and advice on how to set up a pleasant corner in a constrained space for remote working. For the more sporty, many agencies facilitate access to nearby gyms by offering discounts on subscriptions. Some entities are equipped with their own sports halls, with an on-site trainer or coach, like Publicis Sapient in India. Free virtual sessions for all allow those who wish to exercise. Finally, for the most energetic, agencies encourage teams to take part in sports events (running, cycling, marathons or half-marathons, team sports). The examples of action plans by country provide a concrete illustration of the initiatives and activities in place to prevent potentially adverse impacts, and have a positive impact on all employees. [S1-4-38, S1-4-39]

4.3.6.5 Work-life balance

Flexibility is at the heart of work organization. The Groupe wants the Company to remain the main place to work, because it is through spontaneous exchanges that a unique dynamic is created, where employees enjoy getting together and collaborating. A communications agency is above all a community of different individuals with unique experiences and expertise, where each employee contributes to shared objectives. In addition to the general principle, each entity determines the specific conditions for implementing flexibility (based on the workload, the role in the team, the duration, the mission to be accomplished for the client, performance, etc.). The aim is for employees to be able to benefit from flexibility at different stages of their professional and personal life. Agencies have been implementing sabbatical leave for many years (eligibility conditions defined locally), thus enabling employees to take a break (from three to 12 months) while remaining with the Groupe.

Family-related leave [S1-3-AR 33 (b)]

5,373 employees benefited from parental leave for the birth or adoption of their child in 2025 (58% women, 42% men) out of a total of 6,703 employees who took family-related leave. [S1-15-93 (b)] All employees are eligible for or entitled to this type of leave, depending on the legal context and, above all, on internal arrangements implemented by the agency that are often far more advantageous. [S1-15-93 (a)] As part of the global audit conducted in 2023 on health policies and programs/benefits(see Section 4.3.6.2.), the average length of maternity leave is 14 weeks.

Agencies have strengthened their policies to support pregnancy periods and maternity leave (number of weeks of leave in countries with less favorable regulations) as well as from a managerial point of view, in order to enable mothers or first-time parents to better manage their return to work (with ad hoc meetings before, during and on return to work, flexible schedules). Particular provisions have also been put in place by the countries in the event of miscarriage. A number of initiatives have been taken to facilitate family life: some branches have set up a breastfeeding room or, on some large campuses, daycare. Social benefit programs (via Employee Assistance Programs or EAPs) include provisions for childcare and family support schemes for parents and co-parents to simplify their personal organization.

/ Percentage of employees entitled to Family-related leave [S1-15-93- (a)]