(M6) Metropole Television

The role of the administrative, management and supervisory bodies

M6 Group has implemented a governance model that integrates sustainability considerations into its highest levels of decision-making. The Group operates under a two-tier governance structure:

Supervisory Board

The Supervisory Board plays a crucial role in overseeing sustainability matters. The Group has established a CSR Committee which reports directly to the Supervisory Board. This committee:

• Has three members, one of whom is independent
• Meets at least once a year
• Is responsible for overseeing the overall CSR strategy
• Monitors the implementation of the Group's commitments in the CSR area

Ethics Committee

As a media company, M6 Group attaches particular importance to respect for professional ethics. The Group has established a "Committee on the honesty, independence and pluralism of information and programmes", commonly known as the "Ethics Committee".

This committee ensures that information is guaranteed by Arcom and subject to freedom of communication. It may be referred to or consulted by any person for this purpose. Details are available on the M6 Group website: https://www.groupem6.fr/fr/engagements/comite-relatif-a-lhonnetete-a-lindependance-et-au-pluralisme-de-linformation-et-des-programmes/

Independent Director

In accordance with the commitments made by M6 Group under the agreement signed with Arcom for the broadcasting of the M6 frequency on DTT, an independent director was appointed by M6 Group's Supervisory Board in July 2023. Their role complements that of the Ethics Committee by:

• Ensuring that the deliberations of the Ethics Committee are properly received
• Monitoring their effects

Integration of sustainability-related performance in incentive schemes

Scope of incentive schemes

M6 Group has introduced incentive mechanisms related to sustainability matters for:

• Executive Board members
• Executives who receive a variable portion (including members of the Executive Committee)

Sustainability KPIs tied to remuneration

There are four non-financial indicators in total, with the fourth more specifically targeting climate-related considerations.

Climate considerations: The climate considerations taken into account in remuneration are primarily related to:

• Reduction in the Group's energy consumption
• Reduction in the Group's GHG (greenhouse gas) emissions

Weighting

For the entire Executive Board:

• Each CSR criterion represents 2.5% of the total variable remuneration of Executive Board members
• The fourth criterion (climate-related) represents 25% of the portion of the variable remuneration linked to CSR indicators

Governance oversight

The Remuneration and Appointments Committee submits recommendations to the Supervisory Board concerning all the components making up the remuneration of Executive Board members.

Cross-references

Detailed information on the amounts paid or allocated in 2024 to members of the Executive Board and the description of variable components of remuneration is included via cross-referencing to Section 3.3.1 and Section 3.3.2.2.C of the Management Report.

Strategy, business model and value chain

Our Business Model

M6 Group's business model is based on six types of resources and ensures the creation of financial and non-financial value for all its stakeholders. It has underlined its resilience in an unstable business environment.

Resources

Human

• 1,757 permanent employees and 480 event contract workers
• 53% of total workforce is female and 45% of leadership roles are filled by women

Intellectual

• Portfolios of strong and attractive brands, including M6 (No1 channel for French viewers) and RTL (No1 French commercial radio station)
• Extensive catalogue of rights with high-quality content, covering TV digital and cinema
• 4 TV personalities in the Top 10 most popular presenters in France

Financial

• €1,261.2 million shareholders' equity
• €256.5 million net cash

Industrial

• 28,750 m2 property assets
• Including 17,400 m2 owned in Neuilly
• 2 TV studios
• 8 radio studios

Societal

• 62% of TV news presenters are women and 45% for Radio news
• 100% of programmes accessible to people with disabilities
• M6 Group Foundation, the only foundation helping people who have been in prison
• Disability Unit: 78 employees with disabilities, vs 66 in 2023

Environmental

• 796 items on television news dedicated to environmental issues (up 36% vs 2023)
• 43 journalists trained in climate-related and environmental issues

Business Activities

The Group operates across four main business segments:

1. Editorial content and TV content
2. Radio stations and Digital platforms
3. Music events and musical works
4. Network of franchised estate agents and Network of indoor play centres

Value Creation for Stakeholders

Employees

• Offering a fulfilling work environment
• 93.4% employee retention with average seniority of 12.3 years
• 19% internal mobility
• 89% of employees received training

Viewers and Listeners

• Being at the heart of French people's concerns
• 23 million viewers
• 8 million+ daily listeners
• 22 million active users/month on M6+
• 5,878 pro bono commercials on TV

Producers

• Contributing to French and European audiovisual creation
• €518.7 million TV programming costs

Advertisers

• Providing a tailored service to generate efficiency and performance
• 2nd advertising sales house in France
• 96% of the French population reached

Shareholders

• Sharing the value and communicate transparently
• €157.2 million dividends paid in 2024 in respect of 2023
• €1,420.9 million market capitalisation at 31 December 2024

Interests and views of stakeholders

Stakeholder Identification

M6 Group stakeholders are numerous and can be classified according to the following types:

Employees

Employees are the company's human capital. They represent not only the workforce but also the creative synergies that drive innovation. They are also the ambassadors of M6 Group's values and commitments.

Viewers and Listeners

Those for whom the channels and programmes are intended.

Producers

Those who supply the Group, particularly with audiovisual content. In addition, M6 Group plays a vital role in creating French and European audiovisual and film works. It gives a significant proportion of its advertising revenues to numerous coproductions, and reserves part of its investments for producers.

Advertisers

Those who benefit from the commercial breaks made available to them.

Public Authorities

Primarily the French State and the ARCOM (Autorité de régulation de la communication audiovisuelle et numérique - since the merger of Hadopi and the CSA).

Distributors

Those who include M6 Group channels and services in their distribution packages.

Shareholders

Those whose invested capital allows M6 Group to operate, who vote in General Meetings and receive dividends.

Market Trends Driving Stakeholder Expectations

Advertisers' Expectations

• Effectiveness of advertising campaigns
• CSR commitments and responsible practices

Viewer/Listener/Spectator Expectations

• Attractive content
• Content available anywhere at any time of day

Transformation of Media Usage

• Development of AVoD, SVoD, podcasts
• Changing consumption patterns requiring adaptation

Stakeholder Value Proposition

M6 Group's business model ensures the creation of financial and non-financial value for all its stakeholders through:

• Human and intellectual resources that drive innovation and content creation
• Financial and industrial resources that enable sustainable operations
• Environmental resources that support responsible operations
• Societal resources that reflect M6 Group's commitments to society and relationships with stakeholders

Material impacts, risks and opportunities and their interaction with strategy and business model

Material CSR Challenges

The analysis of the Group's double materiality analysis, developed as part of the implementation of the CSRD, led to the creation of a list of 12 material CSR challenges. These CSR challenges are presented in the double materiality matrix below:

M6 Group Double Materiality Matrix

The matrix shows impacts plotted against financial materiality (x-axis) and impact materiality (y-axis), with the following material topics identified:

High Impact and Financial Materiality (3.5-4.0 range)

• Working conditions and equal treatment of workers in the value chain
• Equal opportunities: promoting diversity and male/female representation within the Group
• Mitigating and adapting to climate change by the Group and its value chain
• Content and influence of programmes on audiences

Medium-High Impact and Financial Materiality (2.5-3.5 range)

• Development of employee skillsets
• Health & safety, working conditions, quality of life and well-being at work
• Managing energy resources within the business and its value chain
• Journalistic ethics
• Balanced relationships with Group suppliers and subcontractors

Medium Impact and Financial Materiality (2.0-2.5 range)

• Responsible advertising
• Data privacy and security

Lower Impact and Financial Materiality (1.0-2.0 range)

• Use of resources, management of waste and end of life products
• Managing consumption of water resources
• Business ethics, combatting corruption and compliance with statutory regulations and obligations

Strategic Integration

These material challenges are integrated into M6 Group's business model and strategy through:

1. Content Strategy: The high materiality of "Content and influence of programmes on audiences" directly influences programming decisions and content creation

2. Human Resources Strategy: Focus on equal opportunities, working conditions, and skills development as core material topics

3. Environmental Strategy: Managing energy resources and climate change adaptation recognized as financially material

4. Governance Strategy: Journalistic ethics and business conduct integrated into governance structures

5. Value Chain Strategy: Working conditions in the value chain and supplier relationships identified as material risks and opportunities

Description of the processes to identify and assess material impacts, risks and opportunities

Double Materiality Analysis Process

The Group conducted a comprehensive double materiality analysis as part of the implementation of the CSRD (Corporate Sustainability Reporting Directive). This process led to the creation of a list of 12 material CSR challenges.

Double Materiality Matrix

The analysis developed a double materiality matrix that plots:

• Impact Materiality (y-axis): The significance of the organization's impacts on people and the environment
• Financial Materiality (x-axis): The significance of sustainability matters on the organization's financial position, performance and cash flows

Material Topics Identified

Through this process, the following material topics were identified and prioritized:

High Priority (Impact Materiality 3.5-4.0)

1. Working conditions and equal treatment of workers in the value chain
2. Equal opportunities: promoting diversity and male/female representation within the Group
3. Mitigating and adapting to climate change by the Group and its value chain
4. Content and influence of programmes on audiences

Medium-High Priority (Impact Materiality 2.5-3.5)

1. Development of employee skillsets
2. Health & safety, working conditions, quality of life and well-being at work
3. Managing energy resources within the business and its value chain
4. Journalistic ethics
5. Balanced relationships with Group suppliers and subcontractors

Medium Priority (Impact Materiality 2.0-2.5)

1. Responsible advertising
2. Data privacy and security

Lower Priority (Impact Materiality 1.0-2.0)

1. Use of resources, management of waste and end of life products
2. Managing consumption of water resources
3. Business ethics, combatting corruption and compliance with statutory regulations and obligations

This materiality assessment forms the foundation for the Group's sustainability strategy and reporting priorities under the CSRD framework.

Transition plan for climate change mitigation

Status and Timeline

The transition plan to mitigate the effects of climate change is currently being finalised and will be available during the course of 2025.

This low carbon transition plan is the result of an exercise carried out throughout 2024 with the firm BL Evolution, specialised in ecological transition, and includes all the Group's activities, encompassing distribution, production, operational activities and digital. The targets for cutting greenhouse gas emissions, decarbonisation drivers and the other elements expected are detailed therein.

Background

M6 Publicité and 6play at the forefront of decarbonising the sector:

• Initial Group decarbonisation initiatives: assessing the footprint of advertising activities and the catch-up platform (6Play)
• Introduction of tangible and pragmatic action plans to reduce their footprint
• Development of a calculation tool to automate the measuring of the carbon footprint of advertising campaigns

In 2022, M6 Group, through its Engagement Department, sought to ramp up its efforts and introduced an annual assessment of its overall carbon footprint, encompassing all its business units.

Scope

The transition plan includes all the Group's activities, encompassing:

• Distribution
• Production
• Operational activities
• Digital

Geographical coverage: concentrated on France, where the Group has its main activities.

Value chain coverage: the Group's own activities as well as its value chain, notably the activities of suppliers, external producers and content distributors.

Paris Alignment and Exclusions

M6 Group has not assessed its potential locked-in emissions.

As a media Group, M6 Group is not a company that is excluded from the Paris Agreements benchmark indices, as it does not fall under the excluded companies listed in Delegated Regulation (EU) 2020/1818 of the Commission.

The alignment of M6 Group's business activities with the provisions of Delegated Regulation (EU) 2021/2139 of the Commission is intended to evolve in line with the transition plan to mitigate the effects of climate change which will be finalised over the course of 2025. It is therefore currently difficult to identify the extent to which the alignment may change. The Group will communicate on this issue in the 2025 Sustainability Report, when the transition plan is available.

Climate Scenario Analysis

The analysis related to the use of scenario SSP1-1.9, consistent with the Paris Agreement and limiting climate change to 1.5°C. This is based on the significant transformation of our societies.

The process for identifying transition events related to climate change in a scenario consistent with 1.5°C with zero or limited excess was based on the TCFD definitions and includes the occurrence of events such as changes in policies (for example related to carbon taxes), or technology (notably related to innovation), economic (prices increases) and social (evolving consumer preferences) changes.

SBTi Validation Status

The Group's trajectory, once finalised, will be subject to the SBTi (Science-Based Targets initiative) in 2025. This initiative guarantees a methodology and international framework designed to verify the strength of the decarbonisation trajectory of businesses.

Key Decarbonisation Levers

Key projects in the carbon cutting trajectory (details to be provided when transition plan is finalised):

• Green production
• Energy efficiency and sobriety
• Sustainable commuting
• Supply chain engagement

Governance

This commitment by M6 Group was approved by the Supervisory Board's CSR Committee as well as by the Executive Committee and Management Committee. One member of the Executive Board will be responsible for the implementation of the climate policy based on the transition plan. The members of the Executive Committee and Management Committee will ensure oversight of the activities falling within their respective scopes.

The launch of this policy was instigated by the Executive Committee and Management Committee, through the launch of a Steering Committee chaired by a member of the Executive Committee, and whose objective is to set out the Group's ambition in terms of reducing Greenhouse Gas Emissions.

Stakeholder Engagement

M6 Group consulted the major stakeholders affected in relation to the development of its decarbonisation trajectory.

Policies related to climate change mitigation and adaptation

Climate Policy (based on Low Carbon Transition Plan)

M6 Group's climate policy is based on a low carbon transition plan launched in 2024 and being finalised in 2025. All Management bodies agreed to formally set out this climate policy.

Purpose and scope:

• The policy addresses the impacts and material risks related to climate change mitigation and energy efficiency
• Geographical coverage: concentrated on France, where the Group has its main activities
• Covers climate change mitigation and energy efficiency
• Scope encompasses the Group's own activities as well as its value chain, notably the activities of suppliers, external producers and content distributors

Governance and approval:

• Approved by the Supervisory Board's CSR Committee, the Executive Committee and Management Committee
• Instigated by the Executive Committee and Management Committee through the launch of a Steering Committee chaired by a member of the Executive Committee
• One member of the Executive Board is responsible for implementation of the climate policy based on the transition plan
• Members of the Executive Committee and Management Committee ensure oversight of activities within their respective scopes

Key content and principles:

• Based on the transition plan to mitigate the effects of climate change
• Objective to set out the Group's ambition in terms of reducing Greenhouse Gas Emissions
• Designed to address the impacts and material risks set out in the double materiality analysis

Monitoring and verification:

• The Group's trajectory, once finalised, will be subject to the SBTi (Science-Based Targets initiative) in 2025, which guarantees a methodology and international framework designed to verify the strength of the decarbonisation trajectory of businesses
• Carbon assessment follows two frameworks: the GHG (Greenhouse Gas) Protocol (international standard) and the BEGES regulatory method (French framework developed by ADEME)
• Annual assessment of overall carbon footprint encompassing all business units

Stakeholder consultation: M6 Group consulted the major stakeholders affected in relation to the development of its decarbonisation trajectory.

Status: The transition plan is being finalised and will be available during the course of 2025. The climate policy will be fully implemented once the transition plan is finalised.

Actions and resources in relation to climate change policies

Overview

M6 Group has initiated a low carbon transition plan in 2024, to be finalized in 2025. Actions currently in place began in 2021 following the creation of the Engagement Department, with energy sobriety measures starting in 2019.

Scope of actions:

• Energy-related actions (sobriety, mix, efficiency): cover Group's buildings and own operations in France
• Green production and carbon footprint reduction: cover own activities and upstream/downstream value chain (French and international scope)
• Commuting: France

Related investment expenditure: Detailed in Paragraph 7.1.4 (Green Taxonomy) - specific amounts not disclosed in excerpts.

Action 1: Carbon Assessment and Monitoring System

Description: Implementation of carbon assessment covering all Group activities, followed by in-depth analysis of main emission sources.

Time horizon: Started 2021, ongoing

Scope: Own operations and value chain

Resources allocated:

• Carbon management system CSR Insight implemented
• Collaboration with BL Evolution firm (2024) for climate risk analysis

Key features:

• Automation of data collection, monitoring and calculation processes
• Use of updated carbon databases specific to media group business sectors
• Monitoring of emission reduction initiatives over time
• Tracking of carbon footprint from leading suppliers

Link to policy: Forms the foundation for the low carbon transition plan and decarbonisation trajectory

Action 2: Green Production Initiative

Description: Implementation of green production practices across all programmes produced for the Group, supporting in-house and external production companies to reduce carbon footprint.

Time horizon: Started 2021, ongoing. Initiatives in place for several years for flagship programmes.

Scope: Own operations and upstream value chain (French and international)

Specific measures:

• Introduction of green production practices on shoots by training teams in Ecoprod certification
• Use of Carbon'Clap carbon calculator
• Certification of programmes via Ecoprod and Responsible Production labels
• Insertion of clauses in contracts including production's carbon footprint calculation
• Training of teams and appointment of green production coordinator in each in-house production company

Resources allocated:

• Membership in Board of Directors of Ecoprod association
• Access to Ecoprod solutions: Carbon'Clap calculator, green production guide, signage/displays, training, practical resources, Ecoprod label

Expected outcomes/KPIs:

• In 2024: 80% of SND executive productions awarded the Ecoprod Label
• Ecoprod certification requires score of >65% based on 85 environmental measures

Link to policy: Forms integral part of key topics to decarbonise M6 Group's activities

Action 3: Decarbonisation Measures for At-Risk Activities

Description: Implementation of decarbonisation measures to reduce risk related to increase in costs connected with carbon offsetting and mitigation.

Time horizon: Medium to long-term

Scope: Own operations and value chain

Target activities:

• Commercial production activities
• Advertising activities

Resources allocated: Not quantified in excerpts

Link to policy: Activities included in mitigation measures targeted via decarbonisation goals to be defined in 2025

Action 4: Operational Risk Management - Intense Heat

Description: Short-term operational monitoring to address risk of air conditioning system breakdown in technical facilities.

Time horizon: Short-term (affects on average 5 days per year by 2030)

Scope: Own operations (technical facilities)

Resources allocated:

• Temporary rental of cooling systems as adopted solution

Link to policy: Part of climate resilience analysis and adaptation strategy

Action 5: Energy Sobriety Measures

Description: Energy efficiency and sobriety initiatives in Group buildings.

Time horizon: Started 2019, ongoing

Scope: Own operations (Group's buildings in France)

Resources allocated: Not quantified in excerpts

Link to policy: Connected to climate policy areas covering climate change mitigation and energy efficiency

Action 6: Initial Group Decarbonisation Initiatives

Description: Assessment of carbon footprint of advertising activities and catch-up platform (6Play), with introduction of tangible action plans.

Time horizon: Initiated by 2022, ongoing

Scope: Own operations and downstream value chain

Key components:

• Assessment of footprint of M6 Publicité and 6play
• Introduction of tangible and pragmatic action plans to reduce footprint
• Development of calculation tool to automate measuring of carbon footprint of advertising campaigns
• 2022: Annual assessment of overall carbon footprint encompassing all business units

Resources allocated: Not quantified in excerpts

Action 7: Commuting-Related Measures

Description: Measures related to employee commuting.

Time horizon: Started 2021

Scope: Own operations (France)

Resources allocated: Not quantified in excerpts

Governance and Oversight

Management structure:

• Steering Committee chaired by Executive Committee member launched in 2024
• One Executive Board member responsible for implementation of climate policy
• Executive Committee and Management Committee oversight
• Approval by Supervisory Board's CSR Committee

External validation:

• Group's trajectory to be subject to SBTi (Science-Based Targets initiative) verification in 2025
• Consultation with major stakeholders on development of decarbonisation trajectory

Future Actions

2025 planned:

• Finalization of low carbon transition plan
• Definition of decarbonisation goals
• SBTi submission for trajectory verification

Targets related to climate change mitigation and adaptation

M6 Group has not yet set any GHG emissions reduction targets. These will be set when the Group publishes its transition plan in 2025.

Planned Target Development

• Timeline: Carbon reduction targets will be set out in the transition plan to be published in 2025
• Science-based validation: The Group's trajectory, once finalised, will be subject to the SBTi (Science-Based Targets initiative) in 2025
• Scope: The climate policy will cover:
  • The Group's own activities
  • Its value chain, notably the activities of suppliers, external producers and content distributors
  • Geographical coverage concentrated on France, where the Group has its main activities
  • Areas covered: climate change mitigation and energy efficiency

Current Monitoring

While no quantified targets are yet established, the Group monitors the effectiveness of greenhouse gas reduction initiatives using CSR Insight, which generates accurate year-on-year comparisons to monitor changes in the carbon footprint across all scopes of activity. Energy consumption is regularly monitored under the energy conservation plan.

The activities identified as being at risk (commercial production and advertising activities) have been included in the mitigation measures targeted via the decarbonisation goals that will be defined in 2025.

Energy consumption and mix

Energy consumption by source (MWh)

*La Boîte aux Enfants consolidated in 2024.

Renewable energy breakdown

• M6 Group does not consume any fuel from renewable sources.
• Consumption of electricity, heat, steam, and cooling purchased or acquired from renewable sources: 9,635.6 MWh in 2024.
• M6 Group generated and consumed 19.7 MWh of non-fuel renewable energy (self-generated solar) in 2024.
• M6 Group does not generate any non-renewable energy.

Scope and methodology

Scope: The entities included in the calculation are:

• M6 Group: activities at the Neuilly-sur-Seine sites;
• Regional programming sites;
• Diversification: the activities of Stéphane Plaza France and La Boîte aux Enfants (consolidated from 1 July 2024).

The energy consumed by the Group in Neuilly-sur-Seine is fully renewable, and covered by supply agreements for renewable energy and on-site electricity generation via solar panels.

66 solar panels were installed across a surface area of 130 m² on the roof of one building in Neuilly-sur-Seine. They entered into service in February 2024.

Energy intensity

Not disclosed.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption

The disclosure requirement ESRS E1-9 is marked as "Not provided (transitional provision)" in the company's sustainability statement. The following specific aspects are identified as not provided under transitional provisions:

• Exposure of the benchmark portfolio to climate-related physical risks (paragraph 66)
• Disaggregation of monetary amounts by acute and chronic physical risk (paragraph 66 (a))
• Location of significant assets at material physical risk (paragraph 66 (c))
• Breakdown of the carrying value of its real estate assets by energy-efficiency classes (paragraph 67 (c))
• Degree of exposure of the portfolio to climate-related opportunities (paragraph 69)

Climate scenarios and methodology

The analysis of climate-related scenarios was used to inform decisions regarding the identification and assessment of short, medium and long-term transition risks and opportunities via the use of scenario SSP1-19. The financial impacts were also measured in order to assess the level of risk and opportunity and sensitivity.

The DRIAS (Data for Research into Climate Impacts and Climate Adaptation) database and the Copernicus programme, from the European Earth and Climate Observatory, were the solutions used to work on these scenarios.

Physical risks assessment

The identification of the evolution of physical risks due to climate change over time was then formally set out with the help of two climate scenarios (RCP4.5 and RCP8.5), from the most ambitious to the most optimistic, over three time horizons.

Climate risks to which M6 Group is exposed

Physical risks excluded

The work thus completed helped to exclude the following physical risks to which the Group is not exposed:

• Rising sea levels
• Coastal flooding
• Coastline erosion
• Thermal stress (minimum temperature)
• Cold snap
• Landslide
• Clay shrinkage/swelling
• Risks related to solids masses, hail and snow

Asset exposure

The Group checked whether its commercial assets and activities were exposed to climate risks by identifying the level of exposure of its sites and activities (the four Neuilly sur Seine buildings and that in Marseille), as well as activities in the value chain on which the Group is the most dependent, according to their geographic location and the change in these risks over time.

The level of physical risk remains low, excluding the two main physical risks related to the intense heat and to flooding caused by rising water levels.

Pollution of air, water and soil

ESRS E2-4 is reported as not material by Métropole Télévision.

The company indicates that disclosure of the amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil (paragraph 28) is not material.

No quantified emissions data to air, water, or soil are disclosed.

Policies related to water and marine resources

The disclosure requirement E3-1 is marked as "Not material" in the company's sustainability statement. No specific policies related to water and marine resources are disclosed.

The company indicates that E3-1 paragraph 9 (Water and marine resources), paragraph 13 (Dedicated policy), and paragraph 14 (Sustainable oceans and seas) are not material to its operations.

Water consumption

Water Resources Management

M6 Group has identified "Managing consumption of water resources" as part of its materiality assessment. While this topic appears in the lower priority range of the double materiality matrix (impact materiality 1.0-1.5), it is nonetheless recognized as a sustainability matter requiring attention.

Water as Environmental Resource

The Group acknowledges water as one of the environmental resources utilized in its operations, alongside electricity and paper. Water consumption is part of the natural resources utilized by M6 Group in its day-to-day business operations across its facilities.

Facility Infrastructure Requiring Water Resources

Property Assets

• 28,750 m2 property assets total, including facilities that require water for operations
• 17,400 m2 owned in Neuilly

Operational Facilities

• 2 TV studios that require water resources for operations
• 8 radio studios and associated facilities

While specific water consumption metrics are not detailed in this section, the Group's inclusion of water resource management in its materiality assessment demonstrates awareness of this environmental impact and its potential financial implications for the business.

Resource inflows

Environmental Resources Utilized

M6 Group utilizes various environmental resources as inputs to its business operations:

Natural Resources

• Electricity for powering facilities and equipment
• Paper for administrative and operational purposes
• Water for facility operations
• Other natural resources utilized in day-to-day operations

Resource Management as Material Topic

The Group has identified "Use of resources, management of waste and end of life products" as a sustainability topic through its double materiality analysis. While positioned in the lower priority range (impact materiality 1.0-2.0), it remains part of the Group's sustainability considerations.

Infrastructure Supporting Resource Inflows

Property and Facilities

• 28,750 m2 property assets requiring various resource inputs
• 17,400 m2 owned in Neuilly as main operational facility

Production Facilities

• 2 TV studios requiring electricity, equipment, and various production resources
• 8 radio studios requiring technical equipment and resources for audio production

Content and Intellectual Resources

Programming Content

• €518.7 million TV programming costs representing investment in content resources
• Extensive catalogue of audiovisual rights and high-quality content
• 4 TV personalities in the Top 10 most popular presenters in France

Intellectual Property

• Strong brand portfolios including M6 and RTL
• Extensive catalogue covering TV, digital, and cinema content

The Group's business model relies on transforming these resource inflows into valuable content and services for its stakeholders.

Resource outflows

Waste and End-of-Life Product Management

M6 Group has identified "Use of resources, management of waste and end of life products" as a material sustainability topic through its double materiality analysis. While positioned in the lower priority range of the materiality matrix, it represents an area where the Group recognizes its environmental impact and responsibility.

Content and Service Outputs

The Group's primary outputs include:

Television Content

• 30,000 hours of ready-to-watch content annually on M6+ platform
• 10,000 hours of exclusive content available for at least 30 days
• Programming across multiple channels (M6, W9, 6ter, Gulli, and pay-TV channels)

Audio Content

• Radio programming across RTL, RTL2, and Fun Radio
• 28.3 million podcast listens per month for RTL
• Daily content for 8+ million listeners

Digital Services

• 22 million active users/month on M6+ platform
• 25.4 million unique users record in November 2024
• Streaming and on-demand services

Physical Resource Outflows

Operational Waste

As part of managing 28,750 m2 property assets and operating:

• 2 TV studios
• 8 radio studios

The Group generates various waste streams from its operations, though specific metrics are not detailed in this section.

Environmental Awareness Through Content

The Group also produces environmental content as part of its societal contribution:

• 796 items on television news dedicated to environmental issues (up 36% vs 2023)
• 43 journalists trained in climate-related and environmental issues

This demonstrates how the Group's content outputs contribute to environmental awareness while also managing the environmental impacts of its own operations.

Policies related to own workforce

Human Resources as Core Business Asset

M6 Group recognizes employees as holding a privileged position within the value chain. Training and skills development are therefore essential resources for M6 Group, which relies on the expertise of teams and intellectual property.

Material Workforce Topics

Through its double materiality analysis, M6 Group has identified several material topics related to its own workforce:

High Priority Topics

• Equal opportunities: promoting diversity and male/female representation within the Group (impact materiality 3.5-4.0)
• Development of employee skillsets (impact materiality 3.0-3.5)
• Health & safety, working conditions, quality of life and well-being at work (impact materiality 3.0-3.5)

Diversity and Inclusion Policies

Gender Representation

• 53% of total workforce is female
• 45% of leadership roles are filled by women
• 62% of TV news presenters are women and 45% for Radio news

These metrics demonstrate the Group's commitment to gender equality and diverse representation across all levels of the organization.

Disability Inclusion

• Disability Unit: 78 employees with disabilities (vs 66 in 2023)
• 100% of programmes accessible to people with disabilities

The Group has shown year-over-year improvement in disability inclusion, with an 18% increase in employees with disabilities.

Training and Development Policies

Training Commitment

• 89% of employees received training
• 19% internal mobility rate, demonstrating career development opportunities
• Average seniority of 12.3 years, indicating employee satisfaction and retention

Specialized Training

• 43 journalists trained in climate-related and environmental issues, showing commitment to professional development in emerging areas

Employee Retention and Satisfaction

Retention Metrics

• 93.4% employee retention rate
• Average seniority of 12.3 years

These high retention rates suggest effective workforce policies that create a stable and satisfying work environment.

Workforce Structure

Employment Types

• 1,757 permanent employees
• 480 event contract workers

This structure demonstrates the Group's commitment to providing stable employment while maintaining flexibility for event-based activities.

Taking action on material impacts on own workforce

A. Actions aimed at mitigating workplace discrimination or harassment

Scope: All companies in M6 Group
Time horizon: Ongoing (2024)
Resources allocated: Not quantified

• Regular training in non-discrimination principles for human resources teams
• Regular disclosure to employee representatives of gender equality situation, including gender equality score communicated to Labour Inspectorate and available on Group website
• Creation of dedicated Gender Equality Committee
• Mentoring programme (2022-2023): 12 female employees mentored by members of Executive Committee or Management Committee for one year. Programme currently being overhauled.
• Manager training in combating sexist conduct: 169 managers trained in 2024, with 17 remaining to be trained (91% completion rate)

B. Actions aimed at promoting integration and inclusion

Inclusion and reintegration for former prisoners

Scope: Own operations
Time horizon: 15-year commitment, ongoing
Resources allocated: Not quantified
Outcomes: 20+ former prisoners recruited to date; 2 former prisoners successfully integrated in 2024

2024 Actions:

• Awareness sessions: 3 sessions on prison system raising awareness of difficulties encountered by prisoners when looking for work (91 employees attended)
• Discovery day (Découverte) - flagship initiative since 2021: Day for former prisoners seeking work to meet employees
  • 2024 results: 4 editions resulting in 171 learning about offenders, 84 employees actively involved within M6 Group and Suez, 33 former prisoners supported towards finding work
  • Expansion: Extended to Suez Group in 2024 (following UpCoop cooperative in 2023)
• Open days: 3 held with 62 employees talking about career paths with 26 former prisoners

Foundation support to organisations (2024):

• Financial and operational support to 12 non-profit organisations
• Moving Towards Freedom programme: 3-year pilot scheme (launched 2024, ending 2026) with Fondation Entreprendre, Le chant des étoiles, Cegid solidaire, and ATIGIP (French Ministry of Justice agency)
  • Focus on entrepreneurship as driver of professional reintegration for offenders
  • 4 projects financed to test different modes of entrepreneurship support
• 2024 outcomes: 600 offenders received support; 53% of people whose support has ended have found work

Foundation funding: 20% increase in funding approved for 5-year renewal (April 2024)

Disability inclusion

Scope: Own operations
Time horizon: 2023-2024 and ongoing
Resources allocated: Disability agreement in force (specific budget not disclosed)
Outcomes: 18 employees with disabilities recruited (2023-2024), 5 with permanent contracts

Support measures under disability agreement:

• Health plan to finance paramedical treatment and excess related to purchase of prosthetics/orthotics
• Travel support (transport agreement, vehicle modifications, etc.)
• Additional career development training depending on specific needs
• Structuring of work (additional authorised absence days, additional remote working days)

Awareness activities (2024):

• 3 talks: endometriosis, sign language, breast cancer
• 3 workshops: 1 Cécifoot (blind football) workshop with 40 participants; 2 introductory sign language workshops with 50 employees during European Disability Employment Week
• 2 events: Duoday on M6 Group's radio and TV stations (RTL Matin, RTL Soir, Team Fun Radio, M6 evening news); Movember photoshoot on male cancers

C. Actions to support workplace well-being

Scope: Own operations
Time horizon: 2024, ongoing
Resources allocated: Not quantified

• 4 induction days to help new arrivals (students and permanent staff) integrate
• 4 afterwork events to improve team cohesion
• 2 'Getting to know you' events to break down barriers between teams
• Events open to employees and families to strengthen sense of pride in belonging to the Group
• Regular private projections for employees

D. Training and skills development

Scope: All companies in M6 Group
Time horizon: 2024, ongoing
Resources allocated:

• Training investment: €645k (2024) vs €454k (2023)
• Average training hours: 11.6 per employee (2024) vs 4.8 (2023)

Key training programmes:

• Artificial intelligence training: New training offered to all permanent contract employees (90% completion rate in 2024)
• Management training: Remote and face-to-face offering revised in 2024, new unified offering to be rolled out in 2025
• Combating discrimination and harassment training: 91% of managers completed in 2024
• Climate and environmental issues training: 43 journalists from M6 Group news teams (national newsroom, RTL newsroom, C.News) completed training in 2024
  • Focus on: understanding concepts (carbon footprints, carbon neutrality, energy challenges), identifying reliable sources, editorial creativity from environment/climate perspective

E. Internal mobility

Scope: Own operations
Time horizon: Ongoing
Resources allocated: Not quantified

• Internal Mobility Committee oversees internal job moves for employees seeking to change roles
• Annual jobs and career management agreement negotiated with trade unions to anticipate changes in jobs, develop skills, ensure staff employability

F. Performance management

Scope: Own operations
Time horizon: Annual, ongoing
Resources allocated: Not quantified
Outcomes: 84% of permanent employees had performance and career development appraisals in 2024 (82% women, 86% men)

• Annual performance reviews for all permanent employees covering results, training efficiency, skillsets used, professional balance

G. Executive remuneration sustainability objectives

Scope: Executive Board
Time horizon: Annual
Resources allocated: 10% of variable remuneration tied to sustainability objectives

Sustainability Objective 1: Technological transformation measured by number of employees on permanent contracts completing DATA training programme in 2025
Sustainability Objective 2: Proportion of leadership roles filled by women, aiming for parity

Implementation and measurement

Risk assessment: Unified Occupational Risk Assessment Document (DUERP) lists all identified risks for each work unit, including physical risks and occupational stress, with preventive measures

Monitoring: Annual/six-monthly reviews (official employee report, working conditions and employment report, training/disability/working conditions/health and safety reports) presented to Social and Economic Committees

No compensation actions for individuals harmed by material impacts are currently in place.

Targets related to own workforce

M6 Group has set itself three measurable targets across two specific areas related to training and skills development.

Target Overview

Target Details

Target 1: Equality of access to training

• Metric: Gender breakdown of training participation
• Target: As many men as women trained, with maximum deviation of 5%
• Baseline year: 2025
• Target year: 2028
• Context: The gender equality agreement stipulates that the breakdown of training by gender should reflect the gender breakdown of the overall workforce and that access to training by gender should tend towards parity
• Progress to date (2024): Women accounted for 52% of the workforce, and 48% of those who had received at least four hours' training were men

Target 2: Artificial intelligence training

• Metric: Percentage of employees completing AI training
• Target: 100% of employees must complete a one-day training course on the fundamentals of generative artificial intelligence and "The Art of the Prompt"
• Baseline year: 2024
• Target year: 2025

Target 3: Training in CSR issues

• Metric: Percentage of senior managers and newsroom heads receiving climate/environmental training
• Target: 100% of all senior managers and newsroom heads at M6 and RTL must receive training in how to cover climate-related and environmental issues
• Baseline year: 2024
• Target year: 2025

Additional Context

Overall training performance (2024):

• Average number of training hours per employee: 11.6 hours (12.2 for female employees and 10.9 for male employees)
• 84% of permanent employees had performance and career development appraisals
• Women: 82% of validated appraisals
• Men: 86% of validated appraisals

Target governance: Employee representatives are regularly informed and consulted in connection with setting targets and monitoring performance. Trade unions are invited to negotiate on these subjects, with most targets incorporated into collective bargaining agreements.

Characteristics of the undertaking's employees

Overall Workforce Structure

Total Workforce

• 1,757 permanent employees
• 480 event contract workers

The Group maintains a stable core workforce supplemented by event-based contract workers to support its media operations and live events.

Gender Distribution

• 53% of total workforce is female
• 47% of total workforce is male (calculated from the 53% female figure)

This demonstrates a balanced gender distribution across the overall workforce, with a slight female majority.

Leadership and Management

Leadership Gender Distribution

• 45% of leadership roles are filled by women
• 55% of leadership roles are filled by men (calculated from the 45% female figure)

The Group shows strong female representation in leadership positions, approaching gender parity in management roles.

On-Air Talent Gender Distribution

Television News

• 62% of TV news presenters are women
• 38% of TV news presenters are men (calculated)

Radio News

• 45% of Radio news presenters are women
• 55% of Radio news presenters are men (calculated)

The Group demonstrates a commitment to diverse representation in its on-air talent, particularly in television news where women represent the majority of presenters.

Employee Tenure and Retention

Retention Metrics

• 93.4% employee retention rate
• Average seniority of 12.3 years

These metrics indicate high employee satisfaction and loyalty, with very low turnover rates and long average tenure.

Disability Inclusion

Employees with Disabilities

• 78 employees with disabilities (2024)
• 66 employees with disabilities (2023)
• 18% year-over-year increase in disability inclusion

The Group has demonstrated measurable progress in disability inclusion, showing an increasing commitment to creating an accessible workplace.

Professional Development

Internal Mobility

• 19% internal mobility rate

This indicates active career development and progression opportunities within the organization.

Training Participation

• 89% of employees received training

Nearly all employees participate in training programs, demonstrating the Group's investment in workforce development.

Characteristics of the undertaking's non-employee workers

Event Contract Workers

Contract Workforce Structure

• 480 event contract workers

M6 Group employs a significant number of non-employee workers specifically for event-based activities. This represents approximately 21% of the total workforce when combined with the 1,757 permanent employees.

Purpose and Integration

The event contract workers support the Group's diverse activities including:

Live Events and Productions

• Support for television and radio productions
• Event management for shows and live broadcasts
• Technical and production support for various media activities

Flexibility and Scalability

The use of event contract workers allows M6 Group to:

• Maintain operational flexibility for varying production needs
• Scale workforce up for major events and productions
• Access specialized skills for specific projects
• Manage costs effectively while maintaining high production quality

Integration with Core Workforce

The 480 event contract workers work alongside the permanent workforce to deliver the Group's media content and services, supporting:

• Television programming and production
• Radio broadcasting and live shows
• Digital content creation
• Live events and special productions

This hybrid workforce model enables M6 Group to maintain its position as a leading media company while adapting to the variable demands of the entertainment and media industry.

Collective bargaining coverage and social dialogue

Collective bargaining coverage

All M6 Group employees are covered by a collective bargaining agreement or a company-wide agreement.

M6 Group complies with the Labour Code and applicable collective agreements with regard to social dialogue, the exercise and protection of trade union rights and employee representation.

The Group complies with the provisions of the Labour Organisation's fundamental conventions on the freedom of association and the right to collective bargaining.

Geographic scope

The Group's entire workforce is based in France. The Agreements apply to all company employees, regardless of role or geographical region. However, the Agreements do not apply to external providers, relationships with whom are governed by contracts that comply with legal provisions in force.

Social dialogue arrangements

Trade union representation and negotiation

The Agreements are negotiated with senior management and duly elected trade union representatives, who represent employees and their interests. To ensure that stakeholders can defend their interests, employee representatives also sit on the Social and Economic Committee.

M6 Group has entered into a negotiation agreement that sets out the issues to be negotiated, the frequency of negotiations and the resources allocated to employee dialogue. The Group has also entered into an agreement on elective and trade union offices, which reiterates the principle of freedom of association and sets out guarantees in relation to employee dialogue as regards time set aside for relevant activities and associated compensation.

Social and Economic Committees

Dialogue with employee representatives is ensured through regular meetings:

• Monthly or bi-monthly meetings (depending on subsidiaries' workforces) are held with Social and Economic Committees covering all issues connected with employee policy within the Group as well as working conditions and terms of employment applicable to employees of the entity in question
• The Health, Safety and Working Conditions Committee also meets at least four times a year to address matters relating to working conditions, health and safety
• Specific committees made up of employee representatives meet one or more times each year to address issues related to training, gender equality, housing, catering, financial matters and employee savings
• Trade union representatives and senior management also meet regularly to negotiate the Group's collective bargaining agreements

Sub-committees

Sub-committees of the Social and Economic Committee (covering economics, gender equality, training, disability, catering, housing and occupational stress) meet regularly to keep abreast of employees' concerns and difficulties.

Monitoring committees

Monitoring committees (covering occupational stress, disability, equality and health, safety and working conditions) are provided for in the collective bargaining agreements specific to these issues.

Works council arrangements

Employee representatives are permanently accessible via the company's enterprise social network and the Group's websites, notably via mandatory notices but also through internal communications.

The Agreements also provide for monitoring and feedback through monitoring committees and qualitative and quantitative employee reports. Employees' perspectives are fed back via employee representatives and through informal dialogue with employees or their representatives.

Target-setting and negotiation

Trade unions are invited to negotiate on subjects associated with targets, most of which are incorporated into collective bargaining agreements. For example, targets associated with agreements on gender equality and disability are negotiated and signed by senior management and representative trade unions.

Organizational responsibility

The organisation's operational responsibility for ensuring regular dialogue and improving the company's approach in light of results falls to the Group's Chief Human Resources Officer.

Diversity metrics

Gender Diversity Across the Organization

Overall Workforce Gender Distribution

• 53% of total workforce is female
• 47% of total workforce is male

The Group maintains a balanced gender distribution with a slight female majority across the entire organization.

Leadership Gender Diversity

• 45% of leadership roles are filled by women
• 55% of leadership roles are filled by men

M6 Group demonstrates strong female representation in leadership positions, approaching gender parity at the management level.

On-Air Representation Diversity

Television News Presenters

• 62% of TV news presenters are women
• 38% of TV news presenters are men

Television news shows a female majority in presenter roles, demonstrating the Group's commitment to diverse on-screen representation.

Radio News Presenters

• 45% of Radio news presenters are women
• 55% of Radio news presenters are men

Radio news maintains nearly balanced gender representation among presenters.

Disability Inclusion Metrics

Employees with Disabilities

• 78 employees with disabilities (2024)
• 66 employees with disabilities (2023)
• 18% year-over-year increase in disability inclusion

The Group has shown measurable progress in disability inclusion, with a significant increase in the number of employees with disabilities.

Materiality of Diversity

Strategic Priority

"Equal opportunities: promoting diversity and male/female representation within the Group" is identified as a high-priority material topic (impact materiality 3.5-4.0) in the Group's double materiality analysis.

Age Diversity Positioning

The Group positions itself as the "youngest" TV group in France, with:

• 20.1% audience share amongst 25-49 year olds
• Programming and content that appeals to younger demographics

This positioning influences both content strategy and likely workforce composition to maintain relevance with target audiences.

Accessibility and Inclusion Commitment

Program Accessibility

• 100% of programmes accessible to people with disabilities
• This includes subtitles for deaf/hard of hearing and audio description for blind/visually impaired viewers

The Group's commitment to accessibility extends beyond workforce diversity to include making content accessible to diverse audiences.

Adequate wages

No M6 Group employee is paid less than the applicable minimum amount, starting with the statutory minimum wage (Salaire Minimum Interprofessionnel de Croissance, SMIC). The Group's human resources information system is updated each time the statutory minimum wage increases. Minimum wages laid down in collective bargaining agreements also apply to the relevant employees.

Benchmark used: Statutory minimum wage (SMIC) and collective bargaining agreements only. No living wage benchmark is disclosed.

Coverage: Not disclosed (statement only confirms no employee is paid below minimum wage).

Geographic scope: France (reference to SMIC indicates French operations).

Targets/commitments: None disclosed.

Methodology: The human resources information system is updated each time the statutory minimum wage increases to ensure compliance.

Social protection

Coverage and schemes

All M6 Group employees are covered by social security.

Supplementary health insurance: 89.16% of the Group's permanent workforce (on permanent and fixed-term contracts) has signed up for the Group's supplementary health insurance cover. Employees not wishing to avail themselves of M6 Group's health insurance cover must provide a certificate of exemption confirming that they are covered by a compulsory health insurance scheme (in their spouse's name).

Disability, incapacity and death insurance: Permanent employees of M6 Group benefit from an insurance scheme covering the risk of disability, incapacity and death. The scheme provides:

• Incapacity cover, supplementary payments in addition to the benefits in kind provided under the state social security insurance schemes for health, maternity, work-related accidents and occupational illness
• Life insurance cover
• Disability cover

All employees on a permanent or fixed-term contract benefit from this cover from the start of their employment. Subscription is mandatory. Payment of contributions is split between employee and employer. All Group employees belong to a single scheme, regardless of status (with the same percentage contribution and the same division of contribution payments between employer and employee).

Casual workers: Casual workers may, if they wish, opt for the collective life, disability and health insurance scheme introduced in 2009 for artists and technicians and casual workers in the live entertainment, audiovisual and recording industries. This scheme is provided and managed by Audiens Santé Prévoyance.

Unemployment insurance: Unemployment insurance is mandatory and applies to all Group employees. Under this scheme, employees who involuntarily lose their job may be eligible to receive a benefit, subject to conditions. This unemployment benefit is funded from compulsory contributions levied on salaries. For each of its employees, M6 Group pays unemployment insurance contributions calculated on the basis of gross salary, as required by law.

Parental leave: Since M6 Group employees are private sector employees, they may be eligible for full- or part-time parental leave, in accordance with applicable legislation. When a child is born or arrives in the home, an employee may stop work to look after it. In these circumstances, employees are eligible for parental leave provided they have completed at least one year of continuous service with the Group. The period of leave depends on how many children are born or adopted at the same time. The initial duration of parental leave is no more than one year, renewable under the conditions provided for by law.

Under the terms of its gender equality agreement, M6 Group goes beyond the minimum legal requirements, offering employees an extended parental leave option whereby they work at least 80% of their normal working hours until their child reaches the age of six.

Retirement: The French pension model has three components: a basic pension, a supplementary pension and a voluntary private pension. The first two are compulsory under the general social security system, which means both employees and employers have to contribute, whereas the third is optional.

M6 Group pays contributions to fund basic and supplementary pensions for all its employees.

In addition to its statutory pension obligations, M6 Group has put in place a compulsory supplementary defined contribution pension plan. At 1 January 2025, this plan had 46 beneficiaries.

Health and safety outcomes

There were no deaths linked to occupational illness or workplace accidents among the Group's employees or non-salaried staff in 2024.

In 2024, six lost-time workplace accidents were recorded, giving a frequency rate of 1.93.

No absences for occupational illness were recorded among the Group's workforce in 2024.

In 2024, the Group recorded 10 days' sick leave resulting from workplace accidents occurring during the year and 550 days' extended sick leave resulting from workplace accidents that occurred before 2024. These 560 days related to 5 employees.

Persons with disabilities

Workforce Inclusion

Disability Employment Metrics

• 78 employees with disabilities (2024)
• 66 employees with disabilities (2023)
• 18% year-over-year increase in disability inclusion

M6 Group has demonstrated measurable progress in creating employment opportunities for persons with disabilities, showing a significant improvement from the previous year.

Organizational Structure

Disability Unit: The Group has established a dedicated Disability Unit comprising 78 employees with disabilities, demonstrating institutional commitment to disability inclusion beyond individual hiring practices.

Content Accessibility

Program Accessibility Commitment

• 100% of programmes accessible to people with disabilities

This comprehensive accessibility approach ensures that all content produced and broadcast by M6 Group is accessible to viewers with disabilities.

Specific Accessibility Features

Subtitling for Deaf and Hard of Hearing

In accordance with Law n°2005-102 for equal rights, opportunities, participation and citizenship for people with disabilities:

• M6 and W9: All programming subtitled (excluding exceptions such as advertising slots, sponsorship messages, live singing performances, instrumental music, trailers, teleshopping, and sports commentaries between 0:00-6:00)
• 6ter: 65% of programmes subtitled in 2024
• Gulli: 30% of programmes subtitled in 2024

Audio-description for Blind and Visually Impaired

• M6: 250 programmes with audio-description in 2024, of which 70 must be original
• W9: 25 original programmes broadcast in audio description in 2024
• 6ter: At least 20 original programmes in audio description in 2024
• Gulli: Seven audio-described programmes annually from 2022

Regulatory Compliance

The Group's accessibility measures comply with:

• Law n°2005-102 for equal rights, opportunities, participation and citizenship for people with disabilities
• Articles 28 and 33-1 of the Law of 30 September 1986
• Agreements with Arcom (French audiovisual regulator)

Strategic Integration

Disability inclusion forms part of the Group's broader diversity and inclusion strategy, supporting the material topic of "Equal opportunities: promoting diversity and male/female representation within the Group" identified in the double materiality analysis.

Training and skills development metrics

Overall Training Participation

Training Coverage

• 89% of employees received training

Nearly all employees participate in training programs, demonstrating the Group's comprehensive investment in workforce development.

Material Topic Recognition

"Development of employee skillsets" is identified as a material topic in the Group's double materiality analysis, positioned in the medium-high priority range (impact materiality 3.0-3.5), reflecting both significant impact and financial materiality.

Specialized Training Programs

Environmental and Climate Training

• 43 journalists trained in climate-related and environmental issues

This specialized training supports the Group's commitment to environmental reporting and reflects the materiality of climate change topics in media coverage.

Career Development and Mobility

Internal Mobility Rate

• 19% internal mobility

This metric indicates active career development and progression opportunities within the organization, suggesting effective skills development that enables employees to transition between roles.

Training Quality and Duration

The Group measures training effectiveness through:

• "% of employees who received training of more than 4 hrs during the baseline year"

This metric suggests the Group focuses on substantial training programs rather than brief orientations, indicating a commitment to meaningful skills development.

Employee Retention as Training Outcome

Retention Metrics

• 93.4% employee retention with average seniority of 12.3 years

The high retention rate and long average tenure suggest that training and development programs effectively engage employees and contribute to job satisfaction and career progression.

Strategic Integration

Training and skills development are recognized as essential resources for M6 Group, which relies on the expertise of teams and intellectual property. The Group's business model explicitly acknowledges that "Training and skills development are therefore essential resources for M6 Group, which also relies on the expertise of teams and the intellectual property of formats and brands."

Internal Promotion

The Group tracks "% of permanent opportunities filled via internal mobility", indicating a structured approach to promoting from within and developing internal talent rather than relying solely on external recruitment.

Health and safety metrics

Coverage of health and safety management system

All Group employees are covered by social security and 89.16% of the Group's permanent workforce (on permanent and fixed-term contracts) has signed up for the Group's supplementary health insurance cover.

Casual workers may, if they wish, opt for the collective life, disability and health insurance scheme introduced in 2009 for artists and technicians and casual workers in the live entertainment, audiovisual and recording industries. This scheme is provided and managed by Audiens Santé Prévoyance.

Fatalities

There were no deaths linked to occupational illness or workplace accidents among the Group's employees or non-salaried staff in 2024.

Work-related accidents and injury rate

In 2024, six lost-time workplace accidents were recorded, giving a frequency rate of 1.93.

Recordable work-related ill health

No absences for occupational illness were recorded among the Group's workforce in 2024.

Days lost to injuries and accidents

In 2024, the Group recorded 10 days' sick leave resulting from workplace accidents occurring during the year and 550 days' extended sick leave resulting from workplace accidents that occurred before 2024. These 560 days related to 5 employees.

Work-life balance metrics

Entitlement to family-related leave

All M6 Group employees are entitled to family-related leave, which is granted regardless of length of service for marriages, births and deaths. The number of days granted may vary depending on the rules in force at the subsidiary in question (governed by company-wide agreements, collective bargaining agreements or the French Labour Code).

Take-up of family-related leave (2024)

Parental leave eligibility and provisions

M6 Group employees may be eligible for full- or part-time parental leave, in accordance with applicable legislation. When a child is born or arrives in the home, an employee may stop work to look after it. Employees are eligible for parental leave provided they have completed at least one year of continuous service with the Group. The period of leave depends on how many children are born or adopted at the same time. The initial duration of parental leave is no more than one year, renewable under the conditions provided for by law.

Under the terms of its gender equality agreement, M6 Group goes beyond the minimum legal requirements, offering employees an extended parental leave option whereby they work at least 80% of their normal working hours until their child reaches the age of six.

Compensation metrics

Pay gap

In 2024, the gender pay gap within the Group, including corporate officers, was such that men on average earned 22% more than women.

Please note: this calculation does not take into account corporate officers, employee savings plans or free shares.

Remuneration ratio

The annual total remuneration ratio of the highest paid individual (excluding corporate officers) to the median annual total remuneration for all employees (excluding the highest-paid individual) was 20.55.

Fair pay ratios, which compare executive compensation with the mean and median compensation of employees of Métropole Télévision S.A. and M6 Group, are set out in section 3.3.1.7 of this document.

Methodology

The gender pay gap calculation excluding corporate officers does not take into account employee savings plans or free shares. The remuneration ratio excludes corporate officers and compares the highest-paid individual to the median employee. Additional fairness ratios comparing Executive Board remuneration to both average and median employee remuneration are provided separately for Métropole Télévision SA and the full M6 Group in section 3.3.1.7.

Incidents, complaints and severe human rights impacts

Incidents of discrimination

In 2024, three discrimination incidents were reported, two of which resulted in investigations.

Complaints filed through grievance mechanisms

In 2024, M6 Group did not receive any complaints through channels made available to employees to share their concerns or from National Contact Points as defined in the OECD Guidelines.

Severe human rights impacts

M6 Group did not record any serious human rights incidents in 2024.

Fines, penalties and compensation

In 2024, M6 Group was not found guilty in connection with discrimination, harassment or the wearing of veils and hence has no fines, penalties or compensation to report.

Policies related to value chain workers

Material Topic Recognition

"Working conditions and equal treatment of workers in the value chain" is identified as a high-priority material topic in M6 Group's double materiality analysis (impact materiality 3.5-4.0), reflecting both significant impact and financial materiality.

Supplier Relationship Management

Balanced Supplier Relationships

"Balanced relationships with Group suppliers and subcontractors" is also identified as a material topic (impact materiality 2.5-3.0), demonstrating the Group's recognition of its responsibility toward value chain workers.

Content Production Value Chain

Investment in External Production

• €518.7 million TV programming costs invested in content creation
• Significant proportion of advertising revenues dedicated to numerous co-productions
• Reserved investments for producers supporting the audiovisual industry

Industry Agreements and Standards

Audiovisual Industry Collaboration

The Group has concluded agreements with audiovisual industry bodies including:

• AnimFrance, SATEV, SPECT, USPA, SEDPA, SPI and SCAM (January 2023 agreement)
• These agreements enable pooling of production obligations across all Group departments

Film Industry Partnerships

March 2022 agreement concluded with film industry bodies:

• BLIC and BLOC representatives
• Authors' organizations
• Covers three authorized channels: M6, W9, and 6ter or Gulli

Value Chain Investment Obligations

European and French Content Investment

• 15% of revenue invested in production of European or original French language audiovisual works
• 11.5% invested for the Group's own account in heritage works production (M6 channel)
• 8.7% of revenues in independent heritage audiovisual works production (75.65% of investment obligation)

Independent Production Support

• 75% of film expenditure relates to independent production
• Support for independent animated works (74% of animation obligation)

Creative Industry Support

Music Industry Agreements

The Group has renewed agreements with:

• SCPP (French Society of Phonographic Producers)
• SPPF (French Society of Phonogram Producers)
• Coverage until end of 2032 for music content on M6 and W9 channels

Authors' Rights Protection

• Agreement with SCAM (French Society for Non-Fiction Authors) signed in June 2024
• Ensures boost to creative work and better pay for writers working with the Group

Value Chain Worker Protection

Through its extensive network of agreements and investments, M6 Group demonstrates commitment to:

• Fair compensation for creative professionals
• Support for independent producers and creators
• Compliance with industry standards for working conditions
• Long-term partnerships that provide stability for value chain workers

Taking action on material impacts on value chain workers

A. Actions to prevent a negative impact on the human rights of workers in the value chain

As described in paragraph 7.4.2.1, if the contractor fails to comply with any of the contract provisions, M6 Group will be automatically entitled to request the contract's termination.

Status: To date, M6 Group has not taken any additional actions with regards this negative impact.

Scope: Entire value chain

B. Actions to guarantee the anonymity of whistleblowers in the value chain

Status: To date, M6 Group has not taken any additional actions with regards this negative impact, as the whistleblowing system already guarantees anonymity.

Summary statement

No other actions have been taken, planned or underway to prevent or mitigate material negative impact on value chain workers.

C. Additional information

M6 Group does not have a specific process to:

• Determine which actions are needed when there is an actual or potential negative impact on value chain workers
• Ensure these actions are implemented effectively and measure the results

Furthermore, M6 Group does not have specific resources to manage these potential impacts.

No serious human rights issues or incidents related to the Group's upstream and downstream value chain have been reported.

M6 Group does not currently have any monitoring mechanisms or formal processes to monitor or evaluate their effectiveness.

Targets related to value chain workers

According to paragraph 7.4.3, which contains information relating to Disclosure Requirements S2.MDR-T and S2-5:

M6 Group does not currently have any monitoring mechanisms or formal processes to monitor or evaluate their effectiveness.

No specific targets related to value chain workers are disclosed.

Policies related to consumers and end-users

Material Topic Recognition

"Content and influence of programmes on audiences" is identified as a high-priority material topic in M6 Group's double materiality analysis (impact materiality 3.5-4.0), reflecting the Group's significant responsibility toward its consumers and end-users.

Audience Reach and Responsibility

Scale of Consumer Impact

• 23 million viewers across television channels
• 8+ million daily listeners across radio stations
• 22 million active users/month on M6+ digital platform
• 96% of the French population reached monthly through various media

This extensive reach underscores the Group's responsibility toward consumers and end-users.

Content Standards and Ethics

Journalistic Ethics

"Journalistic ethics" is identified as a material topic (impact materiality 2.5-3.0), demonstrating the Group's commitment to responsible content creation.

Ethics Committee

M6 Group has established a "Committee on the honesty, independence and pluralism of information and programmes" (Ethics Committee) to ensure:

• Honest and independent information
• Pluralism in programming
• Professional ethics in content creation

Independent Oversight

An independent director was appointed in July 2023 to:

• Ensure proper reception of Ethics Committee deliberations
• Monitor the effects of ethical guidelines

Consumer Accessibility

Universal Access Commitment

• 100% of programmes accessible to people with disabilities
• Comprehensive subtitling for deaf and hard of hearing viewers
• Audio description for blind and visually impaired viewers
• Compliance with accessibility regulations across all channels

Responsible Advertising

Material Topic Recognition

"Responsible advertising" is identified as a material topic (impact materiality 2.0-2.5) in the Group's sustainability assessment.

Pro Bono Content

• 5,878 pro bono commercials broadcast on TV
• Demonstrates commitment to using advertising space for social good

Content Quality and Diversity

Educational Content Obligations

• 6ter: Minimum 100 hours of educational programmes (magazines, game shows, documentaries, drama, animation) between 6:30-22:00
• Gulli: Minimum 300 hours annually of educational programmes between 6:30-23:00
• Environmental awareness programming requirements

Cultural Content Protection

• French language content quotas across all channels
• Support for European audiovisual works
• Investment in original French and European productions

Data Privacy and Security

"Data privacy and security" is identified as a material topic (impact materiality 2.0-2.5), reflecting the Group's responsibility to protect consumer data across its digital platforms and services.

Consumer Engagement Value

Platform Innovation

M6+ platform offers:

• 30,000 hours of ready-to-watch content annually
• 10,000 hours of exclusive content
• Interactive features and data visualization to enhance user experience
• Multi-device accessibility for consumer convenience

Social Responsibility Content

• 796 items on television news dedicated to environmental issues (up 36% vs 2023)
• 43 journalists trained in climate-related and environmental issues
• Content that educates and informs consumers about important societal issues

Business conduct policies and corporate culture

Material Topic Recognition

"Business ethics, combatting corruption and compliance with statutory regulations and obligations" is identified as a material topic in M6 Group's double materiality analysis (impact materiality 1.0-2.0).

Ethics and Professional Standards

Ethics Committee

As a media company, M6 Group attaches particular importance to respect for professional ethics. The Group has established a "Committee on the honesty, independence and pluralism of information and programmes", commonly known as the "Ethics Committee".

Committee Functions:

• Ensures information integrity guaranteed by Arcom
• Subject to freedom of communication principles
• Available for consultation by any person
• Details available on M6 Group website: https://www.groupem6.fr/fr/engagements/comite-relatif-a-lhonnetete-a-lindependance-et-au-pluralisme-de-linformation-et-des-programmes/

Independent Director Oversight

In accordance with commitments made under the agreement signed with Arcom for M6 frequency broadcasting on DTT, an independent director was appointed by M6 Group's Supervisory Board in July 2023.

Independent Director Role:

• Complements the Ethics Committee function
• Ensures proper reception of Ethics Committee deliberations
• Monitors the effects of ethical decisions

Journalistic Ethics

"Journalistic ethics" is identified as a material topic (impact materiality 2.5-3.0), reflecting the Group's commitment to responsible journalism and content creation.

Regulatory Compliance

Broadcasting Obligations

The Group maintains strict compliance with:

• Arcom (French audiovisual regulator) requirements
• Broadcasting licence obligations across all channels
• Annual reporting on obligation implementation
• Content quotas and quality standards

Advertising Standards

Compliance with:

• "Loi Sapin" (Law n° 93-122 of 22 January 1993) governing relationships between advertisers, agents, and media
• Health information requirements for food and beverage advertising
• Responsible advertising practices

Corporate Governance

CSR Committee

The Group has established a CSR Committee that:

• Reports to the Supervisory Board
• Has three members, one of whom is independent
• Meets at least once a year
• Oversees overall CSR strategy
• Monitors implementation of Group commitments

Industry Leadership and Collaboration

LaFA Initiative

Creation of "LaFA" (La Filière Audiovisuelle - The Audiovisual Industry) in November 2024, bringing together:

• French broadcasting groups: France Télévisions, M6, and TF1
• Rights management associations: ADAMI, SACD, SACEM, and SCAM
• Producer associations: ANIMFRANCE, SPI, and USPA

LaFA Objectives:

• Secure sound business model for the industry
• Keep pace with sector transformation
• Ensure diversity and innovation in creative output
• Promote French cultural exceptionalism

Media Climate Commitment

The Group is a signatory to the Média Climat contract, demonstrating commitment to environmental responsibility in media operations.

Value-Based Culture

Employee Ambassadorship

Employees are recognized as "ambassadors of M6 Group's values and commitments", indicating the importance of corporate culture in business conduct.

Stakeholder Tagline

The Group's tagline "Continuons de grandir ensemble" ("Let's continue growing together") reflects its commitment to collaborative growth with all stakeholders, including employees, partners, and the communities it serves.

Management of relationships with suppliers

Material Topic Recognition

"Balanced relationships with Group suppliers and subcontractors" is identified as a material topic in M6 Group's double materiality analysis (impact materiality 2.5-3.0), demonstrating the strategic importance of supplier relationship management.

Content Production Supplier Relationships

Investment in Supplier Network

• €518.7 million TV programming costs representing substantial investment in content suppliers
• Significant proportion of advertising revenues dedicated to numerous co-productions
• Reserved investment portions specifically for producers

Industry Agreements and Partnerships

Audiovisual Industry Collaboration

January 2023 agreement with audiovisual industry bodies enables pooling of production obligations:

• AnimFrance (Animation)
• SATEV (Television Authors and Directors)
• SPECT (Fiction Production Companies)
• USPA (Audiovisual Producers)
• SEDPA (Documentary Producers)
• SPI (Independent Producers)
• SCAM (Non-Fiction Authors)

Film Industry Partnerships

March 2022 agreement with film industry bodies:

• BLIC and BLOC representatives
• Authors' organizations
• Covers M6, W9, and 6ter/Gulli channels

Music Industry Supplier Relations

Long-term Agreements

The Group renewed agreements with music industry suppliers:

• SCPP (French Society of Phonographic Producers)
• SPPF (French Society of Phonogram Producers)
• Coverage until end of 2032 for M6 and W9 channels
• Demonstrates commitment to music artists and supporting companies

Authors' Rights Enhancement

June 2024 agreement with SCAM (French Society for Non-Fiction Authors):

• Mutually beneficial copyright agreement
• Ensures boost to creative work
• Better pay for writers working with the Group

Independent Producer Support

Investment Commitments

• 75% of film expenditure relates to independent production
• 8.7% of revenues invested in independent heritage audiovisual works
• 74% of animation obligation dedicated to independent animated works
• 15% of revenue invested in European or original French language audiovisual works

Technology and Platform Partnerships

Bedrock Partnership

Bedrock (jointly owned by M6 and RTL Groups) provides:

• Streaming platform technology and maintenance
• Partnership with European broadcaster groups
• Coverage for 45 million users across 4 European broadcaster groups

Distribution Partnerships

M6 Group maintains contracts with main distributors for:

• All channels and related services distribution
• Customer access across multiple platforms
• Strategic commercial partnerships (e.g., M6+ and Pluto TV)

Franchising and Network Management

Stéphane Plaza Immobilier

• 584 franchise agreements and 549 estate agencies
• Support for franchisees with digital approach
• Investment in advertising to promote brand and expertise

Supplier Diversity and Quality

Content Supplier Diversity

• Partnerships across various content types: drama, animation, documentaries, music videos
• Support for both established and emerging creative talent
• Commitment to European and French content production

Long-term Strategic Relationships

The Group's supplier management approach emphasizes:

• Multi-year agreements providing stability for partners
• Mutual benefit structures in contractual arrangements
• Industry leadership through collaborative initiatives like LaFA
• Innovation support through technology partnerships and content development

Prevention and detection of corruption and bribery

M6 Group has various systems in place to prevent and detect corruption and bribery, centered around its Code of Ethics and Professional Conduct.

Code of Ethics and Professional Conduct

Scope:

• All employees of the Métropole Télévision Group

Key content and principles:

• Details the Company's ethical values and defines professional principles which Group Directors and employees must adhere to in their own conduct
• Sets out the zero tolerance policy applied by the Group towards all forms of corruption
• Defines the operation of the whistleblowing system in force
• Contains recommendations in relation to offering and accepting financial or other benefits: any gift or invitation must be deemed unacceptable if it could be regarded as likely to influence the behaviour of the recipient towards the donor
• Requires reporting of any matters of concern to the Group's Head of Ethics (a former senior manager who no longer performs any other professional function within the Group)

Public availability:

• Available on M6 Group's website
• Employees are advised of all updates to the Code of Ethics and Professional Conduct

Implementation and monitoring:

• The Group is responsible for ensuring that "at risk individuals" (any person holding a position tending to have a higher risk of exposure to corruption) are adequately informed and trained
• Targeted training in tackling corruption and influence peddling for at-risk employees
• 100% of at-risk positions are covered by training programmes
• Training completed by members of the Executive Board, the Executive Committee and the Management Committee
• A training course covering definitions, realistic case studies and a knowledge test is planned for 2025
• Each quarter, the Head of Ethics meets with the Head of Audit and Risk to disclose any reports received during that period
• If necessary, information is brought to the attention of the executive management team
• Professional whistleblowing system in place
• Decision-making guidelines provided
• The anti-corruption system is in place and can be activated without undue delay

Compliance:

• M6 Group complies with all obligations under anti-corruption legislation
• In 2024, neither M6 Group nor its senior managers were convicted of any offence relating to corruption
• M6 Group has no knowledge of any breaches of applicable anti-corruption standards and procedures requiring remedial action

Incidents of corruption or bribery

Confirmed incidents

In 2024, M6 Group reported zero confirmed incidents of corruption or bribery. The company states: "In 2024, neither M6 Group nor its senior managers were convicted of any offence relating to human rights, corruption, breaches of business ethics or violations of current fiscal rules. Consequently, there are no fines to report for the 2024 financial year."

Convictions and fines

No convictions or legal decisions (criminal or administrative) related to corruption or bribery were reported for 2024. The total amount of fines paid for violations of anti-corruption / anti-bribery laws was zero.

Disciplinary actions

No employees were dismissed or disciplined due to corruption or bribery incidents in 2024.

Contracts terminated

No contracts with business partners were terminated or not renewed due to corruption or bribery in 2024.

Investigation procedures and speak-up mechanisms

M6 Group has implemented a professional whistleblowing system accessible to all employees and value chain workers. The system enables individuals to report, in good faith and without financial reward, any breach of law or situation placing others at risk. Key features include:

• Strict confidentiality: The Head of Ethics and Professional Conduct is subject to a stringent non-disclosure obligation. The identity of whistleblowers and accused persons is treated in strict confidence.
• Protection from reprisals: The Code of Ethics and Professional Conduct protects individuals using the whistleblowing system from potential reprisals. No employee can be punished or dismissed as a result of reporting an alert in compliance with legislation.
• Formal investigation procedure: Every alert triggers a preliminary assessment by the Head of Ethics and Professional Conduct, followed by an independent and objective inquiry if warranted.
• Training: 100% of at-risk positions are covered by anti-corruption training programmes, including members of the Executive Board, Executive Committee and Management Committee.

The company notes: "M6 Group has no knowledge of any breaches of applicable anti-corruption standards and procedures requiring remedial action."

Political influence and lobbying activities

Political engagement approach

M6 Group takes a neutral position in relation to politics. It therefore refrains from funding political parties, and associations whose aim is to promote political parties or to support the campaigns of candidates for national or local office.

Employees are therefore not authorised to make financial contributions in the Group's name, nor to use their working time, or the Group's premises or equipment for political ends.

Trade association memberships

M6 Group is a member of the Bureau de la Radio and the Association des chaînes privées. Both of these organisations were formed to represent the interests of media actors at the national level.

EU Transparency Register

The Group is therefore registered with the Haute Autorité pour la Transparence de la Vie Publique (HATVP), the body that supervises compliance with the rules of professional conduct governing relationships between registered parties and public officials. The Group is not currently listed on the EU's Transparency Register.

Board independence from government

No member of the Supervisory or Executive Boards has held an equivalent position in any government service, including regulatory bodies, in the two years prior to their appointment during the reference period.

Payment practices

Payment terms and policies

M6 Group complies with the provisions of France's Economic Modernisation Law (in force since 1 January 2009). Payment periods specified in supplier contracts must not exceed:

• 60 days (net) from the invoice date; or
• Exceptionally, 45 days end of month

Given the nature of audiovisual activities, a substantial majority of purchases of services are made on a contractual basis with payment schedules tailored to each activity due to content delivery cycles.

Standard payment terms

For Métropole Télévision (parent company):

• Statutory terms: 60 days
• Contractual terms: 30 days from the end of the month by the 10th day of the month

Overdue invoices at year end - Métropole Télévision

Trade payables (invoices received, unpaid and overdue):

Trade receivables (invoices issued, unpaid and overdue):

Note: This data does not include liabilities relating to the purchase of audiovisual rights, since these liabilities primarily fall due on the basis of operational milestones (including "ready to broadcast", "first broadcast", etc.) and not on calendar dates.

Payment procedures and controls

The Group has implemented:

• Supplier payment procedures governed by numerous internal controls and IT systems to process invoices
• Two alert and monitoring tools:
  • A dashboard tracking upcoming payment deadlines and outstanding invoices
  • A summary report of payment terms for each accounting department

Late payment penalties

Any late payment bears interest as of right in favour of the Company at the legal rate in commercial matters plus three percentage points, accruing from the date payment was due.

Legal proceedings

The Group has no ongoing legal proceedings related to payment delays.

Advertising revenue risk management

Due to prudent credit policies, the risk of non-payment of advertising campaigns remained less than 0.5% of revenue (equal to 2023). The Group imposes late payment penalties on unpaid invoices and has internal teams dedicated to recovering trade receivables.