CSR 2014 Corporate Social Responsibility CONTENTS Social Society GROUPE SOCIAL SOCIETY AND COMMUNITY 04. Discussion with Maurice Lévy 20. Editorial by Anne-Gabrielle 06. Profile of the Groupe Heilbronner 42. Going local and engage effectively 08. A new alchemy 23. Attracting and retaining new talent 42. Reconciling generosity 10. Impact of the Groupe’s 24. Listening to our teams and professionalism activities 26. Taking professional skills forward 44. Focus: Pro bono campaigns 11. CSR and the major challenges 29. For diversity, against discrimination 50. Taking part in volunteer work 12. Methodological framework 34. Rolling out a policy of well-being, 50. Cooperation with professional 14. Our stakeholders health and safety organizations 16. Stakeholders’ thoughts 35. The work-life balance 51. Sharing our know-how on responsible communications 35. Facilitating social dialogue with schools and universities 36. Fighting for human rights 37. Focus: Our talent at the service of human rights Key indicators 38. Figures at December 31, 2014 39. 2012 - 2013 - 2014 variations 02 CONTENTS CODE Governance Environment Ethics GOVERNANCE ENVIRONMENT APPENDIX AND ETHICS 66. Focus: Create & Impact 2014 78. Independent verification 54. Governance 68. Driving continuous improvement statement 54. Enhancing staff ’s awareness 70. Reducing our consumption 80. Concordance table of ethical standards and emissions 55. Ensuring data protection Key indicators 56. Anchoring the loyalty of our clients 74. Figures at December 31, 2014 56. Working better with our suppliers 75. 2012 - 2013 - 2014 variations 58. Focus: Responsible communications in action 61. Involvement in the ecosystem alongside our partners 61. Pooling resources and harmonizing procedures 62. Shareholder and investor relations 62. Our relations with the media 62. Compliance in 2014 63. Bearings 03 DISCUSSION WITH MAURICE LÉVY Chairman of the Management Board of Publicis Groupe business suddenly disappearing as a result of a newcomer radically transforming their market. Clients have never been as disoriented or as concerned as they are now about their business model and their brands. It is our responsibility to provide them with relevant solutions to face these new challenges. Our strategic equation (IQ+EQ+TQ+BQ)CQ expresses the transformation underway in our businesses, and highlights what sets us apart, i.e. creativity and imagination. That is what makes us unique! Finally, the acquisition of Sapient reinforces the Groupe’s presence in North America and India, and this substantial- ly modifies the geographic scope of our corporate social responsibility. We are taking on board Sapient’s 13,000 employees, of whom 8,400 are based in India. This means that India has become our second-biggest country in terms of headcount with a total of 12,000 (existing Groupe entities plus Sapient), just after the USA where we have 25,000 em- 2014 was an eventful year for Publicis. How do ployees. The breakdown of our social footprint in the world’s these events fit in with the Groupe’s corporate regions is changing, with a shift towards a better balance. social responsibility policy? 2014 was a year of transition and undeniably a very eventful The Groupe is becoming increasingly one. It began with a very exciting project, – the proposed international and headcount is still rising. merger with Omnicom – a project into which we put a lot Are there not limits to the Groupe’s ability of time and effort but that ultimately did not materialize as to integrate new entities and staff? And, a result of governance issues. And we rounded off the year by the same token, what about the Groupe’s with the acquisition of a absolute jewel, Sapient, the US ability to roll out a CSR policy in a responsible group specialized in digital marketing and communications. and consistent manner? This high-profile acquisition has bolstered our ambitions Our employees are the driving force in our agencies. The and strengthened our position in a very promising, growth Groupe’s strength is derived from the plurality of its net- market. Now, in terms of corporate social responsibility, the works and agencies. Each and every entity has its own his- foremost responsibility of any company is to ensure its own tory, its own corporate culture, its preferences, its dream and growth and economic sustainability. The Publicis.Sapient its own inspiration that are shared by all members of staff. digital platform we are creating is the consequence of con- Diversity is therefore an asset and a challenge every day, a vergence between communications, e-commerce, marketing challenge that we have been taking up for quite a number and technology, and this new alchemy is highly promising! of years. Our ability to cultivate the talent of our people, to retain them, to invent the businesses of the future always has Promising because globalization and the digital been, is and will continue to be a major challenge. revolution are changing the paradigm of your Clearly, given the Groupe’s expansion and the way our communications business, its reach and impact? businesses are evolving, the diversity of our people – in every Indeed! Publicis.Sapient is broadening our range of servi- sense of the term – is an absolute necessity. It is the source ces, as a result of which we can provide our clients with a of our energy, our innovation and our creativity. Diversity broader-based and more integrated service, in every area between generations, for instance, has proved particularly we are considered legitimate. It also reinforces our ability precious: the large-scale recruitment of generation Y with to support them and develop their customer relations expe- their different perception of our businesses and of the world rience, an issue that is at the heart of our concerns. Quite a we live in, has given us the opportunity to modernize our lot of companies are now living in fear of being “uberized” working methods and organization, while the experience of in the near future: in other words, in fear of their traditional their seniors continues to be a fantastic asset. 04 Was that the rationale underpinning Citizens/consumers receive more and more the changes in governance this year? messages through various channels, and, It was. As you know, and as some people like to observe, the at the same time, reveal more and more Groupe’s senior management is remarkably stable: only two information about themselves. Given this Chief Executive Officers in the nearly 90 years the Groupe context, what becomes of your responsibilities has been in existence. That’s very few, and extremely rare! to citizens/consumers? However, stability is not synonymous with immobility. This Our position is clear. Irrespective of the channel used, the year, we put a new generation of managers at the helm, and addressee must be able to formally identify and interact set up an enlarged Management Board – our Directoire+ – as with the sender of the message. Citizens/consumers must further evidence of this intention. necessarily continue to have freedom of choice and must be able to exercise it. The other big challenge is, of course, This year, for the first time, your CSR Report the protection of personal data. Because of the digital tra- has given a say to external stakeholders. Why? ces consumers leave, whether on internet or using mobile We felt duty-bound to give greater prominence to our devices, we have considerable information on their profiles on-going dialogue with stakeholders, though this is a and behavior as users, clients, citizens, etc. In this era of challenging undertaking. I take great pride in having Big Data, we have huge responsibilities to our clients and major stakeholder categories share their thoughts with us staff, particularly in ensuring that these data are used in in this year’s CSR Report, and would like to thank them compliance with rules and regulations on citizens’ privacy warmheartedly for accepting our invitation to contribute. and freedom. This also entails more learning and greater This takes us a step further in our analysis of the materiality maturity on the part of citizens/consumers who accept to of our corporate social responsibility. Their opinion on the share this information. Together, we have the same demands way we conduct our business is of great importance to us, as regards transparency and clarity, and this is essential to and their recommendations are stimulating. I was interested establishing trust. We work on many other areas with this to note that their points of view tend to concur. In particular, same spirit, as evidenced by our 2014 Corporate Social they point out the need for campaigns to abide by basic Responsibility Report. principles, – such as transparency, truth, honesty, decency – and they demand of us that our communications be clear and transparent from the consumer’s point of view, and while this goes without saying, it may have been over- shadowed by the spectacular rise of digital. HORIZON FOR 2015 CREATION OF THE PUBLICIS.SAPIENT PLATFORM PUBLICIS GROUPE + SAPIENT OVER 22,000 50% employees digital revenue as early as 2015 NEW ABILITIES: consulting, e-commerce, production platforms 76,000 SOLID BASE IN INDIA: employees 8,500 employees in the world’s second-biggest market place in 2015 for mobile and social media EUR 8 BILLION revenue A SINGULAR EXPERTISE in global campaigns distribution 05 PROFILE OF THE GROUPE Founded in 1926 by Marcel Bleustein-Blanchet, Publicis and digital technology to become the world leader in terms Groupe has grown from a small creative agency to of the sustainable value we create. This we will achieve by the world’s third largest communications group. With delivering state-of-the-art communications for our clients’ operations in 108 different countries, the Groupe now has brands and products. The Groupe’s signature Viva la Dif- 63,621 employees.