The conclusions of these audits revealed a good degree of compliance of suppliers with the rules in force and the Groupe’s expectations. Certain weaknesses in the traceability of internal documents are a common point between these suppliers, which are often VSEs and SMEs. [S2-2-24]
The monitoring of this action plan is part of the monitoring of the Duty of Care Plan (see Section 4.6).
The Groupe Procurement and CSR Departments are working on the next project, which will focus on the leading suppliers in the IT sector.
Publicis Groupe’s relationship with consumers and end-users is essentially indirect. Consumers and end-users are the direct customers of the companies with which the Groupe’s agencies work, whether for their brands, products and/or services.
These direct Publicis Groupe clients are interviewed at least once a year regarding their satisfaction with the projects conducted with the agencies through Publicis Pulse, a tool available to all entities (see Section 4.4.2.2).
Publicis Groupe’s business model is not based on direct interactions with consumers and end users, and therefore several data points in this ESRS are not applicable. [ESRS 2 SBM-3-10 (a) i to iv]
However, regardless of their activities, the Groupe’s entities constantly listen to and hold discussions with their clients’ consumers and end-users in order to understand their expectations and needs on a wide range of issues. This attention and understanding of the issues expressed by consumers are then at the heart of the recommendations made to the Groupe’s clients. In addition, the double materiality analysis highlighted the importance of responsible marketing and the Company’s role in influencing its activities.
The Groupe’s business lines can actively participate in the social and ecological transition through new, imaginative possibilities for a more inclusive world and the protection of natural resources. The emergence of new solutions proposed by brands on the basis of substantiated arguments, and the promotion of different, innovative and more responsible behaviors, are part of the expected change in societies.
| IROs/Score/ Time frame | Definition of IRO | Policies & ad hoc work | Major actions [ESRS 2 MDR-A-68 (a)&(b)&(c)] [S4-31 (a)&(c); S4-33 (a)&(b); S4-34] | Objective |
|---|---|---|---|---|
|
Risks IRO 13 High ST/MT/LT |
Risks IRO 13 High ST/MT/LT Definition of IRO Legal, financial and reputational risks could arise for the Company and its customers in the event of campaigns contrary to best practices or messages misleading consumers |
Risks IRO 13 High ST/MT/LT Policies & ad hocwork
|
Risks IRO 13 High ST/MT/LT Major actions [ESRS 2 MDR-A-68 (a)&(b)&(c)] [S4-31 (a)&(c); S4-33 (a)&(b); S4-34]
|
Risks IRO 13 High ST/MT/LT Objective 90% of employees trained |
|
Negative impacts IRO 14 Major ST/MT/LT |
Negative impacts IRO 14 Major ST/MT/LT Definition of IRO Poorly designed campaigns, whether in terms of visuals or the tools used, could have a negative impact on the environment as well as on a human and social level on consumers. |
Negative impacts IRO 14 Major ST/MT/LT Policies & ad hocwork
|
Negative impacts IRO 14 Major ST/MT/LT Major actions [ESRS 2 MDR-A-68 (a)&(b)&(c)] [S4-31 (a)&(c); S4-33 (a)&(b); S4-34]
|
Negative impacts IRO 14 Major ST/MT/LT Objective N.I.B.I. Ambassadors in major countries |
